One of the biggest recent changes to recruitment has been the rise of the video interview. Enabled by lower cost, easy-to-use video conferencing software-based systems, an increasingly global job market and cuts in HR budgets have been key drivers. And with businesses facing pressure to speed up the recruitment process, a first or second interview can be conducted via video conference, played back and reviewed quickly and easily.
So with the traditional face-to-face interview being replaced by video, how can candidates and prospective employers better prepare themselves and what should both be aware of during a video interview?
First, a video interview features the same elements as an in-person interview, so the same rules of engagement, attention and acknowledgement must be observed. This means dressing to impress, looking alert, engaged and professional throughout.
Remember, 93% of communication is thought to be non-verbal, so don't forget to pay attention to body language. Positive body language includes nodding your head, smiling genuinely and leaning forward to show interest or understanding. A furrowed brow, frowning and leaning back can all be perceived negatively.
Also ensure that you have the proper hardware and test it before you start. A good webcam is essential to maintain eye contact without losing sight of the other person, and make sure you adjust your seat/computer to frame your face.
Use headphones too, because they are much better than speakerphones, which can amplify background noise, disturb and distract you from the conversation. Make sure you have a neutral backdrop, because a distracting or messy background may cause the other person to lose their attention. Proper lighting is important to make you look your best, and you also need to be aware of any reflective surfaces that can be distracting. Finally, be prepared. Just because it is remote, a video interview should be treated just like a face-to-face one.
Blog provided by video conferencing solutions provider Vidyo.
Every business owner wants their employees to be dedicated, hardworking and willing to go the extra mile by putting in extra hours when necessary. However, there is a balance to be struck between hard work and unhealthy, obsessive behaviour. So, has Britain become a nation of workaholics?
The stereotype of an overworked executive was once associated with American high-fliers, yet in recent years this poor work-life balance has made its way across the Atlantic.
Figures from the Trades Union Congress suggest that one in eight UK employees works more than 48 hours per week, while research from the BBC suggests that more than half (54%) of Britain's workforce regularly works through their lunch break.
People who work long and unsociable hours could be doing themselves serious harm. Indeed, studies have shown that working 11 hours a day compared to eight increases your chances of developing heart disease by 67%.
In Japan 'workaholism' is referred to as Karoshi ('death by overwork') and is the likely cause of some 1,000 deaths each year.
It is crucial that owners recognise the damage that a long-hours culture can have on a business and its people.
One American firm takes the idea of combating workaholism so seriously that its employees are punished for working more than 40 hours a week.
A less drastic approach is to implement time-management tricks that can help boost productivity and performance. Time wasted by office workers during meetings has been estimated to cost the UK economy about £26bn a year. Rather than sitting around a table, you could request that staff members stand for the duration. This helps to rapidly reduce meeting length, while ensuring the same ground is covered.
Some firms use video conferencing to keep in touch with key individuals. This provides a powerful way to communicate in real time, meaning work can happen anywhere and at any time. Something as simple as implementing a flexible working policy can help to combat workaholism. When handled correctly, flexible working can boost employee morale and motivation, while reducing absenteeism.
If a staff member suffers from ‘workaholism’, your first step should be to review their responsibilities and duties, to determine whether they're burdened with an excessive workload and identify any reasonable adjustments that can made to address the issue.
Under the Working Time Regulations employees aged 18 and over are limited to working 48 hours a week. Members of staff have the legal right to opt out, enabling an increase in their working hours, but this must be done in writing and on a voluntary basis.
Start-ups and small businesses have the upper hand when it comes to tackling overworking. Effectively monitoring and managing the issue helps to prevent a workaholic culture from developing.
Blog supplied by Helen Pedder, head of HR for ClearSky HR.
Happy employees are usually productive employees. If they believe they’re valued and an integral part of your business, employees will be more inclined to work harder because they will feel they have a personal investment in their role. Inspired by The Happiness Project by author Gretchen Rubin, here are five ways to try to ensure your people remain happy and well motivated…
Rubin says happiness is affected by a sense of control, so where practical try to give your employees a choice over what they do and when. Some businesses have flexible project management roles that are adopted by different employees or teams on a project-by-project basis. On a simpler level, giving your employees control over what they wear and how they decorate their workspace can also inspire happiness. Employees who feel their individuality is crushed by their job may soon leave.
Tight deadlines cause stress, yet they’re necessary for successful businesses. What is unnecessary, however, are long meetings where nothing gets decided. Cut meeting times in half by having specific topics decided beforehand, a time limit that is rigidly stuck to, and clear and concise actions so that everyone leaves knowing exactly what they have to do and for when. Keep all employees in the loop about important matters so that every team member knows exactly what stage of the project they are on. Set realistic targets and stick to them.
Take some chocolates into an arduous meeting; remember employee’s birthdays; organise office trips or team building activities. Even little rewards can achieve big results. Such small gestures contribute to an overall sense of value. Hosting a surprise office party in the middle of the day can be a great way to break up the working routine and re-energise your employees. Don’t see such activities as a waste of time, they’re important for employee happiness and productivity.
Make your business more than just a place to work. By inspiring a feeling of community, your employees are more likely to work together, help each other and look forward to coming to work. This can also spread to your local community – get involved in charity fundraisers, sponsor events and take part in team races and other activities. This will not only get you noticed, but also make your employees feel proud of where they work.
Invest in decent chairs and educate your employees about exercises and stretches to relieve tension and retain energy. Make use of the other businesses nearby; perhaps speak to a local gym or exercise class to get discounted deals for your employees. Educate them on the importance of healthy living (but practise what you preach).
If your employees are miserable, they’re likely to convey this to others and it will also be reflected in their attitude, which will affect their performance. If you employ people, place their satisfaction at the top of your priorities. Make them feel valued and that they have a stake in the future of your business. Then you can work together to make your business a success.
Blog supplied by Sophie Turton of Crunch Accounting.
We all make mistakes – it’s inevitable. In fact, it’s desirable. Unless people are pushing themselves, innovating and taking risks, a business could stagnate. What’s more, an inevitable part of risk-taking is that mistakes will happen.
And while you may not want to create an environment where mistakes are feared, you need to address them. Fortunately, it need not be an excruciatingly painful process for you or the person who’s messed up.
If you are tempted to ignore mistakes or brush them under the carpet, you may find that your business suffers and people never improve or progress.
Instead, if you deal with the situation, your business will benefit from fewer mistakes. Fewer refunds will need to be issued, there will be fewer quality control issues, fewer customer and colleague complaints, and less time spent rectifying the same errors. Also, the employee will understand clearly how to avoid making similar mistakes in the future.
