Matthew Chilcott
About Matthew Chilcott
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UK government to adopt ‘light touch’ rules around AI
NEWS ARTICLE – UK government to adopt ‘light touch’ rules around AI :
The UK government says its plans for how it wants to regulate artificial intelligence technology – including the powerful “language model” called Chat-GPT – will “turbocharge” the growth of AI in the UK, while countering the potential risks of rapidly emerging computer intelligence to society. “We’re not denying the risks,” said Science, Innovation and Technology Secretary, Michelle Donelan. “That’s why we’ve got a proportionate framework in terms of this regulatory approach, one that can help the UK to seize the opportunities.” The government is not proposing new laws but is instead looking to existing regulators such as the Health and Safety Executive and the Competition and Markets Authority to apply key principles around safety, transparency, and accountability to emerging AI. “If we legislate now, it will be out of date,” said Ms Donelan. “We want a process that can be nimble, can be agile, can be responsible can prioritise safety can prioritise transparency, but can keep up with the pace of the change that’s happening in this sector.” |
Matthew Pinto-Chilcott, Owner of Consensus HR comments: “AI, Artificial Intelligence. Does it worry you? One point, I always think with Human Resources (HR) and operations in general is that you need that personal contact with all members of the team to be able to manage effectively for the business and employees. However, could AI replace some areas of it? Personally, I do not believe so, but may be in the future there may be areas that are allocated to AI but thankfully at the moment there is not. Especially with the prevention of using AI for recruitment but I do now see a number of AI companies that claim they can write you blogs for you, if required. Thankfully at Consensus HR, all our blogs and topics are chosen and written by us but we also have the support when needed by a marketing professional as our Chartered specialism is HR and Employment Law which is accredited by leading professional bodies, including the Solicitors Regulation Authority and the Bar Standards Board.
YOUR OUTSOURCED HUMAN RESOURCES DEPARTMENT.
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Finding and Keeping Talent
Recruiting and developing employees can be time consuming for companies. In addition, businesses spend an average of £10,000 per employee. So – it’s important to make the most of your employees, helping the business and individuals alike.
Matthew from Consensus HR says “When we talk to businesses we are always highlighting the importance of looking after one of their main assets within business: their team.”
Organisations need to protect their ‘investment’ and retain valued employees.
Here are three tips for finding and retaining the right staff from Consensus HR:
Tip 1: Offer incentives to employees who refer friends
Cash or vouchers for employees who refer successful candidates can be a powerful incentive. Vouchers can be bought individually or via a reward scheme. Employees can use the vouchers for holidays, shopping or clothes with reputable suppliers.
Rewarding those who refer candidates can also take place at various intervals. For example, incentives can be offered when the applicant is recruited or after successful completion of their probationary period. Some employers choose to pay an additional sum should the successful applicant stay with the company for twelve months.
Consensus HR has successfully help client organisations to implement incentive schemes. One client has significantly reduced recruitment costs as a result.
Tip 2: Foster diversity
Allow your team to diversify within their roles and try working in different areas of the business. This could be achieved via internal transfers or promotions. Continual employee development helps retain the talent you have invested in.
“Allowing your team to diversify within the business and continually gain new skills ensures that they remain motivated and productive,” explains Matthew from Consensus HR. “Employees then remain an asset instead of becoming a ‘clone’ to the business and potentially unfulfilled in their role.”
Tip 3: Company benefits
What do you offer your employees in relation to other employers within the same sector? What could make you unique, attracting and retaining your personnel? How about:
- Sending birthday cards to employees
- Agreeing a discount scheme for employees with local retailers
- Introducing a reward scheme for achieving objectives or exceeding expectations
It doesn’t have to be expensive and huge benefits can be gained.
Some of Consensus HR’s clients reward their teams as part of their quarterly performance review process. Team members can obtain financial rewards for achieving set objectives or KPI’s. These are paid through a voucher scheme that can be redeemed with a number of well-known retailers quarterly. Or – they can save the rewards until they wish to spend them. “We’ve seen people save their rewards and use them to purchase wedding rings, a holiday to Las Vegas and their Christmas shopping” explains Matthew.
