Author Archives: reachdigital

Webinar Archive

Women’s Health in the Workplace

Posted on by reachdigital
13
Sep

In this webinar our guest speaker Sue Porter discusses very openly about a few key areas involving women’s health, and why women’s health in the workplace is so important.

In this webinar we discussed

We looked at the statistics surrounding women’s health, 1 in 7 UK females will be diagnosed with breast cancer, there are approximately 7,400 new ovarian cancer cases each year, and this is increasing, more than 4 in 10 cancer cases can be preventable with early detection, 1 in 5 women in the UK have a mental health problem and too much alcohol consumption can increase the risk of female cancers.

We explored the three main female cancers, breast, cervical and ovarian, and the key signs on what to look out for, and what to do if you have a concern. The different types of screening for cancer that is available, and how and where to get the screening. We also discussed two further areas that affect women in the workplace, these areas are the menopause and stress. The menopause can be challenging for some women whilst they are going through the peri menopause and the menopause, and how some of the symptoms and side effects of the menopause can affect a woman and her work.

Life can be busy, and effectively managing a healthy balance of stress at work is so important, if someone is over worked or over stretched, this could result in someone being overburdened and stressed out, and the affect this may have, could potentially have a detrimental impact on their health.

The final part of the webinar was discussing the further supports that are available to help and support women health in the workplace.

Contact Kingswood Group

For a confidential, no obligation discussion about our webinar, please contact us 01245 204450 or email enquiries@kingswoodgroup.org

News, Advice

Sickness Absence Management – Getting it Right!

Posted on by reachdigital
22
Aug



A report by the Institute for Public Policy Research (IPPR) has found that in 2023, the “hidden cost” of employee sickness reached £103bn in the UK – an increase of £30bn since 2018! The main cause of the cost increase was due to a decrease in productivity, with a lower proportion due to increased numbers of sick days. 

The study found that UK employees are more likely to work through their sickness, which is causing the dip in productivity and adding to the hidden cost. This is also known as ‘Presenteeism’ which refers to the lost productivity that occurs when employees are not fully functioning in the workplace because of an illness, injury, or other condition.

There are a number of reasons why employees feel pressured to come to work. This can be because of financial insecurity, for example, the employee has no entitlement to company sick pay and therefore continues working so there is no loss of earnings. 

Other factors contributing to presenteeism are bad workplace culture, with Managers putting pressure on employees to work through sickness; as well as a lack of understanding of long term health conditions that employee’s may be experiencing.  

How should sickness absence be managed?

Policies and Procedures: First things first, implement a robust sickness absence policy. Consider what your company trigger points will be or whether you will use the Bradford Factor Score. A qualified HR consultant can advise you on best practice and ensure your business is compliant. 

Leadership and Management: Ensure all your managers are on board with the absence management policy and procedure; It will not be effective without them. 

Learning and Development: Train all your managers on the new policy before applying it; You want to make sure the policy is understood by all. 

Informal meetings: Regular one to ones and completing return to work interviews after all absences is a great opportunity to learn more about your team, understand any underlying health conditions and will help you to proactively introduce any necessary adjustments that will facilitate attendance. 

Accessibility: Make sure the policy is accessible to all by displaying on a staff notice board or making it available electronically. Also consider how the policy will be viewed by those with a disability.

Reasonable Adjustments: Employers need to give careful consideration to reasonable adjustments when managing the sickness absence, in line with their policy, of an employee who has a known health condition. In ‘Powell v Secretary of State for Work and Pensions’ the employment tribunal ruled that the employer did not consider all reasonable adjustments when managing the employee’s sickness absence that was linked to their disability. Whilst the employer did sensibly adjust the trigger points in their sickness absence policy, to allow the employee more time to improve their attendance, they did not consider a further extension, and it was ruled the employee was unfairly dismissed. 

If you need further HR advice and guidance on managing sickness absence or training, please contact our HR team at Kingswood Group who are on hand to help. You can reach us via email on enquiries@kingswoodgroup.org or call us on 01245-204450.

Also, due to popular demand, on 23rd October 2024 we are hosting a free webinar on ‘Navigating Sickness Absence: Getting it Right’. We hope you can join us! Please visit our website to register your place today www.kingswoodgroup.org 




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Call 01245 204450 to talk to one of our HR professionals today, or use our simple online contact form.

Outsourced HR Services




News, Advice

Sexual Harassment in the Workplace: changes to the law and your obligations as an employer

Posted on by reachdigital
22
Aug

The Worker Protection (Amendment of Equality Act 2010) Act 2023, also known as Chapter 51 of the 2023 legislative updates, marks a significant step towards enhancing workplace protections against sexual harassment in the UK. This amendment introduces robust measures aimed at creating safer, more respectful work environments, addressing long-standing issues within the scope of the Equality Act 2010.

A critical component of this amendment, that comes into force in October 2024, is the enforcement of a proactive duty on employers to prevent sexual harassment. Previously, the duty was predominantly on employees to report incidents of harassment after they had occurred. The new amendment shifts this responsibility to employers obliging them to take all reasonable steps to actively implement preventative measures. The aim is to encourage a culture of respect and vigilance, thereby reducing the risk that sexual harassment would even take place.

Employers should consider their liability for third party harassment. Whilst it is not explicitly detailed in the amendment, under the Equality Act 2010, an employee could raise a successful claim for direct discrimination against their employer if, for example, it was shown that an employer’s failure to deal with third-party harassment was because of a protected characteristic. Equally, there may be situations in which third-party harassment could form the basis for an indirect discrimination claim, if Employers take no action at all to protect employees. 

Where an employment tribunal finds that to any extent there has been sexual harassment and the employer duty has been breached, then the tribunal may order an uplift of up to 25% to the compensation awarded, in respect of the sexual harassment claim.  

The current timeframe for raising a claim is three months. However, ACAS states that if a claim is not filed in time, then a tribunal may extend the time limit if it has just and equitable reasons to do so. They may consider the surrounding circumstances and the effect on the claimant to apply leniency. Furthermore, the Labour government are proposing to extend the timeframe for raising a claim to six months from the date of the last incident.

What should employer now do?

Under the Worker Protection (Amendment of Equality Act 2010) Act 2023, employers are required to take proactive and reasonable steps to prevent sexual harassment in the workplace. Here are some key measures that employers must implement:

  1. Clear Anti-Harassment Policies: Employers should develop and maintain clear, comprehensive anti-harassment policies. These policies must define what constitutes sexual harassment, outline the procedures for reporting incidents, and detail the consequences for those in breach of the policy. The policies should be easily accessible to all employees and can form part of an existing company policy such as EDI, or Anti-Bullying and Harassment policy or it can be standalone.
  2. Training and Education: Regular training sessions should be conducted for all employees, including management, to educate them about sexual harassment, the company’s policies, and the importance of maintaining a respectful workplace. Training should also include how to recognise and respond to harassment. This can also be covered in regular team meetings/briefings or ‘toolbox talks’.
  3. Effective Reporting Mechanisms: Employers must establish reliable and confidential reporting mechanisms for employees to report incidents of harassment. This can include hotlines, online reporting systems, or designated team members within the organisation who are trained to handle such complaints. Keeping records of all complaints will allow businesses to spot trends and monitor actions.
  4. Prompt and Thorough Investigations: When a report of sexual harassment is made, employers must promptly investigate the complaint. Investigations should be thorough, impartial, and conducted with sensitivity towards the complainant. Where a business does not have the capacity or training to undertake such a sensitive and often complex investigation, they can seek support from an independent and skilled investigator, typically appointed from an external provider to conduct the investigation on their behalf.
  5. Support for Victims: Employers should provide support to victims of sexual harassment. This can include offering counselling services, making accommodations in the workplace if necessary, and ensuring the victim is not subject to retaliation. These support mechanisms can usually be provided if the employer has an Employee Assistance Programme, but separate counselling or support services can also be provided where the victims can go for help.
  6. Regular Monitoring and Review: Employers should regularly review their anti-harassment policies and procedures to ensure they are effective. This includes monitoring the workplace climate, conducting employee surveys, and making necessary adjustments based on feedback and changes in the law.
  7. Accountability for Third-Party Harassment: Employers must also take steps to prevent harassment by third parties, such as customers, clients, suppliers, or contractors. This can involve training employees on how to handle such situations and setting clear expectations with third parties about acceptable behaviour.
  8. Senior Leadership & Management Commitment: The commitment to preventing sexual harassment must be demonstrated by the top management. This includes leading by example, enforcing policies consistently, and ensuring that the issue is given priority within the organisational culture.

