Sarena Harwood, Author at Ward Williams HR Advisers

15Jul

Returning to work from an HR perspective

Sarena HarwoodCoronavirus, Dispute and Grievance Management, HR and Employment documentation production, Strategic HR planning for the future

As stage four of the road map kicks off from the 19th, we are left with decisions that need to be made by Employers.
Whilst the Government has removed many of the legal restrictions that have been imposed during the course of the pandemic, this still leaves grey areas in the work place.

As an HR Provider, our advice and message is clear – act with caution.

The Government may have removed legal obligations surrounding its previous ‘Hand, Face, Space’ ‘Work from Home if you can ’ slogans, BUT the Health and Safety Executive (HSE) has so far NOT removed any of its recommendations or key indicators the help fulfil a legal obligation to provide a safe, Covid secure, work place.

Measures of a safe space, as per the HSE – is based around hygiene, social distancing, the use of face masks, and ventilation. So to suddenly stop promoting these key safety measures would mean you fall down on these standards set by the HSE. It is worth highlighting that a vaccinated work force, does not satisfy HSE rules and regs in showing you as an employer have provided a safe environment.

So from this perspective, as it stands, not too much would change if your office is currently already open.

A gentle, holistic approach is recommended by us. Hybrid and flexible working, with a regular review would be a sensible place to start, especially if this has worked for you during the last 18 months. Why rush to change on the 19th?

It is still vital to speak to your staff, listen to your workforce, understand and alleviate concerns and promote wellbeing.

Already, across friends, family, clients, we are seeing a surge in cases and the need to isolate. We don’t want to take a 2 steps forwards, 10 steps back approach which is why we advise progressing with care.

We of course do not want to promote a negative message. This is a huge, exciting step, but is also a step feared by a lot of people who are still at risk or vulnerable which is why we suggest a gentle, and hopefully irreversible path to slowly getting back to normal.

For help, advice or questions. Get in touch with one of our team.

10Mar

What Is The Best Way To Reward Employees

What’s the best way to reward employees?

Sarena HarwoodPerformance Management

Employee recognition is not just a nice thing to do, it is also good for your business. At its best it is a communication tool that reinforces and rewards people who are developing and building your business. Such rewards also serve to incentivise those who wish to perform well and inspire others.

It also sends out the right signals within your company, that it is able to acknowledge hard work and commitment. An effective employee recognition system is simple, immediate, and powerfully reinforcing.

Thank You!

Whilst this is not part of an organised reward system, it is still invaluable. A simple thank you can mean the world to a dedicated employee and creates a sense of respect that many large organisations lack. Furthermore, a thank you serves as an instant reward and by our very nature, humans love instant recognition.

Celebrating Success via Email

Company-wide email newsletters are great for highlighting successes in different teams. These are especially valuable for connecting departments that are not usually aware of what the other does, producing a sense of community within the business. The best successes to highlight in these newsletters are individuals or teams that have benefitted the business as a whole.

Employee of the Month

The employee of the month is a classic approach that works, particularly if the employee of the month is voted for by other employees. Not only does this create a sense of respect between employees, but it enables a structured presentation in front of other members of the team. Presenting a positive reward in front of the workforce is a great way of emphasising achievement and good work whilst simultaneously increasing the reward’s value.

Awards

Whether you host a dedicated awards evening at the end of each year or make them bi-annual events, awards based on employee votes are a fun way of giving individuals recognition for their work. Again, acknowledgement from management is one thing, but recognition from colleagues is another entirely. Employees that receive both are the happiest and most productive.

Long Service

Long-service awards reward loyalty to the business and show an appreciation for employee’s dedication. These rewards do not even need to be expensive. A simple meal out is unique and requires little effort from senior managers, which is appreciated for a long-standing member of the company.

Once these are established you can then look at specific rewards schemes for individuals; such as performance related pay, or a general bonus for the whole staff – or a mixture of both.

If you have any questions on any of the above, please get in touch with the office: sally.phillips@wardwilliams.co.uk or call 01932 830664.

10Mar

Furlough Scheme extended until September 2021

Sarena HarwoodCoronavirus, Payroll Services

In the Budget it was announced by the chancellor that the furlough scheme will be extended until the end of September.

Rishi Sunak said the scheme – which pays 80% of employees’ wages for the hours they cannot work in the pandemic – would help millions through “the challenging months ahead”.

Some 600,000 more self-employed people will also be eligible for government help as access to grants is widened.

The Coronavirus Job Retention Scheme has protected more than 11 million jobs since its inception last March and had been due to close at the end of April.

Employers will be expected to pay 10% towards the hours their staff do not work in July, increasing to 20% in August and September, as the economy reopens.

If you have any questions on any of the above, please get in touch with the office: sally.phillips@wardwilliams.co.uk or call 01932 830664.

10Mar

Has the Pandemic increased the value of HR?

