Tag Archive for: HR Northern Ireland

5 Ways to Improve Team Management Skills

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Now’s the perfect time to assess your team management skills, as you continue to prepare for the year ahead. This is particularly important, as we leave behind a year which stretched our business and management skills like no other.

With a COVID-19 vaccine currently being rolled out, we can begin to hope to return to some normality in 2021. However, the pandemic has exposed huge weaknesses in team management.

City & Guilds surveyed 3,500 UK workers about this issue. Almost two-thirds felt that their company’s leadership had been lacking during the stress and change, of 2020. (You can read more here about this survey).

1. Delegation for Good Team Management

As a manager, you must lead. Yet, it is important to have a staff structure which allows for delegation, and trust. If staff are given responsibilities and autonomy, this eases up the workload of a manager. But – just as importantly – it also encourages a culture of autonomy.

If employees do not feel they are developing in their jobs, there is likely to be higher turnover of staff. This costs a company more, and makes a team more fractured, and less efficient.

2. Empathy

Many managers underestimate the power of empathy, in fact, many don’t see the value in this management skill at all.

Empathy is crucial during times of crisis when so many people are struggling and has been the saving grace for many businesses during the Coronavirus.

Getting this right creates connections with your staff, it creates an innovative, loyal workforce.

How Do You Show Empathy?

  • Listen to people—without interrupting.  And while you’re listening, pay attention—without distractions like looking at your phone or looking at your watch.
  • Talk to people – be genuinely interested, ask them about their interests, pay attention to what they’re doing and praise them for what they’re doing well, and encourage them to speak up with their own ideas.

Not only does it create a stronger workforce but improves the overall business performance, a study from Harvard Business Review found that empathetic companies outperform their more callous counterparts by 20%.

3. Provide Feedback to Your Team

Millennials now make up a high percentage of most businesses, it is imperative managers tailor their management style to suit the workforce.

Generation Y Millennials (aged 24 to 38) prefer to receive on the spot recognition.  They also crave recognition, career progression and want to learn and develop.

However irrespective of the demographics of the workforce, successful performance of your team is achieved by being clear on the expectations of each team member, providing regular feedback on performance and giving staff accountability for their own performance by setting targets.

However research would suggest if you want to hold on to your top performers  one of the main retention strategies is recognition, 25% of people said they left their jobs due to lack of recognition in their employment.

4. Communicate With Your Team

Team managers should seek to create a sense of parity. Rather than being distant in an office, a team manager should hold regular team meetings.

These meetings are an opportunity to update staff on changes within the organisation. They also allow for hearing the views and experiences of staff, and welcoming new team members.

Team meetings also allow a manager to build on their active listening skills. A manager should not assume because they lead, or have many years’ experience, that they always know best.  They may be pleasantly surprised and the company may benefit from the skills, experience and input of newer and younger staff.

With many staff working remotely, this brings it’s own challenges but also makes the regular communication more important now that ever.  Communicating with remote teams will ensure the workforce stay connected and up to date with what is happening within the business.

5. Manage Discipline Fairly

A manager should strictly follow best practice, as outlined by Labour Relations Agency.  Managers should be aware, that a one size fits all approach, however, could be discrimination. Particular attention should be given, to protected characteristics under the remit of the Disability Discrimination Act. If not, a manager could well have a tribunal to answer to.

A practical step to take, is to ensure policies in relation to discipline and equality, are in place. Management need to ensure they are followed across the company and amended over time.

For example, a decade ago there was little discussion of gender identity beyond male and female. Earlier this month, a tribunal claim brought against Jaguar Land Rover, broke new ground in protection for gender-fluid staff. (Read details here).

Consult HR Help for Team Management Skills

There’s a lot for a management team to think about, when it comes to efficient management skills. The best option is to seek professional guidance. Consult HR can provide the management support and training your company needs.

 

For bespoke management training and support, contact Julie Pollock on 07858089006 or email julie@consulthr.co.uk

Visit our website here: www.consulthr.co.uk

 

 

 

 

 

 

 

 

Why You Need a HR Professional on Your Team

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How do you know when it is time to get expert HR Advice? We are all facing a volatile working environment at the moment due to Covid-19. Employers have to make difficult decisions on staffing levels.  

This creates an increased risk that an employee will seek compensation if you get it wrong.  So now is the time to ensure you get professional HR advice, to protect you and your business.

HR professional advising clients

Should You Outsource HR or Keep it In-House?

