Category: Staffing

The Life You’ve Worked Hard For

This is the final post in the series A Smoother Life Is a Decision. Earlier posts explored time and attention, trust and control, and what smooth running actually looks like. This one asks the bigger question underneath all of them.

There is a myth that most high-achieving people have internalised so thoroughly that they rarely notice it is there. The myth that it is possible, with sufficient capability and organisation, to have it all: the demanding career, the well-run home, the family life you want, the social life, the presence. All of it, sustainably, without anything giving.

I believed this for a long time. I imagine a lot of people reading this have believed it too, or still do.

What I have found, in my own experience and in my coaching work, is that eventually the cracks appear. Not dramatically, usually. Not in a way that anyone on the outside would necessarily see. But in the small subtractions: the conversation you were not quite present for, the evening you spent on the phone sorting something that should not have needed sorting, the weekend that went on logistics rather than living.

The Myth of Having It All

The narrative around needing to be capable of managing everything is shifting, slowly. There is more honest conversation now about what that level of operation actually costs, and more willingness to admit that behind many apparently seamless lives, a great deal of support is quietly in place.

Admitting that you could genuinely do with an extra pair of hands is, I think, one of the harder things for people who are used to being the capable one. It can feel like a concession. Like something has slipped.

It has not. What it actually reflects is clarity: a clear-eyed assessment of where your time and energy are most valuable, and the decision to stop spending both on things that someone else could handle just as well, or better.

What High Achievers Know About Time

In my coaching work, two patterns come up with remarkable consistency.

The first is that people are significantly kinder to others than to themselves when it comes to workload expectations. They would never expect a colleague to absorb the volume they quietly expect of themselves. They give others permission to have limits that they do not extend to themselves.

The second is that the things taking up the most time are rarely the things they value most or do best. The pressures on their hours, at home and at work, are disproportionately concentrated on tasks that are necessary but not important in any deeper sense. Necessary in the way that administration is necessary. But not the things they will look back on.

Outsourcing is not, in my experience, primarily about creating free time. It is about reclaiming the right time: the time you want to spend doing things you want to do, and the things you will be glad you did.

You have worked hard for the life you have. The question worth asking is whether you are living it, or spending your best hours running it.

What Presence Actually Looks Like

I do not use the word presence lightly. It is one of those words that gets deployed a lot without much examination. What I mean by it is simple: being somewhere fully, with your attention available for what is in front of you, rather than running a background process on everything else that needs doing.

For busy people managing complex households, presence is often the thing that quietly erodes first. You are at the dinner table. You are also aware that you need to book the boiler service, reply to a personal email, check something you meant to check yesterday. You are there, but not entirely.

That erosion is gradual. It is also reversible. And it tends to reverse not when things get less busy (they rarely do) but when the background load is being held by someone else.

A Final Thought

This is the last post in the series A Smoother Life Is a Decision. Earlier posts explored protecting your best hours, the freedom of letting go, and what smooth running actually looks like. This one asks the bigger question underneath all of them.

What is the life you have worked hard for? And are you spending enough of your time actually living it?

If that question lands somewhere, I would love to have a conversation. Not about what we offer, but about what you want. What changes. What matters.

Book a private call here, or email me directly at natasha.doran@getaheadva.com. I am always happy to talk.

Click to find out more about our Lifestyle Manager service.

Natasha Doran is the Get Ahead Regional Director for East Surrey and West Sussex, bringing over 20 years of experience in the insurance and fintech sectors to her work with entrepreneurs and SMEs. Her corporate career spanned senior commercial and strategic roles at Simply Business in both the UK and the US, where she led complex projects and tender processes that shaped the company’s future direction. After leaving corporate life, Natasha qualified as an executive coach and founded Fern Growth, offering leadership coaching, mentoring and fractional leadership support. She joined Get Ahead in 2025, combining her strategic expertise with a passion for helping businesses and busy individuals free up time to focus on what matters most. Natasha’s areas of expertise include strategy execution, organisational and team development, coaching and mentoring, and business scaling.

