,

Support Workers in CM22 Essex – CLOSED

Support Workers : Part-time and Bank in Essex

Pay:

£12.00 per hour weekdays and £14.00 per hour weekends

If you have experience of working with children with special needs, or can demonstrate a genuine interest in this area, with the right aptitude and willingness to learn, we would like to hear from you. We can offer a rewarding job with a bright and enthusiastic 8-year old boy who has cerebral palsy and non-verbal communication needs.  Our client lives at home in spacious accommodation in CM22, Essex with his mother, needing support in all activities of daily living including personal hygiene, feeding and dressing. He also needs support when enjoying out of school outdoor activities such as ice skating.

You will need to be:

  • Confident and respectful about working in the client’s own home
  • Keen to learn new things e.g. personal care routines (training will be given)
  • Proactive with an encouraging approach and able to positively engage with the client
  • Able to work under your own initiative in a family setting
  • Able to undertake all aspects of the handling management plan using specialist equipment
  • A basic knowledge and understanding of computers, and the ability to operate electronic devices is desirable
  • Car driver desirable

We can offer:

  • A rewarding and enjoyable role
  • Training and development, including use of Eye Gaze technology
  • Good rates of pay
  • Flexible working – hours are available to cover Thursday to Sunday during school term time. Hours required on other days and some support is required also during school holidays.
  • Weekday hours include 7 – 9 a.m, 4 – 8 p.m. and sleeping nights 10 p.m. to 7 a.m.  Weekends and holidays 7 a.m. to 8 pm and sleeping nights.

 

For a full job description and and application pack click here to complete our contact form quoting reference JBMAR2017.

Satisfactory references, an enhanced DBS disclosure and proof of eligibility to work in the UK are essential. A conviction will not necessarily prevent you from being employed.

Closing date for applications 9 April 2017

Based in Aylesbury, Buckinghamshire, Embrace HR supports independent case managers, and business owners who do not have their own HR department or those that do but need help from time to time. We also work across the Home Counties of Oxfordshire, Bedfordshire and Hertfordshire, and also SMEs based in London.

Embrace HR is not an employment agency. We recruit directly for our clients.

 

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Female Carer in Luton – CLOSED

About the role

The job will involve working with a 16-year-old girl who has learning difficulties.  She is a very happy girl and does not present with challenging behavior. She lives at home in a loving, stable family environment. She has severe physical, cognitive and communication difficulties.

The family home has been fully adapted to her needs and provides spacious  accommodation with new equipment. The post will involve working within the family environment, at the child’s home, as well as with activities away from the home, providing assistance in all activities of daily living, personal hygiene, feeding and dressing. Training and support will be provided.

The existing support team would welcome you and all work well together. All care tasks are completed with two carers so support and assistance is constantly available.

Are you?

  • Confident about working in client’s own home and sensitive to the needs and wishes of the parents.
  • Happy to learn new things, personal care routine etc (training will be given)
  • Patient and tolerant.
  • Proactive with an encouraging approach.
  • Responsible and able to work under own initiative.
  • Cheerful, caring with a positive attitude.
  • Reliable, trustworthy and a good communicator.
  • Flexible – to cover other care staff shifts to ensure the smooth running of the care team.
  • Physically fit and well for moving and handling purposes.

Experience:

Experience in caring for children/young people with disabilities is an advantage; however enthusiasm, patience and willingness to learn are key aspects of the role.

Hours:

We have available shifts as follows:

Waking night shift hours:

Thursday nights 22.00 – 09.00 additional overtime is available.

School Holidays:

Monday Tuesday Wednesday Thursday Friday Saturday and Sunday 09.00 – 15.30 and 15.30 to 22.00

Remuneration:                                             

You will be paid between £11 and £14 per hour depending on shift worked and experience and National Minimum Wage NMW + £1 for a sleeping night, as well as receiving ongoing training and support.

 

Satisfactory references, an enhanced DBS disclosure and proof of eligibility to work in the UK are essential. A car driver is desirable.

