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Follea Wigs

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Follea Wigs has been offering their customers high-quality, yet original hair replacement solutions for more than 60 years. The wig shop offers a variety of styles and options that are tailored to the client's needs, such as custom or ready-made wigs. Quality Follea's wigs, made of premium-grade human hair are available in many styles and lengths. These caps come in different sizes to fit every head comfortably. They also breathe, which allows the user to style it just like natural hair. These wigs, which are hand-tied with premium world select human hair and have the cuticle in tact for a natural scalp look, also come with a front lace for convenience. Human hair wigs are generally more durable than synthetic fiber wigs and can be styled with heat. Craftsmanship Follea hairpieces are handcrafted masterpieces. Daniel Alain Hafid worked for decades to perfect their craft into something that is uncannily realistic and captivates anyone who touches them. The craftsmanship is unsurpassed. This is evident by the finish which appears to be natural, yet undetectable. It's also touchable. FOLLEA wigs have a cap constructed from soft Swiss imported lace and European Hair that is hand tied with French Top hidden Knot work. This gives the appearance and feel of healthy hairlines, and skin tones. This cap design provides more comfort than other wig bases and can easily adjust for different scalp sizes and skin tones. Follea is handcrafted from European hair that's been processed to keep its cuticle intact. After this, the hair is dyed with radiant base colors and then bleached. Design Follea's wigs are specifically designed to conform to both the contours and shape of your face. With premium European Hair and innovative cap design technology, these wigs give the impression of healthy, natural-looking skin. Follea provides high-quality European-processed hair wigs with double-lined backings for durability, and an extended lacefront running from temple-to-temple for optimal quality. Their products have a double-lining that is light for maximum comfort. A partial cuticle is left intact for superiority. The Style wigs offer the perfect blend of volume and comfort. They come in five different cap sizes, and a variety of length options. This allows women to express themselves through their own unique personality. Chic is a stylish and refined style which can be styled just like your own hair. This wig was constructed with premium European hair, which has its cuticle intact. It moves and flows effortlessly. Price Follea wigs have some of the highest quality human hair on the market. Their natural movement mimics that of your own locks and they come in an array of colors. Quality wigs don't come cheap. Full lace 20-inch wigs with cuticle intact cost over $900. The price variations of frontal and closures will be determined by several factors including the hair quality, production costs, and taxes and fees. There are still affordable options that utilize premium materials. Although you may be hesitant to buy a Follea Wig, you will soon appreciate the effects of it when you see how confident and attractive you appear in public. Wilshire Wigs provides an extensive selection of Follea wigs at reasonable prices - perfect for the budget-minded consumer!
New legislation is currently passing through parliament which will significantly enhance the protection expectant mothers and new parents have against redundancy. Current Protection A woman who is on maternity leave is currently protected againstredundancy if there is a ѳuitable alternative vacancyҠwithin the business. Similar protection also applies to those on adoption leave and shared parental leave.ࠔhis protection ends when the new parent returns to work. In practice, this means that an employee on maternity, adoption orshared parental leave will automatically be allocated a suitable role (if one exists) over other employees. This right is triggered at the point theemployee is put at risk of redundancy. This protection is an absolute right, which means that the employee on leave has the right to be offered a suitablevacancy even if they are not the best candidate for the job. They should not be required to engage in any form of the selection process. For an employee who is pregnant, whilst they are protected againstpregnancy discrimination, there is no specific enhanced protection against redundancy. The current provisions leave expectant mothers and those returning from maternity, adoption, or shared parental leave vulnerable to dismissal due