Social media. It connects us, promotes us, markets us, and sometimes blurs the lines between personal and professional in ways we didn’t see coming.

I’m Heather Offord, Director of Clarity Consultants, and I recently recorded a video for The HR Practice exploring what happens when your online life at work and at home starts to overlap. Whether you're an employee wondering if you need to accept your manager’s friend request or an employer unsure about what's appropriate for staff to post, this blog will help you navigate the messy middle.

For Employees: Where Do You Draw the Line?

If you're an employee, you're likely asking:

• Should I post about work?

• Do I have to be ‘always on’?

• What platforms should I use for what?

Let’s break it down.

1. Understand Your Platforms

LinkedIn is widely accepted as a professional networking platform. Platforms like Instagram, Facebook, Twitter/X, TikTok, and WhatsApp tend to lean personal, but every company is different.

Check which platforms your employer is active on. You don’t have to be active on all of them. Instead, you can set clear intentions: for example, "LinkedIn is my work platform, everything else is personal."

2. Know Your Company’s Social Media Policy

Every company should have a social media policy. Ask for it if you haven’t seen one. It’s your guide to what’s expected and acceptable. If there isn’t one in place, encourage your employer to create one.

3. Set Your Privacy Boundaries

Look at your privacy settings and decide what’s public vs. private. For example, I use LinkedIn for business and keep my personal Instagram and Facebook pages locked down to just family and friends. I don’t accept client or employee requests on personal accounts, and that’s OK.

4. Don’t Be ‘Always On’

Just because social media and WhatsApp run 24/7 doesn’t mean you have to. You're under no obligation to reply to messages or emails outside your contracted hours. Set those expectations early, switch off notifications, and protect your time. Flexible working doesn’t mean round-the-clock availability.

For Employers: Model the Boundaries You Expect

Boundaries go both ways. If you're an employer, you have a responsibility to set the tone.

1. Be Clear with Expectations

What should employees post about? What’s off-limits? Don’t leave it to guesswork. Create a clear social media policy and make sure everyone knows where to find it.

2. Lead by Example

Don’t message staff out of hours and expect an instant reply just because they’re online. Keep your own posts professional on business platforms and avoid putting pressure on others to share or engage.

3. Respect Personal Space

Some employees will love to shout about your business online. Others will want to keep their private life, well… private. That’s completely fine. Allow people to opt out of work-related platforms and group chats without guilt.

Social media is a brilliant tool for connection, but only if it’s used thoughtfully. Whether you’re an employer or an employee, it’s all about clear communication, mutual respect, and healthy boundaries.

Here’s what to check:

• Employers: Do you have a social media policy? Is it up to date and accessible?

• Employees: Have you seen the policy? Do you understand what’s expected?

• Everyone: Are your platforms set up to reflect your work and personal boundaries?

If you’re unsure where to start or need training to get it right, The HR Practice can help. Don’t leave it to chance. Set the boundaries now and make social media work for everyone.

You can watch the full video here: https://youtu.be/EH1AJ2yI_7M

Advice for Employers Managing Parental Leave with Confidence and Compliance

Supporting new parents at work is not only a legal responsibility, but also an opportunity to build a workplace culture based on trust, flexibility, and fairness.

At The HR Practice, we’re often asked by employers how best to manage maternity, paternity, and shared parental leave. Below are the most common areas of confusion, along with guidance on how to stay compliant and supportive.

When should an employee notify you they are pregnant?
By law, employees must inform you by the 15th week before the expected week of childbirth. That said, creating an open and supportive workplace can encourage earlier disclosure, which helps with planning and ensures health and safety assessments can be carried out promptly.

What are your responsibilities for paternity leave?
Eligible employees are entitled to up to two weeks of Statutory Paternity Leave. This can be taken in one block or as two consecutive weeks within 52 weeks of the birth or adoption. Employers are responsible for processing these requests correctly and ensuring Statutory Paternity Pay is handled in line with the rules.

How does Shared Parental Leave work?
Shared Parental Leave (SPL) allows parents to share up to 50 weeks of leave and 37 weeks of pay. It can be more complex to manage, so it’s important that your policies are clear and up to date. Managers should understand the process and ensure all requests are documented, consistent, and supported.

Can an employee on maternity leave be made redundant?
Yes, but only in very specific circumstances. There must be a genuine redundancy situation. You must also offer any suitable alternative employment if it is available. This is an area where careful planning and legal advice is essential to avoid potential claims.

