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Dream Job Alert: Hogwarts are recruiting

by Jessica Murray @ Debut

Dust off those robes and binge watch some movies, because your dream Harry Potter job at the real life Hogwarts is up for grabs.

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Mercer to acquire Jason Associates

Mercer to acquire Jason Associates

by Katie Scott @ Employee Benefits

Global consultancy firm Mercer has agreed to acquire Portuguese consulting and talent management business Jason Associates. The acquisition will enable the combined business to provide HR consultancy services with the technology and tools to drive transformation in the design, implementation and communication of people management. This will enable Mercer to offer end-to-end employee experience and engagement services […]

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Experience isn’t everything: Look beyond the resume to find talent

Experience isn’t everything: Look beyond the resume to find talent

by Employee Benefits @ Employee Benefits

by Gemma Matthews, Senior Recruiter If you’re like most companies, your recruiting process probably goes something like this: You work with the hiring manager to write a job description that includes the job requirements. You post the job at a number of places online. You begin accepting applications, and of those you select candidates to […]

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Jane Beedle’s Gluten Free Chocolate Eclairs

by The Glades @ The Glades

I’ve had a few attempts at these and find that they work best with Dove’s Farm White Bread Flour, it gives a good structure to the choux pastry and has the advantage of being available in most supermarkets.  I have also used Squires Kitchen fondant icing sugar, to be honest I haven’t tried any other....

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Careers Conference for Researchers

by Jakob Rossner @ Working for NDM

Wednesday 21st June, 9.30 – 16.00, Careers Service, 56 Banbury Road. The aim of […]

Blog Post: Only half of employees think their workplace supports productivity

by Marianne Calnan @ People Management

Too many offices still not fit for purpose, expert warns

Only half (57 per cent) of staff worldwide believe their workplace fosters productivity, a new study has found.

The report, entitled The Next 250k and published by research company Leesman, revealed that offices routinely present barriers to daily work, affecting everything from how proud people are to work for their organisation to how much they enjoy showing up to work each morning.

The researchers discovered that, although 57 per cent of employees agreed that their workplace did promote productivity, 15 per cent said they neither agreed nor disagreed that it did and 28 per cent disagreed.

Design features found to have the biggest impact on employees’ ability to work productively included space and dividers between work settings, and noise levels.

“There is still more that organisations need to be doing if they’re going to leverage the workplace as a source of competitive advantage and a booster of organisational performance,” said Tim Oldman, chief executive of Leesman. “We still see far too many workplaces that are simply not fit for purpose, and that represents a huge missed opportunity for business leaders.”

Dr Peggie Rothe, who led the research, added that the most effective organisations consider how their workplace layout can help staff do their best work. “Offices are assets – tools in talent management strategies, gears in product innovation, and instruments in brand development and organisational performance,” she said. “The central findings of this study should concentrate attention on how workplace strategies can support business competitiveness, not by cost mitigation but through increasing employee engagement, loyalty and output.”

However, Ben Willmott, head of public policy at the CIPD, argued that improving management quality was also critical to boosting productivity. “Investment in workforce training and development, leadership and people management capability, job design and flexible working practices can support employee wellbeing and engagement and help ensure people have the right skills and can use them effectively,” he said. “These types of progressive people management practices can also support the successful adoption and utilisation of new technology.”

Leesman is not the only organisation to discover that a workplace can affect staff performance. A study published last month by Peldon Rose revealed that two out of five (42 per cent) employees believed their office environment had no positive effect on their happiness. The workplace and office design consultants also found that, although 59 per cent of respondents felt they were most productive in an office environment, a third (33 per cent) wished their manager trusted them more about how and when they carried out their work.

Meanwhile, research by Oxford Economics has suggested that open-plan office designs were at odds with the working style of many non-managerial staff, with 53 per cent of employees surveyed saying the ambient noise in such workplaces reduced both their satisfaction and productivity, and 41 per cent adding that they did not have the necessary tools to cut out the noise and focus on their work.

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Research: Wellbeing initiatives boost productivity

Corporate wellness programmes have been proved to save organisations money by reducing absenteeism – but new research from the University of California has shown they also improve productivity by the equivalent of one additional work day per month for each participant

Blog Post: Apprenticeship levy rules ‘biased against younger workers’

by Hayley Kirton @ People Management

Employers are better off favouring older staff under current system, warns AELP

The government’s apprenticeship levy rules as they currently stand are biased against younger workers, a key industry voice has warned.

Since the levy came into force in April, businesses with a payroll of more than £3m per year have been required to pay 0.5 per cent of their total wage bill. In return, the government adds 10p for every £1 paid by businesses to train apprentices.

But according to the Association of Employment and Learning Providers (AELP), training providers are seeing incidences of employers reducing their recruitment of apprentices aged 19 and under, as the current rules have inadvertently created an incentive for them to focus on adult learners and those at management level.

“The levy reforms have essentially equalised the funding of apprenticeships across all ages,” said Mark Dawe, chief executive of the AELP. “Without sufficient financial incentives to take on young people as there were before, it is understandable that employers are turning to more experienced candidates, who may need less supervision, and are offering more apprenticeship opportunities to existing members of staff.”

In a policy submission sent to politicians, including Department for Education (DfE) ministers, earlier this week, the AELP called for all apprenticeships for 16 to 18-year-olds to be fully funded by the government, regardless of the employer.

Meanwhile, figures released by the DfE earlier this month revealed that roughly only one in six apprentices taken on since May have been under 19.

Penny Tamkin, director of employer research and consultancy at the Institute for Employment Studies, told People Management she could “completely understand” the AELP’s argument that the current system was skewed against younger workers. “Employers are acting quite rationally by favouring slightly older apprentices – they can use them more flexibly, they don’t have to worry about health and safety to quite the same extent and they get more productivity from them straight away,” she said.

Tamkin added that the role of making sure the system encouraged businesses to take on younger apprentices lay with the government. “You can’t expect employers to somehow resolve this out of some kind of sense of greater good,” she said. “It’s just never going to happen. Employers don’t behave like that. They’ve got to think about their business.”

The AELP has also seen evidence that the 20 per cent requirement for off-the-job training – which Education and Skills Funding Agency representatives have previously warned they will be taking a ‘zero tolerance’ approach to – is putting some employers off recruiting apprentices, as they simply cannot afford to have them out of the office for the equivalent of one day a week.

Meanwhile, a report published recently by Evolve Learning Group found that only two in five (37 per cent) of employers with more than 150 staff felt they fully understood the levy and how it could benefit their business, despite it being introduced almost six months ago. A further third (35 per cent) were aware of the levy but unsure of how it might benefit them, while the remaining 28 per cent had not heard of the levy.

More than three-quarters (78 per cent) of those surveyed either agreed or strongly agreed that more needed to be done to increase understanding of how the levy could benefit employers.

The DfE could not be reached for comment.

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IPPR calls for ‘radical rethink’ of apprenticeship levy to combat over-qualification crisis

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New guidance reveals organisations will be held responsible for making sure apprenticeship programmes tick all the boxes

43% do not know how much of their monthly salary to invest into their DC pension

43% do not know how much of their monthly salary to invest into their DC pension

by Katie Scott @ Employee Benefits

Around four in 10 (43%) of defined contribution (DC) pension scheme members do not know how much of their monthly salary they should be saving into their workplace pension, according to research by BlackRock. Its survey of 509 UK DC pension scheme members aged between 30 and 69 also found that 44% of respondents do not […]

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Blog Post: Women ‘tolerating high levels of workplace stress’, finds study

by Marianne Calnan @ People Management

Employees reminded that some pressure is normal – but excess stress ‘shouldn’t be a given’

Women are putting up with high levels of stress and unhappiness in the workplace, with new research revealing that 70 per cent ranked their stress levels at five or higher out of 10.

The findings from global management consultancy Lee Hecht Harrison Penna also showed that almost half (52 per cent) of women worked at least one additional hour per day, while a similar proportion (51 per cent) would not seek the same kind of career if they lost their job tomorrow. 

“This research indicates that women are tolerating higher levels of stress and unhappiness at work than they should be,” said Mel Barclay, head of career transition at Lee Hecht Harrison Penna. “Of course, feeling pressure at work is somewhat inevitable, but we shouldn’t accept that full-blown stress or unhappiness at work is just a given.”

Charlotte Cross, director of the Better Health at Work Alliance, added that social triggers, such as lack of work-life balance, can “go hand in hand with the causes of stress” and that organisations needed to “adopt flexibility and supportive processes” to help overcome this issue.

And Rachel Suff, employment relations adviser at the CIPD, said: “Employers need to look at how well their corporate culture supports good mental health and employee wellbeing, but policies alone are not enough to shift behaviours. If organisations promote a culture of inclusion and openness, employees are much more likely to understand the importance of a stress-free workplace.”

An earlier study by Bupa revealed that around a third (34 per cent) of line managers would struggle to identify whether their staff were experiencing mental health problems, while 30 per cent of those with line manager duties would not know what to do if somebody in their team did have issues with mental health.

Meanwhile, a survey by professional services firm PwC, published in July, found that almost a quarter (23 per cent) of employees felt their employer was failing to take wellbeing seriously.