toredundancy. Proposed Enhanced Protection The new legislation, which is currently going through theHouse of Lords, will extend the existing protection from the point that an employee informs their employer that they are pregnant to up to 18 months from the birth of the child. This means that an employee who takes maternity, adoption, or shared parental leave for 1 year will still receive 6 months of enhanced protection on their return. The protection will work in the same way as before, ensuring that an expectant mother or employee returning from maternity, adoption or shared parental leave will be entitled to be offered a ѳuitable alternative vacancyҠat the point that they are put at risk of redundancy. Does this mean that a pregnant employee or employee on or returning from maternity, adoption or shared parental leave cannot be made redundant? The existing and proposed legislation does not mean that anemployee who benefits from the enhanced protection cannot be made redundant. In circumstances where there are no suitable alternative vacancies, provided that the redundancy is genuine and a fair process is followed, an employee with this protection can still bemade redundant. Whilst we do not have a date yet for when the new legislation will come into force, we always advise employers to plan any redundancies carefully, not only to highlight any risks but to ensure that the process is fairly carried out to offer maximum protection against anunfair dismissal claim. Our expert advisors can offer the following services when it comes toredundancy planning and execution: Redundancy or reorganisation planningadvice and support Template letters and guidance at meetings On site support for redundancy consultations To speak with one of our legal advisors please contact us today on 0333 888 1360 or emailhello@bhayanilaw.co.uk We are in Your Corner For advice or for a free assessment contact us today Enquiry Form Please get in touch with us by either filling in the form below or phoning our office. First Name* Surname* Email* Telephone Number* How did you find us?* Recommended by a friend Google Search Returning Client Facebook Twitter LinkedIn Instagram Other If Other, please let us have details.* Your enquiry or comments* Phone This field is for validation purposes and should be left unchanged. The postExtension of redundancy protection for pregnant employees and new parents appeared first onBhayani Law.
It has been announced recently that WH Smith has been the victim of a cyber attack. The high street retailer said it has seen hackers access company data including current and former employee information. This is likely to include information such as ID documents (passport or other right to work documents), NI numbers, bank details and other personal information which poses a risk of identity theft or fraud for these individuals. Greencore, a leading UK manufacturer of convenience foods, has experienced a similar data breach recently, affecting current and former employees, with some formeremployees going on to experience identity theft following the breach and seeking legal redress from their former employer as a result. It is critical that employers firstly reduce the risk of such cyber attacks through adequate IT support and secondly, that they only retain appropriate data and that data is kept for an appropriate length of time.ࠁs an example you should retain right to work and immigration documents for two years post-employment whereas you only need to retainrecruitment records for applicants for 6 months after the process has concluded. Further to that you should have all of the appropriate policies that cover data in place within your organisation such as a data protection policy,privacy notice, candidate privacy notice, CCTV policy, and the list goes on! We can provide you with a document retention guide and any policies that you mightrequire within your business to ensure you are retaining information for the correct period of time.ࠐlease donҴ hesitate to contact us on 0333 888 1360 orhello@bhayanilaw.co.uk and speak to one of our advisors. We are in Your Corner For advice or for a free assessment contact us today Enquiry Form Please get in touch with us by either filling in the form below or phoning our office. First Name* Surname* Email* Telephone Number* How did you find us?* Recommended by a friend Google Search Returning Client Facebook Twitter LinkedIn Instagram Other If Other, please let us have details.* Your enquiry or comments* Email This field is for validation purposes and should be left unchanged. The postCyber security ֠why is it so relevant for HR appeared first onBhayani Law.