Are you prepared for flexible working requests?
Since April 2024, all employees have the right to request flexible working from day one. As an employer, you must consider requests fairly and provide a written outcome. It’s not about saying yes to everything, but engaging in open, fair conversations about what is possible.

Tips for managing maternity and paternity leave well

• Start with a clear handover process

• Offer KIT (Keeping in Touch) days where appropriate

• Let employees lead communication during leave

• Provide support during the return to work

• Train managers so they understand your policies and obligations

Final thoughts from Fiona
Good maternity and paternity support is built on three things: clarity, compassion, and compliance. Employees who feel supported are more likely to return and stay. Those who don’t may leave, and the cost of replacing them can be significant.

If you’re not sure whether your current policies or processes are fit for purpose, we’re here to help.

Need advice on parental leave or HR compliance?
Get in touch with The HR Practice
This email address is being protected from spambots. You need JavaScript enabled to view it. | www.thehrpractice.co.uk

Being a working mum is a juggling act, one that many of us are all too familiar with. From managing careers to raising children and handling the inevitable mum guilt, it’s a journey filled with highs and lows. In our latest LinkedIn Live, I had the pleasure of discussing this topic with two incredible women: Marianne McJannett, Head of Employment Law at Bellwether Green, and Laura Maginness, founder of The Glow Club and co-founder of the Scottish Growth Summit. We delved into the realities of balancing career ambitions with family life, sharing personal stories, strategies, and advice for working mums everywhere.

The Power of Organisation and Support Systems

For both Marianne and Laura, the key to managing their careers and family life comes down to organisation and strong support systems. Marianne, who has been working in employment law for 15 years, credits her ability to balance both worlds to careful planning.

“I think ahead, but not too far ahead. Every Sunday, I map out the week ahead, who needs to be where and when. And having a support system is crucial. We’re lucky to have grandparents nearby who help out, as well as excellent nurseries and after-school services.”

Similarly, Laura highlights the importance of not being afraid to ask for help.

“So many women try to do it all themselves, but I’ve learned to reach out to friends, family, and my wider network when I need support. And beyond logistics, I also ask for advice, just having a group of people you can turn to makes all the difference.”

She also prioritises being present whenever possible.

“My daughter is five, and she’ll just take my phone off me if she sees me working when we’re meant to be spending time together. That’s a reality check! So I try to be as present as possible and tackle my to-do list at another time.”

The Challenges of Being a Working Mum

Juggling motherhood and career inevitably comes with its challenges. One of the biggest hurdles? Time.

Laura, who runs a business membership and hosts events, finds that scheduling is like a “jigsaw puzzle.”

“I run events during evenings and weekends, which are sociable times for everyone else, but not for me! If my husband isn’t available, then it’s a full-on balancing act to make sure my daughter is taken care of.”

For Marianne, the hardest part was returning from maternity leave and feeling like she had to be back to 100% immediately.

“My line manager at the time gave me some of the best advice. He told me, ‘Give yourself six months.’ And he was right, after about six months, things clicked into place. It wasn’t about ‘getting back to my old self,’ it was about adjusting to my new self as a working mum.”

That mindset shift was key: you don’t go back to who you were before kids, you evolve.

The Ever-Present Mum Guilt

Mum guilt is real.

Marianne shared a moment that so many of us can relate to.

“This morning, as I was leaving, my daughter turned to me and said, ‘I don’t like you.’ And I thought, ‘I don’t really like me much right now either, but here we are.’ It’s hard when you have to drop them off early, pick them up late, and you see how exhausted they are by Friday night.”

So how do you cope with it?

Laura tries to reframe the narrative in her mind, and for her daughter.

“When she says, ‘I wanted to go home instead of after-school club,’ I turn it into a positive. ‘Who did you talk to today? What was fun?’ And I remind her (and myself) that I’m working hard to give us a good life and opportunities.”

For those of us with older kids, there is light at the end of the tunnel.

Fiona, our host, reflected on her own children’s perspective.

“I used to feel guilty about working so much when my kids were young. But as adults, they’ve told me they actually admired it. They saw me working hard, getting my Master’s degree while raising them, and it gave them a strong work ethic.”

