Member News

Rigby Group Acquires Norwich International Airport

Rigby Group Plc has today announced the acquisition of Norwich International Airport from Omniport for an undisclosed sum.

Norwich International Airport is the principal aerial gateway to and from East Anglia, serving Norfolk, Suffolk, and East Cambridgeshire. It has a long history and sound levels of activity on scheduled and charter passenger activities, as an aircraft maintenance base and an operating hub for the southern North Sea oil and gas industry.

The facility will now be managed by Rigby Group’s airport division Regional & City Airports (RCA), which also already owns and operates Coventry and Exeter Airports – which it acquired in 2010 and 2013 respectively.

The company also holds management contracts for both Blackpool International Airport and City of Derry Airport and is actively building its portfolio of owned or managed airport assets across the next five years.

Chairman and Chief Executive Sir Peter Rigby said: “We have continually reiterated our belief in the importance of regional airports to local and regional communities and their economies. We are intent on developing our aviation business within the Rigby Group, and have made another significant acquisition here. I am delighted to welcome Norwich’s staff to a workforce that now safeguards approximately 650 aviation jobs, and look forward to working with them as we plot out a secure, sustainable and positive future for the facility.”

The move will see the management teams at Norwich, Coventry and Exeter work together for mutual benefit as well as attracting more corporate and general aviation.

Norwich International Airport CEO Andrew Bell added: “This is a significant and very positive day for the Airport. As a highly respected and stable organisation, Rigby Group’s involvement will enable us to build on the many achievements of recent years, safeguarding the future of the business and providing us with a platform from which to build an even more prosperous future for the Airport itself and the region.”

The Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013 (“the Regulations”) will come into force and apply to all contracts entered into on or after 13 June 2014.

The Regulations will affect all those who sell goods or services to consumers, and in particular will affect those who do so at a distance, for example via a website.

The Regulations replace the Distance Selling Regulations (Consumer Protections (Distance Selling) Regulations 2000) and the Doorstep Selling Regulations (Cancellation of Contracts made in a Consumer’s Home or Place of Work Regulations 2008) with a single set of regulations, but also go further and impose additional requirements on retailers.

The key changes centre on the information to be provided to the consumer and the rights of the consumer to cancel the contract, but also bring in some more specific provisions, as set out below.

Key changes

‘Pay now’ button

The vast majority of online retailers already have a button which makes it clear to the consumer that they are committing themselves to paying for the goods or service, but this is now a legal requirement.

According to the regulations, the button must be marked with the words ‘order with obligation to pay’, although the Government guidelines suggest that ‘pay now’ is a sufficient alternative, although ‘confirm’ on its own is possibly no longer sufficient.

Express consent before taking additional payments

Using a pre-ticked box for additional payments is no longer permitted. This will be relevant if, for example, a business offers a range of delivery options and the default ‘pre-ticked’ setting is to a delivery option for which the consumer pays extra. A pre-ticked box on a free delivery option is still permitted.

Cancellation period

The cancellation period, which under the Distance Selling Regulations gave the consumer 7 working days to cancel a distance contract without having to give a reason, has been extended to 14 calendar days.

Extended cancellation period

In the event that a retailer fails to provide the consumer with all the necessary pre-contract information (which includes details on the cancellation period) the cancellation period extends to 14 days after the correct information is provided, or in the event that it is not provided at all, to 12 months after the date the original cancellation period would have expired had the correct information had been given pre-contract.

Refunds

If a consumer cancels the contract the goods must be returned to the retailer within 14 days (or the consumer must show proof of return within 14 days). Once the goods are received (or the consumer has provided proof of return), the retailer must provide the refund within 14 calendar days.

Retailers have the right to deduct monies from the refund if the goods show signs of use. Such use must be actual wear and tear, not just that packaging has been opened by the consumer to check the product, if they would have been able to check the product in the shop in that manner.

Retailers must refund the price of outgoing delivery (unless the consumer has arranged delivery themselves) but need only refund the standard delivery cost even if the consumer has opted for a more expensive delivery option. Further, providing the consumer has been advised accordingly, the retailer need not refund the consumer for the return postage. It is particularly important that a consumer is advised in advance of the likely cost of a return when, for example, the goods cannot be returned by normal post.

Cancellation Form

All companies must provide a model cancellation form, this should be easily accessible by the consumer, usually by a link on the company’s website.