Louise Aston, wellbeing director at Business in the Community, urged employers to make sure all their employees were able to access the support they need to manage their mental health. “This will ensure all employees – men and women, young and old – feel able to discuss mental health at work and no longer suffer in silence,” she said.

The research on women’s wellbeing was released to coincide with Smart Women Week, which begins on Wednesday.

Women are not alone in facing difficulties achieving work-life balance. A global study of 250,000 participants by the University of Georgia, published in July, found that men were struggling to juggle work and family life just as much as women, but felt less able to talk about the issue openly because they feared negative career repercussions or threats to their masculinity.

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Women at work might want to press pause on asking whether they can have it all – and start wondering if they need to be it all instead, according to new research.

Four ways to break down company silos and improve employee collaboration

Four ways to break down company silos and improve employee collaboration

by Employee Benefits @ Employee Benefits

By Robert Hicks, Group HR Director at Reward Gateway If you work at a larger organisation or one in which communication is challenging, you may be faced with silos that can harm attempts to improve employee engagement. Silos can form for a number of different reasons, including poor communication, disconnect from the top down, misunderstanding of the […]

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Blog Post: Three reasons HR should embrace behavioural science

by Georgi Gyton @ People Management

Understanding why people do what they do is key to good HR practice, CIPD conference hears

Why people behave as they do and what affects the way they do it are key questions for HR, Jonny Gifford, research adviser for futures and insight at the CIPD, told delegates at the CIPD Behavioural Science at Work Conference earlier this week. So how could knowing more about the nuts and bolts of behaviour help HR? Here are three key insights People Management took away from the day:

1. Science could be the way to leaders’ hearts

When Victoria Waller, head of talent and leadership at the Home Office, tried to get buy-in for an initiative on leadership development, she faced an uphill struggle – so she turned to behavioural and neuroscience for help. “Because it is evidence-based it can be very appealing to even the most sceptical leaders,” said Waller. “It also allowed us to have a conversation about the need for people at the top to undergo more training – which could have been quite confrontational.”

But that’s not the only reason to use behavioural science; its insights can be applied in a very practical way to really change someone’s working day, explained Waller. Discovery – the government’s long-term leadership initiative, which has so far been rolled out to the most senior 250 people in the civil service – covers topics such as neuroplasticity and what happens when the brain is faced with threat. According to science we only get two good hours a day from our brains, said Waller, so we need to make sure we get the most out of it during the time when it’s most effective.  

2. Every industry is being disrupted by tech – and HR is no exception

Technology is disrupting the relationship between brands and consumers, so it is safe to assume that it is going to disrupt the relationship between employers and employees, said Colin Strong, global head of behavioural science at Ipsos. “Technology has always defined the nature of work,” he said. We are already seeing increasing monitoring of employees, he added, through the use of screenshot technology or the implanting of microchips, for example.

But what’s the point of collecting all this data? “Psychological insights from data are increasingly used in marketing, so why not do the same in HR?” Strong said. He urged HR to set the agenda on what approach employers take to staff monitoring, rather than leaving it to IT to decide, but said it was important for organisations to consider what they were actually trying to learn, instead of just embarking on a general data gathering exercise.  

3. Employees fear the ‘threat’ of feedback

Hoping to tackle lacklustre performance in employee satisfaction, workplace bullying and stress in the workplace, Epsom and St Helier University Hospitals commissioned a piece of academic research reviewing studies into engagement over the past 30 years to find out what drives performance. It discovered that effective performance management is not about once or twice-yearly tick-box appraisals – it’s about having skilled managers, trust between employees and employers, and reward for performance.

“People want certainty,” said Lucinda Carney, chief executive and founder of Actus Performance Management Software, who worked on the project with Kevin Croft, director of transformation at Epsom and St Helier University Hospitals. “The brain registers threat when faced with the prospect of feedback. We search for the negative, so we need to balance it up with positive feedback.”

Ongoing quality feedback, and goals that stretch people but are achievable, go a long way to motivating staff, Carney added.

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What will employee benefits technology look like in five years’ time?

What will employee benefits technology look like in five years’ time?

by Employee Benefits @ Employee Benefits

Steve Jobs famously said that “people are basically good and smart and if you give them the tools, they’ll do wonderful things”. Employers are constantly striving to offer greater choice and user experience when it comes to their employee benefits and technology has proven to be a major tool in that respect. Spending on benefits […]

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Top 10 biotech jobs and internships in Europe this week you MUST see! (CureVac, L'Oreal, Novo Nordisk) -

Top 10 biotech jobs and internships in Europe this week you MUST see! (CureVac, L'Oreal, Novo Nordisk) -

Check out this weeks top 10 biotech jobs and internships in the EU you must see! Companies including Curevac, L'Oreal and Novo Nordisk!

5 emotions new students feel when starting university

by Jessica Murray @ Debut

Starting university can send your emotions into overdrive. One minute excited, the next scared, just know that's all perfectly normal.

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Meet our Personal Stylist

by Craig Higgins @ The Glades

Here at The Glades we love to make shopping as easy as possible. That’s why we provide a FREE Personal Stylist service for our customers to help with those big occasions or everyday outfits that can sometimes be such a struggle. We know it can feel like a big step making that first appointment, especially when you’re not....

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Father’s Day Giftspiration

by Craig Higgins @ The Glades

We know dads are tricky to buy for, especially when they’ve got everything they ever wanted (the perfect child, you!) so we’ve scoured the stores to find the best of the best gifts for Father’s Day. We know, we’re too kind, you can thank us later. We’re starting with Joules who have a fantastic selection of....

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L’Oreal’s UK CMO: ‘We are very clear on where our media money is going’

L’Oreal’s UK CMO: ‘We are very clear on where our media money is going’

The Drum

As advertisers continue to wrestle with the thorny issue of transparency, L’Oreal’s top marketer in the UK outlines the kinds of questions they should be asking when building a media strategy with no hidden fees.

Spring has Sprung at The Glades

by The Glades @ The Glades

Floral Fashion for every wardrobe The days are dark and cold but that doesn’t mean our outfit choices have to be. The stores at The Glades are full of blooming lovely fashion finds. Flowers are a huge trend for Spring Summer 2017. From sweatshirts, to dresses and jumpsuits, whatever your style there is a flower....

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The 6 golden rules of making friends in Freshers’ Week

by Jessica Murray @ Debut

Starting university can seem scary and the pressure to make friends in Freshers' Week is tough, but follow our top tips and you'll have new BFFs in no time.

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9 of the best questions to ask at a networking event

by Jessica Murray @ Debut

How do you get the conversation going when you're networking? These questions are guaranteed to get you off to a flying start.

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EXCLUSIVE: 77% offer support or counselling services to some or all employees

EXCLUSIVE: 77% offer support or counselling services to some or all employees

by Louise Fordham @ Employee Benefits

EXCLUSIVE: More than three-quarters (77%) of employer respondents offer support or counselling services to some or all employees, according to research by Employee Benefits and Health Shield. Support or counselling benefits include employee assistance programmes (EAPs), other types of stress counselling, such as cognitive behavioural therapy, and other forms of counselling for debt, legal or family […]

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L’Oreal hires first UK CMO  - Marketing Week

L’Oreal hires first UK CMO - Marketing Week

Marketing Week

L’Oreal is appointing its first UK and Ireland CMO in former Diageo marketer Hugh Pile amid a “regroup” that will align marketing with other functions such as consumer insight and social listening.

Pink Coats

by The Glades @ The Glades

If you’re like us we are desperate to start wearing our new season clothes but it’s just so cold! Therefore when shopping in The Glades recently we realised there is a great trend that’s completely SS17 but also practical for now, into the Spring. It’s the Pink coat. From bomber, to trench and even a....

The post Pink Coats appeared first on The Glades.

How L'Oreal use Social Media for Recruitment [Case Study] – Recruitment Buzz

How L'Oreal use Social Media for Recruitment [Case Study] – Recruitment Buzz

Recruitment Buzz

The L’Oreal Group is the world’s largest cosmetics and beauty company, with an annual turnover of €20.3 billion, a presence in 130 countries

Hello and welcome to The Glades new blog, thanks for visiting, it’s really nice to meet you.

by The Glades @ The Glades

With so many fabulous stores at the centre including Debenhams, Marks and Spencer, Zara and Massimo Dutti, we have the inside track on the latest trends and must have wardrobe updates and each week we’ll be sharing our fashion know how with you. We’ll have the best of homewares, make-up and beauty updates, stuff for....

The post Hello and welcome to The Glades new blog, thanks for visiting, it’s really nice to meet you. appeared first on The Glades.