Making a claim in the Employment Tribunal Read our step-by-step guides to help you understand and manage the employment tribunal process. Step 1 - What does Acas do for employees? Step 2 - How do I start a claim in the Employment Tribunal? Step 3 ֠Funding your Employment Tribunal Claim Step 4 ֠YouҶe submitted your tribunal claim, what happens now? Step 5 ֠How much does it cost to defend an Employment Tribunal Claim Step 6 ֠Preliminary Hearings Step 7 ֠Case management orders Step 8 ֠How much is my claim worth? Step 10 ֠What happens if my employer doesnҴ pay Reaching the final hearing can be scary and daunting. You will have waited months or maybe even years to get to this point. The bundle should be ready, witness statements exchanged and all key parties should be ready to attend. You will have received a listing notice from theEmployment Tribunal that states whether your final hearing is to take place remotely online or in person at an Employment Tribunal. The notice should also set out the length of time in days that the hearing is expected to last. In straightforward cases, thecase may be heard by an employment judge sitting alone, however, in more complex cases there will be a tribunal panel of three people, including a legally qualified employment judge and two lay members. Remote Hearings If your hearing is remote, this means that it will take place online via a video link. You will need the following: A laptop/computer which has a camera, speaker and microphone. A strong internet connection that will last the anticipated length of the hearing. An unmarked hard copy of the bundle and unmarked copies of all the witness statements. The hearing will be held using the Tribunal Serviceҳ secure cloud video platform (CVP) which is similar to Zoom, Skype or Teams. Login details will be provided by the tribunal, and you should aim to log in around 30 minutes before the start time to ensure you have no technical issues. You should find a quiet private space with no distractions and ideally no one else in the room. You will be able to see the Judge and the other party. The hearing will proceed as it would in person and the Judge will inform you of what is expected of you. For example, you may not be allowed to turn off your camera but will be asked to mute your microphone when not speaking. In person Hearings If you are attending the hearing in person, we would recommend that you plan your route to theemployment tribunal beforehand to ensure that you have plenty of time on the morning of your hearing. You must arrive before the set start time of the hearing to sign in.Employment Tribunals are formal court buildings and you may have to pass through security on arrival. You will then be directed to a waiting room, separate to where the opposing party will be seated. The clerk will collect you from the waiting room and you will be escorted into the hearing room and shown where to sit. There is also an area at the back of the tribunal room for witnesses, members of the public and the press. Hearings are open to the public so people may come to watch the proceedings. The tribunal is less formal than a court and there will be no one wearing wigs or gowns and no jury will be present. The employment judge should be addressed as ъudgeҮ Giving Evidence If you are giving evidence you will be called to the witness stand when it is your turn to give evidence, or if it is remote, you will be introduced by your solicitor or barrister or informed of your turn to speak by the judge. You will then be sworn in, or if you are not religious, asked to affirm. This is a personal choice. You should have an unmarked copy of the bundle of documents and an unmarked copy of your witness statement in front of you so that you can refer to them. You must not have any other notes or materials in front of you. You should have pre-prepared a witness statement in advance of the hearing and this will form the basis of your evidence. You and your representative may refer to this document throughout and you may be asked additional questions on this statement. Your witness statement together with your answers to these questions form your ѥvidence in chiefҮ You will then be asked questions by the opposition; this is known as ѣross-examinationҮ The simpleadvice when giving evidence is to give a truthful answer rather than try and provide the Ѳight answerҠor the answer that you think the Judge wants to hear. You can ask the person asking you the questions to rephrase an unclear question or to look at a document to refresh your memory before answering a question. Should you need any adjustments to the process this must be communicated to the tribunal before the hearing begins. Judgment Once the hearing has finished, theemployment judge or tribunal panel will adjourn to consider its decision. The judge may give the judgment orally on the day of the hearing or, the decision may be reserved and a written judgment sent out to the parties at a later date. A remedy may be discussed and provided on the day, or a further date may be set for a Ѳemedy hearingҠto be held where parties will discuss what remedy would be appropriate in the circumstances. Do you need legal representation at a final hearing? Whilst it is possible to represent yourself at a final hearing, we recommend having a solicitor (or in some cases, a barrister) to represent your interests at the hearing. This is because the judge will be dealing with complexlegal issues and procedural matters which need to be fully understood. Facing the hearing on your own can be a daunting prospect and thatҳ why weҲe in your corner,every step of the way. To speak with one of our legal advisors please contact us today on 0333 888 1360. We are in Your Corner For advice or for a free assessment contact us today Enquiry Form Please get in touch with us by either filling in the form below or phoning our office. First Name* Surname* Email* Telephone Number* How did you find us?* Recommended by a friend Google Search Returning Client Facebook Twitter LinkedIn Instagram Other If Other, please let us have details.* Your enquiry or comments* Email This field is for validation purposes and should be left unchanged. The postStep 9 ֠What happens at a final hearing? appeared first onBhayani Law.
