The HR Podcast | Built for Business

Practical HR advice UK for small business owners, managers and HR professionals. Every episode covers employment law UK issues you actually face — disciplinary, dismissal, performance management, redundancy and hiring.Dealing with a difficult employee? Building your first HR process? Getting to grips with employment rights? This HR podcast UK delivers straight-talking small business HR guidance and people management advice with no nonsense.HR for business owners, done properly.Hosted by Sarah Ropek and Claire Cathcart.

The HR Podcast | Built for Business is a business podcast hosted by Unknown Host, with 41 episodes on record and a Required Pod Score of 80. PitchCentric scores this show on Booking Probability, Listen Score, and live audience signals refreshed every 24 hours.

Unknown Host hosts The HR Podcast | Built for Business, a business show with 41 episodes published.

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  The HR Podcast | Built for Business

  Why Is Everyone Talking About The 4 Day Week?

  Aug 10, 202618 min

  The four-day working week keeps making headlines, yet most UK businesses still work a traditional five-day week. So what's actually going on? In this episode, you'll hear what two conflicting 2025/2026 studies really say about four-day week trial success rates, why the model suits some businesses far better than others, and the practical questions — pay, contracts, holiday calculations, customer cover — that need answering before you even think about running a trial. You'll also get a clear, honest look at employee productivity claims, work-life balance benefits, and why flexible working UK might be a better starting point for your business than a full four-day switch. The data on the four-day week is genuinely mixed, not universally positive. One 2025 study of 141 organisations across six countries found 90% kept the model after their trial, but a separate 2026 study found only 51% of trialling companies made it permanent — the headlines rarely mention both. There are two very different versions of a "four-day week." Either the whole business closes for a day, or staff work four-day contracts while the business stays open five days — these are culturally and operationally very different decisions, and it's worth being clear which one you're actually considering. A four-day week without genuinely reduced workload just condenses five days of work into four. Several real examples show this leads to more stress, not less, if the underlying workload isn't addressed at the same time. Whether a four-day week suits your business depends heavily on what your customers need. A business where clients expect a response five days a week faces a very different decision to one where that expectation doesn't exist. Flexible working UK arrangements, such as compressed hours or no-meeting days, may deliver similar work-life balance benefits with less operational risk than a full four-day week trial, and can suit a wider range of businesses. A four-day week trial requires serious groundwork, not just good intentions. Holiday calculations, contract changes, data collection to genuinely measure results, and enough time to trial it properly (not just a month) are all essential before drawing any conclusions. Employer brand is part of the decision, not just productivity. Some people are strongly motivated by a four-day week; others would rather work more and wouldn't consider it a benefit at all — it's worth thinking about who you want to attract, not just what the data says. [00:01] Are businesses actually adopting the four-day week?[02:33] Two conflicting studies on trial success rates[03:58] Why businesses are still nervous about trying it[05:28] Closed one day vs four-day contracts[08:49] Does a shorter week just condense the stress?[11:06] Should pay be reduced for a shorter week?[14:40] Flexible working and no-meeting days as alternatives[17:27] Does the productivity data really support the pay? Resources Mentioned Nature Human Behaviour — July 2025 study of 141 organisations across six countries, finding 90% kept the four-day week model after their trial Stealth Agents report (2026) — a conflicting study finding that only 51% of companies trialling a four-day week made it permanent four-day working week UK, four-day week trial, flexible working UK, employee productivity, work-life balance UK, compressed hours working, HR advice for small business, employee wellbeing at work, small business HR policy, hybrid and flexible working UK

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  The HR Podcast | Built for Business

  Should We Be Transparent About Pay?

