The argument in favour of granting employees 'benefits' over and above salary is sound. But employee attitudes to benefits change with age - with life stages. As a result what's really needed is flexibility in granting those benefits. But traditionally, management overheads have determined that flexible benefits has been the preserve of the large firm. In fact, designing a flexible benefits systems is simply done by all.
Broadly, most UK SME managers grant employees the bare minimum of additional benefits over and above salary. In many cases, they’ll award staff the statutory minimum. Yet a few SMEs do give their employees generous high-value benefits. So why the difference, and does it make any sense to offer more than you must? Here we discuss the origins of this minimalist thinking and explore what other options there are for beneficial benefits.
Employees from EU countries, now working in the UK, are letting their managers know that they intend to return home. Somehow, the UK’s not such a nice place today. And the problem nation they left all those years ago looks quite attractive now with significant economic growth and jobs. So, when your employees say “We intend moving back to our home”, here are your options.
There's such an argument in practitioner circles about which psychometric test to use. Some say 'simpler the better' whilst others say 'accuracy first'. Others focus on the moral and ethical issues in providing any unfiltered information to test respondents. So how to make sense of this debate?
The gig economy describes the present state where workers need not necessarily be employed by a firm. They can be engaged for the duration of a ‘gig’, after which they stand down until needed again some time later. There can be advantages for managers to employ workers or the self-employed instead of employees. Read how.
There's been a flurry of high profile cases with celebrities and MPs being accused of sexual harassment. In the workplace, the employer should deal with allegations of harassment. For harassment to be deemed to have taken place the alleged behaviour must have had either purpose or effect. Suspension is normal in any case where investigation would be hampered. The investigator then develops a report, setting out all the evidence. A decision is made based on ‘reasonable belief’. Here's more on the process.
Management is a science. Few managers – accidental or otherwise - would dispute that claim as they struggle to motivate their staff. Management is non-obvious and must be learned. Here's a discussion about approaches.