Is Your Management Style Killing Your Business?

My client Greg was feeling totally overwhelmed with running his business; ensuring the quality of his products, managing his staff, keeping his clients happy, keeping up with the invoicing, admin, marketing and all the other essential things.

So when I sat down with him to make a plan to lighten his load, so that he could scale his business I thought he’d need a hiring plan, then he told me there were four office based staff as well as his manufacturing team!

When we discussed what his team actually did, it transpired that he’d hired people with the right skills (admin, marketing, fulfilment) but didn’t trust them to deliver to his exacting standard, so everything went through him!

Greg was the funnel that slowed everything up!

So after looking the structure and responsibilities of those on his team. I spent some 1-2-1 with his team to get their ideas on improving the business and I got a ton!! They were insightful, detailed and his team were more than ready to implement them.

Then I asked why these ideas hadn’t been shared with Greg and I was told, “as far as he is concerned, the only good ideas are his own”.

“Leaders who don’t listen will eventually be surrounded by people who have nothing to say!”

— Andy Stanley

Greg and I talked at length about how he could empower his staff but still be confident that the outcome would be of a high standard.

Using our Leading for Growth systems and processes, we set objectives and had his team create project plans, so that progress could be tracked and reviewed at every stage.

Greg was able to get some time back to focus on business build activities and fun family time and his team were able to work to their full potential.

A total win/win!

Staff are an investment of time and resource. It’s so vital that you ensure that your team are challenged and there is value for you to have that person in your team. It’s a mutual transaction. I personally believe that anyone who works with me should be better at the end than at the start.

How are you bettering your team and your business?

Learning and developing in a role is a key reason why people stay with an employer, so is having autonomy. Build a team that can grow with you.

Grab our FREE guide to Hiring to make sure you hire the right person with the right skills at the right time.

Do you dread managing staff?

There are two distinct types of business owners, those who strive to build a business large enough to support or team and those who never want to manage a team ever. Like EVER.

Sometimes it is down to a traumatic past management experience or other times it’s the belief that no one will be able to do it as well as you.

Can you relate …

It happens in the corporate world too.

Simon was an IT genius, so when his boss left and the role was opened up for internal candidates, we were all waiting in anticipation for his application to hit our inboxes, but when he hadn’t expressed an interest in the role 24 hours before deadline I thought I’d have a chat and check everything was ok. Simon told me he loved his role and had no interest in managing a team, taking on their issues and spending less time working on the systems he loved.

I could understand where he was coming from, I went through the same challenge with my first large scale senior HR role and so I was able to share that as a manager it is your responsibility to get things done but that doesn’t mean you have to do it. It is in your gift to develop others by delegating tasks and using your skills and knowledge to improve the department. I also promised to ensure he received the management training he needed should he be successful in obtaining the role.

After our talk Simon did apply for the role and was successful, he was recognised for his outstanding contribution and with coaching and an awesome mentor is now Head of Department.

Do you feel fearful that managing a team will dilute your fun and control?

The truth is, the power is in YOUR hands.

Management is a skill like any other, you have to learn the theory and then apply it practically to hone your skills. Everybody makes mistakes, you haven’t gotten to where you are with your business without making mistakes, so you have to accept that your team will make them too. The important thing is that you give them the feedback needed to improve.

If you are wary about adding to your team or delegating more responsibility, here are three tips to help you:

1. Be clear about the outcome, you need to clearly demonstrate what good looks like. Don’t get bogged down in the detail your team may well have a more efficient way to reach the goal

2. Allow extra time, give a deadline with some wriggle room so that if things need to be tweaked you have time to give feedback and get your team member to action rather than do it yourself.

3. Give positive feedback, everybody likes to hear ‘Well Done’ and it motivates them to continue striving for excellence

If you need some help with getting the Managment Fundamentals right, contact us here to see how we can assist you.

How to make sure you are on the right path

May is National Share a Story Month, so this month we’ll be sharing an interesting HR story a week and I hope you will share some of your stories or with us.

As an HR consultant, I always get asked about juicy scenarios, especially when I’m with other business owners or HR Professionals, normally I’m very discrete but I’m going to share (while anonymising the names!). I shared my own story in an interview with Bella networking, click here to check it out.

