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 What might stop the employee or get in their way? What option will you choose to act on? what will […]
Workplace banter is one of the most common causes of conflict at work. What is workplace banter to one person maybe workplace bullying to another. But how do you know how someone will react? Firstly look at yourself and really ask yourself how good are you at maintain your professional boundaries? How good are your staff at maintaining professional boundaries. Exceeding professional boundaries with employees and colleagues can lead to over-familiarity and create unfair expectation of workplace relationships. Examine how much time and attention you give to individual members of staff. Although some employees need more energy than others, treating one employee differently than you do others may be a red flag that you are overextending your professional boundaries. Be discriminating in your use of social media. Avoid “friending” staff on Facebook and other social platforms to prevent confusing work and personal boundaries. Use regular one-to-one meetings to determine and reinforce professional boundaries addressing any recent behaviour that gives you cause for concern. Be attuned to workplace behaviour. Reserve the same courtesy and respect for your staff and colleagues that you would use with clients. Role model this behaviour for your team. Become alert to interpreting body language and other changes […]
Workers have a statutory right to be accompanied in a disciplinary hearing (or any meeting where a formal warning will be issued, some other disciplinary action will be taken or in appeal hearings) 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 companion from one of 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 making it explicit that employers must 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 but they must choose a companion who is suitable, willing and available on site (rather than someone from a geographically remote location for example). To exercise the statutory right to be accompanied in a disciplinary hearing a worker must make a “reasonable request”. What is reasonable will inevitably depend on the circumstances of the individual case. If the worker’s chosen companion will not be available at the time proposed for the hearing the […]
First of all, what is an organisational structure? It is a fairly regular occurrence for us to begin working with a company, discussing HR issues to find out that there is no organisational structure and, that some business owners don’t understand what one is. It’s a family tree, a pictorial representation of reporting relationships, who manages who, who reports to who. Company growth and organisational structure A structure diagram helps you establish the reporting relationships that govern the workflow of an organisation. A formal organisational structure diagram makes it easier to add new positions in the company, identifying which team the new post fits most closely with and who will take responsibility for the new post. A formal organisational structure makes it easier to understand where your salary costs lie and when do you stop recruiting? Being able to take a helicopter view of the company and the posts within it allow you to ask questions about which posts are fully utilised and where there may be spare capacity to absorb additional responsibilities. Conversely, where there is headcount which is not fully utilised and where savings can be made. Significance for employees of having an organisational structure As a business […]
Are you paying the correct wage rates to your employees? 37 employers were recently publicly named by the Government for failing to pay national minimum wage rates. Between them they owed workers a total of over £177,000 in arrears and have been charged financial penalties totalling over £51,000. The Government has increased HM Revenue and Customs’ (HMRC) National Minimum Wage enforcement budget by a further £3 million in financial year 2015 to 2016 – taking the total to £12.2 million. The extra money will go towards increasing the number of HMRC compliance officers to identify businesses that exploit their workers by paying them below the National Minimum Wage rates. Employers have a duty to be aware of the different legal National Minimum Wage Rates. The current National Minimum Wage Rates are: Adult rate (21 and over) – £6.50 per hour 18 to 20 year olds – £5.13 per hour 16 to 17 year olds – £3.79 per hour Apprentice rate – £2.73 per hour The apprentice rate applies to apprentices aged 16 to 18 years old and those aged 19 and over who are in their first year. All other apprentices are entitled to the National Minimum Wage rate for their […]
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 […]
How many workers smell in the UK? The stats from the research by the University of Bristol into body odour helps us work out that 0.5% of the working population of the UK smell and that 109 500 UK employees should use deodorants but don’t! The study also tells us that a lucky 1 in 50 people have a gene that means they don’t produce body odour at all, and the fact that they’ve got dry ear wax is an indication that they carry this gene! Now there’s something to think about asking on your application forms!! 1 in every 200 British employees has a body odour problem which means that 6% of UK employers are likely to have an employee who smells. That’s 1 in every 17 workplaces! It’s a problem nobody likes talking about, and even fewer like working with, but it’s a problem that employers need to address tactfully rather than leave it to their less tactful employees. A survey by Australian Recruitment Employment Office found that 75% of people find it difficult to work alongside someone with bad body odour. What causes workers to smell? There’s the obvious things Not washing/showering often enough. A […]