From time to time I post about current HR topics…
Almost half of UK workers are looking to change jobs at any one time. In 2018 poor management was given as the top reason for job dissatisfaction by 50% of the 1,000 employed people surveyed, closely followed by pay and not feeling valued at work. (40%)
The survey didn’t differentiate between sectors. However in our sector, pay is likely to be lower than the private sector; sometimes up to 20% lower at senior level for jobs of comparable responsibility. Smaller charities often have no scope to offer career progression unless someone more senior moves on or retires. However we can have a big impact on how staff are valued and manager’s skills in managing.
Staff turnover costs a lot of money so it is always worth investing in your staff wellbeing, training and as this survey shows, in your managers’ skills and abilities. Direct line managers have the single most important impact on staff retention!
Contact me for a discussion on an integrated Performance management system that works.
We’ve been in the EU since 1972, and much of our employment law comes from EU law. Post Brexit, there will be no immediate effect on employment law. I think the Government will be busy in other areas first. Existing EU Directives are generally already implemented in the UK by regulations or Acts of Parliament; for example, the EU equality Directives are contained in the Equality Act 2010. In case law, ECJ decisions made before leave date will continue to bind UK courts in the interpretation of relevant laws, but those made after won’t.
There are some rights, currently derived from EU law that could be targeted by any Government wishing to reduce workers’ rights using new domestic laws post Brexit: for example the harmonisation of contracts after a TUPE transfer; the calculation of holiday pay; agency workers’ rights; and capping compensation in discrimination claims.
If you want to keep up to date with your employment responsibilities post Brexit then sign up to getting my Employment law briefings. Just email me and let me know.
The average sickness absence rate is about 3% of working time or roughly 6-7 days per person per year. Managing Sickness absence fairly is about getting and keeping channels of communication and expectations open; good records of sick notes; return to work interviews and keeping track of agreed actions on both sides.
We do have the right to ask for medical information to help us assess if the employee might be disabled under the meaning of the Equality Act. This can be from their doctor or Occupational Heath as we need information to act fairly. We are not medical professionals and can’t make stuff up about health matters.
The actions we can fairly take to be sympathetic but still set clear parameters with unwell employees depends very much on individual circumstances and each case is different. A lot depends on the individual’s history and prognosis.
Please get in touch with me if you would like my help in discussing a particular action plan.