Managing Change Effectively

Change can take many forms within the workplace from employee requests to alter hours to the redesign of roles and even onto full scale restructuring. These scenario’s can impact individuals in different ways. Sometimes the recipe for change is created through personal circumstances requiring it while on other occasions it is necessitated by business need. Whatever the reasons it is invariably a common feature of working life within general practice today. The economic and business climates coupled with the pressures of modern life requires an ongoing review of working practices.

So how do individuals not only deal with change but embrace it? What strategies can staff employ when faced with change? The following pointers will give you something to think about from a personal perspective and consider when working through the best approach for you:

• Be honest: Seems simple although can often be the hardest thing to do. If your personal circumstances change, arrange to meet with your manager to see what can be done to support you. It may be the case that the needs of the business cannot support what you require-you will never know though if you don’t ask or spell out what you need.

• What opportunities are available to you? What will the change offer you that wasn’t there before? What can you do to make the most of these opportunities? Putting yourself in the best position to take advantage of ways to progress your career will stand you in good stead.

• Keep positive and have a flexible approach. Those who make the most of change are often the staff who accept it is happening and throw themselves into making it work for them. Being open to the possibility of doing something different and getting involved to shape the future of the changes will increase the potential for arriving at a mutually beneficial outcome. It can sometimes feel like you are working within a silo/bubble when you convince yourself that any upcoming change is outside of your control with the reality being very different. Review your options.

• Talk your situation through with others who have your best interests at heart. A fresh perspective from somebody not directly involved with the change can prove to be very beneficial; they may pick up on things that you hadn’t considered before.

• An old cliché but it really is important to look after your personal health and wellbeing when approaching and going through change management programmes. The mind and body are intrinsically linked and the relationship between effective performance at work, an upbeat mindset and healthy living have been scientifically proven. The beneficial impacts can also impact all areas of your life.

Change is not something to be overawed by as it often throws up opportunities that you hadn’t otherwise considered. Approaching these situations in the right way will improve the outcomes you ultimately achieve.

October 2014 key employment changes!

It’s been a busy year so far in terms of employment law! Observers will also be watching with interest the effect the ‘no’ vote in the Scottish referendum has on employment law, particularly with promises that changes in the way the four nations that make up the UK will govern themselves in the future are to be drafted and announced.

Below is a breakdown of the key changes due to come into effect this coming October:

* Antenatal rights for fathers and partners to take time off work

Fathers and partners will be entitled to time off to accompany a pregnant woman to an antenatal appointment on up to two occasions. Employees will be eligible to take advantage of the new right straight away without accruing a minimum period of service.

Although the right extends to agency workers, a minimum service requirement applies to trigger eligibility in this context.

* Employment tribunals must order equal pay audits

Where an equal pay claim is submitted on or after 1 October 2010, and the employment tribunal finds that there has been an equal pay breach, it must order the employer to carry out an equal pay audit unless an exception applies.

The exceptions set out in the Equality Act 2010 (Equal Pay Audits) Regulations 2014 relate to, among other things, whether or not the employer has recently carried out an audit that meets certain requirements, and whether or not the benefits delivered by the audit would exceed the disadvantages of conducting it.

* National minimum wage increases

The national minimum wage increases from £6.31 to £6.50 with effect from 1 October 2014. The youth rate increases from £5.03 to £5.13 per hour

* Reservists better protected against unfair dismissal

With effect from 1 October 2014, where an employee is dismissed exclusively (or mainly) because he or she is a member of reserve force, the normal two-year service requirement for bringing an unfair dismissal claim does not apply, and an employee may pursue a claim immediately in these circumstances.

Early Conciliation and employment Tribunal Fees-April 2014

During April/May 2014, some important changes come into affect that will impact the employment relations agenda considerably. Merlin have taken both the changes to the ET (Employment Tribunal) and Early Conciliation amendments and set out below what they will mean for employers and individuals alike;

ET FEES UPDATE: With employment tribunal claims reducing by as much as two thirds since the introduction of mandatory fees from 29th July 2013 onwards, Unison is looking for a further judicial review of their validity. They will undoubtedly cite the statistics associated since the fees came in as evidence that individuals are reluctant to bring cases due to the cost. In summary, the costs are as follows (there are two types):

TYPE A (eg unpaid wages, redundancy claims etc) £160 Submisson fee, £230 Hearing fee (£390 total)
TYPE B (eg unfair dismissal, discrimination etc) £250 Submission fee, £950 Hearing fee (£1200 total)

These fees are intially payable by the claimant although tribunals do have the power to order to compensate the claimant for part/all of these fees dependent on the final ruling.There is also scope for ET panels to levy a 50% uplift to any subsequent award (paid to the government, not either party) up to a maximum of £5000 if they feel there are ‘aggravating’ features in any case eg. deliberate breach of procedures, insulting behaviour, blatant discrimination etc. The decision to award this will be at the discretion of the panel.

there is provision for remission/part remission of these fees for claimant although the rules are fairly stringent dependent on the financial circumstances of the claimant and are unlikely to be applicable to the majority of claimants.

CONCILIATION: From 6th May 2014, all prospective ET claimants will have to approach ACAS in the first instance of their decision to proceed to a claim. The hope is that this will reduce the burden on the ET service further and allow both parties to resolve any grievances/issues they have.There is no compunction for either party to liaise with ACAS although any claimant must have a ‘certificate’ issued to them to show that they have gone down this route as part of the ET submission process. The failure of either/both parties to use this service will not reflect negatively on them should a case subsequently proceed to tribunal.

If the conciliation services of ACAS are taken up, both parties will have between 4 weeks (usual) and 6 weeks (in exceptional cases) to resolve their issues before the 3 month time limit since resigning/being dismissed for lodging  a tribunal claim as in the case of unfair dismissal/constructive dismissal begins. This period is known as a ‘limitation pause’ and will be accepted by ET’s in terms of the time limits claimants/respondents have to comply with.

COMMENT: ACAS have already seen a big increase in the number of cases they are having to deal with and these numbers are only likely to increase when it becomes mandatory from 6th May 2014. Whilst employers have so far welcomed the fees regime and the argument stands that it will deter some frivolous claims from reaching tribunal, a key tenement of the Unison judicial review case is that the cost will prevent some individuals from making valid claims.

It is likely that ‘settlement agreements’ (previously known as compromise agreements) will become more popular and potentially that individuals will want more in settlement. The evidence is there that the number of claims registered with and reaching tribunal has fallen significantly and employers/individuals alike will await with interest the result of Unison’s challenge to the fees system. The impact of the conciliation rules is also eagerly anticipated-it is likely to accelerate the downward trend for formal ET claims; time will tell what this will mean in the long term for the future of employee relations.

 

Employee Awarded £72,000 after Exclusion from Voluntary Redundancy Scheme Tuesday 2 April, 2013

Employee Awarded £72,000 after Exclusion from Voluntary Redundancy Scheme
Tuesday 2 April, 2013

An employee excluded from a voluntary severance scheme as she was on a career break has been awarded compensation for discrimination equivalent to the full amount of the severance payment.
онлайн заявка на потребительский кредит