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The HRsource Meta-Coaching Experience: A Client’s Perspective
No CommentsClaire H sent HRsource this testimonial in August 2020. It offers a super overview of what to expect in coaching sessions, and how Adelaide is able to work with Millennials who want a change of direction.
“At the beginning of June I was referred to coaching sessions by a friend and was very lucky to be pointed in Adelaide’s direction. During six sessions over several months, Adelaide’s guidance has been crucial in getting me to where I am now – which is a far way from the point I was at when we met! Adelaide’s coaching skills have helped me find clarity, set goals with a clear plan to achieve them and crucially built confidence in myself.
This is the first time I’ve ever undergone any form of coaching and I wasn’t sure what to expect. It was an unknown for me, and a big step outside of my comfort zone. Adelaide’s warm personality quickly established a safe space, where I felt comfortable expressing myself and built an essential level of trust. Before we started our sessions, I felt directionless and trapped in my current job, which I knew I wanted to move on from but didn’t know how to move forward.
Straight away, Adelaide explained what coaching is and how our sessions could help. I really responded to the onus of the sessions being driven by me. More than anything else this meant that in every one of our calls, I had a strong feeling of taking agency over my work situation, and that I had support and a sounding board along the way. It’s a very empowering style of coaching and now that our sessions have ended I feel confident in how to proceed to the next step, and feel the motivation to keep pushing forward.
In our first sessions, Adelaide’s coaching style almost acted as a mirror and helped me to reflect on what it was I wanted to achieve, and why. The result of this is that I have clarity on exactly what direction I want to take my career in. I found that clarity much quicker than I thought I would, and I think this is completely down to Adelaide’s ability to create a non-judgemental, supportive environment where I could be myself, without worrying about what anyone else was thinking. We broke down each session into setting achievable, tangible goals so that each time we met I had made progress. This was incredibly motivating and reinforced the sense of moving forward every time we spoke.
When setting new goals and how and why they would be useful, Adelaide did a wonderful job in helping me to keep pushing further every time and consider creative questions and possible solutions. This was brilliant because it was making me think about things from outside the box, which I wouldn’t have done without her guidance.
Adelaide also did a huge amount of confidence-building exercises with me, because it became clear quite early on that while I am confident in my abilities, fear of failing has been holding me back. We did a number of exercises that helped me move beyond this type of thinking. One of my favourites is that where I kept repeating ‘I’m trying to do x’, Adelaide pointed out that I wasn’t ‘trying’, I was already ‘doing’. Mantras and affirmations have been really helpful to me in building confidence and not giving the energy and space to negative thoughts. Visualisation techniques were also very helpful as it meant I gave myself permission to imagine succeeding and how that would feel, rather than worrying about all the things that could go wrong.
Now that we’ve finished our sessions, I’m incredibly grateful to Adelaide and her clear, unwavering support. Having not really known what to expect during our first goals, I feel like Adelaide helped me make the absolute most of our time together, so that on writing this now, I feel like I have come a long way. I know what steps I need to take next to achieve my goals, and she’s given me the tools to keep going. Thank you Adelaide.”
If you are considering coaching, contact us on 07711199732.
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The A – Z of Adelaide…
No Comments…Or perhaps just A!
During early lockdown, when we were all trying to find the new normal, I joined the many on facebook taking part in random time wasters, for example the ‘10 albums which defined my taste in music’ or asking friends for a word to describe me using the letter A.
These exercises allowed a certain amount of frivolity, but also gave course to introspection. Whilst I was described as ‘Amazing’, ‘Adorable’, ‘Awesome’, ‘Alluring’, ‘Amicable’ (words which will describe any human) and gratifyingly not angry or antagonistic (which at certain times I’m sure I can be with my family), a few of these adjectives got me thinking. Some friends had found words which I hadn’t considered.
These surprised me, causing me to reflect whether these friends had an insight into me which I take for granted.
I am passionate about other human beings, the profession I have chosen fits me well. Additionally, I always think of others, love feeding people (nourishment of the mind as well as delicious food) being kind, supporting and not wanting anything in return. I must thank my neighbour who summed me to the core, by writing ‘Altrustic’, a word I had never previously used to help define me.
My career has been assisted by my good judgement, being perceptive in the various situations which arise and therefore the cousin who called me ‘Astute’ who doesn’t know the business me, recognised the qualities which innately form me.