We started working with a new client who contacted us after receiving a lawyers letter challenging the way they had dismissed a member of staff, threatening to take them to the employment tribunal for unfair dismissal. 

It turned out that Julie in their sales team had raised a grievance against her boss Andrew for sexual impropriety; they had been in a relationship (which he should have informed the company about) and when Julie ended the relationship, Andrew continued to attempt to be intimate with her in the workplace.

Julie’s grievance was not upheld, nor her appeal and so she produced a sick note for work-related stress stating that she was signed off from work for a month. As her manager was accused of improper behaviour, he didn’t contact her while she was off sick and neither did anyone else. A month later they received another sick note for a month. Another manager then wrote to Julie inviting her in for a meeting to discuss her sickness, Julie refused to come into the office as she felt uncomfortable and so they terminated Julie’s contract and advertised her role. 

The letter from the lawyers stated that my client hadn’t followed their own policy and that they had unlawfully withheld pay. 

I looked into the case and informed the client that had not handled the case correctly and would need to negotiate a settlement because:

• During the investigation process, they suspended Julie but not Andrew which can be seen as apportioning blame.

• Andrew’s manager investigated the case rather than an independent individual.

• They did not have an appeal hearing, but reviewed the report from the initial investigation and sent a written response, which was not detailed in their own policy.

• They failed in their duty of care to support their employee when she was signed off for stress.

• Statutory sick pay was not paid to Julie while she was signed off.

• Julie did not receive her contractual notice pay.

• Julie was not given the opportunity to appeal to her contract dismissal.

It wasn’t entirely my client's fault, they had been working in the US and so were not aware of some legislative differences in the UK.

Luckily for my client, we were able to settle the case by paying Julie what she was owned and agreeing to the wording for her reference.

Lesson Learnt - It is important to ensure that you are aware of the correct process to complete when you have staff issues; failure to properly follow process is deemed as automatically unfair by the Employment Tribunal.

Schedule a call to discuss how we can keep you out of HR trouble here.

Retaining Top Talent

Priya’s accountancy firm had been running for 4 years, she had painstaking built her business from scratch; knew each client personally and had recruited and developed her team so that she as certain that her clients were receiving an excellent service.

Then Richard one of her longest servicing employees resigned.

She was distraught, “I’ve poured so much into developing him, why would he leave?” she asked. “He seemed happy, what if this is the start of a exodus?”

Ever felt like this?

Losing a valued employee can be a business owners worst nightmare. It’s takes a lot of time, effort and resource to recruit and onboard new team members.

Priya and I met with Richard to get some feedback on his decision to leave to business, turned out that he found a new job, closer to home, that would enable him to spend more time with his young family.

While he wasn’t about to change his mind about his resignation, he did give us some valuable insight in to the team and we used them to communicate effectively with staff and build team morale.

Worried about losing a valued team member? Here are a few tips to help you:

1. Build and maintain great relationships with your team; have a open and respectful relationship with your team, spend time together and show genuine interest in the things that they are interested in.

2. Communicate your team mission and aspirations; ensure that everyone in your team knows how they fit into the aspirations for the business and what their path to growth is.

3. Ask for feedback; it is important that your team feels heard and they their ideas are taken into consideration as you grow and scale your business.

4. Measure morale regularly; team meetings and employee satisfaction surveys are a good way of checking in.

5. Understand what motivates each individual; everyone is different and that may mean communicating and creative incentives differently to suit individual personalities .

Need help recruiting and retaining your team, DM us and we’ll be in touch to schedule a quick call to see how we can help you

Three things NOT to do when Interviewing

I got an excited call from my career coaching client Lola, she’d got an interview for a role that she really wanted and was so excited! We prepped questions and techniques to stay relaxed and off she went. I then received an emotional call from her after her interview, the first thing she said was “I DO NOT want to work THERE!”. Turned out that the panel threw question after questions at her, didn’t smile or show any positive body language, or even offer a glass of water! Her experience put her off that company for life!

Here are THREE things that you should NEVER as an interviewer: 

One – Don’t make it all about the candidate’s skills 

Remember that interviews are a two-way sales process, don’t just throw out “Why do you want to work for us?” and “Why are you the best person for this role?” questions. Tell the candidate about your company, why it’s a great place to work, who’ll they’ll be working with and most importantly how you see the role developing. 

