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Sapience HR

The Impact of Team Leaders

Team Leaders are perhaps a misunderstood and underestimated group of people. They suffer from the classic ‘middle management’ syndrome - where they answer to senior people (with whom they often do not relate) while they manage staff who they know well and often relate to.

In 2004 Teresa Amabile at Harvard Business School headed up a team that undertook a study guided by this question: ‘What do leaders do to make employees in creative functions feel supported or not?’ A total 238 people in 26 teams working on creative projects in seven different companies were asked to provide answers to a daily email. The email requested the respondent to provide one event from the day that stood out in their minds. Around 18 weeks of diaries were collected for each participant resulting in almost 12,000 daily reports.

The study found that employees’ perceptions of team leader support were more positive when the leader engaged in four types of behaviour:

  • Monitoring the work effectively - giving timely feedback and reacting to problems

  • Providing socio-emotional support - showing support, helping alleviate stressful situations, socialising, keeping team members informed

  • Recognising good work privately and publicly

  • Consulting subordinates about the work - asking for ideas and opinions, acting on ideas

Employee perceptions of team leaders was more negative when the team leader displayed three types of behaviour:

  • Monitoring the work ineffectively - checking too often, not understanding the employee’s capabilities, providing negative feedback, displaying a lack of interest in the employee

  • Failing to actively clarify roles and objectives - providing insufficient clarity about a project, changing assignments or objectives too often

  • Dealing with problems ineffectively - avoiding problem solving, creating problems

The research uncovered findings that show that feelings of autonomy, control and ownership have been found to influence people’s creativity. Team leader behaviour can dramatically impact on a person’s sense of autonomy, control and ownership. Hovering around your staff too closely and too often for example, will likely stifle ownership and therefore creativity. Interestingly, the study found far greater numbers of references to negative team leaders!

Written by Steve Simpson of Keystone Management Services. If you want to find out more about Steve’s work visit his website www.ugrs.net

News and Comment

Qualifying for a state pension

From April 2010 the qualify criteria for a State Pension is changing:

it will be easier for parents and carers to build up qualifying years of National Insurance and get a State Pension

to get a full basic State Pension, only 30 qualifying years of National Insurance contributions will be needed. (At the moment, men normally need 44 years and women 39 years.) once a person has built up a single qualifying year of National Insurance, they will qualify for at least some basic State Pension

Currently, the State Pension age is 65 for men born before 6 April 1959. For women born on or before 5 April 1950, the State Pension age is 60.

The State Pension age for women born on or after 6 April 1950 will increase gradually to 65 between 2010 and 2020. From 6 April 2020 the State Pension age will be 65 for both men and women.


Social Media – A Liability & An Asset?

As the use of social media and business networking sites such as LinkedIn, Facebook, Twitter etc become more prevalent, companies need to balance the benefit of gaining useful contacts and information with the potential time wasted and loss of valuable company information. Banning access altogether could be counterproductive although broad guidelines on acceptable use and content would be useful for employers and businesses alike. However, a detailed policy will help reduce the risk of mistakes and help when it is necessary to take formal action. But the balance between restriction and encouragement is likely to be different for different companies. The potential benefits of using such sites may ultimately come at the price of lost confidentiality on broader business information.


References – Are They Worth The Paper They Are Written On?

The purpose of references is to obtain information about a candidate’s employment history, qualifications, experience and/or an assessment of the candidate’s suitability for the post in question. We get many queries regarding what you can and cannot ask in a reference or what you should include when giving a reference. Here is our quick, ‘no nonsense’ guide.

When seeking a reference from a previous employer

Prospective employers may seek information on matters including length of employment, job title, brief details of responsibilities, abilities, overall performance, time-keeping and reason for leaving. It is estimated that one in eight people exaggerate or falsify their qualifications so it is worth checking factual and verifiable data. In an offer letter to a successful applicant, a prospective employer should state that this is a ‘provisional offer subject to references satisfactory to the organisation being received’.

Employers are expected to make very careful enquiry of previous employers in numerous situations, but especially if they are recruiting people to work in ‘regulated activities’. The Safeguarding Vulnerable Groups Act 2006 provides the legal framework for the new Vetting and Barring Scheme which was introduced from October 2009 for such people.

Generally, references are sought from current and former employers and sometimes personal referees as well. If the applicant has not been employed, personal referees may be the only ones available. But information from personal referees may be valueless as, being selected by the applicant, personal referees are always likely to be complimentary.

References are most frequently sought after the applicant has been given a ‘provisional job offer’. Employers must remember that seeking references at an early stage can jeopardise an employee’s career if their current employer is unaware of their wish to leave. One solution is to approach former employers first and only approach the current employer at the final stage if necessary.

