Are your staff self-employed? Or not? Find out here…

There are many businesses that use self-employed contractors instead of employing staff.  And who can blame them when they can avoid the minefield otherwise known as Employment Law!  Also, side-stepping having to commit to the regular provision of work, pensions, holiday pay and sick pay.

If only it were that easy…..

Unless you set clear boundaries and manage the contractors effectively they can cause problems for your business or even make allegations that they were in fact employed and make a claim via employment tribunals.

Employed

Works part-time or full-time under a contract of employment and the company pays their salary.  They are expected to comply with company rules and can be managed through a disciplinary process.  Employees have recognized rights and duties.  Employers have many commitments including, provision and contribution to an auto-enrolment pension, paid holiday and notice periods.

Self-employed

A self-employed person will run their own business and take responsibility for the success of their business. Self-employed people are more likely to be contracted to provide a service for a client. They will not be paid through PAYE and don’t have the same employment rights and responsibilities as employees or workers.  They are not entitled to holiday pay, paternity or maternity leave, pension provision etc.

A self-employed person still has protection for their health and safety on a client’s premises, in some cases, will be protected against discrimination and will have their rights and responsibilities set out in the terms of the contract with their client.

The key is sticking to the agreement and following the guidance set out by HMRC.

Below are indicators of what is self-employment to check the status of self-employed individuals.

Self-Employed:

  • should exercise independent control and judgement over how the work is carried out
  • would normally work for a number of people
  • have professional indemnity insurance
  • It should be possible to make a loss
  • have the right to appoint a substitute and are not necessarily required to carry out work personally
  • can decide whether to accept offers of work or not, this, of course, leads to them having the option to determine their own working hours
  • normally have to correct faulty work at own cost and time
  • provide their own materials and equipment

Ideally, a business should be able to tick yes to the majority of the points, if not maybe it is time to think about how to clearly define the self-employed status.

If you are asking self-employed workers to attend staff meetings, be at work at a certain time, wear a particular uniform, sell a specific brand of product, charge a certain price, have performance reviews or disciplinary meetings –  you should have a rethink.

Research by Citizens Advice has suggested that as many as 460,000 people in the UK could be falsely classified as self-employed, costing up to £314m a year in lost tax and employer national insurance contributions.

Following the recent landmark case where a tribunal ruled that Uber drivers were not self-employed, this has become a hot topic and the government launched a recent inquiry which will look at the status and rights of agency and casual workers and the self-employed for the purposes of tax, benefits and employment law, and how to protect them.

The reasons why Uber drivers are not self-employed:

  • The company claimed the drivers’ made a contract with the passenger and the company was merely their agent, but this didn’t reflect the reality of the situation—the passenger booked through the company and the driver accepted the booking
  • Uber interviewed drivers to assess their suitability which looks like recruitment
  • Uber retains the passengers’ names, addresses, and contact details and takes their money
  • Effectively drivers had to accept trips
  • Uber set the route for the driver to follow
  • Uber fixed the fare
  • Uber rated the performance of their drivers
  • Uber handled complaints against drivers and rebate

Penalties

If the contractor works purely for the same company over a period of time they may gain ‘worker’ or even ’employee’ status in the eyes of an employment tribunal. Claims are often made by contractors who have missed out on a redundancy payment or who feel they are entitled to holiday pay. If a claim is submitted for a redundancy payment it is likely to be accompanied by a claim for unfair dismissal. There is, surprisingly, little financial risk to the contractor in making a claim in the employment tribunals.

Summary

Ascertaining whether a worker is an employee or self-employed is not as simple as looking at the label the parties have attached to the relationship.

Employment tribunals will look at the realities of the relationship as a whole, considering a range of factors and making a balanced decision.

The importance of ascertaining employment status cannot be under-estimated, because there is so much at stake for the employer who tries to deny his worker’s statutory employment law rights.

It is unlawful for the employer to privately agree with his employee that the statutory rights will not apply. The only exceptions are where there is an ACAS-approved COT 3 form signed or where the employee has signed a properly drafted Settlement Agreement after having received independent legal advice.

Having self-employed workers is a perfect solution in many industries and we have experience with various employers who have self-employed contractors, for example, hairdressers, beauticians, mortgage advisers and airlines hiring self-employed pilots.  And when managed correctly the arrangement works well for both parties, and everyone can benefit.

Please get in touch if you have any queries regarding self-employed people in your workplace, or if you have any other queries relating to expert HR advice for small businesses.

Working with an apprentice…. What you need to know

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As well as providing quality HR services and solutions, we at Blue Tree HR Solutions also provide insight into matters that may affect your business. In this blog, we take a look at apprenticeships.

With 16-year-olds now legally required to stay in some form of education until they are 18, and with the introduction of the Apprenticeship Levy, apprenticeship schemes are a popular choice for young people and business owners alike.

So, what do you need to consider?

  • Training
  • Contracts of employment
  • Salary
  • Employment law
  • Managing expectations

There are many apprenticeship scheme providers who will support businesses with the provision of training – these ensure you have the apprentice attending relevant training and will achieve a registered qualification. So, having that part sorted – what do you need to do in the workplace?

Contracts of employment

All employees should have a contract of employment and apprentices will require a specific apprentice contract.  This will state all the terms of employment as well as your expectations of them during their training course.

An apprenticeship contract is generally a temporary contract – the time depends on the course provided and the qualification being achieved.

