Managing People

Appraisal performance / management

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Absence management

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Dismissing staff

1. Overview

Dismissal is when you end an employee’s contract. When dismissing staff, you must do it fairly.

There are different types of dismissal:

- fair dismissal
- unfair dismissal
- constructive dismissal
- wrongful dismissal

Fair and unfair dismissal

A dismissal is fair or unfair depending on:

- your reason for it
- how you act during the dismissal process

Constructive dismissal

This is when an employee resigns because you’ve breached their employment contract. This could be a single serious event or a series of less serious events.

An employee could claim constructive dismissal if you:

- cut their wages without agreement
- unlawfully demote them
- allow them to be harassed, bullied or discriminated against
- unfairly increase their workload
- change the location of their workplace at short notice
- make them work in dangerous conditions

A constructive dismissal isn’t necessarily unfair - but it would be difficult for you to show that a breach of contract was fair.

A constructive dismissal might lead to a claim for wrongful dismissal.

Wrongful dismissal

This is where you break the terms of an employee’s contract in the dismissal process, eg dismissing someone without giving them proper notice.

Wrongful dismissal isn’t the same as unfair dismissal.

If an employee thinks you’ve dismissed them unfairly, constructively or wrongfully, they might take you to an employment tribunal.

2. Fair dismissals

You must have a valid reason for dismissing an employee. Valid reasons include:

their capability or conduct
something that prevents them from legally being able to do their job, eg a driver losing their driving licence
There could be other fair reasons too - these are sometimes called ‘other substantial reasons’.


You take on an employee to provide temporary maternity cover and dismiss them when the cover period ends.

The dismissal is fair if you made it clear at the start of their placement that the job was only temporary.

Acting reasonably

Even if you have a fair reason, the dismissal is only fair if you also act reasonably during the dismissal and disciplinary process.

There’s no legal definition of ‘reasonableness’, but if you’re taken to an employment or industrial tribunal they would consider whether you:

- genuinely believed that the reason was fair
- carried out proper investigations where appropriate
- followed the relevant procedures
- told the employee why they were being considered for dismissal and listened to their views (in Northern Ireland, the employer must do this in writing)
- allowed the employee to be accompanied at disciplinary/dismissal hearings
- gave the employee the chance to appeal

Reasonableness might also depend on whether the employee could be expected to understand the consequences of their behaviour.

Dismissal and disciplinary procedures

You must set out your dismissal and disciplinary rules and procedures in writing - if you don’t, a tribunal can order you to pay an employee compensation.

Summary dismissal

This is when you dismiss someone instantly without notice or pay in lieu of notice, usually because of gross misconduct (eg theft, fraud, violence).

Tribunals may rule a summary dismissal as ‘procedurally unfair’ - you can only suspend someone without pay if their contract says you can do this. If it doesn’t, you should suspend the employee on full pay and investigate the circumstances.

If you feel summary dismissal’s your only choice, you must still follow a fair procedure as you would do for any other disciplinary matter.

3. Unfair dismissals

Even if you think you’ve dismissed someone fairly, they could still claim unfair dismissal against you if they think that:

- the reason you gave for the dismissal wasn’t the real one
- the reason was unfair
- you acted unreasonably, eg by failing to give them plenty of warning about their dismissal

Automatically unfair reasons for dismissal

Even if you’ve acted reasonably, some reasons for dismissal are classed automatically unfair. These are to do with the following areas:

- 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
- acting as an occupational pension scheme trustee
- joining or not joining a trade union
- being a part-time or fixed-term employee
- discrimination, including protection against discrimination on the grounds of age, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation (in Northern Ireland, this also includes political beliefs)
- pay and working hours, including the Working Time Regulations, annual leave and the National Minimum Wage
- whistleblowing

Compulsory retirement on the grounds of age is unlawful unfair dismissal unless you can objectively justify it - but you could be challenged at a tribunal.

Industrial action

It’s automatically unfair to dismiss someone for taking part in official (‘lawful’) industrial action:

- in the 12-week period from the day the industrial action starts
- if the action lasts longer than 12 weeks and you haven’t taken reasonable steps to resolve the dispute
Only an employment or industrial tribunal can decide whether or not you’ve taken reasonable steps to resolve a dispute.

If you ‘lock out’ employees taking industrial action, the days of the lock-out are not included in the calculation of the 12-week protected period.

A lock-out is where you prevent employees from getting to their workplace, eg by locking the doors.


If a disabled employee can’t do their job because there are no reasonable adjustments that can be made, it may be fair for you to dismiss them.

