Join The Conversation 
If you've found our website interesting and would like to learn more, we would love to hear from you! Below are some useful tips and insights from Sue Bailey, MA, FCIPD, an acknowledged industry expert and trusted advisor, which will hopefully trigger some thoughts or ideas. 
We would love to hear your views... 
While planning for future work organisation, you may be reflecting on your organisation’s experience of temporary flexible working arrangements during the coronavirus (COVID-19) pandemic. These may include the switch to working from home and flexibility around hours to help employees commute outside busy times, home school or have more choice on working hours generally. 
Recent announcements about the extension of the Job Retention Scheme, has now confirmed that the scheme will be extended to the end of March 2021. 
One of the many consequences of the current coronavirus (COVID-19) pandemic is that organisations are contemplating a range of workforce measures, including redundancies.. 
Conciliation service ACAS said calls to its redundancy advice line almost tripled in June and July. 
Flexible furlough guidance published on 12 June 2020 reveals that, from 1 July, employees will no longer have to be furloughed for a minimum period of three weeks. 
From this date, the furlough scheme has more flexibility, allowing Coronavirus Job Retention Scheme (CJRS) claims on a pro rata basis. Employees can work some of the week and be furloughed for the remainder, in proportions to be agreed with their employer. 
Employers have had to familiarise themselves with the Coronavirus Job Retention Scheme, part of a package of support for businesses affected by the coronavirus (COVID-19) crisis. 
The scheme is intended to support employers to continue paying employees who would otherwise be made redundant or put on an unpaid period of lay-off as a result of the coronavirus crisis. 
It is open to all employers with a PAYE scheme, including public-sector employers and charities. 
No matter what the outcome of Brexit, the reality is that businesses are facing an uncertain future.  
Uncertain trading conditions and political turmoil make it extremely difficult for business leaders to predict where and how business can take place, what barriers there may be, and how the decisions of other businesses may impact their own. 
How do you develop an effective business strategy in such an uncertain world? 
Here is an insightful article on this critical question from guest blogger Jan Bowen-Nielsen, Managing Director of Quiver Management. 
Every April we're showered with a raft of amended employment laws and deadlines to meet.  
Important issues in April 2019 include changes to the law on payslips and the usual increases to the national minimum wage, maternity pay and redundancy payments.  
Large employers should also be working on their second gender pay gap report and their latest modern slavery statement.  
Meanwhile, the impact of Brexit on EEA nationals continues to be a major issue. 
Here are 5 top tips for you to consider at the start of the new tax year... 
2018 was quite a year for us here at Sue Bailey Consulting. We expanded into 3 new industry sectors: Greeting Cards, Travel and eLearning. These complemented the other verticals that we were already working in regularly, namely: Manufacturing, Logistics, Electrical Contracting, Property Maintenance and Engineering. 
In addition, for all the above clients, we have been retained to act as their outsouced HR function, which brings them significant efficiency and cost benefits over the other ad hoc clients that we work with.  
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