I have good friends in their twenties and others in their seventies, from different religions, ethnic backgrounds; am buoyed by their diversity and love learning about different cultures. This ability to relate to people, no matter what confounds, to the university friend who wrote ‘Ageless’, I consider this as being able to fit in to any situation (or perhaps I’ve not changed in the many years I’ve known her).
Wearing different hats continually throughout the day, from being a Mum, friend, sister, wife, driver, manager, housekeeper, consultant, mentor, coach is something I thrive from. Having the ability to go with the flow, to quickly change direction when required, the ex-colleague who described me as ‘Adaptable’, clearly recognises the fact I love a challenge and dislike groundhog day.
Laughter is the best medicine, I have a dry sense of humour and love a giggle and to lighten the mood where ever possible. A Mum from school calling me ‘Amusing’ does fit, and if it is because I am the cause of the enjoyment, I’ll take that too!
That’s just the start of the alphabet, I am too modest to request friends and colleagues to start describing me with other letters, particularly as I believe these words offer a well-rounded opinion of me.
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Working From Home
No CommentsGuide to Working From Home
In light of recent government advice COVID-19 continues as a threat to the nation. Although ‘lockdown’ meant a shift to compulsory working from home for a period, this is likely to be elongated.
You may be self isolating, however you may have flat mates or perhaps partners, kids and animals to keep you company. This article is meant to share some tips which you might find useful to support you, your team and the households working from home scenario.
The NEW work environment
Working with your team
Communication remains important.
Hopefully your regular team meetings have remained in the diary even though you are all at home. You may now be adept at Zoom (who had heard of that in January?) or be using Skype / Google Hangouts / MSTeams or What’s App to stay in touch.
We have enjoyed remote drinks on a Friday, as well as the normal 1-2-1 sessions, and even managed to undertake a grievance investigation through video conferencing – and it’s almost as good as face to face meetings!
Online Training
Your team’s working days may have changed a little with working from home, with fewer meetings, etc., and so this could be the perfect time to introduce some online training.
Please get in touch if you’d like to know more about how you can implement E-learning.
Another online learning tool we’ve recently discovered is Kahoot – you can design simple quizzes for testing knowledge or even just something for fun!
Networking
Business networkers are likely to be missing interaction with your peers at the moment, but there are online options. Of course, there is LinkedIn where you can stay connected with other businesses, but there are also a lot of other communities popping up. Groups on Facebook have been an enormous hit – check out some of your areas of interest. We’ve been busy with daily 8am meetings to get going and motivated for the day ahead.
Health & Safety
Have you managed to organise a Work From Home Policy and double checked everyone has the right equipment to work safely? Although you can’t physically check how your team’s work station is set up, it might be a good idea to share this DSE workstation checklist with them so they can check they are set up correctly, you can find one on the Health & Safety Executive website here.
Please contact us if you would like help in building more structure in these uncertain times. Our off the shelf policies or bespoke solutions will offer you guidance. Contact info@hrsource.co.uk or call Adelaide on 07711 199732, we look forward to hearing from you.
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COVID19 and the UK Workplace
No CommentsThe latest news suggests workplaces can reopen, but as an employer what should you be considering prior to following this advice?
It is your responsibility to provide a healthy and safe workplace
Employers have a duty under through the Health and Safety at Work Act 1974 to protect the health and safety of their workers.
To meet your obligations to provide a safe workplace you should update your health and safety policies and at the same time consider developing practices in the workplace to address the risks associated with the COVID-19 pandemic.
This article comprises common threads which could help you decide whether and when to reopen your workplace.
First, an employer must determine whether they can legally reopen their physical workplaces (many retail, leisure and hospitality establishments are unlikely to open until July at the earliest).
If you believe you are legally able to reopen your physical workplaces, you will need to consider whether their workplaces can be opened safely:
- implement controls to address COVID-19
- assess the COVID-19 as a hazard in the workplace
Assessing the Risk of COVID-19
- Conduct a risk assessment for COVID-19 transmission in the workplace.
- Consult with the health and safety committees and/or employee representatives.
- Seek input from employees on where potential transmission may occur and how they think COVID-19 transmission can be controlled.
- Conduct a walk-through of the workplace to identify specific conditions or tasks that may increase the risk of exposure of employees to COVID-19.
- Document your findings
Specific considerations for ensuring a safe and healthy workplace
By eliminating or reducing physical contact between employees, COVID-19 becomes less of a risk, but how can you accomplish this?
