December always has its own energy in small businesses and I think this month’s newsletter catches that mix quite well. It’s the time of year where everything feels both wrapped up and slightly on the edge. People are tired, some are stressed, and managers are trying to keep things steady while also planning for January. Perhaps that’s why topics like succession planning, Right to Work changes and festive-season people issues feel particularly relevant.
What struck me putting this together is how often December problems aren’t really December problems at all. They’re the same issues that simmer all year – teamwork, communication, the bits of knowledge only one person holds – but they show up more sharply when the pressure rises. If anything, it’s a month that exposes where the cracks could appear in the new year.
So, whether you’re using this to sense-check your own workplace before the break or to get ahead for January, hopefully something here makes life a little easier. And if anything feels a bit too familiar, just shout. We’ve probably seen it before.
Here’s the practical takeaway from this month’s themes:
- Losing key people doesn’t just create a vacancy, it creates a knowledge gap. If you don’t have some form of succession planning, even a lightweight one, January could feel bumpier than it needs to.
- December issues – party complaints, lateness, stress, conflict – are usually manageable, but only if you stay consistent and stick to your normal process.
- Digital Right to Work checks are inching closer. It’s not urgent, but employers will need to change how they do compliance checks over the next couple of years.
- Younger staff are feeling the squeeze financially. Managers who spot the signs early generally avoid bigger problems later.
- Inclusivity matters a bit more around the holidays. Getting it wrong can unintentionally damage morale.
If you want help shaping a plan for 2026, this is genuinely a good time to start.
FAQ’S
Why does December often cause more HR issues than other months?
People are stretched financially and emotionally, routines change, and social events blur the line between personal and professional behaviour. A bit of structure helps keep things calm.
How can I reduce stress-related issues in my team this month?
Regular check-ins, flexible working where possible and reminding people of wellbeing support makes a noticeable difference. Small things add up.
What can I do now to prepare for staff turnover in the new year?
Review who holds critical knowledge, start informal “shadowing”, and jot down processes that only one person knows. You don’t need a corporate plan – you just need a head start.
How should I handle lateness or absence after staff parties?
Stick to your normal process. If your rules are clear, apply them consistently and document your decisions, it avoids arguments later.
Are Digital Right to Work checks definitely happening?
Not yet, but it’s heading that way. Keeping an eye on it now saves last-minute panic when the rules change.
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