Centrica develops healthcare and wellbeing strategy around workforce issues

Centrica develops healthcare and wellbeing strategy around workforce issues

by Sam Barrett @ Employee Benefits

Energy and services firm Centrica employs around 30,000 people in the UK. Of these, roughly one-third are engineers, one-third work in its call centres, and the remaining third are in management and support roles. Its health strategy has evolved considerably since 1812, when it launched as the Gas Light and Coke Company. The nature of […]

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Four simple breakfast tips for healthier and more productive employees

Four simple breakfast tips for healthier and more productive employees

by Employee Benefits @ Employee Benefits

Many of your employees may be skipping breakfast and replacing it with a strong cup of coffee, but research shows that a hearty breakfast can really benefit your employees’ health and keep them more productive throughout the day. A 2016 report from the British Dietetic Association, estimates that up to a third of people regularly […]

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Blog Post: Opinion: Don’t be afraid to celebrate every milestone

by Mindy Gibbins-Klein @ People Management

Fear shouldn’t hold us back from sharing our goals and journeys with trusted friends, writes Mindy Gibbins-Klein

If you have ever felt like you were not making progress in your life or business – and let’s face it, who hasn’t felt that way at some point? – then you may have forgotten to pay attention to the little successes on the path. You do make progress in lots of ways, and in lots of areas of your life, but while you are only focused on the end goal, you may miss some of the little achievements along the way – many of which are the stepping stones that lead to the ultimate goal.

It’s not your fault. We are conditioned by personal development books, goal-setting gurus and society in general to aim high and focus on big goals. While we need goals to give us something to aim for, the emphasis and even obsession with the big result can lead us to feel we are not successful until we reach that finish line, which is very sad.

You don’t need to work this all out and do it all yourself, by the way. Accountability can help. Having a coach or mentor, joining a mastermind or accountability group, or simply sharing your goals and progress with some trusted friends, are all ways to involve others in your goal-setting adventure, and you should add the achievement of all of the stepping stones to your ultimate goal.

Sharing your milestones with your network can be motivating for you and for them. Some people really don’t want to share the journey, perhaps because they are worried they will fail and then more people will know about it. That is certainly true for a number of my clients who are writing books; they don’t want to tell people until they are done. And if you are managing others, you may feel that they are looking to you as a role model, so you definitely don’t want to fail in front of them.

It can be annoying and even embarrassing when everyone is following your progress (or lack thereof) and asking you every few days how it’s going. It can make you feel like you are going backwards and failing. If you don’t have a lot of confidence connected to the goal you are pursuing, accountability can destroy what little confidence you have and ruin your chances of success. This is why you need to work with trusted coaches, mentors and accountability buddies.

Someone in my network has been improving her nutrition and fitness, losing weight and gaining strength. She has posted photos and progress reports nearly every day, and updates every 10lbs or so. She recently hit her target set in January (who can resist the new year’s resolutions for inspiring motivation?) and while it was very exciting, so were all of the interim reports along the way.  

It got me thinking; if she had waited to post until she reached the target weight, both she and her followers would have missed out on so many little triumphs, celebrations and funny stories. I’m not the kind of person who posts every single thing that happens to me on social media, and when I’m head down working on something I can even forget to update people. But every time I do share with my network – the successes and the challenges – I get so much great feedback that I make a commitment to share more.  

If you are working on a big goal – such as getting promoted, changing jobs or careers, starting a business, or writing a book – you probably have the goal broken down into smaller steps (if you haven’t done that, then start by breaking it all down into the stepping stones). It’s a lot less overwhelming and more motivating when you have a smaller goal closer to your grasp.

Look for ways to share the achievement of the steps as well, which allows you to appreciate your progress and allows others to join you in a happy mood of celebration. You, and everyone else around you, will soon see that you are making more progress than you thought.

Mindy Gibbins-Klein is a speaker, thought-leadership strategist and author. Her latest book is The Thoughtful Leader

Blog Post: How might the Pimlico Plumbers case affect the gig economy?

by Susan Ball @ People Management

With the Supreme Court set to hear the company’s appeal next year, there could be wide-ranging implications for employment status

The Pimlico Plumbers case centres on the employment status of plumber Gary Smith, who between 2005 and 2011 worked exclusively for Pimlico Plumbers on a self-employment contract.

Smith’s work for Pimlico was firmly stipulated. He was expected to work a five-day week (40 hours minimum), wear a uniform, hire a branded van and complete his work personally, with no ‘unfettered right’ to substitute work. However, as an independent contractor, he provided his own equipment, accepted personal liability for his work and was covered by his own insurance.

In 2010, Smith suffered from a heart attack and asked to reduce his working hours to three days a week. Pimlico refused this request and took back the hired company van, holding that Smith was an independent contractor, who was registered and paying tax on a self-employed basis and in business with Pimlico on his own accord.

Consequently, Smith argued that he was entitled to basic workers’ rights. The employment tribunal ruled that Smith’s relationship with Pimlico was one of employment under section 83(2) of the Equality Act 2010, and he was therefore a ‘worker’ within the meaning of section 230(3)(b) of the Employment Rights Acts 1996.

This classification was upheld by the Court Appeal in February 2017, meaning that, as a permanent member of staff, Smith was entitled to basic employment rights, including holiday pay and the national minimum wage. This garnered significant attention in the press, with CEO Charlie Mullins widely criticising the court’s decision. The case has now progressed to the Supreme Court and is expected to be held in 2018.

This will be one of the first cases in the country’s top court on the modern gig economy. The eventual ruling will provide welcome guidance on the employment status of self-employed workers, which is becoming an increasingly pressing issue for employers. Up to 15 per cent of the population now register themselves as self-employed and changes in this area will affect many organisations across the UK, many of whom employ independent contractors.

The Supreme Court’s decision to progress Pimlico’s appeal also comes shortly after the publication of the Taylor review, which was commissioned to consider employment practice in the modern economy and made a series of recommendations to improve working conditions. The review stated: “We believe there is merit, in outlining in primary legislation, the high-level criteria which need to be met… employment statuses should also be distinct and not open to as much interpretation as currently.”  

Employment status is a notoriously difficult area and the courts are not necessarily consistent in their approach. The report recommended that if someone is deemed ‘employed’ for tax purposes by a tribunal, the decision should be binding for employment law purposes and vice-versa.

The case has arisen during a time of legal wrangling between the Supreme Court and the government regarding employment tribunal cases more generally. Recently, the court overturned the government’s 2013 directive, which saw appellants charged fees of up to £1,200 to take an employment tribunal case. This was done, according to the government, to reduce ‘weak’, or ‘malicious’ cases and subsequently resulted in a 79 per cent decrease in cases being filed over a three-year period. After ruling the directive as unlawful and unconstitutional, the fee obligation has now been dropped and we can expect to see a rise in similar cases.

Given the pressing nature of the issue, it may be that a forthcoming finance bill will introduce tax and/or national insurance contribution (NIC) changes. Indeed, we have already seen the government move to place personal service companies working in the public sector in ‘disguised’ employment on the employer’s payroll for tax/NIC from April 2017.

For employers, therefore, it is important to get processes and procedures right from the beginning. This includes looking at the employment rights of the individuals involved, pensions, tax, NIC and the apprenticeship levy, as well as being aware of the costs of incorrectly classifying individuals. It is also important to seek specialist advice if in any doubt, to avoid expensive mistakes and potential court cases.

Susan Ball is a partner and national head of employers’ advisory services at Crowe Clark Whitehill

Six ways to make the most out of uni while living at home

by Jessica Murray @ Debut

Living at home while at uni can be a smart move to save some dosh. But that doesn't mean you can't live the same uni lifestyle as you pals in halls.

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EXCLUSIVE: 67% have specific benefits in place to support staff mental health

EXCLUSIVE: 67% have specific benefits in place to support staff mental health

by Louise Fordham @ Employee Benefits

EXCLUSIVE: More than two-thirds (67%) of respondents’ organisations have specific benefits and strategies in place to support their employees’ mental health, according to research by Employee Benefits and Health Shield. While narrower in scope, it is telling that when respondents to Employee Benefits’ Healthcare research between 2001 and 2013 were asked if they had a […]

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Blog Post: Teacher accused of ‘fabricating’ sick girlfriend avoids ban

by PM Editorial @ People Management

Panel told man misled school to take leave but decides ban would not be ‘proportionate and appropriate’

A teacher accused of lying about his sick girlfriend, and her subsequent death, to take compassionate leave has avoided being banned from the profession.

A professional conduct panel for the National College for Teaching and Leadership (NCTL) was told that Matthew Watts, formerly a teacher at Fosse Bank School in Kent, had taken sick and compassionate leave for reasons other than those given at various points between January and December 2015, including a month-long stretch in November and December. It was said he had told his employer he was taking leave to support his sick long-term girlfriend before her death.

The NCTL claimed it had reason to believe Watts’ partner did not exist and had been “fabricated”. The teacher denied these claims.

However, the panel noted that, despite having been asked on repeated occasions for information that would confirm his late girlfriend’s existence, and although it was made clear to him that he need “only provide a minimal amount of information” about his partner, he “consistently refused to provide that information to anybody”. Instead, Watts insisted he must keep information about his former girlfriend’s identity private, although the panel felt he had “never given any proper reasons that he must do so”.

But Watts admitted that he had lied about the reasons he gave for one of the days of leave he had taken. The teacher had originally claimed he was supporting his girlfriend at a police station.

“It is a duty of any employee not to mislead their employer as to the reason they may require a leave of absence from work,” the panel decision read. “That duty is particularly acute for teachers because of the consequences that can flow from an unapproved absence from work.”

The panel decision noted that Watts also asserted that any lies he did tell were because the school’s headteacher was “going out of her way to make his working life as difficult and unhappy as possible”.

The NCTL did not make any claims regarding what it thought Watts’ real reason for taking time off might have been.  

