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Archive for the 'HR & People Development' Category

Equality Act 2010 – Did you know?

Published by Corrina on 12 August, 2010 in HR & People Development and Legislation & Regulations • 0 Comments
Equality Act 2010 – Did you know?
Some things that businesses may not know, but should know, about the upcoming Equality Act.
◦ Most provisions of the Equality Act become law on 1 October 2010. The Act consolidates existing equality and discrimination laws and provides new, simpler, stronger and more consistent rules.
◦ The Act protects people from discrimination on the basis of specific ‘protected characteristics’ – sex; sexual orientation; disability; race, ethnic origin, colour and nationality; pregnancy and maternity; gender reassignment; marriage and civil partnership; belief and religion.
◦ People who access your products, services or facilities, and your employees, are protected from direct discrimination on the basis of the above protected characteristics.
◦ Rules, policies or practices which apply to everyone but disadvantage people with a protected characteristic may result in indirect discrimination – unless your actions were ‘reasonable’.
◦ For example: only offering appointments by phone may indirectly discriminate because this may disadvantage deaf people, and it may be hard to show you could not have provided other options.
◦ Protection also applies to people treated unfairly because they are perceived to have a protected characteristic, and people treated unfairly due to associating with someone with a characteristic.
◦ The Act makes it easier for people to show that they have difficultly carrying out day-to-day activities and come under the protection of the act as a disabled person.
◦ Firms must ensure that a customer who is breastfeeding is not treated unfairly by employees; or other customers, if their unfair treatment has been previously brought to your attention.
◦ An employee who has had several linked periods of depression over the last two years, who finds it difficult to carry out day-to-day activities, is defined as disabled for the purpose of the Act.
◦ It is discrimination to treat a disabled employee unfavourably due to factors connected with their disability, such as a tendency to make spelling mistakes resulting from dyslexia.
◦ You may be liable for employee harassment by third parties if you are aware that it has occurred at least twice before and you have not taken steps to prevent it happening again.
◦ You cannot prevent employees from having discussions to determine whether pay differences exist that are related to protected characteristics.
◦ The Act limits circumstances in which you can ask job applicants health-related questions.
Because the Equality Act extends and strengthens protections, you may need to review and amend your business’s equality and discrimination policies and practices.
These are just a selection of the Act’s provisions. Click here for more comprehensive details
Guides: Set up employment policies for your business, Prevent discrimination and value diversity

Some things that businesses may not know, but should know, about the upcoming Equality Act.

  • Most provisions of the Equality Act become law on 1 October 2010. The Act consolidates existing equality and discrimination laws and provides new, simpler, stronger and more consistent rules.
  • The Act protects people from discrimination on the basis of specific ‘protected characteristics’ – sex; sexual orientation; disability; race, ethnic origin, colour and nationality; pregnancy and maternity; gender reassignment; marriage and civil partnership; belief and religion.
  • People who access your products, services or facilities, and your employees, are protected from direct discrimination on the basis of the above protected characteristics.
  • Rules, policies or practices which apply to everyone but disadvantage people with a protected characteristic may result in indirect discrimination – unless your actions were ‘reasonable’.
  • For example: only offering appointments by phone may indirectly discriminate because this may disadvantage deaf people, and it may be hard to show you could not have provided other options.
  • Protection also applies to people treated unfairly because they are perceived to have a protected characteristic, and people treated unfairly due to associating with someone with a characteristic.
  • The Act makes it easier for people to show that they have difficultly carrying out day-to-day activities and come under the protection of the act as a disabled person.
  • Firms must ensure that a customer who is breastfeeding is not treated unfairly by employees; or other customers, if their unfair treatment has been previously brought to your attention.
  • An employee who has had several linked periods of depression over the last two years, who finds it difficult to carry out day-to-day activities, is defined as disabled for the purpose of the Act.
  • It is discrimination to treat a disabled employee unfavourably due to factors connected with their disability, such as a tendency to make spelling mistakes resulting from dyslexia.
  • You may be liable for employee harassment by third parties if you are aware that it has occurred at least twice before and you have not taken steps to prevent it happening again.
  • You cannot prevent employees from having discussions to determine whether pay differences exist that are related to protected characteristics.
  • The Act limits circumstances in which you can ask job applicants health-related questions.

Because the Equality Act extends and strengthens protections, you may need to review and amend your business’s equality and discrimination policies and practices.

