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Finding People



Providing work experience
 

You can offer a trainee work experience in your business as part of their traineeship.

1. Contact the National Apprenticeship Service to register your interest in traineeships.

2. Partner with a training organisation to design a traineeship to meet your needs. They’ll advertise the work experience placement for you.

3. Agree with the trainee and your training organisation exactly what you and they expect from the placement.

Register as an employer to track your vacancies on the apprenticeship vacancy system and view applications.

How long it lasts

Trainee work placements must last at least 100 hours. If your trainee gets unemployment benefits the placement can’t last longer than 8 weeks.

Pay and conditions

You don’t have to pay trainees or give them expenses, but you can if you want to.

You and your training organisation decide:

- what days and times the trainee will come to you for work experience
- what they’ll do

You must give constructive feedback and advice during the placement.

You should give the trainee a job or exit interview and formal feedback at the end of the placement.

Employing for the first time
 

Employing staff for the first time

There are 7 things you need to do when employing staff for the first time.

1. Decide how much to pay someone - you must pay your employee at least the National Minimum Wage.

2. Check if someone has the legal right to work in the UK. You may have to do other employment checks as well.

3. Check if you need to apply for a DBS check (formerly known as a CRB check) if you work in a field that requires one, eg with vulnerable people or security.

4. Get employment insurance - you need employers’ liability insurance as soon as you become an employer.

5. Send details of the job (including terms and conditions) in writing to your employee. You need to give your employee a written statement of employment if you’re employing someone for more than 1 month.

6. Tell HM Revenue and Customs (HMRC) by registering as an employer - you can do this up to 4 weeks before you pay your new staff.  

7. Check if you need to automatically enrol your staff into a workplace pension scheme.

Contracts
 

1. Overview

All employees have an employment contract with their employer. A contract is an agreement that sets out an employee’s:

- employment conditions
- rights
- responsibilities
- duties

These are called the ‘terms’ of the contract.

Employees and employers must stick to a contract until it ends (eg by an employer or employee giving notice or an employee being dismissed) or until the terms are changed (usually by agreement between the employee and employer).

If a person has an agreement to do some work for someone (like paint their house), this isn’t an employment contract but a ‘contract to provide services’.

Accepting a contract

As soon as someone accepts a job offer they have a contract with their employer. An employment contract doesn’t have to be written down.

2. Contract terms

The legal parts of a contract are known as ‘terms’. An employer should make clear which parts of a contract are legally binding.

Contract terms could be:

- in a written contract, or similar document like a written statement of employment
- verbally agreed
- in an employee handbook or on a company notice board
- in an offer letter from the employer
- required by law (eg an employer must pay employees at least the National Minimum Wage)
- in collective agreements - negotiated agreements between employers and trade unions or staff associations
- implied terms - automatically part of a contract even if they’re not written down

Implied terms

If there’s nothing clearly agreed between you and your employer about a particular issue, it may be covered by an implied term - for example:

- employees not stealing from their employer
- your employer providing a safe and secure working environment
- a legal requirement like the right to a minimum of 5.6 weeks’ paid holidays
- something necessary to do the job like a driver having a valid licence
- something that’s been done regularly in a company over a long time like paying a Christmas bonus

3. Collective agreements

An employer may have an agreement with employees’ representatives (from trade unions or staff associations) that allows negotiations of terms and conditions like pay or working hours. This is called a collective agreement.

The terms of the agreement could include:

- how negotiations will be organised
- who will represent employees
- which employees are covered by the agreement
- which terms and conditions the agreement will cover

4. Written statement of employment particulars

An employer must give employees a ‘written statement of employment particulars’ if their employment contract lasts at least a month or more. This isn’t an employment contract but will include the main conditions of employment.

The employer must provide the written statement within 2 months of the start of employment.

If an employee works abroad for more than a month during their first 2 months’ employment, the employer must give them the written statement before they leave.

What a written statement must include

A written statement can be made up of more than one document (if the employer gives employees different sections of their statement at different times). If this does happen, one of the documents (called the ‘principal statement’) must include at least:

- the business’s name
- the employee’s name, job title or a description of work and start date
- if a previous job counts towards a period of continuous employment, the date the period started
- how much and how often an employee will get paid
- hours of work (and if employees will have to work Sundays, nights or overtime
- holiday entitlement (and if that includes public holidays)
- where an employee will be working and whether they might have to relocate
- if an employee works in different places, where these will be and what the employer’s address is

As well as the principal statement, a written statement must also contain information about:

- how long a temporary job is expected to last
- the end date of a fixed-term contract
- notice periods
- collective agreements
- pensions
- who to go to with a grievance
- how to complain about how a grievance is handled
- how to complain about a disciplinary or dismissal decision

What a written statement doesn’t need to include

The written statement doesn’t need to cover the following (but it must say where the information can be found):

- sick pay and procedures
- disciplinary and dismissal procedures
- grievance procedures

Employers can download a template of a written statement of particulars to fill out.

Working abroad

If an employee has to work abroad for more than a month, their employer must state:

- how long they’ll be abroad
- what currency they’ll be paid in
- what additional pay or benefits they’ll get
- terms relating to their return to the UK

This information can be given to the employee in a separate document.

An employer may send an employee to another country in the European Economic Area (EEA). In this situation employees must get the terms and conditions that are the legal minimum in that country for:

- working hours and rest breaks
- holiday entitlement
- minimum pay (including overtime)

5. Problems with a written statement

If an employee has a problem receiving their written statement, they could:

1. Try to solve the problem with their employer informally.

2. If this doesn’t work, take out a grievance against their employer (employers can also get advice about handling grievances).

3. Take a case to an employment tribunal as a last resort. In Northern Ireland, a case would be taken to an industrial tribunal.

The tribunal will decide what the employment particulars in the statement should have been.

Compensation

If an employee wins a case about another issue (eg unfair dismissal), the tribunal may award compensation if there’s been a problem with their written statement as well.

Compensation can be 2 or 4 week’s pay although there’s a limit on how much a tribunal will award for a week’s pay.

Working hours
 

1. Overview

You can’t work more than 48 hours a week on average - normally averaged over 17 weeks. This law is sometimes called the ‘working time directive’ or ‘working time regulations’.

You can choose to work more by opting out of the 48-hour week.

If you’re under 18, you can’t work more than 8 hours a day or 40 hours a week.

Exceptions

You may have to work more than 48 hours a week on average if you work in a job:

- where 24-hour staffing is required
- in the armed forces, emergency services or police
- in security and surveillance
- as a domestic servant in a private household
- as a seafarer, sea-fisherman or worker on vessels on inland waterways
- where working time is not measured and you’re in control, eg you’re a managing executive with control over your decisions

Contact the Acas helpline or use the Acas Helpline Online to get further advice on working hours.

2. Calculating your working hours

Average working hours are calculated over a ‘reference’ period, normally 17 weeks.

This means you can work more than 48 hours one week, as long as the average over 17 weeks is less than 48 hours a week.

Your working hours can’t be averaged out if you’re under 18. You can’t work more than 40 hours in any one week.

