Monthly Archives: June 2020

News

Covid-19 Protective Screens Support the Return to Industry

The Government has announced that non-essential businesses can reopen in England from the 15th June, with precautionary measures put into place.

Hygiene will be the overriding focus for all Covid-19 preventative measures* as businesses reopen their doors using Covid-19 signs, protective screens and clothing to restrict the spread of the virus.

For those that cannot accommodate the required 2-metre distancing rule, the use of protective plastic screens is actively encouraged. But, as the demand for Perspex reaches a high, businesses are experiencing delays in their orders and are facing a decision. Either ask staff to work without a protective screen or remain closed until orders arrive.

Plastock.co.uk can aid a business’ return to the industry with a series of protective screens that fit precautionary standards, and, as an alternative to Perspex are available for business use without delay:

The Persona Screen (£44.00) is free-standing and can be easily assembled, with varying widths to fit different requirements.

The Free Standing Counter Top Screens are also available to buy from £63.25, where these Perspex alternatives feature an opening for payment, ideal for check-outs and reception desks.

Plastock.co.uk has gone one step further and also offers bespoke services upon request to suit wider business requirements. Luxury glass screens (from £134.00) also available for a premium finish to retail and business requirements.

As England welcomes non-essential businesses back to the market from mid-June; Plastock will be able to support the return of industry and protect staff whilst the UK waits for Perspex.

For more information and to view all products please visit, www.plastock.co.uk

News

Start Planning Now for the Next COVID-19

Michael Bittle, Managing Director of IBCT, discusses the importance of continuity planning

There are 101 things that can go wrong for any business. COVID-19 is just one of them. Floods, fires, theft, staff shortages, zombie attacks, space aliens – you name it.

So what are you supposed to do to prepare your business for the next COVID-19? Or zombie attack?

Fortunately, there is a solid answer to that question. It’s called a Business Continuity Plan, and a good one will take an ‘all-hazards’ risk approach.

This means that you don’t have to spend your time analyzing risk probabilities for the 101 things that could wrong. That would take a lot of time and money. Instead, thanks to the international business continuity standard ISO 22301, you look at the things that you don’t want to lose – your key people, your key property and key business processes – and you ask yourself the question “what if I lost this for a day, a week or a month? What would I do then?

Of course, creating a business continuity plan is not really as simple as that, but it is not rocket science either. There are 7 basic steps outlined in the ISO standard and, for a small- to medium-sized business, the entire process from start to finish should not take more than 3 months, working part-time.

The Institute for Business Continuity Training has been assisting companies for over 20 years.

To help small business and non-profit organizations during the current COVID-19 crisis, they have posted hundreds of free business continuity templates, cybersecurity files, pandemic planning files, and more on their website. They have also made available a comprehensive online business continuity training course base on the ISO 22301 standard free of charge. All you have to do is ask for it.

The time to start planning for the next COVID-19 threat is now. You have all the resources available to create a business continuity plan free of charge through the Institute for Business Continuity Training. Don’t wait until the zombies show up on your doorstep!

To learn more, visit https://www.IBCT.com

Commercial Property, Logistics, News, Property

What next for logistics property in the UK?

With the Covid-19 pandemic forcing many companies to increase stock levels and reshape supply chains, as well as driving an ever-greater reliance on on-line shopping, leading property consultancy, Gent Visick believes there are interesting times ahead for the logistics sector and big shed market.

Andrew Gent, a director at Gent Visick, said: “Imagine it being Christmas every week? This has been the situation which the supermarkets and on-line retailers have faced since the onset of the Covid-19 lockdown. The level of demand for certain products had simply overwhelmed their existing supply chains.

“The advantage of Christmas is that it is a single fixed date for which retailers can build their stock levels and gear up their distribution operations, the lockdown exposed the weaknesses inherent in supply chains which have been designed to maximise efficiencies and cut costs.

“Many retailers have taken additional short-term warehouse space to increase their stockholding and have re-geared to find alternate suppliers and with China now back on-line the situation is easing, although it has taken some unusual steps to get there.