These are just a selection of the Act’s provisions.  Click here for more comprehensive details

Relevant guides from the Business Link website:

Set up employment policies for your business

Prevent discrimination and value diversity

Top tips: Personal development and productivity

Published by Business Link on 21 July, 2010 in HR & People Development and Top Tips • 1 Comment

Get a plant or two

Research has found links between plants and increased productivity, lower stress, improved blood pressure, lower fatigue and fewer headaches. Plants are also said to reduce airborne allergens, decrease noise pollution and create more balanced humidity levels. Plants in the workplace

Master your email

Research shows that people get stressed by email and feel compelled to respond quickly. So try to check emails every few hours rather than constantly. And develop a system for organising and acting on your email more effectively. Avoid email overload

Avoid distractions, multitask with caution

To avoid distractions: block out ‘sacred’ time segments to focus on single important tasks; silence your email and mobile and escape to a quieter place to work; check emails and phone calls on a schedule – say every three hours – rather than responding constantly. Distractions and multitasking

Get a routine

A routine, however free or rigid, could guide you to do the right things at the right times. When are you most creative, attentive, focused? When do you most like to converse with others or work alone? Some self-analysis and a few rules could help to improve your daily productivity. Organising your days

Balance work and life

Reduce pressure by relaxing unrealistic deadlines and timings. Set weekly goals for the minimum you must achieve to feel satisfied and productive. Remind yourself to enjoy life by setting personal life goals too. Learn to say no. Delegate. Top tips for achieving a work-life balance

Listen, then talk

As Henry Ford said: “If there is any one secret of success, it lies in the ability to get the other person’s point of view and see things from that person’s angle as well as from your own.” Be more open to what others have to say. Listen, then respond. Are you listening?

Ask better questions

Harvard Business Review Blog suggests that “Being curious is essential to asking good questions” and “Open-ended questions prevent you from making judgements based on assumptions”. They also advise to “Be engaged” and “Dig deeper”. Learn to Ask Better Questions – HBR Blog

Keep an eye on news and trends

Search online for solutions to problems, answers to key questions, or business subjects that interest you. Bookmark sources you find useful and credible, subscribe to favourite newsletters, and refine your reading list over time. Before long you’ll be more aware of new trends and opportunities. Look around

Channel anger

Research suggests that, when managed, anger could aid mental health, your career, and productivity. Could you more constructively channel negative emotions and turn such passion into positive change? Anger Management

Focus on bottlenecks, simplify

“Try to remove obstacles that slow you down”, says Productivity501. Chipping away at those irritating bottlenecks could improve your productivity, free up time and reduce stress. Also focus on simplifying processes by removing steps that offer no value. Simplify

Learn from the greats

Take words of wisdom from some of the world’s great business people: Entrepreneurship Quotes

Distractions and multitasking

Published by Business Link on 7 June, 2010 in HR & People Development • 9 Comments
Distractions and multitasking
A few observations on the dangers of distractions and multitasking, and a few tips for finding focus.
‘Infomania’ distractions reduce intelligence and mental sharpness
A 2005 HP study found that ‘infomania’ distractions from incoming email and phone calls led to a 10-point fall in respondents’ IQs – over twice the IQ drop experienced after smoking marijuana. Over half of the 1,100 respondents admitted to responding to emails immediately. The psychologist who conducted the study, Dr Glenn Wilson, said that ‘infomania’ can reduce mental sharpness, and those constantly breaking away from tasks to react to distractions suffer effects similar to losing a night’s sleep.
Distractions and multitasking can slow us down and cause brain overload, stress and inefficiency
Research from Professor Miller, a neuroscientist from Massachusetts Institute of Technology, found that rather than truly multitasking, the human brain simply switches rapidly between tasks, putting greater stress on our brains than if we conducted those tasks one after another. Further, if we simultaneously focus on two similar tasks – tasks that use the same part of the brain such as talking on the phone while writing an email – we can overload our brains’ processing capacity, leading to inefficiency.
Meanwhile, the Journal of Experimental Psychology reported on an American study which found that it took students up to 40 per cent longer to solve maths problems when switching between multiple tasks. The study also observed increases in stress, and a negative cycle in which we multitask to get things done quickly, feel stressed when tasks take longer than expected, and then persist with inefficient multitasking in a vain attempt to catch up. Research from the University of California also found that interruptions can cause significantly higher stress levels, frustration and pressure.
Heavy multitaskers may become less resistant to distractions
Experiments from Stanford University analysed ‘media multitaskers’, defined as people who consume “more than one item or stream of content at the same time”. They found that ‘heavy’ multitaskers perform worse on task-switching tests than ‘light’ multitaskers, and are “more susceptible to interference”. In other words, the more we multitask the more inherently prone to distractions we become.
Finding focus
Some multitask better than others, and some more easily deal with distractions. Even so, research suggests that avoiding distractions and focusing solely on one task can improve intelligence, mental sharpness and productivity, and reduce stress. Being conscious of these observations when planning tasks means you can more proactively avoid distractions and find focus when you need it.
Practical tips: List your most important tasks and find ways to avoid distractions and interruptions when doing them. Block out ‘sacred’ time segments to focus on single tasks. Take steps such as silencing your email and mobile or escaping to a quieter place to work. Above all – when beginning a key task – pledge to ignore other tasks and distractions and focus solely on the job at hand. As a rule check emails, texts and other distractions on a schedule – such as every three hours – rather than responding to them constantly. If you must multitask: avoid doing so in the afternoon – post lunch fatigue plus multitasking equals brain overload; only multitask simpler tasks; and avoid multitasking similar tasks such as email and phone calls. And, when you feel distracted, stressed or inefficient: take a break, then re-find your focus.