  Aug 3, 202619 min

  If one of your employees found out exactly what their colleague earns tomorrow, would your business survive that conversation? Pay transparency UK legislation is on its way, EU rules are already driving change, and around a third of UK job adverts still don't include any salary information at all. In this episode, you'll learn why banning pay conversations rarely works in practice, how salary bands and salary benchmarking can protect a business when pay gets discussed, and where the gender pay gap still shows up even in businesses trying to do the right thing. You'll also get a clear, pragmatic take on what to do if you suspect your own pay structure has inconsistencies, before transparency forces the issue for you. Around a third of UK job adverts still don't include salary information , and CIPD research found only 54% of employers check that staff actually understand how their pay is worked out — a gap that pay transparency UK legislation is designed to close. Banning staff from discussing pay rarely holds up in practice. Contract clauses and policies telling people not to talk about pay don't stop it happening informally, and pay is legally an employee's own information to share as they see fit. Salary bands make disparities easier to explain, not harder. Where a clear band exists for a role, a pay difference tied to experience or complexity is usually easy to justify — the problems tend to show up where there's no structure to point to at all. Salary benchmarking, done regularly, is the practical alternative to a full formal pay policy. Especially for smaller businesses without the resource for something like a full Hay evaluation, benchmarking against the market gives you a defensible answer if someone questions their pay. The gender pay gap is still very real, even where businesses are trying to do right by their people. Men are more likely to negotiate hard for pay rises and promotions, and women taking career breaks for caring responsibilities often see their pay progress more slowly as a result — informal pay conversations have surfaced and corrected real gender pay gaps in practice. If you can't fix a pay disparity immediately, say so and commit to a timeline. Employees generally respond well to honesty about budget constraints, provided the business follows through — the real damage happens when a promise to review pay quietly disappears. Not everyone needs to know exactly what everyone else earns. The safer, more achievable middle ground is being transparent about pay philosophy and how decisions are made, publishing salary ranges on adverts, and being ready to explain any pay difference if it's raised. [00:01] Would your business survive a pay conversation?[02:26] UK government plans for salary transparency[03:22] Why salary bands make pay disparities easier[05:54] Why job adverts should always include salary[08:06] Market shifts and pay disparity over time[09:41] The gender pay gap, honestly discussed[16:23] Hay evaluation and structured pay fairness[19:13] Building a pragmatic approach to pay transparency Resources Mentioned CIPD research — cited for the statistic that only 54% of employers check staff understand how their pay is worked out EU Pay Transparency Directive — referenced as a driver of pay transparency change across Europe UK government pay transparency plans — referenced regarding proposed requirements for salary information on job adverts Hay job evaluation methodology — referenced as a structured, if resource-intensive, way to assess role complexity and scope for fair pay pay transparency UK, salary transparency UK, salary benchmarking, gender pay gap UK, salary bands, pay equity at work, salary on job adverts, HR advice for small business, UK employment law pay, small business HR policy

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  The HR Podcast | Built for Business

  What Do You Do When Your Employee Goes Viral?

  Jul 27, 202618 min

  Your employee just filmed themselves quitting on TikTok, had a very public vent about work on Instagram, or posted something entirely unrelated to work that's still found its way to your desk — and you have to deal with it. In this episode, you'll learn what UK employment law actually allows when it comes to employee social media misconduct, why "these are my own views" disclaimers offer far less protection than people think, and where the line sits on bringing a business into disrepute. You'll also get a clear, practical take on what an employee social media policy needs to cover, and why just over half of UK businesses still don't have one. 92% of UK employees use social media during working hours , spending over an hour a day on it on average — yet just over half of UK businesses have a social media policy in place, which is a real gap given how commonplace the behaviour is. Personal social media posts made outside work, on personal devices, can still be a disciplinary matter. If a post is public and someone brings it to the employer's attention, it's fair game to raise — it isn't a breach of privacy to address it. Dismissal for a social media post has to be reasonable and proportionate, or it risks failing at tribunal. Recent UK case law has reinforced that skipping a fair investigation in favour of a fast response can be an expensive mistake, even where the post itself is clearly inappropriate. "Views are my own" disclaimers offer limited protection. They may help in genuinely grey, borderline cases, but they won't protect an employee if a post causes serious reputational damage or clearly contradicts what the business stands for. Bringing a business into disrepute is a genuinely grey area , and it's different from simply sharing commercially sensitive information or a personal opinion — employers need to assess the actual reputational impact on a case-by-case basis, not treat every uncomfortable post the same way. Political and personal views on social media need careful handling. Sharing a strong opinion isn't grounds for dismissal on its own — inciting hatred is a different matter — and a facilitated conversation is often a better first step than assuming disciplinary action is required. Social media can be a genuine asset, not just a risk. Employers can end up overly cautious about what staff post, missing out on positive brand exposure — the healthier approach is balance, plus some basic training on what's okay to share and what isn't. [00:01] What to do when an employee goes viral[01:39] Why every business needs a social media policy[03:08] Sharing commercially sensitive information online[04:53] The vegan CEO example: disrepute vs opinion[06:25] A real case: assault outside work reaching the news[10:33] Do "views are my own" disclaimers actually help?[12:05] Handling political views shared on social media[17:44] Building social media training and guidance Resources Mentioned UK case law (2025) — referenced regarding a dismissal for a social media post being found disproportionate at tribunal (linked in the original show notes) "Quit Talk" — the TikTok trend of employees publicly filming themselves resigning, referenced as the starting point for the discussion employee social media policy, social media policy for employees, employee social media misconduct, bringing a business into disrepute, social media and employment law UK, dismissal for social media posts, UK employment law advice, small business HR policy, HR advice for small business, workplace disciplinary process UK

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  The HR Podcast | Built for Business

  Is It Too Hot To Work?

