Work From Home Jobs

18th May 2012

Research commissioned by phone firm O2 and conducted by YouGov reveals that British small businesses are positive in spite of difficult economic conditions, higher interest rates, fewer banks lending and less consumer spending.

Owners and managers in more than 1,000 UK small businesses were surveyed to explore the day-to-day experiences of running a small company in the UK. The results show that SMEs are determined not to let gloomy economic forecasts dampen their fighting spirit:

57% of small businesses said that despite recent reports on the UK?s economic challenges, they see no point in getting bogged down by negativity;

40% say that with hard work, commitment and brilliant ideas, their business will continue to succeed;

Asked which traits best summed up their businesses, respondents named the top three characteristics as: being independently minded (50%), being confident (37%) and being creative (32%);

38% of small business owners said they started their business because they felt they could do a better job in a smaller company or working for themselves than working for a big organisation.

Claire Darley, head of sales for small businesses at O2 said:

“There?s absolutely no doubt that Britain?s small business culture is proving itself a force to be reckoned with. Even against the backdrop of such tough economic conditions, the positive sentiment within the small business community remains staggering.”

“It?s critical, now more than ever, that we do all we can to support this ambitious, innovative and above all absolutely unique community of businesses to ensure that Britain?s small business culture continues to thrive.”

The survey was conducted to support the launch of O2?s new All In business package, bringing together mobile, landline and broadband services, along with a dedicated business support team.

18th May 2012

Firms that allow staff to bring their own computer devices (BYOD) to use at work are more attractive employers and enjoy better workplace morale, finds a new survey of 300 small and medium sized businesses by cloud computing company Nasstar plc.

According to the company, almost three quarters of bosses said that allowing staff to use their own smart phone, laptop or tablet in the workplace would position their firm as a ?flexible and attractive employer?.

Around two thirds (or 64%) of SME chiefs already allow their staff to use their own devices for work purposes.

The same number (64%) said they had written policies in place for staff wishing to use their own devices at work.

Fifty eight per cent felt that by letting staff use their own devices at work had led to increased output and better workplace efficiency and happier staff.

Cary Cooper, professor of organisational psychology and health at Lancaster University Management School, comments:

?As this research shows most people these days generally like the option of using their own computer devices at work. For employers it?s better to be flexible to their employees? needs rather imposing ways of working that go against the preferences of their workforces.?

And 60% per cent felt that they had saved some money on IT training and hardware by letting staff use their own devices.

A clear majority (70%) felt that with the rise of tablets and smart phones, it was ?inevitable? that in the future all staff would demand the flexibility to use their own devices in tandem with those provided by their employer.

Charles Black, Chief Executive of Nasstar, added:

?There is a growing demand by today?s plugged in workforce to use their own devices at work. While some employers have a blanket ban on this, it?s clear that most in our survey realise that they look more attractive if they allow it, at least in some form. The fears expressed by some employers are also not based on the current cloud technologies, security is one of the main drivers of cloud adoption and should not be a fear.?

This news story was published on is4profit using a BYOD laptop by an extra-efficient and happy small-business employee.

18th May 2012

Would-be entrepreneurs should be able to access the New Enterprise Allowance (NEA) from day one of claiming Jobseekers Allowance ? and not have to wait six months, the All Party Parliamentary Small Business Group (APPSBG) has said.

Current rules allow unemployed entrepreneurs to apply for funding of £1,274 plus access to a guaranteed loan of up to £1,000 ? but only after they have been claiming Jobseekers Allowance (JSA) for six months.

In its report, Breaking down the barriers to entrepreneurship, the APPSBG is calling for the New Enterprise Allowance to be made available from day one of signing on to JSA and for funds to be available for a full year. This would provide £3,692 plus the guarantee of a loan of up to £2,000.

The APPSBG says that this would encourage more budding entrepreneurs to set up in business, in turn helping to boost the economy and stem high unemployment.

The APPSBG is concerned that the current funding is too low to enable entrepreneurs to get viable business ideas off the ground. This is a view supported by figures from the FSB, which show it costs 14% of small businesses between £2,500 and £5,000 to set up.

