Recent case law developments have left many care providers falling foul of NMW legislation:
Workers are entitled to the NMW (or national living wage for over 25s) for every hour they work, which is assessed by looking at their average hourly pay across the pay reference period. However, it is not always easy to determine how many hours a worker is actually working, particularly in relation to sleep-in shifts. Importantly, if a worker is ‘working’ simply by being present, the whole of their shift will be taken into account when considering whether they have received the NMW. If the worker is not ‘working’ merely by being present and is provided with sleeping arrangements (or is ‘at home’), only the time spent performing tasks will be counted.
Hopefully by now everyone will know that next year we will all be facing a once in a generation change to our data protection law. Come 25th May 2018 the General Data Protection Regulations (GDPR) come in to force and while that still seems a while away there’s a lot to do and it will be here before you know it.
There are 168 hours in each week, which sounds like a lot, but in reality they whizz by so quickly! How do we find time for what matters most? While many of us would admit that from time to time we struggle to find that work life balance, managing priorities at work can be a whole new challenge. Looking from a management point of view, time management and prioritising workload may be aided by a range of skills, tools, and techniques. These skills are like a pair of shoes — you may have to try several before you find the one that is the right fit for you.
We have gathered some tips which may help you support your staff take a smarter approach to managing their time.
So you’ve invested lots of time in perfecting the job description and person specification, crafting a pithy advert, and paying to advertise in just the right place.
You’ve shortlisted the best applications, put an interview panel together, and grilled your candidates.
You’ve chosen your successful candidate, they’ve handed in their notice, and you have waited a month for them to start. The whole process has taken at least 8 weeks, probably more. You have had to take a day out for shortlisting and a day out for interviews. Your team has been one person short for a month and you are all feeling the pressure. After a long wait, your new team member is finally here and you are so excited to get started! But slowly, you begin to realise that they are not the right person for job and you are going to have to start all over again.
Getting the right person with the right skills at the right time is something that we see our customers struggle with on a regular basis. Recruiting the wrong person can be costly and time-consuming, not only in terms of the recruitment process itself but also what comes after, with inadequate selection processes increasing the likelihood of employers will experience issues with performance, conduct or attendance.
So what are out top tips for getting it right first time?
Saimah Razak, HR Consultant
With LinkedIn usefully reminding me that my five year work anniversary is approaching I was prompted to write down some of my reflections about work over these years. This was combined with a colleague chatting to me about my journey from HR Administrator to HR Consultant and so here I am!
Each month we ask a different member of our team to introduce themselves to you by answering some questions about themselves. This month you can click here to get to know Helen...
This month we are looking at how organisations can be affected by times of uncertainty. One of the biggest challenges of our generation is Brexit but we are finally starting to get a bit of clarity around what this means for legislation, particularly around employment.
On 21 June 2017, the Queen’s Speech set out details of legislation that the government intends to carry over into, or introduce in, the 2017-19 Parliamentary session.
The things you need to know are:
This legislation will impact on organisations differently dependent on the size and make up of your workforce. Some of these changes will not come into force immediately but its important to be aware of these and the change in your obligations so you can plan ahead and not get caught out.
Each month we ask a different member of our team to introduce themselves to you by answering some questions about themselves. This month you can click here to get to know Sarah...
The Health and Safety Executive (HSE) defines lone workers as those who work by themselves without close or direct supervision. There is no general legal prohibition on lone working but the broad duties of health and safety legislation apply.