Political beliefs and groups

It is not automatically unfair to dismiss someone because of their political beliefs or political groups they belong to, but a tribunal might find this unfair.

There’s no longer a qualifying period for someone going to an employment tribunal if they’ve been dismissed because of political opinions or affiliation. This applies to anyone dismissed from 25 June 2013.

Penalties for unfair dismissals

If a tribunal finds that an employee has been unfairly dismissed, you might be ordered to:

- reinstate them (give them their job back)
- re-engage them (re-employ them in a different job)

You might also have to pay compensation, which depends on the employee’s:

- age
- gross weekly pay
- length of service

You might have to pay extra compensation if you don’t follow a tribunal’s order to reinstate someone.

There’s a limit on the amount a tribunal can award for unfair dismissal, apart from in cases relating to:

- health and safety (eg where you unfairly dismiss someone for taking action on health and safety grounds)
- whistleblowing

4. Eligibility to claim unfair dismissal

Employees can only claim unfair dismissal if they’ve worked for a qualifying period - unless they’re claiming for an automatically unfair reason.

Date employment started When the employee can claim
Before 6 April 2012 After first year of employment
After 6 April 2012 After 2 years of employment

Who can’t claim unfair dismissal
The right to complain to a tribunal about unfair dismissal isn’t available to:

- self-employed people
- independent contractors
- members of the armed forces
- employees who have reached a settlement with their employer through Acas (Advisory, Conciliation and Arbitration Service) or the Labour Relations Agency (LRA) in Northern Ireland
- employees who have reached a settlement with their employer through a ‘settlement agreement’ or ‘compromise agreement’ after taking legal advice
- employees employed under an illegal contract, eg a barman under the age of 18
- employees covered by a dismissal procedure agreement that’s been legally exempted from the unfair dismissal rules
- employees taking part in unofficial industrial action (unless the dismissal is for an automatically unfair reason)
- police staff (unless the dismissal relates to health and safety or whistleblowing.
- those working on a fishing vessel and paid by a share in the profits or gross earnings of the vessel

5. Dismissals for conduct or performance reasons

You can dismiss an employee if:

- they’re incapable of doing their job to the required standard
- they’re capable, but unwilling to do their job properly
- they’ve committed some form of misconduct

If you want to dismiss someone, there’s no specific process you must go through by law - as long as you do it fairly.

If a capability issue is linked to someone’s health, you should try as many ways as possible to help them do their job before dismissing them.

Disciplinary procedures

You should include examples of what you consider to be misconduct in your disciplinary rules.

Different disciplinary procedures are appropriate for different circumstances.

Employees have the right to be accompanied to all disciplinary meetings and to appeal to a manager. Keep notes of all meetings and give copies to the employee.


Misconduct can include things like persistent lateness or unauthorised absence from work.

To make sure the dismissal is fair when misconduct isn’t ‘serious’ or ‘gross’:

1. Arrange a meeting with the employee, telling them the reason for it. At the meeting, give them a chance to explain and issue a first written warning if you’re not satisfied with their reasons. In the warning, tell them how you expect them to improve and over what period - warn them that if they don’t improve enough, you’ll give them a final written warning.

2. Hold a second meeting if their performance or behaviour hasn’t improved enough by the deadline - give them a chance to explain and issue a final written warning if you’re not satisfied with their reasons. Revise the action plan with timescales for improvement and warn them that you’ll consider dismissal if there’s no improvement.

3. Hold a third meeting if their performance or behaviour is still not up to standard by these new deadlines. Warn them that dismissal is now possible. After the meeting - or appeal if there is one - decide whether to give the employee a further chance to improve, or dismiss them. You must tell the employee of your final decision, whatever it is.

Serious misconduct

You can issue a single ‘first and final’ written warning if the misconduct or underperformance is serious enough. Explain that not improving could lead to dismissal. ‘Serious enough’ includes if it’s likely to or has caused serious harm to the organisation itself.

Gross misconduct

Gross misconduct can include things like theft, physical violence, gross negligence or serious insubordination.

With gross misconduct, you can dismiss the employee immediately as long as you follow a fair procedure. You should investigate the incident and give the employee a chance to respond before deciding to dismiss them.

One-off incidents

An informal discussion may be enough to resolve the issue if the misconduct or underperformance was a one-off and the employee has a good disciplinary record.

6. Dismissals due to illness

Sometimes an employee may have to stop working because of long-term ill health. They may resign, or you may have to consider dismissing them.