Schedule 3 of the Regulations sets out the model cancellation form which should be used, although a consumer may also choose to cancel by calling the consumer service line or equivalent (if such a telephone line is provided) or by emailing the retailer direct.

Digital content

The concept of ‘digital content’ is new and aimed at retailers who sell digital content downloads.

Many of the rules which apply to all other distance contracts will apply equally to digital content, but the rules on cancellations are different.

Consumers do not have the right to cancel a contract after the digital content starts downloading, provided that they have been advised of this before the contract was entered into and expressly consented to waive their cancellation rights. The best way to evidence such consent is to have a tick box which the consumer must tick before contracting (much in the same way as there is a tick box for accepting the terms and conditions).

Ancillary contracts

If a consumer exercises their right to cancel during the cancellation period, it is the retailer’s responsibility to ensure that any ancillary contract, for example insurance offered by a third party via the retailer, is cancelled. If a client has, for example, arranged their own separate insurance this is a matter for them and not the retailer.

Premium rate telephone lines

If the retailer chooses to provide a telephone number for a consumer to call to discuss a concluded contract, this must not be a premium rate number.

Premium rate numbers can still be used in other circumstances and there is no obligation for a telephone number to be provided at all as long as a different method of contact, such as email or post, is made available to the consumer.

Failure to comply

The consequences of failing to comply with the Regulations include fines, unenforceable contracts, refunds to consumers, damage to reputation and, for failure to advise a client of their right to cancel, could even mean a criminal conviction.

Next Steps

Retailers should take this opportunity to fully review their consumer contracts and in particular the way in which their website operates to avoid being caught out when the Regulations come into force on 13 June 2014.

If you require any advice on amending your consumer terms and conditions, or would like to take this opportunity to carry out a full review of your website and consumer terms and conditions, contact Lindsey Crockett at [email protected] or on 01603 598000.

Matt Dobson and Dr Duncan Barclay of ei Technologies were in an innovative mood when considering how best to build an app that can tell what mood you’re in. Thanks to a collaborative consultancy with Professor Stephen Cox, from UEA’s School of Computing Sciences, a Beta version is due to launch soon and they’ve won further funding. Now a new funding scheme can help you access UEA’s expertise, talent and facilities so you too can bring your innovations to life.

The University of East Anglia, (UEA) has partnered with the New Anglia Growth Hub to create a funding scheme for SME businesses throughout Norfolk and Suffolk. This will enable access to academic expertise in the form of consultancy, mentoring, or the hiring of specialist facilities in order to stimulate business growth.

ei Technologies Ltd, founded in 2012, wanted to build an app that would listen to a user’s voice whilst they went about their daily routine. It would not record any words, but instead would listen to the acoustic features and pitch, the tell-tale signs of emotional states, and list the user’s differing moods.

The app is expected to help people who suffer from anxiety, depression or stress, as they’re often asked to record their mood changes to help psychologists fine-tune their treatment. The company was looking for help from an expert in paralinguistic research to fill the gaps in their combined experience.

After speaking with several experts, they felt that Prof Stephen Cox, from UEA’s School of Computing Sciences, had the right understanding of what they were trying to achieve. His commercial experience and previous industrial collaborations made him approachable and a comprehensive source for both the theoretical and technical issues the company faced.

After the initial consultancy period ended, with Stephen’s further collaboration, ei Technologies were able to achieve additional funding from the Technology Strategy Board for a nine-month project, and are expected to launch a Beta test version of the app “Xpression” in 2014.

“Fast computers and powerful machine-learning algorithms mean that we can analyse the speech signal in ways that were impossible only a few years ago. The TSB award will enable us to research systematically the best way to detect emotions in the voice”. Stephen said.

The Regional Growth Fund is a £3.2 billion fund designed to help companies in England to grow and supports projects and programmes committed to deliver sustainable jobs and economic growth. A sixth round will launch in the summer.

The fund can also be used towards the hiring of a graduate via UEA’s internship programme; this could be for a period of 6 months up to a year.

The scheme will run until March 2015, and will allow UEA to offer match funding from £2,000 to £20,000.

Contact details:

[email protected]

01603 591610

www.uea.ac.uk/business/innovationvouchers

Established Ipswich insurance brokers, Pound Gates, found that winning the Best Employer award for Employee Values in 2012 provided welcome confirmation that their engagement strategy was a success. Staff gave their bosses top marks in the Best Employer survey for taking care of their interests and listening to their opinions.