TheEmployment Appeal Tribunal has recently made a decision that is a useful reminder about the importance of the wording within without prejudice correspondence and settlement proposals. Within Meaker v Cyxtera Technology UK Ltd the employer sent a letter to their employee headed ӷithout prejudiceԠwhich stated amongst other things that their final date of employment would be 7 February 2020 and that they will be provided with a payment in lieu of notice. In addition to this they were providing an ex-gratia payment as compensation. Nosettlement agreement was signed and a payment in lieu of notice was made on 14 February 2020. The employee brought a claim forunfair dismissal stating that he had been dismissed on 14 February 2020. The tribunal held that his employment terminated on 7 February 2020 and the EAT later agreed with this position finding that: The terms of the letter had been considered by the tribunal to be clear and unambiguous communication of termination on 7 February 2020. Notwithstanding that the letter was headed ӷithout prejudiceԬ the first part of the letter was deemed to be anopen communication confirming the termination of employment on 7 February 2020. The termination of employment was not conditional on signing a settlement agreement and therefore was an effective termination even without reaching an agreement. On this occasion it was advantageous to theemployer to argue that it was a termination letter as it made the claim out of time, however, should it have been brought in time it is unlikely that they would wish to argue this position. This is because it is unlikely that the letter was originally intended as a dismissal letter, but rather an option for theemployee to choose alongside signing the agreement. This may have resulted in an unfair dismissal claim for a clear lack of process considering no agreement was made. What does this mean for me? It is a clear reminder that any proposal for settlement or without prejudice correspondence is not as ӳafeԠas it can sometimes be considered to be. It is always recommended that any such correspondence is reviewed or drafted by a professional to ensure there are no unintentional or unexpected outcomes. If you are considering making proposals of settlement but are unsure on the best wording to use or how to enter into these conversations then please contact us athello@bhayanilaw.co.uk or call 0333 888 1360 to speak to one of our professional advisors. We are in Your Corner For advice or for a free assessment contact us today Enquiry Form Please get in touch with us by either filling in the form below or phoning our office. First Name* Surname* Email* Telephone Number* How did you find us?* Recommended by a friend Google Search Returning Client Facebook Twitter LinkedIn Instagram Other If Other, please let us have details.* Your enquiry or comments* Name This field is for validation purposes and should be left unchanged. The postCan ӷithout prejudiceԠcorrespondence amount to a dismissal? appeared first onBhayani Law.
It has been announced recently that WH Smith has been the victim of a cyber attack. The high street retailer said it has seen hackers access company data including current and former employee information. This is likely to include information such as ID documents (passport or other right to work documents), NI numbers, bank details and other personal information which poses a risk of identity theft or fraud for these individuals. Greencore, a leading UK manufacturer of convenience foods, has experienced a similar data breach recently, affecting current and former employees, with some formeremployees going on to experience identity theft following the breach and seeking legal redress from their former employer as a result. It is critical that employers firstly reduce the risk of such cyber attacks through adequate IT support and secondly, that they only retain appropriate data and that data is kept for an appropriate length of time.ࠁs an example you should retain right to work and immigration documents for two years post-employment whereas you only need to retainrecruitment records for applicants for 6 months after the process has concluded. Further to that you should have all of the appropriate policies that cover data in place within your organisation such as a data protection policy,privacy notice, candidate privacy notice, CCTV policy, and the list goes on! We can provide you with a document retention guide and any policies that you mightrequire within your business to ensure you are retaining information for the correct period of time.ࠐlease donҴ hesitate to contact us on 0333 888 1360 orhello@bhayanilaw.co.uk and speak to one of our advisors. We are in Your Corner For advice or for a free assessment contact us today Enquiry Form Please get in touch with us by either filling in the form below or phoning our office. First Name* Surname* Email* Telephone Number* How did you find us?* Recommended by a friend Google Search Returning Client Facebook Twitter LinkedIn Instagram Other If Other, please let us have details.* Your enquiry or comments* Email This field is for validation purposes and should be left unchanged. The postCyber security ֠why is it so relevant for HR appeared first onBhayani Law.