Exceptions

Some jobs have different reference periods, eg:

- trainee doctors have a 26-week reference period
- the offshore oil and gas sector has a 52-week reference period

What counts as work

A working week includes:

- job-related training
- time spent travelling if you travel as part of your job, eg sales rep
- working lunches, eg business lunches
- time spent working abroad
- paid overtime
- unpaid overtime you’re asked to do
- time spent on call at the workplace
- any time that is treated as ‘working time’ under a contract
- travel between home and work at the start and end of the working day (if you don’t have a fixed place of work)

What doesn’t count as work

A working week doesn’t include:

- time you spend on call away from the workplace
- breaks when no work is done, eg lunch breaks
- travelling outside of normal working hours
- unpaid overtime you’ve volunteered for, eg staying late to finish something off
- paid or unpaid holiday
- travel to and from work (if you have a fixed place of work)

You have more than one job

Your combined working hours shouldn’t be more than 48 hours a week on average.

If you work more than 48 hours on average, you can either:

- sign an opt-out agreement
- reduce your hours to meet the 48-hour limit

3. Opting out of the 48 hour week

You can choose to work more than 48 hours a week on average if you’re over 18. This is called ‘opting out’.

Your employer can ask you to opt out, but you can’t be sacked or treated unfairly for refusing to do so.

You can opt out for a certain period or indefinitely. It must be voluntary and in writing.

Example of opt-out agreement:

I [worker’s name] agree that I may work for more than an average of 48 hours a week. If I change my mind, I will give my employer [amount of time - up to 3 months’] notice in writing to end this agreement. Signed…………………………………… Dated…………………………………….

Workers who can’t opt out

You can’t opt-out of the 48 hour week if you’re:

- airline staff
- a worker on ships or boats
- a worker in the road transport industry, eg delivery drivers (except for drivers of vehicles under 3.5 tonnes using GB Domestic drivers’ hours rules)
- other staff who travel in and operate vehicles covered by EU rules on drivers’ hours, eg bus conductors
- a security guard on a vehicle carrying high-value goods

Cancelling an opt-out agreement

You can cancel your opt-out agreement whenever you want - even if it’s part of your employment contract.

You must give your employer at least 7 days’ notice. You may have to give more notice (up to 3 months) if you have a written opt-out agreement.

Your employer can’t force you to cancel your opt-out agreement.

Pensions
 

Enrol your staff into a workplace pension

Employers will have to provide a workplace pension for eligible staff by 2018. This is called ‘automatic enrolment’.

Find out when you’ll need to start enrolling people - it depends how many people are on your payroll. This is known as your ‘staging date’.

Check you’re an employer

You’re usually an employer if you deduct tax and National Insurance contributions from an employee’s wages.

Check you’re an employer if you’re unsure what your duties are, for example you have a carer or employ someone to work in your home.

Employees who qualify for a workplace pension
You must enrol and make an employer’s contribution for all staff who:

- are aged between 22 and the State Pension age
- earn at least £10,000 a year
- work in the UK

You don’t have to enrol an employee if they give you proof of their lifetime allowance protection.

How to set up a pension scheme

You must set up a workplace pension scheme, if you don’t already offer one.

Use The Pensions Regulator’s Duties Checker to find out what you need to do and when you need to do it.

If you already have a workplace pension scheme, you must ask the provider if it meets the automatic enrolment rules.

How much you must pay

You must pay at least 1% of your employee’s ‘qualifying earnings’ into your workplace pension. This will rise to 3% in 2019 if approved by Parliament.

You can work out ‘qualifying earnings’ as either:

- the amount an employee earns before tax between £5,876 and £45,000 a year
- their entire salary or wages before tax

Paying contributions

You must deduct contributions from your staff’s pay each month. You’ll need to pay these into your staff pension scheme by the 22nd day (19th if you pay by cheque) of the next month.

You must pay your contributions for each employee by the date you’ve agreed with your provider.

You may be fined by The Pensions Regulator if you pay late or don’t pay the minimum contribution for each member of staff.

Holiday entitlement
 

1. Entitlement

Almost all workers are legally entitled to 5.6 weeks’ paid holiday per year (known as statutory leave entitlement or annual leave). An employer can include bank holidays as part of statutory annual leave.

Working 5 days a week

Most workers who work a 5-day week must receive 28 days’ paid annual leave per year. This is calculated by multiplying a normal week (5 days) by the annual entitlement of 5.6 weeks.

Working part-time

Part-time workers are also entitled to a minimum of 5.6 weeks of paid holiday each year, although this may amount to fewer actual days of paid holiday than a full-time worker would get.

Example

A worker works 3 days a week. Their leave is calculated by multiplying 3 by 5.6, which comes to 16.8 days of annual paid leave.

Irregular hours

People working irregular hours - eg shift work or term-time work - need to calculate their leave entitlement for irregular hours.

Limits on statutory leave

Statutory paid holiday entitlement is limited to 28 days. Staff working 6 days a week are only entitled to 28 days’ paid holiday and not 33.6 days (5.6 multiplied by 6).

Bank holidays

Bank or public holidays do not have to be given as paid leave.

An employer can choose to include bank holidays as part of a worker’s statutory annual leave.

Extra leave

An employer can choose to offer more leave than the legal minimum. They don’t have to apply all the rules that apply to statutory leave to the extra leave. For example, a worker might need to be employed for a certain amount of time before they become entitled to it.

Use the statutory leave calculator to work out a worker’s leave.

Other aspects of holiday entitlement

Workers have the right to:

- get paid for leave
- build up (‘accrue’) holiday entitlement during maternity, paternity and adoption leave
- build up holiday entitlement while off work sick
- request holiday at the same time as sick leave

Disputes

Paid annual leave is a legal right that an employer must provide. If a worker thinks their right to leave and pay are not being met there are a number of ways to resolve the dispute.

2. Holiday pay: the basics
Workers are entitled to a week’s pay for each week of leave they take.

A week’s pay is worked out according to the kind of hours someone works and how they’re paid for the hours. This includes full-time, part-time and casual workers.

Working pattern Pay
Fixed hours and fixed pay (part time or full time) A week’s holiday pay equals how much a worker gets for a week’s work
Shift work with fixed hours (part time or full time) A week’s holiday pay equals the average number of weekly fixed hours a worker worked in the previous 12 weeks at their average hourly rate
No fixed hours (ie casual work) A week’s holiday pay is the average pay a worker got over the previous 12 weeks (in which they were paid)
Calculating average hourly rate

To calculate average hourly rate, only the hours worked and how much was paid for them should be counted. Take the average rate over the last 12 weeks. If no pay was paid in any week, count back a further week, so that the rate is based on 12 weeks in which pay was paid.

Rolled-up holiday pay

Holiday pay should be paid for the time when annual leave is taken. An employer cannot include an amount for holiday pay in the hourly rate (known as ‘rolled-up holiday pay’). If a current contract still includes rolled-up pay, it needs to be re-negotiated.

More information

This is a general guide and doesn’t cover every type of working arrangement or all scenarios. For specific information about your holiday pay entitlement, contact the Advisory, Conciliation and Arbitration Service (Acas).

Acas 
Telephone: 0300 123 11 00

3. Calculate leave entitlement

Annual leave begins to build up (‘accrue’) as soon as a worker starts their job.