Two – Don’t be a scary interviewer 

Interviews are stressful enough without adding to the situation. We’ve all been in that sweaty palm, heart racing situation (sometimes as an interviewer!). To get the best out of a candidate, you want them to be at ease. Make them feel comfortable and indulge in a little small talk to develop a rapport. You’ll get more genuine responses and better insight into what they’d be like to work with. 

Three – Give feedback 

Even if a candidate isn’t right for you right now, they may be later on, or be able to recommend someone to you. They’ll only do that if they’ve had a great candidate experience and a big frustration for job hunters is a lack of feedback; after all how can they improve if no one tells them what needs improving!

Spend 5-10 minutes on the phone or writing an email with specific feedback, give 2/3 positives and 2/3 areas for development.

If you are planning to start or build your team get our FREE recruitment cheat sheet, giving you all the do’s and don’ts of interviewing to keep you legislatively compliant, with sample questions for you to ask.

I am a BAD girl scout

I spent a significant amount of time in January helping a GP practice ensure that their clinical and non-clinical policies were in place and as required before their next CQC (Care Quality Commission) inspection. 

A big part of that was ensuring their disaster recovery policy was in place and robust enough handle the building collapsing while the couple who managed the practice were climbing mount Kilimanjaro (and so uncontactable). We looked at remote access to telephone systems, the sister surgery that could see their clients, contact details for all of their staff and regulatory bodies that would need to be contacted, how they could access their patients files, etc.

I have a background in IT, so I know how import it is to back up your important data and know how to locate it in a pinch – especially as a business owner!

But somehow I messed up! 

Yesterday I dropped my iPhone face down on the concrete and it now has a half black screen. No problem I thought, I swapped my SIM into a perfectly functioning older model and rushed off to my evening meeting only to discover that my phone is essentially useless without all the apps that I depend on! 

Today I discovered that while I have backed up my laptop regularly, I haven’ t backed up my phone and so I am missing photos and contact details for quite a few important contacts. So today has been spent attempting to coax my broken phone to release the images and number (Thank the Lord for Suri!). 

I have totally not been following my own advice, so as much as to myself as to you, here’s a little reminder:

• Back up all the files on your laptop at least weekly (more often dependent how much activity happens in a week. 

• Back up to the cloud if you can, if not make sure your back-ups are stored off site.

• Ensure that more than one person knows how to retrieve your data.

• Back up your phone and tablets regularly.

• Document the process, so that it can be actioned in your absence.

The plan is to ensure that should you need to start your business over, you have all the data you’d need to hit the ground running.

Need any help ensuring that you and your team is prepared for an emergency, contact us for a quick chat on how we can disaster proof your business.

Managers, the new poor relation?

Gil’s business has been going for 6 years. It’s grown steadily year on year, and Gil built a really great team to support him and bring in the additional skills that he needed to professionalise his operations.

In the last year his team grew from a nimble 30 to over 100 staff. Far from being that answer to their fulfilment issues, product quality and customer service quality declined, while staff turnover increased.

At first the decline in quality was put down to poor hires, but when the problems continued, and a couple of grievances were received from staff, it became apparent that there was a deeper issue.

The rapid growth of the business meant that high performing staff were promoted to management positions, and given responsibilities for recruitment, staff development, budgets and production, with little or no management training or previous experience.

It was assumed that those promoted would be excellent managers, but no actual training or support was given. This led to inconsistencies in way staff were managed, which led to division and resentment within teams, and certain behaviours going unchecked. For example: when Donna asked her manager to work from home 2 days a week, it was approved informally. However when Amira asked her manager for the same, it was refused with the reason that it was bad for team morale. Likewise sickness hasn’t been treated the same, with managers interpreting the policy differently.

The newly promoted managers were also struggling to get their day job done and deal with staff, so were getting burnt out and still failing to reach their numbers.

We often find that great staff are promoted because they are amazing at one thing, but as business owners we know that a management role comes with lots of plates to keep spinning.

We helped Gil’s team support their managers with a bespoke Management Development Programme to ensure that any skills gaps were addressed, all managers had a clear understanding of their responsibilities and were provided coaching and mentoring support.

Are your Managers the poor relations?

January is a great time to review the skills of you and your managers. If you need some help, get in touch to discuss how we can help you.

