Streamlining Business Operations with Outsourced HR Solutions

Running a small business is no small feat. You juggle countless tasks daily, from managing finances to keeping customers happy. But what about your people? Your team is your greatest asset, yet handling HR can feel like a maze of paperwork, compliance, and constant problem-solving. What if you could simplify all that? That’s where outsourced HR solutions come in. They’re designed to take the weight off your shoulders, so you can focus on what you do best - growing your business.

Papers with graphs and data lie on a desk in front of a laptop, ready for review in a well-lit workspace.

Why Outsourced HR Solutions Make Sense for Your Business

You might be wondering, “Why should I consider outsourcing HR? Isn’t it better to keep everything in-house?” It’s a fair question. But think about it: HR is complex and ever-changing. Employment laws update regularly, and managing payroll, benefits, and employee relations takes time and expertise.

Outsourced HR solutions offer you:

• Expertise without the overhead: You get access to HR professionals who know the ins and outs of employment law and best practices.

• Cost savings: Hiring a full-time HR team can be expensive. Outsourcing lets you pay for what you need, when you need it.

• Focus on growth: With HR handled, you can concentrate on strategy, sales, and customer service.

• Risk reduction: Avoid costly compliance mistakes and legal issues with expert guidance.

  
  

Imagine having a trusted partner who handles recruitment, contracts, performance management, and even tricky employee disputes. That’s the power of outsourcing your HR.

A woman in glasses engages in a conversation with another woman, attentively holding a piece of paper, possibly discussing important documents or conducting an interview in a professional setting.

How Outsourced HR Solutions Work in Practice

So, what does it actually look like to work with an outsourced HR provider? It’s more than just a service; it’s a partnership tailored to your needs.

Here’s a typical journey:

1. Assessment: The provider reviews your current HR processes and identifies gaps or risks.

2. Custom plan: They design a plan that fits your business size, industry, and goals.

3. Implementation: From drafting contracts to setting up payroll systems, they take care of the details.

4. Ongoing support: You get continuous advice, updates on legal changes, and help with employee issues.

   
   

For example, if you’re hiring your first employee, the provider can help you create compliant job descriptions, manage interviews, and prepare contracts. If an employee raises a grievance, they guide you through a fair and legal resolution process.

This hands-on support means you’re never left guessing or scrambling to fix problems. Plus, many providers offer online portals where you can access documents, track leave, and communicate easily.

HR software dashboard for employee management

How much does Outsourced HR typically cost?

Cost is often the biggest concern when considering outsourced HR solutions. The good news? It’s usually more affordable than you think.

Pricing depends on factors like:

• Number of employees

• Range of services needed

• Level of support (ad hoc advice vs full HR management)

  
  

Some providers charge a flat monthly fee, while others use a per-employee pricing model. For small businesses, expect to pay anywhere from £500 to £1,000 per month. This might sound like a lot, but compare it to the cost of hiring a full-time HR manager, which can be £30,000+ annually, plus benefits and training.

Remember, the value isn’t just in cost savings. It’s in avoiding fines, reducing turnover, and freeing up your time. When you factor in those benefits, outsourced HR solutions often pay for themselves.

Practical Tips for Choosing the Right Outsourced HR Partner

Not all HR providers are created equal. Picking the right one can make all the difference. Here’s what to look for:

• Experience with small businesses: They should understand your unique challenges and budget.

• Comprehensive services: From recruitment to compliance, make sure they cover what you need.

• Clear communication: You want a partner who explains things simply and responds quickly.

• Technology: A good provider uses modern tools to streamline processes and keep you informed.

• Positive reviews and references: Check what other clients say about their service.

  
  

Don’t be shy about asking questions. How do they handle urgent issues? What’s their approach to employee relations? Can they help with training and development? The right provider will be transparent and eager to support your growth.

Making the Most of Your Outsourced HR Services

Once you’ve chosen your partner, how do you get the best results? Here are some tips:

• Be clear about your goals: Share your business plans and challenges openly.

• Stay involved: Outsourcing doesn’t mean handing over the reins completely. Stay engaged and informed.

• Use their expertise: Ask for advice on policies, employee engagement, and legal updates.

• Leverage technology: Use any HR software or portals they provide to keep track of your team.