By implementing these reasonable steps, employers will not only comply with the Worker Protection Act 2023 but also be cultivating a safer and more inclusive workplace environment.

For help with addressing any or all of the reasonable steps to implementing a safer, more inclusive workplace environment, please feel free to contact Kingswood Group who are on hand to help. You can reach out via email on enquiries@kingswoodgroup.org or call us on 01245-204450.

Looking for Outsourced HR Services?

Call 01245 204450 to talk to one of our HR professionals today, or use our simple online contact form.

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News

Diversity at the Olympics

Posted on by reachdigital
24
Jul

With the opening ceremony this Friday, the 2024 Paris Olympics stand as a testament to the evolving landscape of diversity in international sports, marking a significant departure from previous games in terms of inclusivity and representation. As the host city prepares to welcome athletes from around the globe, the focus on diversity is more pronounced than ever before.

In contrast to earlier Olympics, the 2024 Paris Games have embraced diversity in multiple dimensions. Firstly, there has been a concerted effort to ensure gender equality across all aspects of the games. This includes an equal number of male and female events, as well as steps towards equal media coverage and representation on decision-making boards. The aim is not just to promote fairness but also to inspire the next generation of athletes, showing them that opportunities in sports are not limited by gender.

Furthermore, the Paris Olympics have made strides in ethnic and racial diversity. The organising committee has actively promoted inclusivity, encouraging participation from underrepresented groups and celebrating the multiculturalism of both the city and the global sporting community. This is reflected not only in the athletes but also in the cultural events and programmes planned alongside the games.

Moreover, the 2024 Olympics have set a precedent for inclusivity in terms of abilities. Efforts have been made to accommodate athletes with disabilities, ensuring accessibility in venues and promoting events that showcase the talents of para-athletes alongside their able-bodied counterparts. This commitment to inclusivity sends a powerful message of empowerment and equality.

Comparing this to previous Olympics reveals a clear evolution. While diversity has always been a goal, the 2024 Paris Games have taken concrete steps to make it a reality across all facets of the event. Past games have often faced criticism for falling short in these areas, but Paris seems poised to set a new standard.

The 2024 Paris Olympics represent a turning point in the history of the Games, emphasising diversity in gender, ethnicity, and ability like never before. So what lessons can businesses take from the Games? By championing inclusivity, businesses can similarly embrace and celebrate diversity within their workforces. Focusing more on what people can bring to the workplace rather than on what they cannot, celebrating the contributions everyone can make to a business’s success and engendering a deep sense of team spirit and cohesion. Now that is a gold medal that ALL businesses should be aiming for.

If you would value support with building strong, more inclusive teams in your business, or you want to review your recruitment strategies to ensure they fully embrace diversity, equality and inclusion, then contact the team at Kingswood Group for a FREE, non-committal conversation to explore how we could add value to your business. You can call us on 01245-204450 or email on enquiries@kingswoodgroup.org

Looking for Outsourced HR Services?

Call 01245 204450 to talk to one of our HR professionals today, or use our simple online contact form.

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Advice

Your Guide to HR Outsourcing (HRO)

Posted on by reachdigital
what is human resource outsourcing
27
Mar

what is human resource outsourcing

What is Human Resource Outsourcing?

Human Resource Outsourcing (HRO) is when a company chooses to have an outside firm take care of all or some of its tasks related to managing and supporting its employees instead of doing these tasks internally.

This can include a wide range of activities, such as hiring new staff, managing payroll, and conducting training programs. Essentially, it’s like hiring an external team to handle the jobs that an internal HR department would typically do, allowing the company to focus more on its core business areas.

In this article we explore the various types of HRO services, who uses them and the potential pros and cons to an outsourced solution.

Jump to section:


Understanding the Types of HRO Services

Let’s take a clook at the core services offered by Human Resource Outsourcing (HRO), which helps companies manage everything from payroll to how happy employees are at work. This section breaks down how each service works and why it’s important for businesses.

Payroll Administration involves calculating wages, deductions, and taxes for employees. It ensures timely and accurate payroll processing and compliance with tax laws. This service reduces the administrative burden and ensures that employees are paid correctly and on time.

Benefits Administration manages all aspects of employee benefits, such as health insurance, retirement plans, and other perks. It includes handling enrollments, liaising with providers, answering employee queries, and enhancing employee satisfaction and retention through efficiently managed benefits.

Recruitment and Talent Acquisition cover the entire hiring process, from job posting to onboarding new hires. This includes developing strategies to attract top talent, screening applicants, conducting interviews, and negotiating job offers. Outsourcing recruitment can improve the quality of hires and reduce the time to hire, allowing companies to focus on their core operations.

Training and Development identifies employee training needs and provides or sources training programs to enhance their skills and professional growth. Training and Development services supports employees’ career development, improves job performance, and ensures the workforce is equipped with current and relevant skills.

Compliance Management ensures that a company’s policies and practices adhere to local, national, and international labour laws and regulations. This service mitigates the risks associated with non-compliance by managing documentation, reporting, and policy updates.

Employee Relations focuses on maintaining positive communication between management and employees, addressing grievances, and fostering a positive work environment. This includes managing disputes, conducting exit interviews, and developing policies that promote a healthy organisational culture. By improving employee engagement and satisfaction, this service helps to reduce turnover rates.


Who Uses HROs?

Human Resource Outsourcing isn’t one-size-fits-all; it’s a versatile solution that benefits a wide range of businesses:

  • Small and Medium Enterprises (SMEs): For SMEs, HRO is an essential service. It allows access to HR expertise without the cost of a full-time department, freeing up resources to focus on growth and innovation.
  • Large Companies: Big businesses leverage HRO to navigate the complexities of global compliance and to streamline HR processes across multiple countries, enhancing operational efficiency on a large scale.
  • Industries with High Compliance Needs: Companies in highly regulated sectors like healthcare and finance find utilise HRO for maintaining strict compliance without diverting focus from core activities.

Each business type finds unique value in HRO, whether scaling HR capabilities, managing compliance, or simply optimising resources to focus on what they do best.

Looking for HR Support?

Connect with our specialists to discover how we can provide your business with professional, yet approachable, HR support.

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Potential Advantages to Using HRO

There are various advantages and challenges linked to HR outsourcing. Recognising these can guide organisations in making an informed decision, ensuring they weigh the potential for improved efficiency, access to expertise, and cost savings against the challenges of managing external partnerships and integrating outsourced services with existing business processes.

Expertise and Experience

HRO companies bring specialist knowledge and experience in managing diverse HR functions. This expertise ensures that HR processes are up to date with industry trends, technologies, and regulatory requirements. Companies using an HRO can benefit from high-level HR capabilities without investing heavily in training or hiring specialist employees.

Cost Savings

As briefly mentioned previously, outsourcing your HR function can significantly reduce cost. An outsourced HR solution reduces overhead costs associated with maintaining and internal HR department, such as salaries, benefits and HR software.

