Changing a return date after maternity leave
In this guide:
- Maternity leave and pay
- The right to maternity leave
- Notification and confirmation of maternity leave
- When maternity leave can begin
- Terms and conditions during maternity leave
- Holiday and pensions during maternity leave
- Contact and work during maternity leave
- Changing a return date after maternity leave
- Returning to work from maternity leave
- Maternity leave and protection against detriment or dismissal
- Maternity pay
The right to maternity leave
Who qualifies for statutory maternity leave and how employers may offer enhanced leave rights.
All pregnant employees, ie those working under a contract of employment, are entitled to take up to 52 weeks of statutory maternity leave (SML) around the birth of their child. Employees automatically qualify for SML - it does not matter how long the employee has worked for you.
The 52-week SML period is made up of 26 weeks of ordinary maternity leave (OML) followed immediately by 26 weeks of additional maternity leave (AML).
Shared parental leave
In addition, an eligible mother can end her maternity leave early, and with her partner (this includes same-sex partners) or the child's father, opt for shared parental leave. Read more on shared parental leave and pay.
Compulsory maternity leave
An employee must take a minimum of two weeks' leave after the birth of her child - or four weeks if she works in a factory. You must not allow her to work during this time.
Multiple births
SML remains at 52 weeks regardless of the number of children resulting from a single pregnancy.
Stillbirth and miscarriage
If your employee gives birth to a stillborn baby, she is still entitled to maternity leave if the birth happens after 24 weeks of pregnancy.
If a miscarriage occurs before the end of the 24th week of pregnancy, the employee could take sick leave, or you could allow them to take compassionate leave, annual leave, or unpaid leave instead.
When a baby dies
If the baby is born alive at any point in the pregnancy but then later dies, the employee is still entitled to SML.
Parental Bereavement Leave and Pay
An employee may be eligible for Parental Bereavement Leave and Pay if they or their partner (this includes same-sex partners) either has a child who has died under 18 years old or had a stillbirth after 24 weeks.
Enhanced maternity leave
Employers can also provide enhanced maternity leave arrangements to attract and retain employees, which are more generous than the statutory entitlements.
For example, you could allow employees with more than a year's service to take more than 52 weeks' leave.
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis, but use caution when exercising discretion to avoid claims of unfair treatment or discrimination.
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Notification and confirmation of maternity leave
Employee and employer obligations regarding maternity leave notification.
Employees should tell you the following information no later than the end of the 15th week before the expected week of childbirth (EWC):
- The fact that she is pregnant.
- The expected date of the baby's birth.
- The intended start date of her maternity leave - this cannot be earlier than the beginning of the 11th week before the EWC. The expected date of birth is given on the MATB1 form that the employee receives from her registered doctor or midwife to confirm that she is pregnant. An employee can change the start date of her leave - see when maternity leave can begin.
The EWC is the week in which the expected date of the baby's birth falls - starting with the preceding Sunday and ending the following Saturday. If the baby is born on a Sunday, that date is the first day in the EWC. The qualifying week is referred to as the 15th week before the EWC.
You may request notification of statutory maternity leave (SML) in writing.
SML entitlement if the 15-week deadline is missed
A woman who realises she is pregnant later than 15 weeks before the EWC week is still entitled to SML. In this event, the employee is expected to tell you the information above as soon as possible after the 15-week deadline.
SML notification and claiming statutory maternity pay (SMP)
The start date for SMP is normally the same as the start date for SML. Therefore, many employees will find it convenient to notify you of the start date of their SMP at the same time as they notify you of the start date of their SML.
If the employee plans to take SML, she only needs to provide you with a MATB1 form so you can work out whether she qualifies for SMP. If she does not qualify, you must return the MATB1 form to her because she will need it to claim Maternity Allowance.
See maternity pay.
Failure to give the required notification
If an employee does not give you the required notification, you can postpone the date she has chosen to start her SML.
You do not have to accept shorter notice, but you may have to make an exception where it was not reasonably practicable for the employee to give you notice any earlier.
For example, the employee may not be able to notify you properly if her baby is born much earlier than expected, eg well before the qualifying week. In these circumstances, she still qualifies for 52 weeks' SML. See when maternity leave can begin.
Encouraging early notification
It benefits both you and the employee if she notifies you well in advance of the 15th week before the EWC as you:
- know she is entitled to paid time off for antenatal care
- know that particular health and safety rules apply
- can start making arrangements to cover the period while the employee is away
For further guidance, see pregnancy at work.
Confirming the end date of SML
After receiving her notification, you must in turn notify the employee of the date on which her SML will end. This will normally be 52 weeks from the intended start of her SML.
You must give the employee this information within 28 days of her notification unless the employee has since changed the date her leave will start. In that case, you must notify her of the end date within 28 days of the start of her leave.
If you fail to give the employee proper notification and she wants to change her return date, she may not be obliged to comply with the eight-week notice requirement - see changing a return date after maternity leave.
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When maternity leave can begin
Beginning maternity leave and reasons why the start date may need to be changed.
An employee can choose to begin her statutory maternity leave (SML) any time from 11 weeks before the expected week of childbirth (EWC) up until the birth itself.
For the rules on notification for SML, see notification and confirmation of maternity leave.
Pregnancy-related absence
An employee can choose when to start her maternity leave. The exception is if she is absent from work for a pregnancy-related reason and the absence is after the beginning of the fourth week before the EWC - but before the date she notified you that she intended to start her leave. In this case, you can start the maternity leave as soon as she is absent.
In these circumstances, her SML will begin the day after the first day of her pregnancy-related absence.
Pregnant employees are entitled to paid time off for antenatal care - see employees' right to paid time off for antenatal care.
Childbirth before maternity leave has begun
SML also begins on the day after the day of childbirth if the birth occurs before:
- the notified SML start date
- the employee has notified you of any SML start date
This applies even if the birth takes place before the start of the 11th week before the EWC. In these circumstances, the employee should give you notice - in writing if you request it - of:
- the date of the birth if it has already taken place
- the original expected date of birth
The employee can provide you with evidence of the actual and expected dates of birth on the maternity certificate (MATB1) provided by her doctor or midwife.
Changing the start date of SML
After giving you her notification, the employee can change her intended start date as long as she notifies you of the new start date. She must do this by whichever is the earlier of:
- 28 days before the date she originally intended to start her leave
- 28 days before the new date she wants to start her leave
However, if it is not reasonably practicable for her to give you this much notice, she does not have to. In these circumstances, she should give you as much notice as possible. You may request this notification in writing.
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Terms and conditions during maternity leave
Certain terms and conditions continue to apply during statutory maternity leave.
An employee's contract of employment continues throughout her 52 weeks of Statutory Maternity Leave (SML) unless either you or the employee expressly ends it or it expires.
During SML an employee has a statutory right to continue to benefit from all the terms and conditions of her employment that would have applied to her had she been at work.
The only exceptions are terms relating to wages or salary - though you must pay her statutory maternity pay if she's eligible. See maternity pay.
Contractual terms and conditions
Examples of contractual terms and conditions that continue during SML include:
- gym membership
- participation in share schemes
- reimbursement of professional subscriptions
- the use of a company car or mobile phone (unless provided for business use only)
- childcare vouchers
- contractual annual leave (any annual leave the employee receives above the minimum 5.6 weeks per annum)
Whether or not you should pay a bonus to an employee on SML depends on the type of bonus and the terms of the particular bonus scheme. You should ensure that you do not withhold any bonus simply because the employee is pregnant or is on maternity leave.
An employee on SML may receive contractual pay if she works on a keeping-in-touch day - see contact and work during maternity leave.
Continuous employment, length of service, and maternity leave
SML does not break the continuity of employment.
This means the entire SML period counts towards an employee's period of continuous employment when determining eligibility for other statutory employment rights, eg the right to a redundancy payment.
Both ordinary maternity leave and additional maternity leave count for assessing seniority and personal length-of-service payments, such as pay increments, under their contracts of employment.
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Holiday and pensions during maternity leave
An employee's contractual benefits during maternity leave.
During statutory maternity leave (SML), an employee continues to accrue annual leave.
She will also continue to benefit from any occupational pension scheme contributions for some of the SML period, ie during the paid maternity leave period.
Accrual of annual leave during maternity leave
An employee continues to accrue both their full statutory annual leave entitlement of 5.6 weeks and any additional contractual entitlement throughout both ordinary maternity leave and additional maternity leave.
Employees will be able to carry over 5.6 weeks of leave into the next holiday year if they are unable to take the leave due to having taken maternity leave.
There is no legislative guidance on the right to carry over contractual leave in excess of the 5.6 weeks statutory leave.
An employee may not take annual leave during SML. You should instead allow the employee to take any untaken annual leave before and/or after her SML.
You cannot pay an employee in lieu of any untaken statutory annual leave unless the contract is terminated.
An employee's SML begins automatically if she gives birth during a period of annual leave - see when maternity leave can begin.
For more information on annual leave entitlements, see know how much holiday to give your staff.
Pension contributions during maternity leave
During ordinary maternity leave (whether or not the employee is receiving statutory and/or enhanced maternity pay) and any period of paid additional maternity leave, you should calculate the employer's contribution to an occupational pension scheme as if the employee is working normally and receiving the normal remuneration for doing so.
During any period that your employee is on additional maternity leave (AML) but not receiving any maternity pay, eg during the last 13 weeks of AML, you do not have to make any employer contributions to an occupational pension scheme unless the contract of employment provides otherwise.
If the occupational pension scheme rules require employee contributions to continue during maternity leave, her contributions should be based on the amount of statutory and/or enhanced maternity pay she is receiving.
Employee contributions will therefore stop during any period of unpaid maternity leave - eg during the last 13 weeks of AML - but the occupational pension scheme rules may allow her to still make voluntary contributions.
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Contact and work during maternity leave
You can keep in contact with an employee during maternity leave and she may work up to ten keeping-in-touch days.
Reasonable contact
During the statutory maternity leave (SML) period you can make reasonable contact with an employee - and they may make contact with you.
In addition, an employee can work as a way of keeping in touch with workplace developments.
Contact with employees on SML
You can make contact with the employee by any means, eg telephone, email, letter, or a meeting in the workplace.
The frequency and nature of any contact with them will depend on things like:
- the type of work and the employee's post
- any agreement that you might have reached with the employee before their leave began
- whether either party needs to communicate important information to the other, eg changes in the workplace that might affect the employee on her return
The amount of contact that is reasonable depends on whether the employee prefers to have frequent or minimal contact with you. It is a good idea to discuss how you will keep in touch with your employee before she begins her SML.
Remember that you must keep an employee informed of promotion opportunities and other information relating to her job that she would normally be made aware of if she was at work, eg organisation changes or redundancy situations.
Keeping in touch (KIT) days
Employees may, in agreement with you and on a voluntary basis, do up to ten days' work - known as keeping in touch (KIT) days - under their contract of employment during their SML period without it affecting their right to statutory maternity leave or pay.
An employee cannot use a KIT day during compulsory maternity leave - see the right to maternity leave.
During KIT days, employees can work for you. This could be her normal work or could be attending a conference, undertaking training, or attending a team meeting.
Any amount of work done on a KIT day counts as one KIT day. Therefore, if an employee comes in for a one-hour training session and does no other work that day, she will have used up one of her KIT days.
If work on a KIT 'day' spans midnight, this counts as one KIT day - as long as this is the employee's normal working pattern.
Payment for KIT days
You and the employee should agree on how much you will pay her for a KIT day - this could be set out in her contract of employment or you may decide on a discretionary, case-by-case basis.
If the employee is receiving statutory maternity pay (SMP) when she works a KIT day, you must continue to pay her SMP for that week.
The employee can work under her contract of service for the employer paying her SMP for up to ten days (KIT days) during her maternity pay period without losing any SMP.
If the employee has used her ten KIT days and she does any further work, she will lose a week's SMP for the week in which she has done that work. If a week in her maternity pay period contains only KIT days, she would be paid SMP for that week. If a week in her maternity pay period contains the last KIT day and she does a further day's work in the same week, she will lose SMP for that week.
The SMP the employee receives for the week in which she works a KIT day can count towards any contractual pay you agree with her for working that KIT day. However, you could agree that she will receive her normal daily rate in addition to the SMP for that week.
Whatever the arrangement, you can still continue to recover SMP from HM Revenue & Customs (HMRC) as normal - see maternity pay.
You will need to comply with your statutory obligations, such as paying at least the national minimum wage, as normal and ensuring women and men receive equal pay for work of equal value. See National Minimum Wage and National Living Wage - rates and overview.
KIT days: Protection against detriment or dismissal
An employee can only work a KIT day if she wants to and you agree to it - you cannot make an employee work a KIT day against her wishes, nor can the employee insist she works a KIT day if you do not agree to it.
It is unlawful for you to treat an employee unfairly or dismiss her because she:
- refused to work a KIT day
- worked - or considered working - a KIT day
If an employee believes that you have treated her unfairly or dismissed her under these circumstances, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in a tribunal claim for detrimental treatment, unfair dismissal and/or sex discrimination
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Changing a return date after maternity leave
Notification from employees regarding changes to their return date, or if they don't intend to return to work at all.
Unless the employee has notified you otherwise, the date she returns to work will normally be the first working day 52 weeks after her statutory maternity leave (SML) began.
Returning to work before the planned return date
If an employee wishes to return to work before the planned return date (usually the date you confirmed to them before they went on leave), she must give you notice at least eight weeks before her new return date. You can accept less or no notice at your discretion.
For example, if an employee was due to return to work after 52 weeks SML on 1 August, but then decided to return to work after 39 weeks of leave on 9 May, she would need to give you eight weeks' notice of the new date, ie by 14 March.
If you did not provide appropriate notification of when her leave should end, the employee does not have to give you eight weeks' notice - see notification and confirmation of maternity leave.
If the employee attempts to return to work earlier than planned without giving you notice, you can postpone her return by up to eight weeks. However, you may not postpone her return to a date later than the end of her 52-week SML period.
If the employee still comes to work during the period of postponement, you do not have to pay her.
Returning to work after the planned return date
If an employee wishes to return to work after the planned return date, she should give you notice of her new date of return at least eight weeks before the originally planned return date.
For example, if an employee originally notified you that she planned to return to work at the end of her ordinary maternity leave (ie after 26 weeks) on 1 October but - while on leave - decides that she wishes to take her full entitlement of 52 weeks, she must notify you of this eight weeks before 1 October, ie by 6 August.
If you didn't provide appropriate notification of when her leave should end, the employee does not have to give you eight weeks' notice - see notification and confirmation of maternity leave.
Employees who do not wish to return to work after maternity leave
An employee who does not wish to return to work at all after her SML must give you notice of this. This will be the same notice she would give for resignation in any other circumstances as required by her contract of employment.
However, as long as she specifies the date on which she wishes to terminate the contract (eg the date she was due back at work after SML), her SML continues.
In addition, if she terminates her contract before the end of the statutory maternity pay (SMP) period, you must continue to pay her SMP for the full 39-week SMP pay period, provided she has not started work for an employer who did not employ her in the 15th week before her expected week of childbirth.
Employees who don't return are not required to pay back any SMP they have received. See maternity pay.
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Returning to work from maternity leave
The automatic right to return to the same job depends on whether the employee is returning from ordinary maternity leave or additional maternity leave.
An employee is entitled to return to the same job that she had before going on statutory maternity leave (SML) if she only took ordinary maternity leave (OML), ie the initial 26-week period of SML. The rules are different where an employee takes all or some of her additional maternity leave (AML), ie the second 26-week period of SML.
Returning to work after OML
An employee who returns to work during or at the end of her OML period is entitled to return to the same job on the same terms and conditions of employment as if she had not been absent.
If you prevent an employee from returning to work, she may make a complaint of unfair dismissal and sex discrimination to an industrial and fair employment tribunal.
If she returns to work but you do not give her old job back, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in an industrial tribunal claim for sex discrimination or detrimental treatment
See maternity leave and protection against detriment or dismissal.
Returning to work after AML
An employee who returns to work during or at the end of her AML period is entitled to return to the same job on the same terms and conditions of employment as if she had not been absent.