The panel concluded that it had only been proven that Watts had lied for one of the days he had taken leave and there was no evidence that this event in itself would have any lasting impact on the school’s students or bring the teaching profession into disrepute. It added that it had not been proven that the girlfriend did not exist.

In reaching its decision to not recommend that the secretary of state ban Watts, the panel nsaid the teacher had previously had a good record and that prohibition would not be a “proportionate and appropriate response”.

“There is a strong public interest consideration in otherwise competent and dedicated teachers being permitted to continue in the teaching profession,” the decision read.

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Graduate jobs, schemes and internships | Debut

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Graduate recruitment app Debut is your one stop for all things graduate jobs, graduate schemes and internships. Available on iOS and Android.

Blog Post: Woman fired over pottery class mix-up wins tribunal

by PM Editorial @ People Management

Judge criticises employer's investigation process as ‘wholly inadequate’

A care support worker fired over a misunderstanding with a pottery class booking was unfairly dismissed, a tribunal has ruled.

Reading Employment Tribunal heard that Mrs S Gough had worked for East Midlands Crossroads – Caring for Carers, which trades as Carers Trust East Midlands, and its predecessor since May 2008 as a care support worker. As part of her role, she helped run activities for disabled clients.

One of the activities run at Gough’s day centre – the Maples Centre in Reading – was a weekly pottery painting class. In July 2016, Gough’s line manager told her the supplier would be unable to send somebody to run one of the classes, as they had a funeral to attend. Gough suggested that she drive to the supplier to pick up the materials needed and her line manager agreed.

When Gough arrived, the supplier told her the classes were not making economic sense, as it was a long journey to the day centre and the turnout for the classes was low. Gough said there may be a way to change the classes, but the supplier would need to speak to the person who had initially booked them. The pottery supplier did not turn up for the next fortnight’s worth of lessons.

Also in July 2016, Gough was asked to invite a former worker to a colleague’s leaving party. Gough did so by text.  

Shortly after the conversation with the pottery painting supplier, Gough was summoned to a disciplinary meeting, because it was alleged she had told the supplier not to bother sending their own representative going forward. It was also alleged that she had invited a small group of current and former staff to a party that the day centre might not have insurance for.

The disciplinary meeting was scheduled to happen two days later but, because Gough was going on holiday, it was postponed. During the time she was away, there was another pottery painting lesson booked, which the supplier did not attend. The leaving party had also gone ahead and Carers Trust East Midlands had not intervened to stop it happening.

In August 2016, the day before Gough was due to return from holiday, Carers Trust East Midlands called her while she was out with her family to ask her where she was. It transpired that the disciplinary hearing had been booked for this day but Gough said she had not been informed of this.

Gough was asked if she’d like to do the disciplinary hearing by telephone. She declined but the meeting, which involved an outsourced HR professional, continued without her. It was decided that she should be dismissed, on the grounds that she had caused confusion with the pottery supplier, had created a safety risk by inviting people to a leaving party and had caused the day centre reputational damage.

Gough appealed the disciplinary meeting’s findings, but her dismissal was upheld. Gough was offered another opportunity to appeal but, because she thought this would be pointless, she opted to go to tribunal instead.

Allowing the claims for unfair dismissal and wrongful dismissal, Judge Chudleigh decided that, although Carers Trust East Midlands had genuinely thought Gough’s actions amounted to misconduct, that conclusion had been reached through an investigation that was “wholly inadequate even when judged through the prism of the range of reasonable responses test”.

Chudleigh added that the decision to continue with the original disciplinary hearing in Gough’s absence was “procedurally unfair” and, by the time the appeal hearing took place, Carers Trust East Midlands was “determined to dismiss [Gough] whatever she might say in her defence – the hearing was a sham conducted by outside contractors whose job, I believe, was to return a decision to dismiss”.

Gough was awarded £4,466 for unfair dismissal and £784 for wrongful dismissal. Carers Trust East Midlands was also told to pay Gough’s tribunal fees of £1,200.

People Management has contacted Carers Trust East Midlands for comment.

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How L'Oreal Uses Social Media for Recruitment [Case Study]

How L'Oreal Uses Social Media for Recruitment [Case Study]

Link Humans

The L'Oreal Group is the world's largest beauty company, with a presence in 130 countries & 68,900 employees. Here's how they use social media to recruit.

Infographic: How healthcare benefits provision has changed since 2004

Infographic: How healthcare benefits provision has changed since 2004

by Employee Benefits @ Employee Benefits

An infographic showing the healthcare benefits provided by employers on a core employer-funded basis in 2004, 2010 and 2017. 

The post Infographic: How healthcare benefits provision has changed since 2004 appeared first on Employee Benefits.

The importance of being yourself in a job interview | DebutLive

by Jessica Murray @ Debut

We spoke to multinational law firm Shearman & Sterling on DebutLive about how to be yourself in an interview - and here's all your questions answered!

The post The importance of being yourself in a job interview | DebutLive appeared first on Debut.

EXCLUSIVE: Luther Systems to discuss blockchain technology at Employee Benefits Live 2017

EXCLUSIVE: Luther Systems to discuss blockchain technology at Employee Benefits Live 2017

by Katie Scott @ Employee Benefits

EXCLUSIVE: Hossein Kakavand (pictured), co-founder and chief executive officer at Luther Systems, will discuss how blockchain technology and smart contracts can impact on employee benefits, pay and pensions at Employee Benefits Live 2017. The session, titled ‘How will next generation technologies evolve approaches to benefits with the future workplace?’, will form part of the benefits […]

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Blog Post: Opinion: National minimum wage – the devil can be in the detail

by Graham Farquhar @ People Management

Graham Farquhar explains the common mistakes employers make and how to avoid them

Last month, more than 200 employers found themselves on a published list of those who had failed to pay their employees either the national minimum wage (NMW) or the national living wage (NLW).

The name-and-shame regime is a key weapon in HMRC’s arsenal for dealing with employers that do not pay their staff the NMW or NLW. But is it too heavy handed?

While most would agree that a naming and shaming regime is appropriate for those who deliberately avoid paying employees the agreed basic legal minimum, what is becoming more apparent is that employers are being caught out by some of the more complex rules. HMRC has stated that common errors relate to: failing to account for overtime, not paying apprentices correctly and making deductions for uniform costs from pay.

What should employers do?

Employers should start by considering their employee and worker life cycle and identifying where errors can arise. While this may seem tedious and unnecessary, minor breaches of the NMW can soon add up.

It is vital for companies to maintain accurate records and understand what amounts to working time for NMW purposes. For example, when employers ask workers to attend additional training or briefings throughout the employment relationship without paying them, this may not seem like a ‘big ask’. However, such time is classed as working time for which they should be paid at least the NMW. The impact of this decision could be costly. Unpaid monthly training or briefing updates may soon add up to a significant underpayment of the NMW, particularly when your workforce is large. Particular care should be taken where apprentices have to travel considerable distances to attend college courses as this too can cause problems.

Many employers have also been caught out for making deductions for uniform costs. This is trickier than you would expect. Under NMW rules, requiring employees to follow a dress code without any additional pay to cover the cost of the dress code is considered a deduction from NMW. The NMW guidance gives the example of a hairdressing salon requiring its employees to wear white t-shirts and black jeans. If the salon does not pay the employee a clothing allowance and is paying the NMW, then HMRC will consider that the employer has failed to pay the employee the appropriate wage.  

Up until this year, the NMW and the NLW had different dates where the rate changes. One was in October and the other in April, and this resulted in many businesses missing increases in rates of pay. This has now been aligned, but it is still important for employers to keep track of birthdays, especially if salary levels are set in accordance with, or near to, the NMW or NLW. The NMW increases when individuals reach 18, 21 and 25 years old. Recognising annual rate changes effective from 1 April each year should also be part of an employer’s salary planning.

Accurate record-keeping is a must

It is a legal requirement for employers to keep records for at least three years for all workers and ex-workers from which they can show what NMW the worker was entitled to and what they were paid. Failure to do so could result in criminal prosecution.

A proactive assessment of how you store and maintain your workforce data should be undertaken alongside a review of your current processes and procedures to make sure both are aligned. This should help demonstrate that you have a robust strategy in place to mitigate any potential exposure. Accurate record keeping is therefore essential, not only to gain insight into your workforce but to mitigate the risk of NMW non-compliance.

Companies should not forget educating employees on the need to accurately record their work time and to discuss with HR departments any issues they may have.

Putting in place these processes and controls will be a giant step towards ensuring your brand isn’t tarnished by being added to the list of those failing to pay the NMW.

Graham Farquhar is employment tax partner at RSM

Hello world!

by ffwpadmin @ HJI Jobs

Welcome to HJI Sites. This is your first post. Edit or delete it, then start blogging!

The post Hello world! appeared first on HJI Jobs.

Escape the City!

by Maneesha Howard @ In-house Legal Jobs

And move in-house… is the only dedicated platform for the in-house legal market in the UK. Sign up for Job Alerts today!

Top tips for employees to cut costs and boost savings

Top tips for employees to cut costs and boost savings

by Employee Benefits @ Employee Benefits

It is not uncommon for employees to face financial worries at various stages of their life whether that is dealing with spiralling debt, concerns over retirement savings or simply making the monthly budget work. The link between debt, money worries and stress, lower productivity and absenteeism are increasingly recognised by employers.  Latest research* found that […]

The post Top tips for employees to cut costs and boost savings appeared first on Employee Benefits.

