This Week's News 31.08.18
Changes at ITS
Lauren Pullen (pictured) will take up her new role in September as Head of Provision at ITS. Since joining ITS in 2013 Lauren has gained an internal quality assurer qualification and more recently, completed the PGCE with the University of Greenwich. She enjoys the challenge of researching and developing fresh ideas and her vision for the delivery and assessment of English and maths has seen pass rates of Functional Skills tests soar over the past year. Lauren's promotion has come about because Lesley Ellis, Managing Director will be doing much less in the day to day running of ITS when she leaves these shores in October to live in Cyprus - but she will be popping back now and again! Lesley said: "Lauren will inject new energy into ITS and I know the baton is being passed to a very safe pair of hands. Lauren has been a positive influence on Team ITS and her passion for enabling learners to achieve will shine through."
Lauren said: "Whilst the concept of succeeding in the footsteps pioneered by Lesley, was not a feat to be accepted lightly - I am very much looking forward to embracing the transition to Head of Provision and welcome this fantastic opportunity to demonstrate my capabilities. Coming up through the ranks, I am fortunate to have already worked with many of you and recognise the value in fostering robust relationships with our Partner Salons. In the ever-changing landscape of apprenticeships, we can be certain that the common thread that drives success, is our shared goal of supporting learners to achieve and aim high. I look forward to navigating the way forward and the best thing is - hairdressing will always be hairdressing" 😊
10 ways to incentivise your team and keep staff happy
- Reward them for their hard work in the salon. If a member of the team has exceeded their targets, reward them, whether this is with a free treatment, a gift or even a cash bonus.
- Ask the team to devise the staff room rules will help them feel involved and the rules are more likely to be followed.
- Participation is key. If team members are involved in the decision-making process they will feel as though their input is worthy to the business and in turn will be more motivated.
- Training allows them to learn additional skills and grow, keeping them passionate and motivated. It's also a great team-building exercise because they can share their skills and knowledge.
- Team meetings - if you have a team huddle at the start of each day, team members can share useful information and any difficulties they are having.
- Feedback helps to make team members feel valued. The team's morale will increase if you regularly praise and thank them for a job well done.
- Flexibility is another great way of keeping your staff on board. For example, some members of the team may have children and will not be able to work standard working hours, so considering this and implementing flexible working hours for these members of staff can be beneficial to all involved. It's all about compromise.
- Benefit packages - there are ranges of benefits you can offer, from paid-time off charity work to complimentary refreshments while at work.
- Holding one-to-one reviews with each member of your team is another great way to keep them encouraged; appraisals or annual reviews every 12 months along with quarterly or even monthly meetings if required,
- Set targets and allow them to be in competition with each other. This will effectively strengthen teamwork and will engage staff and motivate them to succeed.
Increase of automatic enrolment contributions
The minimum contributions that employers and staff pay into your automatic enrolment workplace pension scheme are increasing.
When do the increases take effect?
There are two phases to the increases in minimum contributions. The first increase took place on 6 April 2018 and the second must be in place from 6 April 2019.
Who does this apply to?
All employers with staff in a pension scheme for automatic enrolment must take action to make sure at least the minimum amounts are being paid into their pension scheme. This applies whether you set up a pension scheme for automatic enrolment or you decided to use an existing scheme. However, you don't need to take any further action if you don't have any staff in a pension scheme for automatic enrolment or you are already paying above the increased minimum amounts. Additionally, if you're using a defined benefits pension scheme then the increases do not apply.
What are the increases?
The amount you and your staff pay into your pension scheme will vary depending on the type of scheme you have chosen and the rules of that scheme. You can find this information in the scheme documents sent to you when you set up the pension scheme or you can speak to your pension provider. Most employers use pension schemes that from April 2018 require a total minimum of 5% contribution to be paid. The calculation for this type of scheme is based on a specific range of earnings. For the 2018/19 tax year this range is between £6,032 and £46,350 a year (£503 and £3,863 a month, or £116 and £892 a week).
This table shows the minimum contributions you must pay and the date when they must increase:
|Date||Employer minimum contribution||Staff contribution||Total minimum contribution|
|Previous rates until 5 April 2018||1%||1%||2%|
|Current rates from 6 April 2018 to 5 April 2019||2%||3%||5%|
|6 April 2019 onwards||3%||5%||8%|
When is a TV Licence needed in hair and beauty salons?
