With over £0.5m in fines and costs for Working at Height breaches in July, are you meeting your responsibilities?

In July 2015, individuals and organisations found to have failed to meet Work at Height legislation requirements were fined and ordered to pay costs totalling over £0.5m.

Seven cases were reported by the HSE where proper Health and Safety was not in place, including four resulting in the deaths of workers, two cases of life changing injuries, and one case where lives were put at risk.

The total fines and costs related to the seven cases reported by the HSE in July were £576,376.90.

All businesses have a legal responsibility to ensure the correct training is undertaken before any Work at Height takes place, something VinciWorks can help with, with our responsive Working At Height Essentials course, designed to provide an overview for all employees likely to work at height – including on footstools – and our Working At Height Advanced eLearning course, which covers working at height at an industrial level including construction.

Six Astute tips for driving business performance with eLearning

Many businesses take a fire-fighting approach to performance management, waiting for problem areas to become apparent before attempting to ‘extinguish’ them with learning interventions.

While identifying learning needs and delivering training to meet them can be challenging, this approach means staff are perennially on the back foot – and leaves a lot to be desired in terms of results.

Using eLearning can help to eliminate fire-fighting, enabling staff to instead focus on proactively identifying problem areas and strategically delivering training which will have the most impact on performance and growth.

1. Harness the wide range of ready-made eLearning content available today

‘Ready-made’ (also known as ‘off-the-shelf’ or ‘generic’) eLearning courses are available covering virtually any business-critical subject imaginable, including our own wide range of Compliance, Health and Safety and Performance Management eLearning courses.

Because they are ready-made, the subject matter expert and instructional designers’ time has already been paid for, keeping cost-per-learner low. This also means that organisations can move from identifying a learning need to delivering relevant training to staff within minutes.

Don’t be put off by the term ‘generic’, which simply refers to the base content that forms a course. Think of it like buying a printed book, which is also ‘generic’ after all – only, unlike a book, content can be customised, branded, and delivered to thousands of staff on the day of purchase.

2. Deliver a consistent learning experience to all staff

Whether using off-the-shelf or bespoke eLearning content, one benefit of eLearning is that it ensures all members of staff are on the same page when it comes to training, a consistency which helps when creating – and analysing – a corporate culture.

If done right, this can enhance your staff’s sense of belonging, whether they are office-based or remote, and ensure fairness and equality within your organisation.

In subjects like compliance, it’s essential that training is up-to-date with the latest laws, policies and regulations. Using eLearning means that courses can be updated and rolled out across organisations rapidly, with a consistency that is essential in measuring and auditing results.

3. Track and monitor course completion results to inform strategic decisions

A huge benefit of eLearning is how quantifiable the results are, enabling the identification of those who have or haven’t completed mandatory courses with a full audit trail of training activities.

Being able to compare course completion rates and assessment scores against key performance metrics makes it possible to monitor the ROI of eLearning and identify those subject areas in need of further learning intervention.

VinciWorks’ Astute eLearning Platform takes this a step further, with the ability to create triggered reports to notify key staff members of areas of concern by flagging up low assessment scores or failure to complete certain courses, enabling them to take proactive action to enhance understanding of the subject in question.

4. Offer training to your users whenever and wherever it suits them

Some people prefer to learn alone in quiet environments, and some find it much easier in a busy office, surrounded by people; some prefer the morning, and some don’t really become receptive to new information until later in the day.

eLearning makes effective training available for all of these people, as it can be taken anywhere the learner has internet access and a computer.

With Astute, which is also fully responsive, access to eLearning is even possible on mobiles and tablets in addition to personal computers, further expanding the learning possibilities and enabling staff to learn when and where it suits them best – and allowing learning and development staff to enrol learners onto courses from their pocket as soon as they identify a learning need.

5. Provide ongoing opportunities for growth and development to your staff

Productivity improves when people have opportunities for growth and feel that they are reaching their potential.

While investing in eLearning is a great way to ensure compliance and deliver just-in-time training on key management topics, by building up a catalogue of courses and making them available on-demand to learners, you also give them the opportunity to reach and expand their potential.

Using an eLearning platform like Astute, learning administrators can setup a catalogue of eLearning courses which users are free to browse and self-enrol onto with no further intervention required from the administrator. This empowers learners to improve their own skills in areas where they need it, without overloading them with training.

