Exclusive January Sale

It’s the New Year and to celebrate new beginnings we like to give our Clients and potential new Clients some fabulous exclusive January Sale Offers

Environmental Services 

Environmental Services

Existing Clients 

Environmental Policy – £150.00 + VAT

Normally £300.00 + VAT

Sustainability Policy Statement – £50.00 + VAT

Normally £100.00 + VAT

Environmental Audit – from £250.00 + VAT

Normally from £500.00 + VAT

Environmental Risk Assessment – £125.00 + VAT

Normally £250.00 + VAT

New Clients 

Environmental Policy – £250.00 + VAT

Normally £300.00 + VAT

Sustainability Policy Statement – £50.00 + VAT

Normally £100.00 + VAT

Environmental Audit – from £450.00 + VAT

Normally from £500.00 + VAT

Environmental Risk Assessment – £200.00 + VAT

Normally £250.00 + VAT

 

All of the above Environmental Services can be purchased in a bundle for £750 + VAT.

Craven HR Software

Craven HR Software

Existing Clients 

Now £2.00 + vat per person, per month 

Normally £3.50 per person, per month

With added Payroll £1.00 + vat per person, per month

Normally £1.50 per person, per month

New Clients 

Now £2.50 + vat per person, per month

Normally £3.50 per person, per month

With added Payroll £1.00 + vat per person, per month

Normally £1.50 per person, per month

HR ‘Toolkit’ for SME’s/Start Up’s

HR ‘Toolkit’ – Craven Consultancy Services (cravensafetyservices.co.uk)

Existing Clients 

£699.00 + vat

Normally £999.00 + vat

New Clients 

£799.00 + vat

Normally £999.00 + vat

 Contact us now to discuss these Fabulous Offers.

Points of frustration for HR during COVID-19

Points of frustration for HR during COVID-19

XpertHR Survey Results 2021

The response of the HR community to the coronavirus (COVID-19) pandemic has been to put people first, while also supporting business continuity during exceptional circumstances. It is unsurprising then, that wellbeing tops the priority poll for the profession for the coming year, coupled with employee engagement.

HR professionals told us that they had to deal with many frustrations when trying to drive their response to the pandemic. These have centred on four areas:

  • Lack of clarity on the complex guidance issued by the Government, sometimes at short notice. HR had to interpret, implement and be the point of information for this within the organisation.
  • Increased workload as a result of having to juggle existing tasks on top of responding to COVID-19, with no appreciation of the extra work created and covered.
  • Concerns around the consequences of a lack of day-to-day interaction with colleagues and employees as a result of remote working or social distancing while in the workplace.
  • Tensions between HR and senior management teams around priorities. HR told us that leaders were, at times, lacking in concern around the impact of the pandemic on employees, which has led to more issues around engagement, wellbeing and productivity.

Looking forward for 2021 and beyond, the participants anticipated their focus being on:

– a continuing emphasis on employee wellbeing and dealing with Covid;

– addressing the future balance of flexible and hybrid home/office working, as more people returned to the office through the Autumn and early Winter; and

– with rapidly emerging and widespread, intensifying labour shortages, a greater emphasis on and investment in learning and development, so as to ‘grow more of our own’.

They also foresee a stronger future emphasis on diversity and inclusion policies, so as to better meet their staffing needs for growth and to address the growing emphasis on fairness emerging from the highly unequal health and economic experiences of the pandemic.

HR roles survey: Response to the coronavirus pandemic and priorities for 2021 | Survey analysis | Tools | XpertHR.co.uk

#hrforsme #covid19 #coronavirus #pandemic #healthandsafety #employeewellbeing #leadership #xperthr #employeeengagement

Covid-19 Updates for Employers – January 2022

Isolation Period Cut from 10 Days to 7 Days 

Fully vaccinated Covid sufferers can now cut their 10-day isolation period to seven days, it has been announced.

Under new rules, people in England can take two lateral flow tests 24 hours apart on day six and seven of their quarantine.

Self-isolation for COVID-19 cases reduced from 10 to 7 days following negative LFD tests – GOV.UK (www.gov.uk)

Temporary change to Fit-notes

For Statutory Sick Pay (SSP), where employees go off sick on or after 10 December 2021, employers can only ask employees for proof of sickness (such as a fit note) after 28 days of sickness (including non-working days). Proof of sickness cannot be requested earlier than 28 days.
Fit notes do not have to be provided for DWP benefit claims until 27 January. This will not affect claims to benefit.
These changes are to give GP’s more time to work on the Coronavirus (Covid-19) booster programme.

Claim back Statutory Sick Pay paid to your employees due to coronavirus (COVID-19)

This scheme will be reintroduced from mid-January 2022. Further guidance will be available as soon as possible.