Are you protecting your team from Stress and Anxiety?

When Ian walked into the café I barely recognised him. It wasn’t just that he wasn’t wearing his usual sharp suit, he seemed to have shrunk and his usual smile and twinkling eyes had disappeared.

Ian was a member of the board, he managed a team of 5 and budget of millions! He had a beautiful wife, gorgeous children, wore a signet ring, Lived in a NICE part of London – He was posh!

He belonged to a club that I aspired to (at that point in my life!), so even though I’d seen the Dr’s notes and spoken to him on the phone, I wasn’t prepared for the person who turned up in front of me.

Ian had been signed off for stress for the past 3 months, he’d exhausted his company enhanced sick pay and was receiving statutory sick pay that wouldn’t make a dent in his outgoings. So he’d met us to discuss coming back to work, but it was obvious that he wasn’t ready yet. I watched him deflate when I said we’d need a fit note from his doctor and for him to see our occupational health team before he could return.

It turned out that this wasn’t the first time that he’d experienced stress and anxiety at work, and even though he’d felt it coming on, he didn’t mention it to anyone because of the stigma attached to his condition.

We worked with Ian’s doctor and therapist and he returned to work in a phased manner when he was ready ….

But I was angry that we’d failed him as employers, he hadn’t felt comfortable to share his mental health issues and therefore get access to help before he became unable to attend work.

Also, we had a duty of care, was his manager lax in ensuring his workload and external pressures were being monitored? When was the last time he’d had a 1-2-1? 

Did you know that Stress Management is one of your responsibilities as a business owner as part of the health and safety regulations?

This experience led to a series of changes being implemented to ensure that Managers were aware of the warning signs of stress and anxiety in their team members and were having regular 1-2-1 meetings.

Remember the top four reasons for absence due to stress and anxiety in the workplace are:

• Workload: 44%

• Lack of support: 14%

• Changes at work: 8%

• Violence, threats or bullying: 13%

Do you and your managers regularly check on the mental health of your staff?

Here are some tips for dealing with cases of stress:

• Treat stressed employees in the same way as those with a physical health problem.

• Discuss the issue with the employee and demonstrate that you are concerned with their health.

• If their work is being affected, explore the option of a referral to Occupational Health.

• Ask if there is anything as a manager you can do to help/try and identify the stressors.

• Seek advice from the employee on any action that could be taken to alleviate the stress e.g. simple modifications to work for a short period, increase communication etc.

• Advise the employee about sources of help e.g. Employee Assistance Programme.

• Document agreed actions and actively follow up to ensure stress levels have been reduced.

• Review and if necessary modify the work tasks and responsibilities of employees who have had sickness absence due to stress as a result of their work.

• Be aware of the impact of stressed employees on other members of staff.

If you are concerned about stress in the workplace, contact us to discuss how we can assist you.

I’m NEVER Managing staff again

I meet a lot of people and I can guarantee that someone will always tell me about a terrible experience they had with managing a team, which is why they’ll never do it again. Then they’ll tell me about their aspirations for their business or their career and I’ll just know that they’ll need to manage people in one shape or another to reach their target.

Do you have one of those nightmare stories?

Don’t get me wrong, I totally get it. There was a time when I literally cried every morning at the thought of going into work, I couldn’t even put the frustration that I felt into words, because I couldn’t trust that things would be completed in the way I needed them to and so I was working all the hours and doing EVERYTHING myself!

But I found a way through because, I wasn’t about to let anyone ruin my opportunity to achieve greatness and that’s what I do for my clients, help them to realise their aspirations.

Like Sandy who previously hired a deputy manager who had misappropriated funds; and so while she had grown her business and hired other staff, she could not bear to delegate any of the people management or financial elements of her business and so was stuck doing accounts and chasing invoices, when she should have been creating value for her clients and opening up new opportunities.

Sandy wasn’t loving her business, because she never got to do the fun stuff anymore and was working long hours and weekends. We worked on a programme to train and empower her managers, and delegated all of the people management activities to the managers (as it should be!); hired administrative staff and recruited a deputy. This meant that Sandy had more time to focus on growing and scaling her business, her customers were happier because they no longer had one stressed individual as their point of contact. Also, a new automated system for invoicing and chasing was implemented. This has meant that Sandy has been able to build her team

All this was possible because Sandy got the right systems, policies and processes in place for her business, so that she could ensure she wouldn’t be burnt again and that any employees issues could be nipped in bud.