It’s important to identify what type of mistake has been made. Is it major or minor? While a spelling mistake in an important document may not be a sackable offence, wilfully neglecting an important client is pretty inexcusable.
Similarly, is this the first of its kind, or an oft-repeated action? No one is perfect and mistakes do happen, particularly when people are undertaking a task for the first time. This, though, is vastly different from someone who persists in making the same mistake over and over, despite being told about it and perhaps receiving training intended to help them get it right. Identifying the type of mistake you’re addressing will inform what you need to do about it.
If you have identified that the mistake needs addressing, before offering an opinion, suggestion or sanction, fully investigate with all necessary parties three things – what caused the mistake, who was responsible and what the impact was. There will be countless times you will be grateful that you did so. It’s amazing how often things aren’t quite as black and white as they first appear. By investigating the matter objectively and fairly you’ll be better placed to take the next step.
Once you’ve established the facts, it’s your turn to be clear with the employee. Describe what you understand to be the mistake, its cause and where the responsibility lies. The employee needs to confirm that his/her understanding matches yours (if not, go back to the previous ‘fact checking’ stage). Then you need to explore why they made the mistake and what can be done to prevent it happening again. You need a firm commitment from your employee that they will strive not to repeat the mistake.
You must be clear and not gloss over the impact of the mistake on your business, but this doesn’t mean you need to be unkind. Acknowledge that everyone makes mistakes and express your confidence and encouragement that the employee’s future performance will be better.
It’s easier to deal with this type of problem if you have an open and trusting relationship with your employee. Investing in good relationships with your team is something you should do all year round. Not only will that make these types of conversations easier, but it will also help identify likely mistakes before they happen.
Don’t be afraid of mistakes. They’re a common fact of life and one that, with a bit of thought, can be easily managed. What’s more, accept that making mistakes need not be a bad thing. After all, in the words of legendary US basketball player and coach John Wooden: “If you’re not making mistakes, then you’re not doing anything”.
Blog supplied by Heather Foley of HR consultancy ETSplc.
There’s no denying that as a working population we are experiencing the throes of a revolution – and a flexible one at that. The concept of flexible working is one that is rapidly emerging, resulting in the adaptation of the traditional workspace as we knew it.
Rapidly advancing technologies are making it easier than ever for professionals to work remotely, on the move and reduce the need for a business to run its operations entirely under one roof 9-5, seven days a week.
The number of employers offering work-from-home options increased from just 13% in 2006 to 59% in 2011, according to the CBI/Harvey Nash Employment Trends Survey 2011. Indeed, its most recent survey in 2012 also spoke of the flexibility of the UK’s labour market, believing its freedom has made the country a good location for sizeable international projects.
Flexible working has psychological, financial and business benefits and these all result in heightened productivity and efficiency. Finding the right work-life balance is something we all strive for and can be one of the biggest challenges any entrepreneur faces when starting a business. Flexible working hours, whether that means working alternative hours or at different locations, may help to strike this balance.
One of the many reasons entrepreneurs start their own business is because they feel stressed and restricted by conventional working hours, particularly if they have young family commitments. The ability to work outside the office and keep your fingers on the pulse is a positive for both employees and employers.
Small-business owners concerned about the bottom line are also welcoming flexible working because it is proven to be good for businesses, too.
The Department for Work and Pensions produced a report on the effects of flexible working on employees and employers and it found a marked reduction in costs as a result of fewer people missing work or leaving their positions. Similarly, 58% of small-business owners recorded notable increases in productivity within their workforce.
Flexible working has made business increasingly global. Firms can entertain the idea of spreading their net further than ever before by travelling overseas for client pitches and meetings without the fear of taking their eye off the ball back at headquarters, with email, apps and the cloud improving connectivity in ways we could never have imagined just a couple of decades ago.
The growth of business hubs and fewer business owners demanding central office locations, combined with the continued use of smartphone and tablet devices means professionals can increasingly take responsibility for finding their own work-life balance.
Guest blog supplied by Generator, one of Europe’s fastest-growing hostel accommodation chains, with eight locations across the continent.
With little or no daylight outside of work, it’s perhaps easy to understand why people’s morale descends into the abyss during winter.
As some employees suffer a bout of the winter blues, small businesses can breathe a sigh of relief when they begin to realise that very little budget is needed to boost staff morale.
In fact, contrary to popular beliefs, money isn’t the best motivator. Praise and flexibility are far more influential than bonuses and pay.
A high proportion of small businesses will suffer a drop in staff numbers this winter, whether that’s caused by a spike in sickness-related absences or an influx of last-minute holiday requests. Combine the two, and your other employees could be facing a crippling workload.
A watertight sickness absence policy and holiday request policy offer the best preventative measures to manage the risk of a limited workforce.
It’s also crucial not to forget those who are left behind, with recognition for their achievements helping to reinforce morale.
Adopting a flexible approach also helps to keep morale high. Take severe weather for example. Offering your employees the chance to work from home helps to reduce absences and prevent the business from grinding to a halt. In such an event, it’s crucial that you have a robust flexible working policy in place.
A dysfunctional team can have a devastating impact on productivity, which is why good communication within the workplace is vital.
Be sure to keep your employees up-to-date of any business news. However, do remember that this is a two-way street, as your employees should be able to approach you with any work-related issues.
A well-engaged workforce will ultimately deliver increased productivity and performance, therefore it’s crucial to recognise and meet the needs of your staff.
Remember that even the smallest gesture can make a big impact, such as enabling staff to leave early once targets have been met or even treating them to lunch.
At the end of the day, it’s up to you as the employer to motivate your workforce and prevent a dip in staff morale.
Blog supplied by Helen Pedder, head of HR for ClearSky HR.
Flexible working isn’t right for all businesses. Call centres, for example, can only function with a traditional workplace structure in place. For creative and consultancy-based disciplines, however, you can match and even exceed productivity by giving your staff greater flexibility. In our quest to be a better employer – and get the most out of our staff – we’ve learned a few lessons we wanted to share.
Teams that perform knowledge-based roles can work pretty much anywhere they can get reception and plug in a laptop. For that reason, we have a developer who works 300 miles away and barely steps foot inside our Stockport-based offices. Similarly, I’m only in the office two days a week, spending the remaining three beavering away from my home. All the work gets done, though, no matter where we are located.
However, we need our distribution staff to work in our warehouse to set hours, it’s the only way to meet delivery deadlines. Flexible working for this function is just not an option.
If you’re adopting a more flexible hours/location approach, you’ll need to revise your line management model, and the solution for this is to replace a hierarchical structure with a flat one.