A few observations on the dangers of distractions and multitasking, and a few tips for finding focus.

‘Infomania’ distractions reduce intelligence and mental sharpness

A 2005 HP study found that ‘infomania’ distractions from incoming email and phone calls led to a 10-point fall in respondents’ IQs – over twice the IQ drop experienced after smoking marijuana. Over half of the 1,100 respondents admitted to responding to emails immediately. The psychologist who conducted the study, Dr Glenn Wilson, said that ‘infomania’ can reduce mental sharpness, and those constantly breaking away from tasks to react to distractions suffer effects similar to losing a night’s sleep.

Distractions and multitasking can slow us down and cause stress and inefficiency

Research from Professor Miller, a neuroscientist from Massachusetts Institute of Technology, found that rather than truly multitasking, the human brain simply switches rapidly between tasks, putting greater stress on our brains than if we conducted those tasks one after another. Further, if we simultaneously focus on two similar tasks – tasks that use the same part of the brain such as talking on the phone while writing an email – we can overload our brains’ processing capacity, leading to inefficiency.

Meanwhile, the Journal of Experimental Psychology reported on an American study which found that it took students up to 40 per cent longer to solve maths problems when switching between multiple tasks. The study also observed increases in stress, and a negative cycle in which we multitask to get things done quickly, feel stressed when tasks take longer than expected, and then persist with inefficient multitasking in a vain attempt to catch up. Research from the University of California also found that interruptions can cause significantly higher stress levels, frustration and pressure.

Heavy multitaskers may become less resistant to distractions

Experiments from Stanford University analysed ‘media multitaskers’, defined as people who consume “more than one item or stream of content at the same time”. They found that ‘heavy’ multitaskers perform worse on task-switching tests than ‘light’ multitaskers, and are “more susceptible to interference”. In other words, the more we multitask the more inherently prone to distractions we become.

Finding focus

Some multitask better than others, and some more easily deal with distractions. Even so, research suggests that avoiding distractions and focusing solely on one task can improve intelligence, mental sharpness and productivity, and reduce stress. Being conscious of these observations when planning tasks means you can more proactively avoid distractions and find focus when you need it.

Practical tips: List your most important tasks and find ways to avoid distractions and interruptions when doing them. Block out ‘sacred’ time segments to focus on single tasks. Take steps such as silencing your email and mobile or escaping to a quieter place to work. Above all – when beginning a key task – pledge to ignore other tasks and distractions and focus solely on the job at hand. As a rule check emails, texts and other distractions on a schedule – such as every three hours – rather than responding to them constantly. If you must multitask: avoid doing so in the afternoon – post lunch fatigue plus multitasking equals brain overload; only multitask simpler tasks; and avoid multitasking similar tasks such as email and phone calls. And, when you feel distracted, stressed or inefficient: take a break, then re-find your focus.