You Can Focus on Your Core Business

One of the biggest advantages of HRO is that it enables your business to concentrate on its core operations. By delegating HR tasks to an external provider, companies can dedicate more time and resources to strategic areas such as product development, market expansion and customer engagement, which are all essential for competitive advantage and business growth.

Compliance and Risk Management

HR consultancies have experts who stay up-to-date with employment laws, making sure your business is always compliant. They also work to minimize HR-related risks, like workplace conflicts and safety problems, by implementing effective policies and training. Furthermore, these consultancies guide your business’s growth while keeping compliance at the forefront, ensuring you consider legal requirements from the beginning.

Scalability

Businesses that use HRO are better positioned to adjust the service level they invest in to fit their current needs – whether they’re growing, scaling down, or handling seasonal changes. It’s this flexibility that enables companies to respond to market shifts efficiently without concern for staff levels.

Potential Disadvantages to HRO

Less Control

Trusting someone else with business operations, particularly as integral as HR, can make you feel like you’re relinquishing control. This is why it’s important to choose the right HR partner who approaches your business with the same dedication and commitment as you do. Great HR businesses will understand your business, ensuring that their support and advice are tailored to your business operations as if they were your in-house team. The goal is to become an extension of your business, offering expertise and solutions that support your vision and direction.

Less Personal-approach

Some businesses may be concerned that an outsourced solution might be less personable than an in-house HR team. The ‘human’ aspect of HR is essential, and a good HR company will understand this. Some agencies offer dedicated HR Consultants who are available to attend onsite meetings and deliver training sessions.

Slow Answers and Solutions

As a company considering using an HRO, you may be concerned that issues may take longer to be solves and that it could lead to frustrated employees and backlogs. This is another area you should explore when researching an HR service. Ask them about service delivery, how long it takes to get responses to queries and how they prevent backlogs. Most HRO’s will be able to reccomend the right level of service to meet your specific needs.

Privacy and Security

Nowadays, keeping personal and business data safe is more important than ever. As a business owner, you know how crucial it is to protect your information. You might wonder about handing this responsibility over to someone else. It’s key to ask your HRO provider how they keep your data secure. Here are key considerations for ensuring your data remains secure with an KRO provider.

  • Certifications: Such as ISO 27001, indicating robust information security management.
  • Compliance Standards: Providers should adhere to GDPR and other relevant laws, showcasing a commitment to data privacy.
  • Security Measures: Including advanced encryption and regular audits by third-party experts to prevent data breaches.


Summary

Choosing Human Resource Outsourcing (HRO) is a big step for any business, aiming to simplify HR tasks and focus on what really matters—growing your company. From small startups to large corporations, HRO offers tailored solutions to fit every need, ensuring your HR operations are efficient and your team is supported.

Before diving into HRO, weigh the benefits like cost savings and specialised expertise against potential challenges such as adjusting to less direct control over HR functions and ensuring data security. The key is finding the right HRO partner who understands your business and can seamlessly integrate with your team.

HRO can be a powerful tool for businesses ready to streamline their HR processes and concentrate on their core goals. With the right approach and partner, stepping into the world of HRO can lead to significant advantages, paving the way for future success and innovation.


Sarah McKee-Harris Portrait


Sarah McKee-Harris
CEO & Founder

Sarah has 19 years of experience in HR tTalent Acquisition, working extensively in both London and Essex. Her approach to HR is rooted in a simple yet effective philosophy: taking the time to listen, understand, and question our clients to pinpoint their unique business needs.


Looking for Outsourced HR Services?

Call 01245 204450 to talk to one of our HR professionals today, or use our simple online contact form.

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News

Redundancy and Maternity

Posted on by reachdigital
21
Feb

The Protection from Redundancy (Pregnancy and Family Leave) Act 2023 modifies the existing Employment Rights Act 1996 and introduces essential safeguards for a wider group of individuals during pregnancy or family leave.

Under the current law, those on maternity leave, adoption leave, or shared parental leave have special protection in a redundancy situation. They have the right, during their absence on one of those family leave periods, to be offered a suitable alternative vacancy, if one is available, before being made redundant. This gives employees on these types of leave priority access to redeployment opportunities over other redundant employees.

The Protection from Redundancy (Pregnancy and Family Leave) Act 2023, which will apply from April 2024, extends the priority status to pregnant employees and those who have recently returned from maternity leave, adoption leave, and shared parental leave. 

The new protections will see an expanded period covering from when a woman tells her employer she is pregnant until 18 months after the birth. The 18-month window ensures that a mother returning from a year of maternity leave can receive 6 months additional redundancy protection. The 18-month window will also apply to all those listed above.

Albeit the law has not yet be applied, employers should now be updating their policies and procedures to reflect what will be law from next year. If you need support or help with this, or any other HR related matter, please contact Kingswood Group on 01245-204450 or email us on HR@kingswoodgroup.org 



News

Keeping in touch with your employee during their maternity leave

Posted on by reachdigital
21
Feb

Some employers may question why it would be necessary or important to keep in touch with an employee when she is on maternity leave. Well, here is a tale to explain why it matters…….

Recently an employee was awarded £50,000 by an Employment Tribunal after she was excluded from an extra paid day off by her employers and because her employer failed to send her job adverts while she was on maternity leave. 

The Tribunal heard that the employer had failed to keep the employee informed of opportunities for career progression, even though she had been encouraged to apply for promotions before she informed them she was pregnant. 

Her first claim arose after the announcement of her pregnancy. All employees at the company were given an extra paid day off by the company as a thank you for their efforts during the Covid pandemic. However, the day off they were given was to be taken on a specific Friday, and because the pregnant employee did not work Fridays, she asked if she could have another day off that week instead.  Her employer refused.

Then when the employee started her maternity leave, other than a few emails from HR about pension matters and some personal messages from her line manager at the start, she did not receive any other communications from her employer.  Around seven months into her maternity leave, the employee got a text from her line manager to tell her someone had been appointed as the employee’s new manager and the company had also hired a governance and assurance manager, which was a role only published internally on the company intranet. 

The employee was not happy about the text and what she perceived to be a lack of communication from the company during her maternity leave. It also went against the company’s maternity policy  which stated that employees on maternity leave must be informed of job vacancies.

The employee commenced a grievance which was heard internally but not upheld.

The Tribunal ruled that the company’s decision to not allow her to reschedule a day off was “unfavourable towards part-time workers, and therefore indirectly discriminatory towards female members of staff, as well as deeply unsympathetic in relation to the claimant herself”. It also felt both roles notified to the employee would have been opportunities for the employee to progress within the company had she known about them and been able to apply.  The Tribunal ruled that the employee “clearly [had] less favourable treatment” because she was on maternity leave as she was “barred from the opportunity” of participating in any recruitment process, or the chance to compete with other applicants to progress her career.

How could that have been avoided?

Well firstly, why penalise a part time employee for not happening to work on a day you are giving as an extra paid day off? A reasonable, and non-discriminatory approach would have been to allow the employee to take another day off in the same week, but on a day she actually worked!

Secondly, the employee and employer should have agreed prior to her maternity leave, how they were going to stay in touch. 

Employers have the right to maintain a reasonable amount of contact with employees during their maternity leave, so having a meeting with them to talk about how they plan to stay in touch before the employee starts her maternity leave would have been a sensible move.

By law, while a woman is on maternity leave their employer must tell them:

  • if jobs are being advertised
  • of any promotion opportunities
  • if they’re planning redundancies or reorganisation

Employees can also agree with their employers:

  • what else they would like to hear about, for example staff bulletins or social events
  • how they would like to communicate, for example by email, phone or keeping in touch (KIT) days; and 
  • how often they would like to be in touch.