- allow employees to continue to work from home (see my next blog on work from home arrangements)
- Working from home is not possible for everyone, and is unlikely to offer a permanent solution which both employers and employees will yearn for
Therefore, employers should consider:
- a staggered physical return to work,
- flexible working hours to reduce rush hour challenges,
- reassessment of workplace risk and the supporting policy.
As more and more employees physically return to the workplace, how can you as an employer introduce measures to reduce the impact of COVID-19 in your workplace?
- Barriers through implementing physical distancing and screens
- Policy and Procedure adjustments to reduce risk
- Using Personal Protective Equipment
- Bear in mind it is not just your employees you need to consider, but you have a duty of care to customers, suppliers, patients, visitors and members of the public.
Employers could consider these measures for reducing COVID-19 related risks in the workplace:
Measures to be introduced Factors to take into account Limit the number of people in the workplace Work from home if it is plausible. Minimise the number of employees returning to the workplace.
Introduce rotas to stagger the returning employees by varying start times/ days of the week worked – a flexible approach to being at work.
Controlling the exits/ entrances to ensure the 2 metre gap is kept.
Encourage physical distancing at work Limit the entrance and exit points. Reconsider the floor plan, rearrange the space to increase separation between desks, kitchen and dining areas, breakout areas, meeting rooms and restrooms.
Limiting the number of people who can ride in a lift.
Introduce one-way systems around the workplace.
Taping off areas around key equipment (printers/ kitchen) to show the 2 metre gap.
Discourage in person meetings.
Decrease social contact and limit physical interaction Install barriers – such as transparent plastic glass found in supermarkets and chemists. Remove communal items which can’t be easily cleaned, eg fruit bowls/ magazines etc..
Ensure equipment is not shared, ie keyboards, stationery equipment etc..
Ensure cleaning materials are accessible to all communal equipment- printers/ kettles/ fridges.
Share documents electronically.
Personal and workplace hygiene Instil the message of handwashing and good hygiene by ensuring there is access to hand sanitizer (which is regularly replenished) e.g. one on every desk; posters displaying ‘stay alert’, ‘hygiene’, ‘keep distance’; regular cleaning and sanitisation; sanitising AC units and having adequate ventilation in the workspace. Preventing Sick Employees from being at work Develop policies and procedures to offer employees guidelines of what to do if they are sick or suspect they have had contact with a COVID19 carrier. For example, ensure employees complete a fit for work assessment every day they intend to come to the workplace, perhaps taking their own temperature. Developing new policies Consider implementing procedures: Travel only when necessary
Train employees on COVID19 etiquette and the latest findings
Keep records of all individuals who attend to workplace to allow trace if necessary (providing GDPR compliant)
Review policies to ensure social distancing continues
Consider employees concerns carefully, these may include refusal to attend work. Increase employee engagement and make use of Health and Safety/ Employee Representative Committees.
Develop a wellbeing policy, recognising the impact of COVID19.
Take a step back Review the above regularly, to ensure they are in line with latest government advice, and working for your team. HRsource will assist you in introducing these policies and offer regular correspondence to share with your team.
Contact us today by email: info@hrsource.co.uk or by calling Adelaide on 07711199732.
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How long after I’ve fired someone… Part 4 – Finance
No CommentsHow long after I’ve fired someone can I reemploy them? Part 4
This query has opened-up a can of worms regarding the way you run your company. Involving elements of employee relations, recruitment and development, as a business owner one of your overriding concerns is likely to be cost.
Many costs could be hidden in the time individuals spend doing tasks which, ‘they’re not employed to do’. Probably offering added pressure to workers and managers alike as the aftermath of firing someone means more duties for everyone.
Then, there is the cost of recruitment, finding the right fit individual to join your team. If you used a recruitment consultant, their lowest fee is likely to be in the region of 10% of the first year’s salary. For an employee earning the minimum wage this is likely to work out at roughly £1300.
But it doesn’t stop there. Training the new team member, bringing them on board to your company is likely to take a couple of weeks. Their time to truly settle will be at the very least £500. There may be additional training courses they need to undertake their role. Someone is probably going to be responsible for taking the employee under their wing, training them, overseeing them, guiding and coaching them… so an additional £500 is a realistic starting point.
And this doesn’t take into account your time. How much is that worth? Only you can decide.
These costs still add up, bearing in mind the lowest cost of £2300 totted up so far is simply recruiting and training. Additional administration of adding someone to payroll / pension / other benefit schemes, hasn’t been counted.