An employer can use a ‘leave year’ or an ‘accrual’ system to work out how much leave their staff should get.

Leave year

An employer must usually tell their staff the dates of their statutory leave year as soon as they start working, eg it might run from 1 January to 31 December.

Workers must take their statutory leave during this time. If a leave year isn’t set out in a contract then it will start:

- on the 1st day of a new job (if started after 1 October 1998)
- on 1 October (if started on or before 1 October 1998)

The leave year and holiday entitlement is not affected by maternity, paternity or adoption leave. The employee still builds up (‘accrues’) holiday over these periods.

Leave entitlement when starting a new job

If a worker starts their job part-way through a leave year, they’re only entitled to part of their total annual leave for the current leave year. What they get depends on how much of the year is left.

Use the holiday entitlement calculator to work out how much leave someone has left.

Accrual system

An employer can use an accrual system to work out a worker’s leave during the first year of the job. Under this system, a worker gets one twelfth of their leave in each month. So by the third month they’d be entitled to a quarter of of their total leave, eg 7 days out of 28 for a 5-day week.

Carrying over leave

The worker’s contract says how many days’ leave they can carry over into the next year.

If a worker gets 28 days’ leave, they can carry over up to a maximum of 8 days.

If a worker gets more than 28 days’ leave, their employer may allow them to carry over any additional untaken leave. Check the employment contract, company handbook or intranet site to see what the rules say.

If a worker can’t take all of their leave entitlement because they’re already on a different type of leave (eg sick, maternity or parental leave), they can carry over some or all of the untaken leave into the next leave year.

An employer must allow a worker to carry over a maximum of 20 of their 28 days’ leave entitlement if the worker couldn’t take annual leave because they were off sick.

4. Booking time off

The general notice period for taking leave is at least twice as long as the amount of leave a worker wants to take (eg 2 days’ notice for 1 day’s leave), unless the contract says something different.

An employer can refuse a leave request but they must give as much notice as the amount of leave requested, eg 2 weeks’ notice if the leave requested was 2 weeks.

Although employers can refuse to give leave at a certain time, they can’t refuse to let workers take the leave at all.

Part leave days

Some workers may be entitled to a part leave day - eg if they’re part-time or have a half day’s leave to take. How a part-day should be taken is up to the employer.

When leave can and can’t be taken

Employers can:

- tell their staff to take leave, eg bank holidays or Christmas
- restrict when leave can be taken, eg at certain busy periods

There may be rules about this in the employment contract or it may be what normally happens in the workplace. The notice period for this is at least twice as long as the leave they want their staff to take.

5. Taking holiday before leaving a job

During their notice period the worker may be able to take whatever is left of their statutory annual leave.

Use the holiday entitlement calculator to work this out. How much they get depends on how much of the holiday year has passed.

Taking more leave than the entitlement

If a worker has taken more leave than they’re entitled to, their employer must not take money from their final pay unless it’s been agreed beforehand in writing. The rules in this situation should be outlined in the employment contract, company handbook or intranet site.

Getting paid instead of taking holidays

The only time someone can get paid in place of taking statutory leave (known as ‘payment in lieu’) is when they leave their job. Employers must pay for untaken statutory leave (even if the worker is dismissed for gross misconduct).

If an employer offers more than 5.6 weeks’ annual leave, they can agree separate arrangements for the extra leave.

SSP
 

1. Overview

Your employees may be eligible for Statutory Sick Pay (SSP), which is £89.35. a week for up to 28 weeks.

You can offer more if you have a company sick pay scheme (you can’t offer less). Company schemes are also called ‘contractual’ or ‘occupational’ sick pay and must be included in an employment contract.

Holiday (or ‘annual leave’)

Statutory annual leave is accrued while the employee is off work sick (no matter how long they’re off) and can be taken during sick leave.

2. Entitlement

The weekly rate for Statutory Sick Pay (SSP) is £89.35 for up to 28 weeks. It is paid:

- for the days an employee normally works - called ‘qualifying days’
- in the same way as wages, for example on the normal payday, deducting tax and National insurance

Use the SSP calculator to work out the actual amount, for example for a daily rate.

Some employment types like agency workers, directors and educational workers have different rules for entitlement. You may still have to pay SSP even if you stop trading.

You can’t force your employees to take annual leave when they’re eligible for sick leave.

When to start paying SSP

SSP is paid when the employee is sick for at least 4 days in a row (including non-working days). You start paying SSP from the fourth ‘qualifying day’ (day an employee is normally required to work). The first 3 qualifying days are called ‘waiting days’.

You can’t count a day as a sick day if an employee has worked for a minute or more before they go home sick.

If an employee works a shift that ends the day after it started and becomes sick during the shift or after it has finished, the second day will count as a sick day.

Exception

You don’t usually pay SSP for the first 3 qualifying days unless they’ve been off sick and getting SSP within the last 8 weeks.

When to stop paying SSP

SSP stops when the employee comes back to work or no longer qualifies.

Record keeping

You don’t need to keep records of SSP paid.

You can choose how you keep records of your employees’ sickness absence. HMRC may need to see these records if there’s a dispute over payment of SSP.

3. Eligibility and form SSP1

To qualify for Statutory Sick Pay (SSP) employees must:

- have an employment contract
- have done some work under their contract
- have been sick for 4 or more days in a row (including non-working days) - known as a ‘period of incapacity for work’
- earn at least £113 a week
- give you the correct notice
- give you proof of their illness, only after 7 days off

Employees who have been paid less than 8 weeks of earnings still qualify for SSP. Use the sick pay calculator to work out how much to pay them.

An employee’s period of incapacity for work is not interrupted if they take annual leave during that time.

Employees can qualify for sick pay from more than one job.

They could also qualify in one job but be fit for work in another, for example if one job is physical work that they can’t do while ill but the other is office-based.

Exceptions

Employees don’t qualify for SSP if they:

- have received the maximum amount of SSP (28 weeks)
- are getting Statutory Maternity Pay or Maternity Allowance - there are special rules for pregnant women and new mothers who don’t get these payments
- are off work for a pregnancy-related illness in the 4 weeks before the week (Sunday to Saturday) that their baby is due
- were in custody or on strike on the first day of sickness (including any linked periods)
- are working outside the EU and you’re not liable for their National Insurance contributions
- received Employment Support Allowance within 12 weeks of starting or returning to work for you

Use the SSP calculator to check eligibility.

Linked periods of sickness

If your employee has regular periods of sickness, they may count as ‘linked’. To be linked, the periods must:

- qualify for SSP by lasting 4 or more days each
- be 8 weeks or less apart

Your employee is no longer eligible for SSP if they have a continuous series of linked periods that lasts more than 3 years.

Form SSP1

You must send an employee form SSP1:

- within 7 days of them going off sick, if they don’t qualify for SSP
- within 7 days of their SSP ending, if it ends unexpectedly while they’re still sick
- on or before the beginning of the 23rd week, if their SSP is expected to end before their sickness does

They can apply for Employment and Support Allowance (ESA) instead.

If your employee thinks this is unfair, they can appeal to HMRC - the form tells them how to do this.

Long-term illness

You can complete form SSP1 before the end of SSP if you know an employee will be off sick for more than 28 weeks. This means they can apply for ESA before their SSP comes to an end.

