F&%£ Passwords!

Jan 30, 2017 | IT

The first words I heard from the Boss’ mouth this morning would not have necessarily gone down well in the company of my Mother and certainly would not have been heard in a Sunday morning sermon. What was the reason for such a tirade – lack of sleep? No coffee? General winter blues? Perhaps all three contributed, but the main reason behind his x rated outburst was that he had been asked to reset a password.

We all know the reasons why we need to continually update our secure details however when posed with such a request first thing on a Monday morning, our minds feel like we’re sat in the Mastermind chair having just been asked to discuss the most complex mathematical equation.

You need to come up with something that you’ll easily remember, something that you haven’t used in the previous 12 months, something that contains a capital letter, at least 2 numbers, has to be at least 15 characters in length and you need to also provide a DNA sample and retina scan while you’re in the process. Despite the importance of online security, coming up with an appropriate password at that instant moment in time, that you’re not going to instantly forget, can be extremely frustrating.

Need any hints or tips?

Below is a list of a few hints and tips that might come in handy the next time you’re faced with the Monday Morning Misery:

Do:

Consider using a line of a song or a phrase you’ll remember – If it’s a song from an obscure album track even better

Consider using three random words

Ignore requests from sites to remember your password

Don’t:

Use family or pet names – they are easy to get hold of

Use your favourite football team or favourite player

Use the word “password”

Use numerical sequences such as a phone number

Use birthdays

Use the same password for all of your applications

Recycle your passwords – eg password1, password2 etc

Share your password with anyone

This might not be the answer to all of your early morning prayers, but might just help your ears avoid rugby club language in the office.

The Hilary Clinton Effect – the real reason why so many of us keep working through illness

Sep 20, 2016 | IT

No doubt we’ve all seen the pictures and the video clip, so why did Hilary Clinton keep working when she wasn’t feeling great, resulting in her being forced to take time out when pneumonia knocked on the door?

Maybe she is just like most of the UK population who feel guilty for taking sick days.  A recent report by CV Library cited that 67.5% of employees go into work when they are unwell, with 68.3% admitting to feeling guilty, despite it being the best decision.  Is that why we, as an average, only take 1 to 2 sick days per year, even when the vast majority of us (86.5%) are less productive at work when we are unwell.

Or maybe there is pressure from management to keep coming into work?  Over a third of employees feel pressurised to return to work by their line manager with a shock 52.9% of manager still contacting their employees when then are off sick! 

Surely it is a managers responsibility to help ensure the wellbeing of their staff?  Should we not all be looking after our employees in this competitive market?  We appreciate that it is frustrating to have a lower headcount for a couple of days, but it really may be the best option as not having a break can result in long term sickness absence and that costs UK businesses £4.17 billion a year!

And this would all be fairly straightforward without the additional feelings of insecurity currently being felt by employees.  With uncertainty dominating the UK after Brexit, the fear of the unknown is all consuming for some.

A report by CEB reported that a surprising 43% are unhappy with the stability provided by their current employers, which is the highest reported figure since 2013.  With job security being in the Top 3 for candidate needs, those companies who are looking to grow need to take action!  If you are not able to offer stability – don’t over-promise, but instead look at what you can offer – development, training, or even including your employees more in planning for change.

Change is good – but too much change can have the opposite effect.  Almost a third of us has experienced at least 1 major organisation change in the last 12 months, further adding to those feelings of insecurity a reduced job satisfaction.  Some employees are struggling to cope and making themselves ill as a result.  And there’s the complete circle.

See our infographic for a summary of the most recent news for employment here.

Take ‘Stat – It Only Takes a Minute

Sep 20, 2016 | IT

Off-payroll working in the public sector – Consultation

Jul 19, 2016 | IT

This consultation is titled “Off-payroll working in the public sector: reform of the intermediaries legislation”.

HMRC believe that a change in liability is necessary because at present, the liability lies with the PSC and that there is widespread non-compliance. They quote figures of this costing the Exchequer £440 million this tax year. How they arrived at this figure is not entirely clear on first reading of the consultation but of course, it is understandable why government would be keen to clampdown on perceived tax avoidance, particularly in light of the Panama scandal.

This change would be highly problematic if it was decided that the liability should fall upon the agency / interim provider.  As has been discussed in previous consultation rounds, the agencies does not have oversight of the nature of the work being performed by the candidate when they are on assignment, and therefore agencies are in the worst possible position to assess whether the intermediary rules apply.  The REC will be making strong representations to HMRC on this point.

1.       Changing the liability – so that it becomes the duty of the hirer or the employment intermediary (eg the interim provider, employment business or management consultancy) to apply the intermediaries rules for anyone working off-payroll, through a Personal Service Company (PSC), in the public sector.