This means instead of employees measuring their progress by their peers, they measure their own achievements against KPIs (key performance indicators) you’ve agreed with them.
There are three reasons for having a flat structure. Firstly, it’s purely practical. If your employees are working out of the office, they no longer have peers constantly within sight to use as benchmarks. Secondly, they become more concerned with their own development than their colleagues' – reducing time spent on office politics, increasing time spent on development. Thirdly, you are both very clear on what you expect from them.
Thanks to today’s technology, you and your team can be virtually in the same room, even though you’re physically miles apart. Meaning there are lots of ways combine the benefits of working from home with those of being in an office.
For example, I work at home for three out of five working days each week. But Google Hangout allows me to virtually work side by side with colleagues who also work at home. We turn the camera off (as we have no interest in being in our own reality show!), but keep the sound on so we can talk through issues in real time, update each other on projects and ensure we have a healthy amount of banter to keep us sane.
We’d also recommend ensuring you’re in constant communication with your team, even if you’re working remotely. Each morning our senior team ‘meets’ for a 20-minute call so we can discuss the previous day’s activity and agree plans for the day ahead. It ensures we’re all working in sync.
Finally, we’re huge fans of Google Suite. It’s a fantastic tool with a series of apps that allow you to collaborate on one project at the same time and save files to a cloud. Meaning there’s no need for a hard drive, jobs can be are completed much faster and gone are the days of 23 versions of the same document.
We all know that a project’s success is due to the productive hours put in – rather than the minutes clocked up with bums on seats. Just because someone appears to be at work does not always mean they are!
But we know from talking to some of our ‘old-skool’ contacts, it can be hard to trust that staff are working when they’re ‘working from home’. So we’re huge advocates of KPIs. They enable you to set targets and measure progress, leaving you to trust your employees to get on with their work. If they’re hitting the numbers, the work’s being done – and it doesn’t matter if they’re working from midday until 6am or from their second home in Spain.
Replacing a traditional workplace structure with something more fluid has delivered two key benefits to our business. Firstly, our time has increased. We no longer have to deal with the endless ‘can I leave early?’ questions, which zap time that can be better used.
Secondly – and most importantly – staff are happier, more relaxed and able to achieve a better work-life balance. By trusting them, they respond with greater productivity, resulting in a win-win for everyone.
Blog supplied by Sean Blanks, marketing director of Cartridge Save Ltd (“the UK’s largest reseller of ink and toner”).
It is often said that employees are the lifeblood of a business and it is certainly true that they are an important factor in its success. For this reason ensuring employees feel valued is vital in order that they remain motivated, loyal and productive.
Research conducted by Modern Survey suggests that 85% of employees who feel meaningfully recognised will go above their formal responsibilities to get a job done. However, as economic conditions continue to be tough, allocating a significant budget to an all-singing, all-dancing staff reward and recognition scheme is often simply not an option. Business owners and managers should therefore be looking at low-cost, high-impact alternatives.
Praise and recognition are essential and everyone likes a ‘pat on the back’ to make them feel good. Often the only reward for hard work is the satisfaction of the individual responsible in seeing a job well done, but it is important that time is taken to shine a spotlight on them.
Recognising an individual, or a team or department, has a huge knock-on effect throughout a business with word spreading both through the grapevine and via more formal communication channels. This mustn’t just apply to those team members whose contributions are obvious, such as those in sales. Equal pride must be taken in those whose skill and dedication is an integral part of your business success.
Can this be achieved on a budget? Yes, because a crucial element in any employee recognition programme is presentation and, for this reason, the reward itself does not need to be high-value. In most cases, acknowledgement in front of peers is known to mean more to the recipient than the reward itself and so the reward can be relatively low-cost, or in some cases no-cost. Rewards that cost little but have a big impact include an extra day’s holiday, employee of the month parking space or a free car clean during working hours. Thanking employees with an early finish on a Friday afternoon, a late start on a Monday morning or an extended lunch break are also popular as are experience days, giftcards and vouchers.
The key is to dedicate some time to present the reward in public and say a personal thank you, because it enhances the overall sentiment of the gift and makes it even more memorable. Overall, if employers recognise publicly, often, and associate the reward with desired behaviours, better results will be achieved than if the budget was blown on a fancy reward.
Length of service awards are another effective way to recognise employee contribution without incurring significant cost. They may seem like a thing from the past, but switched-on businesses are maximising their effectiveness by rewarding frequently to deliver recognition to the employee that will inspire a fresh burst of productivity and re-engage them in the business.
Today, the gold watch for 25 years of service is no longer relevant and so businesses have significantly shortened the length of time before awards are given with awards after five, 10 and 15 years. In some high employee turnover industries, such as call centres, rewards are given after six months or a year. While the physical award can be low-cost, such as a meal out, it is important to make the process of rewarding a really big deal by ensuring the presentation is attended by peers and by shouting about it via the appropriate communication channels.
Another low-cost step that employers can take to boost employee morale, engagement and loyalty is recognising and celebrating a range of occasions with them, including birthdays, weddings, housewarmings, baby showers, length of service awards, Christmas and special anniversaries. Arranging for a card containing a small gift to be delivered to an employee’s desk, home or email inbox is a personal and special way to recognise employees who creates a feel-good factor in the workplace with minimal financial outlay and effort for the person tasked with organising it.
Businesses that take small steps such as these to recognise and reward employees and make them feel valued will reap the rewards.
Blog supplied by Kuljit Kaur of The Voucher Shop.
The Forum of Private Business (FPB) is warning business owners to be aware of seasonal dangers that could potentially leave them with “a nasty financial hangover long after the decorations have been taken down”.
“With their mix of drink, high spirits and merriment, Christmas parties are still the number one source of potential problems,” argues FPB business adviser, Joanne Eccles.
To make sure you and your staff remember Christmas 2013 for all the right reasons, the FPB advises business owners to:
However, putting on a Christmas party does have “an upside for employers”, notes the FPB. It says up to £150 per head of the cost of holding the party is an allowable tax deduction and VAT can also be recovered on staff entertaining expenditure.
“No-one wants to put a dampener on the festive spirit and Christmas parties are great for boosting workplace morale and allowing staff to let their hair down,” adds Eccles. “But business owners need to take some important precautions if they want to guard against potential litigation.
"Most of the regulations which govern the normal working day also extend to the Christmas party, wherever it might be held, so employers need to ensure they're not leaving themselves open to claims, complaints and time-consuming employee disputes.”
As a small business owner it can be difficult to maintain your own morale and, just as importantly, that of your staff. In a climate in which budgets are stretched and purse strings are tight, many small businesses struggle to stay happy – and, as a result, they struggle to remain productive.