“The temporary relaxation of the competition rules in the food retail sector has seen some pooling of resources, warehousing, vehicles and staff to enable the retailers to once more fill the shelves and avoid further panic buying.

“The Government have announced that, subject to observing the new social distancing guidelines, all shops can re-open on the 15th of June. However, will there be a mass return to the high street, or will people’s concerns continue to drive the expansion of the on-line retail sector?

“Food retailers have already noted a return to the “weekly shop” with customers seeking to limit their exposure and it is still difficult to secure an on-line shopping slot. For hundreds of alternate goods on-line shopping has become a way of life. Whilst the high street re-opens, it may be some time before the public have the confidence to return in numbers. With those that can still working from home, the convenience of home delivery may continue to outweigh the perceived risk of going out.

“The response to date has been a flurry of short-term large warehouse acquisitions and increased demand for smaller space, suitable for additional home delivery hubs. There has also been a race for open storage land close to the main ports as the flow of containers returns to pre-Covid levels but with retail outlets closed there is somewhat of a logjam at the moment.”

Andrew continued: “Looking to the mid-term, should demand for on-line shopping continue at the current rate, there will be further demand for some 14 million square feet of additional warehousing space across the country. With limited standing stock and existing pressure on the supply of employment land, this should help to maintain current rental and capital values.

“With supply chains adapting to carry more stock, manufactures looking to re-shore elements of production and diversifying production to avoid being too reliant upon a single market, we would again expect to see demand for additional warehouse space as we move on from the lockdown.

“However, all this does rather depend on the overall economic position and household confidence to maintain sales and demand for goods. With several large companies already announcing significant numbers of redundancies and a number of smaller companies, particularly in the hotel and leisure sector failing, the level of unemployment will grow. Inevitably this will impact upon consumer confidence which will lead to reduced demand for goods and services.

“That said, the changing shifts in supply chains, evolving patterns of consumer shopping, a nervousness to return to the high street allied to home working and the convenience of home delivery, will create future demand for additional stockholding warehouses and home delivery hubs. All of this certainly bodes well for the logistics sector and Yorkshire is ideally placed to capitalise geographically.”

Benefits, HR News, News, Recruitment

All Change? How HR can handle recruitment and retention in the new world

Unemployment is climbing.  What does this mean for recruitment and retention, and how should Human Resources professionals react?  Steve Herbert, Head of Benefits Strategy at Howden Employee Benefits & Wellbeing, considers the options.

We are not quite half-way through 2020, and already it’s been a hell of a year for us all.

At the time of writing it feels like the worst of the coronavirus pandemic may be behind us, and it’s time for employers to take a long hard look at the aftermath of the crisis, and what happens next.  In this article I want to focus on how the lockdown period has impacted employment, and what this might mean for the recruitment and retention plans of employers across the nation.

 

Then & Now

In February 2020 the Office for National Statistics (ONS) indicated that the UK employment rate stood at a record high of 76.5%, and correspondingly the unemployment rate was just 3.8%.  Understandably there was much positive messaging from the government about this good news at the time.

Yet just a few months later and the above statics are effectively meaningless.  In May it was reported that unemployment had climbed by around 70%. That too was a record figure, but not one that anyone is likely to be promoting.  And the truth is that the unemployment rate could already have been very much worse had the government not rapidly introduced the concept of “Furlough” alongside the Coronavirus Job Retention Scheme (CJRS).  These key measures provided employers with a valuable breathing-space to make some considered decisions re staffing levels.

Yet now that the Chancellor has announced the timetable for withdrawing CJRS, many employers will finally have to face financial reality.  It’s almost certain that at least some will find that they can no longer afford to sustain their pre-crisis employment levels.  Sadly some further redundancies and even business closures appear inevitable, and we can all only speculate on what the final economic and employment costs to the nation will be.

Such a marked change in fortunes in such a short a period of time is difficult for any of us to accept.  Yet life  – and business – goes on for most organisations.  And with lockdown now easing, now is the time for Human Resources professionals to consider what this will all mean for their employer’s recruitment plans in the months and years immediately ahead.