4. Notice and fit notes

Notice

The employee should tell you they’re sick within your own time limit (or 7 days if you don’t have one). You can’t insist they tell you in person or on a special form.

You don’t have to pay Statutory Sick Pay (SSP) for any days the employee was late in telling you (unless there’s a good reason for the delay).

Example

An employee is sick from Monday 6 June. They usually work from Monday to Friday.

You’ve set your time limit at 5 days’ notice, but they only tell you they’re sick after 7 days (on Monday 13 June).

You don’t have to pay them SSP for the 2 days they were late telling you.

You start paying SSP on Thursday 16 June - on the fourth ‘qualifying day’ (days an employee usually works on) after they told you they were sick.

Fit notes and asking for proof

After 7 days off sick you can ask the employee for a fit note from their doctor. This used to be called a sick note.

You can’t withhold SSP if the employee is late sending you a fit note.

If you get a ‘return to work plan’ for the employee through the Fit for Work scheme, you can accept this instead of a fit note.

If your employee is off sick frequently or for a long time, HMRC has information about getting medical advice.

5. Help with sick pay

Reclaiming Statutory Sick Pay

You can’t reclaim Statutory Sick Pay (SSP) for sick leave any more.

If you’re insolvent

HMRC will pay SSP for any employee who continues to work for you if they were sick when you became insolvent. Tell your employee to contact the Statutory Payment Disputes Team.

Statutory Payment Disputes Team 
Telephone: 03000 560 630 

If their sickness continues and you terminate their contract, give them a completed SSP1 form so they can claim Employment Support Allowance instead.

Pay and salary / pay and reward
 

PAYE and payroll for employers

1. Introduction to PAYE
As an employer, you normally have to operate PAYE as part of your payroll. PAYE is HM Revenue and Customs’ (HMRC) system to collect Income Tax and National Insurance from employment.

You don’t need to register for PAYE if none of your employees are paid £113 or more a week, get expenses and benefits, have another job or get a pension. However, you must keep payroll records.

Payments and deductions

When paying your employees through payroll you also need to make deductions for PAYE.

Payments to your employees

Payments to your employees include their salary or wages, as well as things like any tips or bonuses, or statutory sick or maternity pay.

Deductions from their pay

From these payments, you’ll need to deduct tax and National Insurance for most employees. Other deductions you may need to make include student loan repayments or pension contributions.

Reporting to and paying HMRC

Reporting pay and deductions

If you run payroll yourself, you’ll need to report your employees’ payments and deductions to HMRC on or before each payday.

Your payroll software will work out how much tax and National Insurance you owe, including an employer’s National Insurance contribution on each employee’s earnings above £157 a week.

You’ll need to send another report to claim any reduction on what you owe HMRC, for example for statutory pay.

Paying HMRC

You’ll be able to view what you owe HMRC, based on your reports. You then have to pay them, usually every month.

If you’re a small employer that expects to pay less than £1,500 a month, you can arrange to pay quarterly - contact HMRC’s payment enquiry helpline.

Other things to report

As part of your regular reports, you should tell HMRC when a new employee joins and if an employee’s circumstances change, eg they reach State Pension age or become a director.

You have to run annual reports at the end of the tax year - including telling HMRC about any expenses or benefits.

Choose how to run payroll

If you have to operate PAYE, you can choose how to run your payroll.

2. Choose how to run payroll

You can operate PAYE by either:

- paying a payroll provider to do it for you
- doing it yourself using payroll software

Paying a payroll provider

If you decide to pay a payroll provider (for example, a bureau or accountant) to run your payroll, you’ll need to consider how much support you’ll need.

You’re responsible for collecting and keeping records of your employee’s details. Your payroll provider will need these to run payroll for you.

Some payroll providers can offer you more support if you need it, for example keeping employee records, providing payslips and making payments to HM Revenue and Customs (HMRC).

As an employer, you’re legally responsible for completing all PAYE tasks - even if you pay someone else to do them.

Running payroll yourself

You need to complete certain tasks to set up payroll and pay your employees for the first time. This includes registering as an employer with HMRC and telling them about your employees.

Exemptions to online reporting

You may be exempt from reporting payroll online if:

- you’re prevented from using a computer on religious grounds
- you’re getting care or support services for yourself or a member of your family
- you’re unable to send reports electronically because you’re disabled, elderly or can’t access the internet

HMRC has guidance if you believe you’re exempt and would prefer to report on paper.

3. Setting up payroll

If you decide to run payroll yourself, you need to complete certain tasks to pay your employees for the first time. You can choose when and how often to pay your employees.

1. Register as an employer with HM Revenue and Customs (HMRC) and get a login for PAYE Online.

2. Choose payroll software to record employee’s details, calculate pay and deductions, and report to HMRC.

3. Collect and keep records.

4. Tell HMRC about your employees.

5. Record pay, make deductions and report to HMRC on or before the first payday.

6. Pay HMRC the tax and National Insurance you owe.

You’ll also need to complete certain annual reports and tasks to prepare for the next tax year, which starts on 6 April.

4. Keeping records

You must collect and keep records of:

- what you pay your employees and the deductions you make
- reports and payments you make to HM Revenue and Customs (HMRC)
- employee leave and sickness absences
- tax code notices
- taxable expenses or benefits
- Payroll Giving Scheme documents, including the agency contract and employee authorisation forms

Your records must show you’ve reported accurately, and you need to keep them for 3 years from the end of the tax year they relate to. HMRC may check your records to make sure you’re paying the right amount of tax.

If you don’t keep full records, HMRC may estimate what you have to pay and charge you a penalty of up to £3,000.

If your records are lost, stolen or destroyed

Tell HMRC as soon as possible if you don’t have records and can’t replace them. You must also do your best to recreate them - HMRC may be able to help if you’re not sure how much you paid your employees.

You must tell HMRC if your final payroll report of the tax year includes figures that are:

estimated - that you want HMRC to accept as final
provisional - that you’ll update later with actual figures

Data protection

You must follow rules on data protection if your business stores or uses personal information.

Minimum wage for different types of work

1. Overview

 The National Minimum Wage is worked out at an hourly rate, but it applies to all eligible workers even if they’re not paid by the hour.

This means that however someone gets paid, they still need to work out their equivalent hourly rate to see if they’re getting the minimum wage.

There are different ways of checking that workers get the minimum wage depending on whether they are:

- paid by the hour (known as ‘time work’)
- paid an annual salary, under a contract for a basic number of hours each year (known as ‘salaried hours’)
- paid by the piece - the number of things they make, or tasks they complete (known as ‘output work’)
- paid in other ways (known as ‘unmeasured work’)

Use the National Minimum Wage calculator to check if payments are over the minimum wage.