Claim back Statutory Sick Pay paid to your employees due to coronavirus (COVID-19) – GOV.UK (www.gov.uk)

Plan B – Implications for Employers

The Prime Minister has announced that England will move to ‘Plan B’ in response to the rapid rise of cases of the Omicron variant.

Do office workers now need to work from home?

Anyone who can work from home is being advised to do so from Monday 13 December. The Cabinet Office guidance says that anyone who cannot work from home should continue to go into work .  This is guidance rather than law so nobody will be committing an offence by continuing to work from the office if they could have worked from home.

Note that the new guidance applies to England only – the position is different in Wales, Northern Ireland and Scotland. In Wales, for example, working from home is already encouraged.

Does this mean the office Christmas party must be cancelled?

In answer to a question at the press conference, the Prime Minister said that Christmas parties can go ahead. This is legally correct – there are no restrictions on social events.

Ireland recently brought in restrictions in a similar way – with working from home being introduced without restrictions on social events (although social events in Ireland are now also restricted).

Are there new rules for offices if they stay open?

The Working Safely guidance on how employers can reduce the risks in their workplace has not yet been updated and there is currently no new guidance from the Health and Safety Executive.

Which settings must use NHS Covid passes?

From Wednesday 15 December, subject to parliamentary approval, the NHS App will become mandatory for entry into nightclubs and large venues – including unseated indoor events with 500 or more attendees, unseated outdoor events with 4,000 or more attendees and any event with 10,000 or more attendees. In a concession to the affected industries, alternative proof (such as an email or text) of a negative lateral flow test will also be accepted. The requirements are likely to be apply only to customers, rather than staff.

What are the planned new self-isolation requirements?

Under the current law, a close contact of someone with a suspected or confirmed case of the Omicron variant is required to self-isolate regardless of vaccination status.

Why do you need HR as an SME or Start Up?

Why do you need HR as an SME or Start Up – what’s the point?

Are you clear on what steps to take as a business if facing a tribunal, unfair dismissal, constructive dismissal or whistleblowing claim?  If your answers are no, please do read on.

I spoke to an owner of a small business the other day who told me that he never gets around to doing the HR/people tasks for his staff, it always gets pushed down the priority list. His thinking was that, although he knew he had certain legal responsibilities, ‘nothing bad had happened yet’. Does that sound familiar?

There comes a point in every start-up, fledgling or growing SME where you start to consider adding positive and value added HR to your structure.

Recent Survey

A recent survey conducted by Croner among those working in SME organisations, including CEOs, MDs, finance directors, operations directors, line managers, PAs and secretaries, shows that one in 10 are spending up to 15 hours or two days a week managing HR issues.

The Top 7 common HR risks that small businesses take and what the potential penalties are for ignoring them or getting them wrong.

  1. Failure to provide written Employee Terms

Employees and workers must receive most of the information about their terms in a single “principal” document no later than when they start employment.

The employer will be ordered to pay the employee two weeks’ pay (subject to the statutory cap on a week’s pay) or, if it is just and equitable in the circumstances, a higher amount of four weeks’ pay (subject to the statutory cap). If there are exceptional circumstances where it would be unjust and inequitable to make an award against the employer, none will be made.

  1. Failing to check an employee’s right to work evidence

All employers in the UK have a responsibility to prevent illegal working. You do this by conducting simple right to work checks before you employ someone, to make sure the individual is not disqualified from carrying out the work in question by reason of their immigration status.

If you are found to be employing someone illegally and you have not carried out the prescribed checks, you may face sanctions including:

  • a civil penalty of up to £20,000 per illegal worker;
  • in serious cases, a criminal conviction carrying a prison sentence of up to 5 years and an unlimited fine;
  • closure of the business and a compliance order issued by the court;
  • disqualification as a director;
  • not being able to sponsor migrants;
  • seizure of earnings made as a result of illegal working; and
  • review and possible revocation of a licence in the alcohol and late-night refreshment sector and the private hire vehicle and taxi sector.
  1. Unfair Dismissal

Employers are expected to comply with the principles set out in the Acas code of practice on disciplinary and grievance procedures when handling disciplinary situations.

If a tribunal finds that an employee has been unfairly dismissed, you might be ordered to:

  • reinstate them (give them their job back);
  • re-engage them (re-employ them in a different job).

You might also have to pay compensation, which depends on the employee’s:

  • age;
  • gross weekly pay;
  • length of service.

You might have to pay extra compensation if you do not follow a tribunal’s order to reinstate someone.

