Over the last few weeks, we have been sharing insight into why Planning, Transitioning and Implementing change for success are important. The benefit being that we need to plan and prepare our businesses for the upcoming closure of the Furlough Scheme at the end of September.
For this reason, we wanted to share a case study to bring this to life, as we genuinely believe this will not be the last business who are in a similar situation. It’s a difficult time at the moment, as business is starting to get better, though we have a long way to go before we get back to how things were.
We understand that for you as a business owner this is a tough time. People you have invested time and effort supporting and training may not be able to re-join you. You may have even already lost some team members along the way. Or it may have been part of some strategic resource planning when the reality of the pandemic started to hit home. Anything that involves people, and their lives is tough, and you may have had to make tough decisions already.
Unfortunately, redundancy is an unpleasant but occasionally necessary part of doing business. Often in these situations, most of the “sympathy” quite rightly lies with the impacted employees. There is no doubt that losing one’s job and the consequences arising from that can be grim. It is also very rare for those having to make those difficult decisions to relish doing so. Business owners are known to become distressed, anxious, and drained by the whole business.
As such, we have no doubt that businesses faced with cutting jobs or closing operations because of the pandemic are agonising over those decisions. Not helped by the fact that companies are increasingly being scrutinised on decisions taken and the impact of them, particularly in relation to their people. However, remember, the way in which businesses have treated their staff during this time may be remembered for years to come and regurgitated by the press on each new story about them.
Likewise, redundancy processes can also have a long-lasting impact on the morale and engagement of those left behind. Those remaining team members are more likely to keep working well for you if they have been kept informed of the process. They understand the reasons and feel as though their departing colleagues have been treated with dignity. Say something nice about them, acknowledge their past service, express your regrets publicly and the moral debt you owe them for what you have done is in some part repaid in both their eyes and those of the survivors. As the ACAS, CBI and TUC statement says “Losing your job has a human as a well as a business cost. The way you let people go says a lot about your organisation’s values. Think about how you will handle the conversation – whether its face-to-face or remote. And remember, you may want to rehire the same person in the future. “
We recently had a new client join the team that was in this exact position. Times have been difficult, and they had lost team members along the way. The challenge that they had was that now the business world is starting to open up and things are starting to get busy. A positive challenge to have though they were missing staff members who were no longer with them.
Our client explained that they very much valued their time working on strategic business development and not the transactional tasks associated with running their programmes. Our Founder Wendy very much understands this challenge. “Its all about understanding your value, this can be done very easily by calculating your hourly rate” “If your hourly rate is more than £35 per hour, then why are you filling your valuable time with these transactional tasks?” It’s a very common mistake that business owners make, and we see it happen fairly regularly.
You need to think strategically about your time and where you are spending it in your business. Are you adding value and increasing your turnover? No well ask yourself why are you going these tasks? Such a powerful message that always triggers that lightbulb moment for owners not valuing their time.
The client explained that Wendy Johnstone Ltd offers him two benefits. Firstly, the flexibility, as he isn’t contractually obliged to guarantee an agreed amount of hours for a fixed fee. If he were busy, great he could dial up the hours as his buiness needed, though if he was less busy, there was no financial commitment. Secondly, he was freeing up his time to do more strategic tasks like business development. Managing new potential clients is far more valuable to the business than sending transactional emails.
“It’s a no brainer really, we need resource to do our transactional work and we don’t feel confident to go down the employee route again. Not yet anyway. We feel WJ Ltd offers the best solution for us, a professional partner who we can outsource to and get the work done for a commercially viable cost. It’s a win win for us”
“We were recommended to WJ Ltd by one of their existing clients, we couldn’t believe that there was such a perfect option available to us” “Personal recommendations are so important, we need to be able to trust the business we decide to partner and we haven’t been let down”
If you have a similar dilemma to our client, then click here for a free consultation.
We have always advocated the benefits of flexible helping hands and increasing capacity. We believe that whilst the business landscape is still uncertain for many of us, that outsourcing will be a great option.
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