Coronavirus – FAQs

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With so much contradictory information surrounding the coronavirus and the guidance that businesses should follow, here, Consult HR’s Julie Pollock answers the most commonly asked questions.

  1. What should the company do about business travel?

Seriously consider suspending unnecessary business travel overseas or certainly areas that are regarded as a ‘risk’ (travel to some countries will not be possible anyway due to lockdowns). Risking an employee bringing back the illness to your other employees and creating anxiety for the employee themselves should be carefully considered. There is also the risk that they may find themselves unable to return home from a trip as some countries are beginning to go into lockdown. Consider using video calling as an alternative.

If the business travel is necessary, carry out your risk assessment around how safe the area is to travel to, consider whether it is regarded as a risk and any precautionary measures you should put in place to protect the safety of your employee.

  1. What should we do regarding employees attending events?

Employers may find that many events are being cancelled due to the coronavirus. If your employee is concerned about attending an event listen to their concerns and weigh up the pros and cons taking into account daily updates from the authorities regarding coronavirus.

  1. What should we do about employees who have booked holidays that have now been cancelled?

From an employment law perspective, there’s no requirement for employers to accept workers cancelling holiday. If you have specific rules on allowing employees to cancel their leave, you can stick to these. However, given the circumstances, it may be advisable to be more flexible where possible and allow the employee to cancel their booked leave and take it at another mutually agreed time.

  1. If an employee returns from a trip to a ‘risk’ area what should we do?

Employers have a duty of care towards the health and safety of their workforce. If they knowingly allow an employee who has been advised to self-isolate into the workplace they could be in breach of health and safety regulations, especially to high risk employees.

The Public Health Agency states people who have returned from Hubei Province, including Wuhan, Iran, Daegu or Cheongdo in the Republic of Korea, and any area within Italy under containment measures in the last 14 days should avoid attending work. They should call NHS 111 for advice and stay at home. 

  1. Do I have to pay employees who are self-isolating?

If employees can continue working from home then they will, of course, be paid their normal salary.

If employees cannot work from home and have no symptoms but have reason to believe they have been exposed to the virus then employers should pay sick pay as per the amendment made to the Statutory Sick Pay regulations for Northern Ireland on 16th March 2020, which now states that employees should be paid SSP for self isolation if advised by a medically qualified individual.

The Government has stated that SSP should be paid from day one for eligible employees who have the virus, who are required to self-isolate on medical advice or who have symptoms of an upper respiratory infection and therefore self-isolate for 7 days.  We are waiting on confirmation if employers in Northern Ireland will be able to claim back SSP paid to an employee is relation to the coronavirus outbreak.

You should also check your company policies to identify if employees are entitled to an enhanced sick pay payment as per the terms of their contract. If this is the case you will be required to honour that payment. 

  1. What to do if a member of staff or the public with suspected COVID-19 has recently been in your workplace

PHA advise for contacts of a suspected case in the workplace, no restrictions or special control measures are required while laboratory test results for COVID19 are awaited. In particular, there is no need to close the workplace or send other staff home at this point. Most possible cases turn out to be negative. Therefore, until the outcome of test results is known there is no action that the workplace needs to take.

If the employee or member of the public tests positive for the virus they should give their consent for colleagues to be informed that they have the virus under the GDPR Regulation. However, you have a duty of care for the safety of your employees and should inform those who have been in the proximity of the affected person without naming them if no explicit consent is given.

  1. If an employee self isolates themselves because they are fearful of getting the Coronavirus how should we treat this?

Try to listen to the employee’s concerns and try to alleviate them as best you can. Perhaps offer flexible working or home working, if possible. The employee may be able to arrange unpaid leave or holiday with you although employers do not have to agree to this.

If an employee refuses to return to work then this could result in disciplinary action unless their refusal is reasonable.

  1. If I am concerned and I send someone home in relation to Coronavirus what do I have to pay them?

If you take the decision to remove someone from your business and they are ready and available to attend work, in this instance the employee will be entitled to receive their normal pay in full whilst not at work. 

  1. If an employee is advised by a medical practitioner to self-isolate, how should we manage this?

If the employee is well and can work from home and this is a practical option for the type of work that they do, then this should be arranged where possible and the employee would receive their normal full pay.

If they are well and cannot work from home then sick pay should be paid from day one or occupational sick pay if this is stated in their contract of employment. 

  1. If we go into lockdown what are our options – how best do we manage this?

Unless you have a specific contractual clause regarding lay-offs in your employment contracts you must still pay your employees their normal wages in full, unless you consult with your staff and come to an agreement to reduce this pay.

If you place your staff on lay-off and you have a lay off clause in your contract of employment, the staff do not have to be paid for this time, other than a guaranteed payment. (Further information can be discussed in relation to this by contacting Consult HR).

Arrange home working, where possible. In this situation the employee will be paid full pay.

Keep your employees informed as much as possible during the build up to a potential lockdown situation.

  1. If we are struggling to get supplies/products which is having an effect on us being able to do our job, how should we deal with this?

If you have a lay off clause in your employment contracts you can ask your employees to reduce their hours or to not work at all (see above regarding guaranteed payments).

If you don’t have a lay-off clause and you send them home then you have to pay them their normal wages.

You could consider redundancies. (Further information on this can be discussed in relation to this by contacting Consult HR).

  1. What financial support is there for employers ie. in terms of paying SSP, loss of business etc?

The UK Government has announced a “business interruption loan” which will allow businesses with a turnover of £41m or less to apply for a loan of up to £1.2m covering up to 80% of losses with no fees.

Employers who have 250 employees or less can reclaim the cost of providing SSP for 7 or 14 days from the government in full.

We are still waiting on confirmation if any of these benefits will be extended to Northern Ireland businesses.

  1. Are there any key tips we should put into place to protect our staff and customers against the spreading of the Coronavirus?

