More than 1,350 requests to work from overseas have been granted to staff by town hall bosses over the past three years, figures show. The number jumped from 73 approvals in 2020/21, to 440 in 2021/22, to then surge to 700 last year. According to responses to Freedom of Information requests by the TaxPayers’ Alliance, one local authority granted nearly 300 requests over the three-year period. Croydon Council in south London allowed an employee to log on from abroad for 842 days, and a Wigan Council staff member has worked from France for two years. The phenomenon has been branded “working from the beach.” Separate figures from RSM in July showed that 33% of businesses are allowing employees to work remotely outside the UK. Conservative MPs have called for an investigation, describing the figures as “outrageous” and “absurd,” but councils argued the policies helped them attract and retain the right staff. Meanwhile, The Telegraph reports that Downing Street is poised to issue new guidance to all Whitehall departments in a bid to end the culture of ‘Tuesday to Thursday’ working which has developed since the pandemic. One option being considered is to enforce a set number of days that officials have to work in the office, which would probably be fixed at four per week. Jeremy Quin, the Paymaster General, will launch the push as part of efforts to boost public sector productivity, which has plummeted since Covid.
Our HR Comment: – Hundreds of council staff are ‘working from the beach’
Matthew P Chilcott, FCIPD, ACEL, Owner of Consensus HR comments: “Latest recent news now seems to continually show the recent change in where people work and we have written a number of blogs on this subject which can be seen below and now with this latest in relation to local authorities and their teams, it seems to becoming even more the main employee relations subject since the Pandemic, when everything changed.
Here are some of our previous blogs on the subject:
If your company is currently finding it a problem with the team working from home and not in the office and you wish to investigate and implement a solution / way forward, give us a call now.
BBC Work life reports that Covid-19 may have altered our attitudes towards our jobs and how we do them, but presenteeism remains one entrenched feature of business culture that’s proved tough – and in some cases impossible – to shift. “Without a clear physical separation between work and home, individuals may find it challenging to disconnect and set clear boundaries,” says Peter Brown, who leads PwC’s Global People and Organisation practice. “This lack of separation can lead – and in many cases did lead – to longer working hours, increased workloads and difficulty taking breaks or time off, all contributing to presenteeism.” Lucy Kallin, executive director for Europe, the Middle East and Africa at Catalyst, a workplace consultancy that focuses on gender equality, agrees. “The overnight switch to homeworking in the pandemic undoubtedly increased some people’s workloads, as they were unable to switch off metaphorically and literally. Instead of using the commute home to wind down from work people stayed ‘always on’.” Kallin says senior leaders need to recognise the ways in which pandemic-induced changes in the workplace may have exacerbated presenteeism. Even though leaders can’t see the behaviour because it’s happening remotely, she says, they need to spearhead changes so employees feel willing and able to turn off from work.
Our HR Comment: – Presenteeism remains an entrenched feature of business culture.
Matthew P Chilcott, FCIPD, ACEL, Owner of Consensus HR comments: “This is another very interesting article from the BBC in relation to the Pandemic and Presenteeism and proves again the changes that have occurred since the Pandemic took place and how many people are finding it hard to switch off from work due to the boundaries changing since and during the Pandemic and it becoming more common for people to work from home in comparison to pre pandemic when people would travel to the office to work and when they got home, it was the end of the day and from work. Employees will have to change their behaviours to ensure they relax and unwind from the workplace whilst employers need to ensure that they manage their team and welfare appropriately with regular reviews and discussions around work requirements / load and quality of life”
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Presenteeism issues can hit any business, of any size. Update from Consensus HR, expert outsourced HR services. Herts, Beds, Cambs
Give us a call now if you wish to discuss.
Warmer days are here and holidays are on the horizon… now is the time to start thinking about those common employment issues that coincide with the onset of summer. Laura Merrylees of Personnel Today sets out a checklist of six common issues.
Summer employment issues:
Competing summer holiday requests
Under the Working Time Regulations 1998, employers are not obliged to agree to a worker’s request to take holiday at a particular time, unless the employment contract provides otherwise.
