Time flies when you’re running your own business. One minute it’s January and you’re hiring your first few team members, telling yourself you’ll align their progress with the rest of the business, and then the next, you find it’s Summer already and all your good intentions have never not quite translated into any sort of strategy ….
Very Few Startups & SMEs Allocate Time Once A Month To Focus On HR
And whilst it’s likely that you’ve kept a regular eye on your sales and finance tasks in a structured way every month, when it comes to your people, chances are that any structure has been left to happen ‘naturally’. If you’re close to the team, check in regularly as a matter of course and have spent time building relationships with them from the word ‘go’, then this is all good news as you’ve built some really strong foundations already despite no mention of the words ‘HR’. However if you’ve left all checkups and communications aside as you have your head down, there not only may there be a risk that the next “have you got a quick minute?” directed your way, might just be a complaint or – worse still – the dreaded resignation letter, you will also be missing a trick in planning and investing in your biggest asset: your team.
Our Monthly HR Checklist For Startups & SMEs
To help you structure what can sometimes seem a daunting task, we’ve created a monthly HR checklist for you, designed to make sure you keep your business and your people on track. Nothing heavy. And nothing daunting. But a few things that – if you review on a regular monthly basis – will significantly help boost your team’s productivity and your overall leadership, saving you oodles of time and hassle in the long run.
1. Step back and do a quick people overview (as you would your sales or finances): What are its strengths and weaknesses? What does your team look like this year in size, shape, roles and productivity? More importantly, what do you want them to be doing differently in the next 6 – 12 months to meet your own overall goals?
2. With 1) in mind… how you want to develop the team and what are the 1, 2 and 3 priorities you will be looking at for the coming 6 months with them?
3. Set up some simple KPIs to track in relation to your team. Basics ordinarily will include things such as headcount, salary bill, absence rates etc (which track directly to your finances), right through to those which might tell you a little bit more in the long run & will take a bit of time to start yielding the insight you’re after. In this latter category, you need to put your thinking cap on about what you want to measure (employee satisfaction, time you spend with each employee, number of new ideas/ initiatives generated by the team etc) and why it’s important.
4. Clarify to the team what the company goals are and what progress is being made towards them. Too busy for an All Hands/ Town Hall/ Company Meeting? Whilst face to face is often best in this regard, we find that the ‘little and often’ approach works best to get the message across and make people feel involved, so just make sure that there is some communication on this each month, even if via Email/ slack/ video etc
5. Get feedback from the team on how they are finding each project/ progress against the goals. Whilst there are now many different software programmes which can help do this for you in a regular and structured way, at the very least, add on a question to all at the bottom of any team wide communications that make clear that you want to hear from people or walk around the office and ask people face to face.
6. Put together a simple action plan to address any queries which arise. And forecast for the team over how their roles might change, what their risk profile is and how you can support and motivate them
7. Make the team see you as human: take them out to lunch to chat away from the office and stay connected. One former CEO I worked with liked to take afternoon tea with his team & another took each person out for lunch in their first week to find out more about them, both delightful traditions appreciated by all.
8. Review the behaviours of your current team. Look at what the qualities of the team are displaying are and what channel they joined you via. When it comes to recruiting, referrals can be a really good channel & work wonders on those KPIs. Share recognition about great performance: your team will love you for it (even if they’re a bit embarrassed initially…)
9. Take stock of what learning may be needed for individuals/ teams to support your goals. This doesn’t need to be expensive (we have heaps of ideas in a previous blog ‘Learning on a Shoestring’) but as a no.1 area for motivation as well as often being needed to adapt to a changing business, getting a clear idea on where people can develop is key.
10. Talk to the team and bounce ideas off people who don’t have a direct interest in your business to get some objective advice and open your mind to trying out new ways of doing things. But whether you’re are start up with just a couple of employees or hitting the big time and your headcount is getting into triple figures, it’s never the wrong time to focus on getting the most from your team and providing a great environment for them to thrive.
If you’re struggling however with getting the full benefits from your team and finding the time to develop your ideas, help from a switched-on HR professional could be what you need.
For help in getting (and keeping!) your business on track with it’s team please email firstname.lastname@example.org or call 0203 627 7048 and speak to our team. We’re always happy to help and offer a free initial review to help you understand how to make valuable changes to support your business.