  • Keep staff updated with your internal policies and protocols relating to coronavirus and ensure communication is clear and accessible.
  • Consider suspending travel on overseas business trips and attendance at events and consider flexible and home working arrangements where possible.
  • Reduce the number of staff in any one area at a time or introduce different shift systems/hours of work to reduce the time that all staff spend together.
  • Increase hand cleaning facilities and workplace cleaning. Use video calling for client meetings or meetings amongst employees based at different sites.
  • Ensure everyone’s emergency contact details and phone numbers are up to date in your records.

  1. If the schools close and my staff advise they have to stay at home to look after their children, how to I manage this?

The First Minister has announced that schools will close “at some point” and this is likely to be for 16 weeks.

If your employee has children who are slightly older you may be able to arrange for them to work from home if their job allows that. In these circumstances they will be entitled to their normal pay.

If your employee is unable to arrange childcare in order to attend work then consider being flexible on the hours worked.

If an employee is unable to work at all because of having to care for a dependent during the coronavirus outbreak then this would normally be unpaid leave.

  1. I have a staff member who is refusing to socially distance outside of office hours. Can we demand they self-isolate, and if so, do we have to pay them?!

Yes you could advise them that you are self isolating them, however this will be very difficult to police to ensure the staff member is not coming into close contact with others during the period of self isolation. They will also be eligible for full pay during the period of self isolation as has not been recommended by a medical professional. 

  1. We are investigating getting our staff to work remotely. Some will be able to, and some, due to their job roles (doing tasks physically in the office) will not be able to. Is that ok?

Yes, it is advisable to arrange home working for as many employees as possible but it will not be possible for all and will depend heavily on the nature of their work. So you may have a combination of some staff working remotely and some staff based in the office. 

  1. What are we to do if the order comes that businesses have to close for a period and people must stay in their homes. If that is the case, do we have to pay workers? What happens if they are able to work remotely but they refuse, or if they can’t work remotely because it is not practical for their job type, what do we do? Do we pay them?!

If you have employment contracts which state you can lay off employees or unless it is agreed otherwise with a union or there is a national agreement for your industry, then you must continue paying your employees their normal salary for the period of the shutdown.

You can compel your employees to take holidays but you must give twice the notice of the holiday you are asking employees to take.

If your employee refuses to work remotely and you are confident it is a reasonable request and there is no reason why it can’t be done then you could take disciplinary action against them.

If your admin workers cannot do their jobs remotely and you have to shut down then, yes, you still have to pay them their normal wage.

It is important to keep your employees informed at all stages if this seems a likely scenario for your business.

  1. Potentially, if we have to ask workers to do short term / reduced salaries for a period, what happens if some agree and some don’t? Can we go down the redundancy route and automatically pick the ones who refused?!

If you have a lay off clause in your contract of employment, if your employees all agree or if there is a national agreement regarding lay-offs for your industry then you can reduce wages for the period of difficulty.

If you do not have a contractual clause regarding lay-offs and your employees do not agree to the change then redundancy is another option.

If you go down the redundancy route you cannot simply pick the employees who refuse to accept a reduced salary – you must follow a fair procedure taking into account eg. standard of work, skills, qualifications and experience, attendance etc.

Your employees may accept the reduced pay option if they understand that the alternative may mean redundancies.

  1. Rather than a ‘general’ order to shut, if we have to close for say 14 days and self -isolate/deep clean because someone in our midst is diagnosed with coronavirus, do we have to pay our self-isolating staff then?

If the employees may have come into contact with an individual who has contracted the virus, then if they are advised medically to self isolate themselves, then they will be entitled to SSP or contractual sick pay from day 1.

If however you ask the employees not to attend work for a period of time then you will be required to pay them their full salary.

  1. If I have to pay employees SSP due to the coronavirus can I claim this back from HMRC

We are still waiting on the government to make a decision on whether businesses in Northern Ireland will be entitled to reclaim SSP paid out to employees. However any employees you pay SSP to, make sure you receive a medical certificate for their absence which they can get by dialling 111. They do not need to go to their GP practice to get this. 

  1. Can we ask an employee who has a family member who has been diagnosed with, or is suspected to have, Covid-19 not to come into work?

The latest advice on self isolation within families is:-

  • If you live alone and you have symptoms of coronavirus illness (COVID-19), however mild, stay at home for 7 days from when your symptoms started
  • If you live with others and you or one of them have symptoms of coronavirus, then all household members must stay at home and not leave the house for 14 days. The 14-day period starts from the day when the first person in the house became ill
  • It is likely that people living within a household will infect each other or be infected already. Staying at home for 14 days will greatly reduce the overall amount of infection the household could pass on to others in the community
  • For anyone in the household who starts displaying symptoms, they need to stay at home for 7 days from when the symptoms appeared, regardless of what day they are on in the original 14 day isolation period
  • If you can, move any vulnerable individuals (such as the elderly and those with underlying health conditions) out of your home, to stay with friends or family for the duration of the home isolation period
  • If you cannot move vulnerable people out of your home, stay away from them as much as possible
  • If you have coronavirus symptoms:
    • Do not go to a GP surgery, pharmacy or hospital
    • You do not need to contact 111 to tell them you’re staying at home
    • Testing for coronavirus is not needed if you’re staying at home
  • Plan ahead and ask others for help to ensure that you can successfully stay at home and consider what can be done for vulnerable people in the household
  • Ask your employer, friends and family to help you to get the things you need to stay at home
  • Wash your hands regularly for 20 seconds, each time using soap and water, or use hand sanitiser
  • If you feel you cannot cope with your symptoms at home, or your condition gets worse, or your symptoms do not get better after 7 days, then use the NHS 111 online coronavirus service. If you do not have internet access, call NHS 111. For a medical emergency dial 999.

If the employee has been in close contact with the family member, for example, lives with them, then they must self isolate as stated above and will be paid SSP if eligible.