Keeping in Touch days (KIT)

Employers and employees can agreed for the employee to attend the workplace for up to 10 days during their maternity, adoption or shared parental leave to help them stay in touch with the organisation and without ending their maternity, adoption or shared parental leave or affecting their maternity, adoption or shared parental pay (if they are still in receipt). These are called keeping in touch (KIT) days.

KIT days can be used to carry out any type of work and it is advise to agree collectively what the employee will be doing on their KIT day. It could be they will be undertaking work they would usually perform as part of their job, but could also be used to attend training, appraisals, conferences, team meetings or work-related events. Working from home could also count as a KIT day, where agreed with the employer. 

KIT days should be used to help support the employee’s transition back into the workplace following their maternity, adoption, or shared parental leave. They can form part of a phased return to work toward the end of an employee’s maternity, adoption, or shared parental leave, with the KIT days used to work part-time in the lead up to starting back at work on their usual, permanent basis.

There should be an agreement made on pay for the employee on a KIT day in advance. The easiest option is for the employer to pay the employee their normal pay for the day and if this is more than their maternity, adoption or shared parental pay, the employer could opt to simply ‘top up’ the employee’s maternity, adoption or shared parental pay to their full rate. The employer must not pay the employee less than National Minimum Wage under any circumstances.

It’s up to the employee to agree with their employer:

  • if they want to work keeping in touch days
  • how many days they want
  • what type of work they will do on the days
  • how much they will be paid for the work

It still counts as a full keeping in touch day even if the employee only work part of it, for example a half day. If they work more than 10 keeping in touch days, their maternity, adoption or shared parental leave and pay will automatically end by law.

If you like some support or guidance with this, or any other HR related matter, please contact Kingswood Group on 01245-204450 or email us on HR@kingswoodgroup.org 

News

From pregnancy announcement to going on maternity leave

Posted on by reachdigital
21
Feb

When an employee announces that they are pregnant, it’s important for employers to handle the situation with care, respect, and in accordance with the UK’s pregnancy and maternity rules. 

  1. Offer Congratulations and Support: Begin the conversation by congratulating the employee on their pregnancy. Express enthusiasm and positivity about this important life event.
  2. Respect Privacy: Pregnancy is a personal matter, and the employee’s privacy should be respected. Avoid discussing the pregnancy with other employees unless the employee has given permission to share the information.
  3. Provide Information: Let the employee know about any available maternity leave policies, benefits, and other resources that your company offers. Ensure they have a clear understanding of their rights and options during pregnancy and maternity leave.
  4. Health and Safety: When advised of the employee’s pregnancy, conduct a New and Expectant Mothers’ Risk Assessment. Review the work environment to ensure it’s safe for the pregnant employee. Make any necessary adjustments to ensure their health and well-being. The employee should have a risk assessment in the first, second and third trimesters where possible.
  5. Discuss Work Arrangements: Initiate a discussion about how the employee’s workload and responsibilities might be adjusted during the pregnancy. Depending on the nature of the job, some tasks might need to be temporarily reassigned or adjusted to accommodate the employee’s needs. Document any adjustments/variations along with any review periods.
  6. Flexibility: Consider offering flexible work arrangements if possible, such as remote work, adjusted hours, or reduced physical demands. This can help the employee manage their work-life balance during pregnancy.
  7. Maternity Leave Planning: Discuss maternity leave plans, including the expected start date and duration of leave. Be aware of the legal requirements in your jurisdiction regarding maternity leave entitlements.
  8. Documentation: Provide the necessary forms or documentation that the employee might need to fill out for maternity leave or related benefits. Ensure they understand the process and deadlines.
  9. Open Communication: Keep communication lines open with the employee throughout their pregnancy. Regularly check in to see how they are doing and if they need any accommodations or support.
  10. *Anti-Discrimination Laws: Be aware of and comply with anti-discrimination laws and regulations that protect pregnant employees. Treat the employee fairly and avoid any form of discrimination or bias based on their pregnancy.

Once the employee has gone on maternity leave, ensure they are paid in accordance with their contractual terms and all other entitlements, such as holiday, or benefits, are managed for the employee whilst they are absent on maternity leave. 

Prior to the employee’s return from maternity leave, communicate with them to discuss their transition back to work. This might involve discussing any changes to their role, schedule, or responsibilities.

Remember that the specific steps may vary depending on your company’s policies, local laws, and the nature of the employee’s role. It’s important to approach the situation with empathy, flexibility, and a commitment to ensuring the well-being of the pregnant employee while also maintaining a productive work environment.



Case Studies

HR Discovery Audit & Interim Head of HR Solution

Posted on by reachdigital
13
Feb

Client: John F Hunt Group

Industry: Construction

Date: April 2023

Testimonial:  Ian Saville, Finance Director: “We were introduced to Kingswood in 2023, initially to provide a strategic HR review of our business, which resulted in a recruitment of a new Group HR Advisor.  We were so impressed with the service that Gemma Todd and Sarah-McKee Harris provided; we have continued to utilise their services where Gemma in affect providing an external Head of HR service for the group along with being a great sounding board for our new Group HR Advisor.  We have also utilised Kingswood recruitment service in search for additional payroll staff.”

In 2023, John F Hunt Group commissioned a strategic review by Kingswood Group of its Human Resource provisions, processes, and personnel. The collaboration initially aimed to identify and report on the shape of HR within JFH Group at that time in support of a Board level decision to recruit a Group HR & Training Director.

Gemma Todd, for Kingswood Group HR Solutions, led the project for the client, meeting with members of the senior management team and other stakeholders involved in elements of HR delivery within the Group. The report generated by the review, which was far reaching and robust, concluded that the role of a Group HR & Training Director was potentially a future consideration as the pressing need was for a Group HR Advisor and a drive for harmonisation and consolidation of HR practices across the Group first.

Impressed by the quality of service, John F Hunt Group extended their partnership with Kingswood Group, appointing Gemma Todd to the role of an external Head of HR, to enable her to work directly into the client with the provision of information, advice, and guidance on critical HR matters. She also serves as a valuable sounding board for the newly appointed Group HR Advisor. The seamless transition and ongoing support demonstrated Kingswood Group’s commitment to understanding the unique needs of John F Hunt Group. Recognising the efficiency of Kingswood Group’s recruitment services, JFH Group then engaged the services of our specialist recruitment team in the search for payroll staff, further solidifying the partnership.

Through Kingswood Group’s strategic HR insights and recruitment prowess, JFH Group not only successfully filled critical roles but also has the blueprint from which the Group HR Advisor can start the process of streamlining and harmonising the organisation’s internal HR services and processes. The collaboration continues to thrive, showcasing the enduring impact of Kingswood Group’s tailored solutions on JFH Group’s organisational success.

Legislation Updates

Holiday Pay Reforms for irregular hours and part-year workers

Posted on by reachdigital
07
Feb

Irregular hours and part-year workers will now have their holiday pay calculated as 12.07 per cent of actual hours worked in a pay period, for leave years starting on or after 1 April 2024. This calculation is based on the fact that all workers are legally entitled to 5.6 weeks’ leave, though may be entitled to more than the minimum if specified in their contract.

What is an irregular hours or part-year worker?
The new regulations set out a definition for irregular hours workers and part-year workers, which the reforms apply to.  

An irregular hours worker works wholly or mostly variable paid hours under the terms of their contract in each pay period. This means they could be on a casual or zero-hours contract. Workers with fixed hours even if over different days, would not qualify as an irregular hours worker. They have to work a different number of hours each week to be classified as an irregular hours worker.

A part-year worker is required to work only part of the year and there are periods in that year of at least a week during which they are not required to work and for which they are not paid. Unlike irregular hours workers, part-year workers may have fixed hours and it is the work pattern that is applicable, e.g. they work term time only.

