The growing business handbook : inspiration and advice ... - Sparkler

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114 People and performance Which procedures are required? A health and safety policy is a legal requirement. The only other internal regulatory documents that lawyers would consider absolutely essential are disciplinary and grievance procedures. However, you should consider which others may be relevant to your business. A diversity or equal opportunities policy is important to encourage a diverse workforce as you grow and to reduce the risk of costly claims for discrimination. The policy should cover all areas of the employment relationship including recruitment, employment terms, training, promotion and dismissals. Other possible issues to cover in your handbook include: ●● ●● ●● ●● Anti-harassment and anti-bullying policy: a clear zero-tolerance statement is useful, along with directions as to what an affected employee should do. Leave: not just annual leave (where you can stipulate a variety of matters such as periods/circumstances when leave should not be taken) but also your policy as regards other types of leave such as bereavement or time off to care for dependents. Sickness absence: a policy can cover your reporting requirements that the absent employee should follow. You can also reserve the right to send an employee to your own appointed doctor. An expenses policy: what can be claimed, will you pay for first- or secondclass travel, what is the timescale for submitting claims, what evidence is required. It is also wise to include a policy governing the use of your company’s IT and telephone systems. As you expand and become more remote, it is less easy to keep an eye on what your employees are doing and you may need to use other ways of checking what use employees are making of the equipment. Spending too long on personal e-mails or visiting inappropriate websites are common bugbears for today’s employer. In addition, unauthorized e-mails sent by employees from their work e-mail address can bring your own company into disrepute if those e-mails were offensive in any way. It is therefore important to state that misuse of the company’s e-mail, IT and telephone facilities will be considered to be ‘misconduct’ or even ‘gross misconduct’ if the circumstances warrant it. You can then handle any breach of the policy as a disciplinary matter. In order to check that employees are complying with your IT policy you may on occasion wish to monitor your systems. Your IT policy should therefore inform staff that you reserve the right to intercept and monitor all communications made via the company’s systems. You can state that monitoring is only carried out to the extent permitted or as required by law and as necessary and justifiable for business purposes. In other words, it is not a snoopers’ charter but it does give you the right to make checks to enforce your rules. Each business is going to have its own particular concerns and therefore a staff handbook is not a one-size-fits-all document. It is worth taking advice from an employment law specialist to tailor something to fit your requirements.
Employment policies 115 Belinda Copland is a consultant in the employment department at Goodman Derrick LLP in London. Goodman Derrick is a dynamic law firm with a broadly based commercial practice, representing both UK and international clients. The firm has developed an acknowledged expertise in the areas of media law, corporate and commercial law, litigation, property, employment and private client. Belinda can be contacted by: telephone: 0207 404 0606; or by e-mail: bcopland@gdlaw.co.uk. For further information about the firm, please visit their website: www.gdlaw.co.uk.
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i THIRTEENTH EDITION THE GROWING BU
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iii The perfect property for your
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v Contents Part One Planning for gr
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Contents vii Patenting costs 49 Wha
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Contents ix Part Four People and pe
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Contents xi 6.3 How to find your id
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Contents xiii 9.3 Licensing 233 Ton
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Part One Planning for growth 1
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3 Business models and competitive a
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Business models and competitive adv
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Business models and competitive adv
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Take a look at the map of our campu
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11 How to compete against fastmovin
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How to compete against fast-moving,
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How to compete against fast-moving,
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17 How to build a growth plan 1.3 A
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How to build a growth plan 19 Next
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How to build a growth plan 21 Opera
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23 The SME economic outlook 1.4 Gra
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The SME economic outlook 25 ●●
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27 The growth opportunity 1.5 Manuf
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The growth opportunity 29 To make t
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31 Managing setbacks and turnaround
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Managing setbacks and turnarounds 3
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Managing setbacks and turnarounds 3
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Part Two Ideas and innovation 37
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39 Whole company innovation 2.1 Inn
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Whole company innovation 41 of a pr
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Whole company innovation 43 create
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Whole company innovation 45 Incenti
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47 Innovating out of recession 2.2
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Innovating out of recession 49 expe
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Innovating out of recession 51 Jacq
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53 Exploring patent information 2.3
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Exploring patent information 55 ●
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Exploring patent information 57 Mr
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59 IP challenges for technology ven