A Busy End to the Year in the In-house Legal Market!

by Maneesha Howard @ In-house Legal Jobs

2015 has been a busy year for the in-house legal market, with a multitude of in-house legal jobs coming onto the market this year from a range of sectors. The financial services market has been busy, although with a certain slow down in the insurance market due to a number of mergers. Private equity and […]

Financial education is key to long-term success of workplace pension scheme

Financial education is key to long-term success of workplace pension scheme

by Employee Benefits @ Employee Benefits

The long-term success of the current workplace pension regime relies on the provision of financial education and guidance to persuade individuals of the merits of saving more for their retirement. Jonathan Watts-Lay, Director, WEALTH at work, a leading provider of financial education, guidance and advice in the workplace, said: “We welcome the news that more […]

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Flower Power

by The Glades @ The Glades

The catwalks were in full bloom for SS17 with everyone from Gucci to Isabel Marant taking the theme and working it to suit their own aesthetic and that’s the secret to this really wearable trend – do it your way. It might be that you fancy a full on floral suit a la Gucci or....

The post Flower Power appeared first on The Glades.

Pretty in Pink; Fabulous in Fuchsia

by Craig Higgins @ The Glades

With super-bright fuchsia hitting the catwalks for everyone from Topshop to Balenciaga in the SS17 shows we caught up with Juliet, our resident personal stylist, to find out how to think pink this season. Here’s what she said… Fuchsia is a great colour, it’s so fun and exciting. It really injects some life into your....

The post Pretty in Pink; Fabulous in Fuchsia appeared first on The Glades.

The Only Place to Advertise In-house Legal Jobs

by Maneesha Howard @ In-house Legal Jobs is the only website specifically dedicated to advertising in-house legal jobs. The in-house legal market has expanded and developed significantly in recent years; is the answer to the question: where can I advertise my in-house legal vacancy? With salary information and handy tips for the in-house legal market, is shaking up the […]

Debut’s Speed Interviewing students get fast-tracked in 4 minutes

by Alex Ekong @ Debut

10 of the biggest employers, over 50 keen Debutants and 80 interviews all in one evening. It was all happening Debut's Speed Interviewing event.

The post Debut’s Speed Interviewing students get fast-tracked in 4 minutes appeared first on Debut.

The Start of 2016

by Maneesha Howard @ In-house Legal Jobs

The in-house legal and compliance market is off to a strong start in 2016, with a wealth of companies looking to hire new talent for the new year. will continue to deliver the best and the most exciting opportunities in the in-house legal market this year.

Blog Post: Opinion: Ignorance about coaching is leading to managers’ downfall

by Michael Brown @ People Management

Misconceptions need to be dispelled if line managers are to get the best out of their people, says Michael Brown

Imagine sending out a survey to all the managers in your organisation with this simple question: what is your number one priority as a manager? What percentage would answer ‘to develop my people’? I’ve met thousands of people managers during my 18 years as a consultant, and I can confidently predict that that number would amount to less than 10 per cent.

In 2011, Google published the results of internal research into what constitutes an effective manager. The results make startling reading, judging by the reactions I get when I present it to those in the job. They are particularly unnerved by the discovery that the number one habit is ‘be a good coach’. They also find it worrying that ‘have key technical skills’ is bottom of the list.

Most of the managers I have met believe their number one priority should be to meet goals. They are not so concerned with how they go about it, or in equipping their teams to meet and then go beyond them – delivery on this year or quarter’s goal is all that matters. This is the equivalent of using last year’s seed corn to meet this month’s bread production target. It is short term and results in disengaged, under-developed employees, which will impact on productivity, efficiency and, potentially, lead to the loss of good team members – but that’s ok because it’s HR’s problem. Or is it?

Far too few managers see coaching as an important activity. This in itself is worrying, but, theoretically at least, quite easy to fix. More troubling is the fact that even if they were to invest time in coaching their people, they have little idea about how to do it effectively. They have misconceptions about what coaching is. Most of them think it is what I call ‘one-to-one training’; ie giving people the answers to their ‘problems’, rather than helping them to work out answers for themselves. They use a directive style of coaching: the minute they identify what they think the problem is they jump in with a recommendation or, worse, an instruction.

Why do they do this? Because they think it is efficient. Why dither about when you can cut straight to the chase? They see their job as being, in part, to problem-solve. It also helps them to feel good about themselves and fosters what could be described as a parent-child relationship. The result is a conversation that often does more harm than good, causing a sense of overwhelm, lack of self-esteem and often frustration on the part of the coachee.

So how can HR and L&D functions address this? I think there are two paths to pursue:

1. Make coaching a core activity. How? By defining what you want of them as coaches and write it into job descriptions and personal objectives. Then measure and reward it.

2. Show them how. Train them using whichever method works best for you. You could set up a ‘coach the coach’ programme, where you get people at the top of the business to coach their teams in coaching, and then cascade it downwards.

Organisations that offer the best coaching environment will attract and retain the best people, while those who carry on as they are will ultimately fall behind.

Michael Brown is founder of training consultancy Real Learning, for a Change and co-founder of How Not 2 videos

Blog Post: Stress caused ambulance workers to take 80,000 sick days last year

by Emily Burt @ People Management

As 85 per cent of emergency service workers worry about burnout, experts say managers play an essential role in supporting wellbeing

One in eight (12 per cent) paramedics and ambulance healthcare assistants were off ill with stress or anxiety last year, forcing them to take more than 80,000 sick days collectively.

According to figures gathered through a series of freedom of information requests submitted by trade union GMB, 2,468 paramedics and healthcare assistants had to take time off because of stress in the financial year 2016-17, leading to 81,668 working days being lost.

In two of the surveyed NHS trusts, almost a quarter (23 per cent and 22 per cent) of frontline staff were off sick with stress.

“These disturbing figures once again prove what we already know – that our frontline ambulance workers are in the midst a stress and anxiety epidemic,” said Kevin Brandstatter, GMB national officer. “They are consistently overworked, underpaid and expected to do incredibly difficult jobs – such as dealing with the aftermath of the Grenfell disaster or Manchester bombings – without adequate staff or resources.”

The union is currently campaigning for the retirement age for paramedics to be lowered to match other physically demanding frontline emergency service roles, such as police officers and firefighters, who are able to retire at 60.

“Forcing ambulance staff to work up to the age of 68 is another major cause of stress,” Brandstatter added. “There’s no justification for treating paramedics differently to comparable physically demanding frontline roles.”

The stark figures follow widespread pressure on the government to lift the 1 per cent pay cap on public sector pay. Last week, Theresa May announced that the cap would be lifted for police and prison officers, with a wider commitment to ‘flexibility’ for all public sector workers from next year.

A separate study, released yesterday by workforce management consultancy Kronos, revealed that 85 per cent of emergency service workers were worried about burnout, with nearly three quarters (74 per cent) reporting that they had already suffered from workplace fatigue.

The study suggested poor rostering could be a key factor driving burnout concerns. Almost two thirds (61 per cent) of respondents said rostering was not organised effectively, with more than half (51 per cent) saying the process was unfair, driving employees to regularly work longer shifts, or more often than they should – sometimes in excess of what is legally allowed.

More than half (51 per cent) of emergency service employees said they had worked more than 11 consecutive hours without a break, and 58 per cent had been called into work with less than four hours’ notice because of staff shortages.

“There is a real responsibility on managers to ensure their employees are getting adequate rest, especially if they’re being asked to operate for extended periods of time,” said Gavin England, ‎industry and customer insights manager at Kronos. “Not only is this their legal obligation, but failing to do so could lead to an increased risk of fatigue that can impair decision-making and eventually lead to burnout.”

He added that proper support from managers was essential to making sure employees’ mental and physical health is looked after. “Having proper breaks between shifts and a culture that encourages staff to take the time needed to rest and recuperate will help prevent burnout and allow them to be ready to carry out these incredibly difficult and life-saving roles that we often take for granted,” he said.

Outside of the emergency service sector, another example of poor rostering made headlines earlier this week. Budget airline Ryanair announced that it would be cancelling 40 to 50 flights every day until the end of October, following a ‘mess up’ of pilot schedules.

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How to Move In-house

by Maneesha Howard @ In-house Legal Jobs

Podcast series: ten with attnd Attnd was joined by Maneesha Howard, founder and owner of and Graff Search, a specialist in-house legal and compliance recruitment firm Maneesha shares her insights on what companies look for when recruiting an in-house lawyer. Visit today, the community for in-house legal professionals.

Famed '60s Model Twiggy, Now in Her 60s, Becomes L'Oréal UK Ambassador

Famed '60s Model Twiggy, Now in Her 60s, Becomes L'Oréal UK Ambassador


In keeping with the trend of fashion and beauty lines revitalizing the careers of former supermodels (and in some cases just plain starting the fashion careers of women of a certain age), L'Oréal Professionnel in the UK has named former '60s star Twiggy, now 65, the ambassador for their product Majirel High Lift, Shimmering Blonde Service.