However, if an employer simply asks an employee to stay at home because of the relationship between the employee and sick relative, without any reasonable evidence of contact between them, this is unlikely to be an appropriate course of action.

  1. What to do if an employee or a member of the public becomes unwell and believe they have been exposed to COVID-19

If the person has not been to specified areas in the last 14 days, then normal practice should continue.

If someone becomes unwell in the workplace and has travelled to China or other affected countries, the unwell person should be removed to an area which is at least 2 metres away from other people. If possible, find a room or area where they can be isolated behind a closed door, such as a staff office. If it is possible to open a window, do so for ventilation.

The individual who is unwell should call NHS 111 from their mobile, or 999 if an emergency (if they are seriously ill or injured or their life is at risk) and explain which country they have returned from in the last 14 days and outline their current symptoms.

Whilst they wait for advice from NHS 111 or an ambulance to arrive, they should remain at least 2 metres from other people. They should avoid touching people, surfaces and objects and be advised to cover their mouth and nose with a disposable tissue when they cough or sneeze and put the tissue in a bag or pocket, then throw the tissue in the bin. If they don’t have any tissues available, they should cough and sneeze into the crook of their elbow.

If they need to go to the bathroom whilst waiting for medical assistance, they should use a separate bathroom if available.

  1. What to do if a member of staff or the public with confirmed COVID-19 has recently been in your workplace

Closure of the workplace is not recommended.

The management team of the office or workplace will be contacted by the PHE local Health Protection Team to discuss the case, identify people who have been in contact with them and advise on any actions or precautions that should be taken.

A risk assessment of each setting will be undertaken by the Health Protection Team with the lead responsible person. Advice on the management of staff and members of the public will be based on this assessment.

The Health Protection Team will also be in contact with the case directly to advise on isolation and identifying other contacts and will be in touch with any contacts of the case to provide them with appropriate advice.

Advice on cleaning of communal areas such as offices or toilets will be given by the Health Protection Team.

  1. When individuals in the workplace have had contact with a confirmed case of COVID-19 what should we do?

If a confirmed case is identified in your workplace, the local Health Protection Team will provide the relevant staff with advice. These staff include:

  • Nny employee in close face-to-face or touching contact
  • Talking with or being coughed on for any length of time while the employee was symptomatic
  • Anyone who has cleaned up any bodily fluids
  • Close friendship groups or workgroups
  • Any employee living in the same household as a confirmed case

Contacts are not considered cases and if they are well they are very unlikely to have spread the infection to others:

  • Those who have had close contact will be asked to stay at home for 14 days from the last time they had contact with the confirmed case and follow the home isolation advice sheet
  • They will be actively followed up by the Health Protection Team
  • Uf they develop new symptoms or their existing symptoms worsen within their 14-day observation period they should call NHS 111 for reassessment
  • If they become unwell with cough, fever or shortness of breath they will be tested for COVID-19
  • If they are unwell at any time within their 14-day observation period and they test positive for COVID-19 they will become a confirmed case and will be treated for the infection

Staff who have not had close contact with the original confirmed case do not need to take any precautions and can continue to attend work.

  1. Certifying absence from work

By law, medical evidence is not required for the first 7 days of sickness. After 7 days, it is for the employer to determine what evidence they require, if any, from the employee. This does not need to be fit note (Med 3 form) issued by a GP or other doctor.

Your employee will be advised to isolate themselves and not to work in contact with other people by NHS 111 or PHE if they are a carrier of, or have been in contact with, an infectious or contagious disease, such as COVID-19.

Employers should use their discretion around the need for medical evidence for a period of absence where an employee is advised to stay at home due to suspected COVID-19, in accordance with the public health advice being issued by the government.

  1. Advice for staff returning from travel anywhere else in the world within the last 14 days

Currently, there are minimal cases outside the listed areas and therefore the likelihood of an individual coming into contact with a confirmed case is extremely low.

These staff can continue to attend work unless they have been informed that they have had contact with a confirmed case of COVID-19

If individuals are aware that they have had close contact with a confirmed case of COVID-19 they should contact NHS 111 for further advice.

The latest country information is available on the NaTHNac Travel Pro website.

If you would like any further specific advice please contact Julie Pollock on:-

Tel: 07858089006

E-mail – julie@consulthr.co.uk

www.consulthr.co.uk

Ensure that you keep up to date with the advice from Public Health NI and the Government.

Coronavirus: How to be prepared in the workplace

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Novel Coronavirus, or Covid-19 as it is officially known, has dominated headlines since the first case was diagnosed in December 2019, and it isn’t surprising. Since then, and at the time of writing, cases have been diagnosed in 32 countries around the world, including the UK. In Northern Ireland alone, there are 12 confirmed cases so far.

While the advice is to take a “common sense approach” to the coronavirus, no doubt as an employer, you can’t help but wonder what impact this could have on your business. With more outbreaks predicted, it is therefore important to prepare for the worst-case scenario by taking action to protect your workforce and prevent spread of the disease. 

With this in mind, here are our top tips on how to be prepared for Coronavirus in the workplace…

Coronavirus

Changes to statutory sick pay (SSP)

Those off sick or officially in isolation due to the Coronavirus (also known as Covid-19), will be entitled to SSP from day one rather than serving three unpaid waiting days.

What if an employee is not actually sick but the doctor has advised them to self-isolate?

Employees who are not sick, but have reason to believe they have been exposed to the virus and have been advised by doctors to self-isolate, or have had to go into quarantine, at the time of writing this article, have no legal right to pay. They are not actually sick and therefore are not entitled to Statutory Sick Pay or Contractual Sick Pay. However, the advice on this may change and if you find yourself in this situation you should seek advice on this before making a final decision on payment.

Educate employees on the Coronavirus

By now, everyone should know the symptoms associated with the Coronavirus but there is no harm in reminding employees of this. Typical symptoms include fever, coughing and shortness of breath, which may progress to more severe symptoms. And, like most viruses, those with weakened immune systems and the elderly, are more at risk.

