How to hire the right people for your business in Ten steps

There is nothing more important for a business than hiring the right team.  Get the perfect mix of people working for your business and you have a far greater chance of success – Sir Richard Branson.

Considering the importance of team-building as explained so succinctly by Sir Richard, it’s quite surprising that there’s no formal training available to teach business owners how to do it right.  And it’s particularly difficult for SME owners and managers with limited resources.

So, if you’ve reached the stage where your business needs an extra pair of hands (or maybe more) to help it grow, and you want to get it right (as surely you MUST), you’ll find help below. But, I’d advise you to proceed with caution – recruiting is a time-consuming process and making a mistake, having to repair the damage and repeat the process, can be very costly indeed.

Where to begin?

The process can be broken down in to Ten Steps:

  • Identify what / who you really need
  • Learn how to attract talent to your business
  • Know where to find the people you need
  • Writing an advert for your vacancy
  • Screening applicants and arranging interviews
  • Seven questions employers should NEVER ask at interview
  • Interviewing, skill testing and profiling
  • Validation and making the offer
  • Induction & monitoring
  • Complying with the Law

STEP 1. Identify what / who you really need

The starting point is to define the reason for the hire. What’s the role or issue that needs to be addressed?

If you are running a Micro / SME business you may have to do this on your own, but if you can, discuss the requirements in detail with colleagues who understand and are involved in the issues, to make sure you have a clear understanding and a consensus on what / who is needed.

You will almost certainly find that others have a valid contribution to make to the discussion, and may even resent or obstruct you and the new employee(s) if they feel their own issues have been overlooked in the process.

Next, examine if you really need to hire. Can you re-organise, offer overtime, promote from within, utilise machinery, or is there another way to deal with the issue?

If you definitely need to hire, then you must define the role clearly in the form of a ‘Job Spec’.

It helps if you have a standard form of Job Spec you can use as a prompt, and which can be signed-off by those involved.

List in detail the tasks your new colleague(s) will have to perform.

  • What will they do on an hourly, daily, weekly, monthly basis?
  • What qualifications and experience should they have?
  • Will they have a supervisory or managerial function to fulfil?
  • What tools (both technical & admin) will they need?
  • What H&S issues might there be?
  • What training will they need?
  • To whom will they report?
  • What targets will you set?
  • What remuneration will you offer

There’s a lot to consider, and defining the role in detail will help to determine the kind of person you will need to perform the task.

Next comes the ‘Person Spec’

Defining the kind of person you need is just as important as defining the role, and yet many employers don’t do this in enough detail. Remember, it’s vital to your success that you only hire a person who will not only perform the role to the standard you need, but preferably better.

Give careful thought to the education level, qualifications, skills, experience and personality of the person or persons you need to find, and the timescale you have in which to find them.

Establish the remuneration level you can afford and that which will be required to attract a person of the right quality and experience (you can do this by searching online at for vacancies similar to your own), and make sure the remuneration you have in mind is sufficient to attract applicants.

If you can’t afford the market rate, you will need to re-think your strategy.

A factor which is often ignored completely is personality.

It’s arguably just as important to consider a candidate’s personality as it is their skills and experience, and you will need people who fit well in your organisation.

For example, if your role involves working closely alongside colleagues in a close-knit team who all contribute to decision making, and your new recruit wants to work alone or to make all the decisions themselves, it’s only a matter of time before you hit trouble.

Assessing candidate’s skills and knowledge is usually much easier than assessing their personality, and you may need help with personality profiling. The good news is there are specialists (both online and offline) who can help at very affordable prices. A specialist will help you determine the personality type you need for your role and organisation, and then assess candidate suitability before interview, to save you time.

All criterion should be absolutely clear in your mind, validated by colleagues where appropriate, and on paper before you begin the search.

But there’s one other point we need to cover before we move on to the search for new talent. You need to make sure your organisation is perceived as a great place to work – and you’ll find more on that in the next chapter “How to attract talent to your business”.

There is nothing more important for a business than hiring the right team.  Get the perfect mix of people working for your business and you have a far greater chance of success Sir Richard Branson

STEP 2 – How to attract talent to your business

At the time of writing this missive the UK is close to full employment (over 95% of the working population is in employment) and the chances are that the person or people you need are already in employment.  There’s competition, so you must expect to have to ‘sell’ your organisation to job seekers.

In every era there are skill shortages, and it will always be so.  The only things that change are the industries affected by skill shortages – often those in emerging and fast-growing markets, both geographic and product, and new technology.