Considering dismissing an employee

Dismissal is a last resort and you should consider as many ways as possible to help the employee back to work, including:

- getting a medical report from their GP with the employee’s permission - they have the right to see the report before you do
- arranging an occupational health assessment
- work out whether or not they’re disabled and make any reasonable adjustments to help them do their job

If the employee can’t do their job because there are no reasonable adjustments that can be made, it may be fair for you to dismiss them, even if they’re disabled.

7. How to dismiss someone

During the dismissal procedure, make sure you act fairly and reasonably. You must treat the employee with sensitivity.

Your procedure should follow the advice set out in the Acas (Advisory, Conciliation and Arbitration Service) code of practice.

If you don’t follow the code and are taken to an employment or industrial tribunal, you may have to pay compensation.

Taking disciplinary action

You should have written disciplinary rules and procedures to deal with employee performance and conduct and you must tell your staff about them.

Your rules must say what is acceptable and unacceptable behaviour in the workplace and what action you will take if the rules are broken.

The rules should follow the Acas code of practice on disciplinary and grievance procedures. Visit the website for more information www.acas.org.uk

Not following the code is not illegal. However, if someone wins an employment tribunal against you and you did not follow the code, then their award could be up to 25% more.

Practical training courses
Acas also runs practical training courses on workplace discipline.

Writing disciplinary proceedings
Your disciplinary procedures should follow the Acas code of practice.

Not following the code is not illegal. However, if someone wins an employment tribunal against you and you did not follow the code, then their award could be up to 25% more.

The exact rules will depend on your organisation, but could cover things like:

  • acceptable and unacceptable behaviour
  • absence and timekeeping
  • health and safety
  • use of phones and the internet
You cannot normally discipline or dismiss an employee for whistleblowing.

Gross misconduct

Your disciplinary rules should give examples of what will be treated as gross misconduct. This is misconduct judged so serious that it’s likely to lead to dismissal without notice, for example fraud, theft and physical violence.

Telling employees about disciplinary rules
Your disciplinary rules must be in your statement of employment or clearly written elsewhere, such as in a staff handbook.

The rules should clearly say when someone might face disciplinary action and what that action could be.

You must also give the name of someone they should appeal to if they’re unhappy about a disciplinary decision.

If you do not provide this information and an employee then wins an employment tribunal claim against you, they could be awarded 2 to 4 weeks’ pay.

Disciplinary procedures and contracts

If you make your disciplinary procedures part of an employment contract then the employee could make a breach of contract claim against you if you do not follow your procedures.

Example letters and forms

Acas has a number of sample letters and forms for disciplinary proceedings on its website.

Disciplinary investigations and hearings

The law does not say exactly how you should investigate disciplinary issues or hold disciplinary meetings.

However, the Acas guide to discipline and grievances at work has lots of practical advice about running disciplinary proceedings professionally and fairly.

The suggested disciplinary process
The Acas guidance suggests that your disciplinary process should follow the following format:

  1. A letter telling your employee the issue and inviting them to a disciplinary hearing.
  2. A meeting with your employee to discuss the issue - they should have the right to be accompanied.
  3. A letter to your employee saying what action you are going to take. This should be sent as soon as practically possible.
  4. Your employee should than have a chance to appeal your decision.
Disciplinary decisions
Disciplinary decisions could be anything that could resolve the problem.

This could include:
  • no action
  • written warning
  • final warning
  • demotion
  • dismissal
  • mediation with a co-worker


An employee has the right to appeal against a decision made after a disciplinary hearing.

You should tell them about this when you give them written notice of your decision, and should give them a deadline to tell you they want to appeal.

Your employee’s statement of terms and conditions of employment must legally include the person they can apply to if they want to appeal a disciplinary decision. It must also explain how to do this.

If the employee does decide to appeal, you should try to hold the appeal hearing as soon as possible.

You should follow the Acas code of practice on disciplinary and grievance procedures when dealing with appeals. Otherwise, if someone wins an employment tribunal against you their award could be higher.

Handling staff grievances

1. Overview

If your employee has a concern or problem that they haven’t been able to resolve informally, they may make a formal grievance complaint to you.

Businesses must have a written grievance procedure in place and share it with all employees. It must say how the process works and how long it takes.

After a hearing of the evidence, you should let the employee know your decision in writing. If they aren’t happy with the decision, they can appeal.