 

Supply & Demand

Of course such a rapid expansion of the available talent-pool has the potential to dramatically change the dynamics of recruitment and retention* in the UK.  This is because the law of supply and demand applies as much to the commodity of workforce as any other commercial transaction.

Or does it?

Whilst it’s undeniable that a larger talent-pool will move the balance of negotiation in the employer’s favour, it should be remembered that effective recruitment is so much more than a numbers game alone.

Of course the employer still needs to employ the right people at the right price for their business to operate effectively and profitably.  But that is meaningless without the goodwill, engagement, and maximum productivity of each and every new hire too.  These are essential ingredients to any successful business, and never more so than in the uncertainty of post-lockdown Britain.

 

Other Costs

And then there are other fiscal, time, and business costs to be considered.  For a new employee this can include costs of interviews, job offers, referencing, and training requirements.  Employers should also accept that there is often a significant time-lag until a new employee achieves optimum productivity.  How long that takes will vary in every case, but research undertaken by Oxford Economics in 2014 suggests that it can take up to a year for full productivity to be achieved in some cases.

It’s also worth remembering that existing employees are rarely disposable either – even if they could now potentially be replaced with lower-cost new recruits.  In the case of a departing employee factors to be considered include the loss of professional contacts, inherent experience, and damage to the morale of other workers too.

So whilst the advantages of an increased talent supply may help employers, it still needs to be used with both caution and discretion to achieve the right outcome for both the business and its workforce.

 

Employee Benefits

Finally, and not least, it would be remiss of me not to mention the role Employee Benefits can play here.

Most such benefits are only a relatively minor cost consideration for the sponsoring employer, yet if well promoted they can and do play a vital role in the recruitment and retention process.  And given the understandable national nervousness on health issues right now, it’s likely that both existing employees and potential recruits will really welcome the support and reassurance represented by important benefits such as Group Income Protection, Private Medical Insurance, and of course Group Life Assurance.

It’s also worth reminding HR professionals that many Employee Benefits are also designed to help the employer achieve other business objectives too.  The employer’s Return on Investment (ROI) might be fiscal, practical, or moral (and often all three).  Any or all of these are likely to be extremely welcome in the months and years immediately ahead.

 

Can NOT Should

In conclusion I would say just this.

The significant changes in the availability of talent provide some welcome latitude for employers as they seek to navigate their way through the post-COVID-19 business landscape.

But the attraction of a greater number of potentially lower-cost workers shouldn’t in itself change the candidate qualities that your organisation is ideally looking for.  Employing the right people for the right reasons – and maintaining the goodwill of both new and existing workers – is still key-critical for any organisation which wants to continue to offer a quality service, retain existing clients, and attract new ones.

The bottom line is that getting the recruitment and retention mix right may never have been more important for employers.

 

Steve Herbert is Head of Benefits Strategy at Howden Employee Benefits & Wellbeing

*For the latest UK Jobs Outlook please see this research from The Recruitment & Employment Confederation (REC)

COVID-19, News

Collaborating with the competition to cope with COVID-19

Businesses around the world have had to collaborate with competitors in order to survive the coronavirus pandemic – in some cases they have grown – but sharing excessive amounts of information with rivals comes with risks.

A new paper published in the journal Industrial Marketing Management has examined coopetition – cooperating with competitors – a strategy used to cope with the unique impact of COVID-19 on retailers, pharmaceutical companies, non-profit organisations and tech firms, such as Google and Amazon.

Dr James M. Crick, of Loughborough University, and his father Professor David Crick, of the University of Ottawa, have highlighted the implications of a more open marketplace between rivals – due to relaxed competition laws – and have made recommendations for business leaders to think about.

In the paper, Coopetition and COVID-19: Collaborative business-to-business marketing strategies in a pandemic crisis, they suggest that companies which choose to share resources such as information, data, expertise and other capabilities can yield higher levels of performance, meet unprecedented demand and operate efficient supply chains.

Coopetition can also help with simply surviving within a volatile market.

However, as well as the commercial benefits of coopetition, the paper also warns of the risks of collusion, both during the COVID outbreak and post-pandemic.

