More than any month, June is often the time when employees run out of battery. The excitement and momentum from the first quarter has begun to wane and summer holidays seem a long way off. Staff are the engine room of any business, and when their spirit starts to tire, employee engagement and well-being are at risk, not to mention business efficiency and effectiveness. If you think this is even a potential issue in your organisation you need to take action now….
The single best way to jump start your team is good, old fashioned TLC. Happily for SME leaders, you are the exactly right people to give it – all it takes it some thought and a little bit of time.
Here’s how to give the team the boost they’ll need to keep going ’til the year end:
- Remind the team of the Vision: You know the one I mean. ‘Why’ you are all here in the first place. ‘Why’ it’s important to them that you hit those goals. ‘Why’ the company is in existence. Without this connection to the purpose, they could be working for anyone….
- Spend time giving a little feedback: It’s one of the best (and cheapest) ways to help someone grow. Raise their self awareness by praising the things they have done a great job on.
- Listen to what the team have got to say: They may seem tired, grumpy, lazy or any other seven dwarves, but you can bet they’ll be feeling motivated after some time spent with their leader and the given the opportunity to have their say.
- Hold a 30-day Check-in: Meet with all the team, communicate what progress has been made and what a difference this has made.
- Allow trust to flourish & go easy on the micromanagement: It’s tempting when things aren’t going as we like to jump in and start holding meetings every day to see how you’ve progressed, but If you set out clearly what you are looking for your team to deliver, give them support to do so, then allow them some breathing space to do just that, without their diaries being clogged up by meetings and their autonomy jeopardised.
- Add a little extra incentive: We’ve all read that the evidence for complex bonus structures and remuneration packages driving motivation is lacking (even decreasing it in certain areas..). However incentives which are offered for a simple, easy to understand and achievable task are a different kettle of fish all together. So offer a meal out, front row tickets to the Donmar or whatever floats the particular boat of your team to get them focussed on a short term competition.
- Hold a 60-day Check-In: Reward any progress which has been made (publicly and privately) to reinforce the behaviour you want to see.
- Wheel in your best client : Have one of your customers/ clients come in to talk to the team about what a difference your product/ service has made to their business. Get’s straight to the point of ‘Why’ they’re here and helps instil a sense of pride.
- Give them a break: It doesn’t have to be an expenses trip to Dubai; but a Friday afternoon/ early evening jaunt to somewhere local to get a bit of downtime will be something to look forward to for all.
- Cut yourself some slack: With all this focus on other’s it’s easy to forgo the progress you have made, so re-visit where you were this time last year and give yourself a pat on the back.
TheHRhub is a complete HR support solution for SMEs. We provide operational and strategic HR expertise in-house, ad hoc or online. Give us a call on 0203 627 7048 for a no strings discussion about your business needs or drop us a line at firstname.lastname@example.org.
Now in it’s 19th year, Mental Health Awareness Week always begins on the second Monday in May. In 2019, it takes place between 13th and 19th May.
In a world that is increasingly opening up to – and understanding those with – mental health issues, it’s no surprise that Mental Health Awareness Week is attracting more and more attention in both the media and business worlds year on year.
Whilst I am a great supporter of anything that raises people’s awareness to mental health issues in the workplace, it takes more than just one week in the year to adequately support your employees’ mental health.
Right now, 1 in 6 workers is dealing with a mental health problem such as anxiety, depression or stress. Clearly, this can stop people from performing at their best.
Organisations perform better when their staff are healthy, motivated and focused. Smart businesses support employees who are experiencing mental health problems to cope and recover. The support people receive from employers is key in determining how well and how quickly they are able to get back to peak performance.
Here are 10 simple steps SMEs can take to make a real difference to their teams’ mental health, all year round:
1. Create a culture that supports staff to be open about their mental health: Send a clear signal to staff that their mental health matters and that being open about it will lead to support, not discrimination. Work with your employees and managers to break down the stigma related to mental health.
2. Ensure your sickness absence and return to work policies apply to mental as well as physical health problems: Policies should make it clear that people must be treated equally whatever their health problem. Make sure this is communicated effectively so everyone in the business is aware.
