Investors in People

In 2016, 74% of employees said they were willing to support organisational change. By 2022, that had fallen to 38%.

The average employee now goes through 10 planned changes a year. And of those experiencing high change fatigue, only 43% intend to stay with their organisation, against 74% of those with low fatigue.

The interesting part is what actually helps. Not more communication from the top, but managers acting as resilience builders: involving people in decisions, handing implementation planning to teams, and building in proper rest.

Organisations that take that collaborative approach are 14 times more likely to achieve change success.

https://eu1.hubs.ly/H0yY_BM0

Three cities. Different perspectives. One conversation.

Following the insights from the Make Work Better Conference, Trust: Beyond the Paradox takes the conversation on trust one step further, and this time we're bringing it to you.

Each intimate event explores what trust really looks like in practice, and how organisations can turn it into meaningful action, with expert speakers challenging conventional thinking along the way.

Petra Velzeboer joins us in every city with Trust in a Changing World, exploring how HR leaders can build trust when the easy answers don't exist.
In Belfast and Edinburgh, Laura Willis brings Trust in the Age of AI, on keeping people at the heart of an increasingly digital workplace.
And in Liverpool, Jason Fox shares Trust Under Pressure, drawing on what high-performance teams can teach us about trust, leadership and accountability.

Tickets are now on sale. Find your nearest event:

Belfast, 2 February: https://eu1.hubs.ly/H0yZ5lK0
Edinburgh, 4 March: https://eu1.hubs.ly/H0yZ5lL0
Liverpool, 24 March: https://eu1.hubs.ly/H0yZ5mw0

Tomorrow is World Mental Health Day, a moment to reflect on how work feels for the people in our organisations.

964,000 workers in Great Britain experienced work-related stress, depression or anxiety last year, with 22.1 million working days lost. Stress at work is rarely just about individual resilience.

More often it reflects the conditions around people: how workloads are set, how change is communicated, and whether people feel comfortable saying when they're struggling.

Wellbeing support matters, but these everyday experiences at work are where leaders can make a real and lasting difference.

Read our article on why workplace stress is a leadership issue: https://eu1.hubs.ly/H0yY_td0

In 2016, Rejuvo JPCS made "Caring" an official company value.

It wasn't a rebrand. Senior leaders asked their people what it actually felt like to work there, and the same answer kept coming back: "Rejuvo JPCS cares about me."

Ten years on, 94% of employees say that value guides how they work. Over 35% have been there more than a decade.

"We use the Investors in People framework as an effective conscience and friend. Whilst some management systems can stifle flow and initiative, we've found the right balance is achievable, keeping us on track without constraining innovation."

Peter Shone, Managing Director

A 30-year partnership, and a Platinum-accredited culture built on trust.

https://bit.ly/4z8yCnh

Here is the consequence nobody talks about enough.

When management is not seen as aspirational, organisations do not just struggle to fill roles. They fill them with people who did not really want them. And the quality of management, which is the single biggest determinant of how employees experience work, suffers.

That shows up in engagement. In wellbeing. In retention. In the trust gap that The Trust Paradox describes.

The reluctant manager problem is not a pipeline issue. It is a culture issue. And it starts much earlier than the moment someone declines a promotion.

The Broken Ladder explores exactly this, and what organisations can do to rebuild management as something people genuinely want to grow into.

Read more and download free at: https://eu1.hubs.ly/H0yFQjF0

Cost is the single biggest reason organisations are hesitant.

Cost concerns are completely normal. Costs scale with organisation size, and every organisation is assessed against the full framework. Your level is an outcome, not a price point.

The hidden costs of disengagement and underperformance are usually far higher than the investment in accreditation.

We can help you explore what accreditation would cost for your organisation.

https://eu1.hubs.ly/H0yFP4C0

84% of organisations say they prioritise employee wellbeing.
Only 41% have a formal strategy in place.

That gap usually isn't about care. It's about structure. Without it, good intentions are hard to sustain and easy to lose when other priorities take over.

We Invest in Wellbeing gives you the structure, and an independent view of whether what you're doing is actually working.

https://eu1.hubs.ly/H0yFMDY0

Trust at work is often talked about as a leadership or management issue.

But employees do not only judge trust through their relationship with their manager. They also judge it through the systems they work inside: how decisions are made, whether policies are applied consistently, whether monitoring feels proportionate, and whether new technology like AI is used fairly and transparently.

Veronica Hope Hailey, professor at the University of Bath's School of Management, a contributor to our research and speaker at this year's Make Work Better Conference, puts it clearly: "Leadership behaviour matters, but an organisation also has to demonstrate trustworthiness in the way it organises itself."

Our research found that 72% of employees believe some people in their organisation have better access to AI tools and training than others. Access is itself a trust signal.

(Source: Mercer Global Talent Trends 2026, cited in The Trust Paradox)

The fifth article in our Trust Paradox series looks at why institutional trust, the confidence people have in the fairness and transparency of HR systems, is becoming one of the most important and most overlooked dimensions of the trust conversation.

https://eu1.hubs.ly/H0yJxCq0

A common assumption about accreditation is that everyone starts at the bottom and works up.

They don't...

Your level is determined by your assessment, so a first assessment can result in any of the four. Standard, Silver, Gold or Platinum reflects where your organisation genuinely is, not how long you've been at it.

https://eu1.hubs.ly/H0yJwTs0