I run a small PR company and have been thinking about taking on a full-time assistant. However, I worked for other people before setting up on my own and I’ve worked solo for a number of years now. Although I delegate work to freelancers, I haven’t had to manage or mentor another person full-time and would like to get it right. Can you advise me on some general good practice guidelines that could help me make the new assistant feel that they are valued and supported?
Tessa Gee, Birmingham.
Julie Walsh says: “Your response in considering the implications of becoming an employer is commended and in particular your concerns to ensure that your new assistant feels valued and supported.
There have been some major changes in employment legislation in the last few years and I would therefore recommend that you firstly look at the obligations you have as an employer, and the protection and flexibility you may need going forward, and then you address ways of motivating and developing your new employee.
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The Employment Rights Act (1996) requires employers to provide all employees with a written contract within eight weeks of them starting work. This document provides the framework for the employment relationship and therefore consideration should be given to all the terms and including:
All employment carries with it an element of mutuality; you are agreeing to provide an income in return for services provided. Spend some time thinking about what you require from your new employee; then communicate this to your new employee. We would also suggest that you have the tools or procedures to monitor levels of performance, and discuss these openly so they are clearly aware of your expectations.
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Whilst it is clearly important to be able to spot poor performance, monitoring and evaluating your employee’s work is also important as a trigger for praise. As Catherine the Great is quoted as saying, “I praise loudly and blame softly” and this is probably a bon motif for a small business such as yours. It also has the benefit of demonstrating that you are supporting your new employee as they develop into their role.
Monitoring is also important when an employee falls short of the standards you require, and you should be consistent about using a process of discipline to raise the employee’s performance to an acceptable level. The processes should conform to ACAS guidelines.”