Industry bosses should be aware of the extent to which they are allowed to engage in cooperative partnerships with rivals, the authors say.

While laws in many countries have been relaxed to allow businesses to survive the pandemic, there are still regulations in force that can penalise firms for illegal collusive practices, such as forming monopolies and price-fixing.

Credit: Getty

Prof Crick and Dr Crick also say there will always be an element of competitiveness at play – even if it is only very small – during any coopetition strategy.

Businesses should not solely depend on their coopetition partners to survive.

Dr Crick, of the Loughborough School of Business and Economics, said: “Owner-managers are encouraged to acknowledge that once this global pandemic is over, and the regulation of certain forms of coopetition are potentially enforced, it might be challenging to end their partnerships with rivals.

“Therefore, they should agree on the extent to which they will cooperate, vis-à-vis, compete with their rivals in advance of changing circumstances.”

Finally, the paper indicates that businesses have to be aware that coopetition is a risky business-to-business marketing strategy and there could be negative outcomes, such as tension, lost intellectual property and diluted competitive advantages.

Dr Crick said: “To minimise the dark-sides of coopetition from occurring, it is recommended that owner-managers and functional-level employees should be vigilant for situations that involve coopetition partners behaving opportunistically.

“This will indicate when it is time to exit from these relationships.”

Prof Crick added: “Collectively, these managerial implications serve as actionable considerations for practitioners when implementing coopetition strategies during times of crisis, such as the COVID-19 outbreak.

“For clarity, coopetition has the potential to be a rewarding – performance-enhancing – business-to-business marketing strategy, but there are risks associated with companies working with untrustworthy competitors.

“Following these guidelines, if managed correctly, coopetition activities can be advantageous throughout a global emergency.”

Both academics said that more research needs to be carried out in order to fully understand the impact of coopetition during a global pandemic.

The paper lists a number of suggestions for future research, which include investigating the circumstances which led companies to cooperate, what were the experiences as these companies had and what were the outcomes.

Environment, News

WMCA Green recovery plan for the West Midlands unveiled

An ambitious plan to help the West Midlands recover from the economic impact of Covid-19 while making it a greener and healthier place to live and work, has been given the go-ahead.

The blueprint – WM2041: A Programme for Implementing an Environmental Recovery – was approved by the WMCA board last Friday, coinciding with United Nations’ World Environment Day.

The plan for a green recovery builds on an existing commitment #WM2041 to make the West Midlands carbon neutral by 2041.

The strategy sets out how the West Midlands can rebuild its economy in a way that drives green and inclusive growth, so that all the region’s diverse communities and its environment can benefit from the post-Covid-19 recovery.

The paper sets out a range of initiatives from small-scale through to potentially region-wide and complex schemes, that will be implemented over different timescales but starting now.

These include:

· retrofitting old and cold homes to make them more energy efficient and help tackle fuel poverty

· accelerating the transition of the region’s automotive industry to electric vehicles

· rolling out charging infrastructure for electric vehicles at scale

· announcing a green innovation challenge for SMEs to find solutions for some of our climate change challenges

· supporting the growth of green neighbourhoods and natural capital; and

· active transport initiatives, for example pop-up cycle lanes and widened pavements.

Mayor of the West Midlands, Andy Street, said: “The region’s economic recovery from Coronavirus must be green and inclusive, and #WM2041 helps give clear direction of how to achieve this.

“We now need to come together as a region – including businesses, communities, and local authorities – to make this plan happen and help build a stronger, greener and more inclusive recovery for everyone in the region.”

Approval of the blueprint by the WMCA Board will also help support the delivery of the Government’s national target to be carbon neutral by 2050 while ensuring no one is left behind.

Lily Eaves from Coventry is a member of the Young Combined Authority, which is a board of more than 30 young people which makes active change for young people in the region. She said: “The Young Combined Authority has been really supportive of the work on #WM2041.

“We are really pleased to see that it is now moving to a point where there is focus on delivery and action as part of a green and inclusive recovery from COVID-19.

“As young people, we see addressing climate change as important for our future that should involve all communities and create opportunities for people in the region.”

