Leading Provider of HR Services to the UK's Golf Industry
Written by Carolyne Wahlen |
Every golf club has them – the high-maintenance employees who take up 95% of your time to deal with, whilst all the other staff, who are doing their jobs, have to make do with the last 5%. It is possible to fire the b*ggers and this book will take you through the steps that you need to consider, to avoid a tribunal when dismissing.
Written by Carolyne Wahlen |
Time and again you will hear how helpful Carolyne Wahlen and the team at Golf HR truly are, striving to provide excellent professional advice – and this was how she came to represent Temple Golf Club.
“There was an email debate going back and forth between golf club secretaries on some HR issue,” explained Temple Golf Club Secretary Keith Adderley, “And Carolyne joined the conversation with some excellent advice and I asked to meet her.
“I’ve been at this Berkshire course near Maidenhead for 18 years and I have seen a lot of changes in HR. When I began I was 80% Club Secretary and 20% Company Secretary; today that has been completely reversed and while members still want you to be 80% there is an enormous burden of time consuming legislation and compliance issues that have to be dealt with. That was until Carolyne came to see me!
Written by Carolyne Wahlen |
I got a phone call last week in from an old client contact. He was ringing for himself as after 26 years service he was being made redundant.
What particularly annoyed him was that the MD, who he had worked with for all of that time, was on holiday when this redundancy was to take place! The MD didn’t even have the guts to look this guy in the eye and tell him himself! What a wimp!
Anyway the company expected my (now) client to leave quietly with just his statutory pay. All others had done. Even when their current HR provider said to them “You are getting on a bit now, it will be good for you to spend time at home at your age” – which is automatic age discrimination!
Written by Carolyne Wahlen |
I went on a conflict management workshop this month. Which you might think is a bit strange, considering that a lot of my business comes from when conflict doesn’t get resolved. But believe me, I would have enough to do without sorting out playground fights!
That became clear when Marc went through the amount of time and money usually involved in dealing with a grievance/tribunal claim. Adjusting for small businesses, you are talking about at least £4000 worth of time, energy and hassle of managers, advisors and possibly lawyers to get it resolved. Not to mention the lack of work being done by those who are aggrieved!
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