What ‘Running Smoothly’ Actually Means

This is the third post in the series A Smoother Life Is a Decision. Earlier posts looked at protecting your best hours and the freedom of letting go. This one asks what you are letting go into.

Ask most busy people what they want from their home life, and they will say something along the lines of: I just want it to run smoothly. It is one of those phrases that everyone means sincerely and almost no one has thought through in any detail.

What does it actually look like? What is the difference between a household that is coping and one that is genuinely supporting the life you want to live? And how do you get from one to the other?

I have been thinking about this a lot, not just in the abstract but in the specific and practical. Because the households I work with tend to run at a high level of complexity: multiple demands, multiple properties in some cases, multiple people whose needs and schedules need to be held together. And what I have found is that smooth running is not an accident. It is a design.

The Gap Between Coping and Supporting

Coping is when things get done. The bills get paid, the contractors get booked, the school calendar gets tracked. Nothing falls catastrophically through the gap. You manage.

Supporting is something else. It is when the household is running in a way that actively gives you back time, attention, and presence. Where the things that matter to you are attended to before you have to think about them. Where you are not the bottleneck in your own domestic life.

The gap between the two is not always obvious from the outside. A coping household and a supporting household can look very similar. The difference is felt, not seen.

I hear it described in small ways, usually. It is ordering a food shop while feeding the children and trying to ask them about their day at the same time. It is catching up with personal emails in the evening instead of talking to your partner or just watching something you actually want to watch. It is the perpetual low-level awareness that there are things you should be doing that you have not quite got to.

That is coping. Functioning, but at a cost.

Proactive Versus Reactive

The clearest marker of a household that genuinely runs smoothly is that things are anticipated rather than just responded to. This sounds obvious, but in practice it requires someone whose job it is to think ahead, not just to action what arrives.

A straightforward example: insurance renewals. The default for most busy households is to roll them over, because reviewing them properly requires time and attention that never quite materialises. A proactive approach means sitting down with the paperwork in good time, reviewing what is actually out there, and making a considered decision. The outcome is usually better. The process is not one that needs to sit on your plate.

A less obvious one: a client of mine had a child with a World Book Day event coming up. We got ahead of it a week before, sourced a costume second-hand, had it customised, done. On the day, she was not that parent frantically trying to find something the evening before. She was just present.

It is a small thing in the context of everything a busy family manages. But those small things compound. And their absence, the constant background sense of things being slightly ahead of you, is what costs most.

A smooth-running home does not mean nothing ever goes wrong. It means that when something does, there is already someone who knows the house, knows your standards, and knows exactly what to do.

What Consistent Standards Actually Look Like

One of the things people worry about, when they think about handing over the management of their home, is whether their standards will be maintained. The way they like things. The suppliers they trust. The particular level of detail they care about.

This is a legitimate concern, and it is one I take seriously. The value of a single trusted point of contact is precisely that they hold your standards over time. The contractor who already knows your house does not need briefing from scratch every time. Your preferences are already on file. The things you care about are already known.

That consistency, built up gradually and maintained reliably, is the difference between a service that functions and one that genuinely supports.

Smooth Running as a Design Choice

What I want to leave you with is this: a life that runs smoothly does not happen by accident. It happens because someone has thought carefully about the details and taken responsibility for them. That might be you. Or it might be someone working alongside you, whose job it is to hold that complexity so you do not have to.

Either way, it is a decision. And like most decisions, the first step is simply getting clear on what you actually want.

A Final Thought

In the first two posts of this series, A Smoother Life Is a Decision, I wrote about protecting your best hours and the decision to let go. This post is about what you are letting go into: a household that does not just cope, but genuinely supports the life you have built.

If you would like to talk through what that might look like for your household specifically, I would love to have that conversation.

Book a private call here, or email me directly at natasha.doran@getaheadva.com.

Click to find out more about our Lifestyle Manager service.