6. Automate the entire process of learning administration

Training an organisation’s worth of people offline requires enrolment on courses, arranging transport, accommodation, communications, analysis of results, production of reports, and countless other time consuming administrative tasks.

With eLearning, there is just as much information to be processed, but because everything is digital, it can be automated, greatly reducing the administrative burden placed upon staff.

When developing Astute, we focused on automating eLearning administration, enabling administrators to spend less time on ‘busy work’ and more time on value-added tasks such as strategically identifying areas in which training could most impact business performance.

eLearning administration tasks automated by Astute include: user administration, enrolments and re-enrolments, communications, issuing certificates, production and delivery of reports, management of refresher schedules, and many more.

Big Data Protection – how your business can harness the power of data while minimising risk

The business world has been excited about the potential of big data ever since the term was first coined in 2001.

While information has always been a critical element of forming business strategy, big data means taking advantage of modern levels of computational power and data availability to extract meaningful insight from extremely large datasets in ways previously impossible.

Business possibilities

The possibilities promised by big data seem limitless. There is the famous example of US superstore Target reportedly identifying a teenager’s pregnancy before her father, having found a correlation between her purchases and those of pregnant women and sending her vouchers for baby products.

And, yesterday it was reported that Manchester City have teamed up with German software company SAP to use big data analytics in an attempt to improve performance on and off the pitch.

Put simply, by using big data, businesses hope to improve their products and services, create more effective targeted marketing campaigns, and improve productivity by analysing staff behaviour.

To implement a big data strategy and start extracting these meaningful insights, a business requires two things: a large amount of data, and a software system with which to analyse that data.

Luckily, as computers increase in power at almost the same rate that available data grows – roughly doubling every two years – both are now readily available, even to small businesses.

Risks to businesses

As businesses process increasing amounts of data in search of new opportunities, they also expose themselves to a number of risks, with concerns over cyber security increasing in the wake of the recent USA data breach, now confirmed as having involved over 20 million names.

People continue to be the weak link in data protection – vulnerability to social engineering and individual mistakes can inadvertently grant hackers access to data, putting organisations at risk of serious data breaches. If and when proposed EU-wide data protection laws come into play, the risks will also include cripplingly large fines if security measures are not in place.

As companies increasingly utilise cloud-based software-as-a-solution (SaaS) services and implement CRM systems to manage big data strategies, they must ensure that individual employees follow correct procedures to maintain data integrity and security.

Now, more than ever, data protection cannot be seen as just the concern of the IT team, especially when employees increasingly have remote access to large amounts of sensitive data.

Businesses must ensure that every single member of staff is acting in a way that protects the organisation’s data – or face the consequences.

Find out more about our Data Protection training – aimed at giving all employees the training they need to protect your business from data protection breaches.

Fraud detection red flags: 12 common signs to look out for

Fraud continues to be a high profile news story: in the last week, a former Ukip MEP has been jailed over £500k expenses fraud, the finance director of Bannatyne Group was in court over fraud amounting to £8m, and it was revealed that in 2014 insurance fraud was worth an incredible £1.32bn.

Fraud, or deception for personal gain or to cause loss to another party, comes in many forms, making protecting your organisation against fraud an ongoing challenge.

There are numerous risks to organisations: job applicants lying on CVs in order to get jobs, employees filing false expenses claims, and senior staff abusing their positions for financial gain are just a few examples.

As well as fraud within organisations, every individual working for an organisation is a potential target for fraudsters – and it could well be the organisation’s money and reputation which ends up lost.

Consequences

The consequences of fraud are extremely serious, including imprisonment, hefty fines and damage to reputation of both the individual and the organisation.

Fines, lost revenue and legal costs associated with fraud can lead to reduced wages, cancelled bonuses, decreased morale and even redundancies.

Our Online Fraud and Market Abuse training is designed to help protect organisations against the various threats posed by fraud by raising awareness among all staff.

Everyone in an organisation is responsible for detecting fraud and protecting the organisation from its consequences. This excerpt from the ‘Identifying and preventing fraud’ section of the course demonstrates 12 red flags to help individuals detect fraud in your organisation:

Behavioural red flags

  • Employees who consistently work longer hours than their colleagues for no apparent reason and are reluctant to take time off.
  • Employees with a sudden change of lifestyle and/or social circle.
  • Employees under apparent stress without identifiable pressure.
  • Employees who request significant detail about proposed internal audit scopes or inspections.