Outsourcing works best for small and medium-sized businesses who don’t have their own HR departments. Given the current economic uncertainty, it may not be the right time to expand your management team. However, at such times, it’s crucially important that you have access to HR expertise.

Outsourcing your HR offers a flexible solution to match your needs and your budget. Contact us to arrange to discuss your HR needs on  07858089006 or email julie@consulthr.co.uk.

How a HR Service Can Ease Your Business Through This Pandemic 

Running a business during a global pandemic is a constant challenge but good HR makes sure you have a strong team to help. A specialist HR service supports your business with cost effective and flexible advice to get you back on track. 

HR experts like Consult HR can help you make the changes needed to navigate the post-Covid business world.  We have the experience you need to offer year-round support in key areas like employment law, redundancy and restructuring.  We also help you shape the management team you need to lead your business through this crisis.  

Covid-19 and Company Staffing 

For businesses who need to streamline their staff, redundancies may have to be an option. The redundancy process can be a complex area and the procedures vary depending on the number of redundancies involved. 

Redundancies and Covid-19

You may need to reduce your staffing costs but don’t know how. We help businesses map out their options and guide business owners through the statutory procedures.  Let us take care of the legalities and provide you with the framework to streamline your business. We create plans to deal sensitively and supportively with staff, while providing on-site and off–site support, as needed. 

HR professional consulting

Restructuring During Covid-19

Where appropriate, HR professionals can provide advice on alternative options to redundancies. We support business owners to create a plan that fits with the vision of their business.  Restructuring your business does not need to be a difficult undertaking and may allow you to keep on staff you’re reluctant to lose. Sometimes job losses can be avoided by changing the role of staff. HR professionals can guide you through the legalities of restructuring your business and creating new positions for existing staff.  

Employment Law during the Covid Pandemic

Most business owners do not have the time – or inclination – to learn the ins and outs of employment law. This is where a specialist HR professional can save you a lot of time and money. A good HR provider will work with you to develop robust terms and conditions of employment. They will ensure these terms comply with legislation and are specifically tailored to suit the requirements of your business. 

At Consult HR we take care of all aspects of employment policies and procedures for the businesses we work with. We ensure your business is compliant with all employment legislation, which can also protect your Company in litigation claims. 

HR proffessional working

 Coronavirus and Dismissals 

 Employment law is particularly important right now, as many business owners are letting go of staff. Consult HR can advise and guide you through the process to ensure you comply with legislative requirements.   

Consult HR are experts in the field of employment law and can provide you with advice on legally binding agreements. This helps you to avoid future litigation and unfair dismissal claims through the industrial tribunals.  

At this time of great upheaval for businesses, a professional HR service can ease the burden and hassle of employment issues. Consult HR have a range of service options to meet all businesses needs and budgets, from project work to pay as you go. Contact us today to find out how we can support your business,  

 

Contact Julie Pollock on 07858089006 or email julie@consulthr.co.uk.  

Visit our website here: www.consulthr.co.uk 

 

 

 

 

 

Life after lockdown: How to bring employees back to work from furlough

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The Northern Ireland Executive recently revealed its five-step plan for easing lockdown. While no guidance has been offered on when exactly each step will be introduced, the general consensus is that there will be a gentle easing of the lockdown rules. In fact, some businesses are already re-opening, albeit with strict plans in place, which means that employees will need to be brought back to work from furlough.

This is new territory for everyone so unsurprisingly, how to do this correctly can cause some confusion. Therefore, Consult HR’s Julie Pollock shares her simple steps on how to un-furlough employees.

Before employees return to work

Understandably, not everyone will be able to return to work right away. It will be weeks before some sectors are able to reopen their doors to staff but thinking about how you will manage people when the time comes will help make the process more straightforward. There are a few factors that you definitely need to consider and decisions will need to be made. The earlier you can do this, the quicker you will be able to get your business up and running again, when it is safe to do so.

With this in mind, it is vital that you consider the following:

  • Who will return and when? If a phased return is granted, how will you introduce this? It is worth noting that if an employee is furloughed, this must be for a minimum of three-weeks in order to claim payment.
  • Will the operations of your business be permanently affected because of coronavirus? If so, you may need to consider job roles and how these can be changed in line with new operations.
  • How will restrictions impact on workload? Will there be too little work for everyone? If so, a workforce restructure or indeed redundancies may need reviewing.
  • Is your workplace safe for employees? You should only allow staff to return to work if you can confidently answer yes to this question. Putting your employees at risk is not an option.
  • Is remote working a possibility, or can employees work in staggered shifts in order to comply with social distancing regulations?