And it’s not just about the ability to attract new employees, it’s also about retaining them after they join you, along with the good employees you may already have.  The last thing you need is to have key staff members leaving. That’s double trouble!

You need to offer features and benefits that are attractive to employees, draw in the people with the skills you need, and deter the staff you already have from being tempted elsewhere.

There is much recent research into what employees find attractive about particular employers, why they join, and why they leave, and it makes interesting reading.  (NB. Perhaps surprisingly, money is rarely the top attraction – it’s usually mid-way down the list).

The top reason people give for changing employers is usually related to ‘career progression’ or lack of it, and you’ll find more on this topic on the Insights page.

Here are 26 examples of benefits and changes to culture you can use to attract the staff you need. Many will not be suitable, but there may be some that are easy for you to implement and will make your organisation attractive to prospective employees.

  • A clear and well-defined career path
  • Skills training
  • Open appreciation and recognition (feeling valued)
  • Don’t treat all employees as if they are the same. Reward achievement!
  • Additional holidays for long service
  • Flexible working hours for young families
  • The option to work from home
  • Exceptionally good pension provision
  • Childcare vouchers (or current equivalent)
  • ‘Team treats’ like free pizza lunch one day a week, finish early on a Friday etc
  • Organise social activities and have fun at work
  • Free car parking
  • Health screening
  • Health insurance
  • Gym membership
  • Disability insurance
  • Life insurance
  • Use of Company assets eg. Cars, telephones, computers etc
  • Car allowance
  • Car fuel
  • Lunch vouchers
  • Repay student loans
  • Bicycle ride to work scheme
  • Find ways to make your employees proud to work for your organisation
  • Leadership role modelling
  • Share options

Having defined the role(s) you need to fill, determined the remuneration you need to offer and made your organisation an attractive place to work, we’ll move on to the next chapter – where you will find the people you need.

There is nothing more important for a business than hiring the right team”. Sir Richard Branson

STEP 3 – Where to find new employees

There are many, many ways to find potential colleagues but your choice is likely to be determined by how busy you are yourself, how much you can afford to spend in money terms, how fast you need to find them and how scarce the people defined by your Job & Person Specs actually are.

Here are 10 options you could consider:

  • Do you personally know anyone who could perform this role?
  • Advertise the vacancy internally in your organisation, on your website & via social media
  • Do colleagues and acquaintances know anyone who could perform this role well? (Nb. As tempting as it may be, they must be the best person available for the job, not just your best friend’s mate / girlfriend!)
  • Ask clients or suppliers if they know someone working for other employers in your industry
  • Consult the Jobcentre
  • Write an advert and advertise in local, regional, national or industry publications
  • Obtain membership lists from trade & professional associations and approach people directly
  • Write an advert and advertise online through Job Boards & social media
  • Search for potential candidates via LinkedIn
  • Outsource the task to a professional recruitment consultant, RPO or ‘Head-hunter’

The first four of these options are more or less free to use (in money terms), and if you’re resourceful and have time to spare, you may find the person you’re looking for.

However, the ‘free’ options have a cost in terms of time, and you have to ask yourself what price you put on your time, and the opportunity cost of not having your new employee(s) on board faster?

For example, you’ll inevitably spend time repeatedly explaining the vacancy to colleagues, acquaintances, the people you’ve been referred to, the people enquiring via social media, researching LinkedIn etc.   And if you advertise the vacancy yourself, you’ll have to draft an effective advert, read and consider applications and CV’s from everyone who applies, all of which can be seriously time consuming.

If you chose to work with a professional recruiter, it will likely cost more money, but will almost certainly be faster, more effective, you’ll have a wider range of candidates from which to choose and it will save hours and hours of your valuable time.

Whichever option you choose, it will inevitably require an investment in time, and probably money.

Once you have candidates from which to choose, you’ll need to study their applications and decide who is best able to perform the role, and we’ll come on to that in the next chapter.

There is nothing more important for a business than hiring the right team Sir Richard Branson

Step 4 – Writing an advert for your vacancy

If you decide to outsource your recruitment you won’t need to write an advert, but if you decide on a D-I-Y approach you almost certainly will!

There’s a structured approach to constructing an attractive advert, but before we get into that, pause for a moment and consider the top three things about your organisation that are likely to be appealing to candidates looking for an organisation like yours.

Remember you’re in competition with other employers for the best applicants, so you need to mention appealing features offered by your organisation that they may not find at others.