2. Grievance procedure

By law employers must set out a grievance procedure and share it in writing with all employees, eg in their statement of employment or staff handbook. It must include:

- who the employee should contact about a grievance
- how to contact this person

It should also:

- say that if the problem can’t be resolved informally, there will be a meeting with the employee, called a - grievance hearing
- set out time limits for each stage of the process
- identify who to contact if the normal contact person is involved in the grievance
- explain how to appeal a grievance decision
- state that employees can be accompanied in any meetings by a colleague or union representative
- outline what happens if a grievance is raised during disciplinary action

You don’t have to include information about the grievance procedure in employment contracts. However, if you do, you must follow the procedure, or the employee could bring a breach of contract claim against you.

Acas Code of Practice
The Acas Code of Practice isn’t legally binding. However, an employment tribunal can reduce or increase any money awarded in a case by up to 25% if the code hasn’t been followed.

3. The grievance hearing

Preparing for the hearing

Before holding a hearing, employers should:

- give the employee notice so that they can prepare their case
- carry out a full investigation if necessary and take statements from any witnesses who cannot attend
- make it clear that the employee can bring a colleague or union representative if they want to
- arrange for another manager to attend to make sure that the hearing is conducted properly
- arrange for someone to take notes


If the employee cannot attend the hearing (eg because they are ill), offer them a reasonable alternative date and time.

The employee can also suggest a different time for the hearing if the person accompanying them cannot attend. They must do this within 5 working days after you proposed the original meeting time.

You can make your decision without having a hearing if:

- you have already rearranged the meeting, but the employee fails to attend
- the employee is on long-term sick leave and unable to go to meetings in the near future (they can supply written information instead if they want to)

4. Employers' decisions and appeals

After the hearing

You should give the employee a copy of the meeting records. You may be able to leave out some information in certain circumstances (eg to protect a witness).

After you have decided the action to take, write to the parties involved, setting out:

your decision and the reasons behind it
the appeals process and deadline

If there are any delays during the appeal process, it’s important that you tell the employee as soon as possible.


If the employee appeals, there should be another hearing to re-examine the decision. The process is the same as the original hearing but you should also look at:

the reasoning behind the appeal
any new evidence
If possible, the appeal should not be heard by the same person who held the original hearing.

After the appeal hearing, you should set out your decision in writing and state that this is the final outcome.

Workplace bullying & harassment

Bullying and harassment is behaviour that makes someone feel intimidated or offended. Harassment is unlawful under the Equality Act 2010.

Examples of bullying or harassing behaviour include:

- spreading malicious rumours
- unfair treatment
- picking on someone
- regularly undermining a competent worker
- denying someone’s training or promotion opportunities

Bullying and harassment can happen:

- face-to-face
- by letter
- by email
- by phone

The law

Bullying itself isn’t against the law, but harassment is. This is when the unwanted behaviour is related to one of the following:

- age
- sex
- disability
- gender (including gender reassignment)
- marriage and civil partnership
- pregnancy and maternity
- race
- religion or belief
- sexual orientation

What employees should do if they’re bullied or harassed

Employees should see if they can sort out the problem informally first. If they can’t, they should talk to their:

- manager
- human resources (HR) department
- trade union representative

If this doesn’t work, they can make a formal complaint using their employer’s grievance procedure. If this doesn’t work and they’re still being harassed, they can take legal action at an employment tribunal.

They could also call the Acas (Advisory, Conciliation and Arbitration Service) helpline for advice:

Acas helpline
Telephone: 0300 123 1100

Employers’ responsibilities

Employers are responsible for preventing bullying and harassment - they’re liable for any harassment suffered by their employees.

Anti-bullying and harassment policies can help prevent problems. Acas has produced a booklet for employers, including advice on setting up a policy as well as how to recognise, deal with and prevent bullying and harassment.

Flexible working

1. Overview

Flexible working is a way of working that suits an employee’s needs, eg having flexible start and finish times, or working from home.

Flexible working rules are different in Northern Ireland.

All employees have the legal right to request flexible working - not just parents and carers.

This is known as ‘making a statutory application’.

Employees must have worked for the same employer for at least 26 weeks to be eligible.

What employers must do

Employers must deal with requests in a ‘reasonable manner’.

Examples of handling requests in a reasonable manner include:

- assessing the advantages and disadvantages of the application
- holding a meeting to discuss the request with the employee
- offering an appeal process

If an employer doesn’t handle a request in a reasonable manner, the employee can take them to an employment tribunal.

An employer can refuse an application if they have a good business reason for doing so.

2. Types of flexible working

There are different ways of working flexibly.

Job sharing
Two people do one job and split the hours.

Working from home
It might be possible to do some or all of the work from home or anywhere else other than the normal place of work.

