Know the 2nd law of certainty?

Nothing is certain in life except for death and taxes’ Benjamin Franklin – 1789

Depressing eh. Sorry to start on that rather sour note, but it’s a phrase that holds true, even more so if you’re a freelancer. As a member of the self-employed you’re liable for a litany of tax laws and it often pays to know your tax facts, quite literally.

Getting your self-assessment finished and filed is probably paramount in your concerns, and whilst that might have been and gone, there’s still a lot to be wary of, especially given HMRC’s tendency to fiddle with their laws.

2013 is particularly tumultuous in this regard, the taxman bringing in a slew of legislation that’ll affect the self-employed in a range of ways.

It’s a lot to get your head around, but thankfully you’ve got finance bods like me who can clear things up a little. So, without further ado, here’s some of the tax developments freelancers should keep their eyes on this year…

January – Child Benefit changes

You may have felt this already, as it came into force on January 7th.

Essentially, it affects those in the higher echelons of earning, those with a salary of £60,000+ losing their entitlement to Child Benefit and those earning over the £50,000 threshold seeing their Child Benefit payments reduced. So, if you’re amongst the freelancers in these pay brackets, bear in mind the implication this could have on your finances.

April – introduction of Real Time Information

If you’re amongst the limited company freelancers out there, then Real Time Information is something that you’ll need to get up to speed with. Conversely, if you’re a sole trader, then you needn’t worry.

At its crux, R.T.I is a new scheme designed to streamline the flow of payroll information between employers and HMRC, the basic thrust of the scheme being to ensure that the payroll information HMRC holds for your company is as up-to-date as possible.

This will be achieved by getting companies to submit records on or before every payday instead of once a year. So for limited company freelancers this means that every time you draw a salary you must notify HMRC, either through a piece of compliant payroll software or by using HMRC’s Basic PAYE tools.

If you’re a limited company freelancer, chances are you’ll have an accountant, so have a chat with them to ensure that either they’ve got – or can at least point you towards – the appropriate payroll software. That way you’ll avoid any nasty fines.

April, again – rate and threshold changes

The 6th April ushers in a new tax year and this year, there’s a number of rate changes. Amongst the highlights you’ll find…

  • a 1% drop in the Main Rate of Corporation Tax to 23%
  • a rise in the Personal Allowance to £9,440
  • a drop in the Higher Rate threshold to £32,010
  • and a lowering of the Additional Rate from 50% to 45%

These will have varying implications depending on your financial position, so examine that and then try to determine how the above might impact upon you.

October – Universal Credit

Elsewhere, something that’s worth bearing in mind if you receive Income Support, Working Tax Credits or Child Tax Credits is that your payments will be changing with the introduction of the Universal Credit. The usual parliamentary toing and froing makes it hard to decipher whether its introduction is a good or a bad thing, but you can get a basic overview of just what this new piece of legislation means here.

Of 2013’s incoming legislation, these four are likely to affect the freelance community the most. Make sure you’ve taken the right precautions to avoid any fines and that you take the right steps to achieve optimum tax-efficiency. 2013 might then be a tad more profitable than the last!

Mark James is an in-house writer for online accountants Crunch, and a regular contributor to Freelance Advisor.

Getting Engaged?

Our last newsletter introduced the idea that freelancers, and other professional virtual team members, are likely to be more “engaged” and aligned with your business vision than many permanent employees. You told us this warranted further consideration – and we agree!

That’s why our current research project includes questions which ask business owners for their views on the performance of project teams and their expectations when it comes to engagement of internal (employees) and external (freelance) team members.

Many studies over the last 5-10 years have concluded that “engagement” is the key to innovation, performance and productivity and there are some truly compelling statistics (see below) that demonstrate both the positive and negative impacts of ensuring all team members understand, believe in and take ownership of the company’s future;  the goals and the vision. Our own project will help translate this knowledge into useful insights actionable within the emerging, more fluid, employment landscape.

