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For a successful business, you need a viable business idea, the skills to make it work and the funding. Discover whether your idea has what it takes.

Forming your business correctly is essential to ensure you are protected and you comply with the rules. Learn how to set up your business.

Advice on protecting your wellbeing, self-confidence and mental health from the pressures of starting and running a business.

Learn why business planning is an essential exercise if your business is to start and grow successfully, attract funding or target new markets.

It is likely you will need funding to start your business unless you have your own money. Discover some of the main sources of start up funding.

Businesses and individuals must account for and pay various taxes. Understand your tax obligations and how to file, account and pay any taxes you owe.

Businesses are required to comply with a wide range of business laws. We introduce the main rules and regulations you must comply with.

Marketing matters. It drives sales and helps promote your brand and products. Discover how to market your business and reach your target customers.

Some businesses need a high street location whilst others can be run from home. Understand the key factors from cost to location, size to security.

Your employees can your biggest asset. They can also be your biggest challenge. We explain how to recruitment and manage staff successfully.

It is likely your business could not function without some form of IT. Learn how to specify, buy, maintain and secure your business IT.

Few businesses manage the leap from start up to high-growth business. Learn what it takes to scale up and take your business to the next level.

Managing absenteeism - checklist

Staff being away for illness or other absences can cost your company dearly in missed working time. Here are our tips for minimising absences.

  • Set a policy requiring employees to call in and notify the company of any absences. Ask employees to speak to their supervisor, if possible, rather than leaving a message.
  • Meet with employees on their return to work: make sure they are fully recovered, bring them up to date and, if necessary, clarify the reason for the absence.
  • Ask them to complete a self-certification form if the period of absence is less than seven days.
  • If the period of absence is longer than seven days, ensure the employee has a ‘Fit Note’ from their doctor.
  • Check whether you can implement any changes to working practices or working environment to reduce further illness, for example, ergonomic seating or longer breaks.
  • Consider whether long or pressurised working hours are creating excessive stress; look at the business's overall culture and managers' attitudes.
  • Include illegitimate absenteeism as a disciplinary offence.
  • Treat employees with genuine reasons sympathetically; respect the legal rights of employees suffering from long-term illness or disability, those with caring responsibilities and those who are absent for reasons beyond their control, such as transport strikes or disruption due to bad weather.
  • Monitor individual absenteeism.
  • Monitor overall absence levels, for example, as a percentage of total working time or by using a scoring mechanism such as the Bradford Factor.
  • Analyse any significant correlations: for example, high levels of absenteeism on Mondays or among a particular group of employees.
  • If informal measures do not lead to an improvement in attendance, implement a documented formal procedure when absences are becoming excessive.
  • Keep records of employees’ absences and of all discussions held about absence and attendance, whether formal or informal.
  • Motivate employees so that they want to work; aim to provide fulfilling projects and development opportunities.
  • Create a climate of open communication and trust so that employees approach supervisors with problems rather than just calling in sick.
  • Check that you are providing healthy working conditions: ensure that you have good lighting, ventilation and safe working practises.
  • Consider providing an employee health scheme or offering training in healthy lifestyles and stress management.
  • Draw up family-friendly policies to allow employees to legitimately take personal time when they need it.
  • Be open to options for flexible working where possible.
  • Ensure that managers lead by example – not just complying with absence procedures, but also following and encouraging healthy working practises.

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