To summarise…
Following these three tips will help your business to:
- Increase sales
- Reduce costs
- Provide a culture in which people wish to work
“We must remember that this is only one area of retaining the right talent within the business. Another is management,” adds Matthew. “If people are not managed correctly then, even if these three tips are carried out, you still lose them – and their talent.”
Would you like to know more? The team at Consensus HR is happy to offer advice and examples of how to retain employees and become a preferred employer. Contact us for an informal discussion.
YOUR OUTSOURCED HUMAN RESOURCES DEPARTMENT.
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Finding the Right Freelancer
Many businesses like to work with freelancers. It’s easy to see why; they offer the expertise, flexibility and cost effectiveness that businesses want – fast.
When outsourcing, it’s important to work with someone who understands you and your oragnisation. This includes your goals, your culture and any budget or timescale involved.
Harvard Business Review suggested that clarity and transparency are essential if outsourcing is to be successful. It underlines what is important to Consensus HR when meeting new clients.
“It’s all about communication,“ says Matthew of Consensus HR. “Businesses outsource their HR requirements to us so that they have immediate input and know that their requirements will be met quickly and expertly.
“From the very beginning, we need to know about goals, budget and timescale – and that’s just the beginning. Our expertise covers everything from recruitment, and Full HR Services to discipline and redundancy. Good HR practices can be used to increase sales and the overall turnover of the business.”
According to Harvard Business Review, five factors influence successful outsourcing:
- Be transparent about your willingness to work with freelancers
- Determine the level of contribution required
- Define what essential skills and experience you are looking for – and the ‘nice to haves’
- Allow all those will depend upon the freelancer to be involved with the selection process
- Plan frequent reviews to make sure that the relationship delivers results
“A business owner must ensure that the freelancer they choose is the right fit for the business and that the level of management required is acknowledged’” adds Matthew. “At Consensus HR we get to know the business and become the company’s HR Dept. Many of our clients request us to visit them to implement performance management processes, to help with recruitment and when dealing with organisational structure changes.
“We work closely with our clients to find the best way to implement the many HR tools available and ensure they are seen as a proactive rather than reactive businesses.”
To find out more, contact Matthew for an informal discussion.
YOUR OUTSOURCED HUMAN RESOURCES DEPARTMENT.
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HSE launches ‘Asbestos and You’ campaign
HSE has launched a new campaign to remind people working in construction trades to manage the risks associated with asbestos.Despite it being banned in the building industry since 1999, figures show that 5,000 people a year still die from asbestos-related diseases. It didn’t disappear when it was banned in the UK and we know that asbestos remains in millions of homes and buildings. Those carrying out repairs or refurbishment work are at a higher risk of disturbing asbestos, especially when working in houses. Builders, carpenters, electricians, joiners, plasterers, plumbers and roofers are just some of the trades being urged to take the risks of asbestos seriously. The campaign particularly wants to reach those who started their careers from the year 2000, after the use of asbestos was banned, so they know the risk still remains. Visit the Asbestos and You website for more information about the campaign and how you can support it. You can also:
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YOUR OUTSOURCED HUMAN RESOURCES DEPARTMENT.
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Sexual harassment at work: three types of claim
What exactly is a sexual harassment claim in the UK? And, given that claims can be made by men or women, job applicants, employees, apprentices and those working under personal service contracts, how can employers avoid one?
Types of sexual harassment at work
There are three types of sexual harassment at work:
1. Unwanted conduct of a sexual nature
Has the purpose or effect of violating someone’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment.
Historically, pictures of naked women in the workplace would be a good example, but the modern day equivalent is sexually explicit jokes by email.
Also, inappropriate touching or comments on a female employee’s chest as previously mentioned in our. blog and resulting in an award of £19,000.00, persistent requests for dates and sexual innuendos have all been found to be sexual harassment.
