Car Allowance

The new fringe benefits tax year starts on 1 April 2016. The ATO have recently announced changes to tax implications for car allowances paid to sales professionals and other employees. The ATO says, “Changes to car allowances mean if you are paying your employees a car allowance in excess of 66c per kilometre, you need to withhold tax on the amount you pay over 66c. If you haven’t been doing this since July 2015, you should begin to withhold tax on the amount you pay over 66c and advise your employees.”

Matthew Hunt, Client Director at SiDCOR chartered accountants says “This change will put a greater onus on employers getting a record of the employees motor vehicle log book, or at the very least an indication from the employee on an at least quarterly basis as to the work related kilometres being travelled, so the employer can satisfy themselves that they are meeting their PAYG withholding tax obligations.”

By our calculations, the new rule may affect employers and sales professionals who:
Pay or receive a $15,000 car allowance who do less than 22,727 km per year, or
Pay or receive a $18,000 car allowance who do less than 27,272 km per year, or
Pay or receive a $20,000 car allowance who do less than 30,303 km per year, or
Pay or receive a $25,000 car allowance who do less than 37,878 km per year.

We are not qualified to give financial or tax advise.   Further advise should be sought from a qualified accountant.  Click here to speak with Matt Hunt from SiDCOR chartered accountants or for more information from the ATO, click here.

We’ve published this as we’ve recently discovered some employers have not yet made the necessary changes in their payroll. We hope this information helps.

To your sales success!



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Situational & Behavioral Interviewing
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Sales Managers are met with the ultimate challenge when interviewing sales people. Underequipped, rarely with any education in HR, they are interviewing the best interviewees there are; sales people! What questions should you be asking these candidates in order to understand whether or not they can perform the tasks of the position and ultimately achieve budget? How do you tailor these questions to suit your company and this particular position? Furthermore, how do you cut through the sales speak and find out if this person is genuine and has achieved targets in the past? This white paper answers all of the above.
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We discuss how some of the old school sales skills that have held many in good stead in recent years may lead to their extiction if they don’t evolve, in part 7 of 7 of our deep dive interview with Elliot Epstein, CEO with Salient Communication, titled; The modernisation of C level selling.

Elliot shares a great strategy we can learn from the Psychology profession.video_interview_elliot_epstein

Free Webinar Recording Download: How Harlow Group have been winning new corporate clients using LinkedInHow Harlow Group use Linkedin to gain new clients

We have been winning many new corporate clients using Linkedin in Australia. We ran a very insightful webinar for selected sales leaders in our network, where our MD Steve Ludlow shared how Harlow Group have been winning new clients leveraging LinkedIn.

Being a sales recruitment company, we have really needed to master LinkedIn as a candidate sourcing tool and have found along the way that LinkedIn is extremely powerful as a sales tool to reach new corporate clients (when you understand the hidden functions within).

We’ve found that the huge majority of the sales managers and sales people we speak with are underutilising LinkedIn; not knowing the many hidden sales tools that LinkedIn inadvertently has embedded within. As a result, they’re not having real success using LinkedIn to win business (certainly not to the extent we are right now).

We ran this webinar with the help of Martin Warren from insidejob who is a well renowned LinkedIn expert. Martin is Australia’s top mind in sourcing and recruitment technology and is now educating sales people in Australia’s top organisations, how to effectively use LinkedIn to get noticed and win new business.

Grab your lunch or a coffee and join Martin and Steve as they talk about what Harlow Group has been doing to win new business using Linkedin, how LinkedIn is changing the way people connect on a professional basis, and how you could be using it to gain a competitive advantage in the sales process.

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I learned a valuable lesson a few years back.  I was managing a sales team of thirteen B2B sales people in the recruitment industry (They weren’t quite as green as Gary’s list, but we had a few rookies in the mix).  We had a Monday morning breakfast meeting every week where we would talk about the week that was, how we are tracking for the quarter, the plan for the week ahead etc…  Following a period of over-performance, I would tell the team about how great we were doing and pump up the individuals who performed well etc…. So to, after a ‘slower’ results period, I would talk to the team about how we as a team were underperforming and what we all need to do to correct the situation, but remaining vigilant in giving recognition to the top performers. Situational & Behavioral Interviewing for the Sales Profession

The problem was this: Although a team is a team, when things are going badly, not ‘everyone’ is to blame.  So to sit your team down as a whole and tell them they need to pull up their socks, is not an ideal thing for the ‘top performers’ to be a part of.  The message you’re giving to those top performers is inconsistent with their results. “Why do I have to listen to this, I doubled my budget last month!” they may think to themselves.  I learned during an exit interview with one of my better performers that he felt exactly this way. 

If you have a sustained period of underperformance, the message can also get very old and have a detrimental impact on morale across the group, including your top performers. 

The other down side to addressing the entire team with negative messaging such as this is that you give underperformers an excuse: “Oh, so we’re all underperforming. It must just be a tough market.  Although I would like to improve my situation, I don’t feel any pressure to, because we are all struggling. He can’t sack all of us”.  I learned that ‘misery loves company’ and it can breed. 

I’ve since learned to isolate negative messages to those that need to hear them.  This saves the top performers from needing to hear about it and tends to ensure that underperformers have less company and make fewer excuses.  This creates more expectation on them to correct their situation and in my experience, they are far more likely to do so in this environment.  The top performers are also happier and feel more recognised.  The entire team has a more upbeat place to work, resulting in better retention and engagement across the board and higher morale.



P.S. – For more sales insights, SUBSCRIBE for email updates.


Free Download:
Situational & Behavioral Interviewing
for the Sales ProfessionHarlow Group Whitepaper

Sales Managers are met with the ultimate challenge when interviewing sales people. Underequipped, rarely with any education in HR, they are interviewing the best interviewees there are; sales people! What questions should you be asking these candidates in order to understand whether or not they can perform the tasks of the position and ultimately achieve budget? How do you tailor these questions to suit your company and this particular position? Furthermore, how do you cut through the sales speak and find out if this person is genuine and has achieved targets in the past? This white paper answers all of the above.
This free white paper is currently in the final stages of preparation.

 

Register here to receive the White Paper when it is first released

 

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