For example, one of our solicitor clients offers ‘family-friendly hours’ and ‘Childcare Vouchers’. Another offers ‘exceptional career prospects’ and another, a particularly ‘generous holiday entitlement’.

A manufacturing client lists the extraordinary number of Awards they’ve won consistently over many years, whilst a surveying client emphasises that they always use the latest technology and promise to keep new staff up to date with training in the latest developments.

Once you have a clear idea why applicants should want to join you rather than someone else, then you’re ready to start crafting your advertisement and weave those reasons neatly into your ad.

As a minimum, your advert should include the following:

  • The name of your organisation and what you do
  • Why the role has arisen (expansion etc)
  • If you need more than one person, say so
  • Where the successful candidate(s) will be working and to whom they will report
  • Hours of work – mention flexible hours, home working options and overtime if appropriate
  • The day to day duties of the role
  • The essential experience they will need to have
  • The additional non-essential experience you’d like them to have
  • The personal characteristics they will need – determination, attention to detail, team player etc
  • Rate of pay – mention any bonuses, paid overtime, PRP and estimated OTE (On Target Earnings) if applicable
  • Additional benefits eg. Car or car allowance, health insurance, laptop, life/health insurance etc
  • Lastly, a call to action. Invite the reader to apply!

IMPORTANT. Be careful not mention in your advert anything which could be considered discriminatory such as “would suit someone age 25+” or references to gender, etc.

There is nothing more important for a business than hiring the right team. ” Sir Richard Branson

STEP 5 Screening applicants and arranging interviews

Whichever method you chose to find suitable candidates, you’ll (hopefully) now have CV’s and a list of people from which to select.

Remember that information on a person’s CV is ‘personal data’ covered by the Data Protection Act. CV’s should remain private and secure at all times, and not given or disclosed to anyone other than those for whom it was intended.  CV’s hold a lot of valuable and detailed information, and as a recruitment professional dealing with CV’s every day I know that after reading a few, it can become difficult to recall the important details from every CV!

So how can you manage all this data?

Managing the information

A simple and practical way which anyone can adopt is to prepare a ‘matrix’ on paper or a spreadsheet, which lists the essential requirements of the role, brief details of each applicant and how well they fit those requirements.

For example, the matrix could include details of each candidate, such as:

  • Name
  • Location, and how far their daily commute would be
  • Their expected remuneration and how it compares with your offering
  • Their highest level education / professional qualification
  • The key skills & experience they have, as required by your job spec
  • Have they ever been promoted in previous roles (it can be an excellent indicator of good performance)
  • How often on average, do they change jobs or career
  • Their notice period
  • Contact history
  • General notes – free format

Beware of candidates who have a long history of changing jobs or type of work more often than every two years. It may indicate that successive employers have terminated their employment, they are restless by nature, or they can’t make up their mind what type of career they really want. They could be a high risk investment!

To comply with the law and avoid possible accusations of discrimination by a disgruntled applicant, it’s advisable to take care not to include anything on the matrix about age, gender, race, religion, marital situation and any of the other sensitive areas. Taking care with this can help you should a disgruntled candidate decide to take discriminatory action against you in the future.

Once the matrix is complete, it should be easy to see at a glance which are the best candidates, and you can refer back should you need to refresh your memory at any time.

Short-listing candidates and the initial approach

Once you’ve assembled the information and compared their respective merits, you’ll be able to identify the candidates who appear to best match your requirements.  If there are several who appear suitable for the role, you can move on to the next stage, if not, you need to find a way of attracting more applicants. Important – resist the temptation to accept second best!

Don’t forget to let the unsuccessful candidates know promptly that they have been unsuccessful.

Once you have a good number of close matches, I’d suggest calling the best three to five candidates on the telephone for an initial, informal conversation. You can confirm to them that you’ve received their application, and explain more about the role.

There will almost certainly be one or two questions you’d like to ask about their experience, and this should lead to an informal conversation that will enable you to get an initial feel for the candidate’s experience and personality, and help hone down your list of interviewees.

Planning the Interviews

Once you have a list of interviewees, you can begin planning the interviews.

It’s helpful to see all candidates within a short period of time, and on the same day if possible. If interviewing is spread over several days, it’s harder to make a direct comparison.

It’s also best to have more than one person interviewing the candidates if possible.   If you are the decision maker and they will report to an under-manager, make sure the under-manager is also present at the interview and their voice is heard in the decision making process. Failure to have their direct line manager involved in the decision making process is a recipe for failure!