Workplace culture is a hugely important element of an overall business strategy.
We want to see happy employees, not only because that is good in and of itself, but also because people are at their best when they are at their happiest. We spend a great deal of time working out how we can make Simply Business the best possible place to work.
Happiness and efficiency are intrinsically linked in the business environment. So how can you ensure that both you and your employees keep both their spirits and their productivity high?
It is all too easy to become so absorbed in the day to day minutiae of running a business that you forget to celebrate your achievements. Perspective is important, both for you and your employees. Take time to ‘zoom out’ and recognise the ways in which you have succeeded, as well as the work you still have to do.
It is impossible to remain both productive and satisfied if you or your employees are working all day every day. Regular breaks are important in order to keep the mind focused and to prevent boredom. Rather than trying to do multiple things at once, try splitting up your time into 20 minute chunks, with short breaks in between. This may help to boost both your productivity and your work satisfaction.
Extended breaks are also vitally important for all of us, and yet many business owners fail to take enough time off. Make sure that you take holiday time off and that, as far as is possible, you use this time to do things other than work. Remember that this will likely require you to plan ahead in order to ensure that you tie up loose ends before you leave and that your business can continue to tick over in your absence.
The headline salary is not the only way in which you can attract and keep the top talent. You should also think about the working environment and, crucially, the benefits that you are offering. There is a range of cost-effective benefits that you might investigate. These include flexible working, the Cycle To Work scheme, and non-medical covers like life insurance.
Google famously encouraged employees to spend 20 per cent of their time working on their own projects. Although the company is now moving away from this ratio, ensuring that your employees have time to pursue their own interests during the working week can still be hugely beneficial. Not only will it help demonstrate to employees that their creative input is valued, it could also help to produce new innovation.
Finally, it is important to remember that a fragmented workforce is far more likely to be unhappy. You should think carefully about ways in which you can develop a sense of community amongst you and your employees. This might include away days, meals out together, visits to non-work related cultural events, and so on. Remember that these need not be hugely expensive; rather, the intention is to create a space in which employees can get to know each other better.
Blog by Jason Stockwood, CEO of Simply Business
Taking on employee is a significant step for all businesses, but new businesses in particular can find it a daunting experience. Mistakes can lead to costly tribunal claims, of course. Part of the problem is that many business owners aren’t sure about their obligations as an employer nor do they have the luxury of their own HR staff.
Nobody wants to think that what you thought was the perfect hire could result in a costly tribunal case, but one in six disputes do – at an average cost of £9,000. Add to this solicitor’s fees and time taken out of running your business and you are looking at nearer £20,000 in costs, which could be crippling for many small businesses.
At very least, employers need to know what basic legal rights employees have in the workplace. Mainly, these cover: pay and hours; discrimination; and disciplinary and dismissal.
Employees have the right to be paid at least the national minimum wage and the same pay as members of the opposite sex doing the same work of equal value for your business. Rest breaks and paid holiday must be in line with the Working Time Regulations. Employees also have rights to statutory sick pay and redundancy pay, while being protected from any unauthorised deductions in pay. Qualifying employees are also entitled maternity, paternity and adoption leave and pay, as well as paid leave for antenatal care, unpaid dependants’ leave, unpaid parental leave (after one year) and the right to request flexible working. Employees are also entitled to time off for public duties such as jury service.
Employees must not be discriminated against unlawfully on the grounds of race, sex, marriage, pregnancy, disability, gender reassignment, sexual orientation, age, religion or belief. Protection against less favourable treatment also exists for part-time workers, as well as ‘whistle-blowers’ and trade union members.
All employees have the right not to be unfairly dismissed, after a qualifying period of two years. Employees have the right to access fair grievance, disciplinary and disciplinary procedures, and the right to be accompanied at disciplinary and grievance procedure hearings.
All employees also have the right to receive a written statement of terms and conditions of employment (such as an employment contract) within two months of starting. This can avoid one the main causes of employment tribunal claims.
Tribunals and investigations may never happen to you, but by seeking advice from organisations such as the Forum, to ensure you are up to speed with your obligations as an employer, can help you avoid any nasty surprises later.
Blog supplied by Joanne Eccles, business advisor at the Forum of Private Business, which has produced a free-to-download guide called 5 Essential Things Every Employer Should Know, with further hints and tips on your obligations as an employer, health and safety legislation, tax and finance responsibilities and recruiting advice.
Flexible working has come a long way since the turn of the century, thanks to new technology that allows people to work when and where they choose.
This infographic from Expert Market offers an insight into the facts and figures surrounding flexible working, and how employers can use it to increase productivity, whilst gaining a loyal and happy workforce who enjoy a true work/life balance.
Now viewed as a serious option by forward-thinking firms looking to harness the power of the internet and streamline their operations, flexible working offers many benefits to both employers and staff.
Click on infographic to enlarge.
Most owners will tell you that their business is only as strong as its people, so it’s important that your employees are fit and able to work.
So what are some of the costs of a sick workforce to a small business? And what can they do to stay lean, fit and ready to make money?
Sick days are more than a slight inconvenience for managers. Research by PricewaterhouseCoopers (PWC) suggests that they cost the UK economy nearly £29 bn a year in lost revenue. For a small business, even a slight loss in productivity can make a big impact on bottom line, of course.
Businesses have a legal obligation to provide a safe working environment for their staff. But it's also in their economic interest to do more than the bare minimum. Healthy, happy workers make productive workers. And as the population ages, managing absence will be increasingly seen as ‘mission critical’ rather than a ‘nice to have’.
As a small business that is just starting up, you’re likely to be both time and cash poor, but it’s important to be aware of some of the more common reasons for sick days…and what you can do to prevent them.
According to the Employee Benefits Healthcare research 2013 study, minor ailments such as colds are the biggest cause of absence in the workplace.
Invest in antibacterial hand gel and place a few bottles around the office to stop germs from spreading. And could you look at being more flexible where and when your staff work? Cloud computing makes working from home far easier. Staff can access and share important files and keep on top of emails, as well as check in at regular intervals if they can manage it without infecting the whole office. You don’t have to splash out on an expensive cloud computing package, Google Docs is great for a cash-strapped business.
The second most common reason for an absence is musculoskeletal ailments, which affect the joints, tendons and muscles in the body. Most work-related musculoskeletal issues are developed over a period of time because the right health and safety measures haven’t been put in place. The result? Long-term absence or a series of sick days.