Very Berry Good

by The Glades @ The Glades

Whether you’re a stiletto, wedge, boot or plimsoll kind of a girl, this season no matter what the shape of the shoe, your go to shade is deep red. Berry shades are hugely versatile working with your basic denim, black, brown or navy staples whilst also coming alive when teamed with the season’s other favourites–....

The post Very Berry Good appeared first on The Glades.

Blog Post: Strict language testing for overseas nurses will be reconsidered, say reports

by Hayley Kirton @ People Management

Reassessment comes after native English speakers struggled to make grade

English language test rules for overseas nurses and midwives could be relaxed this week, it has been reported, after they were criticised for being too stringent.

At present, people moving to the UK who wish to register as a nurse or midwife must achieve at least a level 7 in the four elements of the International English Language Testing System: reading, writing, speaking and listening.

However, the Observer reported yesterday that, on Wednesday, the Nursing and Midwifery Council (NMC) will consider other options for assessing English language skills.

In particular, those who have obtained a recent qualification that was taught in English and have worked for at least two years in a country where English is the native language would qualify. If approved, the changes could come into force as early as next month.

The newspaper reported in June that the current tests were so rigorous that even those who were native English speakers were failing, with one recruitment agency reporting an average mark for English speakers it put forward of just 6.3 in writing and 6.7 in reading.

"We are pleased to see that the NMC is reviewing the way in which nurses can show they meet the required English language standards,” Danny Mortimer, chief executive of NHS Employers and deputy chief executive of the NHS Confederation, told People Management. “We have been working with the NMC on this issue and, ultimately, this is about patient safety. Employers and the NMC want to make sure nurses can communicate vital clinical information clearly and effectively, but there may be other ways for them to effectively demonstrate that."

The NMC has already relaxed the rules to make the tests more flexible. Last June, the organisation announced that applicants would be able to take the exams in two sittings within six months of each other. Provided an individual achieved at least a 6.5 in all disciplines in both sittings, they would be awarded the equivalent of four level 7s.

Although these alterations were announced just days after the Brexit vote, the NMC said the changes had been in the pipeline for some time and were not related to the referendum result.

However, figures from other sources have suggested that staff shortages have become particularly acute since the referendum. Research from charity The Health Foundation, published in June, revealed there had been a 96 per cent drop in nurses from the EU registering to practise in the UK, with 1,304 applications received in July last year compared with only 46 this April.

The nursing sector has also recently locked horns with the government over pay. Earlier this month, the government effectively announced it would lift the 1 per cent public sector pay cap, increasing pay for police by 1 per cent plus a 1 per cent bonus and for prison officers by 1.7 per cent. It has also said it would take a more flexible approach when setting public sector pay for other workers when the time comes to review their pay.

However, some unions have argued that the pay rises do not go far enough. “If the government gives nurses the same deal as the police, it would still be a real-terms pay cut,” said Janet Davies, chief executive and general secretary of the Royal College of Nursing, shortly after the police pay deal was announced.

The NMC had not responded to People Management’s request for comment on the Observer article at the time of writing.

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25 things from 1991!

by The Glades @ The Glades

Soo…The Glades is BACK, Bromley! Its been a full 25 years since we first opened our doors for all of you lovely people, way back in 1991. This had us thinking – what else was going on that year? Well, we’ve pulled together the top 25 highlights from those glorious 365 days…enjoy!   1991 was....

The post 25 things from 1991! appeared first on The Glades.

Blog Post: This week’s international HR headlines: robot workers in Dubai, talent troubles for Malaysian SMEs and salary increases in Saudi Arabia

by PM Editorial @ People Management

The top stories from People Management’s international websites

1. Robot-run service centre opens in Dubai

The Dubai government has opened a service centre staffed mostly by robots, as artificial intelligence (AI) in the workplace continues to advance. The city is planning to introduce driverless taxis by 2020 and Dubai-based Mashreq Bank has recently announced that it will be cutting 10 per cent of its 4,000-strong workforce over the next year in favour of more AI.

2. Human capital not being maximised in Middle East

A new study by the World Economic Forum (WEF) has found that almost half (44 per cent) of all human capital in the Middle East is underutilised, compared to the worldwide average of 38 per cent. The WEF’s Global Human Capital Report 2017 found the UAE, Bahrain and Qatar to be the best-performing Arab-speaking countries in the region, coming 45th, 47th and 55th respectively out of the 130 countries surveyed. Saudi Arabia ranked 82nd and Kuwait was 96th.

3. Gender roles could be hampering career progression in the Philippines

Research by the Philippine Institute for Development Studies has suggested that, despite the country’s rapid economic development, the traditional roles of female ‘homemakers’ and male ‘providers’ have hampered female employees’ chances of successfully breaking into the labour market. Meanwhile, the International Labour Organisation discovered that Filipino women were still expected to do most of the domestic chores.

4. Malaysian SMEs under pressure to adapt and transform

Technological development is forcing small and medium-sized enterprises (SMEs) in Malaysia to rethink who they hire and what jobs they will do. SMEs account for approximately 97 per cent of all businesses in Malaysia and getting the right talent is vital not only to make sure they are operationally effective, but so companies have ‘brand appeal’ to attract future workers.

5. Saudi Arabia set to benefit from largest salary increases next year

Wages in Saudi Arabia are predicted to rise 4.5 per cent on average next year – the highest rate among the Gulf Cooperation Council countries, according to a new survey from Aon. Salaries in the country grew by 4.4 per cent on average this year, while employees in the UAE and Kuwait saw 4.3 per cent increases.

L'Oréal hopes recruitment game will attract top graduates

L'Oréal hopes recruitment game will attract top graduates

the Guardian

L'Oréal's innovative online recruitment game could tell you a lot about your aptitudes and career ambitions

How to sniff out a great employee discounts platform

How to sniff out a great employee discounts platform

by Employee Benefits @ Employee Benefits

by Debra Corey, Group Reward Director You’ve probably thought a lot about what it takes to make your employees happy and engaged. Is it the pay? Opportunities to move up? Or maybe it’s simply the type of people they get to work with every day. The answer to this mysterious question is it’s not just […]

The post How to sniff out a great employee discounts platform appeared first on Employee Benefits.

L'Oreal pondering £852m sale of The Body Shop -

L'Oreal pondering £852m sale of The Body Shop -

L'Oreal is mulling a one billion euro (£852 million) sale of The Body Shop more than 10 years after snapping up the ethical skincare brand, according to reports.

How’s the Market?

by dan_admin @ In-house Legal Jobs

The in-house legal market appears to be weathering any Brexit effect very well………in fact, there are new legal and compliance roles in the market as a result of the changes ahead for the UK. There is still a severe shortage of candidates at the junior and mid levels. THE BACKGROUND Don’t forget 2009 It is […]

I want your job: Head of marketing

I want your job: Head of marketing

The Independent

As a shaven-headed rugby player, Stuart White was probably not one of the more obvious candidates for L’Oreal UK’s graduate management trainee scheme. Yet just seven years later, having joined the company shortly after leaving Lancaster University, he’s now the group product manager for L’Oreal Paris Haircare in this country, responsible for a massive £70m in turnover.

Jobs with L'Oreal

Jobs with L'Oreal

Solent Graduate Jobs

The world leader in beauty

Blog Post: HR urged to avoid following in Ryanair’s footsteps after annual leave ‘mess up’

by Marianne Calnan @ People Management

Scheduling problems at airline led to cancelled flights and potential delays in in employees taking holiday

HR practitioners have been advised to review their holiday scheduling systems after Ryanair revealed that mistakes in its planning processes would lead to cancelled flights and potentially postponed leave for some staff.

Earlier this month, Ryanair said it would be cancelling up to 50 flights a day for the next six weeks, after it “messed up” the planning of pilots’ holidays.

Speaking at the airline company’s annual general meeting in Dublin yesterday, chief executive Michael O’Leary added that the company might make some pilots delay their holiday. According to the BBC, this means those pilots who have a four-week block of holiday coming up in the next few months will be asked to postpone one week of that until January. O’Leary also described the issues the organisation was facing as a “significant management failing”, revealing that the flight cancellations had cost Ryanair €25m.

Ashleigh Pinto, HR consultant at RSM HR Consulting, urged HR professionals to have a “[holiday] policy and stick to it, calculate holiday correctly, be unafraid to say no to holiday requests, plan ahead with ‘check points’ throughout the year to ensure employees use all their entitlement, regulate their holiday, avoid causing shortages in busy periods, and have a clear communication strategy well in advance to mitigate future risks when making any changes”.

Chris McCullough, chief executive and co-founder of software company Rotageek, advised businesses to make sure their annual leave scheduling software had the capability to identify issues such as increasing leave liability

Adrian Lewis, director of Activ Absence, said: “With modern cloud technology today available cost-effectively, there is no way that any company should have problems managing annual leave. Companies that use online holiday planning software can encourage staff to request their holidays year round, and these details can be accessed and seen by everyone. For any business to run smoothly, as this situation with Ryanair shows, holiday planning is absolutely critical.”

It has been reported that some Ryanair staff have been offered cash bonuses and pay rises in return for being flexible with their time off to accommodate the scheduling issues, but this has been met with a less-than-enthusiastic reception, including demands for new contracts and better working conditions. 

