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.
Christmas is nearly upon us and for many SMEs it’s a chance for their employees to let off a little steam. But for others, its a case of ‘all hands on deck’. Whatever the nature of your business, there will be varying levels of ‘business as usual’ over the festive period. Whilst Christmas is an important opportunity to show the team you appreciate their efforts, budget and business constraints often mean you can’t go over the top.
Here are 10 thoughtful ways to show your team you care which don’t cost a penny:
Catch up with every team member before the year end. Thank them personally for their individual contribution, giving specific examples of how their actions have contributed to the business’ success. This is the single most important thing you can do.
The Christmas holidays can be particularity challenging for those with school-age children or any other dependants. Some flexibility in working hours can be just what’s needed to help stressed-out parents ferry little people to and from activity clubs/playdates/granny’s house, making both family and work life a bit easier.
Quieter business periods can often be a good time to offer home working options to some team members. Whilst this might seem like a leap of faith, be comforted by the fact that the average worker tends to get way more done without the distractions of the office and a busy commute. Laying out clear expectations at the start is a wise move, but then step back and give them the trust and respect to do things they’re own way.
Christmas Shopping Afternoon
Some things just can’t be bought online. Whether its collecting the turkey from Smithfield or queuing for the world’s best cheese board at Neal’s Yard Dairy, a few hours grace to let staff do what they need to do to make Christmas special for them and they’re family could be the best present of all.
Get In The Festive Mood
Embrace the Christmas frivolities. Hang those decorations up, take part in Save The Children’s Christmas Jumper Day on Friday December 14th and organise an office Secret Santa. Allowing yourself to be seen to have bit of fun will humanise you and make you more approachable to your staff. And that’s never a bad thing.
Make Sure They’re Healthy
Christmas is also the season to catch cold and flu. The best way to protect your staff from illness is to fight presenteeism in your business. By being very clear that your expectation is for sick people to stay at home (and by leading by example here yourself!) it will quickly become part of your company’s culture. A few ‘Now Wash Your Hands’ stickers in the loo wouldn’t do any harm either! Be mindful of the team’s mental health too. It’s so common for individuals to become completely burn out and/or overwhelmed at this time of year. A couple of rest days when they’re really needed can help avoid a whole world of problems in the long run.
Make Sure Their Welfare Is Protected
As you are aware, it’s also your responsibility to safeguard your team’s welfare at work. One of the best ways to do this is to ensure all relevant HR policies are in place. Legally, in the UK you’re only required to have Disciplinary & Dismissal, Grievance and Health & Safety Policies in a workplace. There are lots more you might want to consider though – for more on this click here. Whilst I’m not suggesting you circulate these to the team the afternoon of the Christmas party, as this is a common time for grievances to occur, it would be a good idea to ensure your policies are up to date and readily accessible.
Spare a thought for the poor souls manning the office over Christmas. Being someone’s holiday cover, however, can often be a real development opportunity. Some extra responsibility coupled with clear objectives and a defined chain of command could be exactly what’s needed to give someone a bright start to 2019.
Keep An Eye Out For Those Who Always Work Christmas
For some, Christmas is a time of year they’d rather be over with. Whilst an bit of extra responsibility might make the time go faster, do check in on how they’re doing and make sure they know that when a special day or event comes around in their life you’ll support them in being able to make the most of it.
Have Some Rest Yourself
It’s important that you and the leadership team enjoy the Christmas period too. Time away from the business can often give a much needed fresh perspective and is a valuable opportunity to re-charge your batteries. You’ll need to be firing on all cylinders to get the team motivated and excited to hit the ground running in 2019.
For help and advice on any HR issue give us a bell on 0203 627 7048 for a free chat to discuss how we can help you or get in touch via email@example.com.
Within SMEs, career development opportunities can seem few and far between. And within a small team, their impact can be huge. Here are our top tips on how to go about promoting from within – whilst keeping your team intact.
Succession Plan For All Roles
Take it from me, any time taken away from the coal face to think about the development of your people will never be wasted time. Think carefully about who will be the successors for all roles – including yours – and don’t just go for the obvious. This strategic thinking could impact not only on your recruitment over the next few years but also on your team’s engagement and business strategy as a whole. As a small business grows, many early team members will be concerned that their impact may be diluted by a whole new senior team being recruited externally, so be open with the team about what opportunities there may be in the future and how they may be a part of this.
Be Realistic About Skills Gaps
Where possible, I would always try and recruit from within. If an internal candidate has 70% of what’s required to do the job and that extra 30% can be learnt in house – what are you wanting for? Give them a chance. Witnessing hard work and talent being rewarded can have such positive effect on the whole team. But sometimes, particularly with technically specific roles, to keep ahead of the competition you’ll need to bring the talent in. This can be huge investment, so make sure you do it properly with a well thought out recruitment campaign , carefully considered on boarding programme and (crucially) with the buy-in and/ or involvement of some of your existing team.