Remind your people to bend properly when lifting heavy boxes or invest in a trolley if they/you move a lot of stock regularly. Check that everyone is sitting at their desk at the right angle – adjust the height of their chair, change the position of the mouse or buy a stand for laptops if need be. And if you invest in a good employee health insurance scheme, they’ll be able to access physiotherapy or massage therapy to help get them back to work.
The third biggest cause of sick leave is mental health issues such as depression, anxiety and stress. The economic downturn has made many workers feel unsure about the security of their jobs and they may be putting in longer hours than usual to impress. But, eventually, prolonged periods of stress and anxiety can manifest itself in more serious mental health issues, which force people to take long-term leave or phone in sick.
This is a more difficult problem to address, because there are no quick fixes. It’s about looking at your business culture from the start. Could you take some of the pressure off by letting staff work flexibly so they spend less time commuting and have a better work-life balance? If everyone is working regular overtime, might it be time to hire new staff, even if it’s just part-time help?
Perfectly healthy staff phoning in sick when they simply want a day off. Did you know that one in three ‘sick’ days are not caused by an actual illness?
The heatwave this summer saw many office workers phone in sick to enjoy the sun. If this is a problem, remind staff to book holidays in advance and try to be flexible about your summertime working hours – it could really boost morale.
Staff are also less likely to ‘pull a sickie’ if the team is a close one and they genuinely care about not making colleagues pick up the slack. Try to encourage regular staff events, so team members get to know each other as people as well as colleagues.
Have stringent HR processes and include a clause about absence in your contracts. If someone has to phone in sick, make sure they have to explain their absence to you or one of your managers. If it’s a recurring problem, have firm but fair disciplinary procedures in place and try to establish if there’s another factor at play, such as stress.
Productivity slumps. According to figures released by the Office of National Statistics, productivity in the UK has been falling since the economic downturn began in 2008.
Is there a health and safety issue at work here? Studies have shown that people work more efficiently in optimum temperatures, so insulate your premises and turn the heating up in winter, while investing in fans or air conditioning in the summer.
Blog supplied by Jamie Monteath, online representative of Bupa.
The value of experience can be hard to judge. You only know for sure when you find yourself in a situation that demands it, and you perform – or not. The same goes for your staff. Will their lack of experience let them down? Or will their experience enable them to deliver in a tough situation?
When a challenge arises, staff with less experience tend to get bogged down in unimportant items and spread themselves too thinly, they don’t have the prior experience to just know what needs to be done and how.
Other symptoms of lack of experience include people coming into a situation with a belief that “the answer is X”, where X might be process mapping, improved accounting software or product line profitability, etc. It might well be that they are part of the solution, but a fixation with preconceived ideas is dangerous.
In many situations, you can work your way through. Experience is less important as you have time to consider your next move. It’s only in crisis situations, where there can be little margin for error, that experience is worth so much more than even its weight in gold.
Back in my auto industry days, I recall the words of the grizzled manager running the body assembly area, Derek Godsell. Talking about man-management skills, he said: “You need a good selection of tools in your box; you need to know how to use each of them; and you must know which one is for which job.”
I think it applies to many areas, though of course one can’t be expert in all of them. Bringing people into your team who have the relevant experience will strengthen your performance.
The challenge – with start-ups in particular – is often lack of resources. So fewer people (perhaps just you) have to cover many bases. Secondly, even if you want to recruit expertise, it can be hard to tell whether someone really has it. The truth is only revealed when that crunch moment arises and they’re put on the spot.
So what are the key benefits of experience? What I value most in experienced staff is:
For most people it’s inevitable that the older you get the more experience you have, so it really does pay to have older employees around you (preferably mixed in with younger ones).
Supplied by Hilary Briggs, a profitable growth expert with more than 15 years of industrial experience. For the past 10 years, she’s worked with SMEs to improve their profitability.
Teams are the building blocks of many new businesses and keeping your team working effectively will reap many benefits. So how can you help your team to get the most out of working together?
A good working atmosphere makes a huge difference to a team’s productivity. The key to the difference between high-performing and low-performing teams is the ratio of positive to negative comments. Interestingly, this doesn’t need to be balanced; it needs to be weighted in favour of positive comments, at least by a ratio of 3:1.
Forget weaknesses – play to strengths. This will reap greater benefit in terms of performance improvement. This is because when we are using our strengths work feels effortless, we are energised and confident, we are engaged and probably experience moments of flow. Feeling like this we are more able to be generous and patient with others, so the benefits flow onward.
Teams are often made up of people with different skills and areas of expertise that tend to see the world and the priorities for action within it differently. This can lead to a great awareness of difference, which can come to be seen as insurmountable. A productive way to overcome this is through sharing of personal stories about their moments of pride at work. In this way, they are expressing their values and sense of purpose in an engaging, passionate and easy-to-hear form. The listener will undoubtedly find that the story resonates with them, creating an emotional connection at the same time as they begin to see the person in a different light.
Groups can get stuck in repeating dynamic patterns. When this happens, listening declines, because everyone believes they’ve heard it all before, and so does the possibility of anything new happening. To break the patterns we need to ask questions that require people to think before they speak. This brings information into the common domain that hasn’t been heard before.
When teams suffer a crisis of motivation or morale it is often associated with a lack of hope. In ‘hopeless’ situations we need to engender hopefulness. Appreciative, positive questioning can help people imagine future scenarios based on what is possible. As people project themselves into optimistic futures clearly connected to the present, they begin to experience some hopefulness. By using the techniques described above it's possible to get a team moving again or move a working team from good to great.
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According to the However Big Your Ambition Report, which was commissioned by Volkswagen and surveyed 1,000 small-business owners, employing a friend or relative who wasn’t up to the job is one of the most common and most regretted mistakes that small-business owners make.
One-in-three respondents admitted to recruiting someone who turned out to be totally unsuitable for the position, the survey’s highest-ranking business blunder, while setting prices that were either too high or too low was the second and not taking advantage of an opportunity was third.
Other errors included offering too many discounts, trusting the wrong person or business partner, investing in the wrong equipment, ignoring good advice, allowing a junior to have more responsibility than they could handle and losing a good member of staff because they were refused a pay rise.
According to the report, on average, bad decisions cost the typical small business £2,340 a year. A third of respondents described themselves as “ambitious risk-takers” and 35% admitted to “letting their heart rule their heads at some point while running their business”, with 61% of those reporting that the decision had proved detrimental.
And the outlook for many remains rather gloomy. Nearly three-quarters (72%) of respondents now feel “less optimistic about 2013 then they did at any point in 2012”; 90% don’t expect to achieve their annual financial targets and just one in five says their business is ‘busy’. Almost two-thirds of respondents say they are reluctant to make long-term investments at this point.
