Skip to main content

Employee relations

People and Culture Promotion at M+A Partners

Written by on .

Having been instrumental in strengthening recruitment, development and employee support initiatives at M+A Partners since 2021, Emma Blyth has been promoted to People & Culture Manager.

Joining the firm initially as maternity cover, Emma quickly demonstrated her value to the business, securing a permanent position and continuing her career progression within the firm.

A key priority for Emma has been ensuring colleagues have the right guidance and opportunities they need to succeed at every stage of their careers, creating clear development pathways and a strong framework for professional growth. Since joining the firm, she has successfully completed her CIPD Level 5 Associate Diploma in People Management and has applied her growing expertise across all aspects of the employee experience.

Emma has been central to ensuring the firm attracts and retains the right people, while creating an environment where individuals can build rewarding careers. She has played a key role in the ongoing development of the firm’s trainee programme, helping to deliver a structured annual intake that identifies promising candidates and provides the training and guidance needed to help them progress.

Emma said of her promotion: “I am incredibly proud to take on this role and to continue supporting the team who make M+A Partners such a great place to work. I am fortunate to work alongside dedicated colleagues, including Sophie Metivier in our People & Culture team, whose hard work and commitment make a real difference. Investing in our people is fundamental to the firm’s success, and I look forward to helping our current and future talent develop, thrive and achieve their full potential, while continuing to strengthen the culture that makes our firm unique.”

Chief Operating Officer, Phil Webster said of the promotion, “I am delighted to recognise Emma’s achievements with this promotion. Since joining the firm, she has made a huge contribution to the development of our people and culture, helping to create an environment where colleagues feel supported and able to succeed. This promotion is thoroughly deserved, and I look forward to seeing her continue to build on that success. Congratulations, Emma.”

M+A Partners Appoints New Tax Manager

Written by on .

M+A Partners is pleased to announce the appointment of Rosie Sherrell as Tax Manager, further strengthening the firm’s tax team and enhancing its focus on delivering expert, personalised tax advice to clients.

Working alongside the wider tax team and reporting to Senior Tax Manager Faith Pearce, Rosie will support clients with everything from compliance obligations through to detailed tax planning and advisory work, with a particular focus on complex company structures.

After completing her degree at Loughborough University, Rosie joined a Big Four firm in the Midlands, where she worked within the corporate tax team providing strategic tax planning services to large companies and multinational corporations.

Her experience includes advising clients on tax efficient restructures, transactions and preparing entities for sale, alongside supporting businesses tax computations and return preparation, R&D tax relief claims and international tax considerations. Rosie has also supported clients with their communications with HMRC in relation to ongoing corporate tax enquiries and other reporting matters.

Rosie is both an ICAEW Chartered Accountant and a CIOT Chartered Tax Adviser.

Speaking about her role at M+A Partners, Rosie said:

“Joining M+A Partners has been an exciting opportunity, and I have really enjoyed getting to know both the team and the firm’s varied client base. I look forward to continuing to support clients across a range of corporate tax matters, from compliance and reporting through to tax planning and restructuring advice, while providing practical, tailored support to help clients achieve their wider aims.”

Partner, Sam Holloway said:

“We are delighted to welcome Rosie to M+A Partners. She brings strong experience across a broad range of corporate tax matters, adding further depth of expertise to our tax team. Rosie has a commercially focused and practical approach to working with clients, taking the time to understand their individual circumstances and priorities. We are looking forward to seeing Rosie develop her role within the firm and the positive contribution she will make to both the team and our clients.”

The Reality of HR: What People Expect vs What Actually Happens

Written by on .

Most people have a fairly clear idea of what HR is supposed to be. Strategic. Proactive. A trusted partner to leadership. Driving culture, shaping performance, and making work better for everyone.

And in many ways, that’s absolutely true.

But if you ask anyone working in HR what their day actually looks like, you’ll often find it’s broader and more dynamic than expected. It involves balancing strategic priorities with real-time people needs, managing risk, supporting managers and navigating complex situations as they arise. In this guide, we explore some of the most common expectations of HR and what that looks like in practice.

