Managing People

Appraisal performance / management

Visit the following link to obtain a useful factsheet from the CIPD website.

You may have to register your details but the factsheet can be read free of charge. 



Absence management

Visit the following link to obtain a useful factsheet from the CIPD website.

You may have to register your details but the factsheet can be read free of charge. 


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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14 results found, page 1 of 2.  
Ex-offender entrepreneur Jacob Hill takes rallying cry to Westminster

Thursday 26 July 2018

Jacob Hill – a Yorkshire entrepreneur and founder of ex-offender employment specialist Offploy – has urged MPs to be more aware of the need to work with people who have convictions. He travelled to Westminster last week to meet Justice Secretary David Gauke and his peers, as well as a number of employers including Greggs, DHL and Sodexo. And his speech acted as a rallying cry for the Government and business community to do more to find jobs for those who have served time. The rehabilitation plea is one that is close to Jacob’s heart, following his own integration back into society after serving a nine-and-a-half-month sentence. He spoke openly to his Portcullis House audience about his career, which notably began with him establishing a festival camping brand that attracted £300,000 of investment as well as support from Sir Richard Branson. But as his business spiralled, so too did the debts he became unable to repay. Jacob shared how he made the regretful mistake of selling drugs, which led not only to his criminal conviction but also the birth of Offploy. And it was whilst serving time in prison that he met – and has since started to represent – others who need to overcome the sense of hopelessness they feel when rebuilding their life upon release. “I hope it wasn’t just my personal journey that struck a chord with MPs,” explains Jacob. “I talked about one young man we have helped for example – someone who came to Offploy after 10 years inside. A fight over a girl turned into murder, and he was fearful that he would never get a second chance. But he developed many new skills in prison, which meant we could place him with a local construction company keen to fill their talent gap. “Admittedly it hasn’t been plain sailing, and the employer deserves praise for the open-minded attitude of their entire workforce. However, with peer mentoring and employer support, this ex-offender is approaching his 16th month in the same role.” In the two years since Jacob’s release from prison, Offploy has grown from a one-man-mission to a nine strong team that has placed 60 people with convictions into meaningful, mentored and sustainable work. But more needs to be done, he insisted during his Westminster visit. And the answer could lie in the voluntary sector. “We know that employment – coupled with flexible wrap-around support for the individual and organisation – is one of the biggest factors in the reduction of reoffending,” he elaborates. “Changing societal stigma surrounding this topic represents a mammoth task, but the recent Ministry of Justice policy direction emphasising training and employment through the CJS, is a sign that phenomenal progress is underfoot. “As a social enterprise, we’ve established a commercially-viable business model that I know we can sustain. However, we want our voluntary sector to be encouraged to bid for employment contracts and develop partnerships that will get more ex-offenders back into the world of work. The whole community benefits from their rehabilitation, in both the immediate and long term.” Justice Secretary David Gauke said: “I have been clear that I want prisons to be places that propel offenders into employment, ultimately reducing reoffending and protecting the public. “As stories like Jacob’s show, securing work can turn ex-offenders lives around and make a positive contribution to the workforce, society and the economy.” This speech comes at a time when Offploy is within the final 12 months of its social mission to place 250 people with criminal convictions into employment. In addition, the company is undergoing expansion and has just launched projects in Hull to double the team size and support over 200 other people into employment. Commenting on last week’s event, Jacob said: “Offploy has already made contacts with businesses present on the day, that have agreed to hire people with convictions for their organisations – it was a great success.”
Posted by Scriba PR Limited
Theo Paphitis Small Business Sunday Winners!

Wednesday 25 July 2018

We are delighted to be been recognised by Theo Paphitis and his Small Business Sunday initiative #SBS. Theo has set up a support network for small businesses and selects 6 winners each week to join his "clan". We look forward to meeting the man himself in the near future!
Posted by Pennine Business Partners
New Starter - Welcome Aboard Elizabeth!

Friday 20 July 2018

We are delighted to announce the appointment of Elizabeth Aben to our team, she joins us as an HR Consultant. Elizabeth is a CIPD qualified senior HR professional with a strong commercial focus which has been gained in the Blue Chip business environments of Ernst & Young and PWC. Having started her career in general management before moving into (and up the career ladder) in Human Resources, so like the rest of our team, Elizabeth has the practical experience to apply her HR skills in the real world. Key areas of her expertise are employee relations; compensation & benefits and recruitment.
Posted by Pennine Business Partners
Examiner Business Awards 2018

Friday 20 July 2018

Pennine Business Partners are again sponsoring the Employee of the Year category at this year's EBA. Entries close on 18th August and the winner will be announced at the award ceremony on 1st November. For more information on the awards and to download an entry form follow this link: http://www.eventsnorthwest.co.uk/examiner-business-awards/examiner-business-awards-entry-form/
Posted by Pennine Business Partners
Phew it's a Scorcher - but can we knock early?

