The working day of nine till five, five days a week until you retire is going. As the larger social order changes and economic trends fluctuate, this is reflected in new and evolving modes of work. Did you know:

• flexible employment is now essential
• few employers predict a return to traditional patterns of full-time core employment
• contracting out is likely to occur in facilities such as management, driving and distribution and data preparation
• there is a substantial increase in part-time work and job sharing.

INTERIM MANAGEMENT

Due to cutbacks, some firms are reluctant to take on extra permanent staff. As a consequence, a new service has emerged which supplies temporary executive or interim managers. Fees can range, according to your skills and experience, from £150 – £300 daily.

BECOMING A CONSULTANT

If you have a track record in a specific area of expertise and have specialised knowledge to sell, you could become a consultant. Companies can pay a fee to receive highly specialised functions, knowledge or operating support only as long as they need it. As long as companies aren’t locked into long-term commitments and consultants enjoy brisk demand, it’s a quick deal benefiting both parties.

While consultants need specialised expertise in a particular field, their success is directly related to how well they can sell. It’s not what you know, but how well you sell, that will make or break your career.

Before deciding to become a consultant, determine whether you have the right personality to constantly seek business from, and be rejected by, potential customers. Do you really want a job that may require you to spend more than half your time selling? And where you’ll be responsible for everything, and probably be paid significantly less — at least initially?

Developing a consulting practice is somewhat like being on a never-ending job search. You have to knock repeatedly on doors to win customers. Then, as you near the end of each assignment, you must find and win new customers all over again. Can you call others time and again, and ask them to meet with you to hear your ideas? Initially, you’ll spend most of your time contacting potential customers and making them aware of you and your services. To do this, you’ll need to create and stick to a schedule, write letters and follow them up with phone calls. Of all your activities then, networking is the most important. Advertising usually doesn’t work, and making speeches or writing articles are no substitutes for personal meetings. Accept that you won’t be successful unless you network, so if you hated networking while job hunting, forget about becoming a consultant. If you feel you have the right personality and enjoy networking sufficiently to become a consultant, the next step is to gain a focus for your business. Organise your thoughts by composing a brochure draft that describes the critical elements of your practice. By thinking through your business concepts, you’ll learn whether they’re possibilities or liabilities:

Your practice	What’s your expertise? Prepare a general description of the type of consulting you plan to do and the market you’ll serve.
Your services	This section should include a specific list of the services you’ll provide.
Typical projects.	Which of your experiences proves you can deliver these services?
Benefits	A short list of reasons why clients should use you.
Biography	A brief narration of the skills, background and education that qualify you as a consultant.

One way to determine the viability of your consulting business is by talking with contacts that might be potential customers. Try to meet with them to gather feedback on your brochure draft. Their input will help you develop your business or convince you that there’s no market for your idea. Ask contacts to evaluate your service and approach. Because they may already use a similar service, their advice and refinements are likely to be extremely valuable. Your prices and niche, as well as names of potential customers and their needs, will emerge from these meetings, provided that you ask.

Remember that you can’t deliver your services until you’ve developed a client base. To generate a list, use the following resources:

Contacts. Networking is the single best method to build business relationships and identify consulting opportunities.

Past employers. They already know the quality of your work and achievements. Notify them that you’re now a consultant and available on a contractual basis.

Professional associations. Become an active participant in as many associations as possible. Attend meetings to network with other members and promote your practice. Get the membership list and do a targeted direct-mail campaign. There’s often a strong affiliation between members, which can benefit your marketing efforts.

Civic and community associations. Through these organizations, you can connect with other professionals who have similar volunteer interests.

Chambers of Commerce. A great source for networking and identifying opportunities in your local market.

Colleges and universities. Many schools help start-up ventures in need of specific operating, financial and technological expertise. Establishing an affiliation with one or more may lead to promising referrals.

Small-business incubators. Another great source for networking with entrepreneurs in need of specific consulting expertise to launch their ventures.

Venture-capital firms. These firms often engage consultants for specific projects, start-ups, acquisitions and other high-profile engagements. Once you’ve established an affiliation, engagements can become routinely available as the firm acquires additional holdings.

Banks and lending institutions. Bankers know everything about their business clients. Most important, they are aware of companies that need strong and effective management support (particularly in turnaround and reorganization situations).

The best way to assure success is by being informed and prepared. Examine your personality strengths and limitations and the necessary techniques for success, then create a detailed business plan. Finally, honestly evaluate your personality and whether you can accept the lifestyle changes. If you thoroughly plan your new venture, you’ll make the right decision.