Create A Personalised L&D Plan For Each Individual
For every potential internal promotion, think carefully about how you as leader can help individuals get the skills they need to move up. Sometimes this may involve investment in external training. But in my experience some of the most valuable learning opportunities can be provided in-house. Mentorship programmes and job shadowing for example can be hugely valuable, for all parties involved. Empower the team to take ownership of their own learning too. One of my favourite ways to do this is to let each employee expense the odd ebook/podcast/periodical relevant to the business or their function and share their learnings with the team.
Bin The Annual Review
For me, yearly reviews have always seemed pretty pointless. Meet once a month if you can, but at least once every few months. Whilst catching up on operational issues and where team members are vs targets, check in on where they are at with their own development too to make sure it’s moving forward. There’s little point in having an personal development plan if that’s all it remains…. If you demonstrate to the team that their personal development is a priority for you (and action anything you’ll say you do promptly) it’ll be a priority for them and become part of the culture at your organisation.
Be Conscious Of Those Left Behind
Seeing a close team member move up to a new role without you can be hugely demotivating whether you were in line for the role or not. Communication here is so important – and you must be in control of the messaging. The last thing you want is for your employees to find out about an internal promotion through the office jungle drums. Once you’ve made the decision, let them whole team know asap – ideally at the same time – what is going to be happening and why. And where possible, try and turn what could be a perceived set back into an opportunity for everyone, positioning it within the context of a team re-structure with enhanced roles/responsibilities for all. If you’re aware of a particular individual who might take the news especially badly, take them out for a chat to discuss specifically and head this off. Making sure its you they vent to (rather than others in the team!), will give you the chance to offer some explanation, words of support and help those sour grapes taste a little less bitter.
For help or advice on any HR issue get in touch today at firstname.lastname@example.org or call 0203 627 7048 to speak to our team direct. We’re offering a free initial review to help you understand how to make the valuable changes to best support your business.
Everyone realises that you are meant to have some kind of ‘HR’ function, but when you are busy growing an sme, all the focus is on just that, so stepping back to write policies and procedures tends to get pushed to the bottom of the list.
Then you have a little freak out moment and realise your HR framework could make or break you. The information age gives everyone knowledge at their fingertips and if you haven’t thought about it, you can be sure your employees will be quick to point out their rights if anything goes awry. In the early days this could be even more crucial as any hiccup in those early hiring stages could be enough to cause a financial hit you simply can’t take.
Luckily for you, we’re here to tell you which ones you need and which ones are considered best practice.
Writing policies and procedures can be a minefield in this day and age so where do you start?
Surprisingly there are only 3 policies you should provide that are required by law. They are:
- Disciplinary and Dismissal Policy
- Grievance Policy
- Health and Safety Policy (needed by law if you employ over 5 employees)
There are also a number of other policies that you should provide because they have legal minimum requirements – these are…..
||Legally you must pay your employees at least the National Minimum wage and ensure Equal Pay; you must also provide an itemised pay statement and not make any unauthorised deductions from employees pay
||Legally you must not discriminate against staff or allow harassment and bullying and you must make reasonable adjustments for staff in the work-place if they are disabled
|Working Hours and Overtime including rest-breaks and holidays
||Legally you must comply with Working Time Regulations provisions for employees and workers
|Sickness policy and unauthorised/authorised absence
||Legally you must make statutory sick pay payments to employees and allow them time off for dependant emergencies, Jury Service etc.
|Maternity, Adoption, Paternity Leave, Parental Leave and Shared Parental leave
||You must make statutory maternity / adoption / paternity payments to employees and give the appropriate leave
||You must consider all employees flexible working requests
Finally you may wish to consider additional policies to ensure consistency within your business, for example:
- personal e-mail / internet usage
- alcohol/drugs in the workplace
- dress codes
- data protection
- Smoking rules
There are no legal guidelines for these policies and they can be designed around the needs of your business (e.g, no smoking – including vaping – other than during lunch hour).
You should only put policies in pace that are going to be used. Having a policy just for the sake of it is pointless! Focus, keep it simple and write policies which are meaningful to your business. Then stand by them.
TheHRhub is the ultimate online HR support service for Startups and SMEs – providing software, templates, expert advice, white papers and up to date news and views, straight to your mobile or tablet. It’s like having an HR director in your pocket but without the price tag!
Call us on 0203 627 7048 or drop us a line at email@example.com for a no-strings chat about your HR needs.
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