Five Steps to Building a Positive Recognition Culture
As an employer, it is your job to ensure that your organisation cultivates a positive work culture. One of the most effective and accessible ways we know of to do that is through employee recognition. When employees feel seen, heard, valued, and upheld it positively affects nearly every human need.
Let's take a look at putting it into practice
1. Building a recognition culture
The most important thing about recognition is to embed it culturally, so it flows in every direction in the organisation. It’s important to recognize people immediately after an event as it can be more motivational for the employee.
2. Making it personal
There is no ‘one-size-fits-all’ approach to recognition. It’s important that employees find out how their colleagues prefer to be recognised and tailor approaches accordingly. This builds empathy, tolerance, and compassion which can contribute to positive mental health.
3. Create Meaning
Recent research from The Achievers Workforce Institute highlighted the importance of giving meaningful, specific feedback. 64% of those surveyed wanted to receive more meaningful recognition about something specific they did; about themselves as individuals or something they valued.
4. Accelerating impact through Technology
With many people working from home or working hybrid, technology plays a vital role in helping to match up and connect people, provide communication channels and manage feedback and preferences.
There are many approaches and tools you can use to support your goals- from simple spreadsheets and communications software up to integrated peer to peer recognition and rewards platforms.
5. Empowering Managers
Finally, managers play an important role in building recognition cultures that promote mental health. But for them to feel empowered to do their part, HR must continually support them. You should ensure that managers meet up regularly with their team and ensure that you help them give constructive motivating feedback.
It’s not enough to give managers targets for recognition, but you need to coach and mentor them on how to give that meaningful, timely recognition that they deserve.
Employing Young People: What you need to know
With the Summer season upon us, may employers will be looking at recruiting teenagers for the summer months. In doing so employers need to be mindful of the specific legislations that apply to young workers.
There are a number of employment rights all workers have when they start a job, but younger workers, those who are under 18 years old, have a few additional rights to protect them at work.
Key Points:
- Younger workers are entitled to two days off per week
- A daily rest break of 12 consecutive hours (the break between finishing work one day and starting work the next)
- A rest break of at least 30 minutes if the working day lasts more than 4.5 hours
- Younger workers normally will not work more than 8 hours a day or 40 hours a week.
- Younger workers don’t work at night, but there are some exceptions
- Workers aged 16-17 are entitled to be paid at least the National Minimum Wage at the relevant rate.
National Minimum Wage Rate April 2022
Age 23 or over - £9.50
Age 20-21 £9.18
Age 18-20 £6.83
Apprentices & Under 18 £4.81
Working Time Regulations
Normally younger workers (16 & 17 year old’s) are entitled to 12 hours of uninterrupted rest within a 24 hour period in which they work for.
They are entitled to 2 days off per week and these cannot be averaged over a 2 week period and they should be consecutive days.
Night Work Limits
Workers under 18 are not usually allowed to work at night, however, exceptions can apply in some circumstances.
Young workers may work during the night if they are employed in a hospital or similar places of work, or in areas such as, advertising, sporting or cultural activities.
Young workers may work between 10 pm or 11 pm to midnight and between 4 am to 6/7 am if they are employed in:
- Agriculture
- Retail
- Postal or newspaper deliveries
- A catering business, hotel, public house, restaurant etc
- A bakery
Working Hours for workers over 18
In general, workers aged 18 and over are entitled to:
- Work no more than six days out of every seven, or 12 out of every 14
- Take a 20-minute break if they work more than six hours at a stretch
- Work a maximum 48-hour average week
Employee Inductions: The Complete Guide
Workplace induction is the process of getting new employees familiar with your business. This includes helping them get comfortable with their new jobs and providing them with information to make them valuable team members. Research suggests that induction programmes benefit both employers and employees.
A good induction program sets the tone and expectations for employees. It also details their relationship with managers and the organisation. It helps new employees know the purpose, functions, and tasks of their job.
Topics to Cover During Induction
Usually, managers and supervisors are responsible for handling workplace induction. Induction training needs to include practical information that immerses the employee into the company culture. Meeting new colleagues and getting familiar with the workplace are essential. Everybody wants to feel welcomed and secure on their first day.