• Plan regular check-ins: Schedule meetings to review progress and adjust strategies.

  
  

By treating your outsourced HR provider as a true partner, you build a strong foundation for your people systems. This leads to confident teams and smoother operations.

Outsourcing your HR isn’t just about offloading tasks. It’s about gaining a trusted ally who helps you build a solid, compliant, and motivated workforce. With the right outsourced HR solutions, you can stop surviving HR headaches and start thriving in your business journey.

Ready to explore how outsourced hr services can transform your operations? It might just be the smartest move you make this year.

How to build a strong team in your micro business now.

A micro business is a small business of under ten employees and is the smallest type of small business! There were estimated to be 5.6 million private-sector UK businesses in 2021, and 4.2 million of these were not expected to have any employees. So, that's over 4 million micro-businesses right there! Micro-businesses might be start-ups, young companies or family businesses, but regardless of their roots, there are some simple ways to build and develop strong micro business teams.

The highs and lows of running a micro-business

There are pros and, of course, cons to running a micro-business. You can grow and develop as you choose and build a culture that you want to work in. There's also the simple operation and lack of hierarchy, both of which reduce red tape, prolonged decision making and company politics! However, running a micro business can mean a lack of experience in certain functions, a small budget to pay potential employees and the need to be a jack of all trades!

What are you?

Firstly, you need to consider where you see your business going and which functions you can manage, and which ones need dedicated support. For example, will you manage your HR, marketing, finance and IT functions, or should you delegate to an expert?

If you're looking to grow, what are your expectations for employee growth and over what period? It's vital to consider this early on because you don't want to go out and hire lots of staff only to realise it doesn't fit your business model, workload, culture or budget!

Consider what help you need

So, once you've established that you want to grow (but remain as a micro business), it's time to get cracking on the growth.

When running a micro-business, and there's only you or just a couple of employees, assess what functions you need help with. Think hard about what you're missing. And once you pinpoint where you need assistance, you can decide whether to hire an employee or outsource to a freelancer or consultant.

Ignore the myths in your head

You know your business plan, budget and projected earnings. You know that you can expand and afford to take on individuals to help you grow. Ignore the thoughts and fears that tell you you shouldn't be taking on help. Ignore others who might convince you to 'play safe'. Banish the worries that recruiting and employing others is too stressful or expensive.

It's doable; you just need to know-how.

Write a job description

It doesn't need to be perfect but do write down what the job is and what it entails. Then, you can decide on the essential skills and experience the ideal hire might have. Be careful not to overlook the person specification so consider your culture and a 'cultural fit'. If you need help with this stage, an HR specialist can assist and advise on it.

Where and when?

Next, consider other factors for the job description, such as whether it's a full-time, part-time, contract or permanent role. Think about the location and whether you need someone to work on your premises or whether they could work flexibly, remotely or in a hybrid role, spending time remotely and in your workplace.

Add these details to the job description.

How to hire

It's easy to be overwhelmed by the options available as there's recruitment agencies, websites, social media, amongst many. So, consider where your ideal candidate might be searching for work and then try these suggestions:

· Networking – If you belong to networking groups, chat with people to see if they can help you or recommend someone. Find your local Chamber of Commerce and get talking!

· Social media - LinkedIn might be the perfect place to find what you're looking for or other social media channels.

· Job sites – Again, consider where your type of recruit might be searching. If it's a niche role, you may have to search specific websites. Alternatively, there are many general job sites. And advertise it on your company website, too (it's a double win if you find someone that way and attract more traffic!).

Or, if this sounds too time-consuming and you're not sure you have the expertise to hire someone, outsource it to an HR specialist and let them come to you with the shortlist. They can also advise you on interview skills, how to create contracts, payroll etc.

Don't underestimate cultural fit

Don't hire the first person you see or like! It's essential to spend time investing in hiring the 'right' person, but this is especially important in a micro-business as there's nowhere to hide, and turnover can be costly!

When you're sifting through CVs or discussing with a recruiter what you're looking for, rank cultural fit high on your list. Yes, you need someone with the right qualifications and experience, but you also need someone who will fit in your (small!) team. You want joiners who contribute to your culture, drive it and thrive in it. If you're dynamic, fast-paced with open communication and a passion for growth, you need people who want this culture and will fit in.