Annual leave for irregular hours or part-year workers
Under the new rules, workers who have been unable to take the annual leave they were entitled to because they were on maternity or other family-related leave can carry over all their holiday entitlement to the following leave year. The regulationsalso set out that workers could carry forward leave to the next year if their employer refused to pay them their entitlement, they did not give the worker a ‘reasonable opportunity’ to take their leave or encourage them to do so, or the employer did not inform the worker that untaken leave must be taken by the end of the year to avoid it being lost.

An irregular or part-year worker could potentially carry over up to 28 days leave as a result of being off sick, so it’s crucial that employers familiarise themselves with the detail and that workers are made aware of their rights.

Holiday Pay
Under the reforms, four weeks of the minimum 5.6 weeks’ paid holiday entitlement carried forward must be paid at a worker’s normal rate of pay, while the rest can be paid at a basic rate of pay. The guidance says that the normal rate of pay must include payments, including commission payments, intrinsically linked to the performance of tasks that a worker is contractually obliged to carry out, as well as payments relating to professional or personal status relating to length of service, seniority, or professional qualifications. Payments, such as for overtime, which have been regularly paid to a worker in the 52 weeks preceding the calculation date, must also be included when calculating the normal rate of pay.

For holiday leave years beginning 1st April 2024, employers will be able to cover a worker’s holiday pay through including an additional amount in their payslips, instead of paying holiday pay when they take annual leave.  Rolled-up holiday pay was previously ruled unlawful by the European Court of Justice because of concerns that workers might be de-incentivised from taking annual leave.

The reforms now allow rolled-up holiday pay to be made, though it is not obligatory, and employers can choose not to implement this. If they do decide to implement rolled up holiday pay for existing workers, they will need to apply a variation to contractual terms for existing workers to amend their contract (with notice) and apply the new contractual terms for new irregular hours/part-year workers. There are concerns that employers who do chose to apply rolled up holiday pay may not comply with their duty of care to ensure workers are taking the required time off. Those employers are going to need to have robust and closely monitored leave arrangements to avoid those workers not taking appropriate time off.

Legislation Updates

Recent and Forthcoming UK Immigration Rule Changes in 2024

Posted on by reachdigital
07
Feb

It is well known the government has a goal of reducing net migration and in support of that, have introduced a number of immigration reforms. These immigration reforms hold significant implications for individuals, businesses, and families. To help businesses understand the swathe of reforms and the impact of them, we have set out a timeline of the main amendments made to the UK’s Immigration Rules so far this year as well as the scheduled implementation dates for forthcoming changes to the UK Immigration system during the first few months of 2024.

The key dates and relevant changes to the Immigration Rules to be aware of are follows:

1 January 2024: UK Student Visa rules amended to prevent most international students from being accompanied or joined by a dependent whilst studying in the UK

  •  The new student dependent rules apply to students who applied after 3pm on 17
    July 2023 for a course of study commencing on or after 1 January 2024.  
  • Under the new rules, a student who commences their studies on or after 1 January
    2024 may only bring dependents to the UK if they are either a full-time student on a PhD or doctorate degree or a research-based higher degree course that lasts 9 months or longer, or they are a government-sponsored student studying a course that lasts for more than 6 months.

31 January 2024: Permitted activities for Visitors expanded, right to work conditions for Visitors amended to allow remote working, Permitted Paid Engagement Visitor route merged into the Standard Visitor route and new Appendix Bereaved Partner, Appendix Victim of Domestic Abuse and Appendix Statelessness introduced

  • The range of permitted activities for Visitors was expanded, with the aim of making it easier for Visitors to do business in the UK. Notably, the prohibition on BusinessVisitors working directly with clients for intra-corporate activities was removed (although client-facing activity must be incidental to the visitor’s employment abroad and should not amount to the offshoring of a project or service to their overseas employer) and scientists, researchers, and academics can now engage in research activities beyond independent research for individual purposes.
  • The Permitted Paid Engagement (PPE) Visitor route was merged into the Standard Visitor route. This means that all visitors can now undertake permitted paid engagements without the need for a special visa.
  • It’s crucial to note, however, that individuals intending to participate in a PPE must have arranged their activity before travelling to the UK. Additionally, the activity must be completed within 30 days of entry to the UK, even though the Visitor’s visa will be valid for 6 months.
  • The newly introduced Appendix Bereaved Partner took the place of existing provisions for bereaved partners and their dependent children. Appendix Bereaved Partner includes provisions for dependent children of Bereaved Partners, recognising the interconnected nature of family units affected by bereavement.
  • The Appendix Victim of Domestic Abuse replaced existing provisions for Victims of Domestic Abuse and their dependent children. Appendix Victim of Domestic Abuse allows victims of domestic abuse and their dependents to apply for entry clearance from outside the UK. This is particularly crucial for individuals who have been abandoned overseas as part of the domestic abuse they have endured.
  • The Appendix Statelessness replaced existing provisions for Stateless Persons.

1 February 2024: Electronic travel authorisation (ETA) application process opened for nationals of Bahrain, Kuwait, Oman, the United Arab Emirates, Saudi Arabia, and Jordan

  • Electronic Travel Authorisation (ETA) is a new requirement for passengers visiting or transiting through the UK who do not currently need a visa for short stays or who do not already have any other UK immigration status.
  • Qatari nationals have needed to apply for a UK Electronic Travel Authorisation since 25 October 2023.
  • The electronic travel authorisation (ETA) application process opened for the remaining nationals of the Gulf states (Bahrain, Kuwait, Oman, the United Arab Emirates and Saudi Arabia) and Jordan. Nationals of these countries will be required to hold a UK ETA in order to visit or transit the UK from 22 February 2024.
  • Electronic Travel Authorisation will become mandatory for all other non-visa nationals before the end of 2024.

6 February 2024: Immigration Health Surcharge (IHS) will increase by 66%

The Immigration Health Surcharge is an upfront cost paid alongside the submission of (most) visa applications so that the individual is entitled to have full access to the National Health Service (NHS) whilst in the UK. There is no limit to how often a person can access the NHS. Additionally, there is no option to opt out of the Immigration Health Surcharge even if an applicant believes that they will not use the NHS or would prefer to pay for private health care.

  • On 13 October 2023, the UK Government announced a substantial 66% increase in the Immigration Health Surcharge (IHS)
  •  The Immigration Health Surcharge is increasing for students, student dependants, those applying for entry clearance or leave to remain under the Youth Mobility Scheme, and applications made by children under the age of 18 from £470 per year to £776 per year.
  • For all other relevant immigration categories for entry clearance or leave to remain in respect of persons aged 18 years or over at the date of application the Immigration Health Surcharge is increasing from £624 per year to £1,035 per year.

13 February 2024: Fines for illegal working will triple under a new Civil Penalty regime

  • Currently, the civil penalty for employing an illegal worker is a maximum of £15,000 per illegal worker, where this is the employer’s first offence. If the employer is a repeat offender, the maximum fine increases to £20,000 per illegal worker.
  • The new civil penalty regime will increase the fine for employing an illegal worker to a maximum of £45,000 per illegal worker, for a first time offender. Repeat offenders will be subject to a maximum fine of £60,000 per illegal worker.