2. Sex-related harassment,
Is where there is unwanted conduct related to the person’s gender, which – again – has the purpose or effect of violating their dignity or creating an unpleasant environment.
For example, cases have decided that gossip about the paternity of an unborn child can be harassment on grounds of sex, as could hostile comments about childcare arrangements when a female employee has to constantly leave work early to care for her young children.
Even something such as putting materials up on a high shelf where none of the (naturally shorter) female staff can reach them could be viewed as harassment.
3. Rejection.
The third type of sexual harassment is if an employee rejects sexual advances or submits to them, and is then treated less favourably by the harasser.
“All of the above situations are extremely serious and employers must make sure that they manage the people and processes involved professionally, legally and sensitively,” says Matthew Pinto-Chilcott of Consensus HR. “in particular, appropriate disciplinary and grievance procedures should be in place.”
To discuss your own company’s responsibilities in a potential sexual harassment situation, contact Matthew via [email protected] or call 01438 476750 to speak to a member of the team
YOUR OUTSOURCED HUMAN RESOURCES DEPARTMENT.
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Protect your workers from violence and aggression
Violence and aggression at work can have a serious impact on your workers physical and mental health.
The guidance will help you assess the risks, put the right controls in place to protect workers and report incidents and learn from them. We have specific guidance on how to support your workers after a violent incident. There are also examples drawn from typical situations. We have separate advice for workers, which explains how they can help employers prevent violent incidents at work. |
Health & Safety Executive guidance – Click here
Consensus HR – Our comments:
Matthew Pinto-Chilcott, Owner of Consensus HR comments: “Violence and aggression in the workplace and world in general seems to be on the increase with the Health & Safety Executive (HSE) saying that in 2019-2020 there were 688,000 reported incidents of violence at work. As part of our Employee Handbook and the HR Policies and Procedures we ensure a detailed section if written that provides clear and practical guidelines to businesses and their team on how to manage correctly, to best practice and the law. Nobody comes to work to experience bullying, violence or aggression and should this occur companies and their teams should ensure that s comprehensive process of action and recording is put in place for all member of the team. The HSE gives some excellent examples of this in the information shown in the HSE article above.”
YOUR OUTSOURCED HUMAN RESOURCES DEPARTMENT.
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Zero-hours contract staff to receive predictable working rights
A Government backed private member’s bill will award employees, agency staff and casual workers on short or zero-hours contracts the right to request predictable working hours. Under the Workers (Predictable Terms and Conditions) Bill, after 26 weeks of service – either as an employee or a casual or agency worker – staff can make the request for a more predictable pattern of hours. Employers will also have to notify the applicant of their decision within a month, rather than three months, as is the case for flexible working. Wei-Men Ho, legal director in employment for the consumer sector at law firm Eversheds Sutherland, said that including casual and agency staff means the change “will have a broader impact”, adding: “It will impact start-ups and ecommerce businesses, as well as retail, hospitality and leisure — the types of companies that have peaks and troughs and have to call on both agency workers and employees at short notice.” |
HR Comment:
Matthew Pinto-Chilcott, Owner of Consensus HR comments: “Since the introduction of Zero Hour Contracts, there have been many articles and opinions on them have changed over time. As previously discussed many members of the team and employers do find their uses and the flexibility they provide helpful. This new article in the Times makes some interesting proposed changes.”
YOUR OUTSOURCED HUMAN RESOURCES DEPARTMENT.
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Bad Behaviour Outside of Work
What action can an employer take if an employee’s behaviour outside of work is inappropriate?
Thanks to technology, people increasingly record events and then upload them to social media sites. This could show an employee displaying inappropriate behaviour. When does the behaviour of an employee amount to misconduct? Should employers get involved – and how?
It is well established in law that employees’ actions outside the workplace can amount to misconduct – provided there is a clear link between that behaviour and the employees’ organisation or their role within it. This could include, for example:
- Behaviour which has bought, or has the potential to bring, the company into disrepute. For example – if the employee and employer have been identified in the press or other media. We have helped a client to manage an incident involving employees sending inappropriate pictures to a customer that had been emailed around the office!
