HR Consultant Services Gold Coast | HR Outsourcing & Expert Solutions

HR Support for Small Businesses

So, you have a HR problem… that’s okay, we can help.

We’ve been helping businesses solve their tricky HR issues for almost 10 years, so we’ve faced just about everything you can imagine.

Let’s get on with solving your problems shall we? Here’s what we suggest:

Book in a call

Let’s jump on the phone and have a chat about your situation, so we can recommend the best course of action and get those problems turned into solutions.

t

Check our FAQs

Find some quick answers in our FAQ section.

Send us an email

Prefer to email rather than call? Click here to email us.

Or search for what you need:

Here are some common HR issues we help small businesses with:

Employee absence

This is unfortunately quite a common problem. Sadly many people just don’t seem to have accountability nowadays and just don’t turn up, and think it’s okay. Here’s some recommendations on how to handle this:

1) Try and get hold of them. Find out where they are. Because we never know if something legitimate may have happened on the way to work. There may have been an emergency, so we just need to double check that first.

2) If you’re unable to get hold of them, check their file and get their next of kin details and give them a call and say, “Hey, (name) hasn’t turned up to work. We’re just a little bit concerned. This is out of character for them. Are you able to help us or are you able to get hold of them?”

3) If you’ve exhausted all those means, make a note of what you’ve done, then leave it for the day and see if they get hold of you. If they do come in the next day, have a meeting with them to address their behaviour. If they don’t come in then you need to start a written process of them going AWOL, so absence without leave.

We can help you appropriately deal with staff absence – BOOK IN A CALL and let’s chat further.

Bullying, harassment or discrimination claims

Workplace Bullying, Harassment, and Discrimination not only lead to psychological harm to employees but can significantly affect a companies reputation. A failure to understand and manage these issues can result in liability for employers and employees involved in a breach.

Workplace bullying is repeated and unreasonable behaviour directed towards a worker or group of workers that creates a risk to health and safety.

It is a risk to health and safety because it may affect the mental and physical health of workers. Taking steps to prevent it from occurring and responding quickly if it does is the best way to deal with workplace bullying.

Organisations can minimise the risk of workplace bullying by taking a proactive approach to identify early, any unreasonable behaviour and situations likely to increase the risk of workplace bullying occurring.

Organisations should implement control measures to manage these risks, and monitor and review the effectiveness of these measures. This could include activities such as:

  • Regularly consulting with workers and health and safety representatives to find out if bullying is occurring or if there are factors likely to increase the risk of workplace bullying.
  • Setting the standard of workplace behaviour, for example through a code of conduct or workplace bullying policy.
  • Designing safe systems of work by clearly defining jobs and providing workers with the resources, information and training they need to carry out their work safely.
  • Implementing workplace bullying reporting and response procedures.
  • Developing productive and respectful workplace relationships through good management practices and effective communication.
  • Providing information and training on workplace bullying policies and procedures, available support and assistance, and how to prevent and respond to workplace bullying.
  • Prioritising measures that foster and protect the psychological health of employees.

We can help you appropriately deal with bullying, discrimination and harassment claims in your business – BOOK IN A CALL and let’s chat further.

Staff Discipline & Performance Management

Poor performance is primarily the difference between what the judge (coach, manager, company, teacher) expects and what is delivered by those being judged (athlete, staff member, executive, student).

You can break it down in different categories as it is not always about the volume of work, deadlines or customer relations.

The Categories

Category 1:

This is the one that everyone thinks of. It covers work content, i.e. poor quality, low quantity, slow turnaround times, tardiness, poor communication.

Category 2:

This category covers company handbook guidelines, procedures and company rules. Endless days off, stealing, verbal abuse, sexual harassment, ignoring health and safety, intoxication.

Category 3:

This category covers employees ‘at home’ issues that affect their work like, unfortunately, an abusive partner.

Now that we have clarified that, let’s look at the process.

Where To Start

First, identify the category, and you could invest in a helpful HR manual to guide you effectively. You start with interviews. The questions and feedback therein identify the problem and the causes. You then explore possible remedies such as restructuring the job scope or description, upskilling or seeking out mentoring, coaching or therapy. Remedies can be the company supplying transport from an area that is not serviced by public transport.

Before trying to find causes, make sure the employee fully understands ‘what’ is the exact issue and the difference between what needs to be delivered and what is delivered. Also, clarify whether the issue is increasing.

Here are some suggested questions to propose to the employee:

  • Are you (employee) aware it is increasing, and do you understand the consequences to the company and yourself?
  • Are you aware of how serious this issue is and how very seriously the company views this?
  • Do you feel you do not have the skills required to perform the job, and if not, do you think you could learn them if trained? When you have them, do you think you would be capable of using them?
  • Do you want to perform the job well, is the outcome important to you? If not, what would make the outcome important to you?
  • Is something stopping you from performing that you don’t have the authority or capability of changing? E.g. extreme temperatures, the performance of another colleague, network downtime, inadequate office equipment, chronic illness.
  • How can the company help remove these barriers or re-engineer the work process?

Distinction Of Causes

Some causes are a combination of employer and company problems, e.g. bad equipment, creates low motivation. It should be very clear, though, what is their issue and what is the company’s issue?

Examples:

  1. Bad quality equipment, lack of tools to perform, risky or uncomfortable working conditions:
    The company should commit to fixing the problems which might require a safety audit or an agreed phased spend.
  2. Productivity bottlenecks, rules and procedures ignored, poor management, uncorrected faults
    Work re-engineering, enforcing company procedures, start targeted performance reviews of managers.
  3. Salaries, overtime quantity, work/life balance.
    Review salary compared to market levels, review why excessive overtime is taking place, get a consultants advice on how to get your company in a position to offer your staff better work/life balance.
  4. Poor recruitment: the job was not what it was advertised to be, i.e. not diverse or no growth possible or too difficult.
    Review HR recruitment procedures urgently which might involve training HR staff or an HR manager. Plan an advancement program for the staff member or redeployment. If underqualified and upskilling is not feasible, then redeployment or a new job description is the right thing to do.
  5. Team incompatibility due to personality clashes, sexual harassment, culture-work clashes, different cultural values, poor supervision.
    Redeploy the clash, redesign jobs so that culture clash items can be done by cultures that find it acceptable, bring in a team coach or culture sensitivity coach, put the supervisor under performance management.

Performance management is not about being a detective with a stick called Disciplinary Hearing. It is far from that and starts early. You must take pro-active steps early on and implement fixes early on. It requires time, input, commitment, support and assessments on an ongoing basis.

If you do not have the time to do this then don’t ignore it, bring in a professional who can work side-by-side with you developing a happy, productive team. Don’t rush through a performance appraisal into a disciplinary hearing and execute an unfair dismissal as you may end up owing a hefty payout for unfair dismissal.

We can help you appropriately deal with staff absence – BOOK IN A CALL and let’s chat further.

 

Check out our Frequently Asked Questions for even more answers, or book in a call to discuss your specific needs.