Following today’s approval work will start next week on the projects.

Cllr Ian Courts, WMCA portfolio lead for environment and leader of Solihull Metropolitan Borough Council said: “The climate crisis has not gone away, and climate change continues to be one of the biggest threats to environment and society.

“While the COVID-19 pandemic has been hugely disruptive and challenging for many of us it has given us a moment to pause and reflect on what kind of future we want in the West Midlands and what ‘prosperity’ means in not just economic but also social and environmental terms.

“That’s why this ambitious plan has been drawn up, which would benefit the region on a huge scale.”

 

News

Authentic Finnish sauna – built into an Ifor Williams trailer!

Premium authentic Finnish sauna company Finnmark ltd have built a fully functioning wood-burning sauna using a boxvan from Ifor Williams Trailers. It means outdoor enthusiasts and people potentially interested in authentic Finnish sauna now have the chance to try the experience for themselves.  The sauna comes complete with a dimmable, LED-lit backrest, and it’ll be parked up at idyllic tourist spots including Snowdonia, the Lake District and at endurance events, cycle races, festivals and triathlons as soon as the lockdown restrictions lift.

Finnmark MD Jake Newport explained, “A lot of our work is high-end domestic. The problem we have is being able to show people how our saunas are really meant to be enjoyed. We just felt the real deal for us would be to have a properly finished sauna in a beautiful setting next to a lake where you can go for a cold plunge too and see what it’s all about. In the UK, sauna use is a really prescribed event, lasting 10 minutes. In Finland, you won’t find any sand timers on the wall at all. It’s about listening to your own body. If you get the temperature and humidity right, it’s nice and relaxing.

You’ll not only release endorphins, you will sleep like you haven’t slept since you were a teenager. There’s a huge upswing in the amount of research being undertaken in Finland. Scientist and cardiologist Dr Jari Laukkanen, for one, has published a number of scientifically researched journals on the sauna health benefits.”

Jake added, “We’ve seen Ifor Williams Trailers growing up, it’s a brand from our perspective that’s associated with the same values of quality and durability. It’s evident in the resale value of these trailers. You can buy a trailer and not do anything with it for two years and sell it for nearly the same price. If you’re putting £30,000 worth of time and materials into something you don’t want the wheels to fall off.”

Jame and Max Newport

We consulted distributors Alan Tuer Trailers in Carlisle to find the perfect model and were delighted with the BV127, which suited our needs perfectly. We used Western Red Cedar wood from Canada during construction because it has a lower density allowing us to keep weight to a minimum.

Finnmark Design Director Max Newport said, “We had to cut one of the steel box section cross members, so we reinforced that area with additional plywood prior to installing the insulation and tile build up. We also fitted the flue so that the twin wall insulated section terminates at a coupling just above the flue grommet on the roof. We did this so that we could remove the chimney for ease of transportation and then quickly add it back on for a good draw through the stove and  ensure smoke exhausts at an adequate height.”

Stephanie Foster, managing director at Alan Tuer Trailers, said, “The sturdiness and robustness of the boxvan trailer made this a winning combination for Finnmark and we were delighted to be able to offer our advice. This is a trailer known for its durability and performance and continues to meet the needs of a whole range of businesses.”

Finnmark PR Manager, Robbie Thompson said, “We are so pleased with it that we are now offering mobile saunas as a new product range. We unapologetically place quality and authenticity over price and no expense was spared in the development of the mobile sauna, which was designed to reflect our values of quality and craftsmanship.”

Andrew Reece-Jones, Design Engineering Manager at Ifor Williams Trailers, finished, “The list of ingenious uses of our trailers is growing and we are always amazed at the wonders that can be achieved.  We’re delighted Finnmark appreciates the quality and road worthiness of our boxvan trailer designs and wish them every success with their new venture.”

News

Mum of autistic son urges firms to tap into £249bn of spending power

A business leader with a severely autistic son has set up a social enterprise to help companies tap into the £249 billion of spending power of disabled people in the UK.

Davina Carey-Evans, who runs the Anglesey-based event and marketing company Sbarc, set up Piws (Welsh for purple) as a Community Interest Company to help businesses make venues more accessible to everyone.