HR Risk Assessments

 Software news updates https://bhayanilaw.co.uk/hr-risk-assessments/
HR departments today do so much more than recruitment, training, and performance reviews. Now, we see the management of risk posed by technology, social media, wellbeing etc the responsibility of HR teams. And, with more pressure on businesses than ever before and sustainability a key element for business success and growth, having the right HR practices in place to manage these risks is vital ֠putting a lot of emphasis on HR Management.༯span> Now is the time to update your HR risk management function, and the good news isBhayani Law is on hand to help. Supporting HR managers, teams, and departments, we provide advice and guidance,working as an extension of your team to better prepare you and your business to manage internal risks effectively and efficiently.༯span> Risk Management in HR༯span> HR managers now need robust risk management strategies to help prevent, monitor, and manage areas of risk. This means you must identify and assess risks, prioritise these (itҳ impossible to tackle everything simultaneously), develop and implement a response strategy, andmonitor ongoing risks.༯span> Risk management techniques you can implement include: Avoidance Acceptance Modification Transferring All of which come with pros and cons, which should be weighted against each identified risk individually. Benefits of HR Risk Assessments Supports a proactive approach to HR issues Ensuresfull compliance at all times Improves workforce productivity Improves business reputation You can proactively manage and identify risks, keeping everything running smoothly. Identifying and mitigating risks can positively affect your revenue, reputation, and profit margins. HR Risk Management The most common risks which may require HR support include: Technology. For all advances in digital technology have helped businesses tremendously, digital can also pose a significant business risk. As such, HR leaders now require a digitalwork plan to support areas such as working from home and remote working, for example. Digital allows businesses to adapt to various situations quickly and effectively. However, you still need systems and procedures in place and processes for employees to follow to avoidsecurity breaches, lost/stolen data, etc. Health and Safety in the Workplace. From lifting and carrying to providing the right and appropriate signage around a building, it is the responsibility of the HR team to mitigate the risk of accidents occurring in the workplace.༯span> Identifying all hazards and assessing these as high, medium, and low risk with appropriate solutions you can implement. Leadership. In some cases, people donҴ leave a company because of the job; they leave because of their boss/management. This is a very complex risk area, and HR managers must take responsibility for this area to maintain consistent levels of employee productivity. To help mitigate or reduce this risk, HR supportservices could include training and educating teams, ensuring leaders have the necessary skills, making sure everyone is aware of the companyҳ vision and values, and you are building a culture of which you are proud. In addition, by increasing transparency, you can build trust. Compliance. A significant area of risk management in HR is ensuring thatbusinesses remain compliant with all employment and working conditions legislation and guidance. HR managers must understand all regulations, HR policies, and procedures, ensuring that regular audits take place, and you stay up to date with employment trends and changes, carrying out frequent reporting in order to avoid audits and heavy financial penalties.༯span> Pay/Benefits. Good pay and benefits packages are required for employee motivation and to boost productivity. However, to manage risk in this area, itҳ important to keep things simple. For example, building reward programmes linked to performance, ensuring contracts and paperwork are up-to-date, and you have the right policies in place to avoid discrimination at all costs.༯span> Employee Performance. Keeping employees satisfied and motivated is essential to keep productivity levels high. Evaluate youremployee performance regularly. Is this comparative to other businesses in the same sector? Do the benefits reflect company culture and take into account employeesҠperspectives? Training and development. Are you providing opportunities for employees to grow and progress? Are these routes to progression understood and clearly communicated? By carrying out an HR risk assessment in this area, you can clearly identify the right and most appropriate training and development programmes for your organisation, encouraging learning from the top down, holding managers accountable, and incorporating training and development into performance reviews.