Television screens to entertain clients are now fairly common. Not only is television played in the background for clients and staff to watch, but individual wall-mounted screens have also been introduced, along with client tablets that have access to on-demand services, such as iPlayer.
Salons need a TV Licence if they provide a TV or tablet for customers or staff to watch live TV programmes or BBC programmes on iPlayer. If the salon does not have a licence, then the business risks prosecution and a fine of up to £1,000. To help businesses and staff understand the legal implications of watching programmes live at work, TV Licensing has produced a downloadable "TV in the Workplace" guide. The guide allows managers to outline whether the business is covered by a TV Licence and whether staff and customers are allowed to watch TV in the workplace - download the template here.
Risks of working in a salon
Hairdressing is not an obviously dangerous occupation. Yet working in a salon can provoke skin conditions, musculoskeletal diseases such as arthritis and tendonitis and work-related asthma. Research indicates that hairdressers are at risk from seemingly innocent activities such as shampooing hair, cutting hair and using hairspray. Repeatedly shampooing and having wet hands can lead to dermatitis, a non-contagious sensitivity that causes painful cracked skin and bleeding, and research has shown that 70 per cent of hairdressers have suffered from skin conditions. Many of the wet work procedures such as shampooing and the rinsing of tint, are carried out by apprentices. Too many hairdressers adopt the attitude that developing dermatitis as "inevitable". The attitude of apprentices to the risk of developing occupational skin disease is strongly influenced by the level of knowledge concerning this condition and the importance that is placed on it during their training. Giving high priority to occupational skin disease within salons by senior staff certainly influences how younger workers look after their hands.
Seventy per cent of hairdressers in Britain have suffered from work-related dermatitis, in the form of red, sore and sometimes itchy skin, mainly to the hands and fingers but also to the arms, face and neck.
In France, research showed that 20 per cent of women affected by work-related asthma were hairdressers, compared with 1 per cent of the general population.
According to the European Agency for Safety and Health at Work, musculoskeletal disorders are five times more prevalent among hairdressers than in the general population.
The cost of a child in 2018
Many families in the UK have found it increasingly difficult to cover the cost of bringing up children in recent years. Costs have risen faster than incomes. Parents are reluctant to see their children go without essentials, yet those on low incomes may face a stark choice between not meeting their children's needs, making severe material sacrifices themselves or going into debt. Since 2012, a series of calculations supported by the Child Poverty Action Group have systematically monitored the minimum cost of a child. It highlights the growing signiﬁcance of the benefit cap and the 'two-child limit' on means-tested beneﬁts, together with the increasingly complex situation determining the childcare costs parents face. Child benefit and child tax credit have not increased in cash terms since 2015. The return of inﬂation since 2016 has caused a fall in the proportion of the minimum provided by this benefit, with no significant change in the past year. Child benefit now covers barely a ﬁfth of the cost of a child for a couple, and less than a sixth for a lone parent. For those receiving maximum child tax credit and child benefit, the overall benefit package for children now falls 30 per cent short of covering the cost to a lone parent of bringing up a child, up from 22 per cent in 2012. The Child Poverty Action Group (CPAG) has published its annual Cost of a Child report calculating the costs of a child, based on the minimum incomes standard (MIS) - the income that people need in order to reach a minimal socially acceptable standard of living in the UK. Findings from the report include: the minimum overall cost of a child from birth to 18 (including rent and childcare) is now £150,753 for a couple and £183,335 for a lone parent.
Looked after children (in care)
Children in care are some of the most vulnerable members of society. They have often suffered traumatic events which have led to them being placed in care and lack the family support networks that others might take for granted. A report analysing the 2017 Ofsted inspections of local authorities in England looking at the provision of services for children in need of help and protection, children in care, and care leavers. Findings include: 36% of local authorities are classed as good; 2% are rated as outstanding; and 63% of local authorities either require improvement or are inadequate. It is remarkable that the fact that nearly two thirds of Local Authorities being judged in need of improvement or inadequate is not headline news. This would not be the case were it to be found in our school system, where 78% (secondary) and 90% (primary) are judged to be either good or outstanding. Recommendations include a Charter for looked-after children and a commitment from government to monitor the system and ensure outcomes improve.
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