Now that the Budget has been concluded by the Chancellor, employers will be adding up the impact of changes to employer's National Insurance, increases in the Minimum Wage and the potential impact of the Employment Rights Bill. This paper looks 10 areas employers can mitigate and address this changing landscape beofre the need to cut back more drastically.

The publication of the Employment Rights Bill has been described by the government as an upgrade, the biggest reform in employment legislation in a generation, and transformational for employment rights.   By now, most agencies, firms and consultancies have produced their summary of the 28 individual law reforms set out in the bill, with some still subject to wider consultation than others.   What we do know is that the passage of the bill has begun in Parliament and that there are several proposed implementation dates and transitional arrangements.  So, what’s the rush?   Well, there isn’t quite a rush for employers to act now, however, this is more than just a legislative change.  This is an opportunity for employers to fundamentally rethink the value their HR teams provide, their HR policy framework and how to get more out of automation and their HR systems.   You’re going to have to implement and make the changes regardless, so instead of piecemeal bolt-ons to what you already do, now’s the time to think coherently.   Firstly, the day one rights for sick pay, parental leave and unfair dismissal, alongside the in-draft proposals for up to 270 days probationary period.  These may seem innocuous at first, but the reality is you need to equip your line managers starting now.  Line managers are the key to ensuring that the day-one rights don’t become a day-one nervousness to act.   The ’easy’ part of this is the configuration of your payroll.  Yes, the rules within the system will need to be changed.  And if there aren’t rules built in, this is an opportunity to simplify and make more efficient your payroll calculations.   The hard part comes next.   Your onboarding process, statement of particulars (employment contract), HR systems, induction and probation approaches will need to be configured appropriately.  This also means ensuring line managers are clear – and trained – on not just the new approaches, but the consequences.   I’ve seen plenty of probationary policies and procedures that seemingly send line managers into a circle of doom where there are concerns, but the process is not followed to the letter.  The risk aversion of HR can sometimes be stymied at the very point when the ability to say that the employment is just not going to work.     The framing of the ‘proportionate assessment of an employee’s suitability’ suggests that there is still a need for the employer (through the line manager) to ensure that there are clear and demonstrable objectives, and the evidence throughout the probationary period is gathered and stored.  There is still a lot on the burden of the employer to demonstrate they have been fair and reasonable, and most likely at some point ‘taken all reasonable steps’ to ensure the success of the probation, barring any misconduct on the part of the employee.   In reviewing your approach to the probationary period, there will be a need for your ExCo to have assurance as this new legislation beds in.  I suspect there will be plenty of new cases to test the extent of some of the loosely worded requirements of the employer.   To do this, you need to look at the effectiveness of your current probation period, and the effectiveness of line managers in compliance, and assess your current and future risks.  Your HR information system should be your single point of recording, collection and mapped-out process to support line managers and for your HR team to assure as to how the new duties are being adopted within the organisation.     If you’re not confident that you have an effective, or slick, probationary period now, then you should not wait for the legislation – we all know that changing behaviours, knowledge and skills takes time and practice.  And without the safety blanket of a 2-year qualifying period, the safety blanket has well and truly been put away.   At the same time, we know that some HR departments and professionals just like to add policy and process on top of policy and process when something needs to be introduced.  Again, do not fall down this hole.  Take the opportunity to fundamentally rethink your approach to onboarding and probation – in terms of improvement in productivity, employee engagement and skills.  This is a time to join the reform of employment legislation and think about how it can benefit your organisation and not become the additional risk and overhead that some of the doomsayers (who probably haven’t read the Bill) are saying.  Sometimes, the simpler, the better.   And given there is likely, from the whole of the Bill, to be additional costs and overheads, why wouldn’t you want to see how you can increase productivity, and efficiency and reduce other overheads resulting from attrition?   There is a better way to think about the proposed changes. The time to think and get ahead of others now.   If you’re not sure where to go next, or what some advice and help on what to do to get into the best position before the changes come into effect, then we are happy to talk.   Book a coffee or call with no obligation to discuss this, other aspects of the Employment Rights Bill or a general discussion about the effectiveness and future of your human resources approach.   Over the next week, we will be adding more advice and approaches to the other aspects of the Employment Rights Bill. Visit www.sablons.co.uk to read more.  We don’t do newsletters, so we won’t spam your inbox. #HR #Employment #EmployeeRights #EmployeeRelations

Ok folks, so here we go. Another former senior executive moving into the world of self-employment - and hopefully, an opportunity for you and your organisations to think differently. What is Sablons? Sablons comes from my daily view as I set up my company. I live on the beautiful island of Jersey, in the English Channel and just off the coast of Normandy, France. From my window I see some of the largest tidal ranges in the world, uncovering kilometres of sand (Sablons is French for sand!) and an ever-changing landscape. Change is a constant, and it can be dramatic or subtle. As I look out of my window, I can see how storms dramatically change the swell of the tide, the shape of the sands left at low tide and debris washed up. During calmer times, I can view the wildlife in the water and listen to the lapping waves. All of these changes are impacted by features such as the wind, the time of year, the moon and atmospheric changes. The same applies to organisations. Both internal and external factors affect how organisations operate. Not everything is within your control, but some ways and approaches mean you can weather the harshest storm, or enjoy the reassurance that everything is ticking along just fine. But none of this just happens. Change doesn't 'just happen'. Being in organisations that have faced both dramatic storms, and the need for change, I have come to appreciate how change can be done well. I have also seen the impact of when change is not done well, sometimes through ignorance, sometimes by happy amateurs who think they know how to make change happen. The cost of doing change badly is greater than any investment made into the change in the first place. At the end of every change is the workforce. They can make or break what you want to achieve. New technology can have the best implementation, but without the right change approach, it will quickly become an unwanted overhead or sore. Organisational structural changes often cause more anxiety than intended. Again, very little time is focussed on the change management of structural change - the point at which a structural change comes into effect is not the end of the change, but the hardest part to make the change worthwhile. I'm here to change that. So, Sablons, The People Consultancy, is here to focus on the value you have in your people. And to help you do it well. Our key success is that what we work with you on, we also provide skills and a plan to continue after we have gone. About me As the founder of Sablons, The People Consultancy, I have over 20 years of experience at senior levels including the board room in the public, private and third sectors. My role is often during times of significant change, or the desire for change. My motivation is to see a job done well. Far too often, I have seen consultancies come and go with very little regard for what they leave behind. I have seen change fail, and unnecessarily fail. I have also seen how the cookie-cutter approach of larger consultancies is applied shamelessly, without tailoring to the individual needs or state of the engaging them. I have seen how organisations have the potential through their people to be better, and I have delivered that potential. For me, organisations invest and prioritise investments in their people. This investment, like any other, must demonstrate that the approach, methods and proportionality delivery the results and returns needed. Celebrating my successes doesn't come naturally to me, I'd much rather other people sit in the spotlight. However, the work I have led and delivered over the past 20 years has to be recognised by my peers through recognition as a Top 10 'Most Influential' HR leader; twice winning 'Team of the Year' at national awards for big programme delivery, award-winning strategies for crisis management and recovery; and for diversity, equity and inclusion strategies. I contribute to articles that have appeared in The Times, Raconteur, and HR Magazine and am a speaker at conferences on a variety of topics related to change, transformation and people management.