Next in the series: The Life You’ve Worked Hard For

Natasha Doran is the Get Ahead Regional Director for East Surrey and West Sussex, bringing over 20 years of experience in the insurance and fintech sectors to her work with entrepreneurs and SMEs. Her corporate career spanned senior commercial and strategic roles at Simply Business in both the UK and the US, where she led complex projects and tender processes that shaped the company’s future direction. After leaving corporate life, Natasha qualified as an executive coach and founded Fern Growth, offering leadership coaching, mentoring and fractional leadership support. She joined Get Ahead in 2025, combining her strategic expertise with a passion for helping businesses and busy individuals free up time to focus on what matters most. Natasha’s areas of expertise include strategy execution, organisational and team development, coaching and mentoring, and business scaling.

The Freedom of Letting Go

This is the second post in the series A Smoother Life Is a Decision. The first post looked at how to protect your best hours. This one is about the decision that makes that possible.

There is a belief that a lot of very capable people carry, often without examining it too closely. The belief that doing it yourself means doing it better. That the standards you hold, the way you like things done, the particular rhythm of your household, could not really be handed to someone else without something being lost.

I understand that belief. I held it myself for a long time. And I have heard it from almost everyone I have worked with who was considering whether a lifestyle manager might actually be for them.

What I have also seen, consistently, is what happens when someone finds the right person and makes the decision to trust them. The relief is not what people expect. It is not just practical. It is something quieter than that.

Why High Achievers Are the Last to Let Go

It is one of the more interesting patterns I noticed during my years in financial services. The people most skilled at delegating in their professional lives were often the ones most reluctant to do so at home. At work, they had structures that made delegation straightforward: clear accountability, defined roles, the expectation that others would own their areas. At home, there was none of that. Just them, and everything that needed doing.

Part of it is the intimacy of home life. Letting someone into your house, your routines, your preferences, the good and the bad and the sometimes chaotic reality of a busy household, requires a different kind of trust than handing a colleague a project brief.

Part of it is the myth that asking for help at home is a different thing to asking for help at work. At work, it is smart leadership. At home, it can feel like an admission that something has slipped.

It has not. It is simply an honest assessment of where your time and attention are best spent.

The Difference Between Losing Control and Choosing Where to Direct It

The concern people most often express, when they are thinking about this seriously, is that they will lose control. That things will be done differently to how they would do them. That the standards they care about will not be maintained.

What they discover, when they find the right support, is that the opposite tends to be true. The things that mattered to them are attended to more consistently than when they were trying to manage everything themselves. The standards are held. The preferences are known. And because someone else is carrying that load, they have more capacity to notice the things that genuinely need their attention.

Letting go, in this sense, is not an abdication of control. It is a more precise exercise of it.

Letting go is not weakness. It is the decision that the people most genuinely in control of their lives have quietly made.

What a Trusted Single Point of Contact Actually Feels Like

There is something specific that happens when you have one person who truly knows your home, your household, and your life. Not a platform. Not a roster of different providers for different things. One person who understands your preferences, holds your standards, and anticipates what you need before you have to ask.

You stop managing. That is the thing people find hardest to articulate until they have experienced it. The mental file of things to remember, chase, coordinate, and follow up on gets smaller. The low-level background noise of domestic complexity quietens.

It is not dramatic. It tends to arrive quietly, as most of the best things do.

On Discretion

One thing I want to be direct about, because it matters enormously to the people I work with: what we do requires absolute discretion, and I take that seriously.

You are letting someone into an area of your life that is not visible to the world: the good, the busy, the occasionally chaotic. I often say that if you need something done, go to the busiest person. But that is not sustainable indefinitely. And what the busiest, most capable people often carry is a private life that looks quite different to their public one.

Trusting someone with that is a significant thing. It is a privilege I do not take lightly. The confidence my clients place in me, in my capabilities and in my discretion, is the foundation of everything I do.

A Final Thought

In the first post in this series, A Smoother Life Is a Decision, I wrote about protecting your best hours. This post is about the decision that makes that possible: the willingness to find one person you genuinely trust, and to hand something over.

It is not a decision everyone is ready to make straight away. But if you are curious about what it might look like for your household, a conversation is a good place to start.

Book a private call here, or email me directly at natasha.doran@getaheadva.com.

Click to find out more about our Lifestyle Manager service.

Next in the series: What ‘Running Smoothly’ Actually Means

Protecting Your Best Hours

This is the first post in a short series called A Smoother Life Is a Decision, exploring the choices that allow high-achieving people to live well, not just work well.