Part time
Working less than full-time hours (usually by working fewer days).

Compressed hours
Working full-time hours but over fewer days.

The employee chooses when to start and end work (within agreed limits) but works certain ‘core hours’, eg 10am to 4pm every day.

Annualised hours
The employee has to work a certain number of hours over the year but they have some flexibility about when they work. There are sometimes ‘core hours’ which the employee regularly works each week, and they work the rest of their hours flexibly or when there’s extra demand at work.

Staggered hours
The employee has different start, finish and break times from other workers.

Phased retirement
Default retirement age has been phased out and older workers can choose when they want to retire. This means they can reduce their hours and work part time.

3. Applying for flexible working

Employees can apply for flexible working if they’ve worked continuously for the same employer for the last 26 weeks. It’s known as ‘making a statutory application.’

The basic steps are:

1. The employee writes to the employer.
2. The employer considers the request and makes a decision within 3 months - or longer if agreed with the employee.
3. If the employer agrees to the request, they must change the terms and conditions in the employee’s contract.
4. If the employer disagrees, they must write to the employee giving the business reasons for the refusal. The employee may be able to complain to an employment tribunal.

Employees can only make one application for flexible working a year.

Writing to the employer

An employee should email or write a letter to their employer.

Employers may ask employees to use a standard form to make an application.

What the email or letter must include

The application must include:

- the date
- a statement that this is a statutory request
- details of how the employee wants to work flexibly and when they want to start
- an explanation of how they think flexible working might affect the business and how this could be dealt with, eg if they’re not at work on certain days
- a statement saying if and when they’ve made a previous application

Withdrawing an application

Employees should tell their employer in writing if they want to withdraw their application.

The employer can treat an application as withdrawn if the employee misses 2 meetings to discuss an application or appeal without good reason, eg sickness.

The employer must tell the employee they are treating the request as withdrawn.

4. After the application

Employers must consider flexible working requests in a ‘reasonable manner’.

They should usually make a decision within 3 months of the request (or longer if agreed with the employee).

Agreeing the application

The employer should write to the employee with:

- a statement of the agreed changes
- a start date for flexible working

They should also change the employee’s contract to include the new terms and conditions.

This should be done as soon as possible but no later than 28 days after the request was approved.

Rejecting an application

The employer must tell the employee that they’ve rejected the application.

Reasons for rejecting

Employers can reject an application for any of the following reasons:

- extra costs that will damage the business
- the work can’t be reorganised among other staff
- people can’t be recruited to do the work
- flexible working will affect quality and performance
- the business won’t be able to meet customer demand
- there’s a lack of work to do during the proposed working times
- the business is planning changes to the workforce

5. Appeals
Employees no longer have a statutory right to an appeal.

But offering an appeals process helps to demonstrate that the employer is handling requests in a ‘reasonable manner’.

How to appeal
The employee must follow the company’s procedures for appealing.

The employee or employer should follow the company’s procedures for solving a workplace dispute if a rejected application causes problems.

Going to an employment tribunal
Employees can complain to an employment tribunal if the employer:

- didn’t handle the request in a ‘reasonable manner’
- wrongly treated the employee’s application as withdrawn
- dismissed or treated an employee poorly because of their flexible working request, eg refused a promotion or pay rise
- rejected an application based on incorrect facts
Employees can’t complain to a tribunal just because their flexible working request was rejected.

An employee should complain to the tribunal within 3 months of:

- hearing their employer’s decision
- hearing their request was treated as withdrawn
- the date the employer should have responded to their request (but failed to do so)
If an employer or employee is unsure of their rights, they should get legal advice.

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25 results found, page 1 of 3.  
New signing for rapidly-growing Vapour Cloud team