TELEWORKING

Generally speaking, teleworking is where some or all of the work you do for someone else is carried out in your home. Advances in technology have meant that people working from their own home offices can just as easily undertake many jobs that, up until now, were tied to office buildings. British Telecom reckons that there are about two million people working at home and that more than a quarter of them are teleworkers. Although there’s no official definition of teleworking, it’s usually agreed that it means using modern technology to help you work from home.

A number of trade unions have negotiated working from home schemes with employers and have produced useful guidelines for their members. If you are a member it might be worth contacting your union because they will be able to advise you on complicated matters, such as health and safety. If you are working from home as an employee, for example, then your company has to make sure that your home meets health and safety rules. This is not just a question of checking electricity supplies, it means making sure that desks and chairs are ergonomically efficient as well.

Useful contacts

• New Ways to Work, 309 Upper Street, London Nl 2TY. Tel: (020) 79 30 33 55. Offers information on a range of flexible working patterns to individuals, unions and employers.
• The Home Office Partnership website at: www.flexibility.co.uk
• European Teleworking Online at: www.eto.org.uk

BUYING A FRANCHISE

A franchise is the authorisation to sell a company’s goods or services in a particular area. Some pointers to bear in mind:

• make your own choice of advisers, e.g. solicitor and accountant
• talk to existing franchisees
• look at arrangements for purchasing equipment and stock
• examine what happens if you want to renew or sell your franchise
• investigate the franchiser
• make sure the franchiser belongs to the British Franchise Association. Contact: (01491) 578050.
• check that you have exclusive rights to sell within the territory allocated
• carry out market research in the same way as if you were setting up in business on your own
• find out how advertising levels will be maintained.

BEING A PORTFOLIO PERSON

Because of new ways to work, a new label has sprung up. The Portfolio Person is someone who has two or three jobs. I’m a portfolio person — I am a complementary therapist, writer and trainer.

TEMPORARY WORK

Temporary work covers almost any sphere of employment and could provide an opportunity to try out different working environments and companies. It is also a good way to network and you might even find more permanent work coming out of it.

FLEXI-TIME

If you choose this mode of work, it gives you greater control over your time. You would be paid for a set number of hours each week or month. Usually there is a set time where you will have to be at work, but there would also be a flexible time period at the beginning and end of the day where you could fit in your flexible hours. You could gain by having time for children, medical visits, holidays or shopping. One of the attractive elements of this scheme is that a certain amount of hours can be built up for annual leave. Another perk is that travelling is easier and cheaper outside peak times. Routine office and administrative work is most suitable to this way of working.

JOBSHARING

Jobshare is normally applicable to a full time position and introduces part-time hours. Two people share the same job, dividing the hours and responsibilities between them. Senior and managerial levels in particular are benefiting from this way of working. Another benefit may be to provide career and work opportunities for carers and those who are disabled.

CONTRACT WORKING

This type of work is becoming more commonplace. A contract differs from temporary work in that it is usually longer term with more benefits.

PART-TIME WORKING

The Part-time Workers (Prevention of Less Favourable Treatment) Regulations 2000 introduced new rights for part-time workers. The measures reinforce the Government’s policy of putting in place decent minimum standards whilst promoting a flexible and competitive workforce. Two amendments to the Regulations came into force on 1 October 2002. These cover Comparators (Regulation 2) and Access to Occupational Pension Scheme (Regulation 8(8)). The part-time workers regulations ensure that Britain’s 6 million part-timers are not treated less favourably than comparable full-timers in their terms and conditions, unless it is objectively justified. This means part-timers are entitled, for example, to:

• the same hourly rate of pay
• the same access for company pension schemes
• the same entitlements to annual leave and maternity/ parental leave on a pro rata basis
• the same entitlement to contractual sick pay
• no less favourable treatment in access to training.

www.dti.gov.uk

Compressed working hours

This allows people to work their total agreed hours over a shorter number of working days e.g. a four or four and a half day week or a nine day fortnight.

Self rostering

Found mostly within a care environment, this allows team members more control over their work times. Individuals state their preferred working hours and agree a final rosta that meets most requirements.

Flexible shiftworking and shiftswapping

Shiftworking happens when different personnel do the same job after another, often through a 24-hour period e.g. printing. Shiftswapping is when employees negotiate different working times to suit their needs as long as the needs of the company are met.

Annual hours

This system organises working time on the basis of the number of hours to be worked over a year rather than a week and aims to achieve an even match between supply and demand for staff by distributing hours worked with levels of need.

WORKING ABROAD

Members of the European Union (EU) have the right to live and work in other member states (Austria, Belgium, Denmark, Finland, Republic of Ireland, France, Germany, Greece, Italy, Luxembourg, Netherlands, Spain, Sweden, Portugal and the UK) without a work permit. UK nationals working in another member state have the same rights as nationals of that country with regard to salary, working conditions, training, social security and housing.