Once you have a team member/s

Whether you've taken on a freelancer, consultant or employee, the next step is to adapt your mindset from working either alone or with a couple of others. This is a crucial stage, as you've invested in hiring the right person, but you can't necessarily leave them to get on with everything without some initial discussions and regular catch-ups.

Consider:

· How do you include them in decisions and day-to-day productivity?

· How do you communicate with them, update them and delegate?

· What culture do you want to build, and how can they be included in this?

· How do you work alongside them, and how often will you need to catch up on work and progress?

· Have you set them individual goals, and do they understand how they contribute to the business?

· How are you giving them feedback?

Be transparent

You're small, you're a micro-business, and there are huge pluses to that. You can openly communicate with all team members as you're not dealing with masses of employees! Communicate with them regularly about where the business is (in terms of financials, growth, plans) and create an open culture where your people are used to asking questions.

Keep your people engaged by updating them on big and small wins, be honest about losses and ask for feedback. For example, if a team member sees an opportunity for growth or believes there's an area where you need more support, listen to them. In micro-businesses, team members can spot the daily threats and opportunities often lost in a large company.

Lead by example

We've all heard the expression, 'walk the walk' but don't underestimate it! Be a role model for your people and be friendly and approachable. If you've never led a team before, it might be worth investing in some management training to help you. And remember that you've all got different skills and you can learn from each other.

Motivate your team with get-togethers (you don't have to hit your budget hard to socialise!) and encourage team members to spend time getting to know each other. And it may sound simple, but talk about the business team as 'we' rather than 'I' to create a sense of togetherness that can build engagement and trust.

Micro businesses are exciting, and it's up to you to grow and nurture your micro business and shape the way you want it to develop. If you've taken over a family business or a business that's been run the same way for years, it's time for a change of mindset. Don't be afraid to hire either new people or establish new roles if required. Start thinking about working on the business rather than just being in the business, and don't underestimate the power of a strong team.

If you need help to grow your micro business, please get in touch as we can help!

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8 ways to support your people in the post-Covid workplace.

"Managers need to step in and help their employees build social and emotional connections to ensure individuals feel connected to their colleagues and the organisations, and to help teams continue to work together seamlessly."

James Atkinson, VP, Gartner HR practice.

It might sound like an understatement, but your people have been through a lot in the past eighteen months. Many were forced to work remotely, and they’ve been bombarded with new terms, including COVID, self-isolation, furlough and even the dreaded lockdown.

Therefore, to encourage a smooth transition for your people back to the post-Covid workplace, there are several ways you can focus on their needs:

1. Protect your people

Not to scare you, but COVID related claims are on the rise. According to one employment lawyer, there’s been a 20% increase in the last few months of COVID related claims. In addition, he believes claims will increase by the end of 2021 as both employers and employees adapt to work after the height of the pandemic.

With that in mind, it’s more crucial than ever to protect your people and make adjustments where necessary. This may be in relation to health and safety and those who are particularly vulnerable to COVID, including individuals with specific disabilities or pregnant women.

But it’s not just about protecting their health and safety; you also have to ensure individuals do not suffer any form of discrimination in the post-Covid workplace. It‘s about an awareness of all your people, their individual needs and open communication (more of that later!).

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2. Ensure feedback and evaluation

The pandemic has been challenging, but there’s undoubtedly some learning that comes from it. So, it’s worth delving into what has and hasn’t worked during COVID regarding remote working. Now’s a good time to assess roles, productively, targets, communication, team meetings etc., to understand how the future team will look.

Then, you can work closely with each member to discuss work patterns in the future and understand each person’s preference. Although it might not be possible to accommodate every request or preference, it’s essential to understand what all members are looking for.

Take the time to listen to individual preferences to ensure transparency and fairness. For example, a blanket ‘No’ to remote or flexible working is unlikely to motivate the team or attract future talent.

Which leads nicely onto the next point.

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3. Think creatively about work patterns

Gone are the days when individuals could only request flexible working if they were a parent. Times have changed, and the pandemic has shown us that people can work effectively remotely, and flexibility is not going to disappear overnight.