Keeping employees safe

Good hygiene is key in helping prevent the spread of the virus. Make sure your office has running hot water at all times, soap is readily available and if you can, offer hand sanitiser at various points throughout the office. If possible, reduce face-to-face meetings, which can be replaced with online Facetime meetings. Finally, working from home options should be considered for particular employees.

Travel to affected areas

Organisations must not insist employees travel to affected areas for work. Furthermore, they should advise employees not to travel to these areas for holiday purposes. The Foreign and Commonwealth Office has advised against all travel to Wuhan in China, where the virus originated and is at its worst.

Employees returning from affected areas

Whilst as an employer it is your duty to keep staff safe by taking reasonable steps, there is currently no legal obligation to impose a precautionary suspension of non-symptomatic employees who are returning from areas with cases of Coronavirus.

Where an employee presents with symptoms, they should refer themselves to their GP and follow their advice. As mentioned above, those off sick or officially in isolation due to the Coronavirus, will be entitled to SSP from day 1 of their absence.

Suspending employees

If a business chooses to ask an employee not to return to work as a precaution, the person in question is entitled to full pay, unless their contract gives the employer the right to suspend without pay for this specific reason.

Coronavirus

Changes to annual leave

You may find that now, and over the next few months should the virus continue to spread, employees may wish to cancel planned holidays to affected areas, with little or no notice. This will mean a request to postpone annual leave. It is advisable to work with employees on this issue where possible.

Finally, this is an ever-changing area at the minute with daily updates so it is important as employers to stay up to date with the latest guidelines.

Top tips for managing long term sickness

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It might surprise you to learn that in the UK, employee sickness rates are at an all-time low. This, no doubt, will be welcome news for employers, but the truth is, this doesn’t show the whole picture. While sickness levels are at a record low, what is on the rise is presenteeism, which is when sick employees turn up to work, and this statistic is also breaking records.

While presenteeism means more people are at work, if they’re sick, it’s unlikely that they’re working efficiently. When employees don’t take time off to recuperate, as well as spreading sickness to other members of their team, they are putting themselves at greater risk of requiring long term sick leave, which can have a massive impact on your business.

Causes of long-term sickness absence

CIPD long term absence statistics reports that the most common reasons for long-term sickness are:

  1. Mental ill-health (clinical depression and anxiety)
  2. Stress
  3. Musculoskeletal injuries
  4. Acute medical conditions, such as stroke, heart attack and cancer

The effect of long-term sickness absence

Long term absence (which is normally regarded as continuous absence of 4 or more weeks), can put significant strain on your business. Other employees may be expected to take on some of the absent employee’s duties, which can cause stress, particularly if they are already busy. Changes to your business operations may be required and if you need to arrange cover or make adjustments, this can be costly.

In order to reduce long-term sickness absence, it is important to implement a prevention policy. From the statistics above, the main reason for long-term sickness is mental ill health closely followed by stress. Therefore, having a good health and wellbeing at work policy in place can help with this, as early intervention is vital for prevention.

However, undeniably, not all sickness can be avoided. As this is the case, as an employer, you should be aware of your obligations and what to do when an employee is off on long-term sickness.

How to manage long-term sickness absence

1. Have a Clear Policy

Your employment policy should clearly indicate the protocol employees are expected to follow regarding long-term sickness absence. This demonstrates that you take absence in the workplace seriously. It also outlines the rules to both line-managers and staff and ensures everyone is treated fairly. Employees should understand how to report it and the certification required. While they are off, you should keep in touch with them, as many employees on long-term sickness report feeling disconnected from their job and company. Staying in contact also ensures that you are notified of any changes to their condition and their expected return to work date. Keep a record of all communication.

2. Decide How you are Going to Allocate The Work

As well as this, you will need to consider how their work can be effectively covered. Often, it’s hard to know how long an employee will be off so temporary cover may be required in this instance.  You should ensure that you only recruit someone on a temporary basis until you are sure when and if the employee is going to return to work. Otherwise the employee could claim that you have already filled their job while they were off on sick leave.

3. Manage The Absence

Meet with the employee regularly to keep up to date with their recovery and what their GP is advising them about returning to work. This is to gage when they will be in a fit position to consider returning to work.

4. Consider Requesting Medical Information

Where you are struggling to get an employee to indicate when they will be returning to work you should consider requesting a medical report or assessment to establish when they will be fit to return to work and what they will be capable of doing when they return.

5. Consider Reasonable adjustments

If an employee is deemed to be disabled, consider reasonable adjustments to assist in their return such as a phased return to work, assigning them to another job temporarily, a change to their working environment, a new piece of equipment etc.

6. Conduct Review Meetings

Once the employee has returned to work conduct review meetings as regular as felt necessary until the employee has settled back into work.

7. Consider Termination On Ill Health Grounds

Where you have considered all options, including a medical report, reasonable adjustments and there are no signs of the employee being able to return to work any time soon, you may be left with no other option but to consider ending their employment due to ill health.

You should exercise caution at this stage and I would suggest that you take appropriate expert advice before you do this as any mistakes made at this stage will be costly to you and your business.

If you need help managing long-term employee absence in your workplace, help is at hand. Contact Julie on: 078 5808 9006 or email: julie@consulthr.co.uk

How to deal with poor time management in your workplace

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A new year has arrived and as a business owner or manager, you are probably keen to get the year off to a perfect start! If you’re tired of hearing excuses from employees such as “I didn’t get to it today”, “Something else came up” or “There just aren’t enough hours in the day”, read on as Consult HR’s Julie Pollock shares her top tips on how to address poor time management in the workplace.