Leadership and Career Growth as a Working Mum

Being a mum changes your leadership style. Marianne and Laura both emphasised the skills motherhood has enhanced: patience, negotiation, flexibility, and empathy.

“I’ve never had a team member throw themselves on the floor in Aldi, screaming, trying to pull things off the shelf,” Laura joked. “But those moments as a mum teach you extreme patience and negotiation skills, which come in handy in business!”

Marianne has also learned the importance of boundaries.

“I set boundaries at work the same way I do at home. I know what my working hours are, when I need to leave, and I stick to it. That discipline has helped me thrive in my career while maintaining a family life.”

Advice for Future Working Mums

So, what advice would they give to women who want both a successful career and a fulfilling family life?

Marianne’s Advice:

1. Make it a partnership. If you’re raising children with someone, the responsibilities should be shared.
2. Keep the conversation going. Parenthood is an evolving journey, keep discussing your priorities as a family.
3. Learn from others. Every working parent does things differently, and there’s no single ‘right’ way.

Laura’s Advice:

1. Redefine success. Success doesn’t have to mean 12-hour workdays, it can be working half-days with maximum impact.
2. Cut the unnecessary. Focus on what truly moves the needle in your career.
3. Know that you CAN do both. Being a mum doesn’t mean the end of ambition, it enhances it.

The Takeaway

Balancing motherhood and career is challenging, but it’s absolutely possible. With the right support, organisation, and mindset shifts, you can build a thriving career while being a present, loving parent. And let’s be honest, mum guilt might never fully go away, but with time, perspective, and a little self-compassion, we can learn to manage it.

A huge thank you to Laura and Marianne for sharing their experiences and insights! If you have any thoughts or questions, drop them in the comments, we’d love to keep the conversation going.

Running a business is a balancing act, and often, HR is seen as an extra cost that is a nice to have rather than a necessity, especially where budgets are tight.

However, poor HR practices don’t just impact workplace culture—they can seriously hurt your bottom line. In this blog, we’ll explore the financial risks of ineffective HR practices and how aligning HR and finance strategies can save your business money.

1. The Financial Risks of Poor HR Practices
   When HR isn’t done right, the costs quickly add up. Common issues include:

• High Staff Turnover: Replacing an employee can cost up to £30,000, factoring in recruitment, training, and lost productivity.
• Legal Non-Compliance: Employment tribunals and regulatory fines can run into thousands, damaging both finances and reputation.
• Payroll and Pension Errors: Incorrect payroll and pension processing can lead to fines, penalties and disgruntled employees.

Real-life example: A small business that faced a tribunal for unpaid overtime ended up paying more than £10,000 in fines and legal fees—a cost that could have been avoided with proper HR systems.

2. Compliance Isn’t Optional
   Failing to comply with employment laws can be a costly mistake. Key areas to watch include:

• National Minimum Wage (NMW) compliance.
• Accurate payroll processing.
• Pension Auto-Enrolment compliance.
• Adhering to new legislation, like the Neonatal Care Leave and Pay Act, coming in April 2025.

Tip: Finance and HR teams should regularly review policies to ensure compliance with changing laws.

3. The Payroll and Pensions Pitfalls
   Even small payroll errors can snowball into big issues:

• Overpayments: These are hard to recover without damaging employee trust.
• Underpayments: Can lead to fines or HMRC investigations.
• Pension Errors: Missing auto-enrolment deadlines or contributions can result in penalties.

Investing in accurate payroll software or outsourcing payroll management is a cost-effective solution.

4. The Hidden Costs of Employee Turnover
   Replacing an employee costs more than you might think. Break it down:

  Recruitment fees.

• Time spent interviewing and onboarding.
• Productivity dips while a new hire gets up to speed.

How to reduce this: Strong HR practices, like effective onboarding and career development programmes, can reduce turnover rates.

5. Bridging the Gap Between HR and Finance
   HR and finance don’t work in silos—or at least, they shouldn’t. Collaborating helps businesses:

• Forecast costs like recruitment and training.
• Set aside budgets for legislative compliance.
• Create cost-saving strategies, such as employee retention programmes.

Tip: Regular meetings between HR and finance can uncover opportunities to optimise processes and cut unnecessary costs.

Conclusion: A Partnership That Saves Money
Good HR isn’t just about employee satisfaction; it’s about protecting your business’s financial health. By addressing inefficiencies, ensuring compliance, and fostering collaboration between HR and finance, you can avoid costly pitfalls and set your business up for sustainable success.

