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.
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So you’re looking to grow talent from within, have a vacancy and the perfect employee to promote to a management position. They’re eager, they’re passionate, and they’re full of potential. Help them give it their best shot, however excited they might be to step up and demonstrate what they can achieve, there are a few bumps in the road that they’re likely to run into.
No doubt you’ve experienced some of these bumps in your own career, and if you’ve managed a business for any amount of time, you’ll know that leading a team can sometimes be messy and complex. As the business owner though, you’ve got a role to play in supporting your new manager and helping them to navigate the challenges.
The first step is anticipating the struggles that they may well experience. Let’s take a look at what they are…
- Making the shift from co-worker to boss: Your employee no doubt already has working relationships with many of the people they’ll now be managing. They might socialise together at weekends, and have friendships outside of the office. A promotion can disturb what’s become the natural order of things, and this can leave your manager and their team feeling a little unsettled.
- Finding the time for all the new responsibilities: Previously, the individual might have worked in their own bubble. They managed their own workload, had one set of deadlines to adhere to, and mainly worked independently from the wider team. Sometimes, the promotion to manager can leave your employee feeling like they’ve bitten off way more than they can chew. Not only do they have their own work to do, but they now need to fit all their management activities into their diary. This can be overwhelming and stressful.
- Not delegating work: It can be tricky sometimes to feel confident in delegating work to a team. There can be a tendency to try to do everything on your own, but as every manager who has ever made this mistake can attest to, it quickly leads to burn-out, and it’s not a productive or sustainable way to operate. Delegating works best when there’s a clear workflow in place, and the manager communicates effectively with the team.
- Fixing things that aren’t broken: New managers are often bright eyed and bushy tailed. They’re keen to make an impression, and are actively looking for ways to improve the productivity and effectiveness of the business. This can be a very good thing, but there’s a balance to strike. Some improvements might be best left until another time while more pressing matters are handled, or it could be the case that only a small return would be made, meaning that the project isn’t realistically viable.
- Refusing to ask for help: Managing people is tough, even if you have years of experience. There will always be new challenges to deal with, situations that are out of your comfort zone, and issues that seem impossible to handle effectively. If your new managers don’t feel like they can speak up when they’re struggling, or they don’t have an appropriate support network in place, then things can quickly spiral out of control.
Becoming a manager is an exciting time for your employee, and they’ll want to thrive and show you that you made the right decision. But as an employer, you need to take the time to think about how you’ll help them to navigate these challenges. Your approach will largely come down to the individual, existing policies and procedures you have in place in your business, and the development path that you offer to your staff.
Are you confident that you’re fulfilling your responsibility when it comes to managing the career progression of your future leaders? And what changes might you need to make to ensure that the promotion process is as smooth as possible for your employees?
TheHRhub is the ultimate online HR support service for Startups and SMEs: providing advice, support and tools, straight to your mobile or tablet. It’s like having an HR director in your pocket!
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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As an SME one of your key assets are your staff, and time and time again we see talented staff leave, simply because they are not being given the career development opportunities they think they deserve or expect. This is such a easy fix if you just take the time to focus on understanding and exploring your employees career development expectations.
We know finding the time to do this may seem impossible and get pushed down the to do list, but it is absolutely key for engaging and retaining your top talent – so make it a priority, new years resolution even!
As we all know, development is all about making employees feel valued and invested in, but the upshot is by giving them encouragement to progress individually, you will ultimately see them propel your business forward and reward them in the same move as they push into more senior levels of responsibility. Win win.
The uniqueness with SMEs is that during the Startup phase of a business, the rate of personal growth is often enormous: most people are learning nearly 100% of the time and pitch in on areas that they wouldn’t normally associate with. Everyone feels important and integral to the success. It’s as you start to scale and evolve that many of the challenges present themselves. The need for providing learning opportunities continues, but structure and roles are more solid and the informal learning opportunities that once naturally presented themselves, suddenly seem more restricted.
The great Albert Einstein once said “Intellectual growth should commence at birth and cease only at death”. Its within our nature to grow, we have been growing since we were little and whilst our physical growth slows over time, that ambition of personal growth never goes away.