There is a version of busy that most of us know very well. The one where you are technically on top of things, just. Where nothing is catastrophically wrong, but the day never quite feels like yours. Where you arrive at the weekend with a list that has nothing to do with rest.

I spent twenty years working in insurance and financial services, mostly in client-facing roles supporting executive teams. I have sat across the table from some extraordinarily capable people: people who ran complex businesses, managed demanding stakeholders, and delivered transformation results under real pressure. And I noticed something consistent about the ones who seemed most effective, most present, most genuinely in control of their lives.

It was not that they had fewer demands. It was that they had made deliberate decisions about where their attention went.

The Hours You Cannot Get Back

Psychologists talk about cognitive load, the mental bandwidth we have available for thinking, deciding, and doing. It is finite. And it does not distinguish between a high-stakes work decision and a reminder to chase the boiler engineer. Both use resource. Both take up space.

The problem is that the domestic and logistical load of a busy household is relentless in a way that professional life, for all its demands, often is not. At work, there are structures, priorities, people whose job it is to handle certain things. At home, if it does not land on your plate, it lands on no one’s.

I know this from my own experience as much as anyone’s. When my children were small, I was determined to show that it was possible to do it all: the career, the well-kept house, the social life. And what I found, as the years went on, was that the demands did not ease as I had expected. They increased. The logistics got more complex, not simpler. And the cost, the quiet cumulative cost, was paid in the evenings, the weekends, the moments when you want to be present for the people you love but you are mentally somewhere else entirely.

The question is not whether you can handle everything. It is whether you should.

When the Emergency Hits at Exactly the Wrong Moment

There is, of course, the acute version of this too: the crises you were not expecting. The boiler that goes on the morning of your biggest client meeting. The school costume crisis that surfaces at 9pm on a Tuesday. The contractor who does not show, the renewal you forgot to review, the appointment that clashes with something that cannot move.

Anyone who has managed a busy household alongside a demanding career will recognise the particular exhaustion of these moments. Not because they are insurmountable (you always find a way) but because they land in the gaps. The evenings. The weekends. The hours you were hoping to give to something else entirely.

And the guilt that accompanies them, because you are handling logistics when you should be present, or present when you should be handling logistics, is its own additional weight.

The Difference Between Busy and Effective

Being busy is easy. It requires no particular strategy. You simply allow everything that arrives to take up the space it demands, and you fill your hours accordingly.

Being effective, genuinely effective in the way that extends beyond your professional life into the quality of your days, is something different. It requires being honest about what deserves your attention and what does not. About what only you can do, and what someone else could handle perfectly well.

The people I have worked with who seem most at ease, not the least busy but the most genuinely in control, have usually made a decision at some point that their best hours are worth protecting. That the mental space to think clearly, to be present, to enjoy what they have worked hard for, is not a luxury. It is a priority.

What Protecting Your Hours Actually Looks Like

It does not mean abdicating responsibility for your home or your life. It means being thoughtful about where your energy goes, and having support in place for the rest.

It might mean never having to spend an evening chasing a supplier, because someone who already knows your home, your preferences, and your standards is handling it. It might mean the school costume is sourced and sorted a week before you need it, not the night before. It might mean the insurance renewal gets properly reviewed rather than rolled over by default. It means the domestic complexity that quietly accumulates, the calls, the coordination, the chasing, the admin, is managed by someone whose job it is to manage it, so it does not have to be managed by you.

Not because you cannot. But because your time, your attention, your presence, is worth more than that.

Time is finite. Attention is even more so. The people who live well have worked out the difference.

A Final Thought

This is the first post in the series A Smoother Life Is a Decision, exploring the choices that allow high-achieving people to live well, not just work well. Each post takes one decision: about time, about control, about standards, about the bigger picture, and looks at what changes when you make it deliberately. The next in the series looks at the freedom of letting go.

If this resonates, if you recognise that gap between the life you have built and the time you have to actually enjoy it, I would love to have a conversation. Not a sales pitch. Just a chance to talk about what smooth running could look like for you.

