Workplace tension between employees can be difficult and uncomfortable to manage, but ignoring them will only lead to the situation worsening. Harmony between staff is key to a positive work environment, as disputes between employees will often affect everybody, not just those directly involved. Discord can disrupt productivity, make an awkward environment for team members and increase stress levels. Identifying areas that can be improved and effectively managing issues will get your workplace harmonious in no time.

Recognition:
Acknowledging that the conflict exists at an early stage can prevent the situation from getting worse. Being open and honest with your employees can encourage open communication from the employees in return. Recognising the conflict on an authority level could also let the employees acknowledge there is an issue that they should work towards resolving.

Define the problem:
Communicate with the affected employees to understand the problem and see if any solutions are available. Acknowledge the interests and emotions of both parties and question them about the issue and the impact it is having on work and relationships.

Encourage them to work it out:
It would be ideal for the employees to communicate openly and resolve the conflict themselves as mature and professional workers. You provide guidance points for them such as suggesting one-on-one meetings between those involved.

Identify resolution points:
Finding areas of agreement and problem-solving through generating possible alternatives can help resolve the dispute. Determine what necessary actions should be taken, and ensure that the involved parties agree on the resolution points.

Monitor:
It can be helpful to schedule a follow-up meeting with the affected employees after a few weeks to assess how they are going and if the solutions are working. This allows for any further communication and problem-solving to take place.

Despite unprecedented circumstances, employers still need to consider the requirements of dismissal under the Fair Work Act when ending employment to avoid legal action against them.

When dismissing or standing down employees due to COVID-19 limitations, employers must continue to comply with the applicable award, enterprise agreement, workplace policy or employment contract, as well as providing employees with their legal entitlements, such as notice, accrued leave and redundancy payments.

The Fair Work Act prohibits employers from dismissing employees due to illness or injury, meaning that if they have contracted COVID-19, or have symptoms that prevent them coming into work, they cannot be dismissed.

Employers who are affected by COVID-19, such as those who are facing business slow down or are shutting down may dismiss employees under redundancy. Employees may be entitled to redundancy pay if their continuous service to the employer is less than 12 months. Regular redundancy eligibility requirements still apply and not all employees will be eligible, such as casual workers, apprentices and trainees.

The Australian Government has enabled employers to make temporary and partial stand downs during COVID-19. Stand downs can be enforced without pay if the business has been closed due to enforceable government direction (non-essential services), if a significant portion of employees are under self-quarantine, or if work is forced to stop due to lack of supply.

A successful sales strategy plan will provide your business with clear priorities, goals, and outcomes that can help you increase sales.

Outline your mission and goals
What’s your business’ mission statement? What are the goals and objectives that will help you achieve this? Your mission statement should define what your business stands for and what it aims to achieve, while your goals and objectives should be aimed at executing your mission. Consider using the S.M.A.R.T. framework when developing your goals to ensure that they are specific, measurable, achievable, relevant, and time based.

Identify your ideal customer
Knowing your ideal customer persona is crucial as it will be the basis of your marketing strategy. Assess your ideal audience by researching their demographics, needs and wants while thinking about how your products or services have to offer them. Don’t limit your demographic research to age, location, and gender, but also consider their attitudes, aspirations, and lifestyle.

Conduct a SWOT analysis
Assessing your business by using a SWOT analysis can help you identify areas to consider when developing a sales strategy plan, by addressing:

Strengths:

• What are your strongest assets?
• How skilled is your sales and marketing team?
• What advantages does your business have over competitors?
• What resources are available to you?

Weaknesses:

• What are your areas of improvement?
• What types of complaints do your customers have?
• Where do you fall behind from your competitors?
• Are you working with limitations on resources or skills?

Opportunities:

• Are there changes in the business environment you can benefit from?
• Have there been changes in the market that could present an opportunity?
• Do your competitors have weaknesses or gaps you can fill?

Threats:

• Are your competitors expanding or getting stronger?
• How satisfied are your customers?
• Are there changes in the economy, consumer behaviours, or government regulations that could affect your sales?

Employee share schemes (ESS) provide employees with a financial share in the organisation that they work for. They can be offered by organisations as a way to grow their business by attracting, retaining and motivating their employees.

