It’s been said that the scariest phase of running your own business is taking on your first employee. Employee 2 is a doddle, however, employee 1 is the huge challenge! Obviously, when you’re taking on your first employee, you will take huge care about choosing the right person. You will consider the right experience, the right attitude, and the right qualifications too. Unfortunately, even the best candidates can have their own personality quirks that make them challenging to manage on a day to day basis. Not all of these quirks will be deal breakers that make you want to dismiss them. However, nevertheless they can begin to consume large amounts of your time and head spac. Head space that would be better placed focusing on growing your business. Here are 3 simple things that you can do to make the management of your first employee more straight forward; set written expectations SMART objectives are often thought of as a bit old-fashioned, but they are a good discipline to adopt, it’s much more difficult for someone to say they didn’t understand what you wanted from them if they have a SMART objective which is written down you must write down your expectations. Effort […]
What is The Bradford Factor? The Bradford Factor is a method of managing and controlling frequent short term absence. This kind of absence is, in our experience, the most disruptive kind of absence for a company to have to deal with. Download our Fact Sheet now to learn more about how the Bradford Factor might work in your Company. Fact Sheet – The Bradford Factor Metis HR is a professional HR Consultancy based in the North West of England supporting clients across the country. We specialise in providing outsourced HR services to small and medium-sized businesses. Call us now on 01706 565332 to discuss how we may help you.
Managing a difficult conversation can be one of the most daunting jobs for a manager, particularly one that lacks experience and confidence. Here are 5 steps to prepare you for managing a difficult conversation Identify the goal that you want Write down the goal you want to discuss. Decide what topic you need to address in order to get to your goal Plan the agenda for your meeting. Have a reality check with your employee What is the current situation, what’s happening now. What’s the effect of what’s happening now. Stick to the facts, have them very clearly laid out in front of you. Don’t get emotional. Don’t get diverted. Someone who doesn’t want to talk about the topic you want to talk about may well try to drag you down a different route. What are the various options available? Get the employee to generate options. Keep your mouth shut and let them offer solutions, resist taking over evaluate the options. What are the pros and cons of the different options given the outcome you want to achieve? Who or what might stop the employee or get in their way? What option will you choose to act on? what […]
Workers have a statutory right to be accompanied in a disciplinary hearing. Or any meeting where a formal warning will be issued. As well as some other disciplinary action will be taken or in appeal hearings. They can be accompanied by a fellow worker, a trade union representative or an official employed by a trade union. Employers must agree to a request from a worker to be accompanied in a Disciplinary Hearing by any one from these categories. The March 2015 ACAS Code of Practice on Disciplinary and Grievance Procedures amends the right to be accompanied in a Disciplinary Hearing by: employers having to agree to a worker’s request to be accompanied by any companion from one of these categories giving workers the right to alter their choice of companion, However, they must choose a companion who is suitable, willing and available on site. Rather than someone from a geographically remote location for example). Therefore, to exercise the statutory right to be accompanied in a disciplinary hearing a worker must make a “reasonable request”. What is reasonable will depend on the circumstances of each case. You must rearrange the meeting at least once if the worker’s chosen companion is not available for the proposed hearing. Providing that the alternative time is […]
Whilst employees helping themselves to a little stationery or turning up a little late sometimes does not feel like a massive workplace concern. Turning a blind eye to employee misconduct could potentially lead to real HR trouble. With appropriate workplace guidelines in place, as the employer, you can take immediate legal action to combat them. Here are 5 workplace behaviours that are actually employee misconduct: Persistent Lateness Employees who consistently come to work past the time they are expected to arrive can be dismissed for continued lateness. Moreover, their behaviour can impact upon the work being done. For example, an employee who is expected to open up a retail outlet by a certain time or attend a morning meeting. Chronic lateness can impair the day-to-day operations of the business. It can also affect the performance of co-workers. The expectations must be clearly written in company guidelines. That way there is no doubt as to what time employees are expected to arrive and what behaviour is deemed as misconduct. Unwanted Gift Giving Giving gifts to another co-worker, subordinate or manager can be deemed as employee misconduct. In particular, if the gifts are unwanted, but the employee giving the gifts persists. This behaviour can be a form of harassment, even sexual harassment. It is imperative […]
Aren’t you glad you aren’t trying to manage a business in India? An executive engineer, who was last in work in December 1990, a 25 year absence, has finally been dismissed in 2015!! The Engineer worked for the Indian government which had found him guilty of “wilful absence from duty” in 1992, but only now, after a 25 year absence, has the employee finally been dismissed. Even then it took the involvement of a cabinet minister to finally achieve the dismissal. According to a government statement the employee “went on seeking extension of leave, which was not sanctioned and defied directions to report to work”. According to the World Bank, India’s labour laws make it difficult to dismiss staff for any reason other than that of criminal misconduct. I’d say they’re right if a 25 year absence is anything to go by! Some states have recently made changes to the law that will make it easier for employers to recruit and dismiss staff going forward.
The Chair of any Disciplinary Hearing should be taxed by the question “How do you make sure disciplinary action is fair?”. When your disciplinary action is examined you must be able to demonstrate that any formal disciplinary action you have taken was reasonable, justified and proportionate. There is no hard and fast rule on how you should do this; it will depend on the circumstances of individual cases. Your disciplinary action should, where possible, be guided by the ACAS Code of Practice on Disciplinary Procedures. If you are a small employer an Employment Tribunal will take into consideration the resources available to you when deciding whether it was practical for you to follow all the steps set out in the Code. However, regardless of the size of your organisations there are a number of essential elements to ensure fairness whatever the workplace disciplinary situation. Employers must: act consistently raise and deal with issues promptly and should not unreasonably delay meetings, decisions or confirmation of those decisions carry out an investigation thorough enough that the facts of each case can be established inform employees of the basis of the problem and always give employees an opportunity to put their case in […]