The report was conducted to mark Volkswagen launching its new online SME mentoring service on its Facebook page. Mentors include Allegra McEvedy (co-founder of restaurant chain Leon) and Andrew Denham, founder of The Bicycle Academy.
Auto-enrolment is coming – and you’d better be ready. The first wave is already underway, with the nation’s largest employers now legally required to enrol all eligible employees into a workplace pension scheme, but pretty soon it’s going to be the turn of small businesses. By 2017, all UK employers – from families with nannies to the largest corporations – will be required to operate an occupational pension scheme.
Many smaller employers have never had to think about pension provision before, and the legislation can be complex and confusing if the right financial and legal advice is not sought. It is estimated that about 75% of small employers have no workplace pension scheme at present, and they will have the biggest hurdles in front of them.
The amount of preparatory work for auto-enrolment has been severely underestimated by a number of employers already, so it is best to start planning well in advance. To find out when you will be required to implement auto-enrolment (your ‘staging date’), it’s best to check the Pension Regulator’s website and begin finding out about the changes your business will need to instigate to be prepared for auto-enrolment.
In taking key decisions away from employees regarding their pension savings, there is an increased administrative burden on employers. Payroll systems must be capable of identifying eligible employees and deducting contributions from their salary as required. Employees’ circumstances (and therefore their eligibility) can change frequently and administrative systems must keep up to date to achieve full compliance with legislation.
Not only that, but employers will need to begin budgeting for the extra costs to their business. At your staging date you will only be required to pay 1% of your employees’ salaries into a pension pot, but by October 2018, this will rise to a 3% statutory contribution.
However, it is possible to see this pension expenditure as an investment in recruitment and a driver of organisational performance. Selecting a suitable pension scheme is a crucial decision, especially if you are unable to adapt an existing arrangement. Engaging with employees and aligning pension arrangements with business aims, culture and branding can attract new talent to your business and encourage greater performance from existing employees.
Although many employers do not agree with auto-enrolment legislation, wilful failure to comply is a criminal offence, and may attract fines, imprisonment or both. So, is your business prepared for auto-enrolment?
By Matthew Selby, who writes about pensions and employee benefits for Now Pensions and others.
As a business owner, you will know that to remain competitive within your market your business needs to grow. If you are not increasing your turnover and profits, you risk soon being overtaken by businesses that are.
Whether you prefer to remain a relatively small business or if you have the success of Richard Branson’s Virgin in mind, business growth will inevitably lead to hiring more staff. The importance of hiring top quality staff cannot be overestimated, because it can prove to be the difference between success, survival or failure.
Although many small businesses have never had or can no longer afford to have in-house HR departments, using external HR companies or HR software can provide a solution. However, if you decide to manage your HR matters, recruiting employees will be down to you, of course.
Along with more traditional recruitment strategies, today’s business owners are now turning to social media to hire top quality employees. If you are unsure how to do this, here are some tips.
LinkedIn was established specifically with recruitment in mind. It not only enables job seekers and employees to promote their skills, education and experience online, but also acts as a business network and provides a way for like-minded professionals to contact and connect with one another.
If you or your business does not already have a presence on LinkedIn it is a good idea to set one up. Along with enabling you to network with fellow business owners, potential and existing customers, it will enable you to search for potential employees. Think of it as online dating for the corporate world, where you and job candidates can connect online before making the commitment to meet in person.
Don’t make the mistake of thinking Twitter and Facebook are just for teenagers or bored housewives. They are both very useful tools for promoting businesses and recruiting employees. Top quality employees want to work somewhere that offers more than just a great salary, they also want to work in supportive and enjoyable environments, too.
Facebook and Twitter provide a great chance to show your company’s personality to potential job candidates, who will likely be searching through your Facebook page and Tweets to find out more about your business. If your company has taken part in a charity event, held a team-building day or any other social events, promote it on your Facebook page, because it will show potential employees that your company can offer more than just a nine-to-five job.
On a practical level, Facebook and Twitter are ideal places to advertise jobs. If a vacancy becomes available, post it on Facebook with a link to how applicants can apply. Also Tweet about it and encourage staff to Retweet it on Twitter.
Use of Social media isn’t a fad – it continues to grow. Google+ has become the latest social media tool that combines LinkedIn with Facebook and enables users to create separate professional and personal networks in one place.
There are many business benefits to using social media and businesses have realised it is a perfect tool to enhance their recruitment efforts. The fact is, failing to use social media could put your business at a distinct disadvantage when seeking to hire top quality employees.
By editor and blogger Derin Clark writing on behalf of Octopus HR.
It’s hardly the greatest time to be a young British adult, trying to make your way in the cruel new world in which we find ourselves.
Punitive fees and budget-busting living costs mean a university education is set to once again become the preserve of society’s wealthier members. With households under immense pressure, many parents (even those who would be considered fully paid-up members of the middle classes), simply can’t find the money to pay for their sons and daughters to go to university.
Hard luck. Welcome to the real world, you might say. Why not go and get a job like the rest of us? Well, things aren’t that easy. As reported by the Mail Online in late January, according to a study by the Work Foundation, youth unemployment in the UK has increased at a faster rate than any country in the G8 since the start of the recession five years ago.
Indeed, out of the countries that make up the OECD (Organisation for Economic Co-operation and Development), only Spain and Greece have higher rates of youth unemployment than the UK (currently standing at about 1m). Youth unemployment here in the UK among 15 to 24 year olds increased by a staggering 35 per cent between 2008 and 2011, compared to an average of 15 per cent in the G8 countries (ie Canada, France, Germany, Italy, Japan, Russia, UK and USA). The politicians should hang their heads in shame for failing young people so badly, you might say.
According to the Work Foundation report, during the same period youth unemployment decreased in Germany, Russia and Japan, which, said the report’s authors, suggests that youth unemployment problems in the UK couldn’t be attributed entirely to the recession, other factors have clearly played a part.
One of the report’s author, Lizzie Crowley, said: “'The government should focus on those policies that have been shown to work, cherry-picking the best responses from other countries and adapting them to the needs of the UK labour market.”
Many experts see apprenticeships as a useful weapon in the fight against endemic youth unemployment in the UK and elsewhere. The Work Foundation report recommended that the government should do more to encourage larger businesses in particular to sign up to an apprenticeship agreement.
Another report published recently by the Centre for Economics and Business Research claimed that 3.8m people will complete an apprenticeship in the next decade, contributing £3.4bn to the UK economy a year in productivity gains by 2022.