One of the most common things I hear from managers and business owners is that when they ask for an update on a task or project from employees, they are met with an array of excuses. When you realise that something is far from being completed (or even started) it can be easy to react with a tut, sigh or reprimand. While hearing the same old excuses can be tiring and frustrating, reacting negatively won’t instantly solve the problem. The work still won’t be complete and if you don’t deal with the situation in the correct way, it can become a recurring one.

While it may seem like you are just wasting more time by trying to deal with the problem, in the long-run this can stop a huge issue arising, and actually save you time. So, if you have noticed a pattern of poor time management in your office, here are our top tips for tackling it.

Get to the source of the problem for poor time management

While an employee might tell you they haven’t yet completed something you asked of them, there are several reasons why this could have happened. In order to effectively deal with the situation, you’ll need to find out the reason why.

5 reasons for deadline delays

  1. They poorly prioritise workload: While it can seem like a basic skill, some people simply lack the ability to prioritise their workload. Maybe they are procrastinating too much or simply don’t know which tasks are more urgent that others. If this is the case, speaking with an employee once a week to check what’s on their agenda and how they are prioritising their work is an easy way to make sure work is completed on time.
  2. They are easily distracted by others: While it’s essential to create a happy work environment, making sure it isn’t so relaxed that colleagues continually engage in non-work related discussions is key. Consider if the structure of your office or seating plans could be reviewed. Make sure that employees are aware to reserve personal discussions for break and lunchtimes. This should be included in their company induction.
  3. They really didn’t have the time: It might be the case that quite simply, they have an unrealistic workload. Perhaps another employee is off and they are picking up the slack. Or maybe another manager has been assigning them work without your knowledge. Checking in to see what employees have on their agenda will make sure they aren’t overloaded, which can lead to stress and time off work, costing you money in the long-run.
  4. They don’t have the right resources: Whether a programme is out of date and causing delays, or they simply don’t have the training, it is essential that all staff members have the necessary tools and knowledge to complete their work.
  5. They are lazy & unskilled: In some situations, unfortunately it can be a case that they are quite simply, not the correct person for the job.

Deal with each scenario accordingly

In each of the above scenarios, a different remedy is required in order to rectify it. It is a good idea to meet with an employee to try to learn about their workload in order to determine the best course of action to take.

Time management training and offering regular support may be required, while dealing with unproductive employees is essential in ensuring your business operates efficiently.

If poor time management is an issue in your workplace, you could benefit from professional advice. For more information, contact Julie Pollock on 07858089006 or email: julie@consulthr.co.uk to discuss further.

How to keep the peace between employees

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In an ideal world everyone would get along. However, society is made up of many different personalities, which can cause clashes. Never has this been truer than in a working environment. When you think about it, we can spend upwards of 8-hours a day with colleagues, which is often more time than we spend with our loved ones. Therefore, it isn’t surprising that conflicts can happen. Quite often it can be a dispute that occurred between staff members outside of work, but their differences spills over into the workplace.

When members of a team don’t get along, this can be really hard to manage, which in turn can create a poor, unhealthy atmosphere. The knock-on effect is that people’s mental health can suffer and the employer can be left liable if they don’t deal with it early enough.

In order to keep the peace between employees, you’ll want to successfully navigate any bumps in the road and be proactive about managing conflict. In order to effectively do so, you’ll need to be aware of what to look out for. Furthermore, a clearly outlined procedure for reporting issues is vital.

So how exactly do you keep the peace between employees? Here’s everything you need to know…

The tell-tale signs of conflict in the workplace

While this will differ between workplaces, here are the common signs to watch out for:

An argument: Probably the easiest one to spot, a heated exchange between employees may mean that tensions are rising. This can be awkward for other team members and should be dealt with as soon as possible.

Placing the blame: If you notice that an employee frequently blames another for work not being completed correctly or on time, this can be an indicator of a conflict bubbling beneath the surface.

Increased levels of absence: If conflict is occurring and an employee can’t see a way to resolve it, this can lead to stress, which in turn, may mean a spike in the number of days taken off work.

A change in atmosphere: The thing about conflict is that it can have a knock-on affect. If you notice a sudden change in staff morale overall, it may be the case that conflict between one or more staff members is at play.

 

Top tips for effectively resolving conflict between employees

Being efficient is key in preventing conflicts from further impacting your workforce.  Julie Pollock From Consult HR shares her Top tips on how to tackle tension between employees:

Prevention is better than the cure: While there’s no guarantee that all employees will get on, trying to create a positive working environment is a good approach to take. For example, regular team building days are a good way to bring staff together, helping to prevent conflict in the long-run.

Carry out one-to-one meetings: It is important that employees feel that the channels of communication are open. Those involved should feel that they can approach a manager and bring the issue to their attention. This gives them an opportunity to talk in private and share their side of the issue.

Get involved early: In my experience, reacting when the signs are there at an early stage is crucial. Speak to those staff members involved and if appropriate, try to resolve their differences in an impartial way without taking sides, encourage them to put their differences behind them and move on.

Ignoring the signs and hoping that it will resolve itself without your involvement is only allowing a toxic environment to explode in your workplace, which will decimate a team.

Investigate the dispute: If you establish from discussions with the staff that there is something a bit more serious involving inappropriate actions of employee(s), you should consider investigating the issue fully.  Speak to all parties concerned to get their side of the story to establish the facts and determine if potential disciplinary action should be considered.

Have a policy in place: The purpose of company policies are to protect both your business and your employees. Therefore, your company handbook and/or Policies should outline the procedure that staff members should follow in order to try and resolve conflict.

Get expert advice: The best piece of advice we can offer is not to sweep conflict under the rug. Leaving issues unresolved has the potential to spread, impact employees’ health and, in the worst-case scenario, lead to tribunals. If you are worried about conflict in the workplace, get in contact with Consult HR and we can discuss a plan to move forward in the best possible way.

For more information, contact Julie Pollock on 07858089006 or email: julie@consulthr.co.uk to discuss further.