 1. The expectation: HR is purely strategic
   The reality: HR combine strategy with hands-on support.

There’s a strong focus on HR operating at a strategic level- aligning people’s plans with business goals, shaping organisational design and influencing leadership decisions. And that work is a core part of HR in 2026.

Alongside that, HR also plays a vital role in supporting day-to-day operations.

On any given day, HR may move from workforce planning into supporting a manager with a sensitive issue, then into an absence case, and then into advising on a policy question. This blend of strategic thinking and practical support is what makes HR so valuable. It ensures that business goals are delivered in a way that is consistent, compliant, and people-focused.

2. The expectation: HR has all the answers
    The reality: HR enables and supports great management

HR is often seen as the go-to for clear answers- particularly around policies, employment law, and compliance. In reality, many situations involve a level of complexity.

HR professionals bring expertise, judgement, and structure to these situations. They assess risk, interpret policies, and guide managers toward decisions that are fair, consistent, and aligned with both legal requirements and business needs.

Rather than simply providing answers, HR adds value by helping organisations navigate complexity with confidence.

3. The expectation: HR owns people management
The reality: HR enables and supports great management

HR is often seen as the go-to for clear answers- particularly around policies, employment law, and compliance. In reality, many situations involve a level of complexity.

HR professionals bring expertise, judgement, and structure to these situations. They assess risk, interpret policies, and guide managers toward decisions that are fair, consistent, and aligned with both legal requirements and business needs.

Rather than simply providing answers, HR adds value by helping organisations navigate complexity with confidence.

4. The expectation: HR drives culture
   The reality: HR shapes and supports culture across the business

Culture is often closely associated with HR, and rightly so. HR plays a central role in defining values, building frameworks and supporting initiatives that influence culture- including engagement strategies, policies and learning & development programmes.

At the same time, culture is experienced through everyday interactions across the organisation.

HR helps create the structure and consistency that allows culture to develop in a positive and sustainable way, working alongside leadership and managers to embed it across the business.

 

5. The expectation: HR is there for employees
The reality: HR supports both the people and the organisation

HR is sometimes viewed solely as an employee support function. In practice, HR supports both employees and the organisation, helping to create fair, consistent, and effective outcomes for everyone. This includes managing employee relations, ensuring compliance, supporting wellbeing, and guiding decision-making in a way that balances individual needs with business priorities.

This balanced approach is what allows organisations to operate effectively while maintaining a positive employee experience.

6. The expectation: HR will quickly translate employment law changes into action
    The reality: Applying employment law takes time and careful consideration

With recent employment law changes now coming into effect, there’s often an expectation that HR can quickly turn them into clear actions for the business.

In reality, it takes time to interpret what’s changed, understand the impact, and apply it properly.

HR needs to review contracts, policies, and procedures, assess risk, and make sure any updates are clear and consistent across the organisation.

There’s also a communication element, making sure managers and employees understand what’s changing and what it means in practice.

Are your contracts, policies and procedures ready for the change? It’s not only about understanding new legislation- it’s about making sure your documentation reflects it.

Our Employment Rights Bill Readiness Audit helps you review what’s in place, highlight any gaps, and make sure you’re aligned with the latest requirements. 

Norfolk and Waveney Mind Fully Funded Managing Mental Health in the Workplace (Half Day)

Written by on .

Norfolk and Waveney Mind have been allocated funding by Norfolk County Council to provide a limited number of Mental Health focussed training places specifically to VCSE’s and SME’s across Norfolk. This funding forms part of a wider initiative to help organisations provide health and wellbeing support to their workforce.

  • Increase awareness of mental health and improve understanding of how and why mental health may fluctuate within a workplace setting

  • Outline the importance of managerial and organisational roles in building positive and supportive cultures in the workplace

  • Identify relevant resources and tools to provide support for people in the workplace and explore further sources of support and information