Monday 25 June 2018

That capricious thing the British Summer looks set to shine on us and send temperatures soaring in the coming days. We often hear it said that there’s no better place to live and work than the UK when the weather is nice. But, that doesn’t stop many of us asking – is it too hot for work? Or, Can we knock off early? As a business owner, you may have the answers because you can decide how to proceed. Studies have shown that punctuality and absence levels deteriorate in sustained periods of hot weather as staff try to extend their weekends or lack motivation when it comes to battling a hot and sticky commute. Our advice is to remind them of their obligations to you and the business, but also be flexible if you can to make being at work less of a chore. Things you may want to consider are more flexible working, relaxed dress codes or accommodating short notice holiday / unpaid leave requests. However, this needs to be communicated clearly to avoid creating a precedent that you may not want. You should also stress that any relaxation of dress code does not apply to any PPE that employees are obliged to wear for their own safety and security. There isn’t a legally defined maximum temperature for working indoors or out. The .GOV website states that employers must keep indoor temperatures at a comfortable level and provide clean, fresh air (https://www.gov.uk/workplace-temperatures). Whether indoors or out, employers do have obligations under Health and Safety legislation and it is advised they conduct risk assessments on work places to ensure temperatures are reasonable. If you have employees working outdoors in extreme temperatures you should take heed of the HSE report on the death of two Army reservists who died on a training session in 2013 which concluded that there had been a failure to plan, assess and manage risks associated with climatic illness during the training. Had the incident involved a business and not the MOD there may well have been prosecutions. If it is a long hot summer (fingers crossed) our advice is to enjoy sensibly. Remind staff to hydrate (drink lots of water), protect themselves from excessive exposure (hats and sun cream) and try to make their working environment a good place to be.
Posted by Pennine Business Partners
Kirklees TV Interview

Saturday 02 June 2018

We recently had the opportunity to be interviewed by Liz Hey from Kirklees TV as part of their series of business programmes. We were delighted to be able to discuss how important using the Objective Management Group sales evaluation and sales candidate assessment tools can help improve sales performance in companies with sales teams. We also had the opportunity to discuss how we use the tools of one of other partners Sales STAR to help develop sales managers into super coaches. Enjoy watching the interview. http://bit.ly/2JlyThB
Posted by Ventas Sales Ltd
Kirklees’ Biggest Business Conference Returns

Tuesday 06 February 2018

Following on from the huge success of the 2017 Conference, the Mid Yorkshire Chamber is delighted to be hosting their 2018 Kirklees Business Conference (KBC) at John Smith’s Stadium, Huddersfield on Wednesday 21st March. The free, one-day conference has become an unmissable event in the local business calendar which is dedicated to helping businesses to connect, learn and grow. Attracting over 600 business people and 50 exhibitors, KBC includes a fantastic programme of engaging seminars, a discussion panel, surgery sessions and open networking throughout the day. This year the Mid Yorkshire Chamber is proud to announce an official partnership with Google bringing a Digital Garage to KBC as part of the seminar programme. Running alongside the four seminar sessions, more surgery sessions will also take place following their success last year. Held by local businesses located in the stadium boxes, the surgeries will provide the opportunity for companies to run their own seminars, workshops or one to ones. Rory Bourke, Events & Sponsorship Co-ordinator at the Chamber said: ”Kirklees Business Conference is definitely shaping up to be a day not to be missed. The conference is a fantastic opportunity to raise your profile, make new contacts and learn from other experienced professionals. There are many opportunities for local businesses to get involved through sponsorship, exhibiting or attending as a delegate.” Confirmed conference sponsors and partners include; AD:VENTURE, The John Smith’s Stadium, The Design Mechanics and Social Progress. Delegate tickets are free but registration is essential, significant interest is anticipated therefore early delegate booking via www.kirkleesbusinessconference.co.uk is advised to avoid disappointment. For further information about the conference follow @MYBizConfs and #KirkleesConf on twitter. To find out more about sponsoring or exhibiting at the event please email events@mycci.co.uk or call 01484 483679.
Posted by Mid Yorkshire Chamber of Commerce
Around Town In the Huddersfield Live Hygge Tipi