Secretary of State for Business, Innovation and Skills, Vince Cable, said: "This research confirms the economic importance of apprenticeships and sends a clear message that they deliver for employers, individuals and the economy. I want to see more small and medium-sized businesses reap the benefits of apprenticeships, which is why we have introduced a £1,500 incentive for SMEs who take on a young person.”
Deputy Prime Minister Nick Clegg said apprentices were “vital to Great British business”. He continued: “They are at the heart of our drive to provide employers with people who have the skills needed for their businesses to prosper and compete, often in a global market.”
This week, National Apprenticeship Week (NAW) 2013 is taking place. According to the National Apprenticeship Service, which organises NAW: “Apprenticeships deliver real returns, helping [you] to improve productivity and be more competitive. Training apprentices can also be more cost-effective than hiring skilled staff, leading to lower overall training and recruitment costs.
"Apprenticeships deliver skills designed around your business needs, providing the skilled workers you need for the future. They also help you develop the specialist skills you need to keep pace with the latest technology and working practices in your sector.”
Although many employers choose to pay more, the National Minimum Wage for apprentices is £2.65 per hour, making them an affordable option for many firms. There are even grants available to some employers. Maybe it’s time your business joined the fight against youth unemployment and took on an apprentice. Looks like the politicians need all the help they can get.
Research recently carried out by Avery Rewards suggests that millions of British workers haven’t had a thank you from their boss in over a year. More than half of the 2,000 workers we spoke to feel they don’t receive proper credit for their hard work. And, remarkably, one-in-four have NEVER had a thank you from their boss.
Our research suggests that just under half (47%) felt they were actually paid a fair wage for their efforts, but their superiors fail to manage them properly or show enough appreciation.
Most people put a lot of effort into the work they do each day and take a lot of pride in what they do, but it seems many don’t receive the thanks they’d like. There’s always a difference between what you’re expected to do and going the extra mile. And a simple thank you at the right moment can really have an impact on workplace morale.
In this tough economic climate, workers are being squeezed more than ever before to ensure they perform, so it’s important they feel that their efforts are appreciated.
The lack of a simple ‘thank-you’ means six-in-ten employees do not feel they are appreciated by their boss, with a third having stopped expecting any form of appreciation. Four-in-ten people say a thank you from the boss is usually rare, if it occurs at all, while a quarter of those who receive a show of gratitude aren’t always convinced it’s sincere.
When it comes to signs of appreciation, a bit more honesty, flexibility with working hours and the odd cup of tea are some of the biggest factors workers say can really make the difference. Simply having your birthday remembered, or the occasional team building exercise also build up to feeling appreciated.
Interestingly, more than half of workers in our study also felt their boss favoured certain employees.
Inevitably, when feeling underappreciated, employees’ first reaction was to start caring less about their work and put in a lot less effort. One-third will become disillusioned if they don’t receive the proper thanks, and a further fifth will start updating their CV.
But one-in-four hardy employees will put maximum effort into their work regardless of how happy they are and the credit they receive.
Overall, just a third of people find their job rewarding, and one-in-four people have to treat themselves at least once a week just to cheer themselves up from work.
Sometimes it’s easy to feel a little taken for granted and in those times it’s important to keep a level head and focus on rewarding ourselves when we deserve it and need to unwind outside of work.
1 Compliments about their work
2 A Christmas bonus
3 Greater working hours flexibility
4 More honesty from those they work for
5 Being made a cup of tea once in a while
6 More appreciation of how hard it is balancing work and family commitments
7 More understanding when they have appointments
8 Colleagues remembering birthdays
9 Teambuilding exercises
10 More work socials
Blog written by Gregg Corbett of Avery Awards
Recruiting is fraught with problems, not least the sleepless nights that come when you know you’re responsible for someone else’s mortgage.
What should you do when your workload means you have to take on staff? I’m no expert, but here are a few tips I’ve picked from our own experience over the years.
Temp to perm
Forecasting at the start-up stage is hard. Yes, you’ve won a contract that requires extra staff for five months – but can you guarantee the work after that?
Plus, there’s nothing worse than employing the wrong person and having to spend time and money correcting the decision through training, HR or expensive calls to lawyers.
Temp-to-perm is a great solution and one we adopt in our warehouse. Firstly, it provides a means for both parties to test each other out. Secondly, employees prefer the transparency of this contract above the much-abused probationary period. Thirdly, for those eager for a job, it’s a chance to prove their worth, driven by the end goal of a full-time position.
Start them young, train them up
You can create loyalty by investing in someone with potential, filling them with the encouragement, skills and confidence to act as your right arm. By dedicating time to teach an employee from scratch, before they’re influenced by bad habits from other companies, they have – in turn – benefited from quick promotion, yearly pay increases as a reflection of their capability and knowledge of exactly how you like something done. Be careful, though, that you don't fall foul of age discrimination laws in your enthusiasm to give an inexperienced employee the benefit of the doubt.
Recruitment takes time; time you don’t have if you’re in the fortunate position to recruit. We use agencies now for 80 per cent of our workforce positions. A good agency with a clear brief will know what you want and it will manage the preliminary selection so that you can concentrate on seeing a strong shortlist. The commission agencies take is usually more cost-efficient than your time spent searching.
Ian Cowley is managing director of cartridgesave.co.uk, the UK’s largest dedicated printer cartridge company.
In the early months of a startup situation you don’t normally need to worry about team building because everybody is really involved and committed to pushing the business as hard as they can. Over time however, as the number of employees start to grow, then you need to be more focussed on motivation and team building.
Everybody is different, with differing backgrounds, expectations, work ethics and work rates, so a key thing to watch is allowing these differences to work together, but also to make sure that people don’t rub each other up the wrong way.
If you read my blog you will know that I try hard not to take life too seriously. I am a great believer in trying to keep a light-hearted atmosphere at work, so here are my personal six top tips for keeping your team motivated and looking forward to coming to work every morning:
Number One: Say thank you
I’m a great believer in thanking people for doing their job, so long as they are doing it to the best of their ability. When you have your head down, concentrating on what you are doing, a pat on the back and a “well done” followed by a “thank you” at the end of the day I think make a real difference.
Number Two: Keep it simple
I’m a sucker for cliches; “keep it simple” and “one small step at a time” are favourites. Make tasks achievable and rewarding by ensuring that you don’t give people huge jobs that will take months to complete; break it down into bite-sized chunks.
Number Three: Anticipate trouble
It’s my experience that sometimes people get bogged down and can’t see the wood for the trees, so either get them to talk to someone else about the problem to give them a fresh perspective, or give them something totally different for a day or two. This gives the subconscious time to think about the problem and very often come up with a solution.