Prepare your questions in advance.

Most important are questions that will test their training, experience and skills, but use the opportunity to clear up any questions raised by the candidate’s CV, explore their motives, education, reasons for leaving their current and previous employers, ask about any promotions they may have had (often an indicator of good performance), discuss their commute and travel arrangements to your place of work and check their notice period.

But beware of asking questions that could be considered discriminatory. Please be sure to read the next instalment:  Step 6 – “Seven questions employers should NEVER ask at interview”.   Ignoring this could cost you dearly!

There is nothing more important for a business than hiring the right team.  Sir Richard Branson

STEP 6. Seven questions employers should NEVER ask at interview

Following on from Step 5 where we discussed arranging interviews, there are certain topics that should be avoided at interview. Even though well-intended, it’s all too easy to stumble into accidentally asking an inappropriate question that can get you into trouble.

Questions related to the following should NOT be asked at interview. 

  1. Are you married, single or in a civil partnership?
  2. Do you have children or plan to have children?
  3. Do you have any health issues or a disability ? [ NB.may be discussed in certain circumstances – see link below]
  4. What’s your date of birth / how old are you. [ Unless required for legal or equality measuring purposes]
  5. Do you have any spent or unspent criminal convictions
  6. Are you a member of a Trade Union
  7. Questions involving ‘Protected Characteristics’, which includes race, colour, religion and several other topics [ For the definition of  ‘Protected Characteristics’ see links below ].

You can read more information on discriminatory questions and Protected Characteristics at HMG websites and

That was the Bad News. Now here’s the Good News.

If you’re a small organisation and don’t have an in-house HR advisor to advise you on matters like this there are many independent, local HR advisors available in the market place looking after smaller organisations at modest cost, and there really is no need to take risks. HR support is essential for employers, and I would strongly advise every employer to build a relationship with a friendly, low cost, local HR service.

In the next chapter we’ll look at questions you can and should ask at interview!

There is nothing more important for a business than hiring the right team” Sir Richard Branson

STEP 7 – Interviewing, skill testing and profiling

The First Interview

Interviews are usually stressful for candidates, and they can also be stressful for employers who aren’t used to interviewing. (Everyone has to endure their first interview at some point, whether as candidate or employer!)

I’m always mindful of Dale Carnegie’s advice when meeting people for the first time, to “begin in a friendly way” and put everyone at ease.  You may also find it helpful to keep in mind that interviews should be a two-way conversation, not an interrogation! You need to hear from the candidate more then they hear from you.

Once you’ve out the candidate and yourself at ease with a little friendly chit chat, explain your business and the role to the candidate.  Once they clearly understand what you’re looking for, interviewees should be able to answer all your questions and explain why they are suitable for your role.

If you followed my earlier advice, you’ll have prepared the questions in advance.

In addition to checking their experience and skills, use the opportunity to clear up any questions raised by the candidate’s CV, explore their motives, education and training, reasons for leaving their current and previous employers, ask about any promotions they may have had (often an indicator of good performance), discuss their commute and travel arrangements to your place of work, and check their notice period and referee contact details.

In my opinion a short skill test is mandatory. No matter for what role they have applied, it should be possible to set them a short skill test to check they can do what they say.

I also recommend asking questions about how they would act in a variety of challenging circumstances, for example “how would you deal with…”  “what would you do if….” “how would you overcome…” etc

If you have asked them to sit an aptitude test and Personality Profile, use the opportunity to discuss the results and clear up any issues that have arisen. (NB. Aptitude tests and Profiling are available from many sources including and

Make notes after each interview and before you see the next candidate, so that you can remember and review all interviewees after the last interview. Hopefully you’ll have a consensus amongst the interview team and be able to invite the best candidates back for second interview.

Candidate Aspirations

Interviewees will have their own aspirations of course; things they want to achieve and they’ll be looking out for those in the interview. So if you want them to come and work for you, you’ll need to listen carefully to what they say in the interview and be able to explain how their aspirations can be achieved in your organisation.

Don’t be afraid to ask the candidate why they want to come and work for your organisation, what they are looking for and what they hope to gain or achieve.  Two-way discussion is the key!

(NB. Don’t forget to let the unsuccessful candidates know promptly that they have been unsuccessful.)

The second interview

As soon as possible after the first interview is the time to discuss with your colleagues the relative merits of each interviewee.  It’s highly likely that on reflection additional questions will come to mind, so once again, make a list of questions you wish to ask at the second and hopefully final interview, and invite your candidates along.