The feedback and award served not only to reinforce the firm’s commitment to being a ‘values led’ business, but it also created an opportunity for staff to gather together and celebrate with cake bought by senior management!

Rob Thacker, Director of Pound Gates, reveals why the firm got involved in the Best Employer initiative and tells us more about the firm’s approach to employee engagement. Enhancing business profile and reputation

Around the time of the award-win Pound Gates was just finishing the process of securing chartered status with the Chartered Insurance Institute. And although the firm’s expertise has led them to win national and industry awards before, the regional accolade added yet more shine to its gleaming reputation.

Rob explains: “The award raised our profile locally and put us in a great position for when we have been recruiting. It was particularly good to receive a regional award, which is where a number of our clients are based, so awards like this are great for our PR.” Value of an independent survey

The impartial survey, provided by Pure and eras Ltd, provided Pound Gates with very useful, objective feedback. “Although we undertake our own bi-annual staff survey, we are always conscious that it is us – the management of the business – organising it, so it could have some form of bias. We like to think not, but you cannot ever be certain,” says Rob.

“So by using a third party, confidential system meant that although clearly we would see overall results, it was an independent assessment. Although our results were great they also indicated other areas for us to take on board and look at.”

Since winning the award, Pound Gates has continued its successful engagement programme, maintaining a “regime of regular interaction, and training on sales and good business habits”. Winning engagement techniques

The 25-year-old insurance firm’s strategy reaches far beyond its risk management expertise. The approach to engagement is also well-planned and effective – and, in some cases, fun. Every two weeks, managers have one-to-one coaching sessions with team members. Using the GROW model, which helps people identify areas of development, set goals and work out solutions to problems, managers talk to staff about the direction they are taking. This can also include looking at whether, ultimately, Pound Gates can fulfil those ambitions.

Rob recalls: “One person wanted to start their own business, and another aspired to be a managing director’s PA. Both achieved these goals – but not at Pound Gates. Success for people cannot always be measured in simple, business economic KPIs. Our coaching ensures that the people joining us truly develop and grow, even if it is to fulfil ambitions elsewhere!” In addition, the firm offers weekly, half-hour Business Enlightenment sessions including themes such as Stephen Covey’s The 7 Habits of Highly Effective People . Its corporate social responsibility work includes painting a sports facility for local charity, Inspire Suffolk. Staff and their families take part in the Orwell Walk and Santa Cycle to raise “tremendous amounts” for other fantastic local causes. There’s also a monthly Entertainments Club for staff, with activities ranging from go-karting, treasure hunts and meals out.

Plans for the 2014 Best Employer survey

Pound Gates employees are taking part in the survey again this year, so the firm can compare how they are doing now, compared to two years ago. Also, Rob feels it is vital to make the most of the opportunity to help spread the word of its engagement activities so other businesses in the East of England can benefit.

Why employers need the Best Employer survey

Clearly, an advocate of the survey and awards, Rob encourages other employers to take advantage of the survey: “I would encourage all employers to take part because the feedback you receive from eras is extremely useful. But make sure you and your people are interested and engaged in doing it. If not, do the survey anyway to find out what else you could be doing to engage staff!”

The survey is free but it is open for a limited time, closing in August. Contact Pure’s Marketing Manager, Anna Hill, on: 01223 209888 or [email protected].

We are delighted to announce that One Broker Limited has purchased 100% of the share capital of N W Brown Insurance Brokers Limited, forthwith. One Broker already owns Knowlden Titlow Insurance Brokers (KTIB) in Norwich and the acquisition of N W Brown Insurance Brokers represents an exciting opportunity for the One Broker Group to grow its presence in the schemes arena and at the same time expand its geographical footprint. NW Brown Insurance Brokers will continue to operate from their premises in Regent Street under the same name.

Robin Plaster has become Managing Director of N W Brown Insurance Brokers Limited and Phil Thorpe is Broking Director, with responsibility for running the operation on a day to day basis, along with fellow Directors Sean Lenton and Richard Rampley. In addition to which Phil Thorpe will join the board of KTIB as Non-Executive Director and John Knowlden the board of N W Brown Insurance Brokers as Non-Executive Director.