Financial red flags

  • Employees known by others to be under external financial pressure.
  • Employees who appear to make a greater than normal number of mistakes, especially where these lead to financial loss through cash or account transactions.
  • Employees with unexplained sources of wealth, or at the highest level of performance (e.g. sales) where there might be a concern that they are achieving this through suspect activity.
  • Employees with competing or undeclared external business interests.

Procedural red flags

  • Employees making procedural or computer-system enquiries inconsistent or not related to their normal duties.
  • Customers or suppliers insisting on dealing with just one individual.
  • Managers who avoid using the purchasing department.
  • Poor engagement with corporate governance philosophy.

These red flags are designed simply to raise awareness and help in the detection of fraud by giving employees an idea of what to look out for – they do not constitute evidence that fraud is taking place.

Our Online Fraud and Market Abuse training covers identifying and preventing fraud in much greater detail, including technology fraud, internal and external fraud, the Fraud Act 2006, the consequences, investigation and reporting of fraud.

Six eLearning administration pains and our Astute solutions

Managing eLearning is a complicated and ongoing task, leading many organisations to hire staff dedicated solely to this function.

With responsibilities including managing learners, eLearning courses, enrolments, communications and reports, to name a few, the administrative burden on staff responsible for eLearning is large.

We’re about to release our brand new eLearning platform, Astute. Throughout its development, we’ve listened to client feedback to come up with Astute solutions to some of the most common eLearning pains, including:

1. User administration

Being able to monitor results is a key benefit of eLearning, but being able to correlate results with learners requires each learner to be allocated a unique username.

While eLearning platforms typically allow users to be added and deleted one by one, as organisations get larger this becomes an increasingly complicated way to manage users.

Staff turnover also means that the list of required users evolves constantly, making keeping an eLearning platform’s users up to date an administrative nightmare, consuming time whenever someone leaves or joins the organisation.

Our Astute solution: With Astute, use Active Directory single sign on automation or synchronise users with your existing systems using batch CSV import to painlessly keep your eLearning platform’s user list up to date.

2. User enrolment

Once learners are registered, they need to be enrolled onto the right courses, which may seem straightforward at first glance: find the user, select the courses to enrol them on, and enrol them.

Imagine repeating that process to enrol fifty users onto a number of courses specific to each of them, though, and the time involved grows rapidly.

When it comes to a global corporation with thousands of learners and a catalogue full of available courses, it really gets out of hand.

Many eLearning platforms are designed with only a straightforward individual user enrolment in mind, which simply doesn’t scale efficiently to the demands of a larger organisation.

Our Astute solution: Astute has a number of bulk management features for course enrolments and re-enrolments. Enrol users based on name, team, function, or any custom field of your choice in bulk to take the pain out of enrolments, no matter how many learners and courses you’re dealing with.

3. Communication with learners

In an ideal world, once users are created and enrolled onto relevant courses, administrators would be able to simply sit back and wait for them to complete the courses.

In practise, each time a learner is enrolled on a course a number of associated communications are required, such as informing the learner of the enrolment, their log in and access details, confirming completion of the course, and notifying managers of course completions.

Multiply all of these requirements by the amount of users involved and it quickly becomes a huge task, requiring constant communication with learners, managers and relevant stakeholders.

Our Astute solution: Astute’s in depth triggering system means any action can automatically create a reaction, specified by you. For example, when courses are enrolled on, create a trigger to email the user automatically, or when courses are completed, notify specific users – there are limitless opportunities to create triggers to automate communication throughout the user journey.

4. Chasing learners to complete courses

After learners have been enrolled and sent details of how to log in and complete their courses, it may seem like a matter of time before course completion rates reach 100%.

However, being overwhelmed with emails and tasks often means that emails about eLearning enrolments can often get lost, saved for later and forgotten about, or simply ignored.

eLearning platforms typically offer the ability to view users yet to complete a course, enabling an administrator to remind them, but this becomes yet another time consuming ongoing task.

Our Astute solution: Astute enables you to setup automated chaser emails for incomplete courses, as well as escalation reports to local champions or the person responsible for the learner in question – all customisable by the administrator.

5. Analysing data

One of the most valuable benefits of eLearning is the vast amount of data generated about each learner and their interactions with each course.