Sarena HarwoodCoronavirus

During the coronavirus crisis, the HR function has taken on a leading role. From understanding the changing Government guidance, to overseeing the move from office-based working to remote working, HR has been at the forefront. It has also been responsible for looking after and supporting employee’s wellbeing.

Almost three-quarters of HR professionals say the pandemic has increased their value in the eyes of the business, according to research by software company Sage People.

Here are some of the most important ways HR can lead, partner and drive for the best in their companies:

Leadership

Brilliant leadership will ensure success for organisations. HR has a key role to play in developing leaders, ensuring they are successful and holding them accountable. Leaders require new and enhanced skills in managing from a distance, motivating employees, providing calm and clarity, aligning work among team members and building community.

Talent

A company’s success is based on having talent in the right roles at the right times, and HR is integral to this process. Managing talent through the pandemic requires fundamental shifts. At the same time some parts of the company may be shuttering, other parts of the company are ramping up. HR helps ensure talent contributions and based on this, it is nothing less than an engine for the company’s success.

Engagement

Engagement is tough to ensure when people are working from home because the physical workplace cannot bring people together or contribute to their focus. HR can recommend best practices for engagement through all kinds of creative approaches. HR can also keep a finger on the pulse of engagement through quick surveys and the creation of feedback.

Diversity, equity and inclusion

The pandemic has disproportionately affected diverse populations and HR has a role here as well ensuring diversity, equity and inclusion. This includes educating the organisation, understanding the realities of diverse experiences, and taking proactive steps to equalise the playing field. HR can bring diverse voices to the table, to decision-making processes and provide equal access to opportunities.

Wellbeing And Work-Life

Wellbeing is not just about physical wellness, but also about cognitive and emotional health. The care companies provide in these areas is good for people, but also good for the business since people with a greater sense of holistic wellbeing can contribute more fully and bring their best to their work.

The pandemic has expanded empathy for work-life and this view renews the opportunity to offer flexible working, child care and additional work-life options. Most companies report they will continue some level of working from home and HR must support options for where people work, when they work and even the extent to which they are supported in their home offices with furniture or ergonomic solutions.

Administering HR Systems

HR is also the keeper of employment, pay and benefits systems. HR departments can ensure empathy and equitable processes when layoffs are unavoidable. In addition, the best HR departments have implemented plans to offer increased flexibility, giving employees the chance to change work status (part-time to full-time for example) or shift retirement plans.

Overall, HR is in a fundamentally influential role to ensure success of companies through and beyond the pandemic. Taking the lead in reimagining the company, developing talent strategies, addressing wellbeing and work-life, administering HR systems and facilitating re-entry to the office are all critical and uniquely skilled contributions HR can make.

If you have any questions on any of the above, please get in touch with the office: sally.phillips@wardwilliams.co.uk or call 01932 830664.

03Feb

National Minimum Wage Update

Sarena HarwoodHR and Employment Law Advice and Support, Payroll Services

The age from which employees are entitled to the national living wage has been reduced from 25 to 23 from 1 April 2021.

The new increases are:

• National Living Wage (23+) to increase 2.2%, from £8.72 to £8.91

• National Minimum Wage (21-22) to increase 2%, from £8.20 to £8.36

• National Minimum Wage (18-20) to increase 1.7% from £6.45 to £6.56

• National Minimum Wage (under 18) to increase 1.5% from £4.55 to £4.62

• Apprenticeship Wage to increase 3.6% from £4.15 to £4.30

https://www.gov.uk/government/news/uk-government-announces-pay-rise-for-millions-of-people

If you would like any further information then get in touch with a member of the Ward Williams HR.

02Feb

Ward Williams HR Newsletter – COVID-19 Update: February 2021

Sarena HarwoodCoronavirus, Ward Williams HR News

Our February newsletter has arrived! It can be viewed here: http://bit.ly/WWHR_Newsletter_Feb21

This month we cover the below topics:

What implications does Long Covid have on Employers?
Occupational Rehabilitation in the Workplace
Top 5 HR trends for 2021
Updated guidance on Furlough

To receive our latest newsletter, exclusive special offers and events please email hrservices@wardwilliams.co.uk to be added to our mailing list.

27Jan

Government simplifies Kickstart scheme criteria

Sarena HarwoodCoronavirus, HR and Employment Law Advice and Support

The Government is to simplify the requirements for the Kickstart scheme, which is designed to create jobs for 16- to 24-year-olds, by reducing the limit for the number of vacancies employers must supply.

The Department for Work and Pensions (DWP) said the scheme, which has been underway since September, has created over 120,000 jobs, but there has been criticism of the bureaucracy involved.

The Government is now making it simpler for employers of all sizes to benefit from joining the scheme by removing the limit requiring they create a minimum of 30 vacancies to apply directly. This takes effect from 3 February 2021.

Here is link :

https://www.gov.uk/guidance/apply-for-a-kickstart-scheme-grant-29-or-less-job-placements.

