If you are an owner or leader in a small or medium sized enterprise, and don’t have a professional HE function, you might need help with an important recruitment campaign, the development of employment policies or the drawing up of a staff handbook. You might be struggling with issues relating to staff performance, behaviour, sickness absence, disability or capability or you might need to review your employment or freelance contracts. Elite Coaching helps business owners and senior managers in small and medium sized enterprises with these sorts of issues every day.
If you are a small business owner, or if you lead a small to medium sized enterprise without a formal HR function, there is a large range of issues for which you may need some short term advice or assistance in order to make sure that you are operating within the law or in line with good practice. Or you may want to talk through a specific challenge with an employee or a staff group. Below is a taste of the sort of activity Elite Coaching has undertaken with small and medium sized enterprises
An important industry regulator, funded by the industry itself, had suffered from neglect internally for some years. Changes to regulations following a national enquiry led to a change in the name, the rationale and the top team. I was brought in by the new Chief Executive to review the organisational structures within a new funding envelope, introduce a coherent reward system, review and update employment policies and procedures, and advise on employee engagement. I put a series of proposals to the board, developed an implementation plan and led the necessary changes alongside the Chief Executive. It took five months from start to finish. I have also continued to manage a series of recruitment and selection exercises for the organisation.
A contract catering business in the West Midlands has grown steadily to over £20m turnover and 150 permanent employees in just over four years, and realises that its employment policies and reward system, by growing organically with the business, now lack some consistency and some cohesion. Elite Coaching spent two weeks reviewing all the employment policies and the reward system, and prepared a report for the owner, who discussed it with his management team and asked Elite to implement most of the proposed changes.
A regional retailer in the outdoor clothing, footwear and equipment sector was weighing up the options of selling the business to a national chain in 2017. He had a largely longstanding and loyal workforce, but little in the way of formal contracts and agreements. I reviewed all the personal records, the employment policies that had been developed and implemented over an extended period and the actual activity in relation to all employment matters, and built up a comprehensive picture of terms and conditions, which led to the drawing up of formal employment contracts and current employment policies, which were agreed by all parties, in preparation for the potential sale of the business so that the transfer of staff under TUPE regulations could proceed smoothly and without rancour on either side.
Customer Relationship Management
I have an ongoing relationship with a customer relationship business in the Thames Valley. They work on recall campaigns with a variety of clients in the consumer and vehicle sectors with around 140 employees. They do not have a permanent HR function so I advise them on a range of HR issues, including disciplinaries and grievances, performance management and two very tricky long term sickness absence cases.
An employee owned engineering company based in the City of London has grown from 30 to c. 80 employees in the past couple of years. I started my relationship with the business by coaching a couple of their senior executives, but I now help with all their employee relations and organisational change issues as they arise. Over the past year I have helped them manage two poor performers out of the business and to close down a division that was no longer considered part of their core offer.
I have an ad hoc relationship with a national charity based in London but with a nationwide spread of regional teams. I have recently helped one of the senior managers address a very sensitive sickness issue. An employee in a key position revealed at selection stage that she was “bi-polar”, and was very helpful in setting out her symptoms and medication, and the reasonable adjustments she needed to undertake her role. For the first five or six months the employment went well, but absences then increased significantly. Her line manager was determined to be as fair she could to the employee at the same time as keeping her department effective, so I advised her on how she could follow the organisation’s policies, remain within the law and give the employee every opportunity to succeed. She made further adjustments to her working hours and job content, but ultimately the employee resigned. The manager did a very good job of handling a difficult situation with sensitivity and firmness.