Closing date for applications: 14 March 2017

* The employer claims exemption under the Equality Act 2010

COMPLETE OUR CONTACT FORM  for a full job description and application pack – click here  quoting reference EMB-SA-NO-022017.

Based in Aylesbury, Buckinghamshire, Embrace HR supports business owners who do not have their own HR department or those that do but need help from time to time. We also work across the Home Counties of Oxfordshire, Bedfordshire and Hertfordshire, and also SMEs based in London.

Embrace HR Limited is not a recruitment agency. We recruit directly for our clients.

No agencies please.

Statutory Sick Pay
,

Getting Back to Work

Employees who have been off work with a long-term illness could still be paid Statutory Sick Pay when they return to employment, if proposals from a recent government Green Paper go ahead.

The Work, Health and Disability Green Paper revealed that sickness absence costs employers £9 billion a year, while the additional cost to the NHS of treating long-term health conditions that keep people out of work is estimated at around £7 billion per year.

Work, Health and Disability Green Paper

The Paper proposes a number of measures to help those with long-term health conditions get back to work.

Included in the Green Paper are recommendations for a review of Statutory Sick Pay and GP Fit Notes in order to help people get back into their jobs more quickly, and to stay there for longer. The aim is that these changes will help to encourage more supportive conversations between staff and employers and enable phased returns to work which, in the long term, should improved retention, employee engagement and productivity.

The proposals look at encouraging GPs to talk to people about what work they might be capable of doing, and for attitudes to change among employers, with the intention of encouraging more contact between employers and their sick employees.

This could see HR departments conduct a vital role in liaising with employees who are off work with long-term health problems, with a view to helping them to get back to work – perhaps on a part-time or remote basis.

In some cases where the return to work is phased, employees will still be able to claim sick pay once they are back at work.

At the moment, staff who may be entitled, can claim £88.45 a week in statutory sick pay if they are too sick to work for up to 28 weeks (see the gov.uk website). But that does mean that should they return to work part time – because it is all they can manage – they lose that sick pay, even though they are not earning a full-time wage.

This change could encourage people to go back to work earlier – doing what they can manage – even if that is a part-time role.

Health and Wellbeing

The move comes as part of a realisation that getting back to work can actually help people’s health and wellbeing. Health Secretary Jeremy Hunt said: “With all the evidence showing that work is a major driver of health, this is a big opportunity – to make sure that people get the support they need, improve their health, and benefit the NHS all at the same time. I hope that health professionals will contribute their expertise so that we can ensure the best possible outcomes.” 

Duncan Selbie, Chief Executive of Public Health England, commented: “Our health, wellbeing and happiness are inextricably linked to work. People in work generally have better health. So it makes perfect sense for the government to do all it can to support employers to close the gap around employment, disability and illness and to enable people to work when they can.”  

If you would like to discuss how the new Green Paper may affect your organisation and employees or to have a chat about your general HR requirements, please contact Cecily Lalloo at Embrace HR.

T: 07767 308717 or send a message.

Based in Aylesbury, Buckinghamshire, Embrace HR supports business owners who do not have their own HR department or those that do but need help from time to time. We also work across the Home Counties of Oxfordshire, Bedfordshire and Hertfordshire, and also SMEs based in London.

 

Lovebirds in the Workplace

I could not let Valentine’s Day pass without a mention.

We spend so much time at work with our colleagues, often sharing the same interests, goals, aspirations, and let’s not forget the space we share at work. So, it is not unnatural to find ‘chemistry happening’ … and people falling in love with their work colleagues. When the heart rules, the head has no chance!

Many of us also know that anything to do with love is not all butterflies and roses. And there are definitely pitfalls when the love of your life is your work colleague, and when those feelings start to deepen or, alas, to fade.

Try not to play Cupid!