If competing requests for holiday are received from different workers, managers may prioritise requests. However they should do this in a way that is fair and consistent, for example on a first-come, first-served basis.
To avoid the short periods of notice for requests and refusals, it makes sense for an employer to have its own holiday policy. It can then set out and communicate its own notice provisions and other arrangements relating to holiday
Un-authorised time off
If a holiday request is refused but the worker goes ahead and takes the time off anyway, it’s important not to jump to conclusions.
An employer should carry out an investigation to establish whether or not the absence was for genuine reasons.
If, however, there is no credible explanation from the worker, it may become a disciplinary issue. The employer’s disciplinary process will need to be followed.
Late return from summer holiday
Issues may also arise in the case of a worker who returns late from his or her summer holiday. In the first instance, an employer should allow the employee the opportunity to provide an explanation.
Supporting evidence, for example a medical certificate in the case of ill health, may be sought.
However, if the explanation does not appear genuine, the employer will need to consider following its disciplinary policy.
Summer dress codes
It may be reasonable for employers to adopt a more relaxed dress code during the summer months. The extent to which an employee may be allowed to dress down when the temperature rises will in part depend on the role he or she performs.
In the case of customer-facing roles, certain standards of presentation may need to be maintained. Equally, for health and safety reasons, it may be necessary for employees to continue to wear protective clothing irrespective of summer heat.
One way or the other, organisations should ensure that the dress code is reasonable. It should be:
Appropriate to the needs of the particular business
Non-discriminatory between groups of employees
Maximum office temperatures
The Workplace (Health, Safety and Welfare) Regulations 1992 state that the temperature in the workplace needs to be “reasonable”. However, there is no maximum temperature.
What is reasonable will depend on the nature of the workplace and the work being carried out by employees. Factors such as whether or not the work is strenuous or physical will need to be taken into account
Summer work experience
The school summer holidays are typically a time when employers offer school-age children the opportunity to carry out work experience. An employer does not have to pay a child of compulsory school age while on work experience.
However, all other rules and restrictions on employing young people will apply, and relevant approvals from the local authority or school governing body will need to be obtained.
Matthew from Consensus HR states “Summer should be a time of relaxation and fun for the team- but employees must remember that the company they work for still needs to operate correctly. Ultimately it is the employer that pays the wages. Time wasted by having to deal with avoidable issues could have been used for the benefit of the business & team in other ways.”
If your business suffers in the summer due to the issues raised in this blog, let us know.
Call Matthew at Consensus HR and see how they can help your business manage common summer employment issues.
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If you need support with your team this summer, then we are her to help.
£25,000 – Man with cerebral palsy wins discrimination case against Home Bargains, his former employer. Ryan Walker, who worked as a sales assistant at the company’s Armagh shop, took the case after his duties were changed. He had informed the firm that he needed to be physically active to manage his disability but was later moved from stacking shelves to working on tills. Home Bargains settled the case without admitting liability. Mr Walker said his experience had been awful and he had gone from “enjoying a job for three years to dreading going into work.” Mary Kitson from the Equality Commission for Northern Ireland said: “No employee with a disability should feel that their needs are not understood or valued by their employer.”
Our comments: – Man with cerebral palsy wins discrimination case against Home Bargains
Matthew Pinto-Chilcott, FCIPD, ACEL, Owner of Consensus HR comments: “This is an interesting case that occurred in Northern Ireland which currently does not use the Equality Act 2010 but their own version which is very similar to ours and can be found by clicking here. Companies need to ensure that if informed of a disability they need to obtain professional medical advice to ascertain if any reasonable adjustments are needed as was the case in this scenario. In this situation, the business obviously needed more cashiers but had not fully thought through the consequences and needs of the member of the team involved due to their disability. If you are ever unsure of what action to take to ensure you are working to best practice and law, we advise that you talk to a Chartered HR professional and avoid this kind of scenario in your workplace where somebody dreads coming to work and an award of £25,000.
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If you need professional HR, Employment Law advice, give us a call now.
