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​Ramadan is a time of spiritual renewal and self-discipline and is often associated with a sense of community and shared purpose. But for many Muslims, whilst Ramadan is immensely rewarding, it can also be quite difficult from a physical and mental health perspective in the workplace.

Fasting can affect energy levels, focus, and concentration, making it more challenging to complete their day-to-day duties. Managers play an important part in supporting their Muslim team members during this time, both in terms of practical support and emotional understanding.

Understanding the significance of Ramadan

The first step in supporting your Muslim colleagues during Ramadan is to understand the significance of this month. Ramadan is not just about fasting, but also about spiritual reflection, increased devotion, and a sense of community. By understanding the deeper meaning of Ramadan, you can better appreciate the challenges your Muslim employees may be facing and offer meaningful support.

What can managers do to support their team members?

1. Amend work schedules, where possible

One of the biggest challenges for Muslims during Ramadan is balancing work and religious obligations. Where possible, managers should aim to be flexible with work schedules, allowing their employees to attend evening prayers or adjust their work hours to accommodate their fast. You could also consider allowing your team members to work from home or take time off if needed.

2. Provide support in the workplace

In addition to flexing work schedules, managers can also provide practical support in the workplace. This might include providing a quiet space for prayer, allowing employees to take short breaks to rest during the day, giving those who work in the evening time to break their fast and pray, and avoiding late afternoon meetings that require high concentration. The most impactful thing you can do is to ask them if they need any support and if so, what? It will likely vary from person to person, so you should take an open-minded and consultative approach.

3. Encourage communication

It's important for managers to encourage open communication with their Muslim employees during Ramadan. Encourage your team to share how they're feeling, what their needs are, and how you can support them. This can help build a more inclusive and supportive workplace culture and ensure that everyone is comfortable and able to perform at their best.

While encouraging communication is key, if you see someone fasting some days and not others (or not at all), avoid asking them why they are not fasting. There are many reasons why Muslims do not fast during the month of Ramadan, some examples include those with chronic health conditions or disabilities, age, travellers, and pregnant/breastfeeding mothers.

4. Recognise cultural difference

It's important to recognise and respect cultural differences during Ramadan. This might involve understanding that some Muslim employees may be more reserved or quiet during this time. Ramadan is a time for self-reflection and spiritual development, so you may find that some may decide not to partake in team recreational activities outside of work to allow them to focus on prayer, recitation of the Quran, giving to charity and spending time with family and friends to end the daily fast.

5. Promote team unity

Ramadan is often associated with a sense of community and shared purpose, and we all can help promote this sense of unity in the workplace. This might involve organising or amending team-building activities that support the fasting period or to engage in other communal activities.

Celebrating the end of Ramadan

The end of Ramadan is marked by celebrating Eid Ul Fitr (festival of breaking the fast), where Muslims around the world will come together and celebrate. This is the first day in 30 days where Muslims will eat and drink in the daytime. It is a time to celebrate, exchange gifts and get together with members of extended families and friends. Managers can support their team members by having discissions around annual leave dates so that they can partake in the Eid celebrations, if they wish.

And even better - celebrate the end of Ramadan with your colleagues. This could involve organising a special meal or celebration, or simply acknowledging the end of the fasting period. By celebrating the end of Ramadan, you can show your appreciation for their efforts by saying “Eid Mubarak” (have a blessed Eid).

In conclusion

Managers play a critical role in their employee’s experience of Ramadan in the workplace. By understanding the significance of the holy month, accommodating work schedules, providing practical support, encouraging communication, showing empathy and understanding, recognising cultural differences, promoting team unity, offering resources and support, and celebrating the end of Ramadan, you can help to create a more inclusive and supportive workplace environment.

If you are looking for a talented professional to join your team, or seeking a new employment opportunity yourself, get in touch with one of our specialist consultants today.

​​When employing staff, annual leave is often seen as a ‘given’ – a perk that is just considered standard practice. You reward your employees with paid time off – that works right?

Unfortunately, an increasing number of employees across the UK,for example, are not making the best use of their entitlement. According to research by HR software provider Access PeopleHR, there was a 7.7% fall in the annual leave taken by UK workers between 2022 and 2023 across 18 different industries.

Annual leave is not merely a statutory requirement; it’s a strategic asset that can inspire and motivate employees – positively impacting your organisation.

The benefits to you as an employer

As we all know, you as an employer have a duty of care to protect the health, safety and wellbeing of your employees.

You might view annual leave as a cost to your business, but in reality, encouraging employees to take their full entitlement can bring numerous benefits to your organisation.

Increased productivity

Encouraging employees to take time off can significantly boost productivity. Now this may seem unusual at first, but well-rested employees are more efficient and effective. When employees take regular breaks from work, they return with improved focus and energy.

This break from routine tasks allows them to approach problems with a fresh perspective, often leading to innovative solutions, increased output, and a fresh sense of purpose.

Employees who take a large proportion of their annual leave entitlement are often less likely to experience fatigue and stress that could end up leading to mistakes and errors. In the long term, investing in your employees' rest can lead to a more resilient and productive workforce.

Reduced risk of employee burnout

Burnout is a growing concern – with 82% of employees at risk of some form of burnout in 2024. It can lead to decreased performance, increased absenteeism, and higher turnover rates. Encouraging employees to take annual leave can help to mitigate this risk by providing them with the opportunity to recharge and disconnect from everyday work pressures.

Helping employees embrace their annual leave may help reduce the likelihood of experiencing chronic stress, a leading cause of burnout. By promoting a culture that values rest and recuperation, you can help ensure your employees remain engaged and committed to their roles.

It’s more important than ever that people take time off to rest and recharge – so that they can come back stronger than ever.