I believe that we, as HR professionals, have a part to play in Love in the Workplace. No, I don’t mean as Cupid … look what happened in the case of Craddock v Fontoura t/a Countyclean … The boss tried to bring two people together and the employment tribunal found that his attempts to “play Cupid” with his staff constituted sexual harassment, despite his apparently benign motive – see No. 10 in the Personnel Today article mentioned below.

This article in Personnel Today highlights 10 potential problems with workplace romances. The issues are all too true and should be considered by every organisation, no matter its size.

The article mentions that many large corporates have in place policies to govern … L-O-V-E. I’m pleased to say that I have had direct experience in Small to Medium Sized Enterprises (SME’s) where it is even more important to have some guidelines about this sensitive matter.

To have or not to have a Romance Policy

Many years ago, the management in a company I worked with were very aware of the impact that workplace romances could have and we had a debate about whether to have a romance policy, or not to have a policy.

Whether a policy, or guidelines are decided, the main thing, as with everything to do when working with people, is communication. Early communication by a manager with the romantics concerned – usually separately – is a big YES. It is important to ask if there is anything in it, if it looks like rumours abound or if you can see or feel that there may be ‘something going on’. If it is confirmed, then the ‘talk’ would be about ensuring that their love-life does not interfere with work. To discuss the importance of maintaining a professional presence and ensuring that if there are problems between each other that it is sorted away from the workplace. It is also a good idea to tell the two concerned that if their relationship starts to sour and they find it is difficult to work together, they should let someone know – hopefully their manager. If the organisation’s guidelines or policies are open and freely communicated, your people will offer the information when they believe the time is ripe.

Managers have a very important role to play at work and need the skills to deal with sensitive matters such as this. I know that there is never a simple answer to most workplace issues and sorting things out often takes longer than you would expect. I take my hat off to the good managers who are around and are not afraid to deal with sticky workplace problems.

Often small business owners and managers do not have the time or prefer to keep out of dealing with sensitive issues and we, as HR professionals, work alongside them especially to take the hassle out of HR.

Chemistry at Work

I’m very pleased to say that I have seen Love blossom in the workplace. I have watched Love journey on to become a loving and caring relationship. I have witnessed Love ring out the wedding bells and I have beamed as Love produced tiny babies … all from the Chemistry at Work.

In the instances of which I am aware, those lovebird’s did not make their colleagues feel uncomfortable at all. Congratulations!

When things are not going right, of course, it always causes a problem. The Personnel Today article mentions that when this happens, very often the couple sort things out themselves, even if it means one or both of them decide to move on. It’s always a tough time for all – who are you aligned with? Do you invite one out, or the other? Someone gets hurt. Someone draws the short straw.

For managers, this will be a very sensitive time because it may well affect productivity as well as the morale in the workplace. How do you step in? Do you take any action? Again, sensitive and open communication is needed. Managers are not counsellors, unless they have been trained, and they should not assume this role.

I say that when love is in the air at work, it is another instance where managers should not bury their heads in the sand but share the happiness and ensure that the couple know what the Romance Policy at Work is about.

Having said that I wish all at work a very Happy Valentine’s Day!

May you find your ‘lobster’* in your happy workplace if you haven’t done so already.

*Thanks to Phoebe from Friends!

 

14 February 2017


If you would like to discuss how you can manage employee relationships, or have a chat about your general HR requirements, please contact Cecily Lalloo at Embrace HR.

T: 07767 308717 or send a message.

Based in Aylesbury, Buckinghamshire, Embrace HR supports business owners who do not have their own HR department or those that do but need help from time to time. We also work across the Home Counties of Oxfordshire, Bedfordshire and Hertfordshire, and also SMEs based in London.

 

Image courtesy of Stuart Miles at FreeDigitalPhotos.net

Appraisals and why Once a Year is Not Enough

January is a good time to look at things anew – and this month we take a look at sorting out the appraisal process, or you may refer to it as a review process.

Speak to many people – employees and managers – about the annual appraisal and you’ll be met with sighs, muttering and often downright mutiny.

Many people consider the whole appraisal process as a waste of valuable work time, an interruption of their working day, and a pointless box-ticking activity.

