Written by Carolyne Wahlen
KCC Basildon is a Korean-owned manufacturer of silicone compounds, antifoams and emulsions.
I started working with them on my HR Navigator package. Their line managers were good on the soft skills of managing, but unsure on the details of employment law. So we spent the next 12 months tightening up on exactly how to deal with issues and what to say when.
As part of this process I introduced an appraisal system.
Written by Carolyne Wahlen
This case was frustrating because my client had really bent over backwards to help, and it had backfired badly.
The employee had resigned, and then said that as she was intending to move up north, and things hadn’t been finalised, could she stay on till the end of term (this was in a preschool). My client agreed (this was before I was advising her, I hasten to add) because she was having trouble finding a replacement. This continued for the next year. The employee kept saying she was leaving, even had a leaving party that all the parents came to, but kept delaying because her house wasn’t ready or she didn’t want to move her son before the end of the school year.
Written by Carolyne Wahlen
I went on a conflict management workshop recently. Which you might think is a bit strange, considering that a lot of my business comes from when conflict doesn’t get resolved. But believe me, I would have enough to do without sorting out playground fights!
That became clear when Marc went through the amount of time and money usually involved in dealing with a grievance/tribunal claim. Adjusting for small businesses, you are talking about at least £4000 worth of time, energy and hassle of managers, advisors and possibly lawyers to get it resolved. Not to mention the lack of work being done by those who are aggrieved!
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