Brian Binley MP, Chair of the APPSBG, said:

?What this report shows is the importance of nurturing business and developing the culture to enable it to thrive. Not only must we create the conditions to help ensure that the education and financial systems are available to supply potential entrepreneurs, but society embraces the enterprise culture whose full potential is yet to be explored in these difficult times.?

The APPSBG calls for further changes in order to encourage more people to set up their own businesses:

Provide a support network for older entrepreneurs and to ensure that Jobcentre Plus builds relationships with women?s networks to promote mentoring for women.

18th May 2012

A new survey by the British Chambers of Commerce (BCC) shows that smaller firms need more government support to help them trade with high-growth markets. The survey of more than 8,000 businesses suggests that UK exports are held back by a focus on traditional markets, such as the EU, at the expense of larger, faster-growing economies.

When asked where they export to, 88% of respondents sell their products or services to the EU. This compares to 47% of businesses that export to BRIC countries (Brazil, Russia, India and China), and 55% to other Asian and Middle-Eastern markets such as Thailand and Saudi Arabia.

However, while nearly three-quarters (73%) of large firms trade with BRIC countries, only a third (32%) of micro firms do business in these markets.
John Longworth, Director General of the BCC, said,

?Britain has the potential to be a great exporting nation. The Government must work together with business to unlock the potential of Britain?s exporters, who will in turn help to drive the economic recovery.?

?More and more UK businesses are taking their goods and services overseas, but many still face obstacles when trading internationally,? he adds. ?Smaller firms in particular can find it difficult to break into newer, emerging markets, such as Brazil, India and China.?

The survey identifies the main barriers that are potentially holding small businesses back when it comes to trading with high-growth countries ? regulations and export tariffs.

The BCC is now calling on the Government to take action. It is asking for:

Small businesses wishing to start trading abroad should take a look at our export business advice articles.

17th May 2012

Business doesn?t need Ministers to crack the whip to get growth going, says Sir Roger Carr... But they do need to confront some “hard truths”

In a speech to senior business leaders and politicians at the CBI Annual Dinner in London last night, the organisation?s President, Sir Roger Carr, made clear that business didn?t need ministers to “crack the whip” to get growth going.

“In the race for growth, the going may be heavy at times, but the horses are willing, the course is understood and there is a shared will to win”, he said.

With special guest, the Foreign Secretary, William Hague, in the audience, Sir Roger continued:

“There are no whinging businessmen here, but engaged and positive people advocating a more constructive approach to solving the nations? greatest challenge ? growth.”

On the Government?s track record on growth, he said:

“There is no doubting the intent of the Coalition in providing business friendly policies ? what we now need is more business like execution ? delivery on promises made ? ruthlessly and urgently.”

But Sir Roger added:

“In asking government to step up the pace ? we in business need to face up to our responsibilities.”

He outlined four “hard truths” that all business people have to face up to in order to deliver their part of the growth agenda bargain and a better future for all.

Outlining the first truth, he said:

“The first is to accept that we deserve nothing. The sense of entitlement at all levels is a legacy from a different age.”

“We have to earn our way in the world, be smart enough to know what we are good at, brave enough to reach out to new markets, bright enough to develop new products, and driven enough to beat the competition. There is no other way ? and as I travel the country, it is heartening to see how many have taken up this challenge.”

On the second truth, he said:

“The second truth is when it comes to growth ? there are simply still not enough of us fishing in the right pools. So our relative export performance is poor.”

“Yes - the markets we feel comfortable in must be nurtured - but new markets must be explored and opportunities seized.”

“In the last decade, Britain?s share of global exports fell from 5.3 to 4.1 per cent. Chinese exports have grown exponentially, the Germans have increased market share and even Sweden has managed to hold its own.”

“Despite our inherent advantages of time zone and language and many world beating businesses, we are still not punching at our weight, let alone above it ? this has to change.”