How they work:

ESS gives employees shares in the organisation they work for at a discounted price, and the opportunity to purchase shares in the future. The discount refers to the difference between the market value of the ESS interests, and the amount paid by the employee to acquire them. This discount forms part of an employee’s assessable income, and will need to be included in their tax return.

Employee share purchase plans offer eligible employees the chance to purchase shares from their employer, often through a loan. The shares can be paid through a salary sacrifice plan over a set period, or by using the dividends received on the shares. Employees who are on a higher income may be eligible to receive shares as a performance bonus or as a form of remuneration instead of receiving a higher salary.

On 1 July 2015, the ATO adjusted the tax treatment of ESS to make them more attractive to employees with the possibility of tax concessions. However, these depend on the employee’s financial situation and the features of the share scheme. If the ESS interests that an employee receives in the business that they work for are not discounted, then the ESS tax rules will not apply. Capital gains tax can still apply in these cases.

Possible limitations:

There may be restrictions on when employees can buy, sell and access their shares through an organisation’s share scheme. For example, employees may have to get permission from the business before buying or selling their shares, or there could be an annual window during which shares can be bought or sold.

What to consider:

Employees should take time to research the organisation they are considering participating in an ESS with. This will help determine how well the scheme is doing, and whether the shares are likely to increase in value. To avoid losing a large part of your investment portfolio, consider purchasing shares that are part of a diversified investment plan.

Before entering into an employee share scheme, consider seeking professional financial advice that is specific to your circumstances.

Expanding your business to open in multiple locations can offer more opportunities and profitability. However, managing one location can be challenging enough, so it is crucial to examine and prepare for the implications of opening up a second store. Here are some considerations that business owners need to keep in mind before deciding to open up a new branch.

How successful is your current business?

Your current business should be stable and successful before you open up multiple stores. If your business is struggling in key areas such as cash flow, sales, employee skill sets, and customer retention, then it’s a good idea to address these needs first, otherwise, your new locations are likely to face the same issues. Assess your current store’s shortcomings and consider whether they will also put your new locations at risk.

What are the characteristics of the new locations?

Choosing the right business location plays a key role in the success of your business. Before branching out, research potential locations and consider how areas could affect your business due to factors such as popularity, business competition, demographics, transport accessibility, rent prices, and attractiveness to employees. Assess whether the differences between your current and potential new locations will require you to make any changes to your business – perhaps you will have to adjust your marketing strategy, prices, or products/services depending on your new demographic.

Do you have the resources to expand?

Expanding your business will require extra financial commitments for rent, utility bills, more inventory and equipment, employees, insurance, and extra advertising. While your income may increase with your new location, remember that it may take months to make the returns required for expansion. It is therefore important that you are already financially secure before opening up a new store to avoid overextending your funds and putting your business at risk. If you don’t have the assets required, a business loan is an option provided that you can prove your financial ability to repay the loan.

Opening up a new location also means that you will have to manage your time between the two branches. This may require delegating business responsibilities, hiring managers, or promoting current employees to management positions. To keep your new business on track and identify early risks, you may also have to initially spend more time at your new location.

As a result of the coronavirus outbreak in NSW and a decline in economic activity throughout the state, on 17 March 2020, the NSW government announced its own $2.3 billion coronavirus stimulus package which includes direct efforts to assisting small businesses.

Out of the $2.3 billion, $700 million will go into health funding, while the rest will be for economic stimulus, mainly through financial assistance for small businesses. As per the ATO’s announcement, much of the stimulus package’s budget will go towards tax relief options for small businesses which are most likely to experience cashflows problems as a result of the coronavirus and a corresponding drop in demand.

Of the remaining $1.6 billion for economic stimuli, $450 million will go to remitting payroll tax for businesses with payrolls of up to $10 million. Currently, the payroll threshold sits at $1 million.

Capital works and maintenance projects are also set to be brought forward by the NSW government, although nothing specific has been announced.

Businesses in industrial trades, as well as cafes, bars and restaurants, are eligible for tax relief as well, with $80 million out of the coronavirus stimulus package dedicated to cancelling or postponing regular business fees and charges.

The NSW government is also looking to increase job opportunities, with more than $250 million going towards hiring more cleaners for public buildings, including schools.

For more details on such tax relief options, businesses are encouraged to contact the ATO personally to discuss their specific circumstances so that the correct tax relief options are applied to eligible businesses.