Utilised properly, this data can help businesses to identify areas of performance in need of attention to improve results, as well as identify which employees are outperforming their colleagues.

Most eLearning platforms offer the ability to view data generated, but to make meaningful, actionable sense of the data requires analytical skills.

Our Astute solution: Inbuilt dashboard summaries provide an overview of eLearning performance at an organisation-wide level, which can be drilled into to explore data at a course or learner level. Numerous included report templates highlight users based on course completion, team, and more, or use the powerful custom report builder for specific reports. Best of all, reports can be delivered automatically at scheduled intervals to the inboxes of administrators and key stakeholders in Excel, Word or PDF format.

6. Managing refresher schedules

It is good practise for employees to take regular annual refresher training, especially in critical subjects such as compliance.

Organisations typically manage this by setting an arbitrary annual date by which all employees must complete eLearning courses. Not only does this create extra administrative work, with manual re-enrolments every year, it also means staff who have joined in the interim have to take courses twice in less than a year.

Our Astute solution: Astute’s built in auto enrolment features can be based on a user’s individual course completion date, meaning that their re-enrolment date depends on when they last completed the course. Once set up, this runs automatically without requiring any intervention from your administrator.

We’ve designed Astute to take the pain out of eLearning administration, with many features aimed at making life easier for eLearning administrators. Release is imminent and you can be one of the first to see Astute in action: book a demo of Astute today.

Transforming performance management into a leadership opportunity: 12 suggestions

According to the 2014 CIPD survey, almost a third of employees feel performance management systems are unfair. This is an uncomfortable wake up call for people managers.

From years of working with managers worldwide, we know that a worryingly large number find performance management to be a tiresome compliance issue. If that is the attitude communicated by a manager, it is hardly surprising that many employees feel cynical and distrustful of the process.

Here are 12 suggestions for you to consider which will reinvigorate your performance management:

1. Keep it SMART and simple

Performance management is an opportunity for employees to align with their manager, team and the wider organisation. The language, terminology and materials must be simple, understandable and consistent. Ensuring that objectives are Specific, Measurable, Achievable, Relevant and Time-bound is crucial to give employees a chance of effectively achieving their objectives.

2. Clearly communicate the process

Your performance management cycle is the foundation of the whole process and it is important that it is communicated clearly at all levels. The cycle is underpinned by the enduring view that performance management is an opportunity for leaders to integrate strategic objectives into the daily work of their employees, and achieve engagement, sustainable performance and good business results at the same time.

3. Define roles and responsibilities

Ensure that everyone understands that it is the manager’s job to communicate the business strategy and plan, and it’s the employee’s job to think about and (with some direction and support) identify the impact on his or her objectives.

4. Focus on the journey as well as the end-goal

Help managers and employers to collaborate on the basis that it is not just about the results – but as much about how they achieve them.

5. Monitor your progress

Once you’ve embraced the first part of the process, subsequent inaction will lead to failure to achieve objectives, and individual and team disengagement. Happily the reverse is true when managers genuinely strive to get it right. You don’t have to be infallible to win – but your intentions and drive to deliver need to be evident.

6. Encourage collaboration

Performance management is just about dialogue. It works when it is genuinely a collaborative process, a foundation stone for a feedback-rich culture that aligns development with individual and business performance.

7. Demonstrate emotional intelligence

Empathetic dialogue requires managers and their employees to demonstrate effective emotional intelligence, meaning that giving and receiving good feedback demands an appropriate mix of courage, clarity and discipline.

8. Own your role

Performance management isn’t an extra-curricular activity, but an essential part of manager’s role. The continuum from informal, event-driven or operational conversations to formal discussions and reviews have, at their core, the same purpose – the opportunity and commitment to helping people reflect, understand, plan and determine what they do well, could do differently or might improve.

9. Don’t be confined by norms

To some, the term ‘performance management’ has command and control connotations that suggest top down directiveness rather that the ‘top down meets bottom up’ purpose for which it is intended. Consider a rebrand to make it more accessible for your employees.

10. Get the positioning right

Heralding performance management as an HR-led process can set the process off on the wrong footing. It’s about the business. It’s led by managers, owned by all employees, and facilitated by HR.

11. Don’t make it a burden

Too many managers burden themselves with the bulk of responsibility for validating, documenting and measuring their employees’s performance. Focus on placing more responsibility on employees for: identifying qualitative and quantitative measures; gathering evidence; having the courage and skill to assess their own performance; and identifying critical learning actions and how best to act on them.