Salary

The current minimum wage rate in the UK for an apprentice is £3.70 per hour (2018), increasing to £3.90 (April 2019), this is the legal minimum. This rate applies to apprentices under 19 and those aged 19 or over who are in their first year. Apprentices must be paid at least the minimum wage rate for their age if they are an apprentice aged 19 or over and have completed their first year.

However, you will need to consider if you are paying them correctly to avoid failing to meet the minimum wage requirements.

  • Any overtime will need to be paid
  • Travel time to a different place of work will need to be covered i.e. If you are a mobile business such as a videographer or care worker.

Employment law regarding Young Persons (Under 18)

Making sure you avoid infringement of employment law is vital.  One set of regulations that is quite different for young people is the Working Time Directive:

  1. Young people must not work for more than eight hours a day and 40 hours each week.
  2. Generally, night work is not allowed for young people.
  3. Legally require rest breaks and rest periods must be granted.

With regards to health and safety, a risk assessment will be required to decide whether additional steps need to be taken to control the risks to young people and regulations specifically state that you must not employ a young person for certain types of hazardous work.

Managing Expectations

Having just taken on your apprentice – this person who has recently left school and has very limited work experience – how do you progress to a good working relationship with a valued member of staff who can be trusted and relied upon?

Firstly – be prepared for their first days and make a plan for their induction period.  Who will they work with, report to, what do they need to do, follow?  Make a good first impression with your new staff and you will reap benefits.

Make sure they know exactly what you need them to do and how you want them to do it. 

The key is having regular catch-up meetings and reviewing your apprentices’ progress throughout their employment.  Providing regular feedback is imperative.  Generation Zers (under 22-year-olds) have grown up in a world with constant feedback, star charts and reports.  For them to know what you expect and having feedback is fundamental to forming a good working relationship.

Why bother?

Employers have to invest a lot of time and money in apprenticeship programmes, the good news is – when done correctly it will provide a positive impact.

Having apprentices is a great way to grow your team while keeping staff costs down and the training providers help you with the entire process this includes recruiting an apprentice, customising a training programme and accessing funding.

Also, it’s a great way to provide your team with new skills and energy at the same time as giving a young person a career opportunity.

Please get in touch if you have any questions regarding managing young people in the workplace, or have any other queries that could benefit from expert HR advice for small businesses. As the best freelance HR consultant Essex can offer, we also specialise in ad hoc HR and retained HR support for small businesses.

Drawing a line in the Sand – Managing Employee behaviour in the workplace

As the best freelance HR consultant Essex can offer you, delivering expert HR advice for small businesses, I often hear of a common problem in many businesses: Employees ignoring the rules and consequently, this becoming the accepted norm. Situations where before you know it everyone has a complete disregard for an established rule. Managers want to know, how do you deal with this kind of problem?

Every workplace has its own basic work rules.  Simple rules are in place, such as – no phones in the office or all expense forms must be in by the end of the month.  It seems that managers often find it easier to deal with the ‘bigger issues’, probably as these are deemed to be more important and turn a blind eye to the smaller rules as they don’t seem to be significant.

All it takes is one person to get away with disrespect for the rules.  Then the next day somebody else will give it a try and if the manager/supervisor says nothing then it seems accepted.  Before you know it, you have everyone thinking this is OK and the manager is thinking – “they’ve been doing it for so long now, I don’t know how to deal with it”.

Sometimes rules get relaxed when times aren’t busy i.e. looking on social media, or maybe the kitchen was out of action so everyone sat at their desks to eat.  This then becomes a habit and is tolerated.  It can appear to be nit-picking to deal with these issues, but in my experience managers can find the little things like these are frustrating.

Clearly, in these situations, it is always best to nip it in the bud.  For example, if somebody doesn’t follow the rules then the manager should address it with a quiet word in their ear and hopefully, that will be the end of it.  But when you have everyone sitting at their desks eating their lunch again with a sign on the wall saying ‘NO Food in the Office’. Today you say something, when it has been ignored previously, people will probably assume you are ‘having a bad day’!

This is where your management skills and the HR policy that is collecting dust in the corner come in handy!

It’s time to ‘draw a line in the sand’.  Firstly remind everyone of the rules, and show everyone the relevant policy if there is one.  Tell them that from a set date this rule will be enforced.  From the set date forward, anyone disobeying the rule will be dealt with accordingly.  Make the consequences clear, for example, anyone leaving early will have pay deducted, or anyone handing their expenses form in late will not be reimbursed until the following month.  In certain circumstances, the disciplinary policy will be necessary and anyone seen to be disobeying the rules after the set date will be dealt with through the documented process, and where necessary given a formal warning.

Say what you are going to do, then do what you say.

Managers must do what they say you have committed to doing.  Follow through with the consequences, as promised. In most circumstances, you won’t have to do it more than a couple of times, as word will spread.

It may seem like you are managing children at times, but if you have a rule in place and you still want it to be respected then don’t be afraid to deal with it.  The rule would have been put in place for a reason.  If you are the manager it’s OK to tell staff how you expect them to perform/behave at work.  As a manager, you are expected to take control and you will gain respect from staff if you are seen to take charge.

If the rule no longer seems relevant or is unnecessary, you may consider having a consultation with your staff.  Maybe you can find a compromise that suits everyone.  The main point is don’t let small problems fester and become a big irritation. For more on our expert HR advice for small businesses, including both ad hoc HR support and retained HR support, contact Blue Tree HR Solutions.