HR For Small Business For Dummies - Australia
More than 87 percent of Australian workplaces are small businesses employing fewer than 20 people. These small business owners know their markets, know their customers, and know how to make their small business run. What they may not know is the 'people stuff.' HR for Small Business For Dummies, Australian Edition , explains the simple ins and outs of human resources for businesses too small to have a dedicated HR staff. When it comes to the daunting task of complying with employment regulations, small businesses are treated no differently than big businesses, so it's imperative for small business owners to understand the regulatory framework that governs every phase of the employee/employer relationship in Australia.
Presents practical guidance on every major aspect of human resources for Australian small businesses
Covers key topics including recruitment, paperwork, workplace conflict, non-discrimination policies, wages, superannuation, workers compensation, unfair dismissal, redundancy, and more
Includes links to downloadable online resources, including checklists, sample forms, model policies, and guides
Ideal for small business owners and entrepreneurs, students of human resources, and independent contractors looking to grow their business
When it comes to hiring and managing employees in your small business, failing to understand human resources and employment regulations can cost you a bundle. HR for Small Business For Dummies makes human resources easy - so you can focus on business.
Paul Maguire is director of Maguire Consulting (maguire.com.au) and owner of Employee Relations Online (employeerelationsonline.com.au). Paul founded Maguire Consulting with the aim of providing practical HR advice to small and medium enterprises.
HR For Small Business For Dummies - Australia
Looking at the Big Picture - Before You Employ
In This Chapter
Working out what staff you really need
Finetuning your recruitment strategy and process
Understanding the importance of an employment contract and other rules
Getting the best from staff
Remunerating staff appropriately
Avoiding discrimination, bullying and workers compensation in your business
Ending the employment relationship properly
This business would be perfect if I didn't have to manage staff.
Anonymous small-business owner
D _eciding to introduce an employee into the business is a really important move for small-business owners. The commitment is similar to the other financial investments made toward the success of your business but with one important difference: You're employing a person, not buying a piece of equipment.
I often use the analogy of a personal relationship to explain to small-business owners the nature of the relationship that you enter into when you employ staff. You start with the search for the ideal person, and then experience the initial joy at having found someone who seems to satisfy all of your desires. Next, you get to know each other and (hopefully) develop a rapport and solid foundation to your relationship. Then you settle into the long (sometimes short) journey towards what, in a working relationship, is the inevitable end of that relationship. During this employment relationship, you'll experience highs and lows, learning experiences, personal growth, exciting events, great achievements and regrettable mistakes. The lifecycle of employment has myriad rules and regulations that must be followed and every phase of the employment relationship creates unique challenges. Hopefully when you look back over the life of the employment relationships that you have with staff, you'll have only (or at least mostly) good memories.
In this chapter, I briefly take you through the employment relationship, from the initial search to the (hopefully) amicable end.
Understanding Your Reasons to Employ Staff
Some employers incorrectly assume that because a job has been performed in a particular manner in the past, that is the way it should be performed in the future. Nothing could be further from the truth. When a vacancy arises in your business or when you experience a moment of inspiration linking more staff to more business and profit, take the opportunity to test your thinking before you go ahead and employ someone.
Analysing what you really need
Deciding to employ staff for a job should arise naturally from a rational analysis of the operational needs of the business. If the analysis shows you don't need to employ, don't do it. However, if the analysis suggests that employing someone would be a good idea, go ahead with a clear understanding of the reason you have for doing so.
Job analysis is a basic tool to determine what type of job is needed for your small business. This means applying a simple procedure known as workflow design combined with an understanding of the chain of command ( organisational relationships ) to identify how tasks and decisions should be grouped to create a job. These concepts are covered in greater detail in Chapter 2 .
Perhaps you're wondering what phrases like 'job analysis' and 'workflow design' have to do with you. ' I'm just a simple small-business owner who can't be bothered with this techno babble! ' I hear you scream. While these terms may seem rather remote and daunting, analysing the flow of work within the context of a thorough understanding of who does what and when, and who decides what should be done and when, enables you to understand the reasons to employ people and the responsibilities that they must perform when employed to provide the best return on your investmen