Commenting on the agreement Alan Kefford , Chairman of NW Brown Group said ” This final step is the logical culmination of a long process of co-operation. Whilst our position in East Anglia as a top quality Financial Services operation is strong I am delighted to have access to better specialist services for our clients via KTIB. We are always seeking ways of improving service for existing clients and of introducing new clients for whom we can provide that high level of service and this closer partnership gives the prospect of doing both.”

Robin Plaster, Managing Director of KTIB said “We have both built our firms on high quality advice and efficient execution. I look forward to working with our new colleagues to grow our business in what is perhaps the most exciting area of the country intellectually, technologically and financially. Our insurance solutions have applications in all areas and I look forward to working with Phil and his team to develop our strong presence in East Anglia. We are confident that the combined skill set of the two firms will make us a recognised leader in our chosen field. “

N W Brown Insurance Brokers will continue to develop the business in their specialist sectors such as Education, Technology, Financial Liabilities, Landlord and Tenants and Listed Buildings.

The bfa has just issued some fresh guidance on clauses governing the resale of the franchise (being a sale by a franchisee of its franchise to a buyer, the new franchisee) found in franchise agreements. There are various charges associated with a resale including the franchisor’s legal and admin costs, training fee, transfer fee (calculated as a percentage of the purchase price) and a finder fee where the franchisor has found the buyer (again, typically calculated as a percentage of the purchase price).

The bfa’s guidance note reminds us that in accordance with the Code of Ethics, all such charges must be fixed at reasonable levels.

Recently, there has been some debate as to whether a franchisor should be deemed to have “found” the buyer where such buyer is an existing franchisee within the network. The guidance note attempts to clarify the issue by explaining that any finder’s fee should be limited to covering the costs which the franchisor has (justifiably) incurred. Any clause in a franchise agreement of a bfa member purporting to entitle the franchisor to a brokerage fee when one of its franchisees agrees to resell to an existing franchisee will be deemed to be contrary to the bfa’s Code of Ethics.

Every so often the bfa issues a technical bulletin on a specific topic which requires its members to follow. This is another example of how the bfa strives to keep developing the regime for operating ethical franchising in the UK of which the firm’s Franchising team is fully supportive.

I have just returned from a very relaxing break in the Greek Islands where my wife and I spent many hours sipping coffee and wine by the pretty fishing harbour. This is a great time to reflect on life and make plans for the future. However, we were very distracted by “people watching” and most of all, the British holiday maker. Why do men wear socks with sandals? This started a whole conversation about things that just don’t go together which was quite amusing until I said FTTC and ISDN. “What are you talking about” was the confused response! Let me explain….

There are two main areas of telecoms for consideration for most business customers; internet access for data and email and then lines for telephone calls. Most small business customers will have a Broadband of some type for internet access. For those businesses that have a telephone system it will most likely be connected to either ISDN2e or ISDN30e channels (digital lines). All fairly standard stuff; however the ever increasing rollout of superfast fibre Broadband (FTTC) is enabling businesses to look at far more cost effective solutions.

You don’t necessarily have to have FTTC to support VoIP calls; however if you do then you should have no fear of ditching your ISDN lines in favour of either a hosted solution or SIP. In basic terms; hosted means that you don’t need to buy a telephone system as this sits in the cloud and you just buy handsets and rent licenses. SIP means that you still need a telephone system however then rent how many simultaneous calls you need across your Broadband without needing extra lines. So what are the advantages? Reduce your rental – Cost per line on an ISDN2e can be anything between £11 and £21 per month depending on your supplier. SIP trunks can start as low as £6 per month. Hosted service are generally charged on a per user basis and therefore not restricted on number of simultaneous calls.

Reduced installation charges – you only need to connect a single line. ISDN services can be expensive to install unless you commit to long term contracts. Why sign a five year contract for old technology? Reduced call charges – calls using VoIP still have to breakout into the main public switched network so call prices are often very similar. However there are some very good inclusive tariffs which provide unlimited calls to UK landlines and sometimes to UK Mobiles. Inter-site traffic is usually free of charge.

Keep your number – telephone numbers delivered via SIP or a hosted platform can be delivered anywhere so you don’t have to change number if you move from one exchange to another. Disaster recovery – if you have ISDN then your only option is to divert all numbers including direct dial to a single destination. Hosted and SIP allows simple divert of calls to multiple destinations together with advanced call routing such as messages. Direct dial numbers can be dealt with individually.