- Actions outside work which have a detrimental impact on the workplace or which are linked to work. For example, poor behaviour at a workplace party – again. we have experience of this, dealing with an incident when an employee acted inappropriately with a client!
- Conduct which is incompatible with the role carried out by the employee – for example, cases involving dishonesty or theft outside work.
Before launching into any disciplinary process, employers should:
- Consider carefully the allegations that they will put to the employee.
- State the reasons why such behaviour has an impact on the employment relationship.
The general rule is that it may be fair to dismiss an employee for conduct outside the workplace provided that “in some respect or other it affects the employee, or could be thought to affect the employee, when he is doing his work”
Disciplinary action
When deciding what disciplinary action to take as a result of bad behaviour outside work, employers should:
- Weigh up whether the incident is a one-off
- Consider the seriousness of the incident
- Decide whether the organisation could take any responsibility for the circumstances surrounding it.
Off-duty conduct which has no bearing on employment is unlikely to justify disciplinary action.
Employers can go some way towards preparing for anticipated misconduct outside work by ensuring that disciplinary policies cover behaviour outside work, particularly if it is potentially damaging to the business’s reputation.
As with any disciplinary action, conduct outside of work must be thoroughly investigated and the Acas Code of Practice / Company Disciplinary procedure followed. In cases involving the police it is normally advisable to conduct an internal investigation rather than relying solely on the police investigation and to aim to complete this prior to any action by the police such as removal of the employee from the business.
In addition, it always necessary for employers to act reasonably in such circumstances and they should have evidence to back up any allegation of reputational damage or potential damage to the business.
By following the above tips, employers should avoid falling into the trap of dismissing an employee as a knee jerk reaction to misbehaviour outside work. Such a response, in all but the clearest of cases, is likely to be unfair.
To find out more or discuss your company’s circumstance, contact Consensus HR
YOUR OUTSOURCED HUMAN RESOURCES DEPARTMENT.
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Plan to raise state pension age shelved as life expectancy falls
NEWS ARTICLE: Plan to raise state pension age shelved as life expectancy fallsplan to bring forward a rise in the state pension age to 68 is expected to be scrapped amid a decline in life expectancy and fears the change would alienate a core demographic of Conservative voters. The state pension age is due to increase from 66-years-old to 67 between 2026 and 2028. It is scheduled to rise to 68 by the mid-2040s. The government wanted to bring this forward to 2037-2039, with the plan due to be confirmed in May. But key cabinet ministers now think the decision should be postponed until after the next election. Steve Webb, former pensions minister and partner at LCP, said: “In many ways, people in their 50s are probably your swing voters. Upsetting people in their 50s is probably not what you want to do just 18 months before an election, especially if you don’t get any money until the 2030s.” Baroness Ros Altmann, a former pensions minister, said the fall in life expectancy projections means the cost of long-term state pension provision may already be overestimated. “This is of course partly due to the pandemic’s impact on older people, but the ongoing NHS backlogs and crisis in elderly care are also likely to prevent a sudden resumption of life expectancy rises,” added Altmann. |
Matthew Pinto-Chilcott, Owner of Consensus HR comments: “This is an interesting article from the Financial Times and The Telegraph in relation to pensions and especially if it applies to you and you were born when this would affect you and your retirement!
YOUR OUTSOURCED HUMAN RESOURCES DEPARTMENT.
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The Hard Facts of Recruitment
Employers must be aware of the actual numbers involved with recruiting new people and looks at options that can significantly reduce those costs.
What is the average cost of turnover assuming a salary of £40,000 average salary and average hiring costs of 12% per head, 20% attrition in first 12 months?
The cost of repeat hire: £960, Cost of productivity loss (11 weeks) £5,617 and management time £1,456.
Total cost of turnover per head using an agency of in-house averages £8.033 and using an in-house talent pool or ‘recommend a friend’ scheme, £955.