The aim is to  reduce isolation and encourage access so everyone, including those with hidden disabilities, can enjoy community lifestyle activities across North Wales.

Mum-of-three Davina, who hails from Criccieth, has first-hand knowledge of the difficulties faced by people with hidden disabilities through her son Benjamin, 25.

According to Davina, she wants to help companies make simple changes that will improve accessibility in restaurants, bars, activities and attractions.

The annual spending power of the disabled community in the UK is £249 billion so tapping into the so-called ‘Purple Pound’ made good financial sense.

Davina said: “Benjie is severely autistic and non-verbal but outwardly he has no visible disability. He’s six foot five and a big man but has the abilities of a young child.

“He’s totally reliant on people to guide him. Growing up people would look at him just believing he was a naughty or unruly child as his disability was hidden.

“Benjie would do things that were totally inappropriate and it was always difficult. I remember so well going, as a family, to an attraction and within minutes of going I knew Benjie was going to lose it. He was over stimulated.

“I asked the guy at the entrance if we could just leave but was told no, we had to use the exit at the other end of the attraction. You’re unable to stand your ground as you can’t afford to cause more growing anxiety.

“Before I could stop him Benjy picked up a child from out of a pushchair and threw the child before getting in the pushchair himself. Understandably people were horrified but that whole situation was unnecessary and could have been avoided.”

“People would look at me and shake their heads, I don’t blame them for not understanding. His disability was hidden and no one knew. Things got so much better when I bought a supply of T-shirts with the message ‘I’m not naughty I’m autistic’ on the front.

“People then seemed to accept his disability and understand that while he may appear ‘normal’ he isn’t.

“We have to somehow get away from thinking that disability is linked to wheelchair use, it isn’t there are lots and lots of disabled people that may outwardly show no sign of disability.”

“It’s about accessibility not disability. It’s about making sure, for example, that someone who is using a colostomy bag or similar product can use a disabled toilet in a public place without being judged simply because they look like they haven’t got a disability normal.”

Davina wants to raise awareness and increase the use of disabled symbols.

She added: “The blue badge wheelchair symbol represents all disabilities but there are 36 symbols representing all conditions but only 20 per cent are supported by the wheelchair symbol. We need to promote more symbolism opportunities.

“We need to encourage recognition that hidden disabilities are not affecting just a small minority and instead show that it is a normal part of life and that 80 per cent of disabilities registered have hidden impairments.

Half the households in the UK have a connection to disability and there are 11.5 million registered disabled people in the UK.

“We also need to promote the fact that 31 per cent of the UK workforce have been formally diagnosed with a mental health issue.”

“The aim of Piws, which is a not-for-profit-company, is to encourage access for all to enjoy, to participate and be part of community lifestyle activities.

“It’s important everyone can feel confident in visiting various locations in the knowledge that we will be welcomed, understood and catered for.

“At this time Piws is being run as a pilot giving it time to build public feedback and support, plus bring on more expertise in all areas of accessibility from nappy changing facilities to gender neutral toilets and from automatic doors to quiet spaces.”

Picture: Davina with her three boys on a day out.  Benjie now has 2 to 1, 24 hour support – can you spot which is Benjie?

News

Student tennis star serving up food for community in lockdown nominated for diversity prize

A COLEG CAMBRIA student and member of the Welsh Youth Parliament has been nominated for a National Diversity Award.

Jonathon Dawes, from Rhyl, has been listed in the Positive Role Model category for his uplifting work in the community.

The 17 year-old – head coach at Rhyl Tennis Club – has had an incredible 12 months; he was named Denbighshire Sports Coach of the Year in 2019, won a British Citizens Youth Award, is a Sport Wales Platinum Ambassador and was praised for setting up inclusive tennis sessions for wheelchair users.

Among his greatest achievements was running a Tennis Skills week at Rhyl High School, which gave more than 1,000 children the opportunity to play the sport, and he is also a British Tennis and Tennis Wales Award winner and Head of Ambassadors at My Tennis Events, founded by The Apprentice star, Sabrina Stocker.