The Chancellor has said the “default” location for workers should be in the office, unless there is a good reason to work remotely or in a hybrid pattern. Jeremy Hunt said that while working remotely – which has become increasingly common since the pandemic – has produced “exciting opportunities,” he is worried about a “loss of creativity” when it is permanent. A recent Deloitte survey found that 77% of Gen Z and 71% of millennials would consider looking for a new job if their employer asked them to go to their workplace full-time. Kate Sweeney, partner and human capital lead at Deloitte, said younger workers “expect to be able to flex their work to accommodate their personal life.” She added: “Employers who recognise this desire for choice and support this are more likely to attract, retain and motivate the best talent from these two generations.” Ben Willmott, head of public policy at the Chartered Institute of Personnel and Development, said: “Office environments provide valuable opportunities for collaboration, learning and social interaction, but the pandemic has also demonstrated the value of remote working in fostering employee well-being, and work-life balance, without compromising on productivity.”
Our Comment: Office working should be ‘default’, Chancellor says
Matthew Pinto-Chilcott. FCIPOD, ACEL, Owner of Consensus HR comments: “Following many of our blogs written on this subject and shown below, we can now see within this article on the BBC and The Times that Jeremy Hunt has now made his opinion on the subject of not returning to the office with our Chartered Institute also having a say. We have had to help some of our clients get their teams back to the office but some have also expressed that it does actually work for their business not working from the office full time but on a flexible basis with some set compulsory days such as Tuesday, Wednesday. Business Owners need to ensure that they fully investigate whether this does work for their team and the business and through consultation with the team, take the necessary action as after all, without business there is no job but by not discussing it with the team, it can result in extreme adverse effects for the business such as bad moral, production, retention to name a few.”
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If you need support with your team, get in contact with us now.
The UK is set to spend a record £1.9bn a week on benefits for working-age people this year due to a significant increase in the number of those suffering from long-term sickness. Department for Work and Pensions figures show that claimants will receive more than £100bn from the state, 52% more than before the pandemic. This is an increase of £34bn since Rishi Sunak became Chancellor in 2019-20. Half a million people left the workforce due to long-term sickness during the pandemic, and an additional 224,000 working-age people are expected to claim disability benefits annually, pushing the total to 3.7m by 2027-28. The Institute for Fiscal Studies found that the number of new claims for universal credit and personal independence payments had doubled across every age group. Former Work and Pensions Secretary Sir Iain Duncan Smith blamed ministers for failing to restore strict rules on claimants and failing to treat long-term sickness, particularly anxiety and depression.
Our HR comment: Rise in long-term sick pushes benefits bill to record high
Matthew Pinto-Chilcott – FCIPD, ACEL, Owner of Consensus HR comments: “This is an interesting article in the Times and something within Consensus HR that we are noticing a lot with our clients. Business Owners firstly need to make sure that they have a good, user friendly Sickness and Absence Policy in place that all members of the team are informed about when they start employment with the company and that this is to best practice and the law. This needs to be managed appropriately with back to work interviews for any occasion of absence regardless of length or reason. Absence should be spoken about and measured for all the team and amendments made to company policies and procedures if needed and even the work environment if it is found to be causing issues with members of the team’s health. I always say to people that HR is part of a web where companies must dot the I’s and cross the T’s as it all interacts. An example of this is that within an employees Contract of Employment, you should have a clause that states if needed you will seek GP / Occupational Health advice as at the end of the day we are not the medical professionals! By working with the medical professionals, businesses can ensure that members of the team are looked after and are back into the business asap. Good Health & Safety also plays a key part in the welfare with Risk Assessments and the appropriate training such as Fire, COSHH, Manual Handling to name a few to ensure the health of the team whilst ensuring all advice given by the Health & Safety Executive is followed whilst again adequate HR Policies and Procedures are in place and followed / managed. When working for a major retail chain we made sure that a new employees Induction incorporated all of this whilst making it an enjoyable event on their first day of employment. Yearly refreshers were then retaken during the quieter times of business.”