However, if it is not reasonably practicable for you to let her return to her old job, you should offer her a job:
- that is both suitable and appropriate for her to do in the circumstances
- on terms and conditions that are no less favourable than those for her original job
If you offer the employee a job that fulfils the criteria above and she unreasonably refuses it, she will have effectively resigned.
If you offer the employee a job that does not fulfil the criteria, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in an industrial tribunal claim for sex discrimination or detrimental treatment
You should try to consult with employees during their SML about any proposed changes to their jobs in preparation for their return. See contact and work during maternity leave.
Taking parental leave after SML
Employees who qualify for parental leave may take some of this leave immediately following the end of their SML.
An employee is entitled to return to the same job as before if the parental leave meets both of the following conditions:
- it is for four weeks or less
- it is not preceded by any AML
If the parental leave period is for longer than four weeks and/or is preceded by a period of AML, the employee is treated as though they were returning to work after AML. See parental leave and time off for dependants.
Breastfeeding
Your health and safety obligations towards a breastfeeding employee are the same as they were when the employee was pregnant.
Pregnant workers and breastfeeding mothers are entitled to more frequent rest breaks. You should talk to them so you can agree on the timing and frequency.
You must provide a suitable area where a breastfeeding employee can rest. It should:
- include somewhere to lie down if necessary
- be hygienic and private so they can express milk if they choose to - toilets are not a suitable place for this
- include somewhere to store their milk, eg a fridge
See breastfeeding and the workplace.
Pregnancy during SML
If a woman becomes pregnant during her SML, she must notify you of this in the normal way - see notification and confirmation of maternity leave.
It is possible for her subsequent period of SML to begin as soon as the current one ends. In these circumstances, her rights on her eventual return are the same as they would have been had she just taken a single period of SML.
Flexible working requests
An employee returning to work may make a request to work flexibly, eg to change start or finish times, work from home, or do part-time hours. If possible, you should discuss this with the employee prior to SML, or during the keeping in touch process. Read more on flexible working: the law and best practice.
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Maternity leave and protection against detriment or dismissal
You must not unfairly treat or dismiss employees because they are taking, took, or sought to take statutory maternity leave.
Employees are protected from suffering a detriment or dismissal for taking or seeking to take, statutory maternity leave (SML).
Detrimental treatment and Statutory Maternity Leave
You must not subject an employee to any detriment by acting or deliberately failing to act, because she:
- sought to take SML
- availed of SML
Examples of detrimental treatment include denial of promotion, facilities, or training opportunities that you would normally have made available to the employee.
If an employee believes you have treated her detrimentally under these circumstances, she can take a claim of sex discrimination to an industrial tribunal.
Redundancy during Statutory Maternity Leave
If a redundancy situation arises at any stage during an employee's SML, you may not be able to continue employing her under her existing contract of employment.
In these circumstances, you must offer her - before that contract ends - any suitable alternative vacancy you have. This includes a vacancy with an associated employer or with a successor to the original employer.
The new job must start immediately after the end of the original one and must:
- be suitable and appropriate for her to do in the circumstances, and
- the capacity and place in which she is to be employed and the terms and conditions of her employment are not substantially less favourable to her than if she had continued to be employed under the original contract
If you fail to comply with these requirements and dismiss the employee, the dismissal will be unfair. She may also have a claim for sex discrimination.
However, if you end up making an employee on SML redundant because you had no suitable alternative work to offer her, the dismissal may be fair.
On dismissal, her SML period comes to an end, but her entitlement to statutory maternity pay (SMP) continues until the end of the 39-week SMP period - assuming it has not already ended.
You must provide written reasons for dismissal to any woman you dismiss or make redundant while she is pregnant or on SML.
Pay rises during SML
An employee on SML is entitled to benefit from any general improvements to the rate of pay, or other terms and terms, which are introduced for their grade or class of work - as if they had not been away.
Flexible working requests
Providing they meet the qualifying criteria, an employee returning to work from maternity leave may make a request to work flexibly, eg to adjust their start or finish times, work from home or do part-time hours. See flexible working: the law and best practice.
Dismissal on or after return to work from Statutory Maternity Leave
The dismissal of an employee will be automatically unfair if you dismiss her - or select her for redundancy in preference to other comparable employees - solely or mainly because she:
- has taken SML
- benefited from the terms and conditions of employment to which she was entitled during that SML period
- failed to return from her SML on time because you failed to give her any or adequate notification of the end date of her leave - see notification and confirmation of maternity leave
Dismissal, selection for redundancy, or other detrimental treatment in these circumstances may also amount to sex discrimination, for which industrial tribunal compensation is uncapped.
However, a dismissal may be potentially fair if, on the employee's return from additional maternity leave:
- you could not offer her the old job
- you - or an associated employer - offered her suitable alternative employment but she unreasonably refused
See returning to work from maternity leave.
Dismissal on grounds unrelated to Statutory Maternity Leave
It is still possible for you to fairly dismiss an employee who is on - or who has recently returned from - SML. If the reason for the dismissal is:
- largely or wholly unrelated to her SML
- not for any other reason that is unfair or unlawfully discriminatory
You must provide written reasons for dismissal to any woman you dismiss or make redundant while she is pregnant or on SML.
Dismissal of replacement employees
You can fairly dismiss an employee you took on to replace an employee on maternity leave. You should ensure that you follow a fair dismissal procedure in doing so, including the statutory dismissal procedure.
However, make sure you inform them that their position is only for maternity cover before they start.
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Maternity pay
Eligibility for statutory maternity pay (SMP), how to recover SMP payments, and the option of enhancements to SMP.
Statutory maternity pay (SMP) is paid for up to 39 weeks and usually covers the first 39 weeks of an employee's maternity leave.
Eligibility for statutory maternity pay
To be eligible for SMP, a pregnant employee must meet certain qualifying conditions.
For more information, see Statutory Maternity Pay and Leave: eligibility and proof of pregnancy.
The meaning of the term 'employee' for SMP purposes is different from the meaning for statutory maternity leave (SML) and other employment rights. This means that some workers who are not employees, eg agency workers, may qualify for SMP, even though they do not qualify for SML.
Statutory maternity pay rates and recovery
For the first six weeks you must pay your employee SMP a weekly rate equal to 90% of their average weekly earnings (AWE).
For the next 33 weeks you must pay them the lower of the following:
- The standard weekly rate of £184.03
- 90% of their AWE
You can recover some or all of your SMP payments from HM Revenue & Customs (HMRC) - the proportion you can recover depends on the size of your annual National Insurance Contributions (NICs) liability.
Read more on statutory pay and leave.
Enhanced maternity pay
If you wish, you can offer enhanced maternity pay arrangements to attract and retain employees, which are more generous than the statutory entitlements.
For example, you could:
- pay more than SMP over a certain period, eg full pay for the first six weeks, half pay for the next ten weeks, SMP for the remaining 23 weeks
- make a bonus payment on the employee's return to work
You could change the qualification criteria for these enhancements, eg the employee needs a year's continuous service.
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis, but use caution when exercising discretion to avoid claims of unfair treatment or discrimination.
You can still recover from HMRC the SMP portion of any enhanced maternity pay.
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Holiday and pensions during maternity leave
In this guide:
- Maternity leave and pay
- The right to maternity leave
- Notification and confirmation of maternity leave
- When maternity leave can begin
- Terms and conditions during maternity leave
- Holiday and pensions during maternity leave
- Contact and work during maternity leave
- Changing a return date after maternity leave
- Returning to work from maternity leave
- Maternity leave and protection against detriment or dismissal
- Maternity pay
The right to maternity leave
Who qualifies for statutory maternity leave and how employers may offer enhanced leave rights.
All pregnant employees, ie those working under a contract of employment, are entitled to take up to 52 weeks of statutory maternity leave (SML) around the birth of their child. Employees automatically qualify for SML - it does not matter how long the employee has worked for you.
The 52-week SML period is made up of 26 weeks of ordinary maternity leave (OML) followed immediately by 26 weeks of additional maternity leave (AML).
Shared parental leave
In addition, an eligible mother can end her maternity leave early, and with her partner (this includes same-sex partners) or the child's father, opt for shared parental leave. Read more on shared parental leave and pay.
Compulsory maternity leave
An employee must take a minimum of two weeks' leave after the birth of her child - or four weeks if she works in a factory. You must not allow her to work during this time.
Multiple births
SML remains at 52 weeks regardless of the number of children resulting from a single pregnancy.
Stillbirth and miscarriage
If your employee gives birth to a stillborn baby, she is still entitled to maternity leave if the birth happens after 24 weeks of pregnancy.
If a miscarriage occurs before the end of the 24th week of pregnancy, the employee could take sick leave, or you could allow them to take compassionate leave, annual leave, or unpaid leave instead.
When a baby dies
If the baby is born alive at any point in the pregnancy but then later dies, the employee is still entitled to SML.
Parental Bereavement Leave and Pay
An employee may be eligible for Parental Bereavement Leave and Pay if they or their partner (this includes same-sex partners) either has a child who has died under 18 years old or had a stillbirth after 24 weeks.
Enhanced maternity leave
Employers can also provide enhanced maternity leave arrangements to attract and retain employees, which are more generous than the statutory entitlements.
For example, you could allow employees with more than a year's service to take more than 52 weeks' leave.
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis, but use caution when exercising discretion to avoid claims of unfair treatment or discrimination.
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Notification and confirmation of maternity leave
Employee and employer obligations regarding maternity leave notification.
Employees should tell you the following information no later than the end of the 15th week before the expected week of childbirth (EWC):
- The fact that she is pregnant.
- The expected date of the baby's birth.
- The intended start date of her maternity leave - this cannot be earlier than the beginning of the 11th week before the EWC. The expected date of birth is given on the MATB1 form that the employee receives from her registered doctor or midwife to confirm that she is pregnant. An employee can change the start date of her leave - see when maternity leave can begin.
The EWC is the week in which the expected date of the baby's birth falls - starting with the preceding Sunday and ending the following Saturday. If the baby is born on a Sunday, that date is the first day in the EWC. The qualifying week is referred to as the 15th week before the EWC.
You may request notification of statutory maternity leave (SML) in writing.
SML entitlement if the 15-week deadline is missed
A woman who realises she is pregnant later than 15 weeks before the EWC week is still entitled to SML. In this event, the employee is expected to tell you the information above as soon as possible after the 15-week deadline.
SML notification and claiming statutory maternity pay (SMP)
The start date for SMP is normally the same as the start date for SML. Therefore, many employees will find it convenient to notify you of the start date of their SMP at the same time as they notify you of the start date of their SML.
If the employee plans to take SML, she only needs to provide you with a MATB1 form so you can work out whether she qualifies for SMP. If she does not qualify, you must return the MATB1 form to her because she will need it to claim Maternity Allowance.
See maternity pay.
Failure to give the required notification
If an employee does not give you the required notification, you can postpone the date she has chosen to start her SML.
You do not have to accept shorter notice, but you may have to make an exception where it was not reasonably practicable for the employee to give you notice any earlier.
For example, the employee may not be able to notify you properly if her baby is born much earlier than expected, eg well before the qualifying week. In these circumstances, she still qualifies for 52 weeks' SML. See when maternity leave can begin.
Encouraging early notification
It benefits both you and the employee if she notifies you well in advance of the 15th week before the EWC as you:
- know she is entitled to paid time off for antenatal care
- know that particular health and safety rules apply
- can start making arrangements to cover the period while the employee is away
For further guidance, see pregnancy at work.
Confirming the end date of SML
After receiving her notification, you must in turn notify the employee of the date on which her SML will end. This will normally be 52 weeks from the intended start of her SML.
You must give the employee this information within 28 days of her notification unless the employee has since changed the date her leave will start. In that case, you must notify her of the end date within 28 days of the start of her leave.
If you fail to give the employee proper notification and she wants to change her return date, she may not be obliged to comply with the eight-week notice requirement - see changing a return date after maternity leave.
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When maternity leave can begin
Beginning maternity leave and reasons why the start date may need to be changed.
An employee can choose to begin her statutory maternity leave (SML) any time from 11 weeks before the expected week of childbirth (EWC) up until the birth itself.
For the rules on notification for SML, see notification and confirmation of maternity leave.
Pregnancy-related absence
An employee can choose when to start her maternity leave. The exception is if she is absent from work for a pregnancy-related reason and the absence is after the beginning of the fourth week before the EWC - but before the date she notified you that she intended to start her leave. In this case, you can start the maternity leave as soon as she is absent.
In these circumstances, her SML will begin the day after the first day of her pregnancy-related absence.
Pregnant employees are entitled to paid time off for antenatal care - see employees' right to paid time off for antenatal care.
Childbirth before maternity leave has begun
SML also begins on the day after the day of childbirth if the birth occurs before:
- the notified SML start date
- the employee has notified you of any SML start date
This applies even if the birth takes place before the start of the 11th week before the EWC. In these circumstances, the employee should give you notice - in writing if you request it - of:
- the date of the birth if it has already taken place
- the original expected date of birth
The employee can provide you with evidence of the actual and expected dates of birth on the maternity certificate (MATB1) provided by her doctor or midwife.
Changing the start date of SML
After giving you her notification, the employee can change her intended start date as long as she notifies you of the new start date. She must do this by whichever is the earlier of:
- 28 days before the date she originally intended to start her leave
- 28 days before the new date she wants to start her leave
However, if it is not reasonably practicable for her to give you this much notice, she does not have to. In these circumstances, she should give you as much notice as possible. You may request this notification in writing.
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Terms and conditions during maternity leave
Certain terms and conditions continue to apply during statutory maternity leave.
An employee's contract of employment continues throughout her 52 weeks of Statutory Maternity Leave (SML) unless either you or the employee expressly ends it or it expires.
During SML an employee has a statutory right to continue to benefit from all the terms and conditions of her employment that would have applied to her had she been at work.
The only exceptions are terms relating to wages or salary - though you must pay her statutory maternity pay if she's eligible. See maternity pay.
Contractual terms and conditions
Examples of contractual terms and conditions that continue during SML include:
- gym membership
- participation in share schemes
- reimbursement of professional subscriptions
- the use of a company car or mobile phone (unless provided for business use only)
- childcare vouchers
- contractual annual leave (any annual leave the employee receives above the minimum 5.6 weeks per annum)
Whether or not you should pay a bonus to an employee on SML depends on the type of bonus and the terms of the particular bonus scheme. You should ensure that you do not withhold any bonus simply because the employee is pregnant or is on maternity leave.
An employee on SML may receive contractual pay if she works on a keeping-in-touch day - see contact and work during maternity leave.
Continuous employment, length of service, and maternity leave
SML does not break the continuity of employment.
This means the entire SML period counts towards an employee's period of continuous employment when determining eligibility for other statutory employment rights, eg the right to a redundancy payment.
Both ordinary maternity leave and additional maternity leave count for assessing seniority and personal length-of-service payments, such as pay increments, under their contracts of employment.
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Holiday and pensions during maternity leave
An employee's contractual benefits during maternity leave.
During statutory maternity leave (SML), an employee continues to accrue annual leave.
She will also continue to benefit from any occupational pension scheme contributions for some of the SML period, ie during the paid maternity leave period.
Accrual of annual leave during maternity leave
An employee continues to accrue both their full statutory annual leave entitlement of 5.6 weeks and any additional contractual entitlement throughout both ordinary maternity leave and additional maternity leave.
Employees will be able to carry over 5.6 weeks of leave into the next holiday year if they are unable to take the leave due to having taken maternity leave.
There is no legislative guidance on the right to carry over contractual leave in excess of the 5.6 weeks statutory leave.
An employee may not take annual leave during SML. You should instead allow the employee to take any untaken annual leave before and/or after her SML.
You cannot pay an employee in lieu of any untaken statutory annual leave unless the contract is terminated.
An employee's SML begins automatically if she gives birth during a period of annual leave - see when maternity leave can begin.
For more information on annual leave entitlements, see know how much holiday to give your staff.
