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DISCID=c40ed10d
DTITLE=Reinhard May / Nanga Parbat
DYEAR=2004
DGENRE=Unknown
TTITLE0=Putting people first\nBy Roger Trapp\nPublished: 23 March 2007\n\nWhen entrepreneurs set themselves up in business, employment issues don't tend to be topmost in their minds. Ensuring that there's a market for their goods or services, worrying abo
TTITLE0=ut production, or securing finance usually loom much larger. But it doesn't take long before human resources (HR) matters start to become an issue.\n\nHR issues begin to arise when the business's founders consider taking on their first employees. 
TTITLE0=Employing somebody is a big step, not least because you need the means to pay them every month. But it's also an early step in making the business more complex.\n\nIndeed, small business lobby groups complain that recent developments in employment
TTITLE0= law are making this area something of a minefield for small and growing businesses. The Federation of Small Businesses (FSB) has revealed large increases in the past two years in concerns about such areas as age discrimination, information and co
TTITLE0=nsultation, treatment of part-time workers, pensions and retirement.\n\nEmployment law is, says Alan Tyrrell, the FSB's employment chairman, " vital to ensure that both employers and employees know where they stand and to protect both parties as t
TTITLE0=hey carry out their work".\n\nBut, he adds, the complexity of these laws is placing "an intolerable burden on smaller firms that are not big enough to have their own HR department".\n\nHe continues: "The average small business owner spends 28 hour
TTITLE0=s a month filling in government forms."\n\nThis burden is seen as a key disincentive to growing businesses to take on the staff they need to continue to develop. There's anecdotal evidence that many firms curtail their expansion in order to avoid 
TTITLE0=taking on extra staff.\n\nHowever, it doesn't have to be that way. While acknowledging that few small businesses can afford a full-time HR manager, experts in the area advocate, at the very least, putting a senior manager in charge of ensuring tha
TTITLE0=t areas such as training, health and safety, pay, and staff communication and motivation are covered. "Personnel issues are too important to leave up to chance," says one.\n\nThis still means that someone has to deal with the details of pay, train
TTITLE0=ing and the rest, but modern technology can help in this area, just as it does with finance and other specialist functions. Various businesses and industry groups have begun to offer HR support via the internet on everything from hiring and firing
TTITLE0= policies to payroll services. Such developments can undoubtedly help make taking on relatively junior people less risky in terms of possible violations of employment law, but they won't help business founders deal with an issue that can be even m
TTITLE0=ore troubling. This issue is taking on senior people to reduce the burden on themselves.\n\nThe history of entrepreneurial businesses is littered with examples of companies that have taken on senior personnel, only for the founder to be reluctant 
TTITLE0=to let them do what they were hired to do. But if they don't take this step and acknowledge that other people may possess skills that they, themselves, don't, they are less likely to prosper.\n\nJessica Seaton, who founded the clothing business To
TTITLE0=ast with her husband a decade ago, summed up the dilemma when she told Accelerator, the new magazine for entrepreneurs: "You have to delegate if you're going to grow, working with others rather than thinking you're the only one who can do it. It's
TTITLE0= a leap of trust."\n\nOn 6 April, we'll be discussing government regulations and tax Nanga Parbat
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