The real cost of recruitment is not just how much you pay for your recruiters, agency fees and adverts (see our earlier blog and the true cost involved).
A fairly typical £40,000 hire can cost well over twice that in combined headline and hidden costs, even based on average figures. Whether you use agencies, in-house recruiters or an RPO provider the bottom line is the same; hiring costs are approximately double the salary involved.
Only by using proactive sourcing and Talent Warehousing can employers drive down:
- Time to hire
- Management resources demanded
- Attrition whilst bolstering productivity
Now, businesses can address the fundamental issue of recruitment costs.
Matthew from Consensus HR explains: “We are often heavily involved with the recruitment process, which often drives down the actual recruitment costs and timescales involved. We advise that the company retains all suitable applicants’ CVs. Our detailed recruitment process, including interview questions & selection criteria, is provided for future use. These steps ensure a reduction in costs.”
Matthew adds “The logistical cost of replacing an employee will probably come as not surprise to businesses. The financial impact of training replacement workers is a real cost which is often missed. Productivity will be affected whilst the necessary experience is gained. This is also a cost that most businesses have not considered before.”
Costs for recruiting new talent can be startling.
Consensus HR encourages businesses to place more emphasis on:
- Retaining talent in the workplace
- Continually performance managing the team
- Developing employees in the skills required for their role
- Actively encouraging team members to progress within the business and their roles
Good members of the team stay with employers who demonstrate that they value and care for their employees. Companies should operate – or ‘live’ – their values, which should be documented within their policies and procedures.
Financial reward is not always the answer.
To keep the perfect match for company roles, employers need to look at the overall benefits package offered such as pensions, gym membership and additional holidays.
How can you retain your employees and drive down your recruitment costs?
Talk to the team at Consensus HR
YOUR OUTSOURCED HUMAN RESOURCES DEPARTMENT.
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Met Police: ‘boys’ club’
Met Police: Women and children failed by Met Police: ‘boys’ club’
Matthew Pinto-Chilcott, Owner of Consensus HR comments: “So the Metropolitan Police report written by Dame Casey is out in the news today and having just read the BBC report written by Thomas Mackintosh & Lucy Manning, Special Correspondent it is extremely disappointing to put it mildly! We have written many blogs on Equality and Diversity in the workplace and how this is not a request for all employees to ensure it is followed but is the law and rightfully so as discussed previously. All members of the team should be treated equal regardless of any personal characteristics as outlined in the Equality Act 2010 such as:
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age
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gender reassignment
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being married or in a civil partnership
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being pregnant or on maternity leave
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disability
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race including colour, nationality, ethnic or national origin
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religion or belief
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sex
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sexual orientation
It is extremely worrying to hear that the Met. Police have been found to not be upholding the law and working to best practice and I for one, wait to see what the outcome is and the way forward, whether this is the breaking up of the force or taking other action and business owners and managers should be aware that action from an employee can be taken from day one of employment and awards, awarded by an Employment Tribunal (ET) can be unlimited.”
NEWS ARTICLE BBC:
Women and children have been failed by the Metropolitan Police, with racism, misogyny, and homophobia at the heart of the force, a blistering review says.
Baroness Casey says a “boys’ club” culture is rife and the force could be dismantled if it does not improve.
Her year-long review condemns systemic failures, painting a picture of a force where rape cases were dropped because freezers containing key evidence broke.
The Met’s Commissioner Sir Mark Rowley has apologised to Londoners.
He said: “It is ghastly. You sit down and read that report and it generates a whole series of emotions. It generates anger, frustration, embarrassment.”
Baroness Casey was appointed to review the force’s culture and standards after the abduction, rape and murder of Sarah Everard by serving police officer Wayne Couzens, in 2021.
During the course of her review, another Met officer, David Carrick, was convicted of a series of rapes, sexual offences and torture of women.
To read the full BBC report, click here
Here are a few of our previous blogs written on the subject:
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