Pension contributions during maternity leave
During ordinary maternity leave (whether or not the employee is receiving statutory and/or enhanced maternity pay) and any period of paid additional maternity leave, you should calculate the employer's contribution to an occupational pension scheme as if the employee is working normally and receiving the normal remuneration for doing so.
During any period that your employee is on additional maternity leave (AML) but not receiving any maternity pay, eg during the last 13 weeks of AML, you do not have to make any employer contributions to an occupational pension scheme unless the contract of employment provides otherwise.
If the occupational pension scheme rules require employee contributions to continue during maternity leave, her contributions should be based on the amount of statutory and/or enhanced maternity pay she is receiving.
Employee contributions will therefore stop during any period of unpaid maternity leave - eg during the last 13 weeks of AML - but the occupational pension scheme rules may allow her to still make voluntary contributions.
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Contact and work during maternity leave
You can keep in contact with an employee during maternity leave and she may work up to ten keeping-in-touch days.
Reasonable contact
During the statutory maternity leave (SML) period you can make reasonable contact with an employee - and they may make contact with you.
In addition, an employee can work as a way of keeping in touch with workplace developments.
Contact with employees on SML
You can make contact with the employee by any means, eg telephone, email, letter, or a meeting in the workplace.
The frequency and nature of any contact with them will depend on things like:
- the type of work and the employee's post
- any agreement that you might have reached with the employee before their leave began
- whether either party needs to communicate important information to the other, eg changes in the workplace that might affect the employee on her return
The amount of contact that is reasonable depends on whether the employee prefers to have frequent or minimal contact with you. It is a good idea to discuss how you will keep in touch with your employee before she begins her SML.
Remember that you must keep an employee informed of promotion opportunities and other information relating to her job that she would normally be made aware of if she was at work, eg organisation changes or redundancy situations.
Keeping in touch (KIT) days
Employees may, in agreement with you and on a voluntary basis, do up to ten days' work - known as keeping in touch (KIT) days - under their contract of employment during their SML period without it affecting their right to statutory maternity leave or pay.
An employee cannot use a KIT day during compulsory maternity leave - see the right to maternity leave.
During KIT days, employees can work for you. This could be her normal work or could be attending a conference, undertaking training, or attending a team meeting.
Any amount of work done on a KIT day counts as one KIT day. Therefore, if an employee comes in for a one-hour training session and does no other work that day, she will have used up one of her KIT days.
If work on a KIT 'day' spans midnight, this counts as one KIT day - as long as this is the employee's normal working pattern.
Payment for KIT days
You and the employee should agree on how much you will pay her for a KIT day - this could be set out in her contract of employment or you may decide on a discretionary, case-by-case basis.
If the employee is receiving statutory maternity pay (SMP) when she works a KIT day, you must continue to pay her SMP for that week.
The employee can work under her contract of service for the employer paying her SMP for up to ten days (KIT days) during her maternity pay period without losing any SMP.
If the employee has used her ten KIT days and she does any further work, she will lose a week's SMP for the week in which she has done that work. If a week in her maternity pay period contains only KIT days, she would be paid SMP for that week. If a week in her maternity pay period contains the last KIT day and she does a further day's work in the same week, she will lose SMP for that week.
The SMP the employee receives for the week in which she works a KIT day can count towards any contractual pay you agree with her for working that KIT day. However, you could agree that she will receive her normal daily rate in addition to the SMP for that week.
Whatever the arrangement, you can still continue to recover SMP from HM Revenue & Customs (HMRC) as normal - see maternity pay.
You will need to comply with your statutory obligations, such as paying at least the national minimum wage, as normal and ensuring women and men receive equal pay for work of equal value. See National Minimum Wage and National Living Wage - rates and overview.
KIT days: Protection against detriment or dismissal
An employee can only work a KIT day if she wants to and you agree to it - you cannot make an employee work a KIT day against her wishes, nor can the employee insist she works a KIT day if you do not agree to it.
It is unlawful for you to treat an employee unfairly or dismiss her because she:
- refused to work a KIT day
- worked - or considered working - a KIT day
If an employee believes that you have treated her unfairly or dismissed her under these circumstances, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in a tribunal claim for detrimental treatment, unfair dismissal and/or sex discrimination
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Changing a return date after maternity leave
Notification from employees regarding changes to their return date, or if they don't intend to return to work at all.
Unless the employee has notified you otherwise, the date she returns to work will normally be the first working day 52 weeks after her statutory maternity leave (SML) began.
Returning to work before the planned return date
If an employee wishes to return to work before the planned return date (usually the date you confirmed to them before they went on leave), she must give you notice at least eight weeks before her new return date. You can accept less or no notice at your discretion.
For example, if an employee was due to return to work after 52 weeks SML on 1 August, but then decided to return to work after 39 weeks of leave on 9 May, she would need to give you eight weeks' notice of the new date, ie by 14 March.
If you did not provide appropriate notification of when her leave should end, the employee does not have to give you eight weeks' notice - see notification and confirmation of maternity leave.
If the employee attempts to return to work earlier than planned without giving you notice, you can postpone her return by up to eight weeks. However, you may not postpone her return to a date later than the end of her 52-week SML period.
If the employee still comes to work during the period of postponement, you do not have to pay her.
Returning to work after the planned return date
If an employee wishes to return to work after the planned return date, she should give you notice of her new date of return at least eight weeks before the originally planned return date.
For example, if an employee originally notified you that she planned to return to work at the end of her ordinary maternity leave (ie after 26 weeks) on 1 October but - while on leave - decides that she wishes to take her full entitlement of 52 weeks, she must notify you of this eight weeks before 1 October, ie by 6 August.
If you didn't provide appropriate notification of when her leave should end, the employee does not have to give you eight weeks' notice - see notification and confirmation of maternity leave.
Employees who do not wish to return to work after maternity leave
An employee who does not wish to return to work at all after her SML must give you notice of this. This will be the same notice she would give for resignation in any other circumstances as required by her contract of employment.
However, as long as she specifies the date on which she wishes to terminate the contract (eg the date she was due back at work after SML), her SML continues.
In addition, if she terminates her contract before the end of the statutory maternity pay (SMP) period, you must continue to pay her SMP for the full 39-week SMP pay period, provided she has not started work for an employer who did not employ her in the 15th week before her expected week of childbirth.
Employees who don't return are not required to pay back any SMP they have received. See maternity pay.
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Returning to work from maternity leave
The automatic right to return to the same job depends on whether the employee is returning from ordinary maternity leave or additional maternity leave.
An employee is entitled to return to the same job that she had before going on statutory maternity leave (SML) if she only took ordinary maternity leave (OML), ie the initial 26-week period of SML. The rules are different where an employee takes all or some of her additional maternity leave (AML), ie the second 26-week period of SML.
Returning to work after OML
An employee who returns to work during or at the end of her OML period is entitled to return to the same job on the same terms and conditions of employment as if she had not been absent.
If you prevent an employee from returning to work, she may make a complaint of unfair dismissal and sex discrimination to an industrial and fair employment tribunal.
If she returns to work but you do not give her old job back, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in an industrial tribunal claim for sex discrimination or detrimental treatment
See maternity leave and protection against detriment or dismissal.
Returning to work after AML
An employee who returns to work during or at the end of her AML period is entitled to return to the same job on the same terms and conditions of employment as if she had not been absent.
However, if it is not reasonably practicable for you to let her return to her old job, you should offer her a job:
- that is both suitable and appropriate for her to do in the circumstances
- on terms and conditions that are no less favourable than those for her original job
If you offer the employee a job that fulfils the criteria above and she unreasonably refuses it, she will have effectively resigned.
If you offer the employee a job that does not fulfil the criteria, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in an industrial tribunal claim for sex discrimination or detrimental treatment
You should try to consult with employees during their SML about any proposed changes to their jobs in preparation for their return. See contact and work during maternity leave.
Taking parental leave after SML
Employees who qualify for parental leave may take some of this leave immediately following the end of their SML.
An employee is entitled to return to the same job as before if the parental leave meets both of the following conditions:
- it is for four weeks or less
- it is not preceded by any AML
If the parental leave period is for longer than four weeks and/or is preceded by a period of AML, the employee is treated as though they were returning to work after AML. See parental leave and time off for dependants.
Breastfeeding
Your health and safety obligations towards a breastfeeding employee are the same as they were when the employee was pregnant.
Pregnant workers and breastfeeding mothers are entitled to more frequent rest breaks. You should talk to them so you can agree on the timing and frequency.
You must provide a suitable area where a breastfeeding employee can rest. It should:
- include somewhere to lie down if necessary
- be hygienic and private so they can express milk if they choose to - toilets are not a suitable place for this
- include somewhere to store their milk, eg a fridge
See breastfeeding and the workplace.
Pregnancy during SML
If a woman becomes pregnant during her SML, she must notify you of this in the normal way - see notification and confirmation of maternity leave.
It is possible for her subsequent period of SML to begin as soon as the current one ends. In these circumstances, her rights on her eventual return are the same as they would have been had she just taken a single period of SML.
Flexible working requests
An employee returning to work may make a request to work flexibly, eg to change start or finish times, work from home, or do part-time hours. If possible, you should discuss this with the employee prior to SML, or during the keeping in touch process. Read more on flexible working: the law and best practice.
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Maternity leave and protection against detriment or dismissal
You must not unfairly treat or dismiss employees because they are taking, took, or sought to take statutory maternity leave.
Employees are protected from suffering a detriment or dismissal for taking or seeking to take, statutory maternity leave (SML).
Detrimental treatment and Statutory Maternity Leave
You must not subject an employee to any detriment by acting or deliberately failing to act, because she:
- sought to take SML
- availed of SML
Examples of detrimental treatment include denial of promotion, facilities, or training opportunities that you would normally have made available to the employee.
If an employee believes you have treated her detrimentally under these circumstances, she can take a claim of sex discrimination to an industrial tribunal.
Redundancy during Statutory Maternity Leave
If a redundancy situation arises at any stage during an employee's SML, you may not be able to continue employing her under her existing contract of employment.
In these circumstances, you must offer her - before that contract ends - any suitable alternative vacancy you have. This includes a vacancy with an associated employer or with a successor to the original employer.
The new job must start immediately after the end of the original one and must:
- be suitable and appropriate for her to do in the circumstances, and
- the capacity and place in which she is to be employed and the terms and conditions of her employment are not substantially less favourable to her than if she had continued to be employed under the original contract
If you fail to comply with these requirements and dismiss the employee, the dismissal will be unfair. She may also have a claim for sex discrimination.
However, if you end up making an employee on SML redundant because you had no suitable alternative work to offer her, the dismissal may be fair.
On dismissal, her SML period comes to an end, but her entitlement to statutory maternity pay (SMP) continues until the end of the 39-week SMP period - assuming it has not already ended.
You must provide written reasons for dismissal to any woman you dismiss or make redundant while she is pregnant or on SML.
Pay rises during SML
An employee on SML is entitled to benefit from any general improvements to the rate of pay, or other terms and terms, which are introduced for their grade or class of work - as if they had not been away.
Flexible working requests
Providing they meet the qualifying criteria, an employee returning to work from maternity leave may make a request to work flexibly, eg to adjust their start or finish times, work from home or do part-time hours. See flexible working: the law and best practice.
Dismissal on or after return to work from Statutory Maternity Leave
The dismissal of an employee will be automatically unfair if you dismiss her - or select her for redundancy in preference to other comparable employees - solely or mainly because she:
- has taken SML
- benefited from the terms and conditions of employment to which she was entitled during that SML period
- failed to return from her SML on time because you failed to give her any or adequate notification of the end date of her leave - see notification and confirmation of maternity leave
Dismissal, selection for redundancy, or other detrimental treatment in these circumstances may also amount to sex discrimination, for which industrial tribunal compensation is uncapped.
However, a dismissal may be potentially fair if, on the employee's return from additional maternity leave:
- you could not offer her the old job
- you - or an associated employer - offered her suitable alternative employment but she unreasonably refused
See returning to work from maternity leave.
Dismissal on grounds unrelated to Statutory Maternity Leave
It is still possible for you to fairly dismiss an employee who is on - or who has recently returned from - SML. If the reason for the dismissal is:
- largely or wholly unrelated to her SML
- not for any other reason that is unfair or unlawfully discriminatory
You must provide written reasons for dismissal to any woman you dismiss or make redundant while she is pregnant or on SML.
Dismissal of replacement employees
You can fairly dismiss an employee you took on to replace an employee on maternity leave. You should ensure that you follow a fair dismissal procedure in doing so, including the statutory dismissal procedure.
However, make sure you inform them that their position is only for maternity cover before they start.
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Maternity pay
Eligibility for statutory maternity pay (SMP), how to recover SMP payments, and the option of enhancements to SMP.
Statutory maternity pay (SMP) is paid for up to 39 weeks and usually covers the first 39 weeks of an employee's maternity leave.
Eligibility for statutory maternity pay
To be eligible for SMP, a pregnant employee must meet certain qualifying conditions.
For more information, see Statutory Maternity Pay and Leave: eligibility and proof of pregnancy.
The meaning of the term 'employee' for SMP purposes is different from the meaning for statutory maternity leave (SML) and other employment rights. This means that some workers who are not employees, eg agency workers, may qualify for SMP, even though they do not qualify for SML.
Statutory maternity pay rates and recovery
For the first six weeks you must pay your employee SMP a weekly rate equal to 90% of their average weekly earnings (AWE).
For the next 33 weeks you must pay them the lower of the following:
- The standard weekly rate of £184.03
- 90% of their AWE
You can recover some or all of your SMP payments from HM Revenue & Customs (HMRC) - the proportion you can recover depends on the size of your annual National Insurance Contributions (NICs) liability.
Read more on statutory pay and leave.
Enhanced maternity pay
If you wish, you can offer enhanced maternity pay arrangements to attract and retain employees, which are more generous than the statutory entitlements.
For example, you could:
- pay more than SMP over a certain period, eg full pay for the first six weeks, half pay for the next ten weeks, SMP for the remaining 23 weeks
- make a bonus payment on the employee's return to work
You could change the qualification criteria for these enhancements, eg the employee needs a year's continuous service.
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis, but use caution when exercising discretion to avoid claims of unfair treatment or discrimination.
You can still recover from HMRC the SMP portion of any enhanced maternity pay.
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Breach of employment contract claims
In this guide:
- The employment contract
- What a contract of employment is
- The written statement of employment
- The principal statement in the employment contract
- Putting together an employee's written statement of employment
- Implied terms of an employment contract
- How to change an existing contract of employment
- Employee enforcement of the right to a written statement of employment
- Breach of employment contract claims
What a contract of employment is
The various documents and agreements that can form part of a contract of employment.
The terms of a contract of employment may be oral, written, implied, or a mixture of all three.
Where to find terms of a contract of employment
The terms of a contract of employment can be found in a variety of places, such as:
- the original job advertisement
- written correspondence, eg letters, and emails, between you and the employee
- the principal statement
- the written statement of employment
- other written agreements
- oral agreements
- your company policies
- an employee/company handbook
- legislation and case law
Terms through custom and practice
Certain terms of employment may become established or implied in the contract of employment by custom and practice. They may, for example, be regularly adopted within a trade or industry in which the employee works. In the absence of any express or written terms of employment, this is often the only way that an employee can establish their entitlement to important contractual rights. For a term to be implied by custom and practice it must be:
- reasonable - fair and not arbitrary or capricious
- certain - clear to all and not capable of being interpreted in different ways by different people
- notorious - well known to all to whom it relates and should have been in existence for a considerably longer period of time
Terms that could be viewed as implied by custom and practice could include the provision of transport to work, rest breaks, finishing times, commissions, entitlements to overtime payments etc, where these terms are not clearly expressed elsewhere. An oral contract is as binding as a written one, though its terms may be more difficult to prove.
If you want to include provisions specific to the individual, you can state these either orally or in writing. However, stating them in writing may prevent disagreements in the future.
If you issue a written contract, it should reflect those terms and conditions that are currently in place on the date of issue, unless you have agreed on changes. If you have agreed to changes, you should include a term in the written contract stating that it replaces all previous discussions/correspondence in relation to terms of employment.