“Large companies must help small and medium-sized companies to find their way to distant places. Small and medium-sized companies must find the courage to make the journey ? the CBI must act as a catalyst ? and government must support all companies in this critical task.”

On the third truth, he said:

“The third hard truth is our education system. It is failing young people and failing the country as a whole. On a human level, having so many unable to read, write or add up properly is a tragic waste ? of talent and of opportunity. But this is devastating on a commercial level too.”

“Some promising reforms are underway. But it?ll take business putting its shoulder to the wheel to make it happen.”

“In the course of this year the CBI will recommend new ways that this can be done and show it is not just a case of turning around troubled teenagers.”

“It goes all the way down to primary and pre-school levels ? it is a shared responsibility for all of us ? and we must work together to build a young workforce that is fit for purpose and capable of realising its potential.”

On the fourth truth, he said:

“The fourth, and last, hard truth is potentially the most disturbing of all ? recognising that at a time when business could not matter more ? it could not be trusted less.”

“In the way we pay ourselves, present ourselves and conduct ourselves, now is the time to be more transparent, more responsible and more accountable.”

“High pay must be for exceptional performance, not mere attendance.”

“Corporate and social responsibility must be an attitude running through a business, not a box to be ticked.”

“We must fight to regain respect and earn a reputation as the first-choice career destination for the talented and ambitious men and women.”

“And improving our gender mix on our boards and delivering diversity in all its forms must be done willingly, not driven by rules but simply, knowing that it makes good business sense.”

“And by doing the right thing as businessmen and women and working with shareholders ? and nobody who has lived through the last three weeks could say that they don?t have a voice - we will discourage government from doing the wrong thing ? by legislating, regulating and micro-managing areas outside their appropriate areas of jurisdiction.”

On the day that the latest employment figures showed 2.63 million out of work in the UK, Sir Roger added:

“As we sit here this evening, we all have the huge privilege of jobs, a sense of purpose, of self-worth, of contributing to society.”

“Those that have suffered most in the year since we last met are the growing millions of unemployed across Europe ? many under 25 ? all facing the depressing future of limited job prospects.”

“In the UK some woefully ill-equipped to work because of inadequate education ? others losing the will to work through lack of opportunity.”

“It is for those people that we all must redouble our efforts ? government, business, CBI, and our schools ? to provide hope and opportunity, if we are to avoid a dangerous breakdown in society that will inevitably simmer and ultimately boil over. If we do not succeed, we have all failed in our duty.”

On delivering a more promising future for all, he concluded:

“So those are the truths we must face up to ? government and business.”

“By so doing, I believe business confidence can and will return. The confidence to invest money now buried in corporate balance sheets, pursue new markets now underdeveloped, and build a sense of future optimism for the next generation.”

“Only by doing this will new jobs be created by those who have enjoyed a fortunate past - for those that deserve a more promising future.”

16th May 2012

Talent measurement firm SHL has found that almost half of UK companies have experienced an unexpected change in leadership in the last 12 months with some stating a detrimental effect on business. Almost 1 in 5 (19%) said that it had caused a loss of or slowed growth due to a lack of leadership or direction. Almost a third (32%) cited that it had led to a decrease in morale at the company. The research findings are revealed after polling 258 UK-based HR decision makers across a range of sectors about succession planning.

Roughly half of those surveyed said the unexpected change in leadership had a negative impact on employees and company growth. However, only a third (32%) admitted they have a CEO succession plan in place, despite a similar number of organisations (28%) claiming it takes six months or more to replace their CEO.

Furthermore, research found that companies with CEO succession plans in place experience less stock market volatility during a leadership transition, even six months after the change. This proves the tangible link between CEO succession planning and company performance.

Seemingly, organisations are focusing their attention on identifying critical roles (88%) and succession plans across the company (85%) over those for the CEO. Melanie Long, senior managing consultant at SHL comments:

?Whilst it?s encouraging to see that HR leaders are recognising the importance of succession planning across the organisation, our research also suggests that in doing so they have taken their eye off the ball with CEO succession.?