If fear is the thing that’s holding you back from starting or building your team, you can start building your confidence, with our FREE comprehensive hiring guide and join our FREE Facebook group, for business owners who have staff or are planning to hire staff, where you can ask questions and seek advice – Let’s make your dream a reality.

Being the referee has perks

I’m a live and let live type of person. I like to think we are all mature enough to behave correctly. The only people I correct about behaviour are my children and those of close friends and family.

I know I’m HR, but I don’t want to police anyone, y’know? I set professional expectations and expect them to be followed.

So, when I realised that Zoe and Stuart stopped going to lunch together and didn’t actually speak with each other, I thought it would just blow over. They were friends way before I joined the organisation.

Then I received grievances from each of them about the other – on the SAME day! So I had no choice but to intervene. It seemed their friendship started suffering when, Zoe was promoted and became Stuart’s supervisor. 

Does this sound familiar to you?

I figured the best thing to do was get them in a room for a mediation session. I explained the rules around listening and respect, and opened the floor. It turned out that Stuart thought being managed by a mate meant that Zoe would cover for him the way she had when they were colleagues, while Zoe thought that Stuart should require less support than the other team members to hit targets, as she believed he was just as competent as her.

As I sat around the table with them clarifying the meaning behind the “always” and “nevers”, and finding the middle ground of their assumptions and expectations of one another, I felt like a Premier League referee.

Once we agreed and established professional boundaries, they were able to rebuild their friendship and work well together. So well that when Stuart got promoted to supervisor, he had Zoe to thank for raising his “A” game. And I got an honourable mention too.

See, refereeing has its perks!

If you’ve been noticing a change in the vibe amongst your team – here are some tips for an effective mediation session:

Leave your assumptions at the door – It’s easy to jump to conclusions when you’ve heard two versions of a story, don’t let your experience with either party lead to you to drawing conclusions.

Remain unbiased – you are an objective facilitator, you cannot take sides or show any bias. Treat both individuals equally.

Set the stage – Establish the rules for the how the session will go.

Don’t be afraid to pause – if it feels like the conversation is getting too heated or the rules are not being adhered to, you can adjourn for a break or reschedule for another day.

Make sure everyone has their say – It’s is important that both parties get to clear the air and get all of their frustrations out on the table.

Listen to understand – You do not need to solve the issue, you are supposed to facilitate a conversation NOT dictate the outcome.

Clarify points to make sure both parties are hearing the same thing – Often people jump to conclusions and hear what they are expecting to hear, rather than listening, it is your job to ensure that both parties, hear and understand each other’s issues.

Agree a set of boundaries to prevent issues reoccurring – The ideal outcome is to eliminate the behaviour that caused the issue between both parties, by implementing clear professional boundaries and expectations.

Review regularly – One mediation meeting may not be enough. You need to ensure that the issues do not reoccur, keep a check with both parties, to ensure the boundaries are being adhered to.

If you need a referee to help you with some mediation, contact us and we will schedule a call to discuss how we can help.

Are your Job Descriptions up to date?

I have to be honest, I’ve personally never had a job description (JD) that was up to date for more than three months at a time, but that’s because I’ve always recognised that to progress my career I needed to do more than my JD.

That being said, it is always good to keep track of how roles are changing and developing within your business.

This week I met with client of mine to discuss an upcoming restructure that has come about because of business growth. We had already established the new structure and additional roles that would be needed.

So we looked at what needed to be removed from his role to ensure that he was able to focus on the important elements, which would ensure the business continued to thrive, and then reviewed the existing JD’s for his team, so we could add some additional responsibilities.

What was interesting was that some of the tasks that the CEO was doing were already in his teams JD and that there was even one individual who did not have a job description at all! Needless to say that has been rectified and we have formulated a plan of action, for consultation and implementation.

It is really hard effectively recruit, set objectives and monitor success without having an up to date job description as a foundation document. Also when dealing with under-performing staff it is important that their job descriptions are correct, as you could be disciplining then for under-performing a task that they morphed into with no training or support.