 

Reasons to embrace flexible working and how to make it work

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Over the past few years, the term ‘flexible working’ or ‘flexi-time’ has definitely become more prevalent. However, the latest HR buzz word is more than just that – there has been a rise in the number of companies now offering employees the option of flexible working hours. As an employer, you may have overheard remarks from staff, who long for a little more freedom and so this is something you are willing to consider. This begs the question: what exactly is flexible working and how do you make it work? Here, Consult HR’s Julie Pollock shares her expert advice on this.

Undeniably, flexible working offers the employee many benefits; as well as a better work-life balance, flexi-time can mean no more 6am starts, long commutes in rush hour traffic and the ability to attend private appointments when necessary. But it isn’t all about the employee. Introducing flexible working boasts benefits for businesses too. Employee productivity is increased, you’ll attract the best talent and staff absence levels are reduced.

In fact, Microsoft Japan recently revealed that a four-day work week ‘boosts productivity’, with a 40% increase in sales achieved, during an experiment in which staff worked a four-day week on full pay. As well as this, meetings were restricted to a maximum of 30-minutes and online discussions were encouraged as an alternative to face-to-face meetings. As well as a dramatic increase in sales, Microsoft Japan saw a reduction in electricity consumption by 23% and paper printing by 59%.

Top tips for introducing flexible working

In order to introduce flexible working into your workplace and make it a success, you’ll need to put in some groundwork first. Considering the following points is a good place to start:

Do you trust staff?

Quite simply, flexible working won’t work unless you can fully trust employees to get on with their work. Trust is undoubtedly a massive part of any flexible working initiative. Employers need to trust that the work is being carried out if staff aren’t in the office and employees need to feel trusted to complete the work in the own time, without feeling like they are constantly having to check in with someone.

Do you have the correct systems and technology in place?

To ensure systems run smoothly, it’s vital that the correct systems and technology are in place. If your flexible working policy means employees can work from home, they need to be equipped with everything they usually have in the office, to make sure their working day flows. This may include access to work emails, a mobile phone and any computer programmes they usually use in the office.

Is everyone on the same page?

Flexible working can mean different things to different people and it definitely isn’t a one size fits all model. So with this in mind, here are a few of the options:

Flexible starting and finishing times

One of the most common approaches to flexible working is to offer workers flexible start and end times. Rather than being strict about a 9-5 day, some firms offer the option to work from 10am to 6pm or 8am to 4pm. This hour to play around with means staff can drop the kids off to school, attend the gym or simply miss out on rush hour traffic, all of which ensures a less stressful start to the day.

The ability to work from home

While it isn’t for everyone, many people admit to being more productive when they work from home, quite simply because there are less distractions. It also helps with that healthy work-life balance that so many of us crave.

Creating a fusion

And of course, there’s the option to combine these two elements. Perhaps you require workers to be in the office for a set number of hours per week, while completing the rest at home.

If you are considering implementing flexible working and require help getting it started, contact Julie Pollock on 07858089006 or email: julie@consulthr.co.uk to discuss further.

What to do when an employee asks for a pay rise

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It’s inevitable – as an employer or manager, at one time or another, an employee will ask for a pay rise. In fact, according to payscale.com, 37% of workers have asked for a wage increase from their current employer.

Perhaps the time is right as you’ve just been reviewing salaries. Or maybe, it’s completely caught you off guard and you’re not quite sure how to respond. This request is quite a common one but some business owners struggle with how to deal with it. So with this in mind, Consult HR’s Julie Pollock shares her top tips on what you should do in this situation.

The most important top tip we could possibly give you is not to react and regret it. When an employee asks for a pay rise – whether you saw it coming or it’s out of the blue – it’s important not to respond just yet! Acknowledge their request and give a commitment that you will think about it and get back to them soon. After this, take the following points into consideration to help you reach a decision…

Learn their reasons why

Usually, when an employee approaches an employer for pay rise, they are unhappy with their employment so the key is to determine why so that you can effectively manage the situation and come to the best possible outcome.

Common reasons that employees ask for a pay rise is that they are struggling financially, they feel undervalued, they don’t feel their salary is competitive or they think that other staff members are being paid more. Each of these situations requires a different response so nailing down the reasons why an employee wants a pay rise is important.

Consider your options

Perhaps the request is a good time to review what you currently pay everyone. Use the prompt to carry out job evaluations and research what similar local companies are paying staff. Carrying out a full review will give you the chance to put salary bands in place, create a fair system and prevent gender gap issues. Having a system in place will ensure that employees know what is expected of them and how they can progress within the company.

Is it an option for the employee in question to take on more responsibilities, which would justify the raise? Or, in the situation where the salary is actually competitive, are they an asset to your business that you don’t want to lose? If so, highlighting their value by giving a pay rise might be warranted. Finally, in the delicate situation where an employee asks for a rise when they are struggling financially, but it isn’t justified, consider how as an employer you can support them in other ways.

Examine pay rise alternatives

A common reason that may businesses can’t offer a pay rise, is quite simply, that they can’t afford it. If you find yourself in this situation and you want to show a deserving employee that they are valued, there are a wealth of options available, like vouchers, time off or the opportunity for training. In fact, in this blog post, we have rounded up a wealth of ways to reward staff without giving them a raise.

Communicate clearly

When a full review has been completed and you have reached your decision, it’s time to deliver the news. This should be done so in a formal manner and communicated as clearly as possible, stating the reasons you have reached the conclusion. It’s also important to show compassion in the situation where the answer is no.

If you have a staffing problem you would like a solution to, contact Julie Pollock on 07858089006 or email: julie@consulthr.co.uk to discuss further.

Top tips for managing a negative employee

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Here at Consult HR, one of the most common complaints we hear about from managers is dealing with a negative employee. Whilst it might be common it is one of the areas that managers find most difficult to deal with. Passing the blame onto others when work is incomplete, moaning about workloads or someone ‘discretely’ spreading negativity within the team… sound familiar?