Heath and Workplace Safety
Learning health and safety procedures on the first day is necessary. This includes going over any specific safe work procedures your company has.
Documents and Policies
During induction make sure each employee fills out and signs all necessary employment paperwork. You should also help employees understand the incident reporting system at your company. A strong understanding of workplace procedures allows new employees to be the most dependable team members from the beginning.
Benefits of an effective induction programme
A well-designed induction programme results in a positive first experience of an orgaisation. It means the employee:
- Settles in quickly
- Integrates into their team
- Understands the oganisation’s values and culture
- Feels supported
- Becomes productive quickly
- Works to their highest potential
Without an effective induction, new employees can get off to a bad start, and lack clarity on their role and how it links to the organisation’s goals, which could impact on their intention to stay in the role.
What to avoid in Induction
- Providing too much, too soon - the inductee must not be overwhelmed by a mass of information, especially on the first day.
- Pitching presentations at an inappropriate level - where possible, presentations should be tailored to consider prior knowledge of new employees.
- Creating an induction programme which generates unreasonable expectations by overselling the job.
- Creating an induction programme that focuses only on administration and compliance but does not reflect organisational values.
An effective induction programme should be engaging and reassure the new employee that they have made the right decision to join the business.
The induction process should be evaluated to determine whether it is meeting the needs of the new recruits and the organisation. This should include opportunities for feedback at the end of the induction process and allow new recruits to highlight areas for improvement.
As well as getting feedback from new employees, it is important to identify key measures of success of the induction process.
Is Hybrid Working Here to stay?
As companies started moving back to on-site work for their employees, many employees have chosen to change jobs rather than be forced to return to an office. Of course, there are pros and cons to working from home or from the office but this is where hybrid work comes in. Working from home has become a valued part of many employees’ daily life.
Does Remote Work Affect Employee Productivity?
Working from the office allows an employee to chat with colleagues, have one-to-one or group meetings in person, and increase the chance of easy collaboration. On the other hand, working from home provides a more comfortable and relaxed environment where you can feel more in control of your day. Working from the comfort of your home, will also save you a lot of commuting time.
According to a Stanford Study, home working leads to a 13% overall performance increase. The experiment took place with a company with over 15’000 employees. The employees were assigned to either work from home or the office on a random basis. The employees who worked from home needed fewer breaks and fewer days off and did 4% more per minute compared to their peers.
Why are Remote Workers More Efficient?
In a 2021 survey conducted by FlexJobs, it was found that 51% of the surveyed workers considered themselves more productive at home or working remotely mainly due to:
- Being able to avoid office politics and relationships
- Having better focus
- A quieter work environment
- Fewer interruptions throughout the work day
Whether working from home becomes a legal right or not, from 2022 onward, employees will consider it an essential requirement when looking for work. The option to work remotely has become central to the decisions employees make.
Related Articles:
Changes to Flexible Working Rights
Remote Working: What are the risks? How to Manage them.
To Pay or Not to Pay – The Jubilee Bank Holiday
On Friday 3 June 2022, there will be an extra Bank Holiday granted to celebrate the Queen’s Platinum Jubilee. The usual May Bank Holiday has been moved forward to Thursday 2 June 2022 resulting in a four-day weekend for those able to take time off.
What are your employees’ rights when an additional Bank Holiday is announced?
The general rule is that employees do not have an automatic right to a day off work when this or any other Bank Holiday is announced. Employers will need to review their contract of employment to determine if an employee is entitled to a day off work and to be paid for it.
Some contracts of employment will state that the employee is entitled to a certain number of days of annual leave, “plus bank holidays”. In this case, they will be entitled to the additional Bank Holiday off work.
Other contracts of employment state that the employee is entitled to a set number of days of annual leave, but do not mention Bank Holidays. In this scenario, the employee will not be automatically entitled to the additional Bank Holiday off work.
Some employment contracts provide the employee with a set number of days of annual leave “plus eight Bank Holidays”. Again, this will mean that the employee is not automatically entitled to the additional Bank Holiday off work.