A JD doesn’t need to be pages and pages, or a To Do list! Just ensure it covers the following:

• Job Title
• Who the role reports to, and other key stakeholders
• Where the role sits within the team, department and business
• Key areas of responsibility and the deliverable's expected
• Required education and training
• Soft skills and behaviours necessary to excel
• Location and travel requirements

And Remember NOT to include:

• Internal terminology, jargon or acronyms
• Anything that could be considered discriminatory
• Writing a Wish List

As a business owner you wear many hats, it’s important for your personal growth, as well as that of your business to ensure that you have an effective and efficient team, where responsibilities and objectives are clear and transparently communicated. Having up to date job descriptions is a big part of that.

When your Path is Rocky

We offer Career Coaching to both businesses and individuals – normally with our corporate clients we are working with their graduates or interns as they embark on their career, or experienced staff going through the uncertainty of a restructure. However, the individuals that we work with can be at any stage in their career, just starting, returning to the workforce after a career break, looking to change career or winding down to retirement.

I find these sessions really interesting and fulfilling as often the individual has a burning passion for something that they do (or used to do) in their spare time and never imagine that they could forge a career or start up a business in that area.

For example, I met with a lady who had an established career, she was on the management track, having gone through a management training programme with a large retailer. She then moved into local government management and had worked her way up to senior management. However, she had reached a ceiling, there was nowhere further of interest for her to go in local government and central government didn’t appeal.

When I reviewed her pre meeting questionnaire, I was amazed to see that she’d never pursued what she studied at university, even though I could see that she was volunteering in that sector. When I asked her about it, she said she would love to get paid for delivering that service, but when she graduated it was so hard to get into it, that she applied for the trainee management program at the retailer where she had a part time job during her studies and the rest was history. I could see her eyes light up at the idea of having a fulfilling career in an area that she was passionate in.

We looked at her ideal role and dream employers, we also looked a freelance options and created tailored CV’s, covering letters and prospecting messages. My lovely client was able to secure her ideal role, make a good living and get the work life balance she wanted by pursuing her passion. A year on, she is loving her role and mentoring others.

My coach always says “All of the things you have experienced, positive and negative, come together to make your life’s work”.

Here are a few tips to help you find your dream role or business:

• What do you LOVE to do?
• What do you DISLIKE doing?
• What do people often ask for your HELP with?
• What QUALIFICATIONS do you have?
• What SKILLS do you have?
• What does that little VOICE keep directing you towards?

Your ideal role is a combination of all of these elements. Take some time to sit and reflect, and you will find it!

Watch the Video on this subject here.

For help with your career planning you can find more details on our programme here.

When the team dynamic is tragic!

This week’s case study looks at resolving conflict using mediation.

I always say that the interesting thing about HR is working with people, it’s the interaction with individuals, learning about them and building relationships, then using that knowledge to influence, motivate, develop and exit them where necessary.

One of our clients contacted us, as they had a manager whose relationship with one of their team members had broken down to the point where they could not sit in the same room together. They asked us to come in and mediate with the pair as an outcome of a grievance, and see if their working relationship could be repaired, as they didn’t want to lose either person as they both had unique and hard to source skills.

We arranged a time to meet, laid down the ground rules for the discussion and began. It was soon established that some of their issues was due to cultural differences. The manager came from a country where disagreeing with your manager was not deemed as acceptable behaviour,  you were expected follow commands without questioning. The other individual came from a country where speaking your mind was expected and respected – Can you guess the countries?

The manager kept speaking over their staff member during the mediation process, every time they expressed their feelings, to the point that we had to adjourn the meeting to calm the staff member and reiterate the ground rules to the manager. After an hour and a half of clearing the air, we established the foundation for their working relationship going forward. We followed up with each individual at 1, 4 and 8 weeks post the mediation session and the relationship was much improved. They would never be friends, but had found some common ground and a language to communicate in.

Here are some tips for mediation:

• Both parties must be open to the process.
• Set ground rules.
• Remember you are there to facilitate only.
• Do not take sides.
• Compromise is the key.
• Listen actively – without interruption.
• You can adjourn if the meeting is getting heated.
• It may take more than one meeting to find a resolution.
• Not every situation can be solved by mediation.

Watch our managing directors Facebook live on the mediation here.

While mediation is not a guaranteed solution for conflict and can be time consuming. It gives you an insight into individuals and may help highlight some action that needs to be taken within your organisation to build better working relationships both internally and externally with clients. For details on how we can support you, click here.