Book a private call here, or email me directly at natasha.doran@getaheadva.com.

Click to find out more about our Lifestyle Manager service.

Next in the series: The Freedom of Letting Go

Natasha Doran is the Get Ahead Regional Director for East Surrey and West Sussex, bringing over 20 years of experience in the insurance and fintech sectors to her work with entrepreneurs and SMEs. Her corporate career spanned senior commercial and strategic roles at Simply Business in both the UK and the US, where she led complex projects and tender processes that shaped the company’s future direction. After leaving corporate life, Natasha qualified as an executive coach and founded Fern Growth, offering leadership coaching, mentoring and fractional leadership support. She joined Get Ahead in 2025, combining her strategic expertise with a passion for helping businesses and busy individuals free up time to focus on what matters most. Natasha’s areas of expertise include strategy execution, organisational and team development, coaching and mentoring, and business scaling.

Hiring your first employee is an exciting step, but there are a few legal and practical things you must do before they start. Here’s the simple checklist small businesses rely on. 

1. Confirm the job details 

Before you recruit, be clear on: 

  • Job title 
  • Hours 
  • Pay 
  • Responsibilities 
  • Location or hybrid terms 

This clarity helps attract the right candidate and reduces future misunderstandings. 

2. Do your right-to-work checks 

This is a legal requirement for all employers. 

Make sure you copy and securely store the documents. 

3. Issue an offer letter 

Short, simple, professional, this confirms key details like: 

  • Salary 
  • Hours 
  • Start date 
  • Conditions of offer 

4. Prepare the employment contract 

You must issue this on or before day one of employment. 

A compliant contract protects both you and your new hire, setting clear expectations from the start. 

5. Share your employee handbook 

Give your new employee the essential policies, such as: 

  • Sickness 
  • Holidays 
  • Conduct 
  • Data protection 
  • Grievance and disciplinary 

Even small businesses need these. 

6. Set up payroll 

Register the employee with HMRC and organise payroll software or support. 

7. Create a new starter checklist 

This helps you remember: 

  • Emergency contact details 
  • Equipment access 
  • System logins 
  • Induction meeting 
  • Policy sign-offs 

You’ll find one included in HR Foundations.  

Ready to hire with confidence? 

Our HR Foundations package includes all the templates and documents you need, plus a consultation to guide you. 

➡ See HR Foundations 

➡ Book a free HR call 

Hiring your first employee is an exciting milestone. It means your business is growing and you’re ready for extra support. But it also means stepping into the world of HR, and that can feel overwhelming if you’re not sure what’s legally required. 

The good news? You don’t need a huge HR department to stay compliant. But you do need a few key documents in place before your new team member starts. 

Here are the five essential HR documents every small or new employer must have. 

1. A Legally Compliant Employment Contract 

Every employee must receive a written statement of terms and conditions on or before their first day. This is usually provided as an employment contract. 

A clear, up-to-date contract protects both you and your employee. It sets expectations, reduces misunderstandings, and ensures you’re meeting legal obligations around pay, hours, leave, benefits, and notice. 

Many small businesses rely on outdated templates or copy something from the internet, but an inaccurate contract is one of the most common HR risks. A tailored contract gives you peace of mind from day one. 

2. An Offer Letter 

The offer letter confirms the basics: job title, salary, working hours, and start date. It also sets a positive, professional tone and helps your new employee feel confident joining your business. 

It’s also useful if someone needs written proof of employment before their contract is finalised. 

3. Core HR Policies 

You don’t need a full suite of policies at this stage, but you do need the basics in writing, including: 

  • Disciplinary and grievance 
  • Equality and diversity 
  • Health & safety 
  • Data protection/privacy notice 

These are required by law and form the backbone of your HR compliance. They are also a key part of your employee handbook… 

4. A Basic Employee Handbook 

A handbook doesn’t need to be long or complicated; it simply outlines how things work in your business. The essentials usually include: 

  • Sickness and absence 
  • Holiday and time off 
  • Data protection 
  • Health & safety 
  • Code of conduct 
  • Basic well-being or workplace expectations 

This gives employees clarity and ensures consistency. It also helps you, as the employer, handle issues fairly and legally. 