If the contract states “you are entitled to XX days holidays plus the usual bank holidays in England and Wales” again this would not give the worker an automatic right to the additional Bank Holiday because the addition Jubilee day is not a “usual” bank holiday
Employers will need to review their employees’ contracts of employment to see whether all of them, some of them, or none of them are entitled to take the Platinum Jubilee Bank Holiday off of work.
Where employees do not have a contractual right to the additional Bank Holiday, employers will need to consider if they wish to grant the day’s leave as a gesture of goodwill, if they will require employees to attend work or if they will give employees a day off in lieu of the Bank Holiday due to staffing requirements.
Whilst it is important to comply with the letter of the contract of employment or work, the additional Bank Holiday can also be a morale booster for staff. You may consider granting employees an additional day’s holiday for the Jubilee as an act of goodwill, stressing of course the reason for it being allowed as a one-off gesture.
Related Articles:
Extra Bank Holiday for Queen's Jubilee
The Benefits of having Employee Referral Schemes
One of the many challenges faced in the world of HR is recruitment. Whether it’s trying to fill multiple roles or trying to find the right candidate for one an employee referral scheme may be a solution.
In this post, we will share some benefits of introducing an employee referral scheme to your organisation.
Employee referrals are faster hires
One of the most challenging aspects of hiring is that it takes a long time to find a quality candidate. Not only do you have to search through CVs, but you have to schedule screenings and in-person interviews. Not to mention that candidates can drop out of the process bringing you back to square one.
Less costly hires
Using referral methods to gain employees will lead to not using recruiting agencies which come at a high cost.
Employee referrals onboard more quickly
New hires may feel intimidated and withhold from asking questions or getting clarification about things they’re confused about, which can slow down the onboarding process. However, having a friend in the same company can make it easier to open up and get integrated quicker into the organisation.
Improves Employee Engagement
When a company asks employees to help them find their next new hire it makes them feel more empowered. At the same time, it’s a great feeling for them when they can help their friends with their next career move.
Boost Employer Branding
When employees spread the word about job openings it brings a lot of traffic to the company. This also improves brand visibility.
Many companies use employee referral schemes with employees receiving rewards such as cash bonuses or experiential rewards. Building employee referral programs can generate buzz and excitement around the workplace.
Related Articles:
Employment Engagement Part one: How to Attract and Retain Employees.
Employee Engagement Part Two: Seven Dimensions of Good Work
How to Combat Loneliness in the Workplace
According to the Campaign to End Loneliness, nine million people in the UK are suffering from loneliness. Loneliness has the same health risk as smoking 15 cigarettes per day, by increasing the risk of high blood pressure.
People experiencing loneliness can feel disengaged and disconnected from their work and colleagues, which can cause them to become emotionally detached from the organization.
Tips to help combat loneliness at work:
Communicate and raise awareness: Create a space for employees to talk about their wellbeing by checking in regularly, even if it’s virtually. Raising awareness will help build a company culture where people feel comfortable disclosing challenges and being informed about the support available to them.
Facilitate workplace socialising: People with social connections at work tend to be more engaged and loyal because these relationships help to build a company culture based on trust and respect.
Create opportunities for employees to connect: Get your organisation to organise quizzes, group calls, or even exercise classes for remote employees. Additionally, assign work buddies or mentors who can listen to work and non-work-related issues and provide team lunches or away days where employees can socialise outside of the workplace setting.
Encourage employees to use their employee benefits: benefits such as (EAPs), virtual GPs and mental health nurses can all prove a useful source of help. EAPs provide around-the-clock confidential support for a wide range of problems employees might be facing.
Loneliness affects millions of people in the UK every year and is a key driver of poor mental health. It is important that employees are made aware of what they can avail of in the workplace so they know when and how to reach out.
Related Articles:
What You Need to Know About Employee Burnout
Changes to Flexible Working Rights
In September 2021, the UK Government published a consultation document to reform the right to request flexible working under a new Employment Bill- which is yet to be put before Parliament.
What will the new legislation mean for hybrid work?
The document will put forward five proposals;
- Making the right to request flexible working a day one right
- Consider whether the currently permitted business reasons for refusing a request all remain valid
- Consider the administrative process underpinning the right to request flexible working
- Requiring the employer to suggest alternatives to what has been requested by the employee
- Requesting a temporary arrangement
These proposals will broaden employees’ rights to request flexible work. However, employers will retain the right to reject such requests for one or more broadly defined reasons.