Yet the theory behind the appraisal process is a good one – it allows both parties to discuss performance, look at ways to improve productivity, employee engagement and company morale, and can encourage employee engagement – if it is done in the right way.

However, many of the big companies are now scrapping the annual review and turning instead to real-time feedback. Accenture, one of the biggest companies in the world, did just that in 2016 – a massive task considering the 394,000 people involved – as did accounting giant Deloittes.

These organisations have come to the conclusion that the money, time and effort involved did not achieve what it should – that is, better productivity from employees and in turn improved profits for the company.

Instead, these organisations have opted for a ‘little and often’ system, where ongoing feedback is provided after assignments. Small businesses can learn from this, as the big businesses have already done the research!

Is this something you could implement?

It is becoming apparent that having a meeting once a year is not the way. This allows far too much time for anger or resentment to simmer before the employee or manager has a chance to address an issue – be it performance or conduct.

If there are problems with performance, they should be raised when an issue comes to light, not further down the line. There should be ample opportunity for comments about staff’s performance, strengths and weaknesses and discussion of progress throughout the year.

Weekly check-ins are used by many firms now – this could be as simple as a five-minute chat in the corridor after a presentation. It is so important to make dedicated time to speak to your staff. Everyone is busy and oft times staff do not want to ‘worry’ a busy manager and hence ‘molehills become mountains’.

Any sort of appraisal should allow for the staff member to discuss their own ambitions, what training they need, how they feel about their job and if they have any concerns.

If you still plan to use appraisal forms, when they make their way back to HR they should be used as a tool – not filed away to tick a box! It can be used to get a feel for employee morale, the sort of training and changes staff would benefit from, and to identify ways to help employees progress within the company.

Technology and social media have even been introduced by some firms to assist in their feedback system. PwC for example, uses a mobile app called Snapshot. This allows its employees to ask managers or peers to assess them in five areas: business acumen, global acumen, technical capability, leadership skills and relationships. They will be told if they are meeting, exceeding or falling short of expectations.

In our always-on society, where changes take place frequently, information is available at the touch of a button, and where we are used to getting what we need in seconds, it makes sense that appraisals should also happen frequently, with regular updates.

If you would like to discuss how you can update your appraisal system, or have a chat about your general HR requirements, please contact Cecily Lalloo at Embrace HR.

T: 07767 308717 or send a message.

Based in Aylesbury, Buckinghamshire, Embrace HR supports business owners who do not have their own HR department or those that do but need help from time to time. We also work across the Home Counties of Oxfordshire, Bedfordshire and Hertfordshire, and also SMEs based in London.

 

 

 

 

 

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Support Worker in Henham, Essex – CLOSED

Would you like to work in Henham, Essex? 

Our client is taking on permanent staff as well as people to join the bank list.

If you have experience working with children with special needs, or can demonstrate a genuine interest in caring in this sector, you have the right aptitude and willingness to learn, we would like to hear from you. We can offer a rewarding job with a bright and enthusiastic 8 year old boy who has Cerebral Palsy and has non-verbal communication needs. He lives at home in spacious accommodation with his mum, and needs  support in all activities of daily living including personal hygiene, feeding and dressing. He enjoys out-of- school outdoor activities such as ice skating, and requires support with these activities.

You will need to be:

  • Confident about working in the client’s own home
  • Keen to learn new things e.g. personal care routines (training will be provided)
  • Proactive with an encouraging approach and able to positively engage with the client
  • Able to work on your own initiative
  • Able to undertake all aspects of the handling management plan using specialist equipment
  • Computer literate

We offer

A rewarding and enjoyable role
Training and development including the use of Eye Gaze technology

Pay

From £12.00 per hour weekdays

Working time

  • Term time and holidays
  • Sleeping nights
  • Weekends

 

For a full job description and and application pack click here to complete our contact form, quoting reference EMB-RR-JB-2017.
Satisfactory references, an enhanced DBS disclosure and proof of eligibility to work in the UK are essential. A car driver is desirable.