2.       HMRC will develop a new online tool to help decide if the intermediaries rules apply.

Assessing whether someone is in or out of scope of IR35 on any given assignment has always been problematic. One of the issues is getting absolute clarity on the nature of the assignment and clear guidance from HMRC.  The nuances of how someone chooses to work and the type of work that is required do not often translate well into the short, simplistic case studies favoured by HRMC in its guidance.

HMRC have listened and recognise why Supervision, Direction or Control would NOT be the appropriate test for deciding if IR35 applies.

This consultation raises a number of concerns about how government views the vital contribution of interim managers and contractors make to the public sector, and we have already raised these concerns directly in a joint letter to the Chancellor of the Exchequer with other stakeholders.

Whilst we believe it is right that this government is committed to tackling tax avoidance, we think that this consultation raises a series of important issues that must be considered:

1.       It has the potential to blur the boundaries between employment rights and taxation status and could usher in a host of unnecessary reforms, which fail to take into account why individuals choose to work on an interim, freelance or contract basis. If it becomes a straight choice between taking an assignment in the public or private sector, we believe many will choose the latter.

2.       Aligned with the first point, the public sector needs to consider if they can afford to take on the costs associated with making these individuals “employees” in all but name. Most pressing of all on the public purse would be pension contributions.

3.       Previous iterations of “tests” to determine IR35 status have not worked and it is unclear what will be different this time around. Government must fully involve stakeholders in developing these tests and allow adequate time for the pilot and roll out.

4.       Finally, HMRC has a duty to enforce existing legislation adequately.  Simply shifting liability onto the employment intermediary will not abdicate HMRC from its responsibilities. More pertinently, it is impossible for a recruitment business to make an informed decision about the IR35 status of an engagement.

Pokemon Go – Should employers clamp down

Jul 19, 2016 | IT

Written by Marianne Calnan 0f People Management magazine

Popular game prompts questions over use of personal devices, as Boeing becomes first business to ban it at work.

The take-up of smartphone game Pokemon Go has been so remarkable – and the experience of playing it so immersive – that employers may need to revisit their policies to prevent a productivity glut, according to experts.

Though it has been available in the UK for just five days, the app – in which players use GPS to roam inside and outside and ‘catch’ characters – has been wildly popular, with hoards of players sighted in towns and cities across the country.

Aircraft manufacturer Boeing was forced to issue an email to its workforce banning play during working hours after the company discovered the game app had been installed on more than 100 work phones since its release. A member of staff also came close to injury while playing the game at work.

Andrew Rayment, a partner in the employment team at law firm Walker Morris, said that although Pokemon Go was just “another workplace distraction”, it had the potential to affect individuals’ ability to carry out their jobs effectively.

The game is difficult to manage as it is so readily available, Rayment added: “The game is largely played on employees’ personal phones, and, if it’s only being used outside working hours, that isn’t an issue. But if it is used in the workplace or so much out of the workplace that it’s negatively affecting work, employers need to reiterate their exceptional use policy on the use of personal devices in the workplace so all employees know where the company stands, and trust employees to follow it.”

Rayment said employers should adopt a cautious balance between giving their workforce free reign to fill their time as they see fit, and failing to trust them at all. “When agile working comes into the mix, it’s not really fair for employers to not allow employees to play Pokemon Go at their desk for five minutes, but then also expect them to answer emails at 10pm.”

There are potential upsides to the new craze. Pokemon Go players are walking miles at a time as they search out characters, and reporting positive effects on their health. Reports from the US suggest autistic children benefit from the interaction and socialisation encouraged by the game.

However, Tom Currie, a barista and bartender from New Zealand, showed the potential for the game to reach extremes when he became the first person to quit his job in favour of a full-time bid to ‘catch ‘em all’. The BBC reported that Currie had already caught 91 of the 151 Pokemon available in the game.

Some employers are taking a more light-hearted approach to prohibition. An image that went viral on Twitter this week showed an internal memo at an unnamed company, which read: “We are paying you to work, not chase fictional videogame characters with your cell phone all day. Save it for your break time, otherwise you’ll have plenty of time unemployed to catch ‘em all.”

Written by Marianne Calnan 0f People Management magazine

The Exit Interview

Jul 4, 2016 | IT

Once an employee has decided they are leaving it is best practice to arrange an exit interview. An exit Interview will offer a fleeting opportunity to find out information that otherwise might be more difficult or impossible to obtain.

The following are some thoughts on the exit interview: Interviews can be conducted orally or written. Exit interview questions are essential to a successful separation. Here are some tips on how to construct these questions.

1. Save the hardest questions for the latter part of the interview. Work up to the tough stuff!

2. A good question to break the ice is ‘would you like for us to be a reference or recommendation for you’? Do not make this offer if you would not recommend the employee!