If you do not have any kind of written contract of employment with an employee, you must - at the very least - issue them with a written statement of employment.
If you have some kind of written contract of employment with an employee, you do not need to issue a written statement as well - provided that the contract contains all the items required in a written statement.
Read more on putting together an employee's written statement of employment.
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The written statement of employment
Who is entitled to a written statement of employment, when you should issue it, and how it should be presented.
The written statement of employment is not a contract in itself but is that part of the employment contract that must be provided in writing. In the case of a dispute you can use the written statement of employment as evidence of an employee's terms and conditions.
Who is entitled to receive a written statement of employment?
All employees - ie individuals working under a contract of service - are entitled to receive a written statement of employment if their employment is going to last for one month or more.
Individuals who are not employees - eg independent contractors, freelancers, casual workers, and some agency workers - are not entitled to a written statement of employment.
When to issue a new employee's written statement of employment
You must give all the required particulars within two months of the date when the employee's employment begins.
If during the first two months, an employee leaves the UK to work abroad for more than one month, you must give them a written statement of employment before they leave.
Presenting a written statement of employment
The written statement of employment can consist of one or more documents and must set out certain employment particulars. You have to put some of these particulars in a single document, known as the principal statement.
You can set out the remaining particulars in either this document or other documents - see putting together an employee's written statement of employment.
If the written statement is made up of more than one document, you do not have to give the employee all the documents at the same time. This allows you to put certain particulars in documents such as the employee handbook, which the employee can access and refer to when they want.
You can also download our template for a written statement of employment (PDF, 84K) which you can then print off and complete in your own time.
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The principal statement in the employment contract
The particulars of employment that must be put together in a single document.
You can set out an employee's written statement of employment in one or more documents.
What employers must include in the principal statement
However, either that document or one of those documents - known as the principal statement - must contain all the information listed below as a minimum:
- The legal name of the employer company - it is a good idea also to include the trading name, if different.
- The legal name of the employee.
- The date the current employment began.
- Any earlier date upon which employment with a previous employer began which is treated as 'continuous' with the current employment.
- The employee's pay, or how it is calculated, and the intervals at which it will be paid - eg weekly or monthly.
- The employee's hours of work.
- Entitlement to holidays - including public holidays - and holiday pay. The information must be accurate enough to allow precise calculation of accrued entitlement.
- The job title or a brief description of the work.
- The address of the employee's place of work. If they will be working in more than one place then you should indicate this along with the employer's address.
For information on what else you must include in a written statement of employment, see putting together an employee's written statement of employment.
Template for a written statement of employment
You can also download our template for a written statement of employment (PDF, 239K) which you can then print off and tailor to your organisation.
The Labour Relations Agency (LRA) has a free Employment Document Toolkit. Once employers are registered they can unlock the LRA's free core employment guides to help them build documents, policies, and procedures for their own organisation. Find out about the free Employment Document Toolkit.
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Putting together an employee's written statement of employment
The minimum details that a written statement of employment must contain over and above what is included in the principal statement.
You can set out an employee's written statement of employment in one or more documents.
Either that document or one of those documents must contain - at the very least - certain information and is known as the principal statement.
In addition to the information that you must put in the principal statement, employers must also give the employee information under the following headings.
Sickness, injury and sick pay
Include terms and conditions relating to sickness or injury including any sick pay provisions.
Alternatively, you can refer to another document containing this information - eg the staff/company handbook - which is accessible to the employee.
See absence and sickness policies: what to include.
Period of employment
Include details of where the employment is not intended to be permanent, the period for which it is expected to continue, or if it is a fixed-term contract, the date when it is to end.
Notice periods
Include the length of notice required from both parties.
Rather than stating specific terms, you can refer to the relevant legislation - see how to issue the correct periods of notice.
Collective agreements
Include details of any collective agreements with trade unions that directly affect the terms and conditions of employment including, where the employer is not a party, the persons by whom they were made.
Pensions
Include any terms relating to pensions and pension schemes. All employers must provide eligible workers with a qualifying workplace pension, known as automatic enrolment. Know your legal obligations on pensions.
Dismissal, disciplinary and grievance procedures
Include some details in the written statement itself. These are:
- the name or job title of the person the employee should apply to in order to resolve a grievance, and how they should make this application
- the name or job title of the person the employee should apply to if they're dissatisfied with any disciplinary decision or decision to dismiss them, and how this application should be made
Some other details that must be included can be either set out in the written statement itself or referred to in another document that the employee can access easily, such as a staff/company handbook. These are:
- the disciplinary rules that you have
- the disciplinary procedures that you have
- the steps that follow an application to resolve a grievance and/or if the employee is dissatisfied with a disciplinary or dismissal decision
For more information on dismissal, disciplinary, and grievance issues, see our guides on dismissing employees, disciplinary procedures, hearings and appeals, and handling grievances.
Employment outside the UK
Include details of any terms relating to employment outside the UK for more than a month.
If a new employee will normally work in the UK but you need them to work outside the UK for more than a month at a time, the written statement you give them must include the following details:
- the currency in which they will be paid
- the period they will be working outside the UK
- terms relating to their return to the UK
- any additional pay or benefits provided by reason of being required to work outside the UK
Whether the written statement is made up of one or more than one document, you must give it to the employee within two months of the start of their employment.
For more information on working outside the UK, see international business travel: employer responsibilities.
Where there are no details to be given under any heading, you should say so.
Template for a written statement of employment
You can download our template for a written statement of employment (PDF, 239K) which you can then print off and complete in your own time.
The Labour Relations Agency (LRA) has a free Employment Document Toolkit. Once employers are registered they can unlock the LRA's free core employment guides to help them build documents, policies, and procedures for their own organisation. Find out about the free Employment Document Toolkit.
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Implied terms of an employment contract
Contracts of employment contain some terms and conditions that apply even if they are not written down.
As well as the oral and/or written terms you actually agree with your employee, an employment contract can also include implied terms.
Implied terms include:
- your duty to provide a secure, safe, and healthy environment for the employee
- the employee's duty of honesty and loyal service
- implied duty of mutual trust and confidence between you and the employee
- a term too obvious to need stating, eg that your employee will not steal from you and that you will pay the employee reasonable wages for the work you have employed them to do
- any terms that are necessary to make the contract workable, eg that someone employed as a driver will have a valid driving licence
Some terms and conditions may become implied because you have consistently done something over a significant period, eg made enhanced redundancy payments to redundant employees. This is known as custom and practice. See what a contract of employment is for further information on terms through custom and practice.
The law also imposes some terms automatically, such as the right to a minimum of 5.6 weeks' paid annual leave, the right to be paid at least the National Minimum Wage or National Living Wage rate (age dependant), and the right not to be unlawfully discriminated against.
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How to change an existing contract of employment
Getting an employee to agree to a change in their terms and conditions of employment.
If you want to change an employee's terms and conditions of employment, you will need to get their agreement first. Otherwise, the employee may be entitled to sue for breach of contract, or resign and claim constructive dismissal.
Changes to the written statement of employment
You must tell the employee in writing about any changes to the written statement no later than one month after you have made the change. A change to the statement will still require the employee's agreement.
If the change results from the employee being required to work outside the UK for more than a month, and they will be leaving within a month of the change, you should tell them in writing before they leave.
In most cases, the notification must contain explicit particulars of the change.
However, you may tell the employee about changes to certain particulars such as those listed below by referring to some other document to which the employee has reasonable access:
- entitlement to sick leave, including any entitlement to sick pay
- pensions and pension schemes
- disciplinary rules and disciplinary or dismissal procedures
- any further steps that follow from making an application under the employer's disciplinary, dismissal, or grievance procedures
Changes to employment contracts via collective agreements
The terms of a collective agreement are sometimes incorporated into employees' employment contracts.
If - following agreement with the employees' representatives - you change some of these terms, you should inform the employees concerned - ideally in writing.
However, if the changes affect the terms of the written statement of employment, you must inform the employees individually in writing - and must do this within one month of the changes coming into effect.
What information is an employee entitled to receive when there is a change of employer?
When there is a change of employer, a new and full written statement of employment of employment particulars must normally be given to employees within two months.
However, there are some exceptions. You don't need to give a new statement if the name of the business changes without any change in the employer's identity, or if the identity changes in circumstances where the employee can continue their employment, as long as there is no other change in terms and conditions.
However, you must give individual written notification of the change at the earliest opportunity, and at least within one month of when it occurs.
If the change of employer is a result of a business transfer, the terms and conditions of the transferring employees may not usually be changed by the new employer. For more information on employees' rights during and after business transfers, see responsibilities to employees if you buy or sell a business.
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Employee enforcement of the right to a written statement of employment
How an employee can enforce their rights in relation to receiving a written statement of employment.
An employee may refer the matter to an Industrial Tribunal where they have:
- not received a written statement of employment particulars
- received a written statement of employment that does not comply with the legal requirements
- not received notification of a change to those particulars
- received notification of a change that does not comply with the legal requirements
A claim for failure to provide a written statement of employment can only be brought when the deadline for providing it, two months after the start of employment or one month after a change in terms, has expired.
If you have given the employee a written statement - or notification of a change to it - but you disagree over the accuracy of the particulars recorded, then either you or the employee may refer the matter to a tribunal.
In either case, the tribunal will determine what particulars the employee should have been given. These particulars will have the effect as if you had included them in the written statement of employment, or notification of a change to it, in the first place.
Compensation for failure to issue a written statement of employment
If your employee succeeds in another (unrelated) employment claim, eg unfair dismissal, the tribunal can also award them compensation for your failure to give them a written statement of employment or an accurate or complete statement of change to it - as long as there are no exceptional circumstances that would make this unjust.
The amount of compensation will be two or four weeks' pay (at the tribunal's discretion). A week's pay for this purpose is subject to a statutory limit.
Note that the Labour Relations Agency's (LRA) statutory arbitration scheme cannot accept a claim of failure to provide or update a written statement on its own, as a sole claim, though it may be considered by an LRA arbitrator if it is part of another claim (eg unfair dismissal) or claims under the scheme. The LRA arbitration scheme explained.
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Breach of employment contract claims
Claims and counter-claims arising out of a failure to observe employment contractual terms and conditions.
If an employee suffers a loss through your failure to observe the terms of their contract of employment, they may make a claim for breach of contract.
Breach of employment contract claims in Industrial tribunals
An industrial tribunal can only hear a breach of contract claim if the claim either:
- arises on termination of the employee's employment
- is outstanding on the termination of the employee's employment
The claim must also not relate to:
- personal injury
- a term imposing an obligation of confidence
- a term which is a covenant in restraint of trade
- a term relating to intellectual property, eg copyright, rights in performances, moral rights, design rights, registered designs, patents, and trademarks
- a term either requiring you to provide the employee with living accommodation or imposing a duty relating to the provision of living accommodation
These rules apply to both employee claims and employer counter-claims.
Awards for breach of employment contract claims
The tribunal may award an employee damages for their loss, eg a payment of arrears of wages, holiday pay, or pay in lieu of notice.
Any award for damages is limited to £25,000.
If the employee wishes to claim more, they cannot first seek £25,000 from an Industrial Tribunal and then go on to seek the balance from a civil court.
Making a counter-claim
You may make a counter-claim to the tribunal if you suffer a loss through the employee's failure to observe the terms of their contract of employment.
However, you can only do this if the employee has already presented a tribunal claim and has not since withdrawn or settled it. If the dismissed employee withdraws their breach of contract claim after you have made a claim, your claim can still be considered by the Industrial Tribunal/arbitrator.
Time limits for making a tribunal claim
An employee has three months after the date of their termination of employment to make a breach of contract claim to an Industrial Tribunal. This is irrespective of whether or not an internal appeals procedure is being used.
You may make a counter-claim at any time up to six weeks after you receive a copy of the employee's original application (the ET1 (NI) form).
The tribunal can extend the three-month limit where it considers it reasonable and where it is satisfied that it was not reasonably practicable for the complaint to be made within the specified time.
However, the six-week period for counter-claims cannot be extended.
The Labour Relations Agency Arbitration Scheme
Certain claims to industrial tribunals in Northern Ireland can also, as an alternative, be resolved through arbitration using the Labour Relations Agency (LRA) Arbitration Scheme.
See employment-related tribunal claims: LRA Arbitration Scheme.
Contractual claims outside the tribunal system
Certain types of contractual claims can only be resolved by bringing a claim to the civil courts. These are:
- claims for damages in respect of personal injuries
- claims arising during the course of the employee's employment
- where you want to present a contractual claim against an employee but the employee themself has not presented a claim to a tribunal
Civil courts can hear claims up to six years after the breach of contract occurred and there is no cap on the amount of damages they can award.
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Employee enforcement of the right to a written statement of employment
In this guide:
- The employment contract
- What a contract of employment is
- The written statement of employment
- The principal statement in the employment contract
- Putting together an employee's written statement of employment
- Implied terms of an employment contract
- How to change an existing contract of employment
- Employee enforcement of the right to a written statement of employment
- Breach of employment contract claims
What a contract of employment is
The various documents and agreements that can form part of a contract of employment.
The terms of a contract of employment may be oral, written, implied, or a mixture of all three.
Where to find terms of a contract of employment
The terms of a contract of employment can be found in a variety of places, such as:
- the original job advertisement
- written correspondence, eg letters, and emails, between you and the employee
- the principal statement
- the written statement of employment
- other written agreements
- oral agreements
- your company policies
- an employee/company handbook
- legislation and case law
Terms through custom and practice
Certain terms of employment may become established or implied in the contract of employment by custom and practice. They may, for example, be regularly adopted within a trade or industry in which the employee works. In the absence of any express or written terms of employment, this is often the only way that an employee can establish their entitlement to important contractual rights. For a term to be implied by custom and practice it must be:
- reasonable - fair and not arbitrary or capricious
- certain - clear to all and not capable of being interpreted in different ways by different people
- notorious - well known to all to whom it relates and should have been in existence for a considerably longer period of time
Terms that could be viewed as implied by custom and practice could include the provision of transport to work, rest breaks, finishing times, commissions, entitlements to overtime payments etc, where these terms are not clearly expressed elsewhere. An oral contract is as binding as a written one, though its terms may be more difficult to prove.
If you want to include provisions specific to the individual, you can state these either orally or in writing. However, stating them in writing may prevent disagreements in the future.
If you issue a written contract, it should reflect those terms and conditions that are currently in place on the date of issue, unless you have agreed on changes. If you have agreed to changes, you should include a term in the written contract stating that it replaces all previous discussions/correspondence in relation to terms of employment.
If you do not have any kind of written contract of employment with an employee, you must - at the very least - issue them with a written statement of employment.
If you have some kind of written contract of employment with an employee, you do not need to issue a written statement as well - provided that the contract contains all the items required in a written statement.
Read more on putting together an employee's written statement of employment.
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The written statement of employment
Who is entitled to a written statement of employment, when you should issue it, and how it should be presented.
The written statement of employment is not a contract in itself but is that part of the employment contract that must be provided in writing. In the case of a dispute you can use the written statement of employment as evidence of an employee's terms and conditions.
Who is entitled to receive a written statement of employment?
All employees - ie individuals working under a contract of service - are entitled to receive a written statement of employment if their employment is going to last for one month or more.
Individuals who are not employees - eg independent contractors, freelancers, casual workers, and some agency workers - are not entitled to a written statement of employment.
When to issue a new employee's written statement of employment
You must give all the required particulars within two months of the date when the employee's employment begins.
If during the first two months, an employee leaves the UK to work abroad for more than one month, you must give them a written statement of employment before they leave.
Presenting a written statement of employment
The written statement of employment can consist of one or more documents and must set out certain employment particulars. You have to put some of these particulars in a single document, known as the principal statement.
You can set out the remaining particulars in either this document or other documents - see putting together an employee's written statement of employment.
If the written statement is made up of more than one document, you do not have to give the employee all the documents at the same time. This allows you to put certain particulars in documents such as the employee handbook, which the employee can access and refer to when they want.
You can also download our template for a written statement of employment (PDF, 84K) which you can then print off and complete in your own time.
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The principal statement in the employment contract
The particulars of employment that must be put together in a single document.