McCullough said that by rejecting the one-off payment and pay increases, pilots have shown “there’s no quick fix to solve this deep-rooted issue”. He said: “This problem isn’t unique to Ryanair, and the airline industry needs to work together to tackle it. That starts with better scheduling and a change in how management work with staff.”

Richard Nicolle, employment law partner at Stewarts, added: “It seems increasingly possible that the outcome could be pilots raising grievances, coordinating unofficial industrial action or even going for the nuclear option and resigning and claiming constructive dismissal.”

Robin Kiely, head of communications for Ryanair, said: "Similar to all employers, we can require that employees swap one (or two) weeks of their four-week block holiday, which will be allocated to them later in the year. This is a standard part of our pilots’ agreed working arrangements."

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Employment tribunal rules in favour of Addison Lee drivers in worker-status case

Employment tribunal rules in favour of Addison Lee drivers in worker-status case

by Katie Scott @ Employee Benefits

The Central London Employment Tribunal has ruled that three drivers working for car and courier organisation Addison Lee are employed as workers rather than independent contractors, and are therefore entitled to employment rights such as the national minimum wage and holiday pay. Lang, Olszeski and Morahan v Addison Lee, involved three drivers who commenced work […]

The post Employment tribunal rules in favour of Addison Lee drivers in worker-status case appeared first on Employee Benefits.

Blog Post: ‘Curtain closing’ on gig economy following Addison Lee ruling, say lawyers

by PM Editorial @ People Management

Tribunal decides minicab company drivers were workers, not self-employed

Gig economy employers can no longer afford to ignore the growing legal arguments on employment status, lawyers have warned, after Addison Lee became the latest organisation to lose a tribunal on the issue.

The Central London Employment Tribunal yesterday ruled that three drivers for the minicab firm – Michaell Lange, Mark Morahan and Mieczyslaw Olszewski – should have been classified as workers, rather than self-employed, and were therefore entitled to rights such as the national minimum wage and holiday pay.

In reaching the decision, judge David Pearl concluded that, when a driver was logged onto Addison Lee’s booking system, they were agreeing to undertake any jobs personally. He also noted the degree of control Addison Lee had over the relationship, including that the use of their vehicle was “restricted and regulated” and that the drivers were not free to remove the company’s branding.

“In cases like this, and many others that have preceded it, strong evidence has shown that workers are not in control but are, in reality, subordinate to their employer,” said Helen Wolstenholme, employment barrister at 2 Temple Gardens. “Companies can no longer ignore this string of authorities. It’s looking like the curtains are closing on the gig economy.”

Kate Hurn, associate at Bird & Bird, added: “The rise of the gig economy engagement model has placed a microscope on the way in which people providing services are treated.”

There will be a further hearing of the tribunal to decide what level of holiday and pay the Addison Lee drivers are entitled to.

“We are very pleased that the employment tribunal has found in favour of our clients,” said Liana Wood from the employment team at Leigh Day, the law firm that represented the drivers. “This judgment acknowledges the central contribution that Addison Lee’s drivers have made to the success of the company by confirming that its drivers are not self-employed but that they work for Addison Lee as part of Addison Lee’s business.”

Maria Ludkin, legal director at trade union GMB, which supported the drivers in their claim, said: “This ruling means yet another logistics firm has been forced to obey the law and honour responsibilities to employees. GMB will continue to pursue these exploitative companies on behalf of our members.”

An Addison Lee spokesman said: "We note the tribunal's verdict, which we will carefully review. Addison Lee is disappointed with the ruling as we have always had, and are committed to maintaining, a flexible and fair relationship that generates work for 3,800 drivers."

Later this week, ride-hailing app Uber is due to go to the Employment Appeal Tribunal in a separate case to appeal an earlier tribunal ruling, which decided that two of its drivers were workers rather than self-employed.

Meanwhile, back in January, a tribunal decided that a cycle courier for CitySprint was a worker rather than a self-employed freelancer. The case is likely to go before the EAT before the end of the year.

Related articles

MPs call for tribunal time limit to be doubled

Politicians argue extension would aid fairness, but lawyers say current restrictions provide certainty for employers

Tribunal fees are finished – and here’s what happens next

Should employers brace themselves for a tsunami of claims? And will the government reintroduce fees in a different form?

Collaborative Careers Event

by Claire Worland @ Working for NDM

NDM and the Department of Statistics are holding a Collaborative Careers Event on […]

How Cancer Research UK is preparing for GDPR

by Sarah Vizard @ Marketing Week

In the first of a new series on how marketers are approaching the new EU data regulations, we talk to Cancer Research UK about its preparations and the opportunities around GDPR.

The post How Cancer Research UK is preparing for GDPR appeared first on Marketing Week.

Blog Post: Opinion: Two mistakes new leaders make – and how to avoid them

by Dr Wanda Wallace @ People Management

Transitioning to a different role is one of the greatest challenges we can face at work. Set yourself up for success with these tips from Dr Wanda Wallace

I see people make two big mistakes when they take on a new role. The first is the tendency to prove you deserve the opportunity. As Marc Howze at John Deere says, that’s the worst mistake people make: “Stop trying to prove you deserve the job and get on with doing the job.”  

The second is to sequester themselves away, maybe with one or two trusted confidants, and try to figure out a strategy – what needs to be done, who will do it – and announce that to the organisation. People put enormous pressure on themselves. We tend to think being smart means: ‘I as the leader am expected to know everything, to understand my organisation, to know what needs to get fixed and to have a plan to do it. Once I have all that sorted out, then I will talk to people.’  

Both mistakes can be fatal. If you are still trying to prove you deserve the opportunity, after a short while your team will start questioning whether you really did or not. And announcing the new strategy that you created without talking to anyone is a good way to make sure that no one is following you – at least not willingly.  

In a transition, you need a smart, confident way to ask people what they think, assimilate all that information and then make some decisions. People tend to be much more willing to follow if they have had a voice, have been heard and have been taken seriously – even if you ultimately disagree with them.  

I have asked many leaders how they manage key transitions, particularly ones where they as the leader are not ‘the’ expert. All these leaders point to the same three questions:  

  • What do you like about what you (or my group) are doing?

  • What are we (or is my group) doing that isn’t working so well, that you wish would change?

  • If I could only do one thing, what would you like to me tackle/address/do?

Communication is key. Talk to many people in the first weeks. Ask everyone those three questions. Listen carefully to the answers. Then assimilate and synthesise. Where is there agreement among all the voices? Where are the truly divergent perspectives? What’s the easiest thing to do first that will reduce some level of pain and aggravation for people? Then do that. After that’s fixed, tackle the next issue, and so on.  

John Murphey, former CEO of Bell Helicopter, says you change a culture by fixing things. If you don’t know what to fix, ask people – they have an uncanny ability to tell you what isn’t working well.

Dr Wanda Wallace is an executive coach and trainer, and CEO and president of Leadership Forum Inc. She hosts Out of the Comfort Zone on VoiceAmerica Business Radio

How to save money once you stop officially being a student

by Jessica Murray @ Debut

Missing the perks of your NUS card? Don't worry we've got you covered, this is how to save money when you're no longer student.

The post How to save money once you stop officially being a student appeared first on Debut.

Students are winning top jobs by playing games on their phones

Students are winning top jobs by playing games on their phones

Times Higher Education (THE)

Debut delivers news of graduate positions from employers, who use challenges in the careers app to make approaches to talented individuals

Yum! Brands holds employee development week

Yum! Brands holds employee development week

by Katie Scott @ Employee Benefits

Yum! Brands has held an employee development week for its Louisville-based staff to help employees explore aspects of their personal wellbeing and build on skills to further their professional development. Its Grow Yourself Week, which took place from 18 September 2017, offered more than 30 professional and personal development opportunities. This included activities and courses focused […]

The post Yum! Brands holds employee development week appeared first on Employee Benefits.

EXCLUSIVE: Royal College of Nursing to discuss support for carers at Employee Benefits Live 2017

EXCLUSIVE: Royal College of Nursing to discuss support for carers at Employee Benefits Live 2017

by Katie Scott @ Employee Benefits

EXCLUSIVE: Andrew West (pictured), HR manager, reward and system at the Royal College of Nursing (RCN), will discuss how employers can support working carers to help them cope with juggling care and work responsibilities at Employee Benefits Live 2017. The session, titled ‘Supporting carers in the workforce’, will form part of the diversity and inclusion […]

The post EXCLUSIVE: Royal College of Nursing to discuss support for carers at Employee Benefits Live 2017 appeared first on Employee Benefits.

2017 L’Oréal-UNESCO For Women in Science UK & Ireland Fellowships Awards Programme

2017 L’Oréal-UNESCO For Women in Science UK & Ireland Fellowships Awards Programme

Working for NDM

The 217 L’Oréal-UNESCO For Women in Science UK & Ireland Fellowships Awards Programme is now open for applications. We will be awarding five outstanding female early-career scientists a bursary of £15,000. Applicant should apply online by the deadline of 25th January 2017.