11 March 2024: Care workers (SOC code 6145) and senior care workers (SOC code 6146) will not be permitted to bring dependents to the UK and care homes in England will be required to be regulated by the Care Quality Commission (CQC) in order to sponsor migrants under the Health and Care Worker visa route

  • The Health and Care Worker Visa is open to qualified doctors, nurses and other health and adult social care professionals who wish to undertake an eligible job with the NHS, an NHS supplier or in adult social care. Currently, all Health and Care Workers may be joined or accompanied by a dependent partner over the age of 18 and/or a dependent child under the age of 18.
  • From 11 March 2024 care workers (SOC code 6145) and senior care workers (SOC code 6146) will not be permitted to bring dependents to the UK.
  •  Care workers and senior care workers already in the Health and Care Worker route will be able to remain with their dependants, including extending, changing employer (within the above SOC codes) and settlement.​
  • Where a care worker or senior care worker is in the route before the Immigration Rules change, but has not yet brought dependents, they will still be allowed to bring dependents during their sponsorship on the route.
  • Additionally, from 11 March 2024, care homes in England will be required to be regulated by the Care Quality Commission (CQC) in order to sponsor migrants under the Health and Care Worker visa route.
  • Care providers who were sponsoring workers in exclusively non-regulated activities (and therefore were not required to be registered with the CQC) before the rules change will be able to continue to sponsor these workers, including for extensions to their visa on those terms, but not hire new ones.
  • These changes to the Health and Care Worker route will be brought in on 11 March 2024 via a Statement of Changes to the Immigration Rules that will be laid before Parliament on 19 February 2024.
  • 14 March 2024: A new Statement of Changes to the Immigration Rules will be laid before Parliament which will replace the existing Shortage Occupation List (SOL) with a new Immigration Salary List
  • A new Statement of Changes to the Immigration Rules will be laid before Parliament on 14 March which will replace the existing Shortage Occupation List (SOL) with a new Immigration Salary List.
  • The new Immigration Salary List will remove the 20% going rate discount to the minimum salary for shortage occupation roles.
  • This follows a recommendation from the Migration Advisory Committee (MAC), which will now advise the government on which occupations should be temporarily added to the new list.
  • Employers should anticipate a reduction in the number of occupations on the list, potentially impacting recruitment strategies in specific industries.

4 April 2024: The minimum salary threshold for a Skilled Worker visa will rise from £26,200 to £38,700 per annum

  • The minimum salary threshold for a Skilled Worker visa will rise from £26,200 to £38,700 per annum and individual occupation ‘going rate’ thresholds will rise in line with the median full-time wage for equivalent jobs in 2023.
  • Those already on the Skilled Worker visa route before the Immigration Rules change will not be subject to the new threshold when they change employment, extend their stay, or settle in the UK. The Home Office will, however, expect their pay to progress at the same rate as resident workers when they next make an application to change employment, extend their stay, or settle.
  • Those coming on the Health and Care Visa route will be exempt from the £38,700 salary threshold applicable to Skilled Workers, as will education workers in national pay-scale occupations.
  • These changes to the Skilled Worker route will be brought in on 4 April 2024 via a Statement of Changes to the Immigration Rules that will be laid before Parliament
    on 14 March 2024.

6 April 2024: The requirement to renew Sponsor Licences will be removed

  • The Home Office has recently announced that from 6 April 2024, the requirement to renew Sponsor Licences will be removed.
  • At present, Sponsor Licences are valid for four years. If licence holders wish to keep their licence beyond the four years, they must make a paid renewal application.
  • From 6 April 2024, Sponsor Licence holders will no longer need to make a renewal application or pay a renewal fee. Instead, the expiry date of all sponsor licences will automatically be extended to expire in 10 years’ time.
  • This removal of the renewal requirement is being applied to all sponsor licences that are due to expire on or after 6 April 2024, and not only to new licences obtained after this date. The extension of the expiry date will be automatic, and Sponsors will not be required to take any action.

1 April 2024: The minimum income requirement for partners applying under Appendix FM will be increased from £18,600 to £29,000

  • The minimum income requirement for partners applying under Appendix FM will increase from £18,600 to £29,000.
  • Appendix FM is a UK immigration route for people seeking to enter or remain in the UK on the basis of their family life with either a British citizen, someone settled in the UK or has refugee status or humanitarian protection.
  • Under Appendix FM, a ‘partner’ is someone who is the applicant’s spouse or civil partner, fiancé(e) or proposed civil partner, or if the couple are unmarried and have been cohabiting for at least two years prior to the date of the visa application.
  • This change to the minimum income requirement for partners applying under Appendix FM will be brought in via a Statement of Changes to the Immigration Rules that will be laid before Parliament on 14 March 2024.
  •  Individuals who are already on the five-year partner route before the minimum income requirement is increased on 11 April 2024 and who wish to apply to extend their stay or settle in the UK will continue to be assessed against the £18,600 income requirement and will not be required to meet the increased threshold of £29,000.
  • Similarly, individuals who apply for a partner visa on the five-year partner route before the minimum income threshold is raised from £18,600 on 11 April 2024, will have their applications assessed against the current £18,600 income requirement and will not be required to meet the increased threshold of £29,000
Legislation Updates

Legislative Changes to Paternity Leave

Posted on by reachdigital
07
Feb

The Government has now published draft legislation in the form of the Paternity Leave (Amendment) Regulations 2024. The new legislation will apply in all cases where the Expected Week of Childbirth (EWC) is on or after 6 th April 2024.

Employers should look at updating their Paternity Leave policy with the following changes accordingly:

Employees will be able to take their two-week paternity leave entitlement as two separate one-week blocks (rather than having to take just one week in total or two consecutive weeks).

Employees will be able to take paternity leave at any time in the 52 weeks after birth (rather than having to take leave in the 56 days following birth). Employees will only need to give 28 days’ notice of their intention to take paternity leave (reduced from the previous position that required notice to be given 15 weeks before the EWC.

These proposed changes are due to take effect at the same time as other family-friendly legal changes which is from 6 th April 2024. The other changes include the introduction of carer’s leave, changes to flexible working rights, and the extension of redundancy protection to include pregnancy, and a period of time following maternity, adoption and shared parental leave.

For more information and support with making changes to your organisation’s Paternity Leave or any of your other family-friendly policies, please contact Kingswood Group HR Solutions for a free, informal chat on 01245-204450 or email us on enquiries@kingswoodgroup.org

News

Flexible Working Requests to Become a Day One Right from April 2024

Posted on by reachdigital
Flexible Working Requests to become a Day One right from April 2024
13
Dec

Flexible Working Requests to become a Day One right from April 2024

The Flexible Working (Amendment) Regulations 2023 have been put before Parliament and will see the removal of the requirement that an employee must have 26 weeks’ service to be able to make a request for flexible working. The change makes the right to request flexible working a Day One right. 

This new right will come into effect for flexible working requests made on or after 6 April 2024.

This change to make flexible working requests a Day One entitlement will become law alongside earlier announced changes, which include:

    • Employees will now be able to make two flexible working requests in any 12-month period
    • Requests must be dealt with by employers within two months of receipt of a request if no extension is agreed
    • Employers cannot refuse a request until they have consulted with the employee; however, it is not clear yet what that consultation must include
    • Employees will no longer be required to explain what effect the employee thinks agreeing to the request would have and how any such effect might be dealt with.

What does that mean for employers?

It could be said that the impact of this legislation may be easier for larger firms to absorb, as many will have already introduced flexible working policies. However, it may take SMEs more time to adjust and understand how they can begin to introduce more flexibility into their organisation, if they haven’t already.

It is also worth remembering that not every business will be able to provide flexible working to employees. There are some roles where this is very difficult to achieve. Whilst this new legislation won’t force those businesses to introduce unworkable policies, there will be an onus on all employers to make their position very clear to both current staff and any potential new hires.

Having a robust flexible working policy in place is essential as is clear guidance on how to ensure effective and compliant management of flexible working requests.

For support with policy development or management of flexible working requests, Kingswood Group is on hand to help. Contact us today on 01245-204450 or on email info@kingswoodgroup.org

Gemma Todd

Gemma Todd
Head of HR Services & Projects


Gemma’s expertise lies in delivering high-quality HR solutions and handling complex employee relations. As a Chartered Fellow of the CIPD, Gemma specialises in employment law and workplace mediation. 