 

Based in Aylesbury, Buckinghamshire, Embrace HR supports business owners who do not have their own HR department or those that do but need help from time to time. We also work across the Home Counties of Oxfordshire, Bedfordshire and Hertfordshire, and also SMEs based in London.

The Future of Work – Part 2

As we mentioned in our previous blog in this series, the world of work is ever changing – and never more so than now.

Fundamental Changes

One of the most fundamental changes is the boom of the gig economy. This is where people work on a freelance basis, for different employers, and possibly in different roles.

A new report from McKinsey, entitled ‘Independent work: Choice, necessity, and the gig economy’ is proving to be quite groundbreaking – for two reasons.

Not only is it the first time that any real study has been made of freelancer workers in the 21st century, it has made a – to some – surprising discovery about those workers.

It has been assumed generally that people who work in the ‘gig economy’ do so because they are desperate and unable to find a ‘real’ job. But this report reveals that 74% of independent workers in the UK do so because they want to – and it’s not limited to young people by any means – only of a quarter of those in this category were under 25.

Not only that, but these people seem to be happier than traditional employees, with more job satisfaction. This gig economy stretches across many professions, from less well-paid ones to sectors such as construction, transport, doctors, therapists, accountants and writers.

And PwC’s My life connected report says that while technology is helping to drive the trend, the main catalyst is workers who are keen to take control over their own careers.

The gig economy is set to grow according to McKinsey’s report – which found 14 per cent of traditional workers expressed a desire to become an ‘independent worker’. Forecasts say that by 2020, the gig economy will be worth around £2 billion in the UK and $63 billion globally.

Are HR departments ready to tackle this change in direction? Not according to PwC’s The future of work, which discovered that fewer than one-third of organisations are basing their strategies for future recruitment on this change – even though nearly half of HR professionals expect that 20% of their staff will comprise temporary and contract workers by 2020.

Around half of organisations don’t offer training or appraisals for casual staff – and the figures are even higher for freelance and agency workers.

Embrace Change

HR departments will need to embrace the idea of the gig economy, and form networks with former employees who leave – in case they want to use their new skills in the future. The flexibility that freelance staff can provide can enable companies to be productive for longer hours – maybe making sales or opportunities available with companies in different time zones, to cover staff absence more effectively and to bring in specific skillsets as and when they are needed.

PwC, for example, has an online platform that connects independent professionals with its own teams. Freelancers can register at Talent Exchange and upload their CVs and then apply to work on various projects within PwC. It means the company can access the talent it needs at short notice – what is there not to like?

Talk to your department leaders, find out what resources they are short of. Discover what requirements they need and you could set up a similar system to make a more effective system in your own organisation.

Organisations will need to make changes in their culture and their leadership, as well as marketing and recruitment – and this is a great opportunity for HR to lead the way…

If you would like to discuss this further, please don’t hesitate to get in touch.

Embrace HR Limited, based in Aylesbury, Buckinghamshire, helps SMEs who do not have their own HR departments, or those who need HR support from time to time. Please get in touch if you have any questions or require more information on this article by email: cecily.lalloo@embracehr.co.uk or phone: 07767 308 717.

The Importance of Neuroscience in HR

People tend to get worried when terms such as neuroscience are bandied about. But don’t be alarmed – nobody is expecting HR professionals to start reading up on brain surgery. However, knowing how our brains work can be a valuable tool in your arsenal.

Neuroscience refers to the impact the brain has on behavior and cognitive functions and how it reacts in certain situations – for instance ‘fight or flight’. It can apply to how the brain develops, memory and learning, sleep, stress and the senses.

Understanding what can help the brain can be invaluable

Understanding what can help the brain, and what can hinder it, can be invaluable when you are trying to work with staff to improve their skills and productivity.

For instance, when you send someone on a training course, they don’t necessarily retain a large percentage of the knowledge that is imparted. But if that course is delivered with consideration about how the brain actually learns and retains information, you get much better results. In fact, some companies are introducing exercise into their training courses, as aerobic exercise (along with decent sleep) can contribute to a better learning environment.