༯span> Recruitment and Dismissal. Do you have a fair recruitment policy? Is there consistency in your processes and practices between departments? By carrying out regular HR audits and creating safeguarding policies to protect employees, you can mitigate risks in this area, remaining compliant and transparent at all times.༯span> What can HR help with? Ultimately, it is an HR managerҳ responsibility to identify risks and implement appropriate solutions to mitigate them. A good, effective risk plan can help reduce costs and the chance of the risk occurring. However, we understand thathuman resource risk management is an extensive and varied task, taking up a considerable amount of time and resources from your HR teams.༯span> This is where we can help. Providing you with robust and effective HR support services, our team carry out HR risk assessments on your behalf, putting in place processes and procedures that help identify risks and offer appropriate solutions to prevent these from occurring.༯span> To find out more, call us at0333 888 1360 or email your requirements tohello@bhanilaw.co.uk ֠weҤ be happy to help. The postHR Risk Assessments appeared first onBhayani Law.
Making a claim in the Employment Tribunal Read our step-by-step guides to help you understand and manage the employment tribunal process. Step 1 - What does Acas do for employees? Step 2 - How do I start a claim in the Employment Tribunal? Step 3 ֠Funding your Employment Tribunal Claim Step 4 ֠YouҶe submitted your tribunal claim, what happens now? Step 5 ֠How much does it cost to defend an Employment Tribunal Claim Step 6 ֠Preliminary Hearings Step 7 ֠Case management orders Step 9 ֠What happens at a final hearing? Step 10 ֠What happens if my employer doesnҴ pay When case management orders are put in place by the tribunal, they will usually include a schedule of loss. This is what the claimant has to submit to set out the value of their claim. In this article, we will look at the different types of awards that are issued for different claims so you have an idea of the level of compensation you could receive if your claim is successful. Basic and Compensatory Awards A basic award is the first tier of the calculation. It is intended to compensate claimants for the fact that they were dismissed. It is calculated in the same way as a statutory redundancy payment, and is therefore dependent on your age, length of service and weekly pay (subject to an upper limit which is currently 㵷1 per week for the year 2022/2023). Please note, if you were made redundant and paid your statutory redundancy pay, this would replace the basic award because it has already been paid to you. Certain types of ѡutomaticallyunfair dismissalsҠattract a minimum basic award currently set at 㶬959. The total basic award is capped at 㱷,130 (this is likely to increase as of April 2023) which means that it is the maximum basic award that can be claimed for unfair dismissal. A compensatory award is the second tier of the calculation. This calculation differs between unfair dismissal claims and discrimination claims. This type of award is in place to compensate claimants for the losses that arose as a result of the dismissal and/ordiscriminatory treatment. It will cover past losses, calculated from the point of dismissal up until the tribunal hearing ֠this usually includes lost income, pension benefits, bonuses/commission etc. The next part covers future losses ֠so these are losses that have not yet incurred but will do as a result of your dismissal. Future losses are usually capped at one year of income and again, covers things such as: loss of income, pension benefits and other contractual benefits. For discrimination or detriment claims, if you remain employed at the time of bringing your claim, you can also include losses arising out of the discrimination or detrimental treatment that continue to affect you (e.g. if you were not given a pay rise or bonus or overlooked for a promotion etc.) In unfair dismissal claims, the maximum compensatory award is capped at 㹳,878 (this is likely to increase as of April 2023). However, there is no upper limit for discrimination claims which means the awards are uncapped and decided at the tribunalҳ discretion. For discrimination and detriment claims, there is another layer to the calculation which is for ѩnjury to feelingsҠand in exceptional cases, ѡggravated damages.