The UK Government’s Department of Business Innovation and Skills (BIS) commissioned a comprehensive report on the subject of Employee Engagement, quoting some fascinating statistics from such trusted international sources as Gallup, Tower Perrins-ISR and the Chartered Management Institute.

Did you know that…

Companies with the best levels of employee engagement (top quartile) can expect to see…

-          18% higher productivity

-          12% higher profitability

-          An EPS (earnings per share) rate 2.6 times higher

…than companies found in the bottom quartile

Likewise, companies in that bottom quartile of employee engagement measurement suffer…

-          Employee turnover 31-51% higher

-          Theft or stock “shrinkage” 51% higher

-          62% more accidents in the workplace

…than companies in the top quartile

Not only this, there are many examples of British companies across various sectors that have quoted similar findings specific to their own operations and business models.

The Co-operative Group focused on developing employee engagement in their recent period of transformation, introducing a focus on engagement that changed their approach to internal communication which has underpinned the turnaround of the business.

Yorkshire based public transport provider Metro has developed an employee engagement program which has helped the company change from a traditional and bureaucratic operation to an award winning innovator with high rates of employee retention and customer satisfaction.

The construction industry was hit hard by the recent economic downturn, with sales figures dropping by 50% year in year JCB pro-actively managed employee engagement to ensure they have a sustainable business built around people who understand the strategy for ensuring they come out the other side ready to grow again.

Also the CIPD regularly quote the most recent examples in their workshops and presentations including major high street and supermarket brands like M&S and Tesco.

In my experience working with large companies, smaller businesses and as a business owner myself, generally speaking the people who are quickest to…

A – understand the concepts and strategies relating to a project/business vision
B – make valid and useful suggestions that will help refine the approach
C – get enthusiastic about action and the delivery of the objectives

…are those team members who have been business owners themselves, the freelancers who are used to thinking strategically about a range of different client business models, at the same time as completing actions to get a job done, making them both agile and adaptable. It can be far more difficult and time consuming to get a similar level of engagement (and therefore performance) from full time employees who have had a narrower range of experience with less strategic decision making – and perhaps even a focus on the security of a monthly wage, rather than delivering client value and trading on reputation.

Whether a team consists of internal employees, external consultants, freelance specialists or a mixture; the quicker you can generate and confirm alignment with the goal the sooner you can make progress against the objectives. Without a shared vision the risk of mistakes, confusion and inefficiency increases massively.

The natural process is to hold a thorough discussion with everyone involved to explore all aspects of where you want to go, getting input and ideas on how to get there and defining their role and responsibilities. It is important to test understanding in advance and along the way, so you can make decisions on whether individuals “get-it” enough to be involved.

That is the whole purpose of the task proposal and discussion elements of the Skills-Hive system. Putting people ahead of process to create more effective teams with everyone aligned to a shared vision.

“One of the key aspects of delivering great projects is making sure that everyone buys in to the goal and the vision. Only working with full-timers can be a false economy – in my experience including freelancers with the right skills can help get more done faster – as they are very delivery focussed – and often the quickest to engage with a great vision.”

Tom Ball – Founder of NearDesk “The card that lets you work anywhere”

Initial discussions with Hirers in our research project have helped us develop and refine our understanding of the importance of this element of team formulation. Building on the insights gained, we want to explore how best to take this aspect of the Skills-Hive ethos further, embedding the engagement principles deeper within the system. We can look at creating things like “alignment ratings” for Workers within the Hirer dashboard and evolving the feedback system to include a measure of how good people are at communicating a vision as a Hirer and engaging with it as a Worker, but more importantly we want to make it as easy and intuitive as possible for Hirers to communicate and explore their vision with team members, perhaps introducing mind mapping tools to aid the discussion. Any other ideas are welcome!

So, what do you think?…

Have you had experience working with freelancers on a project?

What was it like getting them on board in terms of vision and engagement?

What challenges have you faced when enthusing and aligning full time employees with the business strategy?