3. Train managers in how to support their team through mental health problems: You can’t just ‘expect’ them to feel comfortable dealing with issues that have previously been considered taboo. Giving them the tools, confidence and support to engage in the right conversations is key to supporting employees properly.
4. Open up the discourse on mental health: It’s vital managers routinely ask staff how they’re doing and reference their mental health – it helps build up people’s confidence to speak up earlier on and get the help they need sooner.
5. Fully support anyone who discloses a mental health problem: Once you’ve opened up the dialogue on mental health with someone, the priority is to develop positive steps to address the key issues they’re struggling with. Generally, these steps are small and involve simple adjustments to someone’s job role or extra support from their manager. Often the necessary change is one of attitude, expectations or communication – rather than a major change or significant cost.
6. Develop proactive action plans that work for both the individual and the business: Support managers to work together with their team members to develop a personal action plan to proactively manage their mental health. This allows people to plan in advance and develop tailored support for a time when they’re not coping so well. It also facilitates open dialogue with managers – leading to practical, agreed steps which can form the basis for regular monitoring and review.
7. Be flexible and open minded to simple changes: When people feel under pressure they can find it hard to prioritise their workload. Flexible working hours and increased one-to-one supervision can help people better manage their time and plan and prioritise. Some find a regular surgery-style trouble-shooting session with their manager helpful, where managers can go through the person’s to-do-list with them to coach them on how to approach challenging tasks. Often this acts as a useful pressure valve to help people regain confidence and cope with challenges.
8. Manage an employee’s time off sick effectively: Sometimes an employee may be so unwell they need time off work to recover. The way organisations manage a period of sickness absence is key in shaping how well and how quickly people are able to return to work and get back to peak performance.
9. Prepare for an employee’s return to work: When people are ready to return to work managers should arrange to meet up in a neutral comfortable venue to catch up and discuss the details of their return together. An effective return-to-work interview is vital to build trust and engagement with the employee and support their smooth and sustainable return to work.
- take a person centred approach and be sensitive to the individual’s needs
- be proactive and get involved as early as possible if someone is unwell
- be positive, professional and supportive throughout the process
- maintain contact with people throughout their sickness absence.
10. Engage with a provider who can support you through the challenges: It’s always reassuring to know that you don’t need to have all the answers yourself. HR consultants (such as TheHRHub) have a wealth of experience in supporting managers and employees through all kinds of mental health challenges. It’s worth having someone on your side for support, should you need it.
For help and advice on any HR issue, get in touch for a no strings discussion about your business needs and how we can help. Drop us a line at email@example.com or give us a call on 0203 627 7048.
Let’s face it, most of us avoid conflict if we can. It makes everyone feel uncomfortable and it’s not particularly productive. But even if you’re the most placid business owner in the world, inevitably there will be occasions when arguments between colleagues break out and insults are traded.
This can particularly be the case in an SME where the environment is much more intimate and intense. If you don’t manage conflict carefully it can quickly escalate, creating a toxic working atmosphere and worse still, potentially damaging your business reputation.
The Confederation of British Industry estimates that ‘conflict’ costs UK businesses £33 billion per year, taking up 20% of leadership time and potentially losing up to 370 million working days.
However many books you’ve read about ‘managing difference’, it is tough to navigate strong personalities or working style clashes.
But Ignore Conflict At Your Peril
One of the most common (and most damaging) approaches we tend to see is simply ignoring conflict/issues in the hope that it will just go away or resolve itself. Sometimes, if you’re lucky, it will, but more often than not, issues left unacknowledged will fester, then escalate and ultimately may end up being a bigger problem than it ever should have become. When it comes to conflict, ignorance is most definitely not bliss.
Now, that’s not to say you need to jump in and resolve every single difference of opinion or challenging conversation that takes place in the office, but if you’ve noticed a potential problem brewing, then it’s safe to assume the rest of the team have too; and they will be looking to you (or your management team) to step in and resolve things.
Sometimes All That’s Needed Is A Frank Conversation
More often than not, initiating a conversation and facilitating both parties being heard can be enough to cool the heat and allow people to get back to what they are meant to be focussing on!
If Conflict Remains An Issue Here’s What To Do:
- Set the tone –‘The culture of any organisation is shaped by the worst behaviour the leader is willing to tolerate’ – Gruenter & Whitaker. People tend to follow the example set by the most senior members of the business, make sure you and your management team are role modelling the behaviour you want to see in others.