The number of working days lost to UK workers being ill has climbed to a record high of around 185.6m, Office for National Statistics (ONS) figures show. The sickness rate, which calculates the proportion of working hours lost because of sickness, climbed to 2.6%, the highest level since 2004. Working days lost due to sickness per worker hit 5.7. Yael Selfin, chief economist at KPMG UK, said the increase in working hours lost due to illness “signals further deterioration in the country’s production potential, and if continued, further decline in long term economic growth.” While the ONS report shows that minor illnesses, like colds and flu, accounted for around 29% of all sick days, Investec economist Sandra Horsfield said she had a “strong hunch” that the ongoing prevalence of Covid was the main reason behind the rise. The ONS notes a big rise in chronic sickness since the beginning of the pandemic but James Smith, a developed markets economist at ING, said the main factor driving up the absence rate was temporary sickness. Paul Nowak, general secretary of the TUC, said: “These figures should not be misread as showing the sickness rate for working people. They miss out on many workers with little choice but to work while ill. This includes low-paid workers excluded from sick pay entitlement and those who can’t get by on just £110 a week – the miserly rate for statutory sick pay.”
Matthew Pinto-Chilcott, FCIPD, ACEL comments: “Sick days within any business need to be managed correctly and the right action taken by the company, management and team. Failure to manage sickness can result in bad moral amongst the team and the member involved and a sickness and policy procedure applicable to all should be included. We also encourage the use of the Bradford Index and IT package with a back to work interview so that all businesses can demonstrate that the welfare of their teams is of the utmost importance and managed accordingly.
If your business wishes to manage absence within the team correctly, give us a call now for a non-obligatory chat.
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If you need support with your team this summer, then we are her to help.
Matthew Pinto-Chilcott, Owner of Consensus HR comments: “When I seen this article today in The Times, I was not surprised to see their statistics in relation to long-term sick leave of members of the team due to mental health. At Consensus HR over the past three years since the Pandemic we have seen a vast increase in us having to ask for medical reports from GP’s and Consultants for members of our client’s teams as previously discussed in some of our blogs. Managing sickness within business has never been more of an issue and it is important that businesses do this correctly and have the right systems in place to support the team member, team and business or it can have severe repercussions.
We help business to manage this and be proactive rather than reactive whilst preventing people problems and ensure all areas of the Employee life cycle are covered from Recruitment, Employee Relations, Training & Development, Rewards and benefits. We take the pain away!”
NEWS ARTICLE: Poor mental health is the main cause of long-term absence, say employers
A poll by PwC for the Times Health Commission suggests that mental illness is the main cause of long-term sickness in the UK workforce. The survey saw two-fifths of employers say they have seen an increase in employees taking long-term sick leave because of mental ill health. More than half of the 150 employers polled said the mental health of staff had worsened since the pandemic, while 53% said the cost-of-living crisis had damaged the wellbeing of their employees. Almost two-thirds (64%) of firms said there has been an increase in the number of staff asking for counselling. More than 40% of employers have seen an increase in changes to working patterns due to ill health since the pandemic and almost half have had an increase in employees requesting flexible working patterns. Anthony Bruce, chairman of health industries at PwC, said: “Helping employees to stay productive in work not only benefits organisations, it promotes the employee’s mental wellbeing and financial security at a time when stress and economic hardship are a worry for many.”
Matthew, Pinto-Chilcott, Owner of Consensus HR comments: “Hunt to ‘nudge’ the long-term sick back to work – This is a great idea as long as it is managed correctly, and businesses given the right tools and support to implement. At Consensus HR we work with our clients to manage their team’s sickness correctly and to the law and best practice and by ensuring the teams welfare is at the forefront of the business. This can be achieved through, good, user friendly Policies & Procedures and ensuring sickness is managed appropriately and the correct action taken should it be needed such as writing to their GP or Consultant and gaining their professional advice on any reasonable adjustments that the business can make. We also ensure that the management of the individual is managed and if needed a plan put into place to help the member of the team with any personal conditions they may be currently experiencing. This can take time and is definitely not easy but the benefits to the organisation and the member of the team out way this.”
