Skip to main content
We’re here with practical legal information for your business. Learn about employment law, company law and more.

Search

Setting up a business involves complying with a range of legal requirements. Find out which ones apply to you and your new enterprise.

While poor governance can bring serious legal consequences, the law can also protect business owners and managers and help to prevent conflict.

Whether you want to raise finance, join forces with someone else, buy or sell a business, it pays to be aware of the legal implications.

From pay, hours and time off to discipline, grievance and hiring and firing employees, find out about your legal responsibilities as an employer.

Marketing matters. Marketing drives sales for businesses of all sizes by ensuring that customers think of their brand when they want to buy.

Commercial disputes can prove time-consuming, stressful and expensive, but having robust legal agreements can help to prevent them from occurring.

Whether your business owns or rents premises, your legal liabilities can be substantial. Commercial property law is complex, but you can avoid common pitfalls.

With information and sound advice, living up to your legal responsibilities to safeguard your employees, customers and visitors need not be difficult or costly.

As information technology continues to evolve, legislation must also change. It affects everything from data protection and online selling to internet policies for employees.

Intellectual property (IP) isn't solely relevant to larger businesses or those involved in developing innovative new products: all products have IP.

Knowing how and when you plan to sell or relinquish control of your business can help you to make better decisions and achieve the best possible outcome.

From bereavement, wills, inheritance, separation and divorce to selling a house, personal injury and traffic offences, learn more about your personal legal rights.

Four in ten SME bosses "meddle" in HR

28 May 2019

An SME owner shows her employee how to do something on the computerA new study has found that small business leaders interfere in people management more than they do in other business disciplines.

A survey conducted by Process Bliss has found that 39% of HR workers say their boss micro-manages them. However, similar issues are being experienced by staff in other departments - including finance (38%), marketing (27%), administration (25%), sales (23%) and operations (20%).

Overall, 40% of SME workers said that their boss interferes in their role more than they need to; another 40% said such interference adversely affects company productivity. However, 17% said their boss delegates too much.

Other key issues include a lack of clarity from SME bosses, with 29% of HR workers saying their boss was unclear when issuing tasks. In addition, 53% said their boss had taken credit for their work.

"HR is in some ways the most important business function as employees need to be happy, engaged and motivated to do their best work," said Alister Esam, ceo, Process Bliss.

"Bosses understand this and also know how hard it can be to retain talent, but not relinquishing control of HR is not the best way to improve employee engagement. It's far better to trust people to do their jobs, giving them the right training or implementing the proper processes that ensure everything runs as it should do."

 

Find the right financeKeep a close eye on your financial performance – free trial

The Deloitte Propel Business Insights Dashboard seamlessly integrates with your business bank account and accounting software to bring your financial data into one place. 

Get your free two-month trial now

 

The challenges of being a boss in a UK SME are highlighted in some of the other research findings - 13% of respondents said their boss has been too maverick in their decision-making and 16% said that their boss tries too hard to be a friend.

"Being the boss at a SME can sometimes feel like a thankless task, with bosses accused of being too friendly or not friendly enough, of being too maverick or too cautious," said Esam. "There is no blueprint for being a good leader but in an SME the boss is often particularly exposed - there is little training for the role of boss and people mostly just have to get on with it and do the best they can."

Written by Rachel Miller.