- Create a culture of trust, respect and honest conversations – no one wants to work in a company where their opinion isn’t heard. Most people enjoy a healthy debate on how to get things done. If the culture of your business is one where people can engage in these types of conversations, disagree respectfully (i.e. without name calling, abuse or aggression) and then go about their day, you’re onto a winner for limiting the amount of damaging conflict you’ll need to be managing.
- Listen to your staff – ask questions to find out the underlying issues. It may be that there is a difference in value or even a simple misunderstanding. Don’t assume that you know the problem without asking, as this can often make matters worse! It may be worth getting someone impartial (like TheHRHub) to either handle the situation or at least be present throughout any discussions.
- Train your managers – they are on the front line when it comes to witnessing and resolving conflict within teams. Giving them the confidence, skills and training to deal with these issues as they arise will hopefully stop smaller issues escalating into time consuming and painful ones.
- Have a clear policy on how you intend to manage conflict at work – for when things just can’t be managed informally, you need to have a clear and consistent approach communicated that outlines how the company will manage conflict. This doesn’t need to be “War & Peace”, just a section in the handbook or a one pager outlining a process you will follow, should an issue get to that stage.
At TheHRHub, we are experts in navigating SME’s through the difficulties of managing conflict. Our pragmatic, personable but legally minded approach allows us to help you put a quick end to issues that have the potential to bubble away for a longer time, or even explode into something much harder to resolve.
We can offer you advice, draw up handbooks and policies to help manage future situations, deliver management training or even mediate conflict for you (although we do like to encourage our clients to take responsibility for solving their own problems, it makes for stronger leaders in the future).
Why not give us a call to see how we can help you make your business better. Drop us a line at firstname.lastname@example.org or call 0203 627 7048 for a no strings discussion about your business needs.
We all know that recruiting great talent is one of the top priorities for most businesses. And we all know that it’s bl**dy difficult to do so (amount of people I’ve ever heard saying in my entire career “ I can’t move for quality candidates”? = zero…). And whilst the buzz that you can get when you finally find the right candidate can be highly energising & worth the wait, even the most experienced business owner or recruiter can feel like getting to that point can be a hard slog when the wind isn’t going in your direction ….
If this is chiming a chord with you, then you need to get out of the rut, step back, re-group, and take a fresh look at what else you could be looking at doing to attract people. Strengthening your branding, positioning and process will certainly come into play and influence your hiring on longer term basis, however if it’s a quicker boost you’re after, then nothing beats getting out there and going on the hunt for talent yourself. To help energise your efforts, we’ve spoken to our own network of gurus from The HR Hub who shared some of their favourite ways to kickstart things:
- Use social media in the way it was intended: Taking a peak at people’s professional profiles on LinkedIn is definitely recommended & not to be confused with stalking someone all over Facebook ….. You can pay right up to a Recruiter seat on the site costing £££s per year, however even as a basic entry level user, you can type in job titles or industries in the search field and a list of those people in your immediate network with those criteria will appear for you to click on. If you see someone’s profile who interests you and who you have in common, then ask for an introduction or use the direct messaging to find out if they’re interested in speaking further. Candidates are always more likely to respond if you are contacting them directly about a role in your business and find this approach more flattering than a spamming/ cookie-cutter approach adopted by some less selective agents, so don’t be shy & get connected!
- Be open to talent in unusual places: One of my favourite recent hiring stories is a long time client of ours who hired someone into their business after they were served by them in a chicken restaurant. The server in question demonstrated such fabulous customer service towards my client that they struck up a conversation and ultimately a few weeks later, the server became her new sales & marketing assistant. It might not work for all roles, however bear in mind that most people have transferable skills and one of the most sought after traits people are after in hew hires is a great attitude!