Ҽ/strong> So what does that mean? Injury to Feelings: This is to compensate for the harm and personal impact caused by the discriminatory treatment. The level of award is based on a three tier system, known as the Vento bands which is categorized into a lower, middle and upper banding. The 2022 rates and limits are as follows: Lower (less serious cases) 㹹0 to 㹬900 Middle (serious cases that do not merit the upper band) 㹬900 to 㲹,600 Upper (the most serious cases involving an ongoing campaign of discrimination) 㲹,600 to 㴹,300 Exceptional cases Can exceed 㴹,300 Aggravated damages ֠these are rare but can be awarded where there are aggravating factors such as the employer deliberately discriminating against you while knowing it was against the law or where they have acted maliciously. Additional Considerations When calculating the compensatory award, claimants have an ongoing duty to mitigate their losses. That means you must be able to show that you have taken steps to minimise your financial losses by trying to find another job. In certain situations, you can claim for an uplift of up to 25% on the compensatory award where the company has failed to comply with theACAS Code of Practice. Your conduct will also be taken into consideration; so if the tribunal decides that you contributed towards your dismissal (e.g. by committing an act of misconduct), your award can be reduced on a percentage basis. This is known as a contributory fault. Will the claim settle? Every tribunal claim will come with its own litigation risk. Your legal advisor will regularly review your prospects of success but legal claims of any nature can be highly unpredictable and there is never going to be 100% certainty of success. While some employers will engage in settlement discussions to avoid public exposure or to achieve an amicable resolution, there is no guarantee that this will happen. Cost proportionality is also key. If the costs of pursuing the claim are greater than the value of it, it is probably not worth doing. So if we think the odds are not in your favour or if your legal costs are likely to outweigh any possible award, we will talk through your options. How can the claim be settled? Claims can usually be settled in one of two ways: 1.COT3 agreement ֠this is done with the assistance of an ACAS conciliator. These agreements are not usually very long but they will cover the compensation payments and any additional obligations that you must follow. While it is not mandatory to have legal advice on these agreements, it is highly recommended that you do seek legal advice so that you understand the implications of accepting the terms and what impact it can have on you in the future. More importantly, having a legal advisor means you can negotiate and protect your position too. 2.Settlement agreements ֠these are lengthier documents which cover the payments, your obligations, the companyҳ obligations, additional restrictions etc. Unlike a COT3 agreement, you are required to have independent legal advice on the terms and effects of a settlement agreement for it to be legally binding but the company will usually contribute towards the cost of that advice. How can we help? At Bhayani Law, we can help you to calculate the value of your claim to ensure that no key elements are missed out and work with you to achieve a settlement thatҳ right for you. To speak with one of our legal advisors please contact us today on 0333 888 1360. We are in Your Corner For advice or for a free assessment contact us today Enquiry Form Please get in touch with us by either filling in the form below or phoning our office. First Name* Surname* Email* Telephone Number* How did you find us?* Recommended by a friend Google Search Returning Client Facebook Twitter LinkedIn Instagram Other If Other, please let us have details.* Your enquiry or comments* Phone This field is for validation purposes and should be left unchanged. The postStep 8 ֠How much is my claim worth? appeared first onBhayani Law.
Read more View specifications, Ruko F11 Pro. Read more View specifications, Yuneec Typhoon H Plus. The postWhat drones are better than dji? appeared first onSMB Place.