3. Be prepared for some bombshells. Expect the unexpected, if it ever is to happen it will happen in an exit interview.

4. Look for open-ended questions that allow for plenty of expression. An example of this might be “how did you feel you were managed during your employment with us?” or “how do you feel the company is run?”

5. Other excellent questions are ‘under what conditions would you have stayed?’ and ‘if you had had a magic wand, what would you have changed?’

6. At some point in the interview ask ‘why are you leaving?’ if you do not already know.

7. Good general questions are ‘what did you like most (least) about your position?’

8. Try to find out if there were things the departing employee would suggest to improve conditions, production or morale.

9. Try to get a good feel for how they viewed their compensation and benefits package.

10. Leave room at the end of the interview for general comments. one or two of your proudest professional accomplishments.

Here are some examples of Exit Interview Questions.

1. Before deciding to leave, did you explore the possibility of a transfer?

2. Is there something you didn’t like about your boss?

3. How would you rate our work environment?

4. Were you happy with your salary and benefits?

5. What did you think about your performance and salary reviews?

6. How should we change the way we do things to avoid losing other good employees?

What do you do when an influential leader quits?

Jul 4, 2016 | IT

Many of us have experienced that gut-wrenching moment when a senior leader i.e. that someone who is responsible for employee relationships drops the envelope on your desk announcing their resignation. Even if that leader’s departure is expected, it can still send shock-waves through the organisation.

It can have a huge impact on your team so what do you do?  We might communicate to clients, but fall flat when it comes to reassuring our employees. Reasons for this can vary; it may be that as a team we feel vulnerable and don’t like to show it, or perhaps we simply don’t know what to say.  As managers we will probably feel worried about what our employees are feeling and thinking when a major personnel change threatens stability.

So, what is the best way to react when a senior leader heads for the exit?— here are five tactics to focus your people and yourself :

Stay calm — During the meeting when your senior person resigns, ask them to keep the news confidential until you develop a communication plan (for employees and clients).

Assess the situation — Book an immediate meeting with your senior managers to identify main areas;  a beloved leader whose absence might cause major employee disengagement? Did they possess some sort of irreplaceable organizational knowledge or skills?  If so, how will you fill those gaps?

Collaborate — Depending on the size of your team and its structure, work with your senior people to develop a plan to communicate the news to your indirect reports. Internally talk about the relationships; you’ll be pleasantly surprised to see how readily your team steps up to assume new responsibilities. 

Communicate — Work out the best medium to announce the news based on the departed leader’s seniority, tenure and roles. Whatever you decide, remember to include all team members in the announcement.  Assure employees that the company is on solid footing and the departure has nothing to do with instability. Just as critical, remind clients that it’s business as usual. Explain how their account will be managed in light of the resignation, as well as your strategy for replacing that lost expertise.

Follow through — Execute your transition plan to the letter and keep key team members updated on its progress. Expect this process to play out over a couple of months and don’t underestimate the potential cultural impact. If the departed leader was well-liked and seen as a key to your organization’s success, employees will need consistent reassurances that their jobs are safe and your bottom line will remain stable.

Ultimately when an influential leader resigns no matter how well you handle the situation you will find that some employees will decide to move on.

Langley James can help you find highly skilled permanent, contract and fixed term IT professionals from our exclusive database of more than 900,000 registered users. Give us a call on 0207 780 6600 or visit www.langleyjames.com

Brexit – What now for your recruitment?

Jun 27, 2016 | IT

Whichever way you voted and whatever you feel about how the referendum has ended, we are now leaving the European Union and we all have to face the consequences. We are entering a period of uncertainty and in general, business does not like uncertainty, but life goes on regardless!

If you are recruiting you will find that candidates tend to be harder to find when times are uncertain as permanent employees tend to stay put.

If your business is uncertain about recruitment but the job still needs doing there are options you can consider:

Fixed Term Contract – This allows you to have control and means that you have a “tie-in period” you are also able to budget in the same way as you would for a permanent employee offering a similar salary level. The fixed-term contract is managed through your payroll and the employee will be entitled to the same benefits as a permanent member of staff, the only difference is that their contract will have an end date.  This type of contract is often used to cover Maternity leave. If you choose this option our fee is pro-rata and you can extend end dates to suit business needs.

Contractors– Contractors can be a short-term solution to your “gap”. Highly skilled contractors are much sought after in this type of climate. Contractors are predominantly self-employed and are responsible for their own tax so will not be part of your payroll but a “cost” to your business. They generally charge an employer a day rate and although may appear expensive, will allow you flexibility. If you are considering recruiting a contractor the best time to do this is as soon as possible. Historically we have experienced upsurges of employers battling it out for the most skilled contractors who can literally take their pick of jobs when the demand is high.