How many version of the truth are there?

One of the joys that I get from working with entrepreneurs and small businesses is that we get to be a part of their organisation. Often their lean organisational structures mean that we get involved in second or final stages of grievance or disciplinary hearings as part of the process.

One client of mine contacted me when they received a report from a whistle-blower (Def: a person who informs on a person or organisation regarded as engaging in an unlawful or immoral activity – Oxford Dictionary). The nature of the accusation was very serious as it related to safeguarding (Def: To safeguard something or someone means to protect them from being harmed, lost, or badly treated – Collins Dictionary) and as the founder and director would need to hear the case and some of their direct reports were potential witnesses, we agreed to come in and investigate the case.

We had to speak with 12 different parties who were a combination of colleagues, managers and client of the accused individual, as well as keep the individual (who was suspended on full pay) updated with our progress.

We received differing versions of the same incident and other concerns were brought to light. To get to the bottom of things some witnesses were spoken with on three separate occasions.

In the final report we recommended that the individual involved be removed from the location that they were working in as their professionalism with those particular types of clients was in question and the individual admitted to not enjoying working with that client group. Subsequently the individual resigned and started a new vocation.

This was a complicated case, I wanted share some learnings that will help you when you have a case to investigate:

• Act as soon as possible – memory fade and the ability of individuals to conspire increases over time.
• Understand the policy you are working with – make sure you are clear on the process you are following and your obligations as a manager.
• No such things as too much communication – Keep updating those involved.
• Seek help – If you aren’t sure ask for help.
• Remain objective - do not make assumptions based on your previous experiences.
• Gather all the evidence – don’t disregard the small details.
• Be detailed in your recommendations – see it as preparation for an appeal of the outcome.

Bear these tips in mind and your investigations will be successful. For details of how we can support you, click here.

The day my professional mask slipped

A lot of the time when I meet someone new and tell them that I keep entrepreneurs out of HR trouble. I get told a dodgy or embarrassing story about an incident that an individual had to deal with. Everyone loves a bit of drama!

I like to think I’ve seen most things and am pretty difficult to shock. I am often told that I have a great poker face, but I do remember the last time a client only had to look at the look shock on my face to realise that something was very wrong!

I have a client that told me they had some outstanding issues that needed addressing when they signed up to receive our advice and support on a retained basis. I remember in our initial meeting they had probed pretty hard on our experience of dealing with staff relationships and even went as far as asking if we could create policies that banned them!

About two weeks into working with them, they contacted me because they had received an ET1 – the notification you receive from the Employment Tribunal Service when a claim has been submitted. So I went in to see them to gather evidence and see whether the case had legs.

It transpired that an employee had raised a grievance against her manager (whom it was rumoured she’d been in a relationship with) and when the grievance wasn’t upheld, she went off sick. The claim was for discrimination and also stated that she had not been paid.

When I asked for details regarding her sickness and pay. I was told we stopped her pay when she didn’t come into work and we haven’t heard from her and she hasn’t returned our calls. I asked for documents to substantiate that they had made contact and copies of the sick certificates; I was given one sick certificate!

At this point I could see that the look on my face made my client distinctly uncomfortable! I really wasn’t sure where to start cataloguing the mistakes that had been made, amongst other things they had NOT:

• Followed their grievance process and given the option of appealing the outcome of the grievance.
• Paid sick pay according to their policy.
• Documented the attempts they had made to contact the individual.
• Written to the individual after failing to contact her by phone.
• Demonstrated carrying out their duty of care to the individual

Now, in their defence they are American and this was their first experience of UK employment law, so they had made some assumption based on their U.S. experience.

I was able to speak with the individual and negotiate a settlement agreement with her (as she didn’t want to return to work), pay her was she was owed and her notice pay; for less than what it would have cost to prepare an Employment Tribunal case.

The lessons that my client (and I hope you) learnt from this experience were:

• Ensure you have comprehensive up to date HR policies in place.
• Follow your HR policies.
• Document what you have done.
• Don’t make assumptions, employment law can be complicated.
• Take advice before you act.

You can find the vlog on this subject here.

If you need HR advice and support to keep you out of HR trouble contact us to find out how we can help you here.