If development is disregarded, knowledge becomes out of date, motivation levels stagnate and careers begin to drift and these factors have an obvious impact on hard measures like productivity and staff turnover. Then you run the risk of getting to the point where training and development comes last on the To Do list, with a common reason being “we just don’t have the budget for it”….
Not everything needs to cost the earth though, if you’re prepared to think creatively and invest a little time, you can easily organise all sorts of focused learning activities. And your team will thank you for it by being brilliant.
- Peer to peer learning: Having the respect of our colleagues means a lot to us, so encourage people to speak at conferences, enter competitions, or host meetups with their peers to share knowledge with others. Sometimes it’s going to be necessary to fund employee’s’ attendance at these external events. So to maximise your investment in doing this, make it a condition that staff share their learnings when they are back in the workplace.
- Everyone needs a sense of purpose: It may be that you aren’t setting out to save lives or some other noble cause, but the chances are that your business has a higher purpose than just simply seeking cash. So help staff understand how they fit into this bigger picture by spelling it out in order to capture people’s true potential.
- Allow people to show off what they’ve learnt: Decide on the core skills for your business and each technical function and assign different levels of expertise required for each (competencies) which people can earn credits to show they’ve attained the level.
- Share “best practice”: Bring in a recognised expert for your employees to spend some time with: use your network and contacts to find someone you admire and value and bring them into work with you. Get the more experienced members of your team to share some of their past notable successes.
- Give them wings: give your new employees more responsibility or ask them to undertake a challenging piece of work or project and don’t be surprised when they rise to the challenge and hopefully surpass your expectations! Give a mini group within your company a real business problem and challenge them to come up with the solution.
- Use Skills Already In-House: There are loads of ways you can do this, depending on the circumstances which include asking team members with specific areas of expertise to deliver short training programmes or presentations for other staff, focussing on their specialist areas; Promote inter-departmental sessions, for example by organising ‘brown bag’ lunches, with each hosted and run by a different department in turn.
- Time out to play with new ideas: Encourage your team to pursue their personal goals by allowing flexible work schedules, the freedom to work remotely, and arranging social gatherings outside of work.
- Explore E-Learning: Training courses are no longer just about hotel conference suites and flip charts. These days there’s a whole new world of virtual training on offer, with courses available on almost any topic imaginable. Online training means staff can learn at their own convenience and pace, with costs generally low and many even free. Check out websites like www.learndirect.com, www.e-learningcentre.co.uk, and www.learningtree.co.uk, to find out more.
We naturally want to become bigger and better than we are, there is no right or wrong way to go about it as long as everyone feels like they are moving forward, no one wants to stagnate, but remember we measure that with different views and on our own scales.
TheHRhub is the ultimate online HR support service for Startups and SMEs – providing software, templates, expert advice, whitepapers 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 firstname.lastname@example.org for a no-strings chat about your HR needs.
Alexa and Siri have appeared in our homes, now the workplace looks set to embrace the world of artificial intelligence (AI). With Apple making moves to build up its artificial intelligence talent this week, it’s safe to say that this is now very much on future business radars.
Many have speculated that its increasing popularity and sophistication will replace human workers, and employees should be concerned. In fact, recent research from Bersin by Deloitte found that 33% of workers expect their jobs to be augmented by AI in the near future.
It surely does sound a bit far fetched but it’s certainly true that many businesses could benefit from considering how to better harness AI and use it to support and refine existing processes. But how exactly? And what will the future really look like?
Interestingly, it’s been suggested that AI could rid the recruitment process of human bias. It could screen the characteristics and qualifications of those who exceed in certain roles, and assess candidates through screening and selection activities. Choosing the right member of staff doesn’t get much more scientific than that, although on the flip side how often have you seen the perfect candidate on paper then realised they just wouldn’t fit in with your company culture.
AI could also allow leaders to be just that – leaders. When admin tasks are largely automated, it frees up time to focus on motivating a team of staff. So whilst many are worried about technology replacing people, it could be argued that it will allow individuals to really hone in on their soft skills and their ability to lead.