Think of it as the “how we do things around here” guide. 

5. A New Starter Checklist 

When you’re new to hiring, it’s easy to forget the small but essential steps. A checklist helps you stay organised and cover things like: 

  • Right-to-work checks 
  • Payroll setup 
  • Collecting emergency contacts 
  • Sharing company policies 
  • IT or system access 

It also gives your new employee a smooth, structured onboarding experience, which boosts confidence from day one. 

Need Help Getting These in Place? 

Many new employers don’t realise these documents are required or worry about getting them wrong. That’s where our HR Foundations package can help. 

It includes: 

  • A 30-minute HR consultation 
  • Customised employment contract template 
  • Offer letter template 
  • Basic employee handbook, including a set of core HR policies 
  • New starter checklist 

Everything you need to hire confidently, professionally, and legally, without the stress. 

➡ Find out more about HR Foundations 

➡ Book a free HR consultation 

The first budget of the new Labour government has been much anticipated, and Wednesday’s announcement had everyone glued to the news. Families, workers, savers and borrowers were all wondering what the budget meant for them. And entrepreneurs and CEOs were wondering, “what does the budget mean for businesses?”

In this blog, we look at what additional payments and reductions businesses need to cover, and how Get Ahead can help. 

What does the budget mean for businesses? 

The rise in employers’ National Insurance contributions (NICs) was not unexpected, but it has still raised the costs of taking on employees. 

In addition, the increase to interest rates means that business loan repayments will increase – another cost to business owners. 

It’s easy to see that, with these cost increases, business owners will be looking to make any savings they can. 

One way that small businesses can save is by taking advantage of the increased employment allowance, whereby they don’t have to pay NI on the first £10,500. 

Another way to save is to consider outsourcing instead of employing. Whether you’re new to outsourcing or you’ve used the model for years, Get Ahead is here to help.

How Get Ahead supports businesses impacted by the 2024 budget

Get Ahead is an established outsourcing agency. We work on a regional basis: business owners approach our regional directors in search of practical, back-office support. The regional director then connects the business owner with one of our virtual experts who delivers the required work.

There are a number of reasons why our business model gives businesses better value for money than conventional employment:

No NICs, sick pay, annual leave or pension contributions

    All our virtual experts are self-employed. This means that our clients only pay for our experts’ work and don’t have any other financial responsibilities towards them. 

    Remote working

    Our virtual experts work from home, meaning you don’t have to provide office facilities or tech hardware. This could save you renting office space, freeing up more of your profits to grow your business.

    Only pay for hours worked

    When you employ someone, you continue to pay them even when they’re on a tea break, watering the plants or signing team birthday cards. But with our outsourcing model, you only pay for the work they do for your business. We are also completely flexible – there’s no need to commit to paying for the same number of hours every month. 

    Your virtual team

    Get Ahead’s virtual experts can work seamlessly with your other employees, or even form your entire team. Use outsourced work to plug skills gaps or provide support for project work. Alternatively, let us hand pick a group of people with the specific skills you need to take your business forward in a cost-effective way. 

    We believe you’ll see considerable savings when you outsource, enabling you to meet the new increased payments while still growing your business. 

    Find out more about the financial advantages of outsourcing here.

    HR outsourcing and accounts outsourcing solutions for UK businesses

    Unlike typical virtual assistant agencies, we offer a wide range of back-office services, including finance and HR outsourcing. Our finance experts can review your systems and might find other savings, like unused subscriptions and unpaid invoices. This could mean freeing up funds to cover the increased business costs, without having to let any of your current team go. 

    Our HR experts can help you stay compliant with the new rules, ensuring that you’re making the correct contributions and doing right by your employees. And if you find yourself in the unfortunate position of having to reduce the number of people you employ, our HR experts can help you manage the situation so it’s legal, fair and handled appropriately. 

    Get in touch to find out more

    If our blog has got you thinking about ways to save money after the 2024 budget, we’d love to hear from you. We offer a range of outsourced back-office support, including administration, bookkeeping, marketing, social media, finance, HR and more. Visit our service pages here, or get in touch with your local regional director for a friendly, no-obligation chat. 