There are some considerations when looking at a VoIP solution, especially if you have a slow Broadband connection. Notwithstanding this, a VoIP call needs less than 100 Kbps (upload is important). FTTC delivers both fast upload and download speeds. Broadband is not provided with a robust service level agreement which is also a concern; however if you can get FTTC then you can possibly get EoFTTC (Ethernet over FTTC) which has a guaranteed speed with a service level agreement similar to a leased line however at a proportion of the cost.

So in summary, if you can get FTTC then I don’t think you need ISDN, although I have been banned from discussing on holiday. As for socks and sandals feedback welcome!

Contact us at www.breakwaterit.co.uk or 01603 709300

• Still time for employers to get involved in free Best Employer Eastern Region 2014 survey
• Survey results and Best Employer awards will be announced in October 2014
• Win an award to boost your recruitment strategy – attracting and retaining staff and promoting your employee brand
• Case study of a previous Best Employer award winner is attached

Do you have an inkling that your employees are happy to work for you? Then why not make it official by asking them to take part in a 15-minute, online survey that could win your organisation a ‘Best Employer’ award?

The survey is open for all employers and their staff across the East of England until the end of July, so there is no time to waste if you would like to get your organisation involved.

The free survey, normally worth £2,000, is a vital tool in measuring how employers are doing in terms of employee engagement by gathering crucial insight into their staff’s opinions. Run every other year by Pure Resourcing Solutions (Pure) and eras ltd, and part of the wider Best Employer initiative, the culture and engagement survey concludes in tailored reports, produced for every employer taking part.

Based on survey feedback employers can identify and address any areas of corporate culture and workplace practises that need development to boost employee engagement, which is essential to the success of any organisation. It can also reassure organisations that they are already doing a great job.

In 2012, when the survey last ran, employers including the Arthur Rank Hospice Charity in Cambridge won Best Employer awards for positive exceptional survey results. Dr Lynn Morgan, CEO, says: “Getting the award for Vision and Motivation [in 2012] was confirmation that our staff really believed in the organisation’s future, and understood why we were making changes. When we won the award everyone here felt very proud.”

Again this year, awards are available for categories such as innovation, employee values, vision and motivation, plus an overall Best Employer award, which showcases an employer whose survey results demonstrate excellence in all categories.

Previous award-winners won for initiatives including quirky charity events, free staff cultural trips, creative professional development activity and a director open-door policy.

Lynn Walters, Director of Pure, explains: “We know that happy employees lead to a healthier bottom line, so it should be in all employers’ interests to get employee engagement right. The survey also helps us gather benchmark data, which bosses can use to compare how they are doing against similar employers in their area. This is absolutely key to recruitment and employee retention in an increasingly competitive job market.”

Alex Pearce, Managing Director of eras ltd, says: “There really is nothing like the Best Employer survey and awards available in the region at the moment. The advantages are amazing: the survey costs nothing, we are available to guide people through the survey, an award is great PR and excellent for recruitment, and employers and staff alike benefit. There really is no reason not to get involved.”

The survey is suitable for organisations of all sizes in the private and not-for-profit sectors. Data and results are 100% confidential.

To find out more, visit www.prs.uk.com or contact Anna Hill, Pure’s Marketing Manager, on: 01223 209888 or [email protected].

The Daniel Connal Partnership has delivered a complex project on one of North Norfolk’s most iconic vistas.

In January 2005 Gray’s Arcade on the Quayside at Wells-next-the-Sea was severely damaged in a fire which took 70 firefighters three hours to put out. The site then became a blot on the iconic vista of Wells’ Quay as it was left boarded up and in its burnt out state. Over the years several attempts were made to bring the site also known as Festival Amusements back into use, which all failed, and North Norfolk District Council even started proceedings towards issuing a compulsory purchase order. In the end a CPO was not needed after the Gray family sold the building to Novus Homes ( Norfolk ) Ltd.

Nine years after the fire took place, the site has now been redeveloped into nine luxury apartments with wonderful views over Wells Harbour and three units extending the retail offering on the Quayside See more photographs here.

The Daniel Connal Partnership acted as project managers on what has been a complex but most rewarding project. “We often deal with projects that have their complexities but this seems to have had more than its fair share. Multiple party wall awards, boundary issues, an extremely confined site, part of which being Grade II listed, extensive archaeological investigations are one thing but being flooded by the tidal surge when we were weeks from completion tested everyone’s resolve” explains Robert Dale, senior partner and project manager ” in these circumstances, we are especially pleased to have delivered the project on budget.”