Someone of a less than sunny disposition tends to spread their negativity to others. Dealing with a single negative employee is one thing, but a whole team of pessimists can be harder to handle. Therefore, when you spot those not-so-admirable qualities in someone, you’ll probably be keen to nip it in the bud before that negative energy spreads.

Therefore, with this in mind, here are our top tips for effectively dealing with a negative employee.

Negative employee

Don’t avoid the problem

The thing about negativity is that it can spread like wildfire. As well as having a knock on effect by impacting the mood and stress levels of others in the workplace, productivity and customer service can suffer too.

It’s easy to dismiss negative behaviour with remarks like “that’s just her personality.” But, as the manager, your failure to take action is likely to affect others in your team and before you know it you could have a toxic working environment on your hands which in turn, can lead to high levels of staff leaving, absenteeism, poor productivity and ultimately a negative impact on your business’ reputation and profits. Before you know it, the positive, motivated, engaged team that you dreamed of disappears due the work of ‘one bad apple’.

Negative employee

Effective ways to deal with a negative employee

While this is most likely to be one of the more awkward conversations you’ll ever have with a member of staff, it is of the upmost of importance. If you fear negativity is creeping into your workplace, put the following steps in place to minimise it:

  1. Set the scene

From the outset at induction and/or during team meetings, management should discuss with the staff the type of working environment you want all staff to work towards. If staff have any problems, they should be aware of who they should address these with and overall sending the message that the working environment you are working towards is one of a ‘can do’ attitude with lots of positivity and the benefits that staff will get from this and encouraging all staff to get behind this.

By doing this, you are not identifying anyone in particular and this may be enough for the rest of the team to get behind the company ethos and turn ‘negative nelly’ around.

negative employee

  1. Make it known

Having a quiet chat (quiet being the operative word) is vital when dealing with a negative employee. Don’t be tempted to bring up this behaviour in front of others as you run the risk of making the situation worse. Bring the employee in for a chat about the problem. There is a chance that they weren’t aware of their attitude. Or, they may use the time to share a problem that they are facing. Getting it out in the open is the easiest way to resolve the situation.

It is also important to remind your employee that they control their attitude and that complaining and fault-finding is a choice. If the employee is coping with a personal matter that is affecting their attitude at work, be sympathetic without condoning the behaviour.

  1. Change their mindset

If your discussion doesn’t go the way you intended and the employee in question can’t see the issue or blames those around them for their attitude, the next step is to try to change their mindset. Highlight the issues surrounding their behaviour and the impact that it could have on others in the workplace. Try to make them see things from a different perspective and offer alternative ways of thinking in order to try to change their mindset. Be specific about their behaviour and what they could do differently. For example, show them an email they sent and how it could have been worded in a more positive way.

During your meeting also focus on the positives, what this employee does well, but his propensity to criticise everything and everyone quickly becomes a weight on the shoulders of the staff and the company. Tell the employee that you’re interested in hearing their concerns, but that you want them to tell you rather than other employees.

Negative employee

4. Force positive behaviour

When you talk with the employee about his negative attitude, give him a goal: Tell him that if he has a problem with a plan, a person, or a situation, you would like to hear something positive he’s found as well. If he’s going to focus on the bad, make him consider the good, too. You can’t change how he thinks, but you can set standards about the language and tone he uses at work.

5. Set the standards and behavioural changes expected

If things don’t improve, more formal processes should be put into place. Clearly set out what you expect in terms of behavioural change and within what timeframe and set a future date to discuss progress. Talk about what specific behaviours you need to see and which benchmarks will demonstrate that changes have taken place.   Give the employee the chance to change their ways.

6. Know when to say goodbye

Sometimes the person simply isn’t a good fit for your business.  When they show they can’t or won’t change, or their behaviour warrants disciplinary action, it could be time to consider letting them go. You should refer to your company policies and procedures and follow these at all times.

Negative employee

If you are struggling to deal with negative employees in the workplace, help is at hand. Contact Julie Pollock on 07858089006 or email julie@consulthr.co.uk to discuss further.

You can also connect with us on Linked-In, Twitter or Facebook for regular updates on managing staff.

How To Handle the Top Staffing Struggles in the Hospitality & Tourism Sector

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Here, Consult HR Director Julie Pollock shares her top tips for handling common staffing struggles within the hospitality and tourism sectors.

It is fantastic to see that year on year the visitor numbers to Derry-Londonderry and Northern Ireland as a whole are on the rise.

So it is all too important to make sure that businesses in this sector have their staffing right to reap the benefits.

However many businesses in the Hospitality and Tourism sector struggle with issues such as; ongoing skills shortages – a surplus of chefs are as rare as ‘hens teeth’, the continuous rise of staffing costs such as the national minimum wage rates and employer pension contributions and the ongoing searches for quality staff who will deliver exceptional customer service to achieve that 5 star visitor experience.

Julie Pollock, owner & director of Consult HR shares her top tips on how to effectively manage this:

  1. Struggling with recruitment? – choose the correct recruitment method for your target market.

In a recent survey the number 1 recruitment tool to source job seekers was employee referral, followed by the company’s website and social media accounts.

In this competitive market, employers now need to be seen as attractive to the job applicants.

Here are some innovative recruitment ideas to consider:

  • Job fairs: Try showcasing your business by hosting an open house for the public or holding an internal job fair.
  • Non-traditional methods: A written job description on a job search site won’t necessarily make you stand out. A video or podcast however, will do just that. Using non-traditional recruiting media is also your chance to convey your brand and what it is like to work there. It could be a fun video on YouTube, or a podcast where a current employee describes the position and your company.
  • Look for talent in other industries: Are you receiving great service at a store? Let that person know that there are opportunities at your business. You can teach the skills required, but it is much harder to teach someone the willingness to go the extra mile or bring passion to the work place.
  • Use multicultural newspapers and community centres to attract newcomers.
  • Add a line to your company email signature indicating that you are hiring to spread the word.