💡 Need help? The HR Practice and Clarity Accounting (Scotland) Ltd can help you create a compliant, cost-effective strategy that supports both your people and your bottom line.

Katie Gilmour
Operations Director
Clarity Accounting (Scotland) Ltd

This email address is being protected from spambots. You need JavaScript enabled to view it.

HR Unlocked: The Realities of Employee Ownership with Fergus Aitchison

From Engineer to Managing Director

“Part of our vision is to create a company of lasting value on behalf of our employees. We wanted to allow the staff who had helped us build the business to share in its future success.” – Fergus Aitchison

 

Why MHB Consultants Chose Employee Ownership

“We could have gone with a trade sale, but we would have lost our brand identity. A management buyout would have put a lot of financial risk on the leadership team. Employee ownership allowed us to maintain our culture while rewarding the employees who helped build the business.” – Fergus Aitchison

 

How Does Employee Ownership Work?

• Employee Trustee – Represents the staff.
• Director Trustee – Oversees the company’s leadership.
• Independent Trustee – Provides external governance.

“We’re trying to set the mindset that we are all co-owners. That comes with accountability, responsibility, and the opportunity to share in the company’s success.” – Fergus Aitchison

 

The Challenges of Employee Ownership

“At first, some employees thought they’d have a say in every operational decision, which isn’t the case. The trust can represent employees, but leadership decisions still sit with the board.” – Fergus Aitchison

 

Lessons Learned & Advice for Businesses Considering Employee Ownership

• 20% fully embrace the model
• 60% like the idea but need guidance
• 20% don’t engage with it
  Focusing on the 80% who want to be involved helps drive the right culture.

“You won’t get everything right on day one, and that’s okay. Employee ownership is a journey, and it’s all about adapting and improving along the way.” – Fergus Aitchison

 

What’s Next for MHB Consultants?

“Employee ownership sets us apart from competitors. It helps attract and retain staff, build engagement, and create a culture of shared success.” – Fergus Aitchison

 

Final Thoughts: Is Employee Ownership Right for Your Business?

1. Coaching, Mentoring, or Advising? Know the Difference

2. The Coach’s Role: Balance Reflection with Guidance

3. Leadership is a Lifelong Journey

4. Create a World-Class Team

5. Move from the Dance Floor to the Balcony

6. The LEADING Model for Leadership Development

• Look like a leader: Align your behaviour with top leaders.
• Empathy, empowerment, and emotional intelligence: Build trust and delegate effectively.
• Awareness: Reflect and use psychometrics to identify growth areas.
• Delivery: Inspire action.
• Impact: Communicate clearly and effectively.
• Nurturing: Develop your team.
• Game-changing: Drive transformational, not incremental, change.

7. Create a Coaching Culture

8. Choose the Right Coach

9. Tackle Live Challenges

10. Ask the Right Questions

• Do you want to get better at what you do?
• Have you reached your full potential?

Final Thoughts

Starting The HR Practice: A Journey of Support and Generosity

When I decided to launch The HR Practice, I knew it would be challenging, but I wasn’t fully prepared for how transformative it would be. Building a business from the ground up is no small feat, and as I set out, I expected to encounter a fair share of hurdles. However, one aspect of the journey took me completely by surprise was the incredible support I received from the business leaders I knew from my corporate days or from business leaders I was introduced to.

From the outset, I made a conscious effort to seek advice and guidance from those who had walked the path before me. I knew I needed to learn from their successes and mistakes. What struck me was not just their willingness to share their time and expertise, but the genuine enthusiasm they had for helping me succeed. Their generosity was far beyond what I had anticipated.

Coaching and Mentoring: The Game Changers

The coaching and mentoring I received from seasoned professionals became the cornerstone of my success. These individuals provided me with more than just advice—they offered perspective, encouragement, and practical strategies that were instrumental in shaping The HR Practice. They helped me navigate complex decisions, avoid common pitfalls, and build confidence in my abilities as a business owner.

What amazed me most was the authenticity of their support. These were busy, accomplished leaders with demanding schedules, yet they were eager to listen, advise, and cheer me on. Whether it was through formal coaching sessions or informal coffee chats, their insights and encouragement were invaluable.