What does this mean for employees?
The main change for employees would be the right to request flexible working from the first day of their employment, rather than first having to accrue 26 weeks’ service under the current legislative framework. It’s important to note that employees only have the right to make a request for flexible working, rather than a right to flexible working, and employers will still be able to refuse the request on certain broad business grounds.
Unless there is a discussion between the employer and the employee about flexible working before their employment starts, employees who want to work flexibly will have to start working on the basis of their original terms of employment while trying to change them, as there is no right to make a request before starting the job.
What does this mean for employers?
Rejecting a request might become more difficult for employers. Employers could be required to suggest, or at least consider, alternative arrangements to those requested by the employee.
As it stands, employees can only make one request every 12 months, and employers have 3 months to consider the request and make a decision. Potentially increasing how often an employee can make a request will somewhat reduce existing barriers to flexible working and would recognise that employees’ personal circumstances can quickly change. The Government suggests where these changes are temporary to encourage employees to request temporary arrangements.
Striking the right balance
Many employers already have hybrid working policies in place, meaning that any reform is likely to have a limited impact in practice. Whilst employers will clearly benefit from embracing flexible working in terms of recruitment and retention of employees, whether requests can be accommodated will very much depend on the requirements of the business and the nature of the employee’s role, and employers will have a broad range of reasons on which to reject any request if necessary.
In Bright Contracts, we have a flexible working policy which you can add to your handbook where you can edit to suit your company's needs.
Further guidance on flexible working can be found here.
Related Articles:
Everyone's Talking About Flexible Working
Pilot Testing the Four-day Working Week
Menopause Policies in the Workplace
The conversation around menopause in the workplace has been amplified recently, with weekly press reports stating that an increasing number of companies are taking steps to support employees who are going through menopause.
A major high street retailer announced in March that they would be paying for employees’ hormone replacement therapy (a common treatment for severe menopause symptoms). Additionally, a large media company is offering access to menopause resources and desk fans for women suffering from hot flushes.
Creating an environment supportive of women going through menopause is particularly important in the context of retaining senior women in the workplace. Recent research reported that almost a fifth of women with menopausal or peri-menopausal symptoms took more than eight weeks’ leave, and half of these women resigned or took early retirement.
A recent poll conducted in March 2022 revealed that 72% of companies do not currently have a menopause policy in place and only 16% of businesses train line managers on how to address the menopause at work. Given the increasing number of queries we are responding to on this topic, we expect these statistics to change significantly this year, as employers are to place greater emphasis on supporting those going through menopause at work.
Bright Contracts has a Menopause Policy available in the 'Terms & Conditions' section of the company handbook.
Related Articles:
Supporting Female Employees: Implementing a Menopause Policy
Don't Be Afraid to Talk About Menopause in the Workplace
How the pandemic affected Gender Pay Gap Reporting
Measurement is vital to understanding how much of a problem the Gender Pay Gap is. The World Economic Forum (WEF) Global Gender Gap 2021 report found that the impact of the pandemic has pushed back the gap’s likely date of extinction from just under 100 years to 136 years’ time.
The pandemic and the many business decisions it created fell on women disproportionately. Working mothers were more likely to have their working hours reduced, be furloughed, or lose their jobs than their male colleagues.
The UK Government introduced regulations to improve the level of scrutiny of the gender pay gap. All businesses with 250 or more employees had to publish their gender pay gap. This began in 2018 and there quickly emerged a consistent pattern of gender pay inequality amongst millions of employees, within organisations and across many sectors. Not only did the pandemic damage the job and pay prospects for women but also the progress made in this form of reporting.
Just two weeks before the April 2020 deadline for private sector businesses to publish their April 2019 gender pay gap statistics, the Government announced that due to the pandemic there would be no mandatory requirement to report gender pay gap data in that year.
Despite the negative impacts of the pandemic on an employer's gender pay reporting, businesses should see this as an opportunity to work on effective strategies to reduce the gender pay gap.
Related Articles:
Gender pay gap reporting begins