The Overseas Placing Unit (OPU) which can be contacted at

the Jobcentre, has access to overseas vacancies held on the national vacancy system. If you wish to find work outside the EU, the OPU can give advice, but there is no current system for exchange of applications between the UK and these countries. These vacancies will be handled by recruitment agencies.

CHOOSING TO BE SELF-EMPLOYED

Being self-employed is an option worth considering if you like to be in control, enjoy a challenge and have a good idea to fill a niche in the market-place. Some benefits include:

• achieving your full potential
• taking whatever risks you like
• working the hours you want
• improving your self-confidence
• avoiding being unemployed
• working at something you enjoy
• making unlimited money
• learning about business.

Market research

There is no point in having a great idea if no one wants it. Market research is the foundation for any good business. Find out what the punters want and make sure you are the one to provide it.

Some questions for market research

• 1Is your target market for consumers, industry or professionals?
• 2If selling into a consumer market, what are the personal factors affecting the purchasers of your product or service — their interests, income, age, marital status, social class, family size, gender?
• 3What are the purchaser’s reasons for buying the product or service?
• 4Is your potential market likely to grow in the future?
• 5How do the potential customers/clients buy — shop, mail order, internet etc?
• 6Who are your competitors (names, strengths and weaknesses, product or service, prices)? How well have they done in the last few years? How is the company organised? How do they produce their goods? Who are their main customers/clients? How do they market their product or service?

Business skills

Having the best idea since sliced bread and knowing you have a desperate market waiting to give you their money is only half the battle. The other 50% is using your business skills so that you can administer and develop your business successfully.

Raising capital

You could start up a business with part or all of your redundancy money. Alternative sources might include:

• banks
• private loans (be aware of loan sharks)
• money from local authorities
• government initiatives
• money through the EU
• overdraft facilities
• option of leasing or hire purchase as an alternative to raising a lump sum
• if your need for cash is related to difficulties with credit control, consider invoice factoring
• consider turning personal assets into cash
• approach a merchant bank or private individual for venture capital.

Costings

As part of your costings and organisational strategy, you will need to consider:

• telephone
• computers
• printing
• advertising
• furniture
• premises
• production
• materials
• vehicles
• your salary
• employing others.

Your business identity

Your business identity refers to how you will trade — on your own or with others:

• 1sole trader
• 2a partnership
• 3a limited company.

Marketing

Without a marketing campaign, you have no sales. The way in which you sell is your marketing campaign. Ways of getting your message across to the public include:

posters	ads	sales letters
letterbox drops	press releases	direct mail
radio	TV	agents
leaflets	brochures	seminars
forums	sponsorships	internet
writing articles	writing books	hoardings

Ask yourself:

• What is my product or service?
• What is the selling price and cost of my product or service?
• What sort of marketing will I do?
• Who will do the selling?
• What is my sales pitch?

Selling skills

You have had the idea, researched the potential, produced the goods — now you have to tell everyone about it.

Know	— the main features of your product or service
	— the major benefits it offers
	— the most likely objections and your planned response
	— the advantages and weaknesses of competitors
	— key characteristics of your potential buyers

	— in what ways your product or service meets the buyers’ needs and wants
Listen	— to your buyers
Relate	— what you are selling to your buyers’ needs and wants
Plan	— your strategy for each prospective buyer
	— your sales presentations, telephone calls or demonstrations
Make sure	— you know who the decision-maker is.

The law and you

Knowing the law and its relevance to your business gives security and credibility. You will need to:

• obtain professional advice from solicitor and accountant
• choose a legal form of business identity for your business
• comply with business or company name regulations
• register for VAT
• notify the Inland Revenue and the DSS of your business status
• consider your need for patents, copyright or trade mark registration
• comply with the laws affecting business premises and trading
• consider the need for a licence
• know your rights as an employer
• know your insurance needs
• pay the business rate.

Professional back-up

Behind every successful business person is a team of professionals, including:

• the accountant
• the bank
• the solicitor
• the surveyor/estate agent
• the designer
• the corporate financial adviser.

E-commerce

Is your business suitable to advertise on the web? Could you successfully run an internet-only business? This is a worldwide market, 365 days per year, 24 hours a day. Can you afford not to exploit it?

Checklist for business failure

• overestimating sales
• underpricing
• lack of marketing skills
• failing to adapt your product or service to meet buyers’ needs
• lack of skills in financial matters
• boredom
• fear.

Checklist for business success

• financing is sufficient to cover the shortfall of working capital especially in the early days
• the idea and market have potential growth
• diversification
• finger on current trends
• motivation
• confidence
• flexibility
• the will to succeed.