NEWS ARTICLE: Hunt to ‘nudge’ the long-term sick back to work.
Chancellor Jeremy Hunt is set to reveal the findings of a major workforce review designed to ease the UK labour market by “nudging” hundreds of thousands of people back into work. The review will include the introduction of new ‘conditionality’ requirements for an estimated 2.5m people classed as long-term sick. Those with long-term conditions such as mental health issues and stress will be offered extra support to help them to get back to work but in return, they will be required to look for a job if they want to continue claiming benefits. Mr Hunt is also expected to announce funding for older workers to get annual health checks. It is hoped that this will help identify problems earlier and reduce the number of people leaving the workforce because of ill health.
Matthew Pinto-Chilcott, Owner of Consensus HR comments: “The Guardian – Long-term sick responsible for growth in economic inactivity amongst other papers have written more about the sick and getting them back to work with this report stating that the number of long-term sick has risen by more than 350,000 since the start of the Pandemic. As a HR Consultant / former Operations Manager, managing employee sickness is never easy can if not careful be put on the back burner and never managed / ignored. All people unfortunately get sick at one time or another but by having the correct Policies & Procedures in place and managing appropriately with tools such as the Bradford Index, companies can ensure that the member of the team gets any support that is needed, the correct medical advice is sourced and the employee gets back to work when appropriate for the benefit of the business and member of the team.”
NEWS ARTICLE: Long-term sick responsible for growth in economic inactivity
Experts say Government efforts to get early retirees back to work to boost the economy are misguided and ministers should be focussed instead on tackling long-term sickness to reduce economic inactivity. “There is a real risk of the government barking up the wrong tree when it comes to the growth in economic inactivity,” a report from the consultancy LCP says. The Chancellor, Jeremy Hunt, previously urged the over-50s to get off the golf course while the Work and Pensions Secretary, Mel Stride, is preparing an urgent review of options to boost workforce participation. Sir Steve Webb, the former pensions minister who co-authored the LCP report, said rising long-term sickness and NHS waiting lists were much more significant than early retirement. “We were gobsmacked by what we found,” Webb said. “It turns out there are fewer earlier retired today than at the start of the pandemic.” However, the number of “long-term sick” has risen by more than 350,000 since the start of the pandemic, accounting for more than half of the growth in inactivity over that period.
Matthew Pinto-Chilcott, Owner of Consensus HR comments: – “Admittedly it can be very difficult nowadays to get a GP Medical report as previously stated in order to get an employee back into the workplace, but is this the answer? currently when requesting a report, we must ensure there is a clause within an employee’s contract whilst also gaining their Consent under GDPR ensuring the member of the team is fully aware of their legal rights. They do not have to give consent if they do not wish but it must be emphasised to the member of the team that failure does not allow us to manage and support their health and could mean us having to make decisions with only what we know. My question would be what support they are able to offer the employee to return to work and what / if any further information would be needed from the company / HR as we currently provide a copy of their Job Description? This in principle is a very good idea but how it will be managed, should it be introduced we wait to see.”
NEWS ARTICLE: Doctors told to sign off fewer patients to get more people back into work
Doctors are to be told to sign fewer people off work with sick notes and instead help them to remain in employment under proposals being considered for next month’s Budget to reinvigorate the economy. A new approach to how doctors decide whether people are too sick to work is one idea under consideration as the Treasury and the Department for Work and Pensions (DWP) examine how to reverse a marked increase in the number of people off work with long-term sickness in the wake of the pandemic, The Telegraph reports. Doctors are to be encouraged to focus on ways people with long-term illnesses can continue to work with support rather than signing sick notes that enable them to drop out of the labour market altogether. A government source said: “The mental health benefits of work are well established. We want to do all we can to encourage as many people as possible to stay in work with the relevant support in place to help them do so, including signposting them to that support at the earliest possible opportunity.”
The Importance of Human Resources in Business – Human resources (HR) is a vital function within any successful business. Its primary purpose is to attract, retain, and develop talent, which is crucial for growth and competitiveness in today’s ever-evolving business environment. In this article, we’ll delve into the significance of HR in business and examine the many roles it plays in driving organisational performance.