Case Studies

HR Outsourcing Support Service

Posted on by reachdigital
Couno logo
27
Nov

Kingswood Group first started working with Couno in 2020, prior to the pandemic, on a monthly retainer to provide ongoing HR support, advice and guidance to the CEO and senior team. Our initial brief was to review, update and implement robust HR compliance and documentation into the business so that as they embarked on a company growth strategy, they knew their people would be employed on up-to-date employment contracts of employment with quality employee handbooks with relevant HR policies for the business.

Shortly into our working relationship, the pandemic hit and as we all know employers were suddenly having to deal with unknown territory with quick changing rules on how and where their employees could work from. Kingswood Group’s HR team were able to support Couno and other clients during these difficult times by keeping them regularly updated with changes to employment legislation whilst advising and supporting the business on specific employee situations and issues. Post covid, we have continued working with Kevin and the team at Couno and he has kindly provided the following quote for us to share with you about our work to date:

‘We have worked with Kingswood for a number of years, their team implemented many policies and procedures for us as well as advised on a number of sensitive HR issues. We have always found their approach very professional, knowledgeable, and proactive. ‘

Kingswood Group still offers a great range of outsourced HR support and guidance to suit different businesses needs and budgets, so if you’d like to see how we can support you and your business click here to review our packages:

Outsourced HR Services

Legislation Updates

New Employment Legislation for 2024

Posted on by reachdigital
New Employment Legislation 2024 article
23
Nov

New Employment Legislation for 2024

More new employment legislation coming our way in 2024 – what will that mean for employers? The government has announced draft legislation that will come into effect for most employers from 1st January 2024 although some employers will not need to act on the changes until 1st April to coincide with the start of their holiday leave year.

The new legislation seeks address concerns held by employers about a number of aspects of employment law, simplifying areas such as calculations for holiday entitlements those working irregular or part-time hours, and agency workers. Holiday entitlements and pay for irregular hours and part-year workers. The first significant change is the new method of holiday entitlement accrual for part-time and irregular hours workers. This follows confusion that arose from the Supreme Court’s decision in the Harpur Trust v Brazel case last year that resulted in part-year workers receiving more holiday entitlement than part-time workers who worked the same number of hours on an annual basis.

For those workers on irregular hours, part-time hours or agency workers, their holiday pay will be calculated at 12.07% of their pay and will be able to be paid at the same time as their ordinary pay and the amount of holiday pay will need to be itemised separately on their payslips. The reforms will also see the overturning of the 2006 European Court of Justice (ECJ) ruling that made rolled-up holiday pay for part-time workers and those who work irregular hours illegal. Rolled- up holiday pay is where employers pay workers a sum in addition to their normal hourly rate of pay to represent their holiday pay entitlement. Under the new legislation, rolled-up holiday pay will be allowed once again, but only for part-time workers, irregular hours workers and some agency workers.

It will not be allowed for full-time workers. TUPE Changes Another change will be to the Transfer of Undertakings Protection of Employment (TUPE) rights, which protect employees and their benefits when their employment transfers from one company to another (in part or in full). The changes with the TUPE regulations means that employers with fewer than 50 employees, and businesses of any size carrying out a small TUPE transfer of fewer than 10 employees, will be able to inform and consult directly with affected employees where there are no existing worker representatives in place.

Support and Guidance If you need any support or guidance with developing and implementing these changes – or any other changes – to your policies, procedures, and employment arrangements, please contact Kingswood Group. We will work with you to ensure you have fully compliant documents, policies, and procedures! For a free, no obligation conversation call us on 01245-204450 or email us on
HR@kingswoodgroup.org . We are here to help!

Case Studies

HR Recruitment Solution

Posted on by reachdigital
14
Nov

Kingswood Group engaged with Seventeen Group in December 2022, in relation to supporting with niche HR recruitment needs. 

After providing advice and guidance on the specific search and market challenges, we were able to agree the best recruitment approach and subsequently introduce a new member of the HR team to Seventeen Group. We have since developed a strong working relationship with the business and team. 

‘Working with Kingswood Recruitment was an incredibly efficient and supportive experience. Laura Cramphorn truly understood the needs of our HR Team and worked diligently to find the perfect candidate. 

The dedication and expertise which Kingswood Recruitment offer made the recruitment process seamless, and we’re thrilled with the exceptional fit they helped us discover. Seventeen Group couldn’t be happier with the results.’

Katy Foot 

Head of HR & Operational Services – Seventeen Group 

 

About Seventeen Group

Seventeen Group was founded in 1982. It has now developed into a multi disciplined insurance and risk management organisation. It started off as a entrepreneurial broking and underwriting agency. Seventeen Group has been an active investor in the UK insurance market, since 2001.

News

Hiring Challenges 2023-Office based roles vs. Working from home roles

Posted on by reachdigital
07
Nov

Office based roles vs. Working from homes roles

Working from home (WFH) and office-based roles each have their own set of challenges when it comes to hiring however, in todays market, businesses who are offering flexibility in some capacity are far more favourable than fully office based roles, in the eyes of (most) job seekers.

There has been a steady decline in fully remote working roles in recent months but the desire for a hybrid approach remains strong with job seekers, with preferences evolving and resistance with being fully office based.

Traditional office based environments may be deemed outdated when it comes to enforcing employees to work on-site 5 days a week, however offering a hybrid blended approach with office based and WFH options will typically produce a wider pool of talent.

Job seekers are keen to understand the hybrid working pattern at the outset when looking for a new role and would prefer clarity around how many set days per week need to be office based. Businesses who are unclear with their hybrid approach can often lose candidates, due to competition from other businesses who can specify at the beginning of the process.

Despite the continued desire for flexibility from job seekers, there will always be valid reasons that some roles and industries need fully office based attendance. In these cases, candidates should agree to and recognise the work location requirement and conditions.

Flexibility goes far beyond just location, but also when hours are worked. In the current market, a more human approach is required now to give a competitive advantage, as well as offering a range of flexible working patterns, including those who must be in the office and do not have the option to work remotely.

 

Need support with navigating hiring challenges and candidate preferences?

If you would like advice on how best to ensure you secure top talent for your business, please contact the Kingswood Group Recruitment & HR team for a confidential discussion.

 

Laura Cramphorn
Senior Recruitment Manager HR
01245 204450

News

Posted on by reachdigital
02
Nov

Kingswood Group & Anthony Gold Solicitors invite you to join our topical webinar.

We discuss how to effectively manage the return to work following maternity leave – guidance for employers.

Date: Wednesday, 21st February 2024 

Time: 12.30PM – 1.30PM

Where: Online

Join Gemma Todd, Head of HR Services & Projects at Kingswood Group and Inbar Rabinovitz, Senior Associate at Anthony Gold Solicitors.

This webinar provides up-to-date employment legislation, HR guidance, practical information on getting this important part of the employee journey right, first time, minimising the risk of grievances.

Book your spot
Webinar Archive

Techniques to manage stress in the workplace

Posted on by reachdigital
06
Oct

https://youtu.be/EBgJ6z5bpe8?si=3kUXm9rK4aQD6TbY

In today’s fast-paced and demanding work environment, stress has become an unwelcome companion for many professionals. The pressure to meet deadlines, exceed expectations, and juggle multiple responsibilities can take a toll on our well-being. One hormone that plays a significant role in our stress response is cortisol. View our webinar, “From Burnout to Balance: Taming Cortisol and Conquering Stress in the Modern Workplace,” where we dive into the science behind cortisol and its impact on our mental and physical health. Discover practical strategies and techniques to effectively manage stress, build resilience, and create a healthier work-life balance. Don’t let cortisol call the shots – empower yourself with knowledge and tools to reclaim control over your well-being in the workplace.