Tuesday 12 February 2019

The fast-growth digital transformation specialist Vapour Cloud has appointed Alec Stephens as account director, as the company prepares for over 50% revenue growth in 2019. With more than 15 years’ experience in the technology sector, Alec began his career as an inbound contact centre agent. He went on to progress through telemarketing and account executive roles when the business became ntl:Telewest, and subsequently Virgin Media. It was here that he first worked for Tim Mercer – now CEO of Vapour Cloud. He progressed through field sales, corporate sales, account director, commercial finance management and systems integrations roles, before he moved on to Redcentric. He was an account director here, and at Exponential-e, until the opportunity arose to re-join Tim’s team – this time at Vapour. Now he will be responsible for new business development the length and breadth of the country, particularly for network and voice projects. He will also support existing clients with their ongoing digital transformation journeys. The move has already attracted vast attention throughout the industry, not least because Tim was behind a football-themed ‘transfer window’ social media stunt which drew circa 20,0000 views over the fortnight’s campaign. Commenting on the new signing, Tim said: “I have first-hand experience of Alec’s knowledge, tenacity and approach to customer service, and it is exactly this level of acumen that I look for in our colleagues. I’m delighted that, having worked with him as an up-and-coming star, he’s now back on board as a world-class striker!” Alec added: “I was extremely interested in the opportunity – Vapour has a strong team, great partners on board, a sustained growth journey under its belt and an impressive roadmap for further expansion. “There is such a sweet spot for Vapour’s services at the moment and because we’ve been a cloud-first business since the beginning – even before the market was ready perhaps – organisations are now entrusting projects large and small with our specialist team. I’m really looking forward to the opportunity to support the business through its next chapter of development.” Last month, Vapour was hailed one of the fastest-growing cloud voice platforms in the UK.
Posted by Scriba PR Limited
Ventas bring innovation to companies that are frustrated with the high cost of sales training.

Sunday 27 January 2019

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 Ventas 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 Ventas 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 salespeople. 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@ventas-sales.com
Posted by Ventas Sales Ltd
Objective Management Group (OMG) wins Gold Award for 8th Year running

Friday 18 January 2019

Our business Ventas Sales is delighted to be a UK partner of @Objective Management Group and be able to bring the world class sales assessment and evaluation tools to growth-minded businesses in the UK, who are looking to grow sales. Yesterday, 2018 Top Sales Awards were announced and for the 8th year running Objective Management Group (OMG) won the Gold Award for the Top Sales Assessment. In addition, Dave Kurlan, CEO and Founder of OMG, also won 2 further awards. Thank you to all our clients and partners who are using the OMG tools to help better understand their sales teams, hire great salespeople and to help support the growth of their sales team. We look forward to working with you again in 2019. http://bit.ly/2R8sA54
Posted by Ventas Sales Ltd
New client services director for graphics specialist Leach

Wednesday 16 January 2019

Graphic display specialist Leach has appointed a new client services director as the team prepares for further 2019 growth. Suzanne Pitcher joins the Huddersfield-headquartered firm with more than 15 years of design, print, brand marketing and project management experience. Previously business development manager at Service Graphics, she has a wealth of knowledge of the digital signage industry coupled with print management expertise from her time at a Leeds-based B2B agency. With £500,000 of additional investment and 20% expansion forecast for Leach over the next 12 months, Suzanne will be working alongside the sales and account management team to offer a wider range of products and services to clients, plus greater penetration of markets including sports, property and retail. She will also be responsible for maintaining customer service levels across the business, during this ongoing period of change. Commenting on her new role, Suzanne said: “I’m delighted to be joining Leach at such an exciting time for the business – the product portfolio is growing each day and with the level of knowledge and expertise we have in-house, we’re able to offer a consultative and innovative approach to working with clients in the UK and across the globe. “We’re widely acknowledged as a leading visual communications partner, with the ability to offer an end-to-end service, across markets ranging from retail to events, and everything in between. This is a great platform on which to make my own impact.” Having worked with major global brands including Manchester United and Adidas, Suzanne brings a high degree of design acumen to the already-robust Leach team. Managing director James Lavin elaborated: “Suzanne’s appointment as client services director represents the first in a number of key hires for Leach, as we continue to expand our product offering and client base throughout 2019 and beyond – watch this space for new additions to our marketing, R&D, sales and account management teams. “With a 127-year history we have a strong foundation on which to grow, but our service levels will remain paramount during the next chapter of the story.” Leach began life as a one-man photographic studio in 1891. In April 2018, the 100-strong business was acquired by French-owned global manufacturing and services group Chargeurs, to help fuel the firm’s global expansion.
Posted by Scriba PR Limited
HR Consultant Appointed - Welcome Aboard Leonie

Thursday 13 December 2018

We are delighted to add Leonie Whittaker to our team. She has over 15 years HR and management experience gained in the manufacturing and finance / professional services sectors during which time she has gained extensive operational and business knowledge. In addition to being a CIPD qualified professional, Leonie is a trained Mental Health First Aider. Having worked with Lynn previously at Car Care Plan, Leonie said that she was thrilled to be joining Pennine Business Partners. “I have kept in touch with Lynn and admired how the business has grown, so when I had the opportunity to join I jumped at the chance”. Lynn and her team have a real connection with their clients which will make it a special place to work.”
Posted by Pennine Business Partners
One-time intern returns to The Engine Room as senior designer