Maybe your experience has been completely different to what we have found out so far, we would love to hear from you! (just leave a comment below or head to our Facebook page)

“Employment 3.0″

It is pretty obvious that the world is changing all the time and we are all coming to terms with the accelerating nature of this change. The key driver appears to be technology, or at the very least it is a major catalyst that turbo-charges our natural evolution. The debate rages endlessly as to whether the latest developments are good, bad or otherwise but none of us (as yet) can put back the clock. This fact doesn’t make these discussions pointless or futile, they are an essential element of the process of feedback and iteration that occurs in any organic system, our responses help shape our future.

You may have seen the link I shared to a really interesting post on the Harvard Business Review blog written by Professor Rita McGrath. The piece stimulated an extensive conversation regarding the merits and threats posed by the trend towards a more flexible and mobile global workforce. Some of the largely American contributors were concerned that individuals would lose out in terms of being made to source their own healthcare and pension solutions, usually seen as a key benefit of traditional employment there.

Comments from others around the globe seemed more focused on the positives for business of being able to have more flexible control of resourcing costs, there was some concern for the individual worker and the need to provide some sort of centralised support for a large increase in the global “freelancer” population, but overall it was acknowledged that increased choice for the individual to manage their own workload and schedule could only be a good thing.

My own contribution was to point out that people are fast realising that one job equals maximum risk, having the choice to self promote skills to find security in a range of project based work can be more fulfilling as well as more flexible. I went on to reference the way the Skills Hive business model is developing to include training designed to help businesses and individuals understand and identify the opportunities being created by technology and the emerging employment landscape.

 

Job 4 Life

Based on the premise that the only “Job For Life” in this day and age is Freelancing, we have developed a 4 day programme to help people who are new to freelancing to take a structured approach to finding paid project work as part of a virtual team. It starts with getting to know yourself in terms of skills and preferred styles of working, moving on to finding a hiring audience who you can help to grow their business. All the outputs are captured in our Job4Life tool which is designed for ongoing use to develop and manage your opportunity pipeline.

Doing More With Less

For businesses that want to develop a strategic approach to agile and efficient resourcing we have a different programme, also run over 4 days. Companies are shown methods and techniques to clearly define your core business focus, identify skills gaps and talents required to deliver business plan objectives and systems for building and managing a virtual team. As an attendee you leave with an active operating plan that can be developed further to support continuous business growth.

 

We want to continue developing both tools into handy “Apps” that can be updated on the move via your Smartphone. This approach will help individuals and businesses to continuously build strategic plans, updating skills and experience, identifying new opportunities and building talent pools that will drive success.

This summer, working with Enterprise Lab to take the proposition to market, we plan to run both programmes in a Summer Camp format that brings together freelance debutants, experienced mentors and ambitious businesses to initiate live projects in the Skills Hive that will lead to new commercial relationships based on agile resourcing principles. If you are interested in taking part leave us a comment below and we’ll get in touch directly with more details.

As the design of training modules continues we will be looking at what elements, tools and features we can incorporate into the Skills Hive online infrastructure, so let us know what you would like to see…

Already under consideration are…

-          Mind Mapping Tools

-          Problem Solving Process Schema

-          Communications styles and preferences tests

-          …

Feel free to add to the list!

Deal or No Deal?

One of the main reasons we started Skills Hive was to provide an alternative to the “deals” being offered on the established freelancer marketplaces. It is becoming pretty clear that the bid based model they use more often than not fails to deliver. Continue reading

Big Foot!

While we are clearly a commercial business, Skills Hive has strong ethical and social values. We provide the tools to promote your skills and earn money, but we also actively encourage everyone to continually develop themselves and their teams, understand their talents and personality and the impact they have on others, manage work life balance, collaborate and innovate. Continue reading

Profiles, Professionalism and Personality

The link through to an article on “how to pen a strong personal profile” I included in last week’s Hive Buzz Newsletter proved to be popular, so I thought I would focus in on that subject for this week’s Hive Blog. (originally posted April 2011) Continue reading