Nor have the costs of stress and strain for those taking the burden of these changes. How do we ensure other team members don’t make up their mind to ‘jump ship’?
Lurking in the background is the old chestnut. The employee you’re replacing. If they’d worked for you for longer than 2 years’ and decide you’ve not followed legal guidelines, perhaps they have been unfairly treated, they have the right to go to Employment Tribunal. The cost of the awards a tribunal makes is ultimately down to the tribunal to decide, the compensation cap is currently £78,962, but there is no upper limit if the employee can prove discrimination. The cost of preparing for tribunal; employment lawyers, witnesses from within the organisation, your time – ultimately this doesn’t bear thinking about.
Can you budget for that loss to your business?
‘How long after I’ve fired someone, can I reemploy them?’ might make you realise there is a need to get some professional advice, sooner than later.
Spending a little time and money in polishing the way you work and seeking advice could solve the quandary. The knock-on effect of brushing the concept under the carpet, not really thinking about all the pieces of the jigsaw, could bring your company sky high costs financially and emotionally.
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How long after I’ve fired someone… Part 3 Development
No CommentsHow long after I’ve fired someone can I reemploy them? Part 3
You’ve found a replacement. A buzz word comes into play, onboarding.
Starting a new job is tricky. Most of us will have some understanding of the ‘first time nerves’, the anticipation when you are about to experience something new. Walking into a new job role requires some courage, particularly if you haven’t been briefed about what to expect on that initial day.
As employers’ we can assist in the transition into the new work place. A person who is offered an introduction to the company and their colleagues, is likely to settle in quickly. They will become part of the team more easily if there is someone to show them the ropes. Otherwise they will be required to show an element of boldness and find out everything for themselves.
I am aware of many people in various companies who haven’t been shown the ropes. They don’t feel important enough to have had time spent on them, explaining what the rest of the workforce will take for granted. Some are scared to ask about how they book holiday, or what day they will get paid. This type of query is just a starting point. It makes sense that a little effort from an employer can reap rewards in the short and long term.
An induction programme can be very basic, lasting minutes, or could become far more detailed with several days and many people offering support to the new starter. It isn’t always the case that a more detailed introduction will work wonders, quality is better than quantity.
The trainer needs to feel at ease with the subject matter. With the use of support materials, whether they comprise a handout/ powerpoint presentation or simply a checklist, attention will remain on the subject matter, ensuring the anticipated content be covered.
Success isn’t just down to the trainer(s) to induct at a level suited to the individual learner, it involves the enthusiasm of the new starter to learn. If the employee is expecting to walk in and start work immediately, but they are not given that opportunity, their focus won’t be on what is being passed onto them, it will be wondering when they will experience ‘really’ starting work.
It is fitting that any programme is developed with these parameters in mind, along with communication to those being trained and training, so that none of it is a surprise to anyone in the ‘on-board’ process.
When it comes to actually commencing the role, unless it is a post which no-one has ever embarked upon before, further information should be provided in the expectations of the role, what tasks should be undertaken by what method. This might mean anything from coaching, through to a development programme where the employee is taught the required duties over a period of months.
Simply finding the correct new team member isn’t enough. Planning their first hours within the company, and helping them to fit in with the ethos and culture of the business will make all the difference.
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How long after I’ve fired someone… Part 2 – Resourcing
No CommentsHow long after I’ve fired someone can I reemploy them? Part 2
The last blog suggested it would be bad practice to re-employ someone you’ve fired.
The outcome of the statement, ‘How long after I’ve fired someone, can I reemploy them?’ sets a new challenge. There is an identified need to have someone replace the person who left the job.
You need to recruit.
The objective is to bring a new team member into the organisation:
- They need to have the capability of undertaking the skills required to fulfil the role.
- They will work alongside the workforce already employed.
- They should satisfy the expectations of the Manager.
Accomplishing these needs and requirements can fill you with a sense of dread:
- Is there anyone out there who will ‘fit the brief’
- ‘I don’t have the time to do this… it might not get us anywhere, so will be a waste’
- Will the candidate exhibit the qualities to work in this role?
- How will we train a new member of staff?
- They won’t fit in with the rest of the team.
Undoubtedly change will result.
Unless you’re heading to the pub on Friday lunchtime, where you know there are a wealth of candidates waiting for you to recruit them to start on Monday, your time is going to be eaten up in the process of selecting a new team member.