12. Adjust your mindset!

If you are introducing a new or revised approach to performance management, adopt a long-term focus with a few quick-wins up your sleeve to encourage momentum and application. It will need nurturing, marketing, training, coaching, direction and all the influence you can muster to sustain the culture change it represents.

This article is an excerpt from a whitepaper by our partner, JSB Learning and Development.

What might augmented reality have in store for eLearning?

It has been predicted that Augmented and Virtual Reality will be a $4bn industry by the year 2018.

And, this week at E3 (the Electronic Entertainment Expo) Microsoft’s HoloLens created a huge buzz, with many excited about how the technology will impact the videogaming industry.

We like to stay ahead of the curve when it comes to using technology to drive business performance, and believe there are a number of exciting potential applications for Augmented Reality in the eLearning industry, too. Here’s a glimpse of what we think the future may hold:

Widespread adoption

While Augmented and Virtual Reality suggests expensive new hardware, projects like Google’s Cardboard open up the technology to anyone with a compatible smartphone – meaning many existing smartphones are already capable of being used for immersive virtual reality environments.

Consequently, adoption of the technology is likely to be rapid and widespread, when compared to other emerging technologies which typically take a while to catch on. With the increasing amount of BYOD (Bring Your Own Device) workplaces, it’s likely that workers around the world will be using Augmented and Virtual Reality devices in the workplace in the near future.

Simulated working environments

One of the benefits of eLearning is the ability to create an environment in which users can experiment. As people learn most from mistakes, being free to make them in a consequence-free environment means they are more likely to discover and remember the correct way to do things.

Virtual Reality will enable creation of a simulated version of a working environment, fully immersive and yet consequence-free, in which learners can discover safe, correct ways of working. Taking it a step further, Augmented Reality enables projection of holograms onto the user’s actual working environment, so eLearning will apply directly to their daily life.

Gamification

The main focus industry of the expansion of the Augmented and Virtual Reality market is gaming, and as gamification is increasingly being utilised in eLearning, these applications directly apply.

It’s not too difficult to imagine, for example, an augmented reality workplace in which employees are rewarded for performing their daily tasks correctly and efficiently, or undertaking safe working procedures as part of their training – leading to better performing, safer workplaces.

Immersion

The amount of distractions in the modern world has been widely commented upon (not to mention shared, liked, RTed, and even +1ed) – using a computer, tablet or phone for training means users battle with incoming emails, notifications from social networks, constantly updating websites, not to mention ‘real world’ distractions, to maintain focus.

It’s one of the reasons we use interactive multimedia elements in our eLearning, to make sure the content is engaging to the learner. VR eLearning would allow for 360° video, immersing the user entirely in a learning situation and further removing distractions.

Motion tracking

Gesture and motion recognition are part of the Augmented and Virtual Reality experience, commonly used for input such as selecting menu items, or interacting with video game environments.

In an eLearning context, there is no reason why people’s movements could not be tracked to ensure they are performing physical tasks in the correct way. This would enable interactive, real-time training for employees operating machinery, lifting and moving heavy items, or even performing operations – with instant feedback.

Future-proof

It remains to be seen how the business world will incorporate Augmented and Virtual Reality, if at all – but if it does become a core part of working life, we’ll be at the forefront of utilising it for eLearning.

It’s for the same reason that we have long been involved in the Adapt Learning Project and are currently making all of our courseware fully responsive: so that we can continue to offer future-proof eLearning that makes full use of the latest technology to drive business performance.

Overhaul of EU Data Protection law approaching

Overhaul of EU Data Protection law approaching

Earlier this week, the European Council reached a general approach on regulation for Data Protection, bringing a complete overhaul of EU Data Protection law a step closer.

Before the proposed regulations become law, the approach will be debated by European Parliament, the European Commission and the European Council.

If made law as they stand, there would be significant implications for businesses operating in or with companies in the EU. Described as “rules adapted to the digital era” by the European Council, they could be agreed as soon as the end of this year, so it’s not too early to start considering how they could affect you:

One-stop-shop approach

While currently there are independent watchdogs responsible for regulating data privacy in each member state of the EU, the new approach would standardise rules across the EU – in theory, simplifying doing business in the EU.