The ‘fit note’ and occupational health

Published by Business Link on 28 April, 2010 in HR & People Development and Legislation & Regulations • 0 Comments
The fit note – and occupational health
The fit note has replaced the sick note; we explain the change, and explore occupational health.
The fit note
The Statement of Fitness for Work, or ‘fit note’, has replaced the ‘sick note’ for employees absent due to sickness for longer than seven days. Doctors will still be able to advise patients that they are “not fit for work”, but they will also have a new option, “may be fit for work taking account of the following advice”.
The Department for Work and Pensions says that in cases where an employee ‘may be fit for work’, doctors will suggest ways of facilitating the employee’s return to work, including approaches such as “a phased return to work; altered hours; amended duties; and/or workplace adaptations”. DWP advises that “If it is not possible for you to provide the support for your employee to return to work, you and your employee should use the Statement as if the doctor had advised ‘not fit for work’”.
Chairman of the British Medical Association GP committee, Dr Laurence Buckman, said: “If a GP decides their patient is capable of some form of work, for example if they’ve got back pain and they should temporarily avoid elements of their normal job, then it will be down to the employer to be flexible enough to accommodate them… Employers have a responsibility to provide adequate occupational health services.”
Buckman’s comments reflect the reasoning behind the fit note: generally work is good for a person’s health; therefore – for those who are ready – it’s right to remove the challenges of returning to work.
For more information read Statement of Fitness for Work – A guide for employers
Occupational health
Under the fit note system, if a doctor feels an assessment by an occupational health therapist is required, they can state this on the fit note for consideration by the employer. It’s the employer’s decision whether to act on this advice, but for complex or work-related conditions occupational health therapy is strongly advised. Why? Because the health and productivity benefits and lower sickness absence costs could ultimately outweigh the costs of providing occupational health therapy.
In addition to reacting to specific health concerns by providing occupational health therapy, employers can proactively manage occupational health in a variety of ways. Examples include tackling common occupational health issues such as stress, repetitive strain injury, back pain, and providing support for employers wishing to give up smoking or reduce alcohol consumption. Again, such support doesn’t have to be costly, and the costs can often be outweighed by the benefits.
At the very least all businesses should ensure that they comply with occupational health regulations. Good practice would also be to know where to find an occupational health therapist should an employee’s fit note recommend consulting with one. Beyond this, it’s about appreciating the benefits of proactively managing occupational health, and exploring what else you can do to create a safer, healthier workforce.
For more information, including your legal responsibilities, read Occupational health and welfare
To explore what else you can do, read Health, safety, wellbeing and fitness

The fit note has replaced the sick note; we explain the change, and explore occupational health.

The fit note

The Statement of Fitness for Work, or ‘fit note’, has replaced the ‘sick note’ for employees absent due to sickness for longer than seven days. Doctors will still be able to advise patients that they are “not fit for work”, but they will also have a new option, “may be fit for work taking account of the following advice”.

The Department for Work and Pensions says that in cases where an employee ‘may be fit for work’, doctors will suggest ways of facilitating the employee’s return to work, including approaches such as “a phased return to work; altered hours; amended duties; and/or workplace adaptations”. DWP advises that “If it is not possible for you to provide the support for your employee to return to work, you and your employee should use the Statement as if the doctor had advised ‘not fit for work’”.

Chairman of the British Medical Association GP committee, Dr Laurence Buckman, said: “If a GP decides their patient is capable of some form of work, for example if they’ve got back pain and they should temporarily avoid elements of their normal job, then it will be down to the employer to be flexible enough to accommodate them… Employers have a responsibility to provide adequate occupational health services.”

Buckman’s comments reflect the reasoning behind the fit note: generally work is good for a person’s health; therefore – for those who are ready – it’s right to remove the challenges of returning to work.

For more information read Statement of Fitness for Work – A guide for employers

Occupational health
Under the fit note system, if a doctor feels an assessment by an occupational health therapist is required, they can state this on the fit note for consideration by the employer. It’s the employer’s decision whether to act on this advice, but for complex or work-related conditions occupational health therapy is strongly advised. Why? Because the health and productivity benefits and lower sickness absence costs could ultimately outweigh the costs of providing occupational health therapy.

In addition to reacting to specific health concerns by providing occupational health therapy, employers can proactively manage occupational health in a variety of ways. Examples include tackling common occupational health issues such as stress, repetitive strain injury, back pain, and providing support for employees wishing to give up smoking or reduce alcohol consumption. Again, such support doesn’t have to be costly, and the costs can often be outweighed by the benefits.

At the very least all businesses should ensure that they comply with occupational health regulations. Good practice would also be to know where to find an occupational health therapist should an employee’s fit note recommend consulting with one. Beyond this, it’s about appreciating the benefits of proactively managing occupational health, and exploring what else you can do to create a safer, healthier workforce.

For more information, including your legal responsibilities, read Occupational health and welfare