  1. How do you ensure your staff stay?

Staff turnover in the hospitality and tourism industries is set to be around 66%. Why? The key is demographics: 2016 is the first year that millennials outnumber every other demographic group in the workforce.

The expectation of the millennials is different from other demographics. These are workers who expect to set their own career path, whose loyalty to an employer is lower and whose demand for feedback is higher than ever.

Examples of how to encourage staff to stay in your employment include:

  • Introduce a buddy system so staff feel welcomed from day one.
  • Introduce recognition schemes so that staff feel valued i.e. employee of the month.
  • Introduce a staff suggestion scheme with a reward scheme attached.
  • Find out what each individual employee wants out of their career and how you can help them achieve that.

  1. Does you staff really know what is expected of them?

I have seen it so many times where an employee is recruited, they are given a job title without an explanation of what it is that their manager wants them to do. The employee goes off undertaking the tasks that they ‘think’ they are expected to do.

So the manager gets the impression the employee is not ‘fit’ for the job because they are not undertaking the tasks they wanted/expected them to do, but in actual fact this may have been down to a lack of communication.

So be clear on what their responsibilities are, what you expect them to do on a day to day basis, draw up a job description of their duties and set out what targets you expect them to achieve in their role. This will avoid any confusion and misunderstanding of roles.

  1. What are the benefits of proper employment contracts?

It is a legal requirement that employees in all sectors are issued with terms and conditions of employment within 8 weeks of commencing employment.

Within the hospitality and tourism sector it is renowned that a significant number of staff are hired for a specific period to cover peak business periods and return to that employer year on year to work.

Employers should ensure that they issue their staff with contracts clearly specifying their employment period with start and end dates. This will ensure that staff do not claim continuous service for several years and will protect your business from exposure to claims such as unfair dismissal, redundancy payments etc.

We are here to help. If you have a question or need some expert help with an employment issue, contact Julie Pollock on 07858089006 or email julie@consulthr.co.uk to discuss further.

You can also connect with us on Linked-In, Twitter or Facebook for regular updates on managing staff.

Reasons why employees are taking sick days & how you can reduce them

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Whether employees call in sick for legitimate or not-so-legitimate reasons, it can have a huge knock on effect. Either the work is neglected, others have to pick it up, causing stress due to increase workload, or you have to pay overtime, or hire temporary staff, all of which can impact on the profitability of your business. Therefore, it is in your best interest to understand why employees are taking sick days and the steps you can put in place to reduce levels.

In the UK, one of the biggest causes of short term sickness (55%) and long term absences (63%) is stress attributed to the workplace (source: Chartered Institute of Personnel Development CIPD). Other top causes of short term sickness were minor ailments such as colds, flu, headaches, migraines and upset stomachs. Each week, 1 million workers will take sick leave in the UK alone.

With sickness undoubtedly costing companies millions in increased labour costs and loss of profit, Consult HR’s Julie Pollock shares her top tips for effectively getting a grip on employees taking too many sick days off work.

sick days

Causes of too much sick leave

When it comes to absenteeism in the workplace due to illness, there are two main reasons: a genuine illness, or an abuse of the system by workers who are fit to work but who have chosen to call in sick. Both of these reasons can be caused by one or more of the following:

  • Actual physical or mental illness
  • Personal issues in their private life
  • An unhealthy lifestyle
  • Problems in the workplace, which are causing either short or long term stress
  • The need to care for family members
  • Low job satisfaction
  • As general unwillingness or want to work

Getting to the source of the problem

With such a wide and varied scope of reasons as to why employees could be calling in sick, finding a standard solution which works in the majority of situations is impractical. Therefore, a good place to start is by analysing the main reasons employees state for taking sick days to find out which comes out on top. Armed with this knowledge, you can come up with a practical solution.

Taking action on repeat offenders

A pattern of sick leave abuse can generally be identified in someone who has repeatedly – over a period of time – violated the organisation’s attendance policy. In order to take appropriate action, it is important to have a clearly written policy in place, specifying your company’s standards and employee requirements. The document should state the process which employees are expected to follow should absence from work arise. Having clear attendance and absence policies will keep employees versed on the standards expected of them, as well as assisting managers when dealing with proceedings. Furthermore, the policy should be readily available to staff, such as on the company’s intranet. This easy access and high visibility will enhance its importance. Finally, asking employees to read and confirm they have understood the procedures regarding absence helps improve compliance and stops them using the excuse that they didn’t know what procedures to follow.

Other measures to reduce employees’ absence due to sickness

  • Look for changes in workflow and attitude, paying attention to subtle indications of unhappiness, stress or tension in staff.
  • Offer an incentive to employees with zero absenteeism rates.
  • When hiring new employees, check their records of absenteeism with previous employers.
  • Ensure new employees are fully aware of your company’s policy’s regarding sickness.
  • Research methods for reducing physical injury at work, especially for workers who are standing all day or carrying out repetitive movements.
  • Ensure management and supervisors are fully trained in how to effectively deal with staff with high levels of unexplained sick leave.
  • Offer opportunities for exercise, either on-site or with a local gym.
  • Consider offering staff additional days off as part of their annual benefits, which are specifically for ‘preventive health care’.
  • Don’t punish genuinely sick workers.  Make sure to consider their overall attendance record, if they are generally a good attender but are having a period of bad health, use your discretion and don’t be too quick to jump to formal disciplinary procedings.

Adopting a firm yet compassionate approach to managing sick leave in the workplace, will help you effectively deal with the few employees who are taking advantage of it. The key is to clearly communicate your policy on reporting sickness from the outset.

If you are struggling with high levels of absenteeism due to employee sickness, help is at hand. At Consult HR, many companies have benefited from our outsourced HR services. For more information, get in touch here.