Of course, much of this is speculation. If one thing’s for sure though, it’s that we’re entering a new frontier in the world of work and employment, and opportunities and challenges will exist that we probably haven’t ever even considered before. According to The World Economic Forum 65% of children entering primary school today will ultimately end up working in new job types that don’t even exist yet.
Are you excited about what the future holds? And will you be looking at ways to automate more of your operations?
theHRhub is the ultimate online HR support service for Startups and SMEs – providing software, templates, expert advice, whitepapers 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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For many businesses, the pressure eases off slightly over the summer months when customers and clients are away on holiday. This downtime can be an important opportunity to address those admin tasks you’ve been putting off to help clear the decks and ensure you deliver the rest of the year with aplomb.
Here’s a checklist of the important HR tasks to address during the summer slowdown:
Consider your cold, hard figures
When some leaders think about HR, they think about fluff without any real substance. But we’re now long gone from the days of it being known as the department of “tea and tampax” (genuinely how the function was described to me when I first joined….) and HR has evolved into something the smart money knows isn’t just a ‘nice to have’. In fact, it’s completely non-negotiable if you’re serious about sustainable growth. So with this in mind, and considering the fact that we’ve just come to the end of another financial year, it’s time to look at your numbers. How much are you spending on staffing? And more importantly what activities are bringing the greatest return on investment? Only once you know where you are, can you create a map to where you want to be.
Look At Your Leadership Funnel
Who are the managers of tomorrow, who is their back-fill and how are your developing them all to prepare for their next move? L&D doesn’t need to cost the earth – a lot can be done in-house through on the job training and mentorship. Individuals should also take responsibility for their own learning too – keeping themselves up to date with the latest trends in their business function.
Review Your Hiring Strategy
If gaps are appearing in your staff and you’re looking to recruit in September think now about how you can attract the best talent possible and how will they be on boarded to set them and the team up for success? Is there anyone internally who, with the right support and training, could take on the role instead?
Give Your Company Culture An MOT
Is it what you’d hope it to be when you set out or is it veering off course? As leader, it’s for you to set the tone of the business and reign things in if they go astray. Of course it’s only right that your culture is shaped and adjusted when you bring in new talent, but your core values (and, more importantly how these are demonstrated in practise) should remain constant. Step back and ask yourself if this is really the case and think about how to implement any changes you need to make.
Refresh Your HR Policies
Yes I know there’s always something more pressing to do than update your HR policies. Truth is, you never experience their true value until you need to use them. And if you don’t have the necessary policies in place when you need them, it’s too late.
Surprisingly there are only 3 policies that are required by law.
But there are also a number of policies that you should provide because they have legal minimum requirements.
There are few other policies that you could consider to ensure consistency within your business. For example:
- Personal e-mail / Internet Usage
- Dress Codes
- Data Protection
Ensure Everyone Knows Where They Are Headed For The Rest Of The Year
Energise the team on their return to work by recapping on the objectives for the end of the year and where their individual contributions fit into the bigger picture. After the summer holidays is a good time to galvanise some team spirit with an away day, so you could start planning now – and don’t worry they don’t need to cost the earth… Check out our article here
Book Yourself In For An HR Health-Check
The vast majority of business owners do everything they can to comply with relevant employment legislation and create practices and policies that make their workplace a happy environment. Let’s be honest though – we all have constraints on our time, and it’s not always possible to go the extra mile. If you know that you’ve been putting HR on the backburner, then there’s no time like the present to review how you’re really performing, and what you could do to improve your business.
If you’d like a little ad-hoc assistance without committing to a tying contract, then you’re in luck. Our HR health-check service is just the ticket if you feel like it could be time to step back and take stock, before creating your plans for the future.
Drop us a line at firstname.lastname@example.org or give us a call today on 0203 627 7048 to book yourself in or find out more.
After a truly horrific couple of weeks, the Sunday Times reported last weekend that Tory MPs have given Theresa May 10 days to ‘shape up – or ship out’. Hardly an enviable position to be in. But she’s not the first and won’t be the last leader to lose the support and goodwill of her team.
But what are your options if this happens to you? Do you even have any…?