Thursday 06 December 2018

Growing brand consultancy The Engine Room has appointed Nathan Bolton as the team’s new senior designer. But Nathan is no stranger to the company, having first worked for the business as an intern back in 2013. Nathan – who graduated with a graphic design degree in 2014 – undertook a number of work placements whilst studying at what was then Leeds College of Art. The Engine Room – which was based in The Media Centre at the time – was so impressed with his talents that they offered him a permanent position. Following 18 months in the designer role, he left to further his career in non-agency positions, working at both the University of Leeds and Huddersfield-headquartered Mamas & Papas. But fast forward to the winter of 2018 and he has gone full circle, returning to the place where his career began. Commenting on his new role, 26-year-old Nathan said: “I was always impressed with The Engine Room’s strategic approach to brand, and the collaborative exercises they carry out with clients to get to the heart of their purpose and vision. I learned a lot when I worked with the team the first time around, and I’m excited about the chance to supercharge my knowledge even further. “I’ve always enjoyed the culture here too, so it’s a great time to come back on board, now that we’re in our vibrant new workspace in Mirfield. It almost doesn’t feel like an office!” Nathan’s appointment coincides with The Engine Room’s move to the newly-converted York Mills – a 19th century piggery which business owners Darren Evans and Lesley Gulliver purchased in January 2017 and began renovating in March of this year. Expanding on the timeliness of the appointment, founder Darren Evans said: “Nathan has always had a first-class attitude and an extremely strong understanding of the role of brand. His expertise and client-centric approach align perfectly with the direction of our growing business, and further bolster our brand credentials.” Managing Director Lesley added: “It was important for him to pursue varied opportunities to widen his experience, but we’re naturally delighted that he’s decided to come back to advance his career with us – and armed with an even richer skill-set too. Finding great people isn’t always easy, but it’s a testament to the whole team that he was eager to return.”
Posted by Scriba PR Limited
Don't let your Christmas party leave your business with a hangover

Friday 30 November 2018

The ‘Christmas Work Do’ Strikes Again!!!! Most staff look forward to the office party all year and why not!! The tradition of the “Christmas party” is a chance for you to thank your staff for all their hard work and efforts during the year. However, with spirits running high, you may find yourselves managing Christmas Party HR issues, well into the New Year. Whilst you should be encouraging staff to enjoy themselves, preparation is key to avoid any HR issues arising and knowing how to cope when they do. Here are a few things to consider: • Before the party, you may want to send out a clear statement about acceptable behaviour and the consequences of inappropriate actions. Remind staff of HR policies and that any inappropriate behaviour on the night will be treated the same way as during working hours. It is a work event and they are still expected to act in a professional manner however you expect them to have fun, after all it is a party. • You should encourage responsible drinking, try to limit the amount of free alcohol available and ensure the bar staff are instructed to refuse alcohol where appropriate. • Remind staff of the dangers of drinking and driving. After a bit of merriment, some people can get over zealous and distasteful jokes, remarks and colourful language can often be a problem. Jokes can often single out one specific characteristic for example women and this can lead to a potential discriminatory claim. Sexual harassment claims are one of the biggest risks you can encounter as an employer, when the alcohol is flowing. What one person may see as harmless flirting, another may view as unwanted sexual attention. Employers can be held accountable to the behaviour of staff as tribunals view the office party as an extension of the normal work environment. Although staff are responsible for their own actions, you have an obligation to provide a healthy and safe environment and could be liable for the actions of staff at a party, if you have not taken reasonable steps to prevent inappropriate or unacceptable behaviour.
Posted by Pennine Business Partners
NCS Graduate from Huddersfield Represents the Region at National Training Programme