Only after careful consideration of these points should you question whether you should un-furlough employees.

Bringing employees back from furlough

It isn’t surprising that after weeks in isolation, employees may be feeling apprehensive about returning to work. While you might be keen to get things up and running again, not everyone will share this same sentiment and concerns around health and safety will undoubtedly arise.

The easiest way to address these fears is to communicate effectively. Let employees know your plans, the results of your risk assessments and the steps you are taking to ensure their safety. Remember, employees are probably craving a sense of normality too but not at the expense of their health so reassuring them that you are taking all the necessary steps for their wellbeing will be welcomed.

Furthermore, it is strongly advised to give employees notice, in writing, detailing their return to work. This will afford them time to mentally and physically prepare for any change in circumstances and address any issues with you.

For example, if schools and childcare facilities have not fully reopened, returning to a regular 9-5 on-site working schedule might not be possible. In this instance, consider whether flexible or remote working is an option. Being mindful of everyone’s individual circumstances well in advance of your business opening again will afford you plenty of time to prepare and restructure if necessary.

Life after lockdown  

At Consult HR, we have already assisted clients in un-furloughing employees with essential roles and those who can work remotely. If you require further support with the Coronavirus please feel free to contact Julie Pollock on 07858089006 or email julie@consulthr.co.uk. Visit our website here: www.consulthr.co.uk

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.

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.

5 top tips for welcoming new employees to your company

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It’s long been said that first impressions count and no more so is that true than when a new employee starts. The first couple of days in a new role can greatly determine not only how the job is done but if they stick around.

It’s natural to sigh with relief when you hire someone new, seeking reassurance that a role has been filled. However, the work doesn’t end there. A good induction should be an integral part of your employment process. Those first few interactions are key in promoting good engagement and high retention rates.

Therefore, with this in mind, Julie Pollock from Consult HR shares her top tips for welcoming employees.

Give them their contract

An offer letter, and contract of employment should be sent out as soon as possible. In fact, a contract of employment is essential and employers can be fined between 2 to 4 weeks pay per employee for failing to have written terms and conditions issued to staff. The contract should include:

  • Details of the position offer, including job title
  • Primary duties and responsibilities that the role includes
  • Details of salary
  • The duration of employment, whether it is permanent or for a fixed period of time
  • Details of any benefits such as holiday entitlement, pension, bonuses, health insurance plans etc
  • Restrictive covenants or a non-compete agreement, stating the employee cannot work for a competitor or start a competing business within a specified time frame, if necessary
  • Reasons and grounds for termination
  • Confidentiality guidelines

Read more about contracts of employment in detail in our blog post here.


Stay in touch

Often, when changing jobs, employees are required to work a notice period, meaning there can be a lengthy gap between them accepting the job and actually starting. This is especially true when filling a new-grad job, with interviews often taking place months in advance. Therefore, it is good practice to stay in touch, to keep them engaged. Inviting the new employee to a team event, is a great way for them to meet the rest of the team ahead of their start date. Or, if you have an internal company newsletter, subscribe them to it so that they can keep up to date with what’s been happening. This is an easy, yet effective way to help them feel a part of the team and excited about starting their new role.

Preparing for day one

Everyone undoubtedly feels nervous on their first day in a new job, but thankfully, with a little preparation, you can make this process as smooth as possible. Ahead of their start date, make sure they have all the necessary equipment available to them such as computer, programmes, a phone etc. Set up an email address and add them to any projects that they will be a part of. Having everything ready in advance means they can hit the ground running. Plus, there won’t be any awkward waiting around for things to be ‘sorted’. First impressions matter and entering a well structured, organised environment is the best possible start you can give a new employee.

Induction

Training is an integral part of a job and investing a little time in this initially goes a long way in ensuring a new employee’s success. Planning a workflow and overseeing tasks for the first week or two is good idea. You should also ensure a thorough induction is carried out. Not only should this involve going through their job description, but introducing them to the team and anyone else they will be working with. Lunchtime on the first day can be overwhelming so arranging a colleague to take care of them will be warmly received.

Policies and procedures

Many businesses are guilty of overlooking this process, dealing only with issues as they arise. However, get things off to a smooth start by explaining terms and conditions of employment, health and safety and policies such as booking annual leave, or what to do if they are sick.

A final note on retaining staff

From my experience, businesses are struggling with skills shortages and in many cases holding on to good staff is a struggle, which compounds the issue even further.