What counts as working time

For all types of work, include time spent:

- at work and required to be working, or on standby near the workplace (but don’t include rest breaks that are taken)
- not working because of machine breakdown, but kept at the workplace
- waiting to collect goods, meet someone for work or start a job
- travelling in connection with work, including travelling from one work assignment to another
- training or travelling to training
- at work and under certain work-related responsibilities even when workers are allowed to sleep (whether or not a place to sleep is provided)

Don’t include time spent:

- travelling between home and work
- away from work on rest breaks, holidays, sick leave or maternity leave
- on industrial action
- not working but at the workplace or available for work at or near the workplace during a time when workers are allowed to sleep (and you provide a place to sleep)

Example 1

A care worker has 2 appointments in the morning and doesn’t take any breaks. The worker must be paid at least the minimum wage for the time he spends at the appointments, plus the travel time between appointments.

Example 2

A care worker has 2 appointments, one in the morning and one in the afternoon. After the first appointment he goes home to have a break before he goes to his afternoon appointment. The time spent travelling from the first appointment to his home and from his home to the second appointment doesn’t count towards the minimum wage.

If the care worker didn’t go home but took a break on the way to his next appointment, he would be paid for any travel time but not for the break.

Example 3

A care worker has one appointment in the morning, then goes to the office to work there. At the office she is entitled to a 30-minute break. Then she goes to another appointment in the afternoon.

The worker must be paid at least the minimum wage for the time at the appointments, plus the travel time to and from the office. The break at the office doesn’t count towards her minimum wage calculation.

2. Paid by the hour

Workers paid according to the number of hours they are at work are classed as doing ‘time work’.

For these workers, the average hourly pay has to be at least the National Minimum Wage, worked out over the period each pay packet covers - so for a worker who gets paid once a month, this period will be 1 month.

Example

Workers in a call centre are paid for the number of hours they work each month.

Alan works in the call centre. He is 23 and is eligible for the minimum wage rate of £7.05. He works a total of 140 hours during the month of January.

This means he must be paid at least £987 for this month’s work (£7.05 multiplied by 140).

3. Paid an annual salary

A worker is doing ‘salaried hours’ work if they’re paid:

- a set basic number of hours each year under their contract
- an annual salary in equal weekly or monthly amounts

Salaried hours workers’ contracts might not state the basic number of hours as an annual figure, but it must be possible to work this out. Workers and employers can then use this figure to make sure the rate of pay is at least the minimum wage.

Work out the hourly rate

1. Find the basic annual hours in the worker’s contract.

2. Divide this by the number of times they get paid each year (for example 12 if they get paid monthly) - this gives you the average number of hours covered by each pay packet.

3. Divide the amount they get in each pay packet by this number (average hours). This gives you the worker’s hourly rate.

Example

Jeba’s contract says she must work 2,040 hours each year.

She’s eligible for the minimum wage rate of £7.05 per hour.

She gets paid monthly (12 times a year), so each pay packet covers an average of 170 hours (2,040 divided by 12).

This means she must be paid at least £1,198.50 a month (£1,198.50 divided by 170 makes £7.05) for the basic hours in her contract.

Use the National Minimum Wage calculator to check if a salaried hours worker is being paid at least the minimum wage.

Extra hours

Employers must pay at least the minimum wage for any hours worked in addition to what’s agreed in the worker’s contract.

4. Paid per task or piece of work done

Workers paid per task they perform or piece of work they do (known as piece work) are classed as doing ‘output work’. They must be paid either at least the minimum wage for every hour worked or on the basis of a ‘fair rate’ for each task or piece of work they do.

Output work can usually only be used in limited situations when the employer doesn’t know which hours the worker does (such as with some home workers). If an employer sets the working hours and the workers have to clock in and out, this counts as time work, not as output work.

Fair rate

The fair rate is the amount that allows an average worker to be paid the minimum wage per hour if they work at an average rate.

There is a way to work out the fair rate per piece of work done which employers must follow.

Work out the fair rate

1. Find out the average rate of work per hour (tasks or pieces completed).

2. Divide it by 1.2 (this means new workers won’t be disadvantaged if they’re not as fast as the others yet).

3. Divide the hourly minimum wage rate by that number to work out the fair rate for each piece of work completed.

Work out the average rate of work per hour

To work out the rate to pay workers, employers must carry out a fair test to see what the average rate of work is.

1. Test some or all of the workers. The group you test must be typical of the whole workforce - not just the most efficient or fastest ones.

2. Work out how many pieces of work have been completed in a normal, average working hour.

3. Divide this by the number of workers to work out the average rate.

4. If the work changes significantly, do another test to work out the new average rate. It’s not necessary to do another test if the same work is being done in a different environment, for example work previously done in a factory being done at home.

Example

Workers are paid for each shirt they make. They can produce on average 12 shirts per hour. This number is divided by 1.2 to make 10.

Andy is 25 and is eligible for the living wage rate of £7.50.

This means he must be paid at least 75p per shirt he makes (£7.50 divided by 10).

5. Paid in other ways (unmeasured work)

If the work isn’t covered by any of the other types of work, it’s ‘unmeasured work’.

Unmeasured work includes being paid a set amount to do a particular task, for instance being paid £500 to lay a patio, regardless of how long it takes.

To work out the minimum wage for unmeasured work, either:

record every hour worked and use the National Minimum Wage calculator to make sure the worker gets the minimum wage
make a ‘daily average agreement of hours’

Daily average agreement of hours

This is when the employer and worker agree a typical number of hours per day they expect to work on average. One agreement can cover several pay reference periods (for example, weeks if the worker’s paid weekly) if there’s no change in the average number of hours.

Daily average agreements of hours must:

- be agreed in writing
- be made before the start of the pay reference period they cover
- say how many hours the work should take each day (on average)

The employer must be able to prove that the number of hours worked on average is realistic.

Example

Louise is paid weekly and is 31. She’s eligible for the living wage rate of £7.50 an hour.

In a particular week she’s paid £120.

Her agreed daily average number of hours is 5.

In that week she worked for 4 days, so she’s counted as having worked 20 hours that week (4 times 5).

£120 divided by 20 hours gives a rate of £6 an hour. That’s less than the National Living Wage.

Making staff redundant
 

1. Overview

Redundancy is when you dismiss an employee because you no longer need anyone to do their job. This might be because the business is:

- changing what it does
- doing things in a different way, for example using new machinery
- changing location or closing down

For a redundancy to be genuine, you must demonstrate that the employee’s job will no longer exist.

Redundancies can be compulsory or non-compulsory. If you do have to make redundancies you can get help from Jobcentre Plus.

Employee rights

Employees have certain rights and may be entitled to redundancy pay if they’re made redundant.

All employees under notice of redundancy have the right to:

reasonable time off to look for a new job or arrange training
not be unfairly selected for redundancy
You should always take steps to avoid redundancies before dismissing staff.

Alternative employment

Employers must try to find suitable alternative employment within the organisation for employees they’ve made redundant.

Employees can try out an alternative role for 4 weeks (or more if agreed in writing) without giving up their right to redundancy pay.

2. Avoiding redundancies

You should take steps to avoid compulsory redundancies, for example by:

- seeking applicants for voluntary redundancy or early retirement
- seeking applications from existing staff to work flexibly
- laying off self-employed contractors, freelancers etc
- not using casual labour
- restricting recruitment
- reducing or banning overtime
- filling vacancies elsewhere in the business with existing employees
- short-time working or temporary lay-offs

Offers of alternative work

Even if you’ve selected someone for redundancy, you can still offer them alternative work.