You can set out an employee's written statement of employment in one or more documents.
What employers must include in the principal statement
However, either that document or one of those documents - known as the principal statement - must contain all the information listed below as a minimum:
- The legal name of the employer company - it is a good idea also to include the trading name, if different.
- The legal name of the employee.
- The date the current employment began.
- Any earlier date upon which employment with a previous employer began which is treated as 'continuous' with the current employment.
- The employee's pay, or how it is calculated, and the intervals at which it will be paid - eg weekly or monthly.
- The employee's hours of work.
- Entitlement to holidays - including public holidays - and holiday pay. The information must be accurate enough to allow precise calculation of accrued entitlement.
- The job title or a brief description of the work.
- The address of the employee's place of work. If they will be working in more than one place then you should indicate this along with the employer's address.
For information on what else you must include in a written statement of employment, see putting together an employee's written statement of employment.
Template for a written statement of employment
You can also download our template for a written statement of employment (PDF, 239K) which you can then print off and tailor to your organisation.
The Labour Relations Agency (LRA) has a free Employment Document Toolkit. Once employers are registered they can unlock the LRA's free core employment guides to help them build documents, policies, and procedures for their own organisation. Find out about the free Employment Document Toolkit.
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Putting together an employee's written statement of employment
The minimum details that a written statement of employment must contain over and above what is included in the principal statement.
You can set out an employee's written statement of employment in one or more documents.
Either that document or one of those documents must contain - at the very least - certain information and is known as the principal statement.
In addition to the information that you must put in the principal statement, employers must also give the employee information under the following headings.
Sickness, injury and sick pay
Include terms and conditions relating to sickness or injury including any sick pay provisions.
Alternatively, you can refer to another document containing this information - eg the staff/company handbook - which is accessible to the employee.
See absence and sickness policies: what to include.
Period of employment
Include details of where the employment is not intended to be permanent, the period for which it is expected to continue, or if it is a fixed-term contract, the date when it is to end.
Notice periods
Include the length of notice required from both parties.
Rather than stating specific terms, you can refer to the relevant legislation - see how to issue the correct periods of notice.
Collective agreements
Include details of any collective agreements with trade unions that directly affect the terms and conditions of employment including, where the employer is not a party, the persons by whom they were made.
Pensions
Include any terms relating to pensions and pension schemes. All employers must provide eligible workers with a qualifying workplace pension, known as automatic enrolment. Know your legal obligations on pensions.
Dismissal, disciplinary and grievance procedures
Include some details in the written statement itself. These are:
- the name or job title of the person the employee should apply to in order to resolve a grievance, and how they should make this application
- the name or job title of the person the employee should apply to if they're dissatisfied with any disciplinary decision or decision to dismiss them, and how this application should be made
Some other details that must be included can be either set out in the written statement itself or referred to in another document that the employee can access easily, such as a staff/company handbook. These are:
- the disciplinary rules that you have
- the disciplinary procedures that you have
- the steps that follow an application to resolve a grievance and/or if the employee is dissatisfied with a disciplinary or dismissal decision
For more information on dismissal, disciplinary, and grievance issues, see our guides on dismissing employees, disciplinary procedures, hearings and appeals, and handling grievances.
Employment outside the UK
Include details of any terms relating to employment outside the UK for more than a month.
If a new employee will normally work in the UK but you need them to work outside the UK for more than a month at a time, the written statement you give them must include the following details:
- the currency in which they will be paid
- the period they will be working outside the UK
- terms relating to their return to the UK
- any additional pay or benefits provided by reason of being required to work outside the UK
Whether the written statement is made up of one or more than one document, you must give it to the employee within two months of the start of their employment.
For more information on working outside the UK, see international business travel: employer responsibilities.
Where there are no details to be given under any heading, you should say so.
Template for a written statement of employment
You can download our template for a written statement of employment (PDF, 239K) which you can then print off and complete in your own time.
The Labour Relations Agency (LRA) has a free Employment Document Toolkit. Once employers are registered they can unlock the LRA's free core employment guides to help them build documents, policies, and procedures for their own organisation. Find out about the free Employment Document Toolkit.
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Implied terms of an employment contract
Contracts of employment contain some terms and conditions that apply even if they are not written down.
As well as the oral and/or written terms you actually agree with your employee, an employment contract can also include implied terms.
Implied terms include:
- your duty to provide a secure, safe, and healthy environment for the employee
- the employee's duty of honesty and loyal service
- implied duty of mutual trust and confidence between you and the employee
- a term too obvious to need stating, eg that your employee will not steal from you and that you will pay the employee reasonable wages for the work you have employed them to do
- any terms that are necessary to make the contract workable, eg that someone employed as a driver will have a valid driving licence
Some terms and conditions may become implied because you have consistently done something over a significant period, eg made enhanced redundancy payments to redundant employees. This is known as custom and practice. See what a contract of employment is for further information on terms through custom and practice.
The law also imposes some terms automatically, such as the right to a minimum of 5.6 weeks' paid annual leave, the right to be paid at least the National Minimum Wage or National Living Wage rate (age dependant), and the right not to be unlawfully discriminated against.
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How to change an existing contract of employment
Getting an employee to agree to a change in their terms and conditions of employment.
If you want to change an employee's terms and conditions of employment, you will need to get their agreement first. Otherwise, the employee may be entitled to sue for breach of contract, or resign and claim constructive dismissal.
Changes to the written statement of employment
You must tell the employee in writing about any changes to the written statement no later than one month after you have made the change. A change to the statement will still require the employee's agreement.
If the change results from the employee being required to work outside the UK for more than a month, and they will be leaving within a month of the change, you should tell them in writing before they leave.
In most cases, the notification must contain explicit particulars of the change.
However, you may tell the employee about changes to certain particulars such as those listed below by referring to some other document to which the employee has reasonable access:
- entitlement to sick leave, including any entitlement to sick pay
- pensions and pension schemes
- disciplinary rules and disciplinary or dismissal procedures
- any further steps that follow from making an application under the employer's disciplinary, dismissal, or grievance procedures
Changes to employment contracts via collective agreements
The terms of a collective agreement are sometimes incorporated into employees' employment contracts.
If - following agreement with the employees' representatives - you change some of these terms, you should inform the employees concerned - ideally in writing.
However, if the changes affect the terms of the written statement of employment, you must inform the employees individually in writing - and must do this within one month of the changes coming into effect.
What information is an employee entitled to receive when there is a change of employer?
When there is a change of employer, a new and full written statement of employment of employment particulars must normally be given to employees within two months.
However, there are some exceptions. You don't need to give a new statement if the name of the business changes without any change in the employer's identity, or if the identity changes in circumstances where the employee can continue their employment, as long as there is no other change in terms and conditions.
However, you must give individual written notification of the change at the earliest opportunity, and at least within one month of when it occurs.
If the change of employer is a result of a business transfer, the terms and conditions of the transferring employees may not usually be changed by the new employer. For more information on employees' rights during and after business transfers, see responsibilities to employees if you buy or sell a business.
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Employee enforcement of the right to a written statement of employment
How an employee can enforce their rights in relation to receiving a written statement of employment.
An employee may refer the matter to an Industrial Tribunal where they have:
- not received a written statement of employment particulars
- received a written statement of employment that does not comply with the legal requirements
- not received notification of a change to those particulars
- received notification of a change that does not comply with the legal requirements
A claim for failure to provide a written statement of employment can only be brought when the deadline for providing it, two months after the start of employment or one month after a change in terms, has expired.
If you have given the employee a written statement - or notification of a change to it - but you disagree over the accuracy of the particulars recorded, then either you or the employee may refer the matter to a tribunal.
In either case, the tribunal will determine what particulars the employee should have been given. These particulars will have the effect as if you had included them in the written statement of employment, or notification of a change to it, in the first place.
Compensation for failure to issue a written statement of employment
If your employee succeeds in another (unrelated) employment claim, eg unfair dismissal, the tribunal can also award them compensation for your failure to give them a written statement of employment or an accurate or complete statement of change to it - as long as there are no exceptional circumstances that would make this unjust.
The amount of compensation will be two or four weeks' pay (at the tribunal's discretion). A week's pay for this purpose is subject to a statutory limit.
Note that the Labour Relations Agency's (LRA) statutory arbitration scheme cannot accept a claim of failure to provide or update a written statement on its own, as a sole claim, though it may be considered by an LRA arbitrator if it is part of another claim (eg unfair dismissal) or claims under the scheme. The LRA arbitration scheme explained.
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Breach of employment contract claims
Claims and counter-claims arising out of a failure to observe employment contractual terms and conditions.
If an employee suffers a loss through your failure to observe the terms of their contract of employment, they may make a claim for breach of contract.
Breach of employment contract claims in Industrial tribunals
An industrial tribunal can only hear a breach of contract claim if the claim either:
- arises on termination of the employee's employment
- is outstanding on the termination of the employee's employment
The claim must also not relate to:
- personal injury
- a term imposing an obligation of confidence
- a term which is a covenant in restraint of trade
- a term relating to intellectual property, eg copyright, rights in performances, moral rights, design rights, registered designs, patents, and trademarks
- a term either requiring you to provide the employee with living accommodation or imposing a duty relating to the provision of living accommodation
These rules apply to both employee claims and employer counter-claims.
Awards for breach of employment contract claims
The tribunal may award an employee damages for their loss, eg a payment of arrears of wages, holiday pay, or pay in lieu of notice.
Any award for damages is limited to £25,000.
If the employee wishes to claim more, they cannot first seek £25,000 from an Industrial Tribunal and then go on to seek the balance from a civil court.
Making a counter-claim
You may make a counter-claim to the tribunal if you suffer a loss through the employee's failure to observe the terms of their contract of employment.
However, you can only do this if the employee has already presented a tribunal claim and has not since withdrawn or settled it. If the dismissed employee withdraws their breach of contract claim after you have made a claim, your claim can still be considered by the Industrial Tribunal/arbitrator.
Time limits for making a tribunal claim
An employee has three months after the date of their termination of employment to make a breach of contract claim to an Industrial Tribunal. This is irrespective of whether or not an internal appeals procedure is being used.
You may make a counter-claim at any time up to six weeks after you receive a copy of the employee's original application (the ET1 (NI) form).
The tribunal can extend the three-month limit where it considers it reasonable and where it is satisfied that it was not reasonably practicable for the complaint to be made within the specified time.
However, the six-week period for counter-claims cannot be extended.
The Labour Relations Agency Arbitration Scheme
Certain claims to industrial tribunals in Northern Ireland can also, as an alternative, be resolved through arbitration using the Labour Relations Agency (LRA) Arbitration Scheme.
See employment-related tribunal claims: LRA Arbitration Scheme.
Contractual claims outside the tribunal system
Certain types of contractual claims can only be resolved by bringing a claim to the civil courts. These are:
- claims for damages in respect of personal injuries
- claims arising during the course of the employee's employment
- where you want to present a contractual claim against an employee but the employee themself has not presented a claim to a tribunal
Civil courts can hear claims up to six years after the breach of contract occurred and there is no cap on the amount of damages they can award.
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Limiting the use of successive fixed-term employment contracts
In this guide:
- Fixed-term employment contracts
- Rights of fixed-term employees
- Fixed-term employment contracts and the 'equal treatment' principle
- Fixed-term employment contracts and 'less favourable treatment'
- Fixed-term employment benefits
- Redundancy rights of fixed-term employees
- Fixed-term employment contracts and statutory employment rights
- Limiting the use of successive fixed-term employment contracts
- Informing fixed-term employees about permanent vacancies
Rights of fixed-term employees
How to fulfil your legal obligations by granting fixed-term employees the same rights as permanent staff.
Fixed-term employees have the right not to be treated less favourably than comparable permanent employees because they are on a fixed-term contract.
This means you must treat fixed-term employees the same as comparable permanent employees unless there are 'objectively justifiable' circumstances for not doing so (ie there is a genuine, necessary, and appropriate business reason).
Therefore they must receive the same or equivalent (pro-rata) pay and conditions, benefits, pension rights, and opportunity to apply for permanent positions within the business.
When fixed-term could become permanent contracts
Under the Fixed-term Employees (Prevention of Less Favourable Treatment) Regulations (Northern Ireland), which came into operation on 1 October 2002, employees who have been on a fixed-term contract for four years or longer will usually be legally classed as permanent if their contract is renewed or if they are re-engaged on a new fixed-term contract. The Fixed-term Employees Regulations apply only to 'employees', not to the wider category of 'workers'.
Exemptions to the rule
The only exemptions to the rule above are when employment on a further fixed-term contract is objectively justified to achieve a legitimate business aim or when the period of four years has been lengthened under a collective or workplace agreement.
You also need to make the same tax arrangements for fixed-term employees as for permanent staff.
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Fixed-term employment contracts and the 'equal treatment' principle
Comparing the fixed-term employee with a comparable permanent employee.
Fixed-term employees have the right not to be treated less favourably than comparable permanent employees because of their employment status unless the different treatment can be objectively justified.
Comparing employment conditions
To assess whether they are receiving equal treatment, a fixed-term employee can compare their employment conditions to that of a comparable permanent employee. This means someone working for you on an indefinite or an indeterminate employment contract and in the same place, doing the same or similar work. Skills and qualifications are taken into account where relevant to the job.
Where a fixed-term employee does the same work as several permanent employees whose contractual terms are different, the fixed-term employee can select someone to compare themselves to.
The chances of a claim for equal treatment being successful depend on the employee selecting a similar comparator and whether there are objectively justifiable reasons for their being treated differently.
If no comparable permanent employee works in the same place, a fixed-term employee can choose someone working for you at another premises, but not someone working for a different employer.
An employee will not be a comparable permanent employee if his/her employment has ceased.
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Fixed-term employment contracts and 'less favourable treatment'
How to avoid treating fixed-term employees less favourably than their permanent equivalents.
A fixed-term employee has the right not to be treated less favourably as regards the terms of his or her contract. A term-by-term approach is required when considering less favourable treatment in this context.
Less favourable treatment happens when a fixed-term employee does not receive conditions or benefits granted to a comparable permanent employee - or receives or is offered a benefit on less favourable terms.
Examples of less favourable treatment would include not being given a bonus or receiving fewer paid holidays than comparable permanent employees.
If you give training to permanent employees, you must not deny fixed-term employees access to it unless it can be objectively justified. In addition, permanent staff must not enjoy preferential treatment for promotion or redundancy, unless objectively justifiable.
The period of service qualifications relating to particular conditions of employment must be the same for fixed-term employees as for permanent employees except where different length of service qualifications is justified on objective grounds.
Written statement of employment
If a fixed-term employee feels less favourably treated because of their employment status or believes their rights have been infringed, they can request a written statement of employment from you detailing the reasons. You must produce this within 21 days of the request. This is your opportunity to clarify why a fixed-term employee receives particular treatment. The intention is not to allow fixed-term employees to find out what their colleagues are receiving.
If you do not believe less favourable treatment has been given, or you have objective justification for it, the statement should say so. If a package approach is being used, the statement should say that this is why different treatment is occurring with respect to one or more benefits. The statement might be used at an industrial tribunal hearing concerning a complaint under the regulations.
Although a failure to give a written statement of employment has no direct legal effect in itself, the statement is admissible in any proceedings under the regulations. A failure to provide one allows a tribunal to draw any inference it considers just and equitable (including an inference that you are in breach of the regulations) if it appears that the employer deliberately and without reasonable excuse omitted to provide a statement, or that the written statement is evasive or equivocal. A carefully drafted written statement of employment can avoid such a possibility and should be provided.
What is objective justification?
Less favourable treatment will be justified on objective grounds if you can show that it is necessary and appropriate to achieve a legitimate and genuine business objective.
Objective justification may be a matter of degree. You should consider offering fixed-term employees certain benefits (eg loans, clothing allowances, etc) on a pro-rata basis. Sometimes, the cost to you of offering certain benefits to a fixed-term employee may be disproportionate to the benefit the employee would receive. This may objectively justify different treatment.