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IP challenges for technology ventur
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Page 79 and 80: 65 Making open innovation work 2.5
Page 81 and 82: Making open innovation work 67 the
Page 83 and 84: Making open innovation work 69 an i
Page 85 and 86: Part Three Gaining market share 71
Page 87 and 88: 73 Taking your brand to the next le
Page 89 and 90: Taking your brand to the next level
Page 91 and 92: 77 With over 1,000 titles in printe
Page 93 and 94: 79 Market intelligence 3.2 Nick Hag
Page 95 and 96: Market intelligence 81 table 3.2.1
Page 97 and 98: Market intelligence 83 but also tha
Page 99 and 100: 85 Web marketing 3.3 What’s the p
Page 101 and 102: Web marketing 87 considerable amoun
Page 103 and 104: 89 Winning new business 3.4 In a do
Page 105 and 106: Winning new business 91 back away),
Page 107 and 108: 93 Brand rights 3.5 Name? Logo? Dom
Page 109 and 110: Brand rights 95 trade mark attorney
Page 111 and 112: 97 With over 42 years of publishing
Page 113 and 114: 99 Fit for market 3.6 Confidence is
Page 115 and 116: Fit for market 101 markets abroad a
Page 117 and 118: Part Four People and performance 10
Page 119 and 120: 105 Rewarding good performance and
Page 121 and 122: Rewarding good performance, lowerin
Page 123 and 124: 109 With over 1,000 titles in print
Page 125 and 126: 111 Employment policies 4.2 Belinda
Page 127: Employment policies 113 information
Page 131 and 132: 117 Taking on an employee 4.3 Help
Page 133 and 134: Taking on an employee 119 employee
Page 135 and 136: 121 The sharpest minds need the fin
Page 137 and 138: 123 Training for growth 4.4 David G
Page 139 and 140: Training for growth 125 of the trai
Page 141 and 142: 127 With over 1,000 titles in print
Page 143 and 144: 129 Executive search for smaller bu
Page 145 and 146: Executive search for smaller busine
Page 147 and 148: 133 Improving workplace performance
Page 149 and 150: Improving workplace performance 135
Page 151 and 152: Part Five Cash flow and working cap
Page 153 and 154: 139 ÒThe message is clear - we wan
Page 155 and 156: 141 Cash flow management: an essent
Page 157 and 158: Cash flow management 143 3 Keep a c
Page 159 and 160: 145 With over 42 years of publishin
Page 161 and 162: 147 Invoice finance for growth 5.2
Page 163 and 164: Invoice finance for growth 149 the
Page 165 and 166: Invoice finance for growth 151 ●
Page 167 and 168: 153 Preventing slow payments 5.3 Do
Page 169 and 170: Preventing slow payments 155 some l
Page 171 and 172: Preventing slow payments 157 Graydo
Page 173 and 174: 159 Commercial fraud and business i
Page 175 and 176: Commercial fraud and business ident
Page 177 and 178: Part Six Efficient SMEs 163
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165 Build the network 6.1 As you gr
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Build the network 167 essential net
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169 The sharpest minds need the fin
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171 Strategic sourcing 6.2 Plan to
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Strategic sourcing 173 So, how and
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175 How to find your ideal office 6
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How to find your ideal office 177 a
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Part Seven Leading growth 179
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181 How small business owners can b
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How small business owners become be
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How small business owners become be
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187 Developing the next layer of ma
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Developing the next layer of manage
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191 The leadership process 7.3 With
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The leadership process 193 Although
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195 With over 1,000 titles in print
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197 Ethics and the growing company
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Ethics and the growing company 199
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Ethics and the growing company 201
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Part Eight International expansion
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205 Competing and collaborating wit
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Competing and collaborating with Ch
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213 International expansion made ea
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International expansion made easy 2
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217 The export challenge 8.3 As a g
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The export challenge 219 Market Acc
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Part Nine Structures for growth 221
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223 Partnerships and collaborations
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Partnerships and collaborations 225
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Partnerships and collaborations 227
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229 Acquisitions that work 9.2 Stra
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Acquisitions that work 231 Issue 4
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233 Licensing 9.3 In finding the be
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Licensing 235 ●● ●● ●●
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237 With over 42 years of publishin
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239 Preparing a business for sale 9
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Preparing a business for sale 241 g
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Preparing a business for sale 243 L
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Preparing a business for sale 245 C
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Part Ten Growth capital 247
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249 Funding your business through t
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Funding your business through the r
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253 The sharpest minds need the fin
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255 Structured finance 10.2 Structu
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Structured finance 257 Factoring or
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259 Transforming the finance functi
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Transforming the finance function 2
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Transforming the finance function 2
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265 Index of advertisers A.Steele A
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