Are you of the philosophy that playing dress-up should never have an age limit? Do you spend time and thought into picking out your outfits daily? Do you believe that the right handbag can help you take on the day? If yes to any (or all!) of these, you might be a fashionista. You may […]
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Originally written by Timothy Adler on Small Business
Fewer than one in 10 small businesses set up shop because they actually see a gap in the market.
And only 3pc of SMEs go into business to “create the next big thing”, according to new research from business lender Iwoca.
The findings of the Iwoca survey are bound to dismay venture capitalists, who look for start-ups who have identified a gap in the market and present themselves as the solution.
Working for oneself is the number one reason SMEs give for having started a business (69pc), with “so that I can love what I do” being the second most powerful motivator (31pc). Spending more time with family is in third place (23pc). (Given the sheer sweat and always-on nature of running a small business, the idea that one gets to spend more time with loved ones will surely raise eyebrows.)
Worryingly, 6pc of respondents say they only launched their SME because “they weren’t sure what else they could do” with 4pc of respondents saying they started a business because they “got fired”. One business owner’s gnomic reply was, “It’s better to be the head of a chicken than the tail of an ox.”
Business obstacles
Lack of finance
He did say, however, that people can ‘over worship and mythologize the idea of working extremely hard.’
Originally written by Sue Morrison on Small Business
There is a general perception among business owners, especially SMEs, that terminating the employment of a problematic employee – especially if that employee has a protected characteristic such as their race, sexual orientation, religious beliefs or a disability could cost them dearly.
Many SMEs simply decide to do nothing as employee dismissal is too high risk.
However, it doesn’t have to be that way. Being a smaller company on tighter budgets without an in-house lawyer or HR professional shouldn’t be a barrier to dealing with a situation that can negatively impact your whole workforce.
So, what’s the best way to handle an under-performing, problematic employee, while being entirely mindful of any potential legal challenges?
When length of service doesn’t matter
Consider the scenario – you have a member of staff off on long term sick or they are unreliable in terms of attendance – intermittently but persistently signing themselves off for short durations at a time. They have worked with you for less than two years – and so can’t claim unfair employee dismissal – and you want to dismiss them because you don’t have endless resources to cover the gaps they create. It seems pretty cut and
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