Currently taking AS Levels in Government and Politics, Economics and PE at the college’s Deeside site, he has been as busy as ever during the Coronavirus lockdown, teaming-up with a local store to deliver food packages to self-isolating pensioners in the town.

He was “thrilled and shocked” to be chosen for the diversity prize, and thanked Denbighshire County Councillor Tony Thomas for nominating him.

“I wasn’t expecting this, I’m really pleased and proud,” said Jonathon.

“If I reflect back on the last couple of years it’s been amazing – including becoming Welsh Youth Parliament member for the Vale of Clwyd – and I’m very grateful to the community for their support.

“They have supported me which is why I try and give back through tennis and politics, and in trying to help as many people I can at this challenging time.

“I am fit and healthy, so I’m lucky to be in a position to do so. There are a lot of elderly residents in the local area who are unable to get out to the shops, so I’ve been delivering food packages to them and doing as much as I can, as so many other people are.”

The prizegiving ceremony is due to take place this September in London, and Jonathon admits whether it takes place or not due to the pandemic, the selection will still be one of his proudest moments.

“I am dedicated to being a positive role model and a strong voice for young people, and to have that recognised is a real honour,” he added.

To vote for Jonathon, visit nationaldiversityawards.co.uk/nominate/29689

Visit www.cambria.ac.uk for more on the wide range of courses and qualifications available at Coleg Cambria.

Case Studies and Partnerships, Cleaning & Facilities Management, News

Merco Consolidates Time And Attendance Requirements With Smarttask To Streamline Operational Processes And Reduce Admin

Merco, the Salford-based contract cleaning company, has used SmartTask to consolidate its time and attendance requirements across more than 100 customer sites in North-West England and North Wales. As a result, the employee scheduling and workforce management software has helped to streamline and automate operational processes – including timesheets, payroll and contract compliance – freeing up 22.5 hours of administration time each month.

“We have previously tried a number of time and attendance solutions at different sites, but none have proved particularly effective and this has also meant we have had no consistent system across our operation,” explains Neil Fagleman, Operations Manager at Merco. “SmartTask has enable us to take a coherent approach that provides complete visibility of working times and contract delivery, while making it easy for our cleaning operatives to book on and off of their shifts.”

Merco was using a mix of systems including manual card and fingerprint clocking machines, which required someone to physically visit sites to retrieve data. Having explored the potential for developing a time and attendance system in-house, the company decided to adopt a proven cloud-based solution that could be tailored to its precise needs. Following a review of the marketplace, Merco selected SmartTask based on its ability to meet all time and attendance requirements, while possessing a host of other functionality that could be considered in the future.

Over 90 cleaning operatives are now using SmartTask – either through a personal smartphone or a designated work smartphone at larger sites – to record the times that they start and end their shifts. This means office-based staff have immediate access to timesheet data, so wages and contract hours can be quickly calculated and verified. This is freeing up considerable time, so the operations and finance teams can focus on other priorities within the business.

Merco’s Audit Manager is also using SmartTask, confirming attendance by scanning a QR code at the customer site and then capturing audit data through an electronic SmartForm. The completed audit results are sent to the appropriate Area Manager, with any supporting images, providing real-time visibility and supporting the company’s switch to a paperless operation. Moving forward, the Area Managers will also have controlled access to SmartTask, so they can better monitor the performance of their individual cleaning teams.

“SmartTask has made a considerable difference to our cleaning operation – delivering genuine benefits and improvements – so we are looking forward to exploring how we can use other aspects of the software within our business. The team at SmartTask is always available to answer any queries we have and listen to our precise needs, so their support has been second to none,” concludes Fagleman.

Paul Ridden, CEO of SmartTask commented: “Our cloud-based software solution is enabling commercial cleaning businesses to better plan, manage, deliver and report on the services. The flexible nature of SmartTask means it can be tailored to precise requirements and quickly expanded to meet changing circumstances, so fast-growing organisations such as Merco can make best use of resources in the most efficient manner to enhance service quality and customer satisfaction.”

For more information, visit https://smarttask.co.uk/