- Tap into your (existing) network: Employees first. I almost left this one off the list as I figured it’s such a common channel for people to use when hiring, but then thought again as it’s value is so important that it’s still worth a gentle reminder for those who still haven’t tried it….. However if you’re not asking your existing team if they know of anyone who might want to come and work for you, then you should do this straight away (& then remember to keep asking on a regular basis to keep it front of mind). Financial incentives can work well in this area and provide a tidy little bonus for those who successfully refer someone they know (one of my former companies paid up to £5k per successful referral which was still less than the average recruiter fee for their industry) but you don’t always need to stretch the budget that far as many will be simply happy to refer people they want to work with. If you are going to provide an incentive for employee referrals however, then make sure it’s clear, consistently applied and isn’t over complicated.
- Tap into your (existing wider) network: Referrals from employees are one thing, but a less utilised route is to make your wider network of suppliers, clients and partners aware that you’re hiring and what roles you have. Asking people directly might not feel like the comfortable thing to do in some cases, however adding a note to your footer of your emails or doing a few posts on social media to say you are hiring can be just the jogger they may need to drop “I might know just the person…”. into conversation when you next speak.
- Get objective about your adverts: I was introduced recently by a client to a wonderful site called Textio, the augmented writing site which demonstrates how your words (in this case , job adverts) will be perceived by others. It’s brilliant in terms of showcasing which words are more persuasive than others as well as highlighting the gender attractiveness of different words and phrases used and is well worth the time plugging your own job ads into their free trial to see how yours can be improved.
- Keep track of the numbers: this doesn’t need to be complicated, but in order to track how effective your recruitment activities and processes are (and at each stage), then you need to start measuring them to see which parts need re-visiting and addressing. If you’re using an Applicant Tracking System then many will have these built in, but if not, then set up your own spreadsheet with the ones most important to your business and build out from there. Ones I’ve used in the past include: number of applicants at each stage, time to hire , cost per hire and quality of hire.
- Outsource it: (I feel it would be remiss of me not to mention here….) But if you value your time over spending a little bit of cash or don’t have the internal resources to focus on this area, then we have our own service we provide to many customers – one that has been developed from the experience of hiring hundreds of people over the last 15 years and which – for the want of a better name right now – I’m going to call Recruitment-in-a-box. We take the brief, recommend the media, write and place the advert right through to sifting and conducting first round interviews.
When it comes to channels, there’s never just ‘the one’ however. A lot of people still just stick to either agencies or advertising for any new hires. But by narrowing all channels to just one or two, you rarely see the results you want (and definitely not if you’re hiring for multiple roles). Here at theHRhub, we’ve used dozens of different ways to hire and are all in favour of multiple recruitment channels. But rarely at the same time and always varying the approach depending on the role. Would you woo a Managing Director for a contract worth millions in the same way you would get signups for your SaaS product? No, of course you wouldn’t. Same goes for finding the right people.
None of these on their own are silver bullets and the reality is that (as with any good sales process) you will need to apply these processes in a consistent way over a period of time to see really strong results. But a fresh perspective and a bit of analysis and tweaking can work wonders on kickstarting things again.
Need any extra help? TheHRhub helps ambitious business owners hire, manage and grow their teams in a direct and pragmatic way. Find out more about us here at www.thehrhub.co.uk or drop us a line at email@example.com or call 0203 627 7048 to chat about how we can help.
It’s that time of year again folks… On April 6th a raft of new employment legislation comes into effect and its vital for all businesses to up to speed.
Here’s a summary of the new (and potential) legislative changes coming into place this spring:
- Increase in National Minimum Wage (NMW) rates – Having been announced as part of the 2018 Budget, both the National Living Wage (NLW) and National Minimum Wage (NMW) rates will increase in April 2019. Under the new NLW, the minimum hourly rate that workers aged 25 and over are entitled to will increase from £7.83 to £8.21. At the same time, the NMW rate for workers aged between 21-24 will increase from £7.38 to £7.70 an hour; the rate for 18-20 year olds will increase from £5.90 to £6.15 an hour and those over compulsory school age but not yet 18 will experience an hourly increase from £4.20 to £4.35. The minimum rate for apprentices will also increase from £3.70 an hour to £3.90 an hour, providing the apprentice is under the age of 19, or 19 and over but in the first year of their current apprenticeship.
- ‘Settled Status’ for EU nationals – European workers currently living in the UK will be able to apply for settled status in 2019, allowing them to remain indefinitely in the UK following the end of the Brexit transition period in 2021. To be granted settled status individuals must be able to prove they have been living in the UK for 5 years by the date of application. Those who do not meet this requirement can apply for temporary status, allowing them to remain until they have accrued enough residency to be granted settled status.