Because he's worth it: UCL finalist bags dream job at L'Oréal

Because he's worth it: UCL finalist bags dream job at L'Oréal


He devoured fish and chips with the company's top dog

My Family Care

by Claire Worland @ Working for NDM

My Family Care is the UK’s leading provider of family-friendly benefits offering a […]

OC Tanner to acquire Accumulate Loyalty Services

OC Tanner to acquire Accumulate Loyalty Services

by Katie Scott @ Employee Benefits

Global employee recognition and workplace culture organisation OC Tanner is to acquire Australian employee recognition provider Accumulate Loyalty Services. The acquisition, which will be completed on 31 October 2017, will enable OC Tanner to better support its multinational clients which have a presence in Australia, as well as expand the organisation’s global presence. The acquisition […]

The post OC Tanner to acquire Accumulate Loyalty Services appeared first on Employee Benefits.

Munroe Bergdorf becomes the first transgender woman in a L’Oréal UK campaign

Munroe Bergdorf becomes the first transgender woman in a L’Oréal UK campaign

Activist and model Munroe Bergdorf has made history as the first openly transgender woman to land a campaign with L’Oréal in the U.K.

Ladies and gentlemen, this is the ultimate freshers’ pre-drinks playlist

by Alex Ekong @ Debut

It’s time for you to seize the spotlight. Mark yourself out from the crowd by using this lethal combination of tracks especially curated by Debut.

The post Ladies and gentlemen, this is the ultimate freshers’ pre-drinks playlist appeared first on Debut.

The pros and cons of doing a year abroad

by Grace Harris @ Debut

We’ve spoken to four people who’ve each completed a year abroad to find out the pros and cons of such a leap, and hopefully help you make a final decision.

The post The pros and cons of doing a year abroad appeared first on Debut.

What it is like to work at Maybelline

What it is like to work at Maybelline

Take an inside look at working for Maybelline as told by real employees. Find reviews, frequently asked questions and open jobs on

Blog Post: Can an employee be too sick to take holiday?

by Esther Langdon @ People Management

If you fall ill on holiday and come back to work anything but refreshed, should you be entitled to reschedule your holiday – or even claim sick pay?

In Pereda v Madrid Movilidad, the European Court of Justice said a worker who is incapacitated before a period of pre-arranged statutory holiday should have the right to reschedule that holiday to a later date. Perhaps more contentiously, the court also suggested that the same should apply to workers who become sick during their holiday (as opposed to before). The ECJ later confirmed this in Asociacion Nacional de Grandes Empresas de Distribucion v Federacion de Asociaciones Sindicales & Ors.

It should be noted that the ECJ decisions apply to the four weeks’ holiday, not to the full 5.6 weeks’ statutory holiday or any contractual amount over and above this. Also, there is room for some argument about whether this is provided for in the UK’s own Working Time Regulations.

Employees are ever-more aware of their individual rights in the workplace. With holiday rights held among the most treasured, these decisions mean employers can expect to receive claims from employees that they should be re-credited holidays and be paid sick pay instead. However, there must be a risk that not all these claims are valid, putting employers in a tricky position. How can you prove your suspicions that an employee wasn’t wiped out by a migraine or didn’t spend their whole holiday holed up in the hotel room? How sick do you have to be before a day in bed counts as sick leave rather than annual leave?

Essentially, employers must ensure they adopt a consistent approach to such claims to avoid arguments of unfairness or discrimination. The first thing they should decide is whether they will follow the ECJ decisions (and the UK decisions following them) and allow employees with legitimate claims to reschedule their leave, in the next leave year if necessary. Or will they adopt a more risky approach and try to stick to the letter of the Working Time Regulations, simply commiserating with the employee that their holiday didn’t involve any rest and relaxation?

We find most employers are allowing employees to reschedule their holiday, but try to protect themselves from abuse or manipulation. This is where a degree of robustness is needed, and where clear policies and expected standards of behaviour can help – such as by asking staff to report and notify sickness in the usual way even while on holiday; having return-to-work meetings and not being shy of asking necessary questions; and obtaining medical certification and evidence where needed.

Employers should keep records of sickness absence and review these with a critical eye, looking for patterns of ‘holiday sickness’. A judicious checking of social media posts is also a good idea. Questions should be asked if an employee posts for all to see about a big night out and then is suddenly struck down by a bout of ‘stomach flu’ and tries to reschedule holiday. Contracts and disciplinary policies should also make clear the serious consequences for any dishonesty here.

A consistent and firm approach can pay dividends, and needs to be well supported by the contract of employment and holiday, sickness, equal opportunities, disciplinary, social media and data protection policies.

Esther Langdon is a lawyer in the labour and employment group at Vedder Price

66% have not heard about GDPR legislation

66% have not heard about GDPR legislation

by Katie Scott @ Employee Benefits

Two-thirds (66%) of respondents have no knowledge of General Data Protection Regulation (GDPR) legislation, or have any plans in place to prepare to comply with the upcoming legislation, according to research by DocsCorp. Its survey of 200 UK small and medium-sized enterprise (SME) employers also found that 30% of respondents did not have an awareness […]

The post 66% have not heard about GDPR legislation appeared first on Employee Benefits.

The Online In-house Legal Community

by Maneesha Howard @ In-house Legal Jobs is proud to partner with attnd, the online community connecting in-house lawyers with other thought-leaders operating in their sector. The platform brings the events and insights of law firms and sector-specific organisations together in one place, making it easy for users to find the content most aligned to their interests. Visit today:

The evolution of health and wellbeing strategies

The evolution of health and wellbeing strategies

by Sam Barrett @ Employee Benefits

Need to know: Legislation and government policy has helped to shape workplace health and wellbeing strategies. Employers’ approaches have shifted from reactive to proactive, with early intervention, prevention and education all key elements of today’s strategies. Once seen as an executive perk, health and wellbeing strategies are now designed to support all employees. Health and […]

The post The evolution of health and wellbeing strategies appeared first on Employee Benefits.

Blog Post: Uber decision shows importance of vetting procedures, say experts

by Emily Burt @ People Management

‘Vulnerability’ of gig economy workers also back on the agenda as taxi app loses London licence

Experts have reminded HR departments of the importance of robust background checking procedures, after Uber had its licence to operate in London pulled by Transport for London (TfL) last Friday.

In a statement released on Friday, TfL said the ride-hailing app was not fit and proper to hold a private hire operator licence. Among the reasons given were the company’s deemed failure to report alleged criminal offences carried out by its drivers and a lax attitude towards background checks and obtaining medical certificates.

Sarah Dowzell, COO and co-founder of cloud HR software company Natural HR, said: “It is so important to background check your employees and be clear of their intentions in working for your company. Conducting rigorous checks should be taken as a blanket approach across businesses: because it's not just about checking the suitability of employees, it’s about safeguarding other parties involved with the organisation.

“That risk is not just about company reputation, it's about the customers, which in Uber’s case relates to people using the app, but can extend to any other stakeholders or individuals involved with your business. I think ethically this is an issue that should be at the front of HR's mind.”

“Dara Khosrowshahi [chief executive of Uber] has said the rejection is the cost of a ‘bad reputation’,” Keely Rushmore, senior associate at SA Law, told People Management.  “However, from TfL’s perspective, its decision is about reality and genuine concerns, not reputation. Uber would perhaps be better placed in its appeal against the decision by focusing on addressing those concerns, rather than on seeking the support and peer pressure of its users.”

At the beginning of September, TfL said it had found that up to 13,000 Uber drivers had insufficient background checks and a separate investigation by The Sun, published last year, claimed Uber drivers had been obtaining falsified medical certificates.

Over the weekend, The Sunday Times published a letter from the head of the Metropolitan Police’s taxi and private hire unit, which accused Uber of selectively reporting criminal offences committed by drivers, choosing to report only those that would be “less damaging to [its] reputation”.

Uber’s existing licence expires on 30 September, but the company has 21 days to appeal TfL’s decision, and can continue to operate until it has exhausted the appeals process.

In an open letter tweeted by the company’s media team, recently appointed Khosrowshahi apologised “for the mistakes we’ve made” and added: “We will appeal this decision on behalf of millions of Londoners but we do so with the knowledge that we must also change.”

Meanwhile, Nick Elwell-Sutton, employment partner at Clyde & Co, said the decision flagged further concerns about the limited rights of gig economy workers. "Because they are classed as ‘workers’ rather than employees, there will be no right to a redundancy payment and no obligation to consult,” he said “Instead, Uber just needs to serve contractual notice to terminate.

“40,000 [drivers] are potentially losing their jobs, and while in future they could work as traditional minicab drivers, without the technology overlay of the Uber app they would be self-employed and end up with no rights at all rather than the limited ‘worker’ rights they currently have with Uber."

Frances O’Grady, general secretary of the TUC, said the decision should act as a “cautionary tale” for employers of gig economy workers. “It is perfectly possible to run a taxi company without treating drivers poorly and cutting corners on customer safety… Unions will expose nasty schemes that cheat workers out of basic rights like the minimum wage and holiday pay,” she said.

On Wednesday, the company is due to head to the Employment Appeal Tribunal to challenge a 2016 ruling, which decided that two of its drivers were workers, rather than self-employed, and therefore entitled to certain rights such as the minimum wage and sick pay.

Related articles

Uber can change its ways, insists HR chief

Liane Hornsey tells People Management employee relations and performance management will help rebuild the start-up’s reputation

More people would be ‘giggers’ if they had better rights

Long-awaited review expected to call for new employment status category to improve protection for workers

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