TheHRhub: helping restless business owners create and manage good working relationships with their staff in a direct and pragmatic way. #employeemagic
A vision will outline your destination to all those who touch your business: your team, your customers and your investors. The poster boy for creating a vision is Steve Jobs (of course). And for good reason.
According to researcher Carmine Gallo, there’s no question that Jobs’ vision inspired Apple’s breakthrough innovations and it’s employees. Innovation requires a team and you cannot inspire a team of passionate evangelists without a compelling vision: a vision that is bold, simple, and consistently communicated.
You don’t need to be Steve Jobs to learn from his style
And you don’t need to be the size of Apple to have a vision. But you must get clear in your own mind and be able to articulate to others, the vision of your company and not just side-step it as something only ‘big’ organisations do. Your vision is your MAGIC. And it is just as important to paint the picture of the future when you are hiring your fourth team member, as it is when you are pitching to a group of investors or holding a Town Hall meeting with 200+ attendees. People want to work for leaders who give their lives meaning and sharing this with your team to inspire and motivate, gives you a unique and competitive edge.
Values are part of your vision too
They underpin ‘how’ you do business and are the essence of your culture. They summarise the characteristics which are important to you and your team and are a description of what behaviours actually take place and rewarded in your company day to day rather than those which look pretty on a website. With nearly 90% of poor hires not working out are as a result of weak cultural fit, taking time to describe how you want your team to work and what you expect from the word-go will reap rewards in terms of hiring those who are culturally aligned to your business.
Sounds a bit too wishy-washy for you?
Then take note of Michael Gerber who repeatedly found in his bestseller “The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It”, that the habit of working on the day-to-day operational problems without really taking time to come up with a vision or dream to really aim for, meant that it will typically fail. And no one wants that.
Creating meaning to people’s lives can feel overwhelming, so to help translate your vision into reality, we’ve shared this this guide below for you to break it all down to manageable chunks…
theHRhub Guide To Writing A Vision
||Write a short concise statement that describes the overall purpose of your company (beyond making money…).
It should be:
|Think of how you would like to be described by your team in the pub or what you would put on a T-Shirt (and it still be readable…).
|Long term objectives
||Choose up to 5 broad long-term (c. 3-5 years) goals which support your Mission Statement and which, if achieved, would signal success for you.
Use these to articulate your business strategy further (be it growth: either by acquisition/ external investment/ organically – through to a specific product or service or recognition within a specific area etc.).
|Make sure to include the financial as well as the non-financial.
Debate on this can trigger all sorts of ideas so involve your top team in suggesting where they think are the broader opportunities.
||Write down all those things you think are important to you: the principles, characteristics and behaviours.
Cluster them until you have a handful of words and phrases which accurately sum up what you think best represents your business, test them with your team and hey presto, you have your values!
(n.b. it can take a few rounds but don’t skimp on it!)
|Ask each of the team to think of who your most valued employees are. What is it that they bring to the ‘party’ which they rate so highly?
|Company goals (or objectives)
||What tangible, measurable things will you do over the next 6-12 months to support your long term objectives?
When do you want to achieve these by? Add in some timescales and be realistic!
|Don’t have more than 5 in any one period & start with the key areas of your company that need improving.
|Company key result areas
||Define and set out the measures for success of each company goal (be specific & make sure they are measurable improvements over time rather than ethereal and vague ones).
The key results need to show what you expect to see if you achieve your objective.
|Measurements can be in time, % improvements, binary numbers, customer accounts etc. as well as £££, however they should always include timeframes to complete which are not easy to hit but not too difficult.
For help in translating your dreams into a reality the team can get behind, please email email@example.com or call 0203 627 7048 and speak to our team. We’re always happy to help and offer a free initial review to help you understand how to make valuable changes to support your business.
Image: Ben Sutherland on Flickr
You could be mistaken for thinking that the current Childcare Voucher scheme has now closed (after all we have been talking about it since 2017 now….) however it has now been extended for new members by another 6 months following a Commons debate, with a revised closing date of October 2018 (exact date still tbc).