In this webinar we discussed

We looked at the statistics surrounding stress in the workplace, the science of stress hormones and the physiological roles they have in terms of our ability to function, our mood, feelings, motivation, performance and energy levels. We looked at how these affect team working, blood glucose levels, cravings, weight changes, vitamin levels and the regulation of other key hormones.

We explored the implications of how stress in the workplace impacts on all aspect of the employee-employer relationship.

Contact Kingswood Group

For a confidential, no obligation discussion about our webinar, please contact us 01245 204450 or email enquiries@kingswoodgroup.org

Webinar Archive

Employment Law Webinar – Changes to Employment Terms

Posted on by reachdigital
06
Oct

https://youtu.be/2t4T7PTTIzU

An employment contract is a legally binding agreement that sets out the terms of employment between the employer and the employee. However, what happens when the employer wants to change one or more of those employment terms? Maybe they are seeking to harmonise employment terms for their employees or perhaps they have some new or emerging business needs that require a change of terms for one or more employees. Whatever the drivers for change, changing employment terms can be fraught with risk….especially if the employee does not agree or consent to those changes!

What does that mean for employers? Are they bound to NEVER change employment terms if the employee doesn’t agree? In short, terms can be changed and though ideally that is with the consent of the employee, it is important to know what to do to when consent cannot be reached. In both situations, the means to achieve a change if terms must be carefully and thoughtfully managed to minimise the risk as far as is possible.

In this Employment Law webinar, “To change or not to change? That is the question”’, we explore how changes to employment terms can be effectively managed and how the proposed new Department for Business, Energy and Industrial Strategy (BEIS) Code of Practice for managing ‘dismissal and re-engagement’ when changing terms is going to impact employers.

Useful links we shared during the webinar

Draft Code of Practice on Dismissal and Re-engagement

Mr P Burns v Recycled Packaging Ltd: 4103988/2022

A Luengo Garcia v Imperial London Hotels Case No: 2208312/2016

Contact Kingswood Group

For a confidential, no obligation discussion about any of the details in our webinar, please contact us 01245 204450 or email hr@kingswoodgroup.org

Webinar Archive

Grievance Resolution – taking the grief out of grievances

Posted on by reachdigital
06
Oct

https://youtu.be/HKTI7jj6HDo

Gemma Todd, Senior HR Consultant at Kingswood Group, discussed how introducing a grievance resolution approach to managing workplace Complaints, Concerns and Conflicts (the 3Cs) can support positive culture change and make a difference to the bottom line!

In this webinar, focused on grievance resolution, we discussed:

  • What causes the 3Cs (complaints, concerns or conflicts) in the workplace?
  • What is the financial impact of managing the 3Cs?
  • What is a ‘grievance resolution approach’ and how can it support businesses to manage the 3Cs in a more cost and time efficient way?
  • Grievance Resolution Q&A session

 

 

Useful links we shared during the webinar

  1. CIPD (members): Dealing with bullying and workplace conflict: a guide for line managers | CIPD
  2. CIPD Paper: workplace-mediation-transforming-the-culture-of-conflict-management_2015_tcm18-15587.pdf (cipd.co.uk)
  3. Gov.UK: Solve a workplace dispute: Mediation, conciliation and arbitration – GOV.UK (www.gov.uk)
  4. Acas: Dispute/ Grievance resolution | Acas
  5. NIDirect: Workplace disputes | indirect
  6. HR Direct: Conflict Resolution | Employment Law | HR Solutions (hrsolutions-uk.com)

Contact Kingswood Group

For a confidential, no obligation discussion about our webinar, please contact us 01245 204450 or email enquiries@kingswoodgroup.org

Home – HR News, Recruitment & Advice – Past HR Webinars from Kingswood Group – Grievance Resolution – taking the grief out of grievances

Webinar Archive

Right to Work Webinar

Posted on by reachdigital
06
Oct

https://youtu.be/NyDfJ6wV1mA

Presented by our Senior HR Consultant, Gemma Todd

In this right to work webinar we discussed:

  • What are the Changes to Right to Work?
  • How do we apply new rules to candidates and new employees?
  • What do we have to do for current employees?
  • What happens if we find out someone doesn’t have the RTW?
  • Q&A session

Useful links we shared during the webinar

1. Employers Checking Service (ECS)

www.gov.uk/employee-immigration-employment-status

2. Checking a job applicant’s right to work
www.gov.uk/check-job-applicant-right-to-work

3. Code of Practice for avoiding discrimination when conducting RTW checks
www.gov.uk/government/publications/right-to-work-checks-code-of-practice-on-avoiding-discrimination/code-of-practice-for-employers-avoiding-unlawful-discrimination-while-preventing-illegal-working-in-force-from-6-april-2022-accessible-version

4. Right to Work checklist
www.gov.uk/government/publications/right-to-work-checklist

5. Guidance on examining identify documents
www.gov.uk/government/publications/recognising-fraudulent-identity-documents

6. Passport Check – Home Office guide
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/867550/Basic_passport_checks_1988_-2019_02.20.pdf

7. PRADO – Public Register of Authentic identity and travel Documents Online
www.consilium.europa.eu/prado/en/prado-start-page.html

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For a confidential, no obligation discussion about our right to work webinar, please contact us 01245 204450 or email enquiries@kingswoodgroup.org

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Events – Embracing Change – Menopause Awareness for Employees

Posted on by reachdigital
27
Sep


Essex Chambers of Commerce are delighted to be partnering with Kingswood Group Ltd on a series of Menopause Awareness sessions.

A first for the Chambers we are excited to be bringing our Members this topical, important and informative webinar that will help you gain the knowledge and insight into how you can work with your employers to create an inclusive and supportive work environment for yourself.

This webinar provides you, as an employee, with valuable insights and practical strategies to support you during menopause.

By acknowledging and accommodating the challenges faced during this life transition, employers can promote employee well-being, boost productivity, and foster a culture of equality and inclusivity within their organisation.

Menopause is a natural stage in every woman’s life that can, for some, have devastating effects on their health and wellbeing. With just over 72% of women at working age (ONS 2023), we can assume many of these women will experience menopause during their working lifetime, so it is essential for employers to understand and address the unique challenges faced by their female employees during this, often, challenging period.

We will look at the common effects of the menopausal period, dispelling some of the more common myths and misconceptions. We will explore how menopause affects each woman differently and how those affects can be addressed effectively and empathetically in the workplace.

This webinar will provide practical guidance to you on how you can work with your employers to create a supportive work environment while experiencing menopause. We will discuss topics such as;

    • flexible work arrangements
    • reasonable adjustments
    • accommodations that can help alleviate symptoms and enhance productivity.

We will focus on the importance of open communication channels, reducing stigma, and fostering a culture of empathy and understanding.

Date: Wednesday 18th October 2023 12.00pm to 1.00pm
Virtual: Zoom Platform
Cost to attend: Members FREE and Non-Members £45.00 + VAT

Agenda
11.45am – Registration
12.00pm – Welcome from Essex Chambers
12.05pm – Presentation from Kingswood Group
12.45pm – Q&A
1.00pm – Webinar finishes

Please note: This event will not be recorded and any material will only be circulated to those that attend.

Kingswood Group is a leading expert HR and Recruitment Solutions consultancy. We partner with organisations across all industries to provide bespoke Recruitment, HR Outsourcing and HR Consultancy solutions depending to their people needs.

Kingswood Group can provide the expert hr services that you need to ensure compliance with changing employment laws and regulations. It will also enable your business to scale its HR services according to business needs, whether you are expanding or downsizing the workforce. Outsourcing HR can reduce operational expenses associated with maintaining an internal HR department, such as staffing, training, and technology infrastructure.

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