Human resources management tips

If you’re planning to set up a UK company or open a UK office to expand your overseas operations, getting the best from your workforce will be crucial to your success.

In fact, there are usually just two reasons why your employees aren’t performing consistently at their best:

1. They can’t
2. They simply don’t want to

Your staff either lack that essential something that prevents them from performing with excellence, or they never achieve what they are capable of because they simply have no desire to do so.

It’s important that managers think about these causes as separate issues, requiring different approaches and strategies to remedy them.

Employees who don’t perform because they can’t

Sometimes, irrespective of how much you ask, demand, instruct or cajole your staff for a certain level of performance, you just don’t get it, because they simply are not able to give it to you. Some employees are masters of the ‘can’t’ syndrome as an excuse for laziness and lack of motivation.

Tackle this by asking them one question: “What makes it difficult for you to do your job in the way I’m asking you to, with excellence, consistently?”

There are four legitimate barriers that could be the problem: physical barriers, time barriers, wherewithal barriers, and know-how barriers.

It’s a simple task to identify these barriers. If your staff are given an opportunity to communicate their issues without fear of recrimination, it will be easy enough to compile a list of problems.

The easiest way to eliminate all these barriers to performance is to listen to your workers. Most people will offer a solution to their problems given the chance; you might often hear them say, “If I was in charge of this department, I’d …” Ask your staff for their ideas and give them the power to implement the solutions. If the solution doesn’t work, give them another chance and praise them publicly when success is achieved.

Employees who just don’t want to

Having removed all the barriers to excellence, you have effectively left nothing for the lazy to hide behind. Once the “can’ts” have been removed, what’s left are those who excel, and those who clearly need replacing.

It’s never easy to replace staff but it can be a necessary evil. Staff members who perform to a high level will not tolerate lazy co-workers who they have to carry and may eventually become resentful or even leave for fear of not being appreciated. Therefore, getting rid of slackers is a necessary part of managing excellence; in doing so you raise the bar for everyone and reward those who have been carrying the dead-wood.

The first step…

Set your employees up for success by removing barriers and listening to their challenges and you will find the mystery of HR management simply disappears. For more expert HR advice, contact Goodwille.

HR tips: how to manage your remote employees

With over four million UK workers now regularly working for home, it seems businesses are slowly coming round to the benefits of allowing their employees to work remotely. But, with distractions aplenty, no pressure to be productive and a lack of supervision, how do you ensure flexibility works out for both the staff and the business?

Here are four top tips for managing your remote workers:

1. Set overarching goals
When employees are present in the office, it’s easy to keep an eye on their workflow and what they’re achieving, whether that’s through regular meetings or informal conversations. Forbes recently reported that 93% of employees are at their most productive when they work from home, but how do you translate this into trackable achievements?

It’s important to set goals to ensure things are getting done, whether on a daily, weekly or monthly basis, but try not to micromanage. After all, if you can’t trust the person to do their job, what are you letting them work from home for?

2. Make use of technology
There are a plethora of online tools and software applications out there to track where people are up to with tasks and to communicate what needs to be done, so use them!

Whether it’s a ticketing system to allow you to know when a job has been completed, a fully-integrated project management system or simply Skype, communication regarding work doesn’t have to stop just because staff aren’t in the office.

3. Be flexible
In an office, 9 to 5 is the norm and is often unavoidable, but such strict scheduling isn’t always necessary when someone is working from their home office.

If employees are required to be online at these times, make it clear to them, but also outline that hours are flexible if other things need to be prioritised. Your employees will appreciate your acknowledgement that a work/life balance needs to be maintained.

4. Be open
Remote working can be isolating. As well as encouraging staff to make use of co-working spaces and the like, ensure you let them know that you’re approachable and there to listen to any questions or concerns they may have. If possible, set up regular face-to-face meetings or ‘office days’ so workers can meet up and talk things through.

At Goodwille, we can act as HR advisers to keep you up to date with current UK best practice. If you need help and advice on how to manage your remote employees, get in touch with us today.

Goodwille Strengthens Its Management

The untimely loss of its founder inevitably presents any company with a challenging period of reflection regarding matters strategic and managerial. Goodwille Ltd has been no exception, but when we wrote to our clients and other friends of the company in July 2016 to impart our sad news, we made it clear that there would be no immediate change in the strategic direction of the company.

With regard to the future management of the business, it was always Annika’s wish that her family continue her work by further developing Goodwille Ltd.

We are therefore pleased to announce that Alexander Goodwille, Annika’s eldest son, who has been providing IT consultancy services to the company for the last two years, will become CEO as of 1st March 2017.

Svend Littauer, who has played a major role in the company over many years, most recently as Annika’s COO, has decided to seek new challenges elsewhere. He has agreed to delay his departure to ensure a smooth transition, while he hands over his day-to-day management responsibilities. Kevin Rutter, who for the last year and a half has been head of Financial Administration, will join the management team as CFO, supporting Alexander in the general management of the company.

Alexander Goodwille, CEO, comments:
“Goodwille has been built on the foundation stone of delivering outstanding service to its clients. I very much look forward to expanding and developing the business, together with Kevin and the rest of the dedicated team at Goodwille. I am very grateful that Svend will be assisting us to ensure a smooth handover of his responsibilities. The company and the family extend their sincere thanks to Svend for his dedicated service to the company over many years.”

Svante Adde, Non-Executive Chairman, comments:
“Annika would have been delighted to see that the family is continuing to build the firm that she had created. Alexander is bringing to Goodwille the complementary skills in IT and support services gained during his 10 years of working in Investment Banking IT.”

Kevin Rutter, CFO, comments:
“This is a great opportunity for me to assist Alexander in consolidating, and building on, the great work done by Annika, Svend and others, in bringing the business to where it is today.”

Svend Littauer, COO, comments:
“I have greatly enjoyed working at Goodwille and helping to build the business over the last 9 years. With a new generation taking over, I am confident that Goodwille has a very bright future.”

The entire team at Goodwille is confident that the company is well positioned to sustain its growth over the foreseeable future. We will continue to build on the great work that Annika did in creating and building this business, while embracing new opportunities for even greater success in the future.