But before you panic that every employee will work remotely forever, consider that individuals have different needs. For example, some individuals may be lonely and crave a return to the workplace for company, team spirit, a change of scenery and even a different ‘energy’ that working alongside others creates. For others, they may have poor technology remotely or want to separate home life from work.

The point is, it’s unlikely that everyone will desire the same work pattern. Therefore, it’s crucial to listen to each person’s preferences and be as creative as possible to accommodate needs. That’s not to say you have to say yes to everyone’s requests, but being open-minded and considering that times and working habits have changed can go a long way.

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4. Don’t forget about those who work flexibly

In the post-Covid workplace, you need to give all your people your attention even though they potentially possess different work patterns, preferences and needs. It may sound odd, but it can be a challenge with individuals working across different locations.

Don’t let individuals become ‘invisible’ because they work flexibly. And it isn’t just about promotions and opportunities; it’s also crucial to keep all team members in the loop regarding communication wherever they are physically based.

A study by Gartner found that those working entirely remotely are almost twice as likely to receive feedback from their manager about what they didn’t do right or well rather than positive feedback. So, when you have a one to one meeting with a remote employee, have a two-way conversation, focus on feedback based on evidence and include positive feedback (with examples!).

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5. Build and maintain communication (create a sense of togetherness!)

If only there were a simple answer to perfect post-Covid workplace communication, but there are some simple factors to look at.

It sounds obvious, but ensure you have a clear communication channel that everyone uses. Otherwise, in-person chats in the office may leave out those working from home who didn’t hear a team exchange. You might use technology such as Slack to chat and update each other, so whatever you established during those lockdown days, make sure everyone is clear on how it works and that they should use it!

It took time to adjust to a team of remote workers, so it will take time to adapt to new work patterns, and you have to be organised and disciplined. So, for example, if a team meeting takes place at a set time each week and individuals have come into the workplace for it, don’t cancel it and make sure it’s via video!

If you work a hybrid pattern, lead by example and be transparent with your team, so they know where you’ll be based each day. If you decide on set days in the office, let your team know or if they vary week to week, continue to communicate about your location and ensure others do the same.

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6. Stay connected

If individuals work remotely or flexibly (they are not the same thing, but that’s another blog!), they may miss out on social interaction, conversations and spontaneous social events.

So, no pressure, but you have to keep your split team connected and create fun! You can organise events, team building days and socials to encourage team bonding and interaction. In fact, such events become more important when teams are split, so invite everyone.

If possible, schedule the events in advance and ensure that all individuals know about them. And consider if, in between the face-to-face events, you can organise online social get-togethers to keep the team connected.

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7. Review OKRs or KPIs

It’s likely that legacy key performance indicators (KPIs) and objectives and key results (OKRs) changed for your people during the pandemic. Actually, it would be strange if they haven’t somehow altered due to remote working and changes in business or team strategy.

If you haven’t done so already, review what your people are doing and what’s expected of them. Objectives may need to be angled towards results rather than time worked. Or perhaps due to business strategy or client needs, some have changed significantly or are no longer valid.

Monitoring performance remotely is different to monitoring in person. While transparency and trust are important factors for all performance management, they are essential in a hybrid work to encourage honest and genuine evaluation.

Even the soft skills expected of your people are likely to have changed and may require revaluation.

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8. And finally, (the one no one wants to do) review, update and communicate post-Covid workplace policies

While you might delegate the actual editing or rewrites to an HR specialist, you need to consider your policies. What applied before the pandemic may not necessarily apply in the post-COVID workplace.

If there are new or updated policies (for example, you may introduce a COVID return to work policy or update your annual leave or sickness policies), send these to all team members so everyone has clear (and consistent!) information.

It’s likely that the adaption as individuals return to the office or adopt hybrid working will take some getting used to. However, you play an essential role in bringing your people together wherever they are working and should continue to clearly (and inclusively) communicate, accommodate and assess team members. Adopt an open mind towards work patterns, and while you shouldn’t be scared to say no to some requests, do consider what would work in the team.

As is often the case, transparency and fairness are vital in getting your people engaged, achieving together as a team and adjusting to the new way of working.

If you need support with your people policies or adapting to the post-Covid workplace, please get in touch as we would love to help.