  Jul 20, 202620 min

  There's no legal maximum workplace temperature in the UK — and that surprises almost everyone who asks about it. As amber heat warnings have become a regular part of the British summer, HR managers and business owners are getting the same message on repeat: "it's too hot in the office, can I work from home?" In this episode, you'll learn exactly what UK workplace temperature law does and doesn't say, why "reasonable" is doing all the heavy lifting in the legislation, and what to do when employees push back on working in hot weather. You'll also get a practical steer on building an extreme weather policy now, rather than reacting every time a heatwave hits. There is no legal maximum workplace temperature in the UK. The law only requires that temperatures be "reasonable" — the TUC has been campaigning for a hard limit of 30 degrees since at least 2006, and Parliament debated it again last month, but nothing has changed yet. "Reasonable" also applies at the lower end. The often-quoted 16-degree minimum isn't a legal requirement either — it's HSE guidance, and the same "reasonable temperature" test applies at both ends of the scale. Working from home, where possible, is one of the simplest ways to manage extreme heat. It lets employees dress and cool down in ways they can't in an office, and offering that flexibility during hot weather tends to build genuine loyalty. Start with your most at-risk people, not a blanket rule. Employees who are pregnant, going through menopause, or have a relevant disability are a sensible starting point when deciding who needs the most flexibility during a heatwave. If an employer has properly risk-assessed the workplace and judged it safe, but an employee still refuses to attend, that becomes a different conversation — around annual leave, unpaid leave, or, ultimately, a conduct issue, rather than a straightforward safety one. The TUC's suggested figures are a useful practical benchmark even though they aren't law : 30 degrees generally, 27 degrees for strenuous work, with action triggered at 24 degrees. An extreme weather policy is worth dusting off (or writing from scratch) for heat, not just snow. It should set out clearly what's expected of employees and what the business will provide in return — fans, extra breaks, split lunch hours, or a shift to home working. Relaxing dress codes in hot weather costs nothing and is generally good practice , provided it's balanced against any genuine uniform or client-facing requirements the business has. [00:02] Is there a legal maximum workplace temperature?[01:48] Why this summer feels different[03:06] Productivity and comfort vs the letter of the law[06:44] The cost of preparing for hotter summers[08:00] What to do when employees push back[11:16] Do businesses need an extreme weather policy?[14:35] Should there be legislation on maximum temperature?[18:52] Relaxing dress codes in hot weather Resources Mentioned TUC (Trades Union Congress) — referenced for its long-standing campaign for a legal maximum workplace temperature of 30 degrees (27 degrees for strenuous work), first called for around 2006 HSE (Health and Safety Executive) — referenced for its non-statutory guidance on the 16-degree minimum workplace temperature UK Parliament — referenced for debating a maximum workplace temperature bill in the past month too hot to work, maximum workplace temperature UK, workplace temperature law UK, extreme weather policy, working in hot weather, UK employment law heat, HR policy for hot weather, small business HR advice, hybrid working policy, health and safety at work UK

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  The HR Podcast | Built for Business

  Who Is Responsible For Personal Development?

  Jul 13, 202618 min

  Ask an employer who's responsible for employee development, and most will say the employee needs to drive their own growth. Ask the employee, and most will say their employer doesn't take any responsibility at all. That disconnect shows up whether you're a five-person business with no training budget or a 10,000-person organisation with a dedicated learning and development function. In this episode, you'll learn why 73% of UK employees believe their employer carries no responsibility for their development, why a big L&D team doesn't automatically mean better career development, and how to tell the difference between employee training and genuine personal development at work. You'll also get practical, low-cost ways small businesses can support career development without a big budget or a formal programme. 73% of UK employees believe their employer carries no responsibility for their development , and only 15% say their manager helped them build a career plan in the past six months — even in organisations with formal L&D programmes in place. Personal development and career progression are not the same thing. Personal development is about doing the current role brilliantly; career development is about where someone goes next — conflating the two is often where the disconnect between employer and employee starts. A big learning and development function doesn't guarantee good career development. L&D teams are typically focused on meeting the biggest, most immediate training need (core job skills), which often has little to do with an individual's longer-term career development plans. The 70-20-10 model is worth knowing: roughly 70% of development happens through on-the-job experience, not formal training — which means managers, not just L&D, carry much of the real responsibility for employee development. Training and development are different things, and businesses often conflate them. Investing in a sales training course is training on how to do the job — it isn't automatically career development or real growth, even if it's badged that way. Small businesses can support employee development without a big budget. Ideas mentioned include a set annual development allowance, a monthly learning budget for books or memberships, half a day a week for developmental activities, or dedicated innovation time. Clarity beats good intentions. Employees are more likely to feel supported when a business is upfront about what development it will and won't offer, rather than assuming a training course or a benefit automatically counts as career development in the employee's eyes. Employees who take ownership of their own development tend to get more support, not less. Framing a personal development goal in a way that also benefits the business makes it far easier for managers to say yes to supporting it. [00:55] Who's responsible for personal development?[02:07] Why only 15% feel supported by their manager[04:29] Personal development vs career progression[06:34] Why small businesses struggle with career paths[09:41] Giving employees clarity on what's on offer[10:50] Low-cost ways to support development[14:58] Why big L&D teams aren't the full answer[19:20] Why employees need to own their growth too Resources Mentioned LinkedIn Workplace Learning Report — cited for the statistic that only 15% of employees say their manager helped them build a career plan in the past six months 70-20-10 learning and development model — referenced as the framework showing roughly 70% of development happens through on-the-job experience Elevate Hub — mentioned as an example of a learning platform some employees choose to spend a development budget on Audible — mentioned as an example of how employees use development budgets for informal learning employee development personal development at work career development employee training and development learning and development career progression at work L&D strategy for small business

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