Don’t Pretend It’s Not Happening
The ‘head in the sand’ reaction – while understandably tempting – is rarely an effective long term answer. Ignoring a problem won’t make it go away, in fact it usually makes things much worse. So put your big boy or girl pants on and set out to…
Identify And Address The Root Cause
The first rule of problem solving is ‘define the problem’ – so approach this in the same way. Write down in clear terms exactly what the issue in the team is, what it looks like, and how it is making you feel. Sometimes just doing this can help neutralise some of the anxiety many leaders in this situation feel as it will help you fully understand what you are dealing with. Then once you have done this you can set about trying to work out the root cause. Which might not be easy: so to help you begin, you could…
Find Someone To Talk To
Crystallising the issue for yourself will make it easier for you to articulate what’s going on to someone else. Find someone you trust with whom to talk this all through. An independent third party perspective is likely to be helpful, both in terms of identifying possible root causes, and mapping out what steps you might take to resolve the issue with your team. It’s a particularly good idea to approach someone who you know will be honest with you, as exploring team issues like these are sometimes uncomfortable for leaders. In other words, you’re likely to need to…
Look In The Mirror
Is there anything in your leadership style that might have created or contributed towards negativity in the team? Be honest – you won’t get anywhere if you’re not prepared to admit the truth to yourself. For example, how far do you consider the impact of your actions and decisions on your people? How would you rate your ability to communicate, delegate and listen to them? Have you ever asked them for their honest feedback on you as a leader? If you suspect that the root cause might have something to do with you – then you need to be prepared to accept this. And not only that – but act on it. An open conversation your team – either altogether, or in the form of one-to-ones – with a bit of humility and a genuine desire to listen and improve could pay enormous dividends. The real test of course will be in identifying what personal changes to make, and how you can sustain these. It takes courage and hard work, but I have seen leaders brave enough to admit they got things wrong in the past turn seemingly dire team situations around with aplomb.
Of course, it might be that the problem isn’t you at all – in which case you may need to…
Identify And Address ‘Problem Individuals’
Quite often the root cause of what seems to be a whole team issue can be traced to one or two people with a negative attitude infecting the rest of the team.
If this is the case, then swift and decisive action is essential. You have to deal with trouble making or insubordination straight away, regardless of how busy you are or how much you dislike conflict. Treat it as you would any other performance issue. Hold a one-to-one meeting with any individuals concerned. Share with them the specific examples of the behaviour you view as unacceptable (such as repeatedly criticising your decisions) and spell out what the impact of their behaviour has been (such as on the attitude or performance of the rest of the team). Explain that such behaviour is not acceptable, because it not only affects their ability to work as part of the team, but undermines the performance of the team as a whole. Make clear what acceptable behaviour looks like, and agree some targets around this if necessary, together with a date to review. Explain in specific terms what the consequences will be if their behaviour doesn’t change. Emphasise that while you are open to debate, hearing other suggestions, and accept that not everyone will always agree with you, there is a line to be drawn and you will not tolerate behaviour that’s obstructive, inappropriate or unprofessional.
But Remember To Treat Everyone With Respect
To increase your chances of a successful outcome in these situations it’s important to adopt a self-assured and adult demeanour. You might think their behaviour has been childish but don’t start telling them off and don’t get angry. Or maybe you find them a little intimidating, or you dislike openly tackling difficult people situations like this – in which case, you’ll need to quickly brush up on your assertiveness skills. Either way, you must treat them with respect: they might not have been fully aware of how they’ve been coming across, the damage they’ve done or the possible ramifications for themselves. It’s not always easy but if you can show them a bit of the respect you are asking them to show you, and are prepared to listen to their side of the story (though you may not agree with it, of course) then you will know you’ve handled the issue in a fair manner, with professionalism and skill. In these situations, I have seen some team members accept corrective feedback and improve their attitude to the benefit of all. I have also seen some people who are unprepared to make the required changes within the agreed time frame, shown the door. Sometimes this is unavoidable and necessary, so be prepared to follow through.
As for Mrs May, it will be interesting to watch what changes she makes to her leadership style over the coming days – if any. Leadership takes courage. And the true test of a great leader is when crisis hits….
theHRhub is the ultimate online support system for startups and SMEs. We offer expert HR advice, a lively members forum and all the tools as templates you need to manage your team effectively. Find out more here
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