An example of this may be where a fixed-term employee is on a contract of three months and a comparator has a company car. You may decide not to offer the car if the cost of doing so is high and the need of the business for your employee to travel can be met in some other way.
Less favourable treatment in relation to particular contractual terms is justified where the fixed-term employee's overall package of terms and conditions is no less favourable than the comparable permanent employee's overall package.
How do employers objectively justify different conditions?
You can argue that there is objective justification for treating the fixed-term employee differently.
Alternatively, you may prove that the value of the fixed-term employee's overall terms and conditions at least equal the value of those of the comparable permanent employee.
You will need to consider whether less favourable treatment is objectively justified on a case-by-case basis, either comparing term-by-term or comparing a package of terms and conditions.
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Fixed-term employment benefits
Employment benefits that can be offered to fixed-term employees.
Some employment benefits such as season ticket loans, health insurance or staff discounts can be offered on an annual basis or over a specified period. Where a fixed-term employee is not expected to work for this period, you might offer it in proportion to the contract duration ('pro-rata').
For example, if the contract is for six months, the employee should receive half of an annual benefit. If the contract is for four months, they should receive one-third.
If this is not possible because the cost to you would outweigh the benefit to the employee, you can claim objective justification for not offering the benefit.
You need to consider whether less favourable treatment is objectively justified on a case-by-case basis. See fixed-term contracts and 'less favourable treatment'.
Access to occupational pension schemes
You must offer fixed-term employees access to occupational pension schemes on the same basis as permanent staff unless different treatment is objectively justified.
For example, if a pension scheme has been closed to new permanent employees, new fixed-term employees need not be offered access, even if their permanent comparator has access. It is important that the point at which employees have joined a company in order to have been offered access to the scheme is the same for fixed-term as for permanent employees unless a difference is objectively justified.
You do not need to offer special alternative benefits (eg contributions to a private pension scheme) to fixed-term employees who decide not to join a pension scheme unless this option is offered to comparable permanent employees.
In certain situations, it may not be necessary to offer all fixed-term employees access to occupational pension schemes. For example, where an employee is on a fixed-term contract that is shorter than the vesting period for a pension scheme, or you offer the employee a salary increase equivalent to employer pension contributions paid to permanent staff, you may be able to justify excluding them from the scheme. See know your legal obligations on pensions.
In addition, the Pensions (No.2) Act (Northern Ireland) 2008 introduced obligations on employers to provide access to and contribute towards, a workplace pension scheme for eligible employees.
Every employer must enrol workers into a workplace pension if they meet certain criteria. See automatic enrolment into a workplace pension.
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Redundancy rights of fixed-term employees
Employer obligations to grant fixed-term employees their legal redundancy rights.
Fixed-term employees have a right to statutory redundancy pay if they have been continuously employed for two years or more. Redundancy is defined in statute and the Labour Relations Agency (LRA) can provide you with information and advice on redundancy.
When a fixed-term contract terminates and is not renewed, the employee is dismissed. The reason for this dismissal will not always be redundancy - this will depend on whether you are laying off employees of the type that the fixed-term employee is, or whether there is some other reason for not renewing the contract (for example, the fixed-term employee was covering for an absent member of permanent staff).
Fixed-term employees cannot be excluded from the statutory redundancy payments scheme. However, they can be excluded from contractual schemes if this is objectively justified.
Fixed-term employees should receive the same level of redundancy payments as permanent employees unless different treatment is objectively justified.
You also need to consider whether fixed-term employees are being treated fairly in relation to other elements of redundancy packages, eg have the same access to specialist job search services as comparable permanent employees. Different treatment may be objectively justified and it is more likely to be so if the fixed-term employee did not expect their employment to last longer than the term of their first contract.
Selection for redundancy
Fixed-term employees cannot be selected for redundancy simply because of their employment status. Where fixed-term employees have been brought in to complete a particular task or as cover over a peak period, you can objectively justify selecting them for redundancy at the end of their contracts.
Length of service (Last In First Out) should never be used as sole/main criteria in a redundancy situation as it may indirectly discriminate on the grounds of age (and potentially religion, where an employer has been taking positive action to address an underrepresentation from one community in their workforce). It can be used in conjunction with other criteria or perhaps applied in tie-break situations. See redundancy selection: non compulsory and redundancy selection: compulsory.
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Fixed-term employment contracts and statutory employment rights
Handle fixed-term redundancies legally when tasks or events are completed.
If an employment contract terminates when a task is completed or an event occurs or does not occur, this is legally classified as dismissal.
This gives fixed-term employees the same statutory rights as permanent employees or others on different fixed-term contracts, including the right:
- not to be unfairly dismissed (after one year's continuous employment)
- to a written statement of reasons for dismissal (after one year)
- to statutory redundancy payments (after two years)
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Limiting the use of successive fixed-term employment contracts
When renewed fixed-term employment contracts become permanent.
If a fixed-term employee has their employment contract renewed or if they are re-engaged on a new fixed-term employment contract when they already have a period of four or more years of continuous employment, the renewal or new contract takes effect as a permanent contract (unless employment on a fixed-term contract was objectively justified or the period of four years has been lengthened under a collective or workplace agreement).
If however a fixed-term employee has had their contract renewed at least once before the four-year period has elapsed, the employee's contract will become permanent after they have completed a total of four years' service. The only exceptions are when employment on a fixed-term contract can be objectively justified, or if the period of four years has been lengthened under a collective or workplace agreement.
Continuous employment usually means employment without a break, although breaks for strike action and time spent out of work appealing against unfair dismissal (if the employee is subsequently reinstated) will not break continuity. The interval between contracts that result in continuous service being broken is determined by case law and statute and varies according to the circumstances.
Renewing or extending fixed-term employment contracts
If an employee has a fixed-term contract renewed before or extended beyond the four-year statutory limit (or beyond the limit agreed in any applicable collective or workplace agreement), the contract will be regarded as one of indefinite duration.
An employee whose employment contract is renewed as a fixed-term contract, or re-engaged under a fixed-term contract, after the four-year period has the right to ask you in writing for a written statement of employment to confirm that they are now a permanent employee. You must produce the written statement of employment within 21 days and if you maintain that the employee is still fixed-term, you must explain the reasons why. The statement may be used at an industrial tribunal hearing if your employee decides to make a claim. See the written statement.
Once the employee's contract is regarded as permanent, statutory minimum notice periods apply unless longer periods are contractually agreed.
The limitation on successive fixed-term employment contracts will apply only where the employee has been continuously employed for the whole period. An employee may be continuously employed even where there is a gap between successive contracts. See continuous employment and employee rights.
Fixed-term contract renewal may be justified on objective grounds if it is necessary and appropriate to achieve a legitimate objective, for example, a genuine business objective.
Collective and workplace agreements
Such agreements provide an alternative scheme for preventing abuses of fixed-term employment contracts and can be made to vary the limit on the duration of successive fixed-term contracts upwards or downwards, or to limit the use of successive fixed-term contracts by applying one or more of the following:
- a limit on the total duration of successive fixed-term employment contracts
- a limit on the number of successive fixed-term employment contracts
- a list of permissible objective reasons justifying renewals of fixed-term employment contracts
You and your employees may agree on reasons for renewing fixed-term contracts, including the specific needs of particular professions, for example, professional sport and theatre. It is important that these reasons do not permit the abuse of successive fixed-term contracts.
A collective agreement is made between an employer or association/group of employers and trade union representatives. A workforce agreement is made between representatives of a workforce and an employer.
Workforce agreements can apply only to groups of employees whose terms and conditions of employment are not covered by a collective agreement. Where a union is recognised to negotiate terms and conditions of employment any variations must be made through a collective agreement.
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Informing fixed-term employees about permanent vacancies
Fulfil your legal obligations to fixed-term employees when permanent positions arise.
You must inform fixed-term employees of permanent vacancies in your organisation, and give them the same opportunity as others to apply for such roles.
You should inform fixed-term and permanent employees of such vacancies at the same time and in the same way. Displaying a vacancy notice where all employees can see it or emailing the vacancy to all staff members will usually enable you to do this effectively.
Industrial Tribunals
Finally, under the regulations, a fixed-term employee may present a claim to an Industrial Tribunal alleging that they have not been informed of available vacancies or that they have suffered a detriment, or less favourable treatment. If you receive such a complaint you can contact the Labour Relations Agency (LRA). Its conciliation service applies to such claims. See details of the LRA's dispute resolution services.
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Recruiting and managing part-time workers
Advantages of employing part-time workers
The benefits to employers of employing a part-time worker.
Employing part-time workers has a range of potential business benefits, such as:
- being an efficient way to keep costs down in areas where you don't yet need full-time cover
- increasing recruitment and retention of staff by offering family-friendly working practices
- being able to show potential clients and customers that you value having a diverse workforce and ethical employment practices
- allowing you to bring in highly skilled and experienced staff members even when you have a fixed budget and can't afford to bring someone in on a full-time basis
- expanding the pool of potential recruits - part-time work tends to attract parents with younger children and older people, who may not want to work full-time but can bring a wealth of skills, experience and expertise
- increasing the ability of your business to respond to change and peaks of demands - for example, you can use more workers at peak times and extend your operating hours by using part-time workers in the evening or at weekends
- helping to reduce the workloads of other workers, eg when you don't have enough work for a new full-time position but are regularly using overtime to meet demands - this can reduce your overtime costs and help prevent the negative effects of stress and fatigue
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Options for part-time working
Considering term-time-only workers and job sharing as options for part-time working.
The most obvious form of part-time working is where the worker simply works fewer than the normal basic full-time hours.
For example, they could work:
- every weekday morning, afternoon or evening
- a full day every Monday, Tuesday and Thursday
- weekend shifts and the occasional evening shift in the week
However, there are other part-time working options that may suit your business needs:
- term-time-only workers tend to be parents who work during term time and take paid or unpaid leave during school holidays
- job-sharing is where two or more people share the responsibilities, pay and benefits of a full-time job - see introducing job-sharing
Alternatives to part-time working
If you feel that part-time working doesn't suit a particular job or your business as a whole, you could consider other types of flexible working.
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Recruiting and managing part-time workers
How employers can bring part-time workers into their business.
If you decide to employ part-time workers, you should ensure that:
- the roles suit part-time working arrangements
- your recruitment process is convenient for potential candidates
- you can effectively communicate with and manage part-time workers
Designing part-time jobs
When designing a job for a part-time worker, you first need to specify what you want the jobholder to achieve.
Think carefully about the tasks that they need to do to achieve these objectives. These will determine how much flexibility there is around the hours the jobholder must work.
When determining working hours, consider:
- how much time is needed to do each task
- whether the tasks require someone to work at a specific time or can be done at any time
- how the jobholder will fit into the existing structure of your business
It is important to consider the skills and personal attributes needed to perform the role effectively and specify these in the person specification.
Do not include any requirements that are not necessary to succeed in the post and that might exclude some candidates.
Recruiting for part-time jobs
When advertising for jobs, make it clear whether the job is either purely part-time or part of a job-share - see introducing job-sharing.
Think creatively about how to reach experienced workers who may be looking for part-time work, eg parents with young children, carers, and older people.
Try to arrange interviews and other stages of the recruitment process at times that are convenient for those applying for the job, eg if the job is for part-time evening work, hold interviews during the evening.
Managing part-time workers
Make sure that:
- your part-time workers receive all staff communications
- you inform them of all major decisions affecting their jobs
This may require you to contact - by phone, email, or text message - those part-time workers who are not in the workplace when you send out messages for the first time.
You could consider setting core hours during the week when all staff will be present. This is a time when you can hold meetings and make or communicate important decisions.
If there isn't a time when all workers are in the workplace, vary the times of key meetings so everyone can attend at least some of the time. Ensure that the outcomes of meetings are shared with workers who were not there.
To help you manage your part-time workers more easily, try to find out if they:
- have any flexibility to work additional hours on major projects or to attend meetings outside their scheduled hours
- are happy for you to contact them outside of their normal working hours
Make sure that any part-time staff has opportunities to attend training courses offered to full-time staff.
This might mean you have to offer training courses that can be delivered more flexibly. For example, a course could:
- have an element of home study time
- be condensed into two days instead of three
- be made up of short units that the worker can complete whenever they are at work
External help for introducing part-time working
There are a number of organisations that can advise you on introducing part-time employment in your business.
The Labour Relations Agency (LRA) provides free advice and guidance on the employment rights of part-time workers.
The Jobs & Benefits Office can help you fill both part-time and full-time vacancies. Support varies from recruitment planning right through to practical vacancy filling, including matching and sorting of application forms.
In many regions, there are specialist organisations that can help employers to implement flexible working - including part-time working - and to recruit suitable candidates.
For more information on the provision in your area, you should contact your local enterprise agency.
You could also try picking up tips from other employers that have already employed part-time workers successfully.
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Part-time workers' rights
The right of part-time workers to receive the same pay, equal treatment and pro rata contractual benefits.
All workers have basic employment protection rights - regardless of whether they work full or part-time.
Part-time workers must be treated equally to comparable full-time workers who work for the same employer and do similar work under the same type of employment contract.
Pay for part-time workers
Compared with full-time workers, part-time workers should receive equal:
Rates of pay
Part-time workers must receive the same rate of pay as full-time workers carrying out work of equal value.
Overtime pay
But only once they have worked more than the normal full-time hours of a comparable full-time worker, eg if a comparable full-time worker normally works 40 hours per week, a part-time worker working 20 hours per week would have to work another 20 hours before receiving overtime pay.
Enhanced rates of pay
For working outside normal contractual hours, eg bonus pay, shift allowances, unsocial hours payments and weekend payments.
Equal treatment of part-time workers
Compared with full-time workers, part-time workers should receive equal:
- access to any occupational pension scheme
- access to training and career development - when scheduling training courses, you should do as much as possible to include part-time workers
- rights to career breaks
- rights to receive enhanced sick, maternity, paternity and adoption leave and pay
- parental leave and other time off rights eg dependents' leave
- consideration for promotion
Pro rata contractual benefits
Part-time workers have the right to receive contractual benefits pro rata, ie in proportion to the hours they work.
This applies to benefits such as:
- paid annual leave above the statutory minimum
- company cars
- staff discounts
- health insurance
- subsidised mortgages
- profit-sharing and share-option schemes
For example, if you allow your full-time workers 30 days' paid annual leave, a part-time worker working three days a week would be entitled to 18 days.
If you cannot easily divide a benefit, eg health insurance or a car, you could withhold it from part-time workers. However, you must justify this decision on objective grounds.
The best thing to do is to work out the cash value of the benefit and give the appropriate pro rata amount to the part-time worker. For example, you could calculate the financial benefit of a company car and pay half that amount to part-time workers who work half the number of hours of full-time workers.
Term-time / part-year workers
Recent case law has determined workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term time, are entitled to 5.6 weeks of leave each year. This entitlement applies regardless of the fact that there are some weeks in the year when they do not work.
In such instances, holiday pay is calculated by averaging the pay received during the 12 weeks prior to the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker – this is compliant with the Part-time Workers (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
Justifying less favourable treatment
You should generally treat full-time and part-time workers equally. You will only be able to justify less favourable treatment if it can be shown objectively that it is necessary and appropriate to achieve a legitimate business objective.
For instance, you may be justified in withholding health insurance if you can show that the cost of providing this benefit is disproportionate.
In the case of share-option schemes, you may be able to justify the exclusion of a part-time worker where the value of the share options is so small that the potential benefit to the part-timer of the options is less than the likely cost of realising them.
Complaints of less favourable treatment
Part-time workers who believe you have treated them less favourably can ask you for a written statement of reasons for this. You have 21 days in which to respond.
Part-time workers who still believe you are treating them less favourably, and don't believe you have objectively justified this, can make a complaint to an industrial tribunal. A tribunal can make you pay compensation if they find it in the part-time worker's favour.
The Labour Relations Agency provides an alternative to the Industrial Tribunal under the Labour Relations Agency Arbitration Scheme. Under the Scheme, claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
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Introducing job-sharing
Job-sharing is a good way of allowing part-time workers to cover full-time job positions.
Job-sharing is an increasingly popular way for people who used to work full-time to move into part-time work.