If you would like any further information on the scheme then get in touch with a member of the Ward Williams HR.

27Jan

New Furlough Treasury Direction

Sarena HarwoodCoronavirus, Payroll Services

HM Treasury has issued a new Treasury Direction.

It’s an amending Direction, not a comprehensive direction. But it seems three main points arise…

The scheme is formally extended to 30 April 2021, and this Direction covers 1 Feb to 30 April.

It explains that furlough pay in March/April 2021 should refer back to the corresponding month in March/April 2019, and not March/April 2020 (as that would involve looking at a period when people might already have been on furlough pay). The calculation for ‘usual hours’ of work is similarly amended.
The deadline for amending a claim is extended from 15th of the following month to the end of the following month.

The new Treasury Direction can be viewed here.

If you have any questions and require any further support then please get in touch with a member of WWHR.

13Jan

Occupational Rehabilitation in the Workplace

Sarena HarwoodOccupation Health Services

There is a big and ever-growing role for the expertise of occupational rehabilitation professionals in the workplace, but when is it appropriate to call on such expertise? How do you access it if you don’t have the dedicated expertise in-house? And who’s best placed to help – Occupational Health (OH) or Vocational Rehabilitation (VR)?

The Health Secretary Matt Hancock recently laid down a challenge to employers to help improve the health of their staff and the nation. During a keynote speech in London, where he announced that a greater proportion of annual NHS spend would go towards preventing illness and disease, he added that employers need to play a bigger role.

Occupational Health services are there to support people in the workplace, to help to ensure that workplaces are safe and healthy and to address health problems when they arise. OH and occupational medicine are concerned with the interaction of health and work, recognising that work can affect health and vice versa.

Many large organisations have their own OH service, or buy in services from specialist providers like Ward Williams HR. Smaller organisations are more likely to seek advice or buy in OH services on an ad hoc basis. Where in-house, OH practitioners typically get involved in absence management, early interventions and proactive work with employers and employees.

Occupational Therapists are dual trained, working in both physical and mental health. There tends to be a misconception that Occupational Therapists are primarily NHS hospital based, focused solely on getting patients back to their homes following illness or an operation. Their responsibility is indeed the restoration of function, but this may be achieved in any and all environments, enabling the individual to do the things they need to do. This includes supporting people back to work, where appropriate.

The Vocational Rehabilitation profession is relatively new in comparison to OH and OT. Many insurers now either directly employ such professionals full time or on a contract basis to provide support to clients, perhaps where such employers do not have OH or OT support. VR professionals may also be used by insurers to also work alongside an employer’s occupational rehabilitation practitioners in situations where:

professionals are only used by the employer on an ad hoc basis;
where their expertise is not called upon from day one of absence;
where the employee concerned is based in a remote branch.

Clearly, one size doesn’t fit all and getting the right people for the job is very important.

If you would like more information on the Occupational services that Ward Williams HR can support your business with, then please get in touch with the office: sally.phillips@wardwilliams.co.uk or call 01932 830664.

11Jan

What implications does Long Covid have on Employers?

Sarena HarwoodCoronavirus

With thousands of people still unwell months after contracting coronavirus, employers must prepare for the impact that Long Covid could have on their business. Several months on from the onset of the outbreak, so much is still unknown about the long-term impact of coronavirus. A significant number of people who have had Covid-19 are simply not getting better, with around 60,000 people in the UK thought to be experiencing ‘long Covid’.

Long Covid is where people suffer from poor health for a long period of time after getting the virus. It affects people in different ways and symptoms can vary from breathlessness and heart problems to joint and muscle pain, neurological problems such as lack of concentration, fever, fatigue and mental health issues.

So what are the implications that this can have on employers? Is disability discrimination law likely to apply in this context and how should employers approach this issue?

Employers with staff who are suffering from long COVID should be mindful of the possibility that they may have a disability, depending on the severity and duration of the effects. This means that treating a long-COVID sufferer less favourably because they have long COVID or, for example, have high levels of sickness absence or are unable to fully fulfil the requirements of their role could amount to direct disability discrimination or discrimination arising from a disability.

There can be difficulties and frustrations on both sides of employment relationships in situations where individuals can be fit to work one day but debilitated by their condition the next at short notice.

Employers should engage with employees experiencing long-COVID symptoms and consider whether any reasonable adjustments are possible to help with the problems that they are experiencing. These could include:

allowing phased returns to work (following sickness absence);
making adjustments to working hours and the type of work done;
allowing continued homeworking;
providing access to occupational health and employee assistance programmes;
proactively managing absence;
educating line managers about the importance of applying policies and procedures in a non-discriminatory way;
speaking to insurance providers to find out what approach they are taking towards long COVID.

If you have any questions on any of the above, please get in touch with the office: sally.phillips@wardwilliams.co.uk or call 01932 830664.

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