I prefer to invite candidates to second interview over the phone. Make a call to see how they feel about the first interview, and if the conversation goes well, make the invitation to second interview during the call, and follow up with confirmation by email or mail.

The second interview will feel much different to the first.

The dynamic will have changed, the candidate(s) and probably the interview team, will be more relaxed and think they know what to expect. This is your opportunity to clarify any issues that weren’t satisfactorily dealt with at the first interview, or questions that have arisen since, so it’s important to list all the areas you wish to cover, including a discussion about remuneration and benefits.

Make sure no stone is left unturned and no doubts about their suitability remain at the end of the second interview.

There is nothing more important for a business than hiring the right team” Sir Richard Branson

STEP 8. Validation and making the offer

Be aware that it’s quite common for applicants to exaggerate about their qualifications and/or experience on their CV.

A 2014 survey by reported that 58% of respondent businesses reported discovering deliberate errors on CV’s, and Steven D. Levitt, economics professor and co-author of ‘Freakonomics’ cites research suggesting that more than 50 percent of people lie on their resumes.

So, how can we quickly check that what we’re being told is correct?

Qualifications & Certificates

Ask candidates to bring their top qualification or education certificates along to the interview and/or check them afterwards with the awarding institution if you’re not entirely happy with what you’re given.

You may also wish to ask them to bring other important documents mentioned on their CV that they should have in their possession.

External checks

Depending on the role you’re filling, you may also wish, or be required to make a DBS check.

You may even wish to look for your preferred candidate’s Facebook page or other social media content.  Employers and prospective employers have made interesting discoveries about potential employee’s employment history and personality traits by reading candidate’s public social media comments!


It’s always sensible to take up references from a senior line manager from one, two or more previous employers.  Standard practice suggests written references are preferable, and whilst previous employers will generally give a written ‘confirmation of facts’ such as start date, job title, finish date, etc, most will not give a written ‘opinion’ about past employees for fear of being sued by the employee or the recipient of the reference.  Written references can also take an inconveniently long time to come through, if at all!

My personal experience is that previous employers are often more relaxed about giving both a confirmation of facts and an ‘unofficial’ opinion about a past employee’s strengths, weaknesses and behaviour as part of a telephone enquiry, and it can often be obtained in minutes, rather than days or weeks.

Of course, we should be mindful that ‘an opinion’ is just that. It could be inaccurate or based on liking or not liking the candidate, but you will probably learn more about your prospective new employee over the telephone than in writing, and far more quickly.

The ‘acid test’ question you must definitely ask is this… “if you had the need and the opportunity to hire this candidate again, would you have them back?  The answer to that question and the way it is delivered can be very enlightening!

Making the offer

At the second interview you will have discussed the role and remuneration package in detail, along with the requirements of your chosen candidate before making a formal offer, and you should have a good idea if they are going to accept. But you need to act quickly!  Bear in mind your candidate may be receiving invitations to interview from rival employers so once you’ve made up your mind, don’t delay in making the offer.

Be mindful that if you’ve made a good hiring decision and your chosen candidate is valued by their current employer, they’re likely to receive a counter offer. It’s a fact of life and it happens often. But hopefully your offeree will be mindful the reason they wanted to leave their current employer in the first place, and won’t be tempted by a counter offer. Nevertheless, it’s a good idea to discuss the possibility with your prospective employee to alert them and gauge their reaction.

The offer letter

If you don’t have a HR advisor, I’d strongly suggest you find a low cost, local firm to help you with the offer letter and follow through. Don’t be tempted to ask your solicitor – it will likely cost you far more than an outsourced local HR service.

There’s no statutory layout for an offer letter, but typically it would include:

  • Job title
  • Brief description of the duties
  • Location at which the duties will be performed
  • Hours of work
  • Remuneration
  • Other benefits (pension, car, laptop etc)
  • Holiday entitlement & holiday pay
  • Sickness procedure and pay
  • Notice period and procedure
  • Procedure and time limit for accepting the offer
  • Commencement date
  • Signature of both parties (dated)

It’s normal to send two copies of the letter signed by the employer, with a request to the employee to counter-sign and return one copy.

Hopefully your chosen candidate will accept your offer and you won’t have long to wait before their first day as your employee arrives. When that happens there’s much to do, and we’ll look at that in the next chapter – Induction and Monitoring.

There is nothing more important for a business than hiring the right team” Sir Richard Branson

STEP 9.  Induction & monitoring

Now that your chosen candidate has accepted your offer of employment you’ll need to prepare for them starting work. 