For an offer to be valid:

- it should be unconditional and in writing
- it must be made before the employee’s current contract ends
- it should show how the new job differs from the old
- the job must actually be offered to the employee - they shouldn’t have to apply
- the new job must start within 4 weeks of the old job ending

Employees who accept an offer of alternative work are allowed a 4-week trial period to see if the work is suitable. If you both agree that it isn’t, they can still claim redundancy pay.

The trial period can be longer than 4 weeks if you agree this in writing.

If you think the job is suitable but the employee refuses to take it, they might lose any redundancy pay entitlement.

3. Lay-offs and short-time working

You can lay off an employee (ask them to stay at home or take unpaid leave) when you temporarily can’t give them paid work - as long as the employment contract allows this.

Short-time working is when an employee works reduced hours or is paid less than half a week’s pay.

Laying off staff or short-time working can help avoid redundancies - but you have to agree this with staff first.

This could be in:

- their employment contract
- a national agreement for the industry
- a collective agreement between you and a recognised trade union

National and collective agreements can only be enforced if they’re in the employee’s employment contract.

You may also be able to lay off an employee or put them on short-time working:

- where you have clear evidence showing it’s been widely accepted in your organisation over a long period of time
- if you agree with the employee to change their employment contract to allow them to be laid off or put on short-time working (this won’t automatically give you the power to do this without their consent in the future)

Statutory guarantee payments

Employees are entitled to these if you don’t provide them with a full day’s work during the time they’d normally be required to work.

The maximum payment is £25 a day for 5 days in any 3 months (ie £125). If employees usually earn less than £25 a day, they’ll get their usual daily rate. For part-time workers, the rate is worked out proportionally.

Employees can claim a redundancy payment from you if the lay-off or short-time working runs for:

4 or more weeks in a row
6 or more weeks in a 13 week period, where no more than 3 are in a row
They must give you written notice in advance that they want to make a claim.

You don’t have to pay if they’ll return to normal working hours within 4 weeks.

If you don’t give guarantee pay to someone who’s entitled to it, they could take you to an employment tribunal.

There’s more advice on lay-offs and short-time working on the Acas (Advisory, Conciliation and Arbitration Service) website.

4. Non-compulsory redundancy

Voluntary redundancy

This is where you ask employees if they’d like to volunteer for redundancy.

You must have a fair and transparent selection process and tell employees they won’t automatically be selected just because they applied.

Early retirement

This is where you offer employees incentives to retire early. It is used as an alternative to voluntary redundancy.

The offer must be made across the workforce - you can’t single out specific individuals.

You can’t force anyone into early retirement - it must be the employee’s choice.

5. Compulsory redundancy

If you decide you need to make compulsory redundancies, you must:

- identify which employees will be made redundant
- make sure you select people fairly - don’t discriminate

Fair selection criteria

Fair reasons for selecting employees for redundancy include:

- skills, qualifications and aptitude
- standard of work and/or performance
- attendance
- disciplinary record

You can select employees based on their length of service (‘last in, first out’) but only if you can justify it. It could be indirect discrimination if it affects one group of people more than another.

Don’t rely on length of service as your only selection criteria - this is likely to be age discrimination.

Unfair selection criteria

Some selection criteria are automatically unfair. You must not select an employee for redundancy based on any of the following reasons:

- pregnancy, including all reasons relating to maternity
- family, including parental leave, paternity leave (birth and adoption), adoption leave or time off for dependants
- acting as an employee representative
- acting as a trade union representative
- joining or not joining a trade union
- being a part-time or fixed-term employee
- age, disability, gender reassignment, marriage and civil partnership, religion or belief, sex and sexual orientation
- pay and working hours, including the Working Time Regulations, annual leave and the National Minimum

Wage

You should always consult employees in a redundancy situation.

6. Redundancy consultations

If you don’t consult employees in a redundancy situation, any redundancies you make will almost certainly be unfair and you could be taken to an employment tribunal.

You must follow ‘collective consultation’ rules if you’re making 20 or more employees redundant within any 90-day period at a single establishment.

There are no set rules to follow if there are fewer than 20 redundancies planned, but it’s good practice to fully consult employees and their representatives. An employment tribunal could decide that you’ve dismissed your staff unfairly if you don’t.

Consultation doesn’t have to end in agreement, but it must be carried out with a view to reaching it, including ways of avoiding or reducing the redundancies.

Collective consultation

Follow these steps.

1. You must notify the Redundancy Payments Service (RPS) before a consultation starts. The deadline depends on the number of proposed redundancies.

2. Consult with trade union representatives or elected employee representatives - or with staff directly if there are none.

3. Provide information to representatives or staff about the planned redundancies, giving representatives or staff enough time to consider them.

4. Respond to any requests for further information.

5. Give any affected staff termination notices showing the agreed leaving date.

6. Issue redundancy notices once the consultation is complete.

Notification

Notify RPS by filling in form HR1. Instructions on where to send it are on the form.

The deadline for notifying RPS depends on the number of proposed redundancies.

Number of proposed redundancies When notification to RPS must be given
20 to 99 30 days before the first redundancy
100 or more 45 days before the first redundancy

You can be fined an unlimited amount if you don’t notify RPS.

Consultation

There’s no time limit on how long consultations last, but there is a minimum period before you can dismiss any employees.

Number of proposed redundancies Minimum consultation period before dismissal
20 to 99 30 days
100 or more 45 days

Information you must provide to representatives or staff

You must provide written details of:

- the reasons for redundancies
- the numbers and categories of employees involved
- the numbers of employees in each category
- how you plan to select employees for redundancy
- how you’ll carry out redundancies
- how you’ll work out redundancy payments

7. Giving staff notice

You must give staff notice and agree a leaving date once you’ve finished the redundancy consultations.

Give staff at least the statutory notice period, based on how long they have worked.

Length of service Notice you must give
1 month to 2 years At least a week
2 years to 12 years A week’s notice for every year employed
12 or more years 12 weeks

You can allow staff to leave earlier than the planned leaving date (for example without notice) by offering payment in lieu of notice.

Notice pay

You must give staff notice pay - based on their pay rate and notice period - or make a payment in lieu of notice.

Pay in lieu of notice

If you have included a payment in lieu of notice clause in the employment contract, you can end your staff’s employment with no notice. This lets you make a payment to cover the notice period they would have worked.

These payments must have tax and National Insurance deducted.

When you make payments in lieu of notice, you still have to pay staff the basic pay they would have got during the notice period. You also have to pay pension, private health care insurance or other contributions if it’s in the employee’s contract.

8. Redundancy pay

Employees you make redundant might be entitled to redundancy pay - this is called a ‘statutory redundancy payment’.

To be eligible, an individual must:

- be an employee working under a contract of employment
- have at least 2 years’ continuous service
- have been dismissed, laid off or put on short-time working - those who opted for early retirement don’t qualify

You must make the payment when you dismiss the employee, or soon after.

A redundant employee also has the right to a written statement setting out the amount of redundancy payment and how you worked it out.

Statutory redundancy pay rates

These are based on an employee’s age and length of employment and are counted back from the date of dismissal.