Number Four: Provide a decent place to work
I started my business from home, and have striven to keep a homely atmosphere ever since; we have a banter and we share the chores of making the tea and washing up at the end of the day. I’ve fitted our work spaces with daylight lighting so that working areas are brightly illuminated and .cheerful; even on a miserable, dark, wet Monday morning, the office is bright, warm and welcoming for everyone when they arrive.
Number Five: Have a bit of fun
I love cooking, so on an ad-hoc basis we’ll have a cooking or baking competition. So far we have produced soup (the chocolate soup was memorable!), curry, cake (don’t ask about the sugar cake!), sweet pie and chilli. There is another one coming up, but they won’t let me dictate the theme this time. And for the record - I have yet to win one of the competitions, even though my entries are the best! And I do bear a grudge!
Number Six: Celebrate success
When we achieve something extraordinary in a month I’ll invite everybody out for a curry at our favourite Indian restaurant. [Ed: Wish I lived near you.]
Above all, what I aim to achieve is to make my team feel appreciated and valued and so far it has worked well for me in my growing business as I don’t lose staff because they are dissatisfied, but rather because they move on to roles that I can’t offer. And people who started nine years ago are still with me; they are fulfilled and have developed way beyond their own expectations in that time.
Coinciding with graduation ceremonies taking place up and down the country, the news that the UK economy has slipped deeper into a double-dip recession is a far from ideal way to welcome graduates of the class of 2012 into the world of work.
The Job Centre has advised graduates in Scotland to ‘dumb down’ their CVs to increase their chances of getting a job, while the Association of Graduate Recruiters has warned that, overwhelmed with applications, some top employers are automatically discounting graduates who don’t have first-class degrees.
The traditional job market, therefore, might not seem the most inviting place for those recent graduates currently considering their next move. Who can blame them? I’d encourage those dissuaded from going straight into work by the doom and gloom headlines to take a step back and think over the next few months about starting up their own business as an alternative.
With this group in mind, it’s timely that we have just announced the theme for Global Entrepreneurship Week 2012. To ensure the Week gets practical help and support to individuals contemplating starting new ventures, as well as small businesses in their early stages, this year’s focus is on encouraging people to ‘pass it on’.
We’re looking for as many people as possible to get involved in the Week and ‘pass on’ their best advice. This might be through holding or attending an event or joining in a discussion via our social media channels. By working together to make a better environment for enterprise, we can help create businesses that will have a genuine, positive impact on the UK economy – helping generate income and employment for many years to come.
Anyone deliberating that next step, looking for inspiration or wanting to find out more and get involved can visit the newly launched Global Entrepreneurship Week 2012 website.
I was a bit worried when I saw that Hilary Devey was investigating why more women don’t get to the top in business on BBC2. I have to confess that I thought she might have pulled the ladder up behind her.
She started out by saying: “if I can do it, why can’t every woman do it?”
Hats off to her though. Not only is she one of the few women at the top of business — she’s in the very male-oriented world of haulage. But would she be the right person to find out why more women don’t get into the boardroom?
As it turned out, she was excellent and she made some fascinating discoveries — not least in her own company Pall-Ex.
The figures on women at the top speak for themselves. Girls outshine boys at school and outnumber male students at university. But things change in the world of work. The male/female ratio in middle management is 70/30 and it is a staggering 83/17 in senior management.
All credit to Sir Roger Carr, president of the CBI, who called this a “shocking waste of talent”.
The lessons learned by Procter & Gamble
Of course, it’s very easy to put the statistics down to the simple fact that women tend to do the majority of childcare. That’s what Procter & Gamble assumed at a time when its senior management team was dominated by men. But when it investigated the mass exodus of women — by interviewing those that had left — it found that 95% had gone on to another job, not to become stay-at-home mums.
The problem was that the women couldn’t find the work-life balance they needed at P&G and they didn’t see a career path for themselves in a company that was dominated by men at the top.
P&G knew something had to change. Their own research showed that mixed teams performed 5% better than single sex teams — enough to add serious revenue to the bottom line.
By introducing flexible working they manage to retain more of their female talent and promote more women into the top jobs.
Vive la difference
The effectiveness of mixed teams was tested in the programme with a tower-building challenge. Lo and behold, the mixed team made the tallest and strongest tower, compared to the efforts of all-male and all-female teams. But what this experiment also showed was that women and men have very different leadership and communication styles.
These differences are not a problem — indeed, combining the approaches of both men and women ensures a better outcome — but traditionally, some of the more male attributes in business have been celebrated more than the female.
So businesses that want to attract and retain talented staff need to appeal to and cater for both sexes. As one of the contributors said, recruitment adverts calling for candidates with gravitas, for instance, might as well say, “man wanted”.
The cost of parental leave
OK, now we get to the thorny issue of parental leave. Hilary Devey addressed it head on. Is it detrimental to a business to employ women of child-rearing age? The business owners she spoke to were adamant that their recruitment process was aimed at finding the right person for the job.
However, Kathy Tilbury, managing director of coach company Excelsior, was candid — she calculated that she had spent an additional “£8-10,000” covering her sales and marketing manager’s maternity leave. However, she also admitted that retaining talent in the long term saves on recruitment costs and time spent training new staff.
Eventually we got to the nitty gritty — was Pall-Ex a good place to work for women? Was Hilary (the only woman on the board) a queen bee using her “erotic capital” to rule her roost? (excuse the mixed metaphors). These were the questions that consultant Avivah Wittenberg-Cox was asking as part of a “gender balance audit” at Pall-Ex.
She discovered that women were only represented in the middle echelons of Pall-Ex. There were very few women in the warehouse and only one woman on the board. Avivah suggested that Hilary had succeeded in part because she was a woman — and a woman capable of making some of her male colleagues quake in their shoes at that. This seemed to come as a surprise to Hilary, but was obviously not an unpleasant discovery.
But the audit also revealed that the most profitable department in the business had a gender balance of 50/50. At this point, Hilary Devey really sat up and took notice.
The need for balance
What the programme demonstrated was that having a balanced workforce with men and women equally represented at all levels is good for business. And although it can be challenging managing parental leave and childcare — as much for working parents as for employers — this is a fact of life that we can’t change. But what we can change is how businesses operate. Which is precisely what Hilary Devey promises to do at Pall-Ex.
Next week: Hilary sets out to transform the prospects for women inside her own business.
What do you think? Please share your views and experiences in the comment box.
As we approach the autumn, what better time to get ready for the season’s key HR tasks? Here is my handy HR checklist of things you should be thinking about over the coming months.