Blog

By now, the gym is quieter. The notebook you bought in January is half-used. The “new year, new me” energy has been quietly replaced by email, deadlines, and reality. Let’s be honest for a moment. Most New Year’s goals don’t fail because you’re lazy - they fail because they were built on aspirational pressure and not personal truth.

In boardrooms, classrooms, and hiring pipelines across the world, technical proficiency still commands attention. Certifications, degrees, and hard competencies are measurable, verifiable, and often directly tied to operational outcomes. Yet, increasingly, organisations are discovering a critical truth: technical skill may get talent in the door, but soft skills determine long-term performance, leadership effectiveness, and organisational resilience. Soft skills training is no longer a “nice-to-have” supplement to technical development. It is a strategic investment in human capital that directly influences productivity, innovation, customer satisfaction, and cultural health. This article explores why soft skills training matters, what it encompasses, and how it drives measurable value across industries.

“Appraisals are only as effective as the conversations they spark.” — Be More Effective The journey of performance appraisals is a fascinating one, shaped by shifting business priorities, evolving leadership philosophies, and the relentless pursuit of organisational improvement. With over 25 years working on the people side of businesses, large and small, I’ve witnessed the highs and lows of appraisal systems in action, from bureaucratic box-ticking to transformative, business-driving dialogues. Here’s what history, evidence, and experience reveal about how appraisals have changed, and what truly works today.

Defining culture isn’t just a “nice-to-have” for businesses - it’s the invisible hand that shapes every decision, relationship, and outcome, whether you’re a fast-moving start-up or a global corporate giant. Culture determines how your people behave under pressure, how innovation happens, and how your brand is experienced by clients and candidates alike. In my experience, the most resilient and successful organisations are those that invest early and intentionally in shaping their culture, rather than leaving it to chance. Why these four books? Because each provides a unique, practical lens for understanding and building culture. Mark Miller’s “Culture Rules” distils the essentials for leaders; Daniel Coyle’s “The Culture Code” reveals the science behind high-performing groups; Erin Meyer’s “The Culture Map” is indispensable for navigating cross-cultural dynamics; and John Childress’s “Culture Rules!” translates values into daily action. Taken together, they offer a comprehensive, actionable blueprint for any UK start-up or SME serious about using culture as a strategic advantage.

Let’s be honest. If traditional goal-setting worked, January wouldn’t feel like Groundhog Day every year. - You wouldn’t be recycling the same resolutions. - You wouldn’t be quietly abandoning them by mid-February. - You wouldn’t be wondering why motivation evaporates just when you “should” be at your most disciplined.

Across the UK, businesses of all sizes are feeling the squeeze. Wage inflation, skills shortages, and fierce competition for talent are forcing leaders to rethink how they set pay, structure benefits, and retain their best people, all while keeping an eye on financial stability. As we head into 2026, these pressures are only set to intensify.

“Change is inevitable. Preparation is a choice.” 2026 is set to be a transformative year for UK employment law, with a raft of new regulations and reforms that will reshape the HR landscape for small and medium-sized enterprises (SMEs). As someone who has spent decades guiding businesses through regulatory shifts, I know that being proactive, not reactive, is the key to compliance and commercial advantage. This blog synthesises insights from leading sources including CIPD, Clyde & Co, Pinsent Masons, and more, to help SMEs understand what’s coming and how to prepare.

Why Your Training Fails Before It Begins Last week, an HR Director asked me: “Bob, we’ve tried everything—e-learning, workshops, external consultants—but nothing sticks. What are we doing wrong?” My answer surprised her: “You’re not doing anything wrong. You’re just doing the right things for the wrong outcomes.” This is the hidden crisis in corporate training. Research by Carter, Tracey, and Noe reveals that training effectiveness depends less on budget and more on matching method to desired outcome. Get this wrong, and even a £500,000 programme delivers negligible results. Get it right, and a £50,000 investment transforms performance.

The £2.5 Million Question Your organisation spends £250,000 annually on training. Twelve months later, what have you got to show for it? If you’re like most UK businesses, the honest answer is: “We’re not entirely sure.” Research reveals that only 10% of training transfers to measurable workplace behaviour change. That means £225,000 of your investment evaporates. Multiply this across a decade, and you’ve wasted £2.25 million on training that didn’t stick. As a Finance Director, you wouldn’t tolerate this waste in any other budget line. Why accept it in training?

The Training That Changed a £450k Bottom Line In 2002, Paul Taylor from DHL approached me with a challenge: transform his team into high performers whilst delivering improved productivity and reduced costs. We didn’t give them a lecture. We didn’t show them a PowerPoint. We immersed them in a business simulation - making cardboard dragsters under commercial pressure, redesigning processes, solving real-time problems, and experiencing the friction of cross-functional collaboration.