This would mean that companies within the EU, or those doing business with them, would have to refer to one single unified data protection authority and data privacy regulation.

What this means for your business: the changes to the law are expected to be relatively imminent, so now is the time to start planning for a potential overhaul of your own data protection policies with a view to complying with new EU legislation.

Increased consumer protection

The new proposals include strict regulation around the collection and use of personal data, essentially giving more control and rights to individuals where their data is concerned.

This would include making it easier for consumers to access their data, the ability to remove data from companies’ databases (the ‘right to be forgotten’) or easily transfer data between companies.

What this means for your business: when collecting any data about consumers or staff, businesses will need to be increasingly transparent about what that data will be used for. The regulation also mentions ‘unambiguous consent’, which will have implications in all instances where customer data is collected, across businesses.

Security measures

With proposed fines of up to €1m or 2% of global annual turnover, which for large corporations could amount to figures surpassing seven figures, there will be an increased need for businesses to implement security measures.

As well as the increased fines, data controllers would be responsible for notification of individuals affected by any data breaches, protecting consumers whose data is compromised.

What this means for your business: potentially huge fines for breaches, and additional requirements around data privacy are likely to increase the required investment in data protection for all businesses.

Data protection expertise

Our Compliance Essentials eLearning Suite includes a number of modules related to Data Protection which are aligned with the latest regulation. As the EU Data Protection law evolves, so too will our eLearning courses.

Implementing a programme of eLearning as part of your Data Protection policy ensures your staff have access to training on the latest legislation, minimising risk of data breaches and fines resulting from non-compliance.

8 good practice elements for managing sickness absence

Sickness absence is a thorn in the side of the UK economy, each year resulting in organisations losing an estimated £17bn and 190m working days, equating to an average 6.5 days off sick per employee each year.

Most organisations have a sickness absence policy in place to promote the welfare of employees, but the role of the manager in enforcing the policy with fairness and consistency is crucial, enabling issues to be resolved at the earliest possible moment to reduce the impact of sickness absence.

Our Manager’s Guide to Sickness Absence eLearning course includes a number of topics to help managers enforce sickness absence policies, including setting and following formalised processes, the impacts of different management styles on employees, and setting and monitoring attendance targets.

The course also details the 8 good practise elements of managing sickness absence, shown below in shortened form to help managers to manage sickness absence the right way:

  • 1: Reporting absence and staying in touch – by ensuring employees report absences at the earliest opportunity, managers can organise cover and prioritise workload, and also discuss and address any ongoing concerns with the employee at an early stage
  • 2: Recording and monitoring absence – by recording data related to absences, managers can identify and monitor patterns of absence, and in turn help businesses to understand, and hopefully remedy, the causes of absences
  • 3: Welfare contact – this contact, during the employee’s period of absence, gives managers an opportunity to discuss the nature of the employee’s absence, their potential return to work date, and any support they may need to return to work healthy, such as flexible working or a workload overview
  • 4: Return to work contact – when an employee returns to work after sickness absence, a manager should take the opportunity to ensure the employee is fit for work and that their return won’t lead to further absences, as well as identify any other potential issues before they escalate
  • 5: Absence triggers and policy stages – certain levels of absence should trigger a Formal Stage 1 meeting, in which a manager can offer support, set attendance targets and review periods, and formally raise concern over the level of absence. If absence continues to be an issue, then policies should progress the issue to Formal Stage 2 and Formal Stage 3 meetings
  • 6: Occupational health referral – by referring employees to occupational health at the earliest opportunity where medical advice is required, managers will be able to make informed decisions about dealing with sickness absences
  • 7: Special types of absence – certain types of absence, such as disability-related absence, pregnancy related absence, accidents at work and work-related illness, stress-related illness, mental ill-health and terminal illness, require managers to apply special consideration to ensure compliance with discrimination and health and safety laws
  • 8: Ill health retirement – certain levels of incapacity can result in ill health retirement, which usually need to be certified by an independent occupational health practitioner and authorised by the relevant pension fund.

Our Manager’s Guide to Sickness Absence eLearning course contains the above elements in a full detailed module, as well as an overview of sickness absence policy and modules to support managers through each of the three Formal Stages.

With over 75 minutes of high quality content, it is designed to give your managers the skills and tools they need to minimise sickness absence while promoting the health, safety and welfare of employees.