?As UK companies continue to operate in tough and unpredictable market conditions the role of the CEO will always be a vital one. It?s not always easy to replace top talent ? our Talent Analytics data shows that in fact just 1 in 10 people in the UK have the potential to be a truly effective leader.?

The survey findings also indicate that HR leaders are understanding that succession planning needs to be in place across the organisation ? with almost half those surveyed (48%) having succession plans for technical experts or specialists and (43%) for junior managers. Interestingly, 23% of those polled also had succession plans in place for graduates, showing over 1 in 5 are favouring a ?grow your own? leadership recruitment strategy, by ring-fencing and nurturing high potential graduates from an early stage.

Long continues:

?In this competitive market for talent, it appears organisations are shifting their focus to succession planning for the ?engine room? of the company, those that are innovating, creating value and delivering results. However, given the negative effects of losing a leader, succession planning needs to focus on identifying potential leaders for critical roles regardless of whether they are at the top or across the organisation. Leadership talent within any business is a cornerstone for future growth and innovation, so it is critical to analyse and know where your future leaders will come from. Organisations that take control of their leadership pipeline will be best placed to cope with and successfully navigate the business challenges that lie ahead.?

One reason why HR leaders may be focused on identifying high potential talent from lower down the organisation for their leadership pipeline is because according to SHL?s Talent Analytics data, they have more leadership potential than their bosses. SHL?s data reveals that  1 in 12 of those occupying a more junior role in an organisation have stronger talent to be an effective leader than those more senior to them.

?Both our research and Talent Analytics data indicate that companies are getting under the skin of the leadership potential in their organisation. Ultimately, organisations need to have the processes in place to take an objective view of their people  and understand where the next generation of leaders will come from to perform strongly in future,? concluded Long.

The research findings report can be found on www.shlsuccession.com

15th May 2012

Call centres a turn off in comparison to social media “VIP experience”

British businesses getting to grips with social media are only dealing with the “tip of the iceberg” according to a study comparing brands and consumers? digital interaction.

The study, by Fishburn Hedges and Echo Research, found that more than a third of people have already interacted with companies through social media. This is almost double the proportion that it was just eight months ago (19% to 36%).

Two thirds of people that have engaged with brands on social media (68%) believe that it has allowed them to find their voice.

Most of them (65%) believe social media is a better way to communicate with companies than through call centres, some nine times more than those who felt worse off using social media (7%).

Two fifths of people (40%), even those who haven?t used social media, believe it improves customer service. This is some six times more than the 7% of naysayers who fear social media will harm service.

Eva Keogan, head of innovation at Fishburn Hedges, said:

“Many people are currently enjoying the VIP treatment from brands on social media. As millions more catch on to this great route into traditional customer service channels, the challenge for brands will be maintaining the same level of service. Over the coming years, will Twitter become the next call centre? We are urging brands to think about this now, as there are some clear and simple ways to use these new customer service channels to great effect.”

64% of British adult consumers are digitally dormant when it comes to social media interaction with businesses. While it by no means suggests the call centre has had its day, it does imply that the scales will tip towards millions more people adopting social sites as another channel of engagement, depending on their preferences. This will have huge implications for reputation. Training, tools and organisational culture will need to be considered, as the mouth piece of a company becomes even more vital.

2,000 consumers took part in the research, alongside digitally pioneering brands including BT, Sainsbury?s, PepsiCo, O2, HSBC, Oasis, and Barclaycard.

Echo Research conducted in-depth interviews with senior executives in customer services, marketing and PR. These interviews identified some common themes in best practice:

Don?t be paralysed by uncertainty: where call centres arguably erect barriers between brands and customers, social media can remove them and bring proximity. It shouldn?t be a psychological straitjacket, so dive in ? but clearly define your strategy first

Don?t let social media define you: your brand must define it. It must be a continuation of a brand using the appropriate channels and not a knee-jerk reaction to following how others are using it

Make more of the emotional insight you have: customer data offers insight into behaviour, but social media takes that to a different level, enabling brands to tap into emotions

Pick your battles ? but enter them fast: speed is critical in the real-time world of social media, but brands should not feel the pressure to answer every query put to them