What is job-sharing?
Job-sharing is when two - or sometimes more - people share the responsibility, pay, and benefits of a full-time job.
The job sharers share the pay and benefits in proportion to the hours each works. They may work split days, split weeks, or alternate weeks, or their hours may overlap.
For example, one job sharer could work Monday, Tuesday, and Wednesday, while the other works either the Thursday and Friday or the Wednesday, Thursday, and Friday, using the Wednesday as a handover period.
The benefits of job-sharing
As an employer, the benefits of job-sharing include:
- retention of valued workers who can no longer work full-time and may otherwise leave
- a wider range of skills, experience, views and ideas
- increased flexibility to meet peaks in demand
- greater continuity when one worker is sick or on holiday
- a wider pool from which to recruit
- increased commitment and loyalty
- a potential reduction in absenteeism, sickness and stress
The advantages of job-sharing for workers include:
- less stress, particularly if they are parents or carers
- a greater sense of responsibility and control of working life
Introducing job-sharing arrangements
Once you have decided that a job-sharing arrangement may be suitable, you may need to agree with workplace representatives on how it will work.
During the recruitment process, you should aim to choose candidates who have demonstrated that they can work well with others, and have complementary skills and experience.
Managing job-sharing arrangements
Once the job sharers are in place, you need to ensure that:
- you divide the work fairly
- you explain how holidays, particularly customary days, will work
- there are clear lines of responsibility
- the job sharers have clear lines of communication between themselves to ensure continuity - eg introducing a log to supplement face-to-face communication between the job sharers
Measure both job sharers' performance against full-time members of staff. If there are performance issues, deal with them evenly rather than placing the responsibility on one job sharer rather than the other.
Don't forget to plan ahead for hiring a replacement - it may take you longer to recruit a suitable individual who can work the required hours if one of the job sharers leaves.
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Considering requests to change working hours
Points to think about when workers ask to work part-time or any other flexible working pattern.
All employees, who have 26 weeks of service at the date of application, have the statutory right to request to work flexibly.
This includes working part-time or under some other form of flexible working arrangement, eg working from home.
You have a legal duty to consider any such request seriously - and you may only reject it on a limited number of specified business grounds.
For more information on statutory flexible working requests, see flexible working - the law and best practice.
Considering whether part-time working is appropriate
Before taking a decision, you need to consider:
- if a job-share would be appropriate and whether there is a suitable candidate to work as the other job sharer - see introducing job-sharing
- whether someone needs to be present in the post during all hours of work
- whether all the necessary work can be done in the number of hours the worker wants to work
- whether there is a similar type of job the worker could do part-time
- the cost of recruiting and training a replacement if a compromise cannot be found
- the business benefits of a part-time arrangement
- the consequences on the business' systems, procedures and resources
- reaching agreement with workers and/or their representatives before making changes
- any effects on other staff
Bear in mind that, once you agree to a part-time working arrangement, this is a permanent change to the worker's terms and conditions of employment (unless you agree otherwise). You should notify the worker of this, pointing out in particular that they will receive less pay as a result.
Requests from part-time workers to work full-time
If a part-time worker requests a change to full-time hours, you have no legal duty to agree to - or even consider - such a request unless otherwise agreed.
However, it is best practice to at least ask the worker to provide you with a good reason as to why this would help your business.
You could then consider whether or not:
- there is sufficient work for the increased hours
- you could use the extra hours to reorganise a number of jobs to make them more effective
- your business could afford the increase in pay, bearing in mind that you could offset any increase against saving money on recruitment
If you refuse the request, you should explain why and/or look for alternative ways of reshaping the job.
Flexible working policies
If you don't have one already, consider putting together a policy for dealing with all flexible-working requests. This will help you deal with such requests consistently and fairly.
Your policy should also cover recruitment and part-time working, ie how you would consider requests to work part-time from both internal and external job applicants applying for full-time positions.
You should, if possible, assess all the jobs in your business - including skilled and managerial ones - to determine which, if any, could be performed part-time or under a job-sharing arrangement.
See how to set up employment policies for your business.
Practical measures to facilitate part-time working
If you are a larger employer, you could consider:
- offering a contribution towards childcare costs
- providing childcare facilities on site, eg a nursery
See childcare support for your staff.
If you have new employees who are parents, and who would like to find out if they are entitled to any other form of financial support with their childcare costs, the Employers for Childcare Family Benefits Advice Service can help - Tel 028 9267 8200 for free, impartial and confidential advice (lines open Monday to Friday 8am-5pm).
You might also consider introducing other flexible forms of working, such as term-time working, lunchtime working, flexi-time and home-working. See flexible working: the law and best practice.
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Changing an employee's working hours
How an employer can reach an agreement with a worker when you want to change their working hours.
At some point, you may want to change the hours a worker works perhaps as a result of changing business needs or demands.
Can an employer change an employee's working hours?
A change to a worker's working hours amounts to a change to their terms and conditions of employment. As such, you need the worker to agree to any changes. See how to change an employee's terms of employment.
Requesting a change to working hours
Before requesting a change to a worker's working hours, you should look at the individual circumstances of the worker. For example, a change from part-time to full-time work may affect their care arrangements, while a reduction in hours may cause them financial problems.
You should notify the worker of your proposed changes to their working hours as soon as possible and explain to them why these alterations are necessary. If you do this, they may be more willing to consider and agree to your plans.
You should then consult with the worker and/or their representatives, eg trade union representatives or representatives of any relevant information and consultation forum, to reach an agreement. See how to inform and consult your employees.
Worker refuses the change to working hours
If the worker refuses to agree to your proposed change in hours, you could terminate the whole contract and offer employment on the revised terms.
However, this amounts to a dismissal - and could potentially be unfair. Therefore, you need to:
- follow a fair and reasonable procedure when dismissing the worker with appropriate notice, prior to the start date of the new contract - see dismissing employees
- terminate the contract by giving the worker proper notice - see how to issue the correct periods of notice
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Redundancy rights of fixed-term employees
In this guide:
- Fixed-term employment contracts
- Rights of fixed-term employees
- Fixed-term employment contracts and the 'equal treatment' principle
- Fixed-term employment contracts and 'less favourable treatment'
- Fixed-term employment benefits
- Redundancy rights of fixed-term employees
- Fixed-term employment contracts and statutory employment rights
- Limiting the use of successive fixed-term employment contracts
- Informing fixed-term employees about permanent vacancies
Rights of fixed-term employees
How to fulfil your legal obligations by granting fixed-term employees the same rights as permanent staff.
Fixed-term employees have the right not to be treated less favourably than comparable permanent employees because they are on a fixed-term contract.
This means you must treat fixed-term employees the same as comparable permanent employees unless there are 'objectively justifiable' circumstances for not doing so (ie there is a genuine, necessary, and appropriate business reason).
Therefore they must receive the same or equivalent (pro-rata) pay and conditions, benefits, pension rights, and opportunity to apply for permanent positions within the business.
When fixed-term could become permanent contracts
Under the Fixed-term Employees (Prevention of Less Favourable Treatment) Regulations (Northern Ireland), which came into operation on 1 October 2002, employees who have been on a fixed-term contract for four years or longer will usually be legally classed as permanent if their contract is renewed or if they are re-engaged on a new fixed-term contract. The Fixed-term Employees Regulations apply only to 'employees', not to the wider category of 'workers'.
Exemptions to the rule
The only exemptions to the rule above are when employment on a further fixed-term contract is objectively justified to achieve a legitimate business aim or when the period of four years has been lengthened under a collective or workplace agreement.
You also need to make the same tax arrangements for fixed-term employees as for permanent staff.
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Fixed-term employment contracts and the 'equal treatment' principle
Comparing the fixed-term employee with a comparable permanent employee.
Fixed-term employees have the right not to be treated less favourably than comparable permanent employees because of their employment status unless the different treatment can be objectively justified.
Comparing employment conditions
To assess whether they are receiving equal treatment, a fixed-term employee can compare their employment conditions to that of a comparable permanent employee. This means someone working for you on an indefinite or an indeterminate employment contract and in the same place, doing the same or similar work. Skills and qualifications are taken into account where relevant to the job.
Where a fixed-term employee does the same work as several permanent employees whose contractual terms are different, the fixed-term employee can select someone to compare themselves to.
The chances of a claim for equal treatment being successful depend on the employee selecting a similar comparator and whether there are objectively justifiable reasons for their being treated differently.
If no comparable permanent employee works in the same place, a fixed-term employee can choose someone working for you at another premises, but not someone working for a different employer.
An employee will not be a comparable permanent employee if his/her employment has ceased.
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Fixed-term employment contracts and 'less favourable treatment'
How to avoid treating fixed-term employees less favourably than their permanent equivalents.
A fixed-term employee has the right not to be treated less favourably as regards the terms of his or her contract. A term-by-term approach is required when considering less favourable treatment in this context.
Less favourable treatment happens when a fixed-term employee does not receive conditions or benefits granted to a comparable permanent employee - or receives or is offered a benefit on less favourable terms.
Examples of less favourable treatment would include not being given a bonus or receiving fewer paid holidays than comparable permanent employees.
If you give training to permanent employees, you must not deny fixed-term employees access to it unless it can be objectively justified. In addition, permanent staff must not enjoy preferential treatment for promotion or redundancy, unless objectively justifiable.
The period of service qualifications relating to particular conditions of employment must be the same for fixed-term employees as for permanent employees except where different length of service qualifications is justified on objective grounds.
Written statement of employment
If a fixed-term employee feels less favourably treated because of their employment status or believes their rights have been infringed, they can request a written statement of employment from you detailing the reasons. You must produce this within 21 days of the request. This is your opportunity to clarify why a fixed-term employee receives particular treatment. The intention is not to allow fixed-term employees to find out what their colleagues are receiving.
If you do not believe less favourable treatment has been given, or you have objective justification for it, the statement should say so. If a package approach is being used, the statement should say that this is why different treatment is occurring with respect to one or more benefits. The statement might be used at an industrial tribunal hearing concerning a complaint under the regulations.
Although a failure to give a written statement of employment has no direct legal effect in itself, the statement is admissible in any proceedings under the regulations. A failure to provide one allows a tribunal to draw any inference it considers just and equitable (including an inference that you are in breach of the regulations) if it appears that the employer deliberately and without reasonable excuse omitted to provide a statement, or that the written statement is evasive or equivocal. A carefully drafted written statement of employment can avoid such a possibility and should be provided.
What is objective justification?
Less favourable treatment will be justified on objective grounds if you can show that it is necessary and appropriate to achieve a legitimate and genuine business objective.
Objective justification may be a matter of degree. You should consider offering fixed-term employees certain benefits (eg loans, clothing allowances, etc) on a pro-rata basis. Sometimes, the cost to you of offering certain benefits to a fixed-term employee may be disproportionate to the benefit the employee would receive. This may objectively justify different treatment.
An example of this may be where a fixed-term employee is on a contract of three months and a comparator has a company car. You may decide not to offer the car if the cost of doing so is high and the need of the business for your employee to travel can be met in some other way.
Less favourable treatment in relation to particular contractual terms is justified where the fixed-term employee's overall package of terms and conditions is no less favourable than the comparable permanent employee's overall package.
How do employers objectively justify different conditions?
You can argue that there is objective justification for treating the fixed-term employee differently.
Alternatively, you may prove that the value of the fixed-term employee's overall terms and conditions at least equal the value of those of the comparable permanent employee.
You will need to consider whether less favourable treatment is objectively justified on a case-by-case basis, either comparing term-by-term or comparing a package of terms and conditions.
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Fixed-term employment benefits
Employment benefits that can be offered to fixed-term employees.
Some employment benefits such as season ticket loans, health insurance or staff discounts can be offered on an annual basis or over a specified period. Where a fixed-term employee is not expected to work for this period, you might offer it in proportion to the contract duration ('pro-rata').
For example, if the contract is for six months, the employee should receive half of an annual benefit. If the contract is for four months, they should receive one-third.
If this is not possible because the cost to you would outweigh the benefit to the employee, you can claim objective justification for not offering the benefit.
You need to consider whether less favourable treatment is objectively justified on a case-by-case basis. See fixed-term contracts and 'less favourable treatment'.
Access to occupational pension schemes
You must offer fixed-term employees access to occupational pension schemes on the same basis as permanent staff unless different treatment is objectively justified.
For example, if a pension scheme has been closed to new permanent employees, new fixed-term employees need not be offered access, even if their permanent comparator has access. It is important that the point at which employees have joined a company in order to have been offered access to the scheme is the same for fixed-term as for permanent employees unless a difference is objectively justified.
You do not need to offer special alternative benefits (eg contributions to a private pension scheme) to fixed-term employees who decide not to join a pension scheme unless this option is offered to comparable permanent employees.
In certain situations, it may not be necessary to offer all fixed-term employees access to occupational pension schemes. For example, where an employee is on a fixed-term contract that is shorter than the vesting period for a pension scheme, or you offer the employee a salary increase equivalent to employer pension contributions paid to permanent staff, you may be able to justify excluding them from the scheme. See know your legal obligations on pensions.
In addition, the Pensions (No.2) Act (Northern Ireland) 2008 introduced obligations on employers to provide access to and contribute towards, a workplace pension scheme for eligible employees.
Every employer must enrol workers into a workplace pension if they meet certain criteria. See automatic enrolment into a workplace pension.
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Redundancy rights of fixed-term employees
Employer obligations to grant fixed-term employees their legal redundancy rights.
Fixed-term employees have a right to statutory redundancy pay if they have been continuously employed for two years or more. Redundancy is defined in statute and the Labour Relations Agency (LRA) can provide you with information and advice on redundancy.
When a fixed-term contract terminates and is not renewed, the employee is dismissed. The reason for this dismissal will not always be redundancy - this will depend on whether you are laying off employees of the type that the fixed-term employee is, or whether there is some other reason for not renewing the contract (for example, the fixed-term employee was covering for an absent member of permanent staff).
Fixed-term employees cannot be excluded from the statutory redundancy payments scheme. However, they can be excluded from contractual schemes if this is objectively justified.
Fixed-term employees should receive the same level of redundancy payments as permanent employees unless different treatment is objectively justified.
You also need to consider whether fixed-term employees are being treated fairly in relation to other elements of redundancy packages, eg have the same access to specialist job search services as comparable permanent employees. Different treatment may be objectively justified and it is more likely to be so if the fixed-term employee did not expect their employment to last longer than the term of their first contract.
Selection for redundancy
Fixed-term employees cannot be selected for redundancy simply because of their employment status. Where fixed-term employees have been brought in to complete a particular task or as cover over a peak period, you can objectively justify selecting them for redundancy at the end of their contracts.
Length of service (Last In First Out) should never be used as sole/main criteria in a redundancy situation as it may indirectly discriminate on the grounds of age (and potentially religion, where an employer has been taking positive action to address an underrepresentation from one community in their workforce). It can be used in conjunction with other criteria or perhaps applied in tie-break situations. See redundancy selection: non compulsory and redundancy selection: compulsory.
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Fixed-term employment contracts and statutory employment rights
Handle fixed-term redundancies legally when tasks or events are completed.
If an employment contract terminates when a task is completed or an event occurs or does not occur, this is legally classified as dismissal.
This gives fixed-term employees the same statutory rights as permanent employees or others on different fixed-term contracts, including the right:
- not to be unfairly dismissed (after one year's continuous employment)
- to a written statement of reasons for dismissal (after one year)
- to statutory redundancy payments (after two years)
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Limiting the use of successive fixed-term employment contracts
When renewed fixed-term employment contracts become permanent.
If a fixed-term employee has their employment contract renewed or if they are re-engaged on a new fixed-term employment contract when they already have a period of four or more years of continuous employment, the renewal or new contract takes effect as a permanent contract (unless employment on a fixed-term contract was objectively justified or the period of four years has been lengthened under a collective or workplace agreement).
If however a fixed-term employee has had their contract renewed at least once before the four-year period has elapsed, the employee's contract will become permanent after they have completed a total of four years' service. The only exceptions are when employment on a fixed-term contract can be objectively justified, or if the period of four years has been lengthened under a collective or workplace agreement.