The current Childcare Voucher scheme (which means that parents can save up to £933 a year on childcare) was due to close to all new members on 6th April, making way for the new Tax Free Childcare scheme which was launched in April 2017.
So, what’s the difference between them? In short, both schemes reduce the cost of childcare but one scheme may suit an individual’s circumstances better. The most significant difference between the 2 schemes is that Tax-Free Childcare offers savings per child per year, while childcare vouchers offer savings per parent per year.
With childcare vouchers, each parent can take up to £55 each week from their salary before tax and National Insurance, or £243 a month, to spend on childcare no matter how many children they have, as long as the parent is a basic-rate taxpayer and the employer has chosen to run the scheme.
The Tax-Free Childcare initiative however is much more akin to a savings scheme and under the rules parents have 20% of their childcare costs each year met by the Government, up to a limit of £2,000 a year per child (or £4,000 if your child is disabled) The scheme is directly managed by the employee and not the employer and so employees are not restricted based on whether or not their employer runs the scheme.
What do you need to know as an employer? If you don’t offer child care vouchers to your employees you don’t need to do anything! However, if you do offer Child Care vouchers you should be aware of the following:
- Anyone who joins the Childcare Vouchers scheme before the scheme closes can continue to benefit from the savings for as long as their child remains eligible, they must also stay with the same employer, or have received a voucher within the last 12 months;
- Employers will continue to benefit from up to £402/year savings in employer NI for every parent on the scheme;
- Once an employee has left Childcare Vouchers to move to Tax Free Childcare scheme, they cannot rejoin
- Employees can’t use both schemes at the same time.
For help or guidance on Child Care Vouchers or any other benefits related query contact us at www.thehrhub.co.uk.
Image Credit: Unsplash
Fractional: [adjective] Relating to only a part of something; Extremely small or insignificant
The fractional workforce is a phrase new to many. But not for long I suspect. A term used to loosely describe those who provide work to one or more businesses, it includes many of the 5 million people in the UK who are classified as ‘self-employed’ – the contractors, the freelancers, the ‘gig’ workers, the temporary staff you have on your books – not to mention those who might be on your payroll on a part time basis. The common denominator of all of these being that they are just not solely dedicated to your business.
But far from these being just the ‘giggers’ who have grabbed the headlines in recent months – those who deliver your food, clean your house or ferry you home at the end of an evening – 60% of these fractional workers are found to be in highly skilled or managerial professions (ONS), and most of whom have turned to fractional work out of choice.
Over half our SME client base are increasing their use these types of workers to supplement their own teams on a regular basis – as accountants, marketeers, designers, data analysts, developers…even HR folks – but a handful have gone one step further by having them as core members of their senior or leadership teams. And anecdotally I know of plenty more highly innovative businesses who use diverse and fractional teams gathered from their wider networks to deliver high profile projects, because they just don’t have the skills they need in their existing employee pool.
But given that many of these highly skilled people turn to fractional work because it supports the things which motivate them most: freedom (in location, work patterns, scope) and ownership of what they do, how do you as a business owner make sure that these broader team members are as ‘engaged’ and ‘onboard’ as your permanent staff members, whilst balancing the risk (and fear associated) that you may lose control over some of the work? From extensive experience on both sides of the fence, here are our pointers on some things you can practically do to rapidly assemble a crack team and get the most out of your working relationships with this group:
- Get the basics right, but recognise that a contract simply cannot cover ‘every eventuality’: It goes without saying that a properly worded contract is a no-brainer to manage your legal risks, however our experience is that a properly worded contract is not one which attempts to try and control every single thought and word a person emits during their time working with you (having had many run-ins from those not willing to sign away their entire thought catalogue in a crudely worded IP clause, this is a route which does not bear well with many!). One which seeks to do this beyond what is necessary for the delivery of the work will no doubt hold up the process for any onboarding as wordsmithing goes back and forth, giving your competitors a chance to steal a march on you!
- People are people, regardless of ‘working status’ & so speak to them as such: ‘The Contractor’ is not an appropriately named designation for most to respond to and is something which should be reserved only for an introduction by Hollywood-voiceover-man to something infinitely more fictional….