Recruiting good staff is a competitive market, and you need to appeal to those thinking about applying to your vacancy that your business is a good place to work.

Once you have found your ideal employee, you should ensure you hold on to them. Staff will leave and go and work elsewhere if you are not providing them with what they are looking for in a job. We are moving into an era where millennials will make up a high proportion of our workforce; they expect to set their own career path, their loyalty to an employer is lower and they demand regular feedback so employers now need to implement systems that are going to tick these boxes.

Employers need to be more aware of what employees want and what they should do to try and keep them. Gone are the days where employers should expect employees to be thankful they have a job.

If you need help with retaining staff, contracts of employment or new starts, get in touch today. Call Julie on: 078 5808 9006 or email: Julie@consulthr.co.uk

 

 

Top tips for managing employees’ mental health

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With this month being Mental Health Awareness Month, and in fact, 13th – 19th May serving as Mental Health Awareness Week, now is the time to talk about mental health in the workplace.

With one in four people experiencing a mental health problem each year in the UK, it’s highly likely that we all know someone affected by depression, anxiety or stress. And so of course it affects us at work – in fact poor mental health costs the UK economy up to £99 billion each year.

Employers are affected by working days lost due to absence, have experienced staff leaving their employment and staff not performing in their jobs.

Therefore, as an employer, taking steps to manage employees’ mental health in the workplace has never been more important.

Each new case of stress leads to an average of 29 days off work…can your company afford this?

So with this in mind, here we share 6 top HR tips for effectively managing mental health at work.

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1. Ask the difficult questions

It is not unusual for business owners and managers to fear talking to staff about their health. They don’t know what questions they can ask and they are frightened of overstepping the boundaries of asking the wrong questions. But in reality, if you don’t ask the questions then you don’t know how to help. There’s no denying that mental health isn’t the easiest topic to talk about, especially at work. Employees may worry that sharing details of their mental health may lead to them being treated differently. However in society, in recent years, there has been a shift in attitudes towards mental health.

Conducting return to work interviews will provide you with the opportunity to discuss the employee’s absence, identify early signs and put supporting measures in place to help the employee.

2. Don’t be the ostrich – Early intervention is key

44% of people who suffer from stress have cited that the cause is heavy workload. In such situations if the matter is not addressed, a fitness to work certificate citing ‘Stress At Work’ is highly likely to land on your desk.

Ignoring this only leads to the situation getting worse and could result in:

  • The employee’s absence being long term, which was avoidable
  • Working relationships break down
  • The employee submits a grievance
  • The employee’s health deteriorating
  • You lose very experienced, reliable staff
  • Claims are taken against the company for their treatment

Have open communication with your staff, listen to any issues they raise and seek a resolution early.

If the employee does go off due to stress at work, ask them to explain what the cause of the stress is and work through a solution to enable the employee to return to work as quickly as possible.

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3. Remove prejudice

It’s essential that if an employee shares details of their mental health, that they are still given the same opportunities as other staff members. It’s easy to unconsciously make a decision such as giving a candidate a new project because another employee’s work life is stressful. It is good practice to have conversations with employees who have cited mental health problems and discuss how their work can be managed in order to help alleviate this.

4. Awareness sessions

Educating staff on how to build their mental health resilience is an excellent way to reduce mental health absences and improve the overall wellbeing of staff.

One way to do this is by holding an awareness week or awareness sessions at regular intervals throughout the year, inviting speakers in to share their experiences or offer education sessions. Opening up the channels for communication is the perfect place to start.

From this, staff can identify the signs of depression, stress and anxiety at an early stage and implement some of the tips and recommendations from the sessions to prevent their health deteriorating.

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5. Stress is not always created in the workplace

We all lead very busy lives and commonly employees’ mental health suffers as a result of something that is happening outside of work, in their personal lives such as:

  • Marriage break-up
  • The loss of a close friend or family member
  • Financial worries
  • Caring responsibilities

Even though this has resulted from external factors, this can still impact on the individual at work.  So remember to acknowledge that they are working through a difficult time in their life and offer support where you can.

6. Encourage a stress-less environment

Doing what you can to promote a stress-less work environment will work wonders. Start by instilling a good work-life balance, in which long hours and out of office emails are not a part of your company’s culture. Remember, employees who are less stressed are more productive. Appreciating employees and advocating empowerment go a long way in promoting a happy team.

This is a growing area that employers are struggling with. If you need help with an employment issue that involves mental health, get in touch today. Contact Julie Pollock on 07858089006 or email julie@consulthr.co.uk to discuss further.