Having invested so much time and money on finding the right person for your role, the last thing you want is for all that effort to go to waste.  You will naturally want to make sure you can get the best from your new employee(s), and hopefully they’ll be suitably rewarded and want to stay with you for a long time.

To make sure new employees ‘set off on the right foot’ and make the contribution to your business that you want, the induction process is vitally important and should be carefully structured.

On day one, your new employee will probably be a little apprehensive – new people to meet, relationships to build, and new procedures to learn so it’s important to make them feel welcome. Every new member of the team needs to be immediately and properly introduced to colleagues, and the organisation.

Being a good manager, you’ll have already explained to colleagues the role your new employee will perform, everyone else will understand their own role clearly and how it fits with their new colleague.

Hopefully it hasn’t ruffled any feathers, but if you feel someone on the team isn’t happy, get the problem fixed before the new employee(s) start work. Failure to recognise this could have a seriously damaging effect on your team morale and business.

Your new employees will need to learn your organisation’s objectives, culture, values, processes, procedures and H&S.  There’s a lot to cover in a short time, so it’s best reduced to a written and structured procedure, explained face to face and followed precisely.

New employees need to be provided with the tools they need and serious thought needs to be given to training and support. Targets and KPI’s need to be formally set (initially, with a very quick follow-up review to make sure they understood and are on track). In short, employees need to know exactly what they are required to do and to achieve, and how to do it.  As their employer, you’ll want to monitor and know that the role is being performed as intended, or better.

An effective (but perhaps controversial) way to ensure a new employee and their integration into the team is on track, is through regular 360 degree review meetings.  If you’re not familiar with this method, 360 degree reviews involve feedback taken from several sources.   An employee would be rated not just by their manager, but also by their peers, subordinates (even suppliers and customers in some cases), with constructive suggestions being made for improvement.

I know what you’re probably thinking. “Employees being reviewed by their peers, subordinates, suppliers and customers – really? It may sound unusual but you as their employer and the employee get a broader review of their performance which makes everyone more able to recognise their strengths, weaknesses and training needs.

Strictly speaking, 360 reviews should be performed for everyone in the organisation including managers, in a tactful, constructive and encouraging way, and when it is, all employees tend to respond positively and work hard to improve their performance.

Having effectively settled your new employee into the organisation, we need to recognise that employing people brings with it legal responsibilities and obligations which can be complex.  In the final chapter we’ll look at how to deal with those obligations.

There is nothing more important for a business than hiring the right team” Sir Richard Branson

STEP 10. Complying with the Law

Following the induction of your new employee into your organisation, there’s a final step we cannot overlook. Employing people brings with it legal responsibilities and obligations which can be complex.  In this final chapter we’ll look at how to deal with those obligations.

There’s so much legislation these days it’s a minefield, and very difficult for business owners and managers to be fully up to speed all of the time. It’s all too easy to get on the wrong side of the constantly changing legislation, with potentially damaging consequences.

If you have an in-house HR team they will no doubt keep you on the right side of current legislation and best practice. But if you are an SME without in-house support I strongly recommend you seek out a local HR consultant to help you with employment matters and issues that arise.

There are many local HR advisors available in the market place keeping Micro and SME employers on the straight and narrow at modest cost, and there really is no need to take risks.

Bearing in mind the extensive volume of ‘right’s employees have, you may be surprised to note that HM Government list on their website a mere 6 statutory obligations with which you must comply immediately when you employ someone.

You’ll find these six items (see below) together with more information on your employment obligations at

1.Pay employees at least the Minimum Wage

  1. Check if employees have the right to work in the UK
  2. Apply for a DBS check (formerly known as a CRB check) if they are going to be employed in a field that requires it (eg. In Security or working with vulnerable people)
  3. You must have Employers Liability insurance when you become an employer
  4. You must give new employees a written statement of employment including their Terms & Conditions, if you employ them for more than 1 month
  5. Advise HMRC about your new employee & deal with tax obligations

At the risk of repeating myself, I cannot over-emphasise the importance of having professional HR support when the time comes for you to ‘build the right team’ for your business.

I hope you found this advice helpful and you succeed in “hiring the right team for your business”.  If however it all seems too complicated or too time consuming, just call me on 0161 408 6110 and we’ll take away all the pain.

If you have any comments or wish to get in touch feel free to contact me on 0161 408 6110 or

Happy Hiring!


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