To explore what else you can do, read Health, safety, wellbeing and fitness

Health, safety, wellbeing and fitness

Published by Business Link on 28 April, 2010 in HR & People Development and Legislation & Regulations • 3 Comments
Health, safety, wellbeing and fitness
What companies must do, and what we can all do, to improve workplace health, safety, and wellbeing.
What companies must do
Companies are legally responsible for the health and safety of employees, visitors to premises including customers or tradespeople, and any other people affected by the business and its products or services.
Key responsibilities include having a health and safety policy, carrying out an assessment of health and safety risks, and taking reasonable steps to control workplace hazards. Companies must also comply with other duties such as recording and reporting accidents, consulting with employees to ensure they understand their health and safety responsibilities, and meeting a legal duty of care for the occupational health and welfare of employees.
For a more detailed overview of responsibilities read Your responsibilities for health and safety
What we can all do
Firstly, employers and employees can work together to highlight and control workplace risks, and ensure health and safety policies are present, clear and understood. Doing so helps to ensure legal compliance and reduces the potential for workplace illness or injury.
Employers and employees could also work together to proactively improve workplace wellbeing. But why bother? The Chartered Institute of Personnel and Development estimates that the average absence cost per employee per year was £692 in 2009. And the British Heart Foundation says that firms promoting healthy, active workforces report lower absence rates, and other benefits too, from improved employee productivity, morale and retention, to positive effects on back pain, stress and mental health. Such benefits can lower per employee absence costs and boost productivity and employee satisfaction.
Practically speaking, companies could introduce initiatives such as: employee occupational health services to promote wellbeing, prevent illness or injury, and facilitate return to work; stress counselling; and support for giving up smoking. Beyond this companies could encourage more healthy and active workforces by pioneering employer-led schemes or supporting employee-led activities. There are a variety of options, from subsidised gym memberships to simple ideas like ‘Healthy Mondays’ where staff share healthy snacks, to setting up lunchtime walking groups or more involved sporting activities. To begin, British Heart Foundation recommends appointing a ‘champion’ to co-ordinate wellbeing activities – this person should: have management support; be aware of health and safety issues; ensure activities match up with employee interests and needs; and set up a group to help manage activities.
Employers have an opportunity to engage with employees and create initiatives that benefit both the business and its people, together creating healthier, happier and more active and productive workforces. This can be done cost-effectively, and any costs which are incurred could be offset through potentially lower absence costs and improved employee productivity and retention. So once you have the legal  basics sorted, why not explore what more you could do to create a healthier, happier workforce?
For more guidance on getting healthy and active in the workplace visit Health At Work or Change4Life. There may also be regional support available, such as North Somerset Go4Life.
Note: the above examples of health and fitness activities are for illustration only and are not necessarily recommended; seek advice when planning your own workplace health and fitness activities.

What companies must do, and what we can all do, to improve workplace health, safety, and wellbeing.

What companies must do

Companies are legally responsible for the health and safety of employees, visitors to premises including customers or tradespeople, and any other people affected by the business and its products or services.

Key responsibilities include having a health and safety policy, carrying out an assessment of health and safety risks, and taking reasonable steps to control workplace hazards. Companies must also comply with other duties such as recording and reporting accidents, consulting with employees to ensure they understand their health and safety responsibilities, and meeting a legal duty of care for the occupational health and welfare of employees.

For a more detailed overview of responsibilities read Your responsibilities for health and safety

What we can all do

Firstly, employers and employees can work together to highlight and control workplace risks, and ensure health and safety policies are present, clear and understood. Doing so helps to ensure legal compliance and reduces the potential for workplace illness or injury.

Employers and employees could also work together to proactively improve workplace wellbeing. But why bother? The Chartered Institute of Personnel and Development estimates that the average absence cost per employee per year was £692 in 2009. And the British Heart Foundation says that firms promoting healthy, active workforces report lower absence rates, and other benefits too, from improved employee productivity, morale and retention, to positive effects on back pain, stress and mental health. Such benefits can lower per employee absence costs and boost productivity and employee satisfaction.

Practically speaking, companies could introduce initiatives such as: employee occupational health services to promote wellbeing, prevent illness or injury, and facilitate return to work; stress counselling; and support for giving up smoking. Beyond this companies could encourage more healthy and active workforces by pioneering employer-led schemes or supporting employee-led activities. There are a variety of options, from subsidised gym memberships to simple ideas like ‘Healthy Mondays’ where staff share healthy snacks, to setting up lunchtime walking groups or more involved sporting activities. To begin, British Heart Foundation recommends appointing a ‘champion’ to co-ordinate wellbeing activities – this person should: have management support; be aware of health and safety issues; ensure activities match up with employee interests and needs; and set up a group to help manage activities.

Employers have an opportunity to engage with employees and create initiatives that benefit both the business and its people, together creating healthier, happier and more active and productive workforces. This can be done cost-effectively, and any costs which are incurred could be offset through potentially lower absence costs and improved employee productivity and retention. So once you have the legal  basics sorted, why not explore what more you could do to create a healthier, happier workforce?

For more guidance on getting healthy and active in the workplace visit Health At Work or Change4Life. There may also be regional support available, such as North Somerset Go4Life.

Note: the above examples of health and fitness activities are for illustration only and are not necessarily recommended; seek advice when planning your own workplace health and fitness activities.