You could do it yourself. But what is the cost of your time in advertising, sifting through applications and potentially upskilling to enhance the process of finding the right person.
As you have the better judgement regarding the ‘best fit’ for your organisation, having the final say is important for you.
It is why recruitment agencies are in business. They have the specialism to identify the right fit for the role, and concentrate on filling your role, often at a cost of 10 – 20% of the 1st year’s salary.
On the other hand, utilising a HR consultancy with a holistic outlook to develop covert knowledge about your company and how it ticks, and understands your expectation will alleviate many of the potholes encountered in all aspects of employing people.
Using the knowledge of a HR professional to assist in the recruiting process will lessen your burden. By gaining an understanding of the ethos and culture of the company, and acquiring detailed comprehension of necessary attributes and preferences to enrich the team, the right person can be put forward for the right job. A professional HR Consultant won’t pass every applicant for you to see, they will only forward those who will ‘fit’.
The result?
Selecting from two candidates, on paper (or email!) and at interview stage makes the decision process simpler for you.
A new team member should become a healthy addition as they are likely to bring with them a fresh perspective, new ways of working and often will want to make a difference to gain acceptance within their role.
Once they begin, the process of ‘onboarding’, encompassing induction, training and learning the role leads us to the next blog subject… development.
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How long after I’ve fired someone… Part 1 – Employee Relations
No CommentsHow long after I’ve fired someone can I reemploy them?
Our team were discussing some of the questions we’d been asked by departmental managers in our capacity as HR professionals over the course of our careers. There are so many queries, and very often our responses to the encounters can be answered simply.
No question is a silly question. How we respond is the important element. This source keeps HR professionals busy.
If Business Owners, Supervisors, Heads of Department, Managers and even Board Members knew the answers in people management, there would not be a need for HR Business Partners or HR Advisors.
So how to deal with this manager’s query. ‘After I’ve sacked a member of staff, how long should I wait before I can reemploy that person?’
My first reaction would be, ‘Never’.
But that’s a quick fix. The problem lies deeper within the organisation and in this instance was why HR was being introduced. The board had recognised a gap in managing its’ people.
Deciphering why the person’s employment was terminated is the key.
Perhaps the manager had ‘fired’ the individual to set an example for bad behaviour; or lateness; or on the spur of the moment in the middle of a bad day. A foolhardy approach means everyone loses.
Maybe the team member deserved to be ‘fired’. They might have stolen something, or caused a fight at work.
You wouldn’t ever want a person who acts in this way to return to their post. They have the potential to wreak havoc in your business. (If this was the circumstance, the issue would follow on to involve recruitment, which is a different story…)
HR Professionals coach managers; we offer advice about how to deal with conflicts and disputes with staff. We get involved and solve the problems. We endeavour to get the best out of everyone, to make your life less complicated, so you may focus on your role in the business.
The outcome?
Achieving a Win : Win is the best answer to the original question. Before you fire a member of staff, if its spur of the moment or you are fed up of continually putting up with issues you aren’t happy with, contact your HR Advisor.
The likelihood is you’ll be in a better position because you haven’t lost your talented team member, and they won’t be disgruntled with your company, on the job market, searching for a new role.
The challenge for any HR Professional is in offering the right guideline of how to manage staff. This might mean developing systems and communicating the change to all. But ultimately there is a need to set parameters for both parties, allowing a status quo for everyone within your organisation.
Asking the question, was a simple step in the path to being successful. No question is a silly question.
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“Up in the air” Trailblazer Podcast
No CommentsIn part three of a special series looking at rigging and lifting, the Talking Events podcast returns to the home of Blackout to discuss a newly launched apprenticeship scheme specifically for riggers.
The development of the Trailblazer apprenticeship in Live Events Rigging has been facilitated by the National Rigging Advisory Group and some of the leading rigging companies within the industry. The apprenticeship will provide the best information, experience, advice and guidance, allowing candidates to first gain and then demonstrate their competence.
Joining the podcast to discuss the topic were Plasa’s NRC Manager Paul Riddiford, Technical Director of Unusual Rigging Robin Elias, and Blackout’s Human Resources Manager Adelaide Johannsen.
This episode follows on from ‘Up in the air parts 1 & 2’, which have discussed the National Rigging Certificate, the new National Event Lifting Certificate, and also the National Rigging Conference.Up
Click here to listen to the “Up in the air” Podcast