HR departments today do so much more than recruitment, training, and performance reviews. Now, we see the management of risk posed by technology, social media, wellbeing etc the responsibility of HR teams. And, with more pressure on businesses than ever before and sustainability a key element for business success and growth, having the right HR practices in place to manage these risks is vital ֠putting a lot of emphasis on HR Management.༯span> Now is the time to update your HR risk management function, and the good news isBhayani Law is on hand to help. Supporting HR managers, teams, and departments, we provide advice and guidance,working as an extension of your team to better prepare you and your business to manage internal risks effectively and efficiently.༯span> Risk Management in HR༯span> HR managers now need robust risk management strategies to help prevent, monitor, and manage areas of risk. This means you must identify and assess risks, prioritise these (itҳ impossible to tackle everything simultaneously), develop and implement a response strategy, andmonitor ongoing risks.༯span> Risk management techniques you can implement include: Avoidance Acceptance Modification Transferring All of which come with pros and cons, which should be weighted against each identified risk individually. Benefits of HR Risk Assessments Supports a proactive approach to HR issues Ensuresfull compliance at all times Improves workforce productivity Improves business reputation You can proactively manage and identify risks, keeping everything running smoothly. Identifying and mitigating risks can positively affect your revenue, reputation, and profit margins. HR Risk Management The most common risks which may require HR support include: Technology. For all advances in digital technology have helped businesses tremendously, digital can also pose a significant business risk. As such, HR leaders now require a digitalwork plan to support areas such as working from home and remote working, for example. Digital allows businesses to adapt to various situations quickly and effectively. However, you still need systems and procedures in place and processes for employees to follow to avoidsecurity breaches, lost/stolen data, etc. Health and Safety in the Workplace. From lifting and carrying to providing the right and appropriate signage around a building, it is the responsibility of the HR team to mitigate the risk of accidents occurring in the workplace.༯span> Identifying all hazards and assessing these as high, medium, and low risk with appropriate solutions you can implement. Leadership. In some cases, people donҴ leave a company because of the job; they leave because of their boss/management. This is a very complex risk area, and HR managers must take responsibility for this area to maintain consistent levels of employee productivity. To help mitigate or reduce this risk, HR supportservices could include training and educating teams, ensuring leaders have the necessary skills, making sure everyone is aware of the companyҳ vision and values, and you are building a culture of which you are proud. In addition, by increasing transparency, you can build trust. Compliance. A significant area of risk management in HR is ensuring thatbusinesses remain compliant with all employment and working conditions legislation and guidance. HR managers must understand all regulations, HR policies, and procedures, ensuring that regular audits take place, and you stay up to date with employment trends and changes, carrying out frequent reporting in order to avoid audits and heavy financial penalties.༯span> Pay/Benefits. Good pay and benefits packages are required for employee motivation and to boost productivity. However, to manage risk in this area, itҳ important to keep things simple. For example, building reward programmes linked to performance, ensuring contracts and paperwork are up-to-date, and you have the right policies in place to avoid discrimination at all costs.༯span> Employee Performance. Keeping employees satisfied and motivated is essential to keep productivity levels high. Evaluate youremployee performance regularly. Is this comparative to other businesses in the same sector? Do the benefits reflect company culture and take into account employeesҠperspectives? Training and development. Are you providing opportunities for employees to grow and progress? Are these routes to progression understood and clearly communicated? By carrying out an HR risk assessment in this area, you can clearly identify the right and most appropriate training and development programmes for your organisation, encouraging learning from the top down, holding managers accountable, and incorporating training and development into performance reviews.༯span> Recruitment and Dismissal. Do you have a fair recruitment policy? Is there consistency in your processes and practices between departments? By carrying out regular HR audits and creating safeguarding policies to protect employees, you can mitigate risks in this area, remaining compliant and transparent at all times.༯span> What can HR help with? Ultimately, it is an HR managerҳ responsibility to identify risks and implement appropriate solutions to mitigate them. A good, effective risk plan can help reduce costs and the chance of the risk occurring. However, we understand thathuman resource risk management is an extensive and varied task, taking up a considerable amount of time and resources from your HR teams.༯span> This is where we can help. Providing you with robust and effective HR support services, our team carry out HR risk assessments on your behalf, putting in place processes and procedures that help identify risks and offer appropriate solutions to prevent these from occurring.༯span> To find out more, call us at0333 888 1360 or email your requirements tohello@bhanilaw.co.uk ֠weҤ be happy to help. The postHR Risk Assessments appeared first onBhayani Law.