A Lesson in Paying It Forward

This generosity of spirit left a lasting impression on me. Before starting this journey, I had assumed that building a business would be a lonely journey with a focus on competition rather than collaboration. Instead, I discovered a community of leaders who were genuinely invested in helping others succeed. Their support was a powerful reminder of the importance of community and the impact of paying it forward.

Today, I make it a priority to extend the same kindness and support to others that I received. Whether mentoring aspiring HR professionals, sharing insights with fellow entrepreneurs, or simply being a sounding board for someone navigating their own challenges, I strive to be as generous with my time and knowledge as those who helped me.

Gratitude and Reflection

As I reflect on the journey of building The HR Practice, I am filled with gratitude for the business leaders who shared their wisdom and encouragement with me. Their belief in my potential fuelled my determination to succeed and reminded me that no one achieves success alone.

Starting The HR Practice taught me many lessons, but the most profound was this: success is not just about achieving your goals but about lifting others as you climb. To anyone starting a new venture, my advice is simple: seek out mentors, embrace the support of others, and never forget to pay it forward. The generosity of others has the power to transform not only your business but your perspective on what it means to succeed.

Working from home has been a big discussion point within the business landscape for a number of years.  It of course was given extra prominence when businesses were at crisis point during and post-pandemic, and has seen SMEs having to adapt to new working practices.  

As a result of the new wave of working-from-home requests, according to the National Office of Statistics, 44% of people are working from home in some form, whether that be full-time or as part of a hybrid model approach.  

Of course, there are benefits of working from home when it comes to flexibility, employee wellbeing, and reduction of certain overhead costs on the face of it - however, it is important that we understand that it doesn’t come without its challenges in relation to the management of employees.  Here, we delve into some of these potential roadblocks.

Does it Create a Barrier Between Managers and Teams?

In short, yes it can.  As you would expect since it has been such a hot topic within the HR industry, there has been extensive research into the implications of working from home practices and how this could affect employee relationships.

According to a recent survey, 26% of managers responsible for hiring have stated that hybrid workers are less likely to get a promotion than those who are based in the office.  The figure increases if employees are fully remote.

The cause for this? It can be much more difficult for employees to be open and articulate the challenges they are facing within their role when there isn’t regular contact with their management team.  As a by-product of this, it could mean that employees aren’t in fact happier operating from a home environment and don’t get the same level of support as they would if they were office-based. 

Are there Psychological Risks to Remote Working?

Inclusivity is a big part of ensuring employees can work harmoniously with one another and as part of a team.  Different departments can have chats over the water cooler, and colleagues can grab a coffee during lunch or interim breaks which allows relationships to be nurtured, and bonds to be formed.  

Remote working can lead to psychological closure, where there are fewer meaningful conversations with one another, making it difficult to create those same types of relationships.  

As well as existing employees, we need to think about new employees that could be on-boarded into the organisation. It can be more difficult for them to become and feel part of the business.  Cliques can often be a result of these types of models, particularly if there have been members of staff who have been working with one another for a prolonged period of time.  

There is also vital experience that could potentially be gained from more senior employees that could be missed in a remote working environment. 

What about the Physical Welfare of Employees?

As well as the mental and psychological risks to this new normal, there are also potentially physical implications when it comes to the health and safety of employees.  

The Health and Safety at Work Act 1974 ensures employers are obligated to ensure that there are adequate risk assessments taken of work-from-home environments to ensure their suitability. However, are the lines here blurred?  

If an employee has a strong desire to work from home, they will of course put in the work to represent their working environment as one that is adequate for the purposes of home working.  This could potentially mean that they aren’t as honest as they should be about their facilities and equipment so their request is met.

It could also mean that the costs that we often talk about being reduced for businesses are no more, as there could be a substantial outlay in order to procure the appropriate desks, chairs and IT equipment to make sure that each workstation is compliant. 

How Do We Mitigate These Risks?

Now that we have an understanding of some of the potential challenges that can be faced by an SME that implements work-from-home practices, we need to think about how we mitigate these risks to protect both the employer and the employee.  

In the first instance, there needs to be a management team in place that is receptive and open-minded about today's challenges, whether that be about mental or financial wellbeing or any other contemporary challenges within the workplace and have that desire to keep the lines of communication open.

During the pandemic, businesses and individuals alike were incredibly innovative in their communication channels and learning to stay in touch.  Employers need to continue to show such strategic innovation in how they engage their team, make sure they feel included in the organisation and have the same chance of promotion as everyone else.  Hybrid and remote working has become not just an interim, but a permanent fixture - therefore it needs to be treated as such.  The same level of effort that is put into place with these HR practices as it would any other.  