The contractors, Gill Building have been praised throughout the project for the manner in which they have kept disruption to both local businesses, neighbouring residents and holidaymakers an absolute minimum, which was always a key requirement of Chris Wells owner of Novus Homes. They have delivered the SMG Architect’s design to a very high quality level, meeting Code for Sustainable Homes and Secured by Design standards.

Pioneers of high quality affordable housing and community involvement, Luminus Group, has an employee engagement strategy to be very proud of. It is also very ambitious.

The Huntingdon-based organisation aims to not only provide a positive working environment, but it also aims to influence a cultural transformation in wider society.

Through a forward-thinking approach, Group CEO, Dr Chan Abraham, wants to help mend so-called ‘broken Britain’ by promoting a culture of learning, development and sincerity. And he has begun in his own organisation. It is this visionary work that won Luminus a Best Employer award for Employees Values.

Visionary and holistic Dr Abraham believes his aspirations can become reality by building a positive and supportive culture across all aspects of work, and one that inspires employees, their families, other employers, and broader communities. He explains: “Our employees actively demonstrate our infectious enthusiasm as part of an organisation that aims to change the world and put our ethos into practice in everyday life.”

“If we can generate a critical mass among employers in the UK to do the same, we will be a nation moving towards renewal,” he added.

Enabling employees to develop and contribute

Luminus invests in its people on all levels – from junior recruits to its senior management. Its Leadership Academy provides intensive coaching on how to become an effective manager and leader, and staff are encouraged to contribute ideas. ‘Take it the Top’ provides employees with an opportunity to book a one-to-one meeting with Dr Abraham when they can sit with him to discuss any issues. Luminus managers also operate an open-door policy.

On the social side, staff have great opportunities to let their hair down: ‘Luminus has Got Talent’, a children’s Christmas party, quiz nights, and an annual carol service bring people, and often their families, together throughout the year.

“Luminus provides more than a job,” says Dr Abraham. “We provide an opportunity to be part of a family, a place where employees are valued, engaged and part of a winning team, and a vision for a future of shared values, goals and dreams.”

Benefits of the Best Employer award Despite its successful long-standing engagement strategy Luminus still enjoyed the benefits of the Employee Values award including the positive impact on recruitment.

Dr Abraham says: “The Best Employer survey and subsequent award was an excellent way to move forward with our employee engagement strategy. We announced the win at one of our conferences and featured it in our regular news video. Our staff were thrilled and greatly encouraged with further independent evidence that they work for an organisation that takes their views seriously.”

Advice for other Best Employer award hopefuls Not stopping at the achievements to date, employees at Luminus are taking part in the survey again this year. With such an outstanding track record in engagement Luminus is well-placed to offer advice to other employers. Dr Abraham suggests: “Invest in your leadership. Our managers really do engage with our people, helping them make a real difference in the communities we serve.”

For more information contact Pure Resourcing Solution’s Marketing Manager, Anna Hill, on: 01223 209888 or [email protected].

Trading nappies for networking is hard enough when your children are little but that move from babies to business becomes even more difficult as time passes. The reality is that you can’t ‘get back’ to your previous job; but what you can do is ‘re-launch’.

Re-launching your career after a period at home caring for children or relatives or perhaps after an illness is tough – but it is possible. It will be different as you are different and it is likely the job and industry you were in previously is different. This 8-Step Re-launch Plan will help you focus and be determined to find the right job for the new you.

Step 1: First face your internal saboteurs

You’re not alone having some major emotional hurdles to deal with. Maybe it’s guilt or perhaps you’re overwhelmed by the whole idea due to lack of confidence. Whatever your personal saboteurs are, write them down and find actions and support from friends, family and professionals to address them. They won’t go away unless you face them as the true barriers you have to overcome. Don’t let them sabotage you and perhaps stop you even getting to…

Step 2: Determining what you want

Reassess where you are and what you want to do; think about what you’ve done before, what you liked and disliked and why. It’s easier to return to an area you know about (i.e. similar function or business sector) but don’t worry about how your likes and dislikes manifest themselves in work yet – just mentally keep hold of the positive work related elements which you enjoyed and make sure these are reflected in your CV and conversations.

