Presentation title

Top Tips for Startups

Allyssa Gregory HR Director

16th February 2016Hiring & Firing

is it time to hire? WHAT SHOULD I DO???

Hiring is a huge challenge for entrepreneurs

Getting your hiring right as a startup is critical to your success!

Lets have a look at some of the key considerations

Select with care!

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Setting out!When to hire? Are you missing out on opportunities?

What skills do you need? And for how long?!

Do you need a contractor, or an employee?

Are you in a financially robust enough position to employ new people permanently?

Are you set up to employ people?

Get the contract ready

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Spot the Difference! Independent Contractors

No employment status ; no entitlement to benefits More risk oriented Usually dictate from where and when they workMay work for more than one organisationTypically bring their own equipmentWill submit invoices for work performedYou wont be responsible for their tax/ NI.

Be careful not to treat them as employees IR35!Ensure your contract protects your IPHave a solid Statement of Works

Employees

A more dependent relationship Employees have certain entitlements e.g. minimum wage, paid holiday, notice period, employment rightsFull-time, part-time, permanent or fixed term Employer provides the equipmentEmployer must ensure tax and NI deductions are correctly calculated

Ensure you have an employment contract in placeDefine work policies and procedures Have a clear job description and set objectives

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What to Pay Where to Look?

What can you afford? but dont be cheap!

Take a look at job boards for market salary levels

Free to access salary surveys on recruitment company websites (e.g. Hudson); Glass Door

Go social

Ask for referrals

Attend careers fairs like Silicon Milk Roundabout

Go to networking events

Use job boards but be ready to do some filtering work

If you are going to use recruiters, negotiate HARD!

73% of 18-34 year olds found their last job through a social network. (Source: Aberdeen Group)

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Interviewing Making the Right ChoicePlan your interview processWho is conducting the interviewConsider setting a task/ assignment

Define wants vs needs Skills KnowledgeCompetencies

Sellbut be TRANSPARENTDont over-promiseWhat it is vs what it isnt

Listen, listen, listenLet the candidate do the talkingAsk open questions; ask for examples Be cautious of erratic moves or unexplained gapsDoes a startup thrill them or terrify them?

Chemistry Matters!!Meet more than once meet socially

Take References

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What does a great startup hire look like?

Resilience Results Oriented PassionCuriosityFlexibilityAgility

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Youve Hired! Now what?

Get all the admin out of the way payroll, benefits and expense processes, IT systems, building access and orientation, proceduresIntroduce them to the team and key contacts

Be clear in setting expectations e.g. Probationary Goals, Statement of Works, Targets what does good look like?

Engage, embed, lead, develop! provide support, offer advice, give feedback, listen, recognise, praise a thank you goes a long way!

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I have some bad news

WHAT SHOULD I DO???

DismissingRedundancyConscious Uncoupling?!

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but keeping the wrong people around can negatively impact:

Your other team membersThe potential of the jobYour business

Letting people go is stressful

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Before you take action! Personal SituationAlternative roleTraining NeedClarity of GoalsMotivation Whats not working? ???

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Terminating Independent Contractors Reasons End of a project, no further requirement for skills/ experience

Dissatisfaction with performance

Breach of contract

no reason at allProcess Check contractual terms

Be open and clear about reasons

Keep the door open!

StepsMeet and explain the situation

Write a letter to terminate the contract

Observe the notice period

Make final payments

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Its OK shes only been here for 18 monthsUnder 2 Years Service

You can often terminate an employment contract with no reprisals

There is no requirement to follow a formal process redundancy, disciplinary etc.

The employee has no access to an unfair dismissal claim during this timeBUT WAIT!

Discrimination protection from day 1 (age, gender, disability, pregnancy, maternity, sexual orientation, gender reassignment, marriage/ civil partnership, race, religion, belief)

Reasons relating to: Family related leave or pregnancyActing as an employee or trade representative or a pension scheme trusteeWhistle blowingPart-time, fixed term, pay and working hours

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Disciplinary Related DismissalReasons Poor performance

Time-keeping and attendance

Inability to get along with colleagues

Capability or illness (Be careful: Disability protection!)

Gross Misconduct violence, theft, bribery, alcohol / substance abuse, damage to company

Process Ensure you have a Disciplinary Policy in place and follow it!

Get your facts straight

Try to resolve informally

Invite employee to attend meetings in writing and with notice

Outline the issue at hand

Detail the time and place of the meeting and who will attend

Provide the right to be accompanied to meetings

Right of Appeal

Document everything!

Steps Dependent on your policy:

Verbal WarningFirst Written WarningFinal Written Warning Dismissal

Summary Dismissal

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Redundancy Fair reasons The role no longer exists because:

New technology makes a job unnecessary

You need to cut costs and reduce the number of employees

You need to close the business

Process Outline the business case - clearly explain the reason for possible redundancy and selection methods applied

Invite employee to attend meetings in writing and with reasonable notice

Detail the time and place of the meeting and who will attend

Provide the right to be accompanied to meetings

Seek to avoid redundancy where possible

Provide right of appealSteps Consultation periods:Individual / less than 20 - No set consultation time period20 to 99 redundancies - the consultation must start at least 30 days before any dismissals take effect100 or more redundancies - the consultation must start at least 45 days before any dismissals take effect

Severance terms/ payments notice, holiday pay, redundancy pay

Support

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However you do itBe clear explain the reasons for dismissalBe respectful this is all about your employer brand!

Be fair e.g. calculate final payments carefully

Keep notes document everything

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Handy (free) HR Resources

www.acas.org.uk

www.gov.uk/browse/employing-people

www.cipd.co.uk

startups.co.uk/taking-on-staff/

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THANK YOU!https://uk.linkedin.com/in/allyssa-gregory@AllyssaGregory@digicatapult

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