Tuesday 13 November 2018

Huddersfield NCS Graduate and HGCT Education first-year student Ben Roberts has successfully represented the region at NCS’ National Graduate Training Programme, ‘KICKSTART’. Currently studying towards his BTEC Level Extended Diploma in Performance and Excellence, Ben is also an aspiring professional rugby player. The KICKSTART programme is an extension to the NCS programme, designed to prep NCS graduates that are going to be representing their Regional Youth Board (RYB) in the year ahead. The week-long event took place in Milton Keynes and involved a series of sessions designed to help the young people get to know each other and hear about the varied NCS experiences they have had so far. The event also included an appearance from popular actor Will Poulter. Ben commented, “My long-term goal with NCS is to become a leader in either the summer programme or the Regional Youth Board programme. I hope to progress on to the National Youth Board and make a bigger difference worldwide and help people understand the struggles some people are facing on a daily basis.” NCS Graduate manager Ben Quinn commented, “Ben has been given the opportunity of a lifetime to be able to participate in the KICKSTART programme, only a select few get this privilege in our region. Ben was a fantastic individual on the NCS programme through the summer and a well-mannered, polite young man who I look forward to working with on the graduates' programme. Together, amongst others we strive to make the Huddersfield NCS graduates programme the best it can be, taking into account the ideas of a previous young person in Ben.” NCS Manager Katy Stockdale commented, “It was such an exciting day when we received the details of Ben being selected for the National KICKSTART programme, graduates have to independently apply for this scheme and applications are cross-examined nationally. It is great to hear how impactful the programme was for Ben, and how inspired he is to take his NCS journey further by representing Huddersfield. He will now have further opportunities to make a change, generate ideas and will hopefully be part of empowering the NCS programme nationally. A huge well done and I am excited to see what Ben achieves over the next 12 months”. If you are interested in taking part in the NCS summer programme, the NCS team will be visiting local schools in the upcoming months. In the meantime, you can sign up online by clicking here, or call 01484 442242 for more information.
Posted by Huddersfield Giants Community Trust
Trio of new appointments for rope access specialist Access North

Monday 12 November 2018

Huddersfield-based work at height specialist Access North has almost doubled its headcount in recent months, making three new business appointments following several new business wins. Working from Access North’s HQ at Brooke’s Mill in Armitage Bridge, the number of office team members has grown from five to eight as a result of this latest recruitment drive. Danielle Lohan has joined the team as operations coordinator, working alongside senior operations manager Richard Knight and facilities and operations manager Diane Basnett. Danielle will streamline the internal logistics and procurement processes, with a focus on developing strong supplier relationships. Rachael Howard is the specialist’s second appointment and has come on board as a project assistant, working alongside the project engineer. With a wealth of management-level experience, Rachael has previously worked in the rail and construction industries. Her duties will include procurement, prospecting, health and safety, customer relations and project planning. A further appointment sees Matthew Wilson joining the growing team as a project engineer. Coming from a new-build background, Matthew is well-versed in ETFE, glass, steel and construction. He brings plenty of international experience with him to his new full-time role. With some incredibly exciting new projects and challenges for Access North on the agenda over the coming months, it was imperative that the right people were in place to fulfil rising demands for the company’s specialist services. Managing director Berenice Northcott explained: “Once it became clear we needed another pair of hands in the office, we took a step back as a team and thought about what the company required. We interviewed Danielle and Rachael for the same position, and we were so impressed by each of them that we decided to create a role for them both. Luckily, we had just won a big new contract and could justify the expansion! “As we continue to grow, we’re constantly on the lookout for great people who fit with our ethos and attitude. We’re delighted to have our three new faces on board for this next chapter.” Access North Structures provides specialist rope access, ETFE, tensile fabrics and fall protection services to sites across the UK.
Posted by Scriba PR Limited
KC Communications enhances PR & Marketing Account Team with two new appointments

Friday 12 October 2018

Huddersfield-based marketing consultancy KC Communications team has gone from strength to strength, with the appointment of two new PR & Marketing Account Managers, Kirstie Wilson and Anna Goddard. Their appointment comes after a year of impressive growth for the company, which has seen KC Communications increase turnover by 41% and gross profit by 76%. The growth is a result of increased client retention and winning a number of key accounts including boutique hotel and restaurant Manor House, accelerator hub Elmwood LaunchPod and veterinary medical specialists Orthomed. Kirstie and Anna will be heading up a number of key B2B and B2C accounts with responsibility for marketing, PR, design services and social media. With a Professional Diploma in Direct and Digital Marketing from the Institute of Direct and Digital Marketing, Kirstie is able to provide innovative ideas and has her finger on the pulse of the industry. Previous account management experience in telecoms, tech and retail has enabled Kirstie to work with a range of industries and organisation types, from multi-national banking corporations to local takeaways. With 15 years’ marketing and communications experience in both client-side and full-service agency backgrounds specialising in online/digital projects and customer relationship management (CRM), Anna has helped public and private sector organisations - from local farm shop to blue chip - build successful brands that deliver maximum return on investment. Katrina Cliffe, Managing Director of KC Communications said: “Kirstie and Anna join KC Communications at a very exciting time. "Aside from the recent account wins, we have a number of new business opportunities in the pipeline and a strategy to grow the business further over the next 12 months, which they will both be a key part of”.
Posted by KC Communications
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