Most companies will request references to be submitted in writing, either in the form of an ‘open’ unstructured letter or by use of a standard form. Reference requests are often sent by email especially for less senior employees. Requesting written references provides referees with more time to reflect on the questions, the wording of answers and on the information (if any) provided about the job vacancy. It is important that any reference request is marked ‘private and confidential’ for the attention of the named referee.

Telephone can be a faster way of obtaining a reference than through the post. You should prepare for the phone call and:

  • ensure you are speaking to the appropriate person in the organisation

  • ask factual questions only

  • be sensitive that the amount of data a referee is prepared to give may be limited

  • evaluate the response

  • keep a written record of the responses.

The legal position

Many companies have become quite wary about giving references. All data given in a reference should be based on fact or capable of independent verification. As a guide, references should be fair, accurate and not give a misleading overall impression of the employee. Referees should avoid giving any subjective opinion about an individual’s performance, conduct or suitability, unless it can be substantiated with factual evidence.

An employer does not have a common law duty to provide references for a serving or past employee unless there is an express or implied contractual term to that effect in the employment contract. However, it is rare for an employer to refuse - partly because it is established practice to provide a reference and a refusal could result in adverse consequences for the employee.

If a reference is provided by an employee, the main legal risk lies in the law of negligence. An employer will be liable if loss results from the employer's failure to exercise reasonable care in the preparation of a reference. The reference must not give an unfair or misleading impression overall, even if its discrete components are factually correct.

If a reference contains a false or unsubstantiated statement that damages the reputation of a former employee, he or she may be able to claim some damages for defamation. But the risk is slight, since there is no liability for libel if the employer believes the information in the reference is correct and given without malice.

Giving a reference

Under The Rehabilitation of Offenders Act 1974 (ROA) an applicant is not obliged to give information regarding any previous convictions (‘spent’ or otherwise). Similarly, a referee is not required to disclose a ‘spent’ conviction. However, if an employer asks a direct question such as ‘do you have any criminal convictions?’ an incorrect response could amount to ‘negligence’.

Following a House of Lords landmark ruling, an employee who is given a poor reference because of their age, race, sex, sexual orientation, religion or disability may be able to bring a claim against their former employer.

Under the Data Protection Act 1998 it is no longer possible to guarantee that a reference will remain confidential. The author of a reference may stipulate that it is confidential, and need not show it to the employee. However, employees can ask their new employer for a copy of the reference which may be discloseable if it is proper to do so, having balanced the rights of the author, any other person mentioned in the reference, and the employee. Ideally steps should be taken to obtain the consent of the author.

Some reference requests refer to sickness absence. Data relating to an employee’s medical condition is classified as sensitive personal data and employers therefore need to take care to obtain an individual’s consent when dealing with such requests.

Employment Law

Compensation Limits for unfair dismissal went down from 1 February 2010, for the first time ever, from £66,200 to £65,300.


'Fit Notes' will replace sick notes in England, Wales and Scotland from 6 April 2010. They aim to provide clearer information to employers on an employee’s medical condition and his/her ability to return to work. The GP will certify one of two options:

  • not fit for work’ or

  • ‘may be fit for work’

The GP can add advice to the note on how simple changes to the job the employee undertakes may allow a return to work earlier. Further information can be gained from the Department of Work & Pensions who have produced an employers guide www.dwp.gov.uk/fitnote


Statutory Maternity, Paternity And Adoption Pay - the standard rates of SMP, SPP and SAP will increase to £124.88 a week. (The standard rate of Statutory sick pay (SSP) will remain unchanged at £79.15 a week.)


Time Off To Train - the right is to request unpaid time off for study or training. It applies from 6 April for employers with 250 or more employees. Employees need six months' service to apply and the training must improve their effectiveness at work and the performance of their employer's business.


Additional Paternity Leave – there are plans to introduce additional paternity leave for babies born on or after 3 April 2011. This provides that mothers (or adopters) will be able to transfer a maximum of 6 months’ maternity or adoption leave to the father (or co-adopter) once they return to work. This is only available to the extent that the mother has any maternity leave left. Additional Paternity Leave is unpaid.


Data Protection - From 6 April 2020, the Information Commissioner has the power to fine organisations up to £500,000 for serious breaches of the Data Protection Act 1998.


Trade Union Blacklisting - Regulations came into force on 2 March 2010 making it unlawful to dismiss employees or refuse employment on the grounds of trade union membership or activities.

Fascinating Facts

It took 38 years for radio to reach 50 million users,
13 years for TV, and only 5 years for the Internet
.

Quote of the Month

The greatest barrier to success is the fear of failure.
Sven Goran Eriksson

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