Wednesday 15 November 2017

What better time to get together than Christmas? Around Town believe that connecting the business community of Huddersfield in its iconic locations and organisations is a brilliant way to share ideas, hear inspirational stories and have some FUN. Organised by Oli Smith, Michelle Crowther and Chris Buckley Around Town create memorable events every 3 months. 2018 plans are already underway; “as well as meeting at some amazing businesses we are walking Around Town in Spring - a fantastic way to get to know each other whilst experiencing some award winning locations and scenery in Huddersfield “ says Michelle And with Huddersfield Live December promises to be a memorable Around Town event. Hosted in the Hygge Tipi in St Georges Square, hear Sam Watt and Poppy Stahelin tell of the fabulous work the team at Huddersfield Live are doing and some of the stunning events planned for next year. Laura Drury sets the backdrop of how she formed the The Hygge Tipi and how it creates a convivial atmosphere for Huddersfield folk to mingle, drink mulled wine, and keep the winter night out in front of the log fire. All In the heart of Huddersfield. Tickets are limited and can be reserved FREE here. Chamber members old and new are very welcome. Around Town Events for 2018 confirmed. March 1st - Valli Opticians May 17th - Owen Scott Tailors May 25th - (Walk) Around Town - 15miles (approx) Breakfast Sarnies, The Kirklees Way, Finish in a Brewery!
Posted by The Alternative Board
Develop and Prosper - Free HR Seminar

Thursday 26 October 2017

In the third and final of our Autumn Seminars we explore the link between staff development and company strategy. We look at the important role that line managers have to play in building an effective team and how providing training opportunities can improve performance as well as increasing motivation and commitment. https://goo.gl/WgJGE6
Posted by Pennine Business Partners
Social Progress at 2017 Chamber Business Awards

Monday 23 October 2017

Social Progress, a Social Media & Digital Marketing Agency from Huddersfield, West Yorkshire, has been crowned one of the winners in the Yorkshire and Humber heats of the Chamber Business Awards 2017. Now in their 14th year, the Awards are a highlight of the business calendar, recognising the key role that local businesses play in driving the UK economy. The Best Use of Social Media award winner, Social Progress will now go forward to represent the Yorkshire and the Humber region in the national finals, which take place in London in November. Janet Bebb, Owner & DM of Social Progress said: “The announcement took us completely by surprise. We entered but never thought we’d be selected as Regional Winners. “The entry showcased the interactive social media software we’ve developed called Big Screen Social that can be used at events. It’s a highly visual Twitter & Instagram Wall which, because of the unique visual presentation, is designed to encourage delegates, sponsors and exhibitors to post throughout the day or evening using the event’s specific hashtag. This gives added media exposure to the event. “Big Screen Social is going down a storm at conferences, award evenings, etc. Mid Yorkshire Chamber have used the software at two of their events this year, the Kirklees Business Conference and the Wakefield Business Conference. Francis Martin, President of the British Chambers of Commerce (BCC) said: “Businesses are the backbone and driving force of the UK economy. Even in the face of uncertain times, they continue to show their resilience and strength – creating opportunities for employment, investment and growth. “Our judges are always impressed by the high standard of submissions, and the calibre of entries this year was no different. The finalists in the Chamber Business Awards represent the best of this country’s entrepreneurial spirit, creativity and hard-work. “The Chamber Business Awards are the perfect opportunity for us to celebrate our business communities’ achievements, to take stock of the outstanding performances of UK businesses over the past year, and to encourage and inspire others to follow in their footsteps.” Social Progress is a Yorkshire based Social Media Agency specialising in social media strategy, social media training and social media content management on behalf of clients. Our client base stretches from micro-businesses to large corporations and all training and services are tailored to suit their requirements. We ensure training is suitable for the individuals involved and tailor the teaching to suit their skill-level and learning pace to ensure they make the most of the training and feel confident enough to go away and have a go themselves. We offer Content Managed Packages for clients who wish to out-source their social media management ranging from low-level to detailed social media strategy and support. All packages can also have additional training bolted onto them to ensure the client is confident to manage their own social media after a time. Social Media Strategy Packages help to focus business owners and marketing department on the what, why, how and when of using social media for business. We help give them a purpose to using social media and help them to use if more efficiently and effectively. We also strive to encourage authenticity and to show their personality through their social media channels/activity. We’ve also developed a highly interactive and visual Twitter & Instagram Wall called Big Screen Social which is designed to enhance any event. Be that conferences, exhibition stands, award evening, charity functions, festivals, music concerts, weddings & parties. Big Screen Social can be purchased to use for a day or on an ongoing basis by event planners, social media agencies, PR agencies, advertising and marketing agencies and AV technicians. The display posts using a given hashtag. It can be moderated and customised to suit the branding of the event.
Posted by Social Progress
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Employing Staff & HR Introduction
Thursday 4 October 2018, 09:00 - 12:30
Civic Centre, Doncaster Road, Selby, YO8 9FT
Free Entry - 15 places
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