NB: Some contractors are willing to take a fixed-term contract which we can arrange on your behalf; this gives you the employer, peace of mind that a contractor will see your job through when other employers will try to entice a contractor to their project by offering an increased daily rate.

Langley James can help you with all your IT recruitment needs we have our own internal database of more than 800,000 IT professionals available on daily, weekly and monthly contracts give us a call today on 0207 788 6600 or go to www.langleyjames.com.

UK employment at record high….but employers will have to pay for it!

Jun 21, 2016 | IT

The UK has its highest ever employment rate of 74%, with a record 31.4 million people in work.

 Over the past year, the number of people in work has risen 588,000, with nearly 75% of the rise in employment in the past year being full-time.

 Today’s official figures show that over the last year more than half-a-million more people are now in work, bringing employment to a new record high of 31.4 million.  This growth has been driven by a rise in full-time jobs and the number of vacancies has reached more than 750,000.

 Unemployment now stands at 5.1% – the lowest since early 2006 – and long-term unemployment has fallen by 25% over the year to 488,000, the lowest in six years.

 Wages have grown slowly, however, rising 2% over the last year.

  “Average earnings growth has also fallen to 2%, which is close to the underlying rate of pay growth that we’ve seen over the last few years.  This is not surprising because the fundamental conditions required for a step change in pay growth are simply not there.  Most employers still believe there are enough competent applicants out there to fill their vacancies, and, furthermore, productivity growth remains relatively weak. Conditions remain good for firms to invest in training and development and upgrading the skill content of jobs.”

“The UK jobs landscape is changing. Strong sterling is already severely dampening our ability to manufacture and sell goods overseas. Scotland’s oil industry has been hit hard by falling prices. Meanwhile, the IT and Technology sectors are booming with new vacancies opening faster than we can fill them. As the number of jobseekers still available to fill new openings decreases, upskilling workers will become a crucial component of fixing the skills shortage.

“Improving wages are a bright spot on the horizon for workers and this means employers will have to start increasing salary packages. If you are unsure of what salary you need to budget for an IT support, Development or Senior Manager role give us a call to talk through your vacancy at Langley James 0207 788 6600 or visit www.langleyjames.com

Homophobia in the workplace is an employer liable?

Jun 21, 2016 | IT

Following the attacks at an Orlando nightclub the question is where is this behaviour allowed to breed? As an employer or manager we need to be aware that homophobic comments by employees or third parties can get employers into hot water: the European Court of Justice (ECJ) ruled that Romanian football club FC Steaua was engaging in discriminatory hiring practices after one of its well-known shareholders said that he would rather close the club than hire a gay player.

While it was established that the shareholder in question was not responsible for recruitment, he was perceived by the public as somebody who played a leading role in the club. The failure of the club to condemn and distance itself from his remarks was very damaging and the ECJ found that a case of discrimination could be inferred against the club from his comments.

In contrast to the US, where it is still legal in 29 states for an employer to discriminate against and fire workers for being gay, UK workers are protected against discrimination, victimisation and harassment because of sexual orientation by the Equality Act 2010. The Act doesn’t just protect the rights of gay workers: tribunals have also found in favour of heterosexual employees, such as in the case of a female employee who was made redundant from a gay bar and immediately replaced with a gay male employee.

Employers can be liable for the conduct of their employees and third parties, unless they can show that they have taken sufficient steps to prevent the discrimination, victimisation or harassment from taking place. Such steps would include: properly investigating complaints of unlawful behaviour, taking disciplinary action against any employee found to be discriminating against or harassing another, and implementing and adhering to rigorous equal opportunities and anti-harassment policies.

Employers should be aware that homophobic workplace ‘banter’ can amount to sexual orientation harassment even when the victim is neither gay nor perceived to be gay (for example one case, in which the heterosexual claimant was repeatedly called a “faggot” by colleagues). In a 2011 case, a tribunal found that an employer had harassed a (heterosexual) employee because of sexual orientation, when two of its employees used his iPhone without his permission and changed his status update on Facebook to read “finally came out of the closet, I am gay and proud”. The employee was not gay and did not believe that his colleagues thought he was.

This high-profile tweet is a reminder of the prevalence of social media and of the speed with which discriminatory comments can capture the public’s attention. In light of the huge increase in popularity and use of social media, employers should consider adopting a social media policy that sets clear standards for employee use of social media, and reminds employees that inappropriate online conduct can constitute a disciplinary offence.

Such a policy should provide example of inappropriate conduct, include prohibitions on negative, defamatory or discriminatory comments about the company and its employees, and should cross refer to the employer’s bullying and harassment and equal opportunities policies and as a best practice should be presented to all employees at induction stage.

If due to such conduct your organisation has to recruit Langley James can assist you in finding high calibre IT support and Development professionals please call 0207 788 6600 or go to www.langleyjames.com to see how we can help you.