Being able to work with the brain has to be advantageous

And being able to work with the brain and its functions, rather than fighting against it, has to be more advantageous for everyone’s mental health and wellbeing.

HR professionals can also practice what they preach. By understanding how the brain works and reacts, they can help their people when they are under stress or in difficult circumstances. Communicating with them in the right way can have a huge impact – and help them improve performance and productivity, as the brain cannot function properly if it is under too much stress.

And by helping the people within the organisation to recognise how the brain works, they can also help themselves. For instance, by understanding their personality and why it makes them behave the way they do; recognising the way other people’s minds work can help them to function together as a team; and of course recognising how they learn best and so choosing the right kind of courses or other ways of learning new skills.

Utilisation of this science can help

Neuroscience is not all new – and indeed you may be using some of these techniques without even thinking about it. But the utilisation of this science can help in so many ways:

  • Performance: Managers can be helped to work on giving ‘brain-friendly’ feedback, which will leave their staff open to their comments, rather than shutting down.
  • Learning: Your average workshop produces knowledge retention of around 10 per cent. If you can deliver it using ‘brain-friendly’ techniques, you can substantially increase that figure.
  • Productivity: Some tasks are by their very nature, mindless and repetitive. But productivity can be improved if the workers are aware that what they are working on will be of benefit to someone else.
  • Coping with change: neuroscience can be used to help to improve employees’ resilience and thus support them when they have to adapt to change.
  • Engagement: Improve employee engagement by focusing on people’s strengths

If you would like to discuss training, change management or your HR requirements, please contact Cecily Lalloo at Embrace HR.

The Future Of Work

In the first of this series, we look at how the way we work and the type of work on offer is changing the face of employment in the UK. In the following two blogs we will look more closely at the gig economy and at how HR professionals will need to adapt to keep up with the rapidly changing world of employment.

Changing face of employment

The world of work is changing at an amazing rate. Unless you had your finger on the pulse of technological developments, you were unlikely to have known 10 years ago that ‘social media expert’ would be a job title – or that it would be possible to take a qualification in Games Design at your local college!

And who could have forecast that the founder of Games Workshop would help to revamp the computing curriculum, and be planning to open two new free schools that will specialise in computer science, technology and the arts? In a few years, these new-look schools will be sending candidates through the doors for interviews – and they will have quite a different skill set from this generation.

Not only are the jobs changing but the way we are actually employed is altering too – the ‘gig economy’ sees many people taking up temporary positions as a matter of course and companies using independent or freelance staff for short-term contracts. It’s predicted that by 2030, millennials will be managing teams of people aged from 17 to 70 – all working in different ways. Many will work remotely and most will be on highly individualised contracts. An interesting proposition for the HR department!

Gig economy

Many people will start to question if their job will actually exist in another 15 years, as the gig economy is fast-growing – with a study by Intuit predicting that by 2020, 40% of American workers will be independent contractors. The World Economic Forum, meanwhile, notes that by that time more than 7m jobs – mostly in white-collar and admin roles – could be lost to ‘disruptive labour market changes’. It’s a sobering thought.

Both of these developments are going to change the face of HR, as more and more employees are likely to be on short-term contracts. Many will have to face the fact that their chosen career path is likely to disappear and will need to adapt and retrain to continue to have a function in their organisation.

It also means that when recruiting, companies will have to look for employees who are flexible and willing to adapt and evolve as the world of work changes around them.

It is going to be a challenging and yet exciting time in the HR arena. Are you up for the challenge?

Next month: we focus on learning and development in this ever-changing environment.

Embrace HR Limited, based in Aylesbury, Buckinghamshire, helps SMEs who do not have their own HR departments, or those who need HR support from time to time. Please get in touch if you have any questions or require more information on this article by email: cecily.lalloo@embracehr.co.uk or phone: 07767 308 717.