Address structural barriers in the business, not headcount: there are many ways to resource social, and new hires are not always necessary. Try sharing expertise and removing structural barriers first

Fear not the #fail: No one is perfect and sometimes, just sometimes, it is simply a flash in the pan

Sandra Macleod, group CEO of Echo Research said:

"Our stakeholder studies show that customer service is a strategic differentiator in the market place. Social media is taking off as real people are responding, rather than callers being stuck behind automated call routing and messaging. The best companies are training and releasing their staff to manage this in a professional and responsible manner, to often great results. Welcome to a new and exciting world we call 'social business'."

Read the full research report The Social Media Customer

11th May 2012

Social network tops directories as best marketing tool according to research

Over one third of UK small businesses say that they now use Facebook to drum up new customers ? more than local directories such as Yellow Pages and Thomson and substantially more than print or online advertising.

Research by technology company BaseKit has found that 36% of small businesses in Britain use the social network to market themselves, where just a quarter say they rely on local directories (27%) as a source of new customers.

Twitter has also become popular with small businesses and their owners ? over one-in-six (17%) use the site to scout for new customers and to market their services and the micro-blogging site is fast catching up with those who say they use print (21%) or online (20%) advertising for their marketing.

Simon Best, co-founder of BaseKit said:

“Small businesses are shifting their marketing to lower-cost media like Facebook and Twitter and away from legacy media like the directories. They tell us that one-to-one marketing is their most efficient and most successful way of generating new business ? the fact that Facebook has become the number one source of new business within just a few years of its creation is remarkable.”

BaseKit conducted the research to help inform its new online resource for small businesses ? the BaseKit Learning Centre.

The research is being used to establish what small business owners want to know more about with online guides written by professionals to help them get the most from the internet.

The BaseKit “Small Business Report” also found that, while vast numbers of the UK?s 1.1 million small businesses are online and are using sites such as Facebook successfully, there are still 660,000 that have yet to get themselves online at all. This is despite the fact that three quarters (74%) of those that do have a site say it has become critical to drumming-up new leads and to their reputation as a company.

Rachel Bridge, business expert and best-selling author of four books including “How to make a million before lunch” comments:

“It?s staggering that although businesses are embracing social media as a tool for marketing, so few are integrating tools such as blogs, video or twitter feeds into their websites. A number of small businesses admit their sites are seriously lagging behind in the technology stakes with only one in four able to accept online payments.”

Simon Best continues:

“We found that while a lot of small businesses are forward-thinking when it comes to the web, there are a lot of others that have yet to get on board. We felt that, given so many are finding success with social networks, we should create some resources for other businesses to use to get themselves Facebook-literate when it comes to marketing their services.

“The simple truth is that, for a small business with customers who may be under 40, if you?re not on the web then you are more-or-less invisible. We believe that every small business in the UK should be able to take advantage of the power of the internet as a tool to grow ? and should be able to create a professional website cost-effectively.”

12th May 2012

A new watchdog with the power to ensure that big supermarkets treat suppliers fairly and lawfully, has moved a step closer to reallity after the Groceries Code Adjudicator bill had its first reading in the House of Lords.

The Groceries Code was set up in 2010 following a major investigation from the Competition Commission which found that, whilst big grocery retailers on the whole delivered good deals for consumers, action was needed to improve the situation for farmers and suppliers. Suppliers were, the Comission deemed, being treated unfairly and were often scared to "face up" to the big chains for fear of losing the business.

The Groceries Code is legally binding and the new Adjudicator will have a number of powers including being able to:

Retailers found to have broken the Code will be subject to remedial action by the new Adjudicator ranging from:

It is thought that in such a highly competitive marketplace the power to name & shame big supermarkets will be a particular deterrent to those that have in the past been unfair to much smaller businesses who have had, for example, contracts dropped without warning.

Other issues with the big retailers have included them varying agreements retrospectively and failing to pay within a reasonable time scale. All these points have been addressed in the Groceries Code and now the Adjudicator will be able to enforce them.