To begin with, HR is responsible for attracting and retaining top talent. In today’s job market, with increased competition and a limited pool of available employees, it’s essential for companies to stand out and appeal to the best candidates. HR plays a crucial role in this regard by creating effective recruitment strategies that attract top talent to the organisation. This may involve utilising a variety of methods, including career fairs, social media, and employee referral programs, to reach potential candidates and showcase the company’s values, culture, and opportunities.
Once the top talent is on board, HR must then ensure that they are properly trained, developed, and integrated into the company culture. The success of a business is directly tied to the performance of its employees, and HR must make sure that employees have the necessary skills, knowledge, and support to excel in their roles. HR can do this by providing job training and development programs, implementing performance management systems, and conducting employee engagement surveys. These initiatives not only help employees perform better but also increase their job satisfaction, motivation, and overall engagement.
In addition to talent acquisition and development, HR also plays a critical role in ensuring that the company operates within the legal and ethical framework. This includes compliance with labour laws and regulations, as well as addressing workplace conflicts and disputes. HR must also be proactive in promoting a culture of diversity, equity, and inclusion, and ensure that the company operates in a manner that aligns with its values and ethical principles.
One of the significant benefits of having a strong HR function is that it helps to create and maintain a positive and productive workplace culture. A healthy work environment fosters employee engagement and motivation, leading to higher levels of productivity and overall performance. HR plays a key role in shaping and maintaining the company culture by creating a welcoming and inclusive work environment, promoting open communication, and recognizing and rewarding employees for their contributions. By doing so, HR helps to reduce employee turnover and increase employee satisfaction, leading to improved business results.
Another crucial role that HR plays in business is employee relations. This involves managing employee benefits and compensation, addressing employee concerns, and resolving disputes. HR must ensure that employees are paid fairly and receive adequate benefits, such as health insurance and retirement plans. They must also be knowledgeable about the company’s policies and procedures and be able to communicate them effectively to employees. Additionally, HR must be available to listen to employee concerns and provide guidance and support when necessary. By fostering a positive and productive work environment, HR helps employees feel valued and appreciated, leading to higher levels of employee engagement and satisfaction.
Finally, HR is responsible for supporting the overall strategic objectives of the organisation. This involves aligning HR initiatives and policies with the company’s goals and objectives and working with other departments to ensure that the company operates as effectively and efficiently as possible. For example, HR may work with the marketing department to develop and implement employee branding and recruitment initiatives that align with the company’s marketing strategy. Additionally, HR may partner with the finance department to develop and implement compensation and benefits programs that support the company’s financial objectives.
In conclusion, the importance of HR in business cannot be overstated. From attracting and retaining top talent, to creating a positive workplace culture, and supporting the overall strategic objectives of the organisation, HR plays a critical role in driving organisational performance and success. Companies that invest in their HR function will reap the rewards of improved employee engagement, higher productivity, and a more effective and efficient business operation. Investing in HR programs and initiatives, such as leadership development, diversity and inclusion, and employee engagement, will ensure that the organisation remains competitive in today’s fast-paced business environment and attracts and retains the best talent.
In addition to the tangible benefits of a strong HR function, there are also intangible benefits that are equally important. A company with a positive workplace culture and engaged employees is more likely to have a good reputation, which can lead to increased brand recognition and a positive image in the eyes of customers and stakeholders. This, in turn, can lead to increased customer loyalty and a more stable customer base, which is critical for long-term success.
It’s also worth mentioning that HR is not just about managing employees, but it’s also about managing the company’s most significant asset: its people. By providing support, guidance, and development opportunities, HR helps employees reach their full potential and contribute to the success of the organisation. Additionally, by fostering a positive and inclusive workplace culture, HR can help to create a workplace that employees are proud to be a part of, which in turn leads to higher levels of employee satisfaction, motivation, and performance.
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If you want to know more on how we can help your business with Human Resources and the importance of getting it right, contact us now.
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