Employees get:

- 1.5 weeks’ pay for each year of employment after their 41st birthday
- a week’s pay for each year of employment after their 22nd birthday
- half a week’s pay for each year of employment up to their 22nd birthday

Length of service is capped at 20 years and weekly pay is capped at £489. The maximum amount of statutory redundancy pay is £14,670.

You can give your staff extra redundancy pay if you want to, or have a qualifying period of less than 2 years.

You can use the redundancy pay calculator to work out payments.

If you don’t pay

If you fail to pay redundancy pay or if an employee disagrees with the amount, they have 6 months from the date their employment ended to make a claim for payment to an employment tribunal.

If an employee doesn’t claim in time, a tribunal still has 6 months to decide whether or not they should get a payment.

If you have financial difficulties

If your business would become insolvent as a result of making the statutory redundancy payments, the Insolvency Service’s Redundancy Payments Office may be able to help.

You’d have to repay any debt as soon as possible - contact the Redundancy Payments Helpline for more information.

Redundancy Payments Helpline
Telephone: 0845 145 0004 

Tax

Employees who’ve been made redundant only pay tax on payments over £30,000. They don’t pay any National Insurance.

Tax and National Insurance are deducted from other termination payments, for example payment in lieu of a holiday or notice.

9. Getting help

If you have to make redundancies, Jobcentre Plus can give you and your employees support and advice through its Rapid Response Service.

Support could include:

- helping people facing redundancy to write CVs and find jobs
- providing general information about benefits
- helping people to find the right training and learn new skills
- helping with costs like travel to work expenses

Jobcentre Plus may also provide on-site support for large scale redundancies.

How to get help

To find out how your business can use the Rapid Response Service, email rrs.enquiries@jobcentreplus.gsi.gov.uk and include:

- your contact details
- the town(s) your business is based in (including postcodes)
- the location(s) of the redundancies

Preventing discrimination
 

1. Overview

It is against the law to treat someone less favourably than someone else because of a personal characteristic, eg religion, gender or age.

Discrimination can include:

- not hiring someone
- selecting a particular person for redundancy
- paying someone less than another worker without good reason

You can discriminate against someone even if you don’t intend to. For example, you can discriminate indirectly by offering working conditions or rules that disadvantage one group of people more than another.

2. Discrimination during recruitment

Discrimination in job adverts

You must not state or imply in a job advert that you’ll discriminate against anyone. This includes saying that you aren’t able to cater for workers with a disability.

Only use phrases like ‘recent graduate’ or ‘highly experienced’ when these are actual requirements of the job. Otherwise you could discriminate against younger or older people who might not have had the opportunity to get qualifications.

Where you advertise might cause indirect discrimination - for example, advertising only in men’s magazines.

Get help advertising a job without discriminating

Small Business Recruitment Service
Telephone: 0345 601 2001 (option 2)

Questions you can’t ask when recruiting

You must not ask candidates about ‘protected characteristics’ or whether they:

- are married, single or in a civil partnership
- have children or plan to have children

Asking about health or disability

You can only ask about health or disability if:

- there are necessary requirements of the job that can’t be met with reasonable adjustments
- you’re finding out if someone needs help to take part in a selection test or interview
- you’re using ‘positive action’ to recruit a disabled person

You might be breaking the law if any discrimination happens during their recruitment process, even if you use a recruitment agency.

Asking for a date of birth

You can only ask for someone’s date of birth on an application form if they must be a certain age to do the job, eg selling alcohol.

You can ask someone their date of birth on a separate equality monitoring form. You shouldn’t let the person selecting or interviewing candidates see this form.

Spent criminal convictions

Applicants don’t have to tell you about criminal convictions that are spent. You must treat the applicant as if the conviction has not happened, and cannot refuse to employ the person because of their conviction.

There are some areas of employment that are exempt from this rule, eg schools.

Trade union membership

You must not use membership of a trade union as a factor in deciding whether to employ someone. This includes:

- not employing someone because they’re a member of a trade union
- insisting someone joins a trade union before you’ll employ them

Employing people with protected characteristics

You can choose a candidate who has a protected characteristic over one who doesn’t if they’re both suitable for the job and you think that people with that characteristic:

- are underrepresented in the workforce, profession or industry
- suffer a disadvantage connected to that characteristic (eg people from a certain ethnic group are not often given jobs in your sector)

You can only do this if you’re trying to address the under-representation or disadvantage for that particular characteristic. You must make decisions on a case by case basis and not because of a certain policy.

You can’t choose a candidate who isn’t as suitable for the job just because they have a protected characteristic.

Favouring disabled candidates

When a disabled person and a non-disabled person both meet the job requirements, you can treat the disabled person more favourably.

3. Discrimination during employment

You must not discriminate against your employees. This could be done by, for example:

- introducing measures that discriminate between workers, eg a benefit for married employees that’s not available for people in a civil partnership
- paying men and women different amounts (this includes benefits, eg company cars) when they’re doing work of equal value
- selecting someone for redundancy because they have a protected characteristic
- failing to make reasonable adjustments for a disabled worker
- firing someone for making an allegation of discrimination
- firing someone because they’re a union member
- unfairly rejecting a request for flexible working from a new parent

This includes self-employed people on a contract for you.

Training and promotion can’t just happen because of an employee’s age or the time they’ve worked for you.

You’re allowed to ask employees about their future career plans, including retirement. But you can’t just choose older workers for discussions about retirement. Such talks should be part of general discussions about each worker’s career development.

Employment tribunals

An employee who thinks they’ve been discriminated against may raise a grievance or take their case to an employment tribunal.

You’re responsible for discrimination carried out by your employees unless you can show you’ve done everything you reasonably could to prevent or stop it.

Employing family members

If you hire members of your family you must:

- avoid special treatment in terms of pay, promotion and working conditions
- make sure tax and National Insurance contributions are done correctly

Gender reassignment

The moment a worker tells their employer that they’re having gender reassignment, they’re protected from discrimination. Discrimination includes:

- disadvantaging the worker because of the time they have to take off because of medical treatment
- not enabling the worker to use facilities appropriate to their gender

To avoid discrimination, you must:

- change your records (eg human resources records) when the worker has a Gender Reassignment Certificate and a new birth certificate
- ensure complete confidentiality of all information the worker gives you about their gender history

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News

6 results found 
Momentum bring innovation to companies that are frustrated with the high cost of sales training.