Business Minister Norman Lamb said:

?The large supermarkets have a lot of buyer power, and with power come responsibilities. Supermarkets will still be able to secure the best deals and to pass the benefits on to consumers, but they should also treat farmers and suppliers fairly and lawfully. This means paying them on time or not being able to scrap arrangements with farmers and suppliers at the drop of a hat.?

?Free and fair competition is the key to a healthy market and by preventing retailers from transferring excessive risk to their suppliers we will support investment and innovation in the supply chain. In the long-term, that?s in the best interests of everyone, especially the consumer.?

?I have also responded to concerns from the Select Committee and others that trade associations should be able to complain to the Adjudicator and have amended the draft Bill to provide for this.?

Agriculture Minister Jim Paice added:

?The Grocery Code Adjudicator will ensure fair play in the food supply chain to make all terms fair and balanced.?

?The food industry is vital to our economy and this Government is committed to ensuring that all sectors of it are able to thrive while providing the best value and quality for consumers.?

Food and Drink Federation Director General Melanie Leech, said:

?We need an effective Groceries Code Adjudicator to enforce the Groceries Supply Code of Practice and ensure suppliers have the confidence to come forward directly or through their trade associations.?

?The Competition Commission findings were clear that unless the abuse of market power is addressed then businesses especially small and medium sized manufacturers will be less inclined to innovate and invest. We believe an Adjudicator will help to ensure that the food chain operates fairly and in the best interests of consumers in terms of choice and availability.?

Chief Executive of the Association of Convenience Stores, James Lowman, said:

?We welcome this important step towards a fairer market. When big stores bully suppliers everyone suffers.?

?In the case of small retailers the effect can be the supplier transferring the costs of unsustainable agreements with big customers onto smaller ones. This could be through increased prices, reduced promotional support or simply worsening service standards.?

?In 2008 the Competition Commission recognised that unfair practices in the Grocery market ultimately harmed the consumer. Bringing in this law is well overdue.?

In 2011 farmers condemned supermarkets for reducing the price of milk so drastcially that it was cheaper to consumers than (around half the price of) bottled water. The wholesale milk market became so competitive that dairy farmers were often producing milk at a cost greater than that which they received for their products.

The other important powers in the code include:

You can follow the progress of the Groceries Code Adjudicator Bill as it goes through Parliament.

11th May 2012

Hundreds of thousands of small business owners could be due a hefty tax rebate from HMRC, according to capital allowances tax specialists, CA Tax Solutions.
It says that any company that owns a commercial building has a high probability of receiving a capital allowances tax windfall to the tune of thousands or even tens of thousands of pounds.

Businesses of all types could be eligible ? from fish and chip shop owners, dry cleaners and dentists to grocery stores and estate agents. Research from accountancy firm Deloitte confirms that in nine cases out of 10, capital allowances reports will uncover a tax rebate for the owner of a commercial property.

With about 1.4 million commercial properties in the UK, the numbers are potentially huge. Claims can be made historically and CA Tax Solutions estimates that there is £65bn?£70bn of net tax rebate lying unclaimed in UK commercial property.

To date, the average rebate CA Tax Solutions has generated for smaller UK commercial property owners is £25,000 net and the biggest tax rebate more than £10m net.

It says smaller businesses that own commercial property are most likely to be due a rebate as their accountants will often not understand the intricacies of capital allowances.

Mark Tighe, managing director, CA Tax Solutions, said:

“Capital allowances are one of the more obscure areas of tax and for this reason they often pass under the radar of a lot of firms. And for obvious reasons, the Revenue isn?t shouting about it from the rooftops, either.”

Tighe continued, saying that many accountants may be embarrased to approach their clients

“...as really this is something they should have alerted them to years back. The truth, though, is that accountants can't be expected to have the skill-set required to identify capital allowances. The bottom line is that it's a very tough climate for the majority of UK firms right now and a cheque from the Inland Revenue would be a real fillip.”

Any small business owner with commercial property who feels that they may be due a rebate should contact a contact allowances specialist.