But do be realistic. Consider the three key areas of money, time and responsibility (or job function or fulfilment). It is unlikely that you’re going to (initially) get a high paid job working part-time having been out of the work force for a few years. Be ready to compromise on one of these areas in your re-launch; see your ‘first’ job as a stepping stone just as you did when you first started working.

Being clear about what you want will keep your activity focused. Go back to your list when you feel your motivation dipping.

Step 3: Reconnect with ‘work time’

You’ve made the decision to return to work and your ‘work’ is now getting a job. You need to create ‘work time’ in your day to give you time to take action.

Get support: Connect with others in your situation to provide emotional support and networking. If you’re returning after child caring make sure you have your childcare plans in place or arrange child care swops with people in similar situations. Make sure you share domestic tasks with your partner.

Build a plan: Give yourself weekly objectives in different areas e.g. reviewing or developing skills, researching organisations or people. And make sure to give yourself credit for completing them!

Step 4: Update your CV and refresh your skills

Reflect on your previous experience and remember that the work, even from a number of years ago provides you with relevant knowledge. Refresh your mind about what was good so you can talk confidently about it. Look at activity you’ve done during your career break and shape its inclusion in a work relevant way. For example ‘Doubled school fundraising income within two years’, or ‘Established community communications for local charity’. In addition, schedule time into your plan to refresh your skills; research training courses, conferences and webinars – there are many free on-line resources to support you.

Step 5: Rewire your Network

Think on-line dating looks tame compared to ‘putting yourself out there’ again in the job market? Go back to Step 1 – don’t let your internal saboteur hold you back. Kick start and expand: Write up a list of all the people you know and research networking groups and companies which may be relevant to you. Spend some time understanding how to get the most out of LinkedIn. www.camclustermap.com is a great tool to show how you can be connected to different people in Cambridge organisations using LinkedIn. Set yourself networking objectives e.g. ‘each week I will attend one network meeting and contact three people from my list.’ Cambridge is awash with networking groups and I guarantee you’ll find people in a similar situation as yourself who will be able to put you in contact with other people and groups.

Pitch: prepare a 30 second ‘pitch’ of what you are looking for and what qualifies you to be looking for that role. Remember, you’re not asking people for a job – just if they know someone who could help. Treat every new contact as a potential recruiter; sound and look the part. Review each contact and adjust your approach.

Step 6: Think differently

Do consider part time, interim or freelance work. It adds to your recent experience, your skill development and contact base. If you’re not volunteering then start, and get at least three different organisations on your CV. This will extend your network and refresh your softer skills of managing people and tasks – as well as building your confidence.

Step 7: Prepare for Interview

Research organisations and prepare your answers for questions. Use your network of contacts to practise your answers. Specifically address how you’re going to handle your ‘career gap’. It wasn’t an unreasonable choice and you don’t need to defend it. Acknowledge it … ‘during (dates) I chose to stay at home to care for my children…’ and then move on … ‘and now I’m returning to work …’, and explain why you are the person they should be employing. Focus on the job in hand.

Step 8: Stay on the road

You’ll be successful but only if you commit to your plan, put the time in and be both persistent and patient. Be confidently persuasive – with yourself. Keep your 8-Step re-launch notes and refer back to them to make sure you keep on track.

Good luck. And do contact me if you think I can help.

[email protected]

Work has started at new centre for bereaved children’s charity, Nelson’s Journey.

The Daniel Connal Partnership are delighted to be assisting this fantastic Norfolk charity with project monitoring services for the construction of their new building. Nelson’s Journey has been operating for 16 years and provides a service for children up to the age of 17 who have experienced the death of a significant person in their life.

It aims to improve the emotional wellbeing of bereaved children by increasing their confidence and self belief, providing education about the causes of death and letting families talk openly about bereavement. It also gives chances to remember those who have died and help children to express and understand their emotions.

The child bereavement organisation started fundraising for its new home, Smiles House, in 2012 – to create a purpose-built welcoming environment where children and young people could receive support.

Based at the Octagon Business Park in Little Plumstead, the building will also have space for support groups and families and provide accommodation for training professionals who work with children and might need bereavement guidance.

The ground floor will be dedicated to services supporting young people and their families and will include two one-to-one therapy rooms, a resource library and a “chill-out” area.

The first floor will accommodate the administration, fundraising and marketing teams and the chief executive.

The Daniel Connal Partnership has been advising the Charity on the proposals, assisting with the legal agreement and will monitor construction to ensure it meets the requirements of Nelson’s Journey