- An increase to auto-enrolment contributions – From April 2019 the minimum contributions for auto-enrolment pension schemes will increase for both employers and employees. Currently, automatic enrolment requirements mean employers must contribute a minimum of 2% of an eligible workers pre-tax salary to their pension pot, with the individual contributing 3% themselves. However, under the new requirements, employers and employees will now have to contribute a minimum of 3% and 5% respectively. Employers are reminded to allow appropriate time to consult with staff before making any changes to their pension contribution scheme.
- Payslips for all workers that include all hours worked – Changes to the way employers issue payslips will also come into force on 6th April 2019 as from this date onwards the legal right to a payslip will be extended to include those who are recognised as ‘workers’. Employers will also be obliged to include the total number of hours worked on payslips for employees whose wages vary depending on how much time they have worked. It is important that employers work with their payroll departments to ensure the correct procedure is in place ahead of April’s deadline.
- A decision on National Minimum Wage for ‘sleep-ins’ – Following 2018’s Court of Appeal decision on Mencap v Tomlinson Blake, a precedent was set that individuals working on sleep-in shifts, such as nurses and care workers, would not be entitled to national minimum wage (NMW) for time spent asleep in scenarios where they were ‘available for work’ and not ‘actually working’. A request to appeal this decision was lodged with the Supreme Court by Unison and a decision is expected in 2019 as to whether this case will be analysed further. Any ruling in 2019 will be important in defining the rights of thousands of staff currently working sleep-in shifts.
- Gender pay gap reporting for some medium-sized companies – Private organisations with 250 or more employees will again be required to publish their gender pay gap figures on the 4th April 2019. Although employers will be reporting for the second time, this year will be the true test as figures are expected to be heavily scrutinised in order to determine whether efforts to address any significant pay disparity highlighted in 2018 have been successful.
- CEO pay gap reporting for some medium-sized companies – New legislation will also come into force in 2019 that requires companies with more than 250 employees to publish their executive pay gap. Although the first reports are not expected until 2020 businesses should be calculating the necessary figures throughout 2019 to show the gap between the total amount paid to their CEO and the average pay for an employee.
- The legality of micro-chipping employees may be questioned – If recent news stories are to be believed the act of micro-chipping employees may become more common in the UK workplace during 2019. The UK legal system has not yet been challenged in this regard, however it will be interesting to see how a court decides to rule on microchipping staff given the potential invasion of privacy and GDPR implications.
- The use of non-disclosure agreements with employees might be limited – The government have brought forward a review into the use of non-disclosure agreements in the workplace, with a response expected in 2019. These agreements, otherwise known as gagging clauses, were originally used to protect intellectual property when employees moved from one company to another. However, recent media coverage has highlighted the fact that they are often used to silence claims of harassment and bullying. Whilst these agreements remain legal, the government’s response may go some way to deciding how they can be used in the future.
- Statutory family and sick pay rate to increase – The weekly amount for statutory family pay rates is expected to increase to £148.68 for 2019/20. This rate will apply to maternity pay, adoption pay, paternity pay, shared parental pay and maternity allowance. The increase normally occurs on the first Sunday in April, which in 2019 is 7 April. The weekly rate for statutory sick pay is expected to increase to £94.25 from 6 April 2019.
- Parental bereavement leave and pay on the horizon – The government has confirmed that it intends to introduce a right for bereaved parents to take paid time off work. Under the current proposals, bereaved parents will be able to take leave as a single two-week period, as two separate periods of one week each, or as a single week. They will have 56 weeks from their child’s death to take leave. The new right is expected to come into force in April 2020, but employers should start preparing for it during 2019, and could decide to introduce their own bereavement leave policy if they don’t already have one.
- The National Insurance Contributions Bill comes into place – effective from April, it will introduce some key changes to National Insurance Contributions (NICs). Including:
- NICs must be paid on termination payments over £30,000
- Class 2 NICs will be abolished
For further help or advice on how the new legislation might affect your business drop us a line at firstname.lastname@example.org or give us a call on 0203 627 7048.