Saturday 05 August 2017

As part of our partnership with global sales development Sales Star, based in New Zealand. we have developed an innovative and on-demand sales training product. This is ideal for businesses which are frustrated with the high cost of sales training which invaribly results in only short term increase in revenue and improvement in the skills of the people who have received training. The Sales Star on demand product delivered by Momentum to businesses throughtout the UK will help business owners and CEO's who are frustrated because they want to grow sales but.... Can't find a cost or time effective way of doing this. Cannot take the team off the road to get the growth required. Aren't sure what the right solution is or which provider to use. Find training fees prohibitive Are nervous about committing significant funds to training they cannot control. Sales Star on Demand provides business owners and sales managers the tools they need. Pete Evans, MD of Momentum comments " We are excited to be able to bring this product to businesses in the UK. It uses the latest technology and research so that we can support sales managers and business owners who have to manage and lead sales people. We are able to provide them with relevant tools which are fun and innovative. The other benefit is that businesses can grow their sales and revenues without the high cost which is typically associated with sales training" For further information please contact Pete Evans, pete@momentumss.com
Posted by Momentum Sales Solutions Limited
Digital agency welcomes University of Huddersfield student to the team

Wednesday 02 August 2017

Following a number of recent client wins, Cara Cardona has joined Brighouse-based Vizulate Digital in the role of Digital Marketing Business Administrator on a 12 month placement from the University of Huddersfield. It was her keen interest in digital marketing, e-commerce and creative projects that enticed Cara to the position, and she is now hoping to gain an in-depth understanding of digital marketing, as well as learning how a business-to-business service operates. Currently in the third year of a marketing degree at the university, Cara said: “I’m really excited to be joining a growing digital agency and looking forward to applying some of the academic practices I have learned in my first two years of study.” Speaking about the appointment, Vizulate Digital director Scott Brant said: “As a Digital Marketing Business Administrator Cara will be working closely with the rest of the team over the next 12 months, assisting in the delivery of a number of large scale digital projects for our diverse range of clients. “Cara’s appointment means we are now a five-strong team and have ambitious plans to grow the agency further over the next 12 to 18 months.”
Posted by Vizulate Digital
The benefits of being a member of Kirklees Business Hub

Friday 26 May 2017

Earlier this year, we returned from the Objective Management Group (OMG) International Conference in Boston, having won two awards, best new partner or "rookie" of the year award and an outstanding performance award. We wrote an article about our achievement on Kirklees Business Hub and included information about how we support businesses with improving their sales. The news article was subsequently shared by the team at Kirklees Business Hub on LinkedIn and Twitter. As a result of the article being shared, we received two new enquiries. One of the new enquiries is a business based in Kirklees and the other prospect is based in South Wales. Our business is already experiencing the benefits of the hub and we would encourage people to share their news. More importantly, attend the excellent events that are organised. The one I attended on Wednesday at the 3M Innovation Centre was excellent. It is a great opportunity to learn and make contacts with like minded local businesses.
Posted by Momentum Sales Solutions Limited
Cyber Security expert joins Security and Risk Management Organisation

Thursday 27 April 2017

The recruitment falls in line with Equilibrium Risk’s growth strategy, and is a result of another year of growth in profit Huddersfield-based security and risk management company, Equilibrium Risk have appointed Stefan Garczynski as the Head of Cyber Security. The appointment comes in response to a growing demand within the SME market, who have very limited access to effective cyber security and is furthered strengthened by the introduction of the General Data Protection Regulation (GDPR), taking effect next year. Stefan is an industry veteran with over 25 years’ experience in the IT industry, having worked on an array of projects for high-profile clients including the Home Office, Network Rail, NHS, and the Leeds City Council. Stefan specialises in ensuring that businesses have the correct governance and strategies in place to enhance a business’s security framework, at the same time making sure that businesses adhere to the various legal requirement bodies out there while identifying innovative ways to defend against cyber-attacks. Previously, Stefan spent over 11 years as a Section Officer for West Yorkshire police, providing services as a response officer, dealing with various first response activities and crime initiatives within Leeds city and south district, leaving in 2007, where he was awarded a Long Service Medial. Commenting on the appointment, Luke Appleby of Equilibrium Risk commented: “We are delighted to welcome Stefan to Equilibrium Risk. Stefan shares our ethos of becoming a trusted client resource in order to deliver the highest level of service and results. He has already proven to be a valuable addition to our team, and we are confident he will assist us in continuing to provide unique and bespoke security services.” Stefan Garczynski added: “Cyber security and the physical security of environments, people and processes has always appealed to me, which is why it is such an honour to be working with an organisation that places the importance of both these areas equally. I’m looking forward to getting stuck in and supporting the region’s SME’s with their security needs, especially with the upcoming regulations.”
Posted by Equilibrium Risk
Momentum Wins Objective Management Group Outstanding Achievement Award

Sunday 26 March 2017

Momentum has been a partner of Objective Management Group (OMG) for nearly 18 months and at the end of 2016, completed it;s first full year as a partner. OMG are the We are the pioneer and industry leader in sales force evaluations and sales candidate screening. Through being a partner of OMG, we are able to help businesses with accurate accurate insights for growing sales, profits and market share. We look at your people, strategies and systems and can tell you whether your people can actually execute the company’s strategies, meet your expectations and belong in the roles they are in. At the recent OMG international partners conference in Boston, Momentum received two awards, one as the best new partner or "rookie" of the year award and an outstanding performance award. We are delighted with these awards and look forward to working with businesses locally to help them increase sales. For further information about how we can help you, then click on the link below:- http://stats.objectivemanagement.com/397
Posted by Momentum Sales Solutions Limited
RoATP Acceptance

Tuesday 14 March 2017

Partners in Management have been accepted onto the Register of Apprenticeship Training Providers - RoATP for Management and Leadership Apprenticeships.
Posted by Partners in Management
6 results found 

Events Posted

27 results found, page 1 of 3.  
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All Present and Correct?
Tuesday 12 September 2017
Lockwood House, Brewery Drive, Huddersfield, Yorkshire, HD4 6EN
Free Entry - 20 places
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Adult Mental Health First Aid training
Tuesday 19 September 2017 - Wednesday 20 September 2017, 09:00 - 17:00
Paddock Village Hall, West View, Huddersfield, HD1 4TX
Free Entry - 11 places
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Youth Mental Health First Aid Training
Wednesday 20 September 2017 - Thursday 21 September 2017, 09:00 - 17:00
The Basement Recovery Project, 3, Union Bank Yard, Huddersfield, HD1 2BP
Free Entry - 15 places
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Adult Mental Health First Aid Training
Monday 25 September 2017 - Tuesday 26 September 2017, 09:00 - 17:00
Cleckheaton Town Hall, Bradford Road, Cleckheaton, BD19 3RH
Free Entry - 15 places
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Youth Mental Health First Aid Training
Wednesday 27 September 2017 - Thursday 28 September 2017, 09:00 - 17:00
Heckmondwike Sports Club, Cemetery Road, Heckmondwike, WF16 9ED
Free Entry - 16 places
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Adult Mental Health First Aid Training
Monday 2 October 2017 - Tuesday 3 October 2017, 09:00 - 17:00
Holmbridge Parish Hall, Woodhead Road, Holmfirth, HD9 2NQ
Free Entry - 16 places
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Youth Mental Health First Aid Training
Wednesday 4 October 2017 - Thursday 5 October 2017, 09:00 - 17:00
Golcar Providence Methodist Church, Knowl Road, Huddersfield, HD7 4AN
Free Entry - 16 places
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You're Hired!
Tuesday 10 October 2017
Lockwood House, Brewery Drive, Huddersfield, HD4 6EN
Free Entry - 20 places
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Adult Mental Health First Aid Training
Monday 30 October 2017 - Tuesday 31 October 2017, 09:00 - 17:00

Free Entry - 16 places
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Youth Mental Health First Aid Training
Wednesday 1 November 2017 - Thursday 2 November 2017, 09:00 - 17:00

Free Entry - 16 places
27 results found, page 1 of 3.  
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