    The much-anticipated Employment Rights Bill 2024 is being described as a “once in a generation” shake-up, protecting all workers and establishing new norms. Looking ahead, ministers hope it will improve job security, enabling more people of working age to stay in employment and contribute to the UK’s economic growth.

    The Bill sets out new maternity rights, as well as an increase in statutory sick pay. Other rights will be introduced, including the right of a worker to retaliate against unfair dismissal without having to wait for a certain time period to elapse. While these could mean increased employment costs and workplace adjustments for small businesses, the overall benefits of the Bill are significant and a welcome protection for workers at all levels.

    To help your business navigate the new normal and meet the requirements of the updated employment law, Get Ahead are here to help. Here are four ways we help small businesses comply with the Employment Rights Bill 2024:

    1. Outsourced HR support

    You want to do right by your employees but you need to know you’re operating within the new law too. Our HR experts will review your systems, contracts and employee handbooks to ensure they are up to date and compliant. Our team can also design and deliver training to update staff and supervisors, ensuring your team understands all the implications of the new Bill.

    • Payroll outsourcing services

    The new Bill means changes to sick pay and maternity pay. If this also means changes for your payroll department, Get Ahead can help. Our payroll outsourcing services means we can set up new systems to incorporate the changes, ensuring your staff on sick leave and maternity leave receive the right pay at the right time.

    • Virtual PA services to streamline your systems

    Over the years, our virtual PA services have helped countless clients to save money by streamlining systems and introducing efficiencies. Through chasing outstanding invoices, cancelling unused subscriptions, introducing quicker methods or reducing working hours, our VAs have made a massive difference to businesses of all sizes. Business efficiencies could free up the budget you need to cover the increases in sick pay and maternity pay outlined in the Employment Rights Bill 2024.

    • Your virtual team in an uncertain time

    If you were on the point of recruiting but the new Bill has made you think twice, Get Ahead can help. Our expert team of remote workers can deliver back-office support while you test the water. And because you’re not locked into a long contract, you can hire your own permanent staff whenever you’re ready.

    Flexible back-office support from Get Ahead

    At Get Ahead, we know that businesses thrive on flexibility (that’s in the new Bill too!). That’s why all our services are fully flexible and we never tie clients into long contracts. In turn, this means your workplace changes could be sorted out quickly and efficiently – the new Bill doesn’t have to be an expensive, confusing headache at all. We can provide the short-term support to help you through the transition, freeing you up to do what you do best.

    Explore our site to find out more, or contact your local regional director today.

    What are the best ways to retain employees?

    With a number of businesses struggling to recruit the right new staff, many business owners are looking to improve their employee retention strategies instead. Of course, we all know the basic tenets of respect, recognise and reward, but putting them into practice in an effective way can be more challenging.

    In this blog, we talk to our business operations manager Debra, who manages our large team of virtual experts while also delivering outstanding admin support for Get Ahead clients. Debra herself has been with us for nearly ten years, giving her plenty of time to reflect on why she’s chosen to stay with Get Ahead.

    Why is “respect, recognise, reward” not enough on its own?

    Debra: The three R’s are a great starting point. But it’s also important that they’re not just a token effort. Instead, it’s important to think about what they mean for your specific business and the people you work with. Respect might include backing up your employees when they’ve done the right thing, even if the client doesn’t see it that way. Employee of the month can be a great recognition scheme, but sometimes a quiet “thank you” is more appropriate.  Maybe you can’t afford to give the financial bonuses you’d like to, but it’s still important that your reward scheme resonates with your team.

    How do I find the right employee retention strategy for my business?

    Debra: A lot of this depends on your ideal workforce, the type of people they are and what their values are. For example, if you have a creative business where you employ lots of young people who are great at generating fresh ideas, you should acknowledge that they might have different values from older team members. Millennials might want to stay with your business because they admire its ethics and feel that it’s the best place for them to “be the change they want to see.” On the other hand, a team at a later stage of life might have financial commitments like mortgages or university fees. They might value job security more than your business’ journey to B Corp status.