There’s a limit on the amount a tribunal can award for unfair dismissal, apart from in cases relating to:

  • health and safety (for example where you unfairly dismiss someone for taking action on health and safety grounds);
  • whistleblowing.

Procedural failings will normally render a dismissal unfair, but compensation can be reduced in proportion to the likelihood that the dismissal would have occurred had a fair procedure been followed.

There are also some circumstances in which the minimum service requirement does not apply.

Where there has been an unreasonable failure by either party to comply with the code the tribunal may increase or decrease compensation by up to 25%, depending on which party is at fault. A failure to follow the code will not, by itself, render an employer liable to legal proceedings.

  1. Unfair Discrimination

You’re legally protected from discrimination by the Equality Act 2010.

You’re also protected from discrimination if:

  • you’re associated with someone who has a protected characteristic, for example a family member or friend
  • you’ve complained about discrimination or supported someone else’s claim
  • An employee who thinks they’ve been discriminated against may raise a grievance or take their case to an employment tribunal.
  • You’re responsible for discrimination carried out by your employees unless you can show you’ve done everything you reasonably could to prevent or stop it.

There is no maximum cap on the amount of compensation that you can receive for discrimination.

  1. Lack of Company Policies & Procedures

The only express legal requirements for employers to have employment policies and procedures are as follows:

  • under the Health and Safety at Work etc Act 1974, employers with 5 or more employees must have a written general Health and Safety Policy; and
  • under the Employment Rights Act 1996, employers are required to give employees a written statement of the main terms and conditions of their employment, which includes the employer’s rules and procedures for dealing with both disciplinary and grievance issues

However, there are also a number of other areas where non-statutory codes of practice, designed to set out guidance as to how employers can comply with their statutory employment obligations, recommend that employers implement appropriate policies and/or procedures.

A prime example of this is the employment related code of practice issued under the Equality Act 2010, which outlaws discrimination and harassment on various grounds, including sex, race, age and religion. This code recommends that an employer should have an Equal Opportunities Policy and gives guidance as to what it should contain.

Although the code concerned does not itself have legal status, breaches of it can be taken into account by an Employment Tribunal in determining an employer’s liability for discrimination and harassment claims, and as a result employers would be wise to ensure that they have such a policy in place.

Even if stated to be non-contractual, it is very important for employers to note that an employer’s failure to follow their own policy, although not a breach of contract, will still generally be taken into account by an employment tribunal so far as it is relevant to determining the claim concerned. Tribunals will therefore expect an employer to be able to give a very good reason as to why any relevant non-contractual policy was not followed. Furthermore, it can be the case that, even if an employer states in a handbook that certain or all policies are not contractual in nature, policies can be deemed to be contractual, if other circumstances, such as custom and practice, supports that fact.

  1. Wasted Time

If you don’t handle your HR/people management responsibilities properly, you will inevitably encounter issues or complaints from your employees at some point. The management time required to sort these out is always significantly more than the time that would have been needed to do things right in the first place.

And if you are taken to an employment tribunal, the preparation required amounts to weeks of lost management time.

  1. Demotivated staff

Information about employee rights is widely available on the internet, so employees tend to be fairly clued up about their rights at work and the processes that their employers should follow. So if you don’t do things properly, your employees will more than likely know and that can lead to demotivation and lower productivity. Whereas if you treat your staff fairly and lawfully, they are more likely to be happy and productive at work.

Get started for FREE with our HR ‘Health-Check’ Audit

Rethinking Profitability – How SME’s can rebuild after Covid-19

As we emerge out of what is hopefully the last lockdown, employers have important decisions to make on how to reopen the workplace safely.  For many companies, rebuilding means trying to return to pre-COVID levels of business and traditional ways of working.

With many businesses continuing to focus on reducing overheads with a view to returning to normal, pre-COVID-19 levels of profitability in the near future, businesses who champion a strong company culture and invest in their talent will reap the benefits as the post-pandemic recovery continues.

Championing a strong and responsible company culture is no longer a box-ticking exercise – it’s a fundamental part of business growth.

One of the ways SMEs can achieve this is by looking at performance and employee data. Analysing the detail behind the data will often highlight areas where behaviour is impacting costs.

However, that traditional view of improving your financial strength may not be possible at the moment, or it may take too long. To thrive after the pandemic, businesses may need to completely rethink their route back to profitability.

For example, when we look at overheads, all too often some of these are simply viewed as the cost of doing business, with many leaders not realising the positive impact that people management can have on optimising costs and improving profit margins.

Rethinking profitability: How SMEs can rebuild after COVID-19 (globalbankingandfinance.com)

Our HR Consultant Dee Newton, loves working with SME’s to create and build positive cultures; including analytics, continuous improvement and people management strategies.