The culture of the business is paramount to making these processes a success.  There needs to be a clear balance that will prioritise health, safety and productivity. 

There is a lot of planning that needs to be put in place when developing a work-from-home company policy, surrounding compliance, wellbeing procedures, appropriate communication etc.  As such, you may need external HR support to keep you and your workforce protected. 

Working from home has been a big discussion point within the business landscape for a number of years.  It of course was given extra prominence when businesses were at crisis point during and post-pandemic, and has seen SMEs having to adapt to new working practices.  

As a result of the new wave of working-from-home requests, according to the National Office of Statistics, 44% of people are working from home in some form, whether that be full-time or as part of a hybrid model approach.  

Of course, there are benefits of working from home when it comes to flexibility, employee wellbeing, and reduction of certain overhead costs on the face of it - however, it is important that we understand that it doesn’t come without its challenges in relation to the management of employees.  Here, we delve into some of these potential roadblocks.

Does it Create a Barrier Between Managers and Teams?

In short, yes it can.  As you would expect since it has been such a hot topic within the HR industry, there has been extensive research into the implications of working from home practices and how this could affect employee relationships.

According to a recent survey, 26% of managers responsible for hiring have stated that hybrid workers are less likely to get a promotion than those who are based in the office.  The figure increases if employees are fully remote.

The cause for this? It can be much more difficult for employees to be open and articulate the challenges they are facing within their role when there isn’t regular contact with their management team.  As a by-product of this, it could mean that employees aren’t in fact happier operating from a home environment and don’t get the same level of support as they would if they were office-based. 

Are there Psychological Risks to Remote Working?

Inclusivity is a big part of ensuring employees can work harmoniously with one another and as part of a team.  Different departments can have chats over the water cooler, and colleagues can grab a coffee during lunch or interim breaks which allows relationships to be nurtured, and bonds to be formed.  

Remote working can lead to psychological closure, where there are fewer meaningful conversations with one another, making it difficult to create those same types of relationships.  

As well as existing employees, we need to think about new employees that could be on-boarded into the organisation. It can be more difficult for them to become and feel part of the business.  Cliques can often be a result of these types of models, particularly if there have been members of staff who have been working with one another for a prolonged period of time.  

There is also vital experience that could potentially be gained from more senior employees that could be missed in a remote working environment. 

What about the Physical Welfare of Employees?

As well as the mental and psychological risks to this new normal, there are also potentially physical implications when it comes to the health and safety of employees.  

The Health and Safety at Work Act 1974 ensures employers are obligated to ensure that there are adequate risk assessments taken of work-from-home environments to ensure their suitability. However, are the lines here blurred?  

If an employee has a strong desire to work from home, they will of course put in the work to represent their working environment as one that is adequate for the purposes of home working.  This could potentially mean that they aren’t as honest as they should be about their facilities and equipment so their request is met.

It could also mean that the costs that we often talk about being reduced for businesses are no more, as there could be a substantial outlay in order to procure the appropriate desks, chairs and IT equipment to make sure that each workstation is compliant. 

How Do We Mitigate These Risks?

Now that we have an understanding of some of the potential challenges that can be faced by an SME that implements work-from-home practices, we need to think about how we mitigate these risks to protect both the employer and the employee.  

In the first instance, there needs to be a management team in place that is receptive and open-minded about today's challenges, whether that be about mental or financial wellbeing or any other contemporary challenges within the workplace and have that desire to keep the lines of communication open.

During the pandemic, businesses and individuals alike were incredibly innovative in their communication channels and learning to stay in touch.  Employers need to continue to show such strategic innovation in how they engage their team, make sure they feel included in the organisation and have the same chance of promotion as everyone else.  Hybrid and remote working has become not just an interim, but a permanent fixture - therefore it needs to be treated as such.  The same level of effort that is put into place with these HR practices as it would any other.  

The culture of the business is paramount to making these processes a success.  There needs to be a clear balance that will prioritise health, safety and productivity. 

There is a lot of planning that needs to be put in place when developing a work-from-home company policy, surrounding compliance, wellbeing procedures, appropriate communication etc.  As such, you may need external HR support to keep you and your workforce protected.