. If you don’t specifically tell someone something and have the document trail to show that they have been told it, you can pretty much assume that in the eyes of the law they can’t be expected to know it! If you not only make policies straight-forward, simple to read and c1. Put everything in writing – contracts, policies, procedures, actions agreed, meeting notes, etc. etc. You may have to sacrifice a few minutes now, but believe us, it will prove time well spent if it avoids any doubt at a later date.

2. It doesn’t pay to be nice! No, we don’t mean that you shouldn’t be friendly, polite or treat your employees well – just don’t make exceptions or excuses on the basis of wanting to “be nice” to them. It is a sad but only too often seen scenario, that in letting someone get away with being late one day, this opens the door to them being late each week; that by paying full sick pay to your star performer you’ve created a precedent for paying everyone else; and that by turning a blind eye to a policy breach for one ends up negating the whole policy which you may later want to apply to others. The moral of this story? Don’t be “nice” – be consistent and fair – it’s nicer to all in the long run!

3. Assume your employees know nothing! Not really as insulting as it sounds, but the safest way to implement concrete policies you can all rely on. If you don’t specifically tell someone something and have the document trail to show that they have been told it, you can pretty much assume that in the eyes of the law they can’t be expected to know it! If you not only make policies straight-forward, simple to read and cl

, we don’t mean that you shouldn’t be friendly, polite or treat your employees well – just don’t make exceptions or excuses on the basis of wanting to “be nice” to them. It is a sad but only too often seen scenario, that in letting someone get away with being late one day, this opens the door to them being late each week; that by paying full sick pay to your star performer you’ve created a precedent for paying everyone else; and that by turning a blind eye to a policy breach for one ends up negating the whole policy which you may later want to apply to others. The moral of this story? Don’t be “nice” – be consistent and fair – it’s nicer to all in the long run!

3. Assume your employees know nothing! Not really as insulting as it sounds, but the safest way to implement concrete policies you can all rely on. If you don’t specifically tell someone something and have the document trail to show that they have been told it, you can pretty much assume that in the eyes of the law they can’t be expected to know it! If you not only make policies straight-forward, simple to read and c

this opens the door to them being late each week; that by paying full sick pay to your star performer you’ve created a precedent for paying everyone else; and that by turning a blind eye to a policy breach for one ends up negating the whole policy which you may later want to apply to others. The moral of this story? Don’t be “nice” – be consistent and fair – it’s nicer to all in the long run!

3. Assume your employees know nothing! Not really as insulting as it sounds, but the safest way to implement concrete policies you can all rely on. If you don’t specifically tell someone something and have the document trail to show that they have been told it, you can pretty much assume that in the eyes of the law they can’t be expected to know it! If you not only make policies straight-forward, simple to read and c

o apply to others. The moral of this story? Don’t be “nice” – be consistent and fair – it’s nicer to all in the long run!

3. Assume your employees know nothing! Not really as insulting as it sounds, but the safest way to implement concrete policies you can all rely on. If you don’t specifically tell someone something and have the document trail to show that they have been told it, you can pretty much assume that in the eyes of the law they can’t be expected to know it! If you not only make policies straight-forward, simple to read and c

. If you don’t specifically tell someone something and have the document trail to show that they have been told it, you can pretty much assume that in the eyes of the law they can’t be expected to know it! If you not only make policies straight-forward, simple to read and clear to understand, but get employees to sign to say they’ve read and understood them, then everyone can know where they stand – problem solved!

4. Don’t put off ‘til tomorrow what you should be doing today! You can guarantee that the problem won’t go away, and that things really won’t improve even if left another week. All you can bank on is that you’ll have an even tougher time trying to resolve the issue, and in some instances may even have prevented yourself from safely tackling it at all. If you have a concern – act on it. That doesn’t necessarily mean disciplinary action but perhaps simply some constructive feedback and helpful pointers. Just like training a dog or a child, feedback or corrective action needs to take place as close to the event in question as possible otherwise the poor creature will have no idea what they’re being chastised (or even praised) for! If you therefore see one of your employees do something you do or don’t like – have a quiet word with them there and then whilst it’s still fresh in everyone’s memories. If you do need to consider disciplinar