Machine readable
Entity map
The human-readable half of the EntityMap declaration. The machine-readable half is entitymap.json, regenerated on every deploy so it cannot go stale.
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Aware HR Ltd
Chartered HR and leadership development for SME owners across Leeds, Yorkshire and the North East. Run by Nichola Morgan MCIPD.
Evidence (2)
- Chartered HR and leadership development for SME owners across Leeds, Yorkshire and the North East. Run by Nichola Morgan MCIPD.
- Registered in England and Wales, company number 13023117. Serving Leeds, Yorkshire, North East England.
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Nichola Morgan
Chartered HR practitioner who ran operations before she advised on them. At Next Retail she led more than 400 drivers running 2,500 deliveries a week in a unionised environment.
Evidence (2)
- Chartered HR practitioner who ran operations before she advised on them. At Next Retail she led more than 400 drivers running 2,500 deliveries a week in a unionised environment.
- Chartered Member of the CIPD (MCIPD); MA Human Resource Management (Distinction, CIPD Level 7), Leeds Beckett University; BA Business Management, Edinburgh Napier University; MHFA England Mental Health First Aider; ILM Level 3 and Level 5 facilitator; Leadership Development Associate, Leeds Beckett Leadership Centre
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A growth plan for your people
Clear goals, paced to what the business can actually handle, with the owner out of the bottleneck.
Evidence (1)
- Clear goals, paced to what the business can actually handle, with the owner out of the bottleneck.
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Contracts and policies
Contracts and policies that reflect the values an employer upholds, stay compliant with current law, and hold up when someone challenges them.
Evidence (1)
- Contracts and policies that reflect the values an employer upholds, stay compliant with current law, and hold up when someone challenges them.
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Grievances, disciplinaries and departures
Handled properly, first time.
Evidence (1)
- Handled properly, first time.
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HR audit
So an employer knows what to prioritise first, before someone else finds the gaps for them.
Evidence (1)
- So an employer knows what to prioritise first, before someone else finds the gaps for them.
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First-time manager development
Managers who stop escalating everything to the owner, empowered to make the calls that support where the business is going.
Evidence (1)
- Managers who stop escalating everything to the owner, empowered to make the calls that support where the business is going.
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1:1 coaching
For the manager a business cannot afford to lose — building the confidence and skills to grow into the role.
Evidence (1)
- For the manager a business cannot afford to lose — building the confidence and skills to grow into the role.
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Team and culture work
So trust, honest feedback and celebrating wins are normal, and the harder conversations get easier because of it.
Evidence (1)
- So trust, honest feedback and celebrating wins are normal, and the harder conversations get easier because of it.
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ILM Level 3 and Level 5 accredited leadership programmes
Accredited leadership programmes, facilitated in-house.
Evidence (1)
- Accredited leadership programmes, facilitated in-house.
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UK employment law for small employers
What is changing in UK employment law, when it takes effect, and what it means for a business that has to live with it.
Evidence (2)
- What is changing in UK employment law, when it takes effect, and what it means for a business that has to live with it.
- Someone resigns in March, it wasn't handled brilliantly. By June, you haven't given it much thought. The watchout is that from October 2026, that person that left in March could still bring a claim.
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Management capability
The things a manager has to get good at, usually without anyone having shown them how.
Evidence (4)
- The things a manager has to get good at, usually without anyone having shown them how.
- A new manager asks their director for help with a tricky performance conversation. The director tells them what they would do and the manager follows that verbatim. It works. The manager handles the next one worse, because they never learned how to work it out themselves — they learned one script.
- Most businesses promote great people into management and then leave them to figure it out. It is the most common people decision a growing business makes, and quietly one of the most expensive.
- A new starter joins a team of six. Within a month, two of the old hands are barely speaking, deadlines are slipping that never used to, and the manager is convinced morale has collapsed. Nothing has gone wrong. This is what teams normally look like partway through changing.
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AI in the workplace
AI turning up in grievances, hiring and evidence, and what that changes about handling them.
Evidence (2)
- AI turning up in grievances, hiring and evidence, and what that changes about handling them.
- It is fifteen pages long. It has numbered headings. It cites a case you have never heard of. And it has arrived from someone whose longest previous email to you was four lines about a car park space.
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