    Finding the right retention strategy can be tricky, but Get Ahead’s HR consultants can advise on how to take the general principles and make them specific to your business.

    What do you think has made you stay at Get Ahead for this long?!

    Debra: It goes without saying that I enjoy it here, I get on well with Rebecca Newenham and I love working with the wider team too. But on a practical level, I’ve found the flexibility perfect for my changing needs. I had a young family when I started working for Get Ahead, but the flexible working practices here mean that I could always be at school for sports day or at home if my family needed me. As family life and other commitments change, I’ve been able to take on more responsibility here, like managing the new content on the website. I didn’t have to stick with the same role as my capacity increased. And when I go on holiday, there’s always someone to cover my role so I don’t come back to a nightmare inbox!

    I believe that this is a great example of a business knowing exactly what sort of person they want to work for them, and creating a role where that person wants to stay. A strong Get Ahead team member has to be someone who is naturally flexible, because the client work is so varied. To attract a team who thrive on flexibility, Get Ahead has to offer flexibility within its own culture too.

    Develop the right employee retention strategy with Get Ahead

    If Debra’s insights have made you take a second look at your HR practices, Get Ahead are here to support you. We can advise every stage of HR, from initial recruitment to rewards schemes that make your unique team want to stay. Explore our HR pages to find out more, or follow us on LinkedIn to become part of our online community.

    If you’re full of plans but think you might struggle to execute your business idea, don’t worry – Get Ahead are here to help!

    Taking time to reflect on your goals and identify new opportunities is an important part of growing any business. You might already have a clear idea you’re excited about and are ready to put into practice.

    In this blog, we look at why it’s great to have new ideas and how to get the right support to put them into practice.

    New business ideas are great!

    The Get Ahead team are always meeting entrepreneurs and start-ups. We’ve heard some fantastic ideas and we love the enthusiasm of entrepreneurs when they describe their plans.

    Without new ideas, the world would grind to a halt. From the wheel to the internet, new ideas have continued to drive civilisation forward, creating new opportunities and new approaches to business and everyday life.

    That’s why you should never stop having ideas. Even if you know your limitations, or you know what barriers stand between you and how to execute your business idea, don’t worry. There are loads of resources out there to help you fill in the gaps and realise your dream.  

    Barriers to putting your business idea into practice

    You probably already know that nothing worth having comes easy. There might well be barriers between you and a successful business idea. For example, you might have had a cool idea but you’ve never run a business before. Or you might be so fizzing with enthusiasm that you’re struggling to focus on writing a business plan to secure the right start-up funding.

    Alternatively, you might know your own field very well, but feel less confident about the other aspects of a delivering a project.

    Some people are starters and some people are finishers. The starters are often bubbling with ideas, while the finishers are focused and methodical. The business world needs both types of people, and they have to be prepared to help each other.

    How do you get over these barriers? Well, we’d suggest taking some time to be brutally honest with yourself. Accept that your business idea will need some hard work as well as enthusiasm. Identify what skills you already have available to you and be prepared to recruit or outsource the other areas.

    Plug your skills gap and execute your business idea

    If you’re a starter, you probably need some finishers around you to help you make your business ideas reality. Your best mate might be really supportive, but if they’re too similar to you, they might not help you move your project forward. Sometimes it’s better to choose people who are focused on the bottom line, who are not emotionally involved with the plan and simply want it to work for the sake of business success.

    Practical support for start-ups

    If you need practical support for your start-up, Get Ahead can help. Our team includes experienced professionals across finance, marketing, admin, and social media. We help put sustainable systems in place, from setting up customer relationship management tools to creating practical processes that support growth.

    We ensure that every team member has at least three years’ experience in their field before joining Get Ahead—many have significantly more. This means you’ll be working with people who not only bring specialist expertise but also valuable, real-world business insight.

    Whatever stage you’re at, Get Ahead can provide the support you need. We bring experience, perspective, and flexibility to every project, helping you fill skills gaps and move your business idea forward.

    To see how this works in practice, take a look at how we supported a team of cutting-edge software developers in bringing their latest product to market. Read our case study here.