- Treat your wider teams as a community: communities support each other and work for the greater good; they embrace differences, thrive when there is co-operation and provide a vast array of talent for you to pull from which you might otherwise not get access to. Communities do not take the pi** with each other, as they know that they may be the one asking for a favour the following week….
- Communicate in a way which is fluid & which builds trust: ask yourself whether you really need different email lists for ‘employees’ and ‘contractors’? Many businesses also exclude non-permanent staff from their communications platforms, however this serves to alienate at best and cause productivity issues at worst. Remember (see point 1) they’ve already signed the same sort of confidentiality clauses as anyone else in the business…
- Don’t ignore wider development needs: from onboarding and beyond, make sure you are inclusive and relevant in providing development opportunities. This doesn’t mean sponsoring someone on the MBA if they are only with you for 2 weeks, but may include including them in your onboarding programme, lunch and learns etc
- Reward is still important (but outside of traditional methods look to recognition and referral as currency to use): You may think that paying the monthly invoice is reward for these team members done and dusted, however (even if you haven’t read oodles of posts about this one – really??) ‘reward’ to most people is more than just a wedge of cash…. Angela Mortimer, a successful recruitment firm specialising in PA and support staff hold an annual event to celebrate and recognise their temporary staff who don’t get to always get to join in on the social side from the organisations they provide service to or be included in their reward practices. A nice touch I think, which in addition plays to point 3 (above).
This post doesn’t (purposefully) address some of the legal ramifications for employing different types of workers that make up this section of the workforce – that’s definitely for another day and is dependant on ever evolving legal challenges being made – however fractional work is on the increase & those who can strategically think of their workforce as beyond those on their payroll, will already be one step ahead.
For more details on integrating your workforce or any other HR challenges you might have, drop us a line at firstname.lastname@example.org or call 0203 627 7048.
Image Credit: unsplash
Public Health England and Business in the Community have published a toolkit in an effort to encourage employers to promote healthier eating and exercising to their employees. Keen to stress the business benefits, the toolkit explains that such initiatives can boost productivity, slash absence rates, and play a key role in facilitating a happy workforce.
And while this might fall into the yet-another-thing-I’ve-got-to-do category (quite far down for many if I’m honest) of what to look at whilst running a business, what is becoming increasingly clear is that the health of the nation is a ticking time bomb. According to the NHS, the number of people being diagnosed with diabetes has more than doubled in the past 20 years, and rising obesity levels continue to grab headlines. As an employer, you have the ability to make a positive impact in your staff’s lives, as well as strengthen your business for the future, so it might be worth having a gander…..
Occupational health isn’t just about ensuring your staff have comfortable chairs to sit on (although yes, that is one of thing basics…) as the real benefits will be gained by those who are more proactive with their responsibilities as employers, tapping into the opportunities that exist for all of us to have a much more holistic impact on our team’s lives.
The toolkit includes:
- Suggestions that healthier food and drink options should be available within the workplace, including at meetings and events
- Ideas around organising ‘family days’, so staff can get their loved ones onboard with healthier habits
- Advice for managing shift workers and remote workers: two groups of staff that will experience unique difficulties when it comes to maintaining their health and wellbeing
- Guidance for handling sensitive mental health issues in the workplace
Though the suggestions are comprehensive and provide a lot of food for thought for employers, it’s also stressed that there’s rarely a one-size-fits-all approach. Businesses are encouraged to involve their staff in any initiatives from the very earliest stages, giving them a voice and the opportunity to hone a way forward that’s really going to work for them. After all, if your staff aren’t engaged and onboard, then your efforts are going to fall on deaf ears and fail to meet their objectives.
We recognise that employers have a lot on their plates. You may well think that you simply don’t have the time to consider promoting better levels of health and wellbeing to your staff. You’ve got performance reviews to handle, back to work meetings to schedule, and a whole load of paperwork that seems to mount up on your desk on an hourly basis.
But there are benefits to be had by adopting some of the suggestions here ( others we’ve seen and shared previously), so if you can find the time, you should definitely give some careful consideration to how you can ‘borrow’ a couple of the ideas in order to boost the long-term prospects of your business.
Not got the time but like the idea? Drop us a line at email@example.com for a quick chat on how we might be able to help or call 0203 627 7048.