Improved mental and physical health

We want employers to prioritise both employee wellbeing and productivity, and taking annual leave can play a vital role in maintaining the mental health of employees. Time away from work can reduce stress, improve mood, and boost overall life satisfaction.

Employees who feel mentally and emotionally healthy are more likely to contribute positively to the workplace upon their return to work. They exhibit better problem-solving skills, can enhance their creative thinking, and are generally more motivated.

Heightened employee satisfaction

Employee satisfaction is closely linked to retention rates and overall company morale. Encouraging employees to take their annual leave demonstrates that you value their work-life balance. This can lead to higher levels of job satisfaction and an increased sense of loyalty.

Those who feel supported in their need for rest and personal time are more likely to speak positively about their workplace, reducing turnover and, in turn, attracting top talent. Satisfied employees are also more engaged and motivated, creating a positive feedback loop that benefits the entire organisation from top to bottom.

Ultimately, it’s the duty of managers to help their teams book time off, whether it’s through regular reminders or implementing a simple and efficient booking system. Companies need to take action and discover why employees may be reluctant to take time off, to put strategies in place to support them. It’s also essential that you have a clear view of any requests that come through from your team so that you can manage them promptly.

Alternatives for those who struggle to take their full entitlement

While it’s ideal for employees to take their full annual leave, it’s not always possible. Some employees just don’t want to take it – and that’s fine.

Here are some alternatives to ensure they still get the rest and recovery they need:

Carry forward holiday leave –allow employees to carry over at least some of their unused leave to the following year. This provides flexibility and ensures they don’t lose their entitlement. This can be particularly useful during busy periods when taking time off is challenging.

Time off in lieu (TOIL) –offer additional time off to compensate employees who work extra hours, which can help to compensate for unused leave and give employees some much needed time off at a later date.

Flexible working hours –allow employees to adjust their work hours to accommodate personal needs. Compressed workweeks or staggered hours can help employees manage their time better, reduce stress, and improve work-life balance, even if they can’t take extended periods of time off.

Frequent breaks in the day –encourage short breaks throughout the day to help employees recharge and maintain their focus. This could be between meetings, after they’ve finished a project, or ticked something off their to do list, making it easier for employees to maintain productivity levels even without taking long holidays.

Final thoughts

In most businesses, communication which encourages employees to take time off is key. Having an easy and simple method to book time off, usually via a time management system that allows someone to submit leave for approval to management and HR, is essential.

This can make all the difference and encourage a healthier attitude towards requesting holiday, especially if the system being used is fast, efficient and accessible to all employees.

If you are looking for a talented professional to join your team, or seeking a career change, get in touch with one of our specialist consultants today.

​If you are looking for your next position in the science industry, it is important to optimise and tailor your CV to give yourself the best possible chance of securing your dream role.

Build the perfect scientific CV with our free template below:

[Full Name]
[Home Address]
[Contact Number] • [Email Address]

Personal Statement

This section is your chance to summarise the rest of the CV, and convince the recruiter to get in touch. It is important to keep it brief, between 50-200 words and outline; who you are, any specific skills you have to offer (including ‘soft skills’) and your career aim.

Depending on the role, the key ‘soft skills’ employers are likely to look for include: communication, decision making, leadership skills, problem solving and being a team player. Be sure to reference your ability in these areas wherever possible in your CV.

I have gained valuable experience in [area of expertise] at [organisation name] and have a particular wealth of experience and skills in [specific area]. I graduated in [year] from [university name] with a [degree class] degree in [subject], and am now an [industry] professional.

My important achievements include working alongside the [team name] team at [organisation], and contributing to projects such as [project name]. I was responsible for/organised [task] and increased/decreased [profit/other metric] by [£X/X%].

I am looking for my next opportunity within an [business type/industry] organisation, where I can bring real value and develop my [scientific/research] skills further.

Education

This is your chance to talk about your qualifications, academic and vocational. This is a particularly important section for those with no relevant work experience. You should give detail about what you studied, where and when, and list them in chronological order. If you have many of one qualification, such as GCSEs you might find it useful to group them together.

• [University Name]

• [Date M/Y– Date M/Y]

Degree subject and class achieved (list Masters/PhD first)

• Modules studied

• Skills used

• Dissertation brief

[College/School Name]
[Date M/Y– Date M/Y]

A-levels:

• [Subject] – [Grade]

• [Subject] – [Grade]

• [Subject] – [Grade]

[College/School Name]
[Date M/Y– Date M/Y]

GCSEs:

• [Number] GCSEs, grades [range], including Maths and English
  

Skills

This section is useful to clearly outline the laboratory/scientific skills you’ve gained at university or in industry. Include even minor relevant skills to increase your chances of being discovered in a CV database search.

Work experience
This should be brief and, as a general rule of thumb, focus on the last five years of your career, or last three roles, in chronological order with most recent at the top.

If you are a recent graduate then work experience should be listed before your degree details - if the work undertaken was relevant. If it was not relevant to your industry then list detailed degree/dissertation information first.

You should highlight your key achievements and use bullet points rather than lengthy descriptions.

[Job Title], [Company Name] [Location]
[Date M/Y- Date M/Y]

Achievements and responsibilities:

• Brief role overview

• Worked alongside [team] to produce [project]

• Implemented [change] which resulted in [benefit]

• Received an [award name] for [reason]

Hobbies and Interests

This section is not essential to include, but you may wish to depending on the role you are applying for. It can be a useful chance to show a little more of your personality. However, be warned this can be very subjective, ensure anything listed here reinforces your application and the idea that you’ll be the right fit for the role. If you don’t have any real relatable hobbies, it is probably best to omit this section.

I organise a weekly [sport] game, manage bookings, transport and help to coach the team.

Undertook a [course] in order to improve my [skill].

References

References are available upon request.

Download our full scientific CV template.