What are the pressing employment concerns for the franchise sector, in a world of work which was changing even before the pandemic?
The new normal. Building back better. The fourth industrial revolution. The future of work. Phrases which, if you start to consider the implications, are enough to make your head spin – even without the daily concerns of keeping your business ticking over.
These are all big ideas, relating to global trends, which we tend to react to rather than prepare for. But as we put the pandemic behind us, they are things which the franchise sector in particular needs to start thinking about and, ideally, planning for.
Even without everything which happened in 2020, the workplace has changed rapidly during the past few years. And now, more than ever, employees are open to new ways of working which can ultimately impact the bottom line.
It’s just worth bearing in mind the HR implications of these new ways of working because, like everything, there’s more to the issue than meets the eye.
A changing employment landscape
For a while now – and it’s something we at The HR Dept have played our own role in – the Government and industry bodies have been figuring out how to legislate and regulate the ways in which the UK works.
Following a review into employment statuses, the key recommendation is to scrap worker status and create a simpler system just with employed or self-employed, with control the main determinant.
Although we appreciate the practical, legal and educational challenges of adopting a new system, we wholeheartedly believe in the benefits both for individuals and businesses.
This move would also have implications for aligning tax and employment laws, notably following the introduction of IR35 in April. Businesses with more than 50 employees now have to correctly identify employment status for tax purposes and should also, crucially, recognise that there could be major knock-on consequences in backdated employment tribunal claims.
At the same time legal cases such as the Supreme Court ruling on Uber in February, which declared drivers were entitled to statutory pay, have far reaching ramifications for any company which engages self-employed individuals.
The impact of the pandemic
As if this weren’t enough to worry about, we have the after-effects of a global pandemic to consider.
Business owners and employees alike had very little time to prepare when we were suddenly asked to work from home last spring. With only virtual contact possible for several months, those vital staff interactions – face-to-face team building, lunchtime walks, casual work chats across the desk, building effective relationships with new starters, drinks after work, even Christmas parties – well, they went missing.
It meant the usual bonding experiences with colleagues ceased to exist. We may have been revelling in the novelty of home working but those are vital elements of creating a good company culture and they’re easy to take for granted.
So how do we progress? Well, those businesses which have survived should pay careful attention to their company cultures. Not only so that quality of service to customers is maintained, but to keep staff motivated, productive and retained in the business.
It’s hard enough to keep a workforce engaged these days, even without remote or hybrid working to deal with, so that’s a key issue for business owners to consider.
Leading a business out of a crisis
As we exit this episode, the burden of responsibility falls on the shoulders of the leaders in the business – to engage, to recognise the importance of the opportunity. That’s where motivation and employee engagement will ultimately come from, for the good of all.
If companies are looking to hybrid working for their futures, there are a number of ways to improve culture. Firstly, have conversations. Proper conversations, which focus on finding out what is important to your people.
Then create a vision and a story – this might sound vague but it’s important for everyone to understand the leadership’s goals for the business, the direction of travel.
And it’s vital to explain and demonstrate how your personnel are key to achieving that goal, showing them that they have a part to play. Then use this information to motivate them and inform how you build on your culture moving forwards. Have team meetings as well as one-to-ones to find out what your groups and individuals value outside the daily elements of their work. What are their ambitions for their roles in the business? You might pick up some business development ideas in the process. And what are their life goals? Think about how you can play a part in helping them achieve those.
Another tip would be to ensure there are clear rules and expectations for those working from home. There’s nothing more frustrating than unresponsive colleagues who don’t pick up calls or emails.
So employees should be clear about their availability and hours, with work calendars kept up to date. Again, managers need to assert their authority here, with swift action taken over communication issues between colleagues or employees who go AWOL.
As ever, success comes from good communication, with expectations are set and effectively communicated. That way, everyone knows where they stand.