Continuous employment usually means employment without a break, although breaks for strike action and time spent out of work appealing against unfair dismissal (if the employee is subsequently reinstated) will not break continuity. The interval between contracts that result in continuous service being broken is determined by case law and statute and varies according to the circumstances.
Renewing or extending fixed-term employment contracts
If an employee has a fixed-term contract renewed before or extended beyond the four-year statutory limit (or beyond the limit agreed in any applicable collective or workplace agreement), the contract will be regarded as one of indefinite duration.
An employee whose employment contract is renewed as a fixed-term contract, or re-engaged under a fixed-term contract, after the four-year period has the right to ask you in writing for a written statement of employment to confirm that they are now a permanent employee. You must produce the written statement of employment within 21 days and if you maintain that the employee is still fixed-term, you must explain the reasons why. The statement may be used at an industrial tribunal hearing if your employee decides to make a claim. See the written statement.
Once the employee's contract is regarded as permanent, statutory minimum notice periods apply unless longer periods are contractually agreed.
The limitation on successive fixed-term employment contracts will apply only where the employee has been continuously employed for the whole period. An employee may be continuously employed even where there is a gap between successive contracts. See continuous employment and employee rights.
Fixed-term contract renewal may be justified on objective grounds if it is necessary and appropriate to achieve a legitimate objective, for example, a genuine business objective.
Collective and workplace agreements
Such agreements provide an alternative scheme for preventing abuses of fixed-term employment contracts and can be made to vary the limit on the duration of successive fixed-term contracts upwards or downwards, or to limit the use of successive fixed-term contracts by applying one or more of the following:
- a limit on the total duration of successive fixed-term employment contracts
- a limit on the number of successive fixed-term employment contracts
- a list of permissible objective reasons justifying renewals of fixed-term employment contracts
You and your employees may agree on reasons for renewing fixed-term contracts, including the specific needs of particular professions, for example, professional sport and theatre. It is important that these reasons do not permit the abuse of successive fixed-term contracts.
A collective agreement is made between an employer or association/group of employers and trade union representatives. A workforce agreement is made between representatives of a workforce and an employer.
Workforce agreements can apply only to groups of employees whose terms and conditions of employment are not covered by a collective agreement. Where a union is recognised to negotiate terms and conditions of employment any variations must be made through a collective agreement.
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Informing fixed-term employees about permanent vacancies
Fulfil your legal obligations to fixed-term employees when permanent positions arise.
You must inform fixed-term employees of permanent vacancies in your organisation, and give them the same opportunity as others to apply for such roles.
You should inform fixed-term and permanent employees of such vacancies at the same time and in the same way. Displaying a vacancy notice where all employees can see it or emailing the vacancy to all staff members will usually enable you to do this effectively.
Industrial Tribunals
Finally, under the regulations, a fixed-term employee may present a claim to an Industrial Tribunal alleging that they have not been informed of available vacancies or that they have suffered a detriment, or less favourable treatment. If you receive such a complaint you can contact the Labour Relations Agency (LRA). Its conciliation service applies to such claims. See details of the LRA's dispute resolution services.
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Whistleblowing: Right of complaint to an industrial tribunal
In this guide:
- Dismissing employees
- Types of employee dismissal
- Fair dismissal
- Unfair dismissal
- Unfair dismissal: employee eligibility
- Dismissals on capability grounds
- Dismissal due to illness
- Dismissals relating to industrial action
- Dismissals on conduct grounds
- Whistleblowing and dismissal
- Whistleblowing: Qualifying disclosures
- Whistleblowing: Exceptionally serious failures
- Whistleblowing: Right of complaint to an industrial tribunal
Types of employee dismissal
The different types of staff dismissal and unfair dismissal claims.
There are several types of staff dismissal:
- fair dismissal
- unfair dismissal
- constructive dismissal
- wrongful dismissal
Fair and unfair dismissal
A dismissal is fair or unfair depending on your reason or reasons for dismissal and whether you act reasonably during the dismissal process. Industrial tribunals/arbitrators follow previous legal decisions in deciding what is reasonable. What is unfair dismissal and what is fair dismissal?
Constructive dismissal
Constructive dismissal occurs where an employee resigns because you have substantially breached their employment contract, for example:
- cutting wages without agreement
- unlawfully demoting them
- allowing colleagues to subject them to harassment, bullying, victimisation, humiliation or discrimination
- unfairly increasing their workload
- changing the location of their workplace without contractual authority
- making them work in dangerous conditions
The breach of contract can result from either a single serious event or the last in a series of less serious events.
An individual may claim constructive unfair dismissal. A constructive dismissal is not necessarily an unfair one but it's hard for an employer to show that an action in breach of the contract was, in fact, fair.
Wrongful dismissal
Wrongful dismissal is where a contractual term is broken in the dismissal process, for example, dismissing an employee without giving them proper notice.
For further information see the Employers' Handbook Section 18: Disciplinary issues and dismissal (PDF, 95K).
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Fair dismissal
You must have a valid reason for dismissing an employee - understand the reasons that constitute a fair dismissal.
To dismiss an employee fairly, you must first have a fair reason for doing so. Potential reasons for fair dismissal include:
- conduct
- capability
- redundancy
- a statutory requirement which could prevent the employment continuing, such as a driver losing their driving licence
- some other substantial reason - any other potentially fair reasons fall into this category
An example of 'some other substantial reason' would be the dismissal of an employee who was taken on as a temporary replacement for an employee on maternity leave. For such a dismissal to be fair, you must have told the replacement employee at the beginning of their employment that the job was only temporary.
In order for any dismissal to be fair, you must also act reasonably and fairly during the dismissal procedure.
Acting reasonably
There is no statutory definition of 'reasonableness'. Reasonableness will be judged taking into account the employer's size and resources and will also consider whether the employer:
- raised and dealt with the issue promptly and consistently throughout the process
- genuinely believed that the reason for dismissal was a potentially fair one
- had reasonable grounds for that belief
- carried out proper and reasonable investigations where appropriate
- followed statutory dismissal and disciplinary procedures
- informed the employee in writing why they were being considered for dismissal and listened to their views
- allowed the employee to be accompanied at disciplinary/dismissal hearings and appeals
- gave the employee the chance to appeal against the decision to dismiss
Reasonableness may also depend on whether the employee could be expected to understand the consequences of their behaviour.
Dismissal and disciplinary procedures
You must set out your dismissal and disciplinary rules and procedures in writing. Sample dismissal procedures (DOC, 14K).
There is a minimum statutory procedure that must be followed when you decide to dismiss an employee. Failure to follow this procedure may result in a finding of automatic unfair dismissal.
If you fail to follow the statutory procedure, where it applies, and the issue is subsequently heard by a tribunal, any compensation awarded to the employee could be increased by between 10% and 50%.
You should follow the good practice advice set out in the Labour Relations Agency (LRA) Code of Practice on Discipline and Grievance.
Additional advice, including sample procedures, can be found in the LRA guidance on advice on handling discipline and grievances at work.
Though tribunals/arbitrators do not have to take this booklet into account, it provides more detail and guidance which may be helpful.
Summary dismissals
Summary dismissal is the dismissal of an employee without notice or pay in lieu of notice - this occurs when they have committed an act of gross misconduct.
You should investigate the circumstances of the misconduct before dismissing the employee.
However, if you feel that you have no choice but to dismiss an employee, you must still follow statutory procedures.
Staff probationary periods
If you decide to dismiss an employee during their probationary period, you must follow at least the statutory dismissal and disciplinary procedure.
Third-party pressure to dismiss an employee
If a customer or client threatens to withdraw their business unless you dismiss one of your employees, only an industrial tribunal/arbitrator can determine whether or not such a dismissal is fair. Such dismissals are normally categorised as 'some other substantial reason'.
You cannot however take into account pressure exerted by a trade union by the calling or threatening of industrial action.
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Unfair dismissal
Reasons that automatically constitute the unfair dismissal of an employee.
Even if you think you have dismissed an employee fairly, they could decide to bring an unfair dismissal claim because they believe that:
- the reason you gave for the dismissal wasn't the real one
- you dismissed them for an unfair reason - see unfair dismissal
- you acted unreasonably, eg by failing to give the employee plenty of warning in the run-up to taking the decision to dismiss them
How to fairly dismiss an employee fairly
If you think you may have to dismiss an employee, make sure that you:
- Have a fair reason for dismissal.
- Follow - at the very least - the statutory dismissal procedure. If you unreasonably fail to follow the statutory dismissal procedure and the issue is heard at tribunal, any compensation awarded to the employee could be increased by between 10% and 50%.
- Follow any contractual disciplinary/dismissal procedure you may have, as well as the guidance outlined in the Labour Relations Agency (LRA) Code of Practice on Discipline and Grievance Procedures. Your contractual procedure should comply with the code.
See fair dismissal.
Penalties for unfair dismissals
If an employee has been unfairly dismissed, the employer may be ordered to reinstate or reengage the employee. This however is an exceptional outcome.
Invariably, a tribunal or arbitrator will award compensation, made up of a basic award that depends on the employee's age, gross weekly pay, length of service, and a compensatory award.
They can also make an additional award if you fail to follow an order to reinstate or re-engage the employee.
Apart from in health and safety and whistleblowing cases, there is a limit on the amount which can be awarded for unfair dismissal. For the latest limits on awards, see our table of current tribunal and arbitration compensation limits.
The Labour Relations Agency Arbitration Scheme
The Labour Relations Agency (LRA) Arbitration Scheme provides an alternative to having a case heard by a tribunal to resolve an employment-related dispute (for example, claims of unfair dismissal, breach of contract or discrimination, etc).
The scheme is quicker, confidential, non-legalistic, less formal, and more cost-effective than a tribunal hearing.
Under the scheme, an arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
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Unfair dismissal: employee eligibility
Employer consequences if you dismiss someone unfairly.
Employees can usually only claim unfair dismissal if they have worked for you for at least one year.
There are a number of reasons for dismissal that are automatically unfair. Most of these do not require the employee to have a minimum of one year's service, ie the employee will be able to claim unfair dismissal from day one of employment.
Who cannot complain to a tribunal about unfair dismissal?
The right to complain to a tribunal about unfair dismissal is also not available to:
- Self-employed people.
- Those who are not employees, eg casual workers, independent contractors or freelance agents.
- Members of the armed forces.
- Employees who have reached a settlement with their employer via Labour Relations Agency (LRA) conciliation.
- Individuals working under an illegal contract, eg a barman who is under the age of 18 years old or employees in receipt of untaxed monies.
- Employees covered by a dismissal procedure agreement that has been exempted from the unfair dismissal provisions by legislation. This is a rarely exercised legal provision.
- Employees taking part in unofficial industrial action (unless the dismissal is for certain specified reasons, eg taking family leave or making a protected disclosure). For more information, see the page in this guide on dismissals relating to industrial action.
- The police (although police staff may make unfair dismissal claims where the dismissal relates to health and safety or the making of a protected disclosure).
- Those employed as a master - or as a member of the crew - of a fishing vessel where the individual is paid only by a share in the profits or gross earnings of the vessel.
- Employees who have reached a settlement with their employer via a 'compromise agreement'. This is an agreement reached, with the benefit of a relevant independent advisor who has professional indemnity insurance, in which the employee waives their right to make a complaint in relation to the dispute to which the settlement relates. This means that the agreement must specify the legal basis for the dispute - it cannot state that it covers all the possible employment-related claims.
Exemption from the unfair dismissal provisions
The parties to a dismissal-procedures agreement can apply jointly to the Department for the Economy to substitute provisions of the unfair dismissal legislation. Such substitution may be allowed if all the following points are satisfied:
- every trade union which is a party to the agreement is independent
- the agreement has a procedure to be followed if an employee claims to have been unfairly dismissed
- the procedure is non-discriminatory and available to all relevant employees
- the procedure gives employees a similar level of protection to that provided by the legislation
- the agreement includes provision either for arbitration in every case or allows arbitration in cases where a decision can't be reached or where a decision raises a question of law
- the agreement clearly defines which employees it applies to
Lay-offs and short-time working
You may temporarily lay off an employee or put them on short-time working, eg because of a downturn in work. This does not necessarily amount to a redundancy dismissal. You can only do this if the terms of their contract of employment allow it or by agreement with the employee. See Employers' Handbook Section 23: Lay-off and short time working (PDF, 33K).
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Dismissals on capability grounds
How to dismiss an employee fairly when they are incapable of doing their job properly or commit some form of misconduct.
Sometimes an employee is incapable of doing their job to the required standard. This may be because they don't have the right skills or aptitude for the job.
They may also be capable of doing their job, but unwilling or reluctant to do it properly. In these particular circumstances, you would deal with the issue as one of misconduct and follow your company disciplinary procedures and the statutory dismissal and disciplinary procedures (if they apply). Otherwise capability is a separate dismissal category to misconduct. See dismissals on conduct grounds.
In most cases involving capability, you can help an employee improve by taking informal action, eg by offering training/mentoring or another suitable job (you would only redeploy to another suitable job if this is something that they agree to at this stage).
Capability dismissals: lack of skills/aptitude
To ensure that any resulting capability dismissal is fair when formal action is taken - you should:
- Inform the employee in writing of the performance issues that exist and invite them to a meeting to discuss these issues.
- Following the meeting, give an employee who is found to be performing unsatisfactorily a written note, as a summary and explanation ideally, setting out the performance problems identified at the meeting, the improvement that is required, a reasonable timescale for achieving this improvement, a review date and any identified measures of support you will provide to assist them to meet the required standards.
- Inform your employee that the note represents the first stage of a formal procedure and that failure to improve could lead to a final written warning and, ultimately, dismissal. You should keep a copy of the note and use it as the basis for monitoring and reviewing performance over the specified timescale - see managing staff performance. You should also inform the employee that they may appeal at any stage of the formal process.
- If there is a failure to improve in the timescale outlined, repeat the above procedure and issue a final written warning.
- If again there is a failure to improve within the timescale set out in the final written warning, this may result in dismissal.
- Finally, you should note that some exceptional acts of incapability can merit summary dismissal.
- Throughout the formal process, employees have the right to be accompanied to all meetings and appeal meetings and to appeal to a more senior manager - ideally one not involved in the initial meetings. To read more on the right to be accompanied, read the LRA Code of Practice on Disciplinary and Grievance Procedures.
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Dismissal due to illness
How to handle dismissing an employee due to long-term ill health.
Dismissal due to capability may also include instances where the employer dismisses because the employee is no longer capable of doing the job they were employed to do because of illness.
Occasionally an employee may have to leave your employment because of long-term ill health. Sometimes the employee will simply choose to resign. However, you might eventually have to consider dismissing them.
In order for a dismissal to be potentially fair, you must ensure that you regularly communicate and consult with the employee, take appropriate medical advice, consider the effects of the absence on the business, consider alternatives to dismissal and, if appropriate, take account of any reasonable adjustments as required under disability discrimination legislation. See employ and support people with disabilities.
Finally, before dismissing an employee you must also ensure you comply with the statutory dismissal procedures.
Prior to dismissal due to illness
Before dismissing an employee, you should consider as many ways as possible to help them back to work - dismissal is a last resort and could be unfair if not handled properly. It is also very important that you determine whether or not they are disabled under the Disability Discrimination Act 1995.
You can consider getting a medical report from their GP (with their written permission), or an occupational health assessment. Remember to ask the questions that are relevant to the job, as this will enable you to get the information you need to make an informed decision. The employee has the right to see the GP report before you and may choose not to disclose some information.
If their continued employment is no longer feasible because there are no reasonable adjustments that can be made, it may be fair for you to dismiss them.
During any dismissal procedure, you should treat all employees with sensitivity. You should also act fairly and reasonably. Your dismissal procedure must follow the statutory dismissal requirements.
If you unreasonably fail to follow the statutory dismissal procedures when dismissing and the employee is successful in unfair dismissal proceedings, any compensation awarded by the tribunal or arbitrator could be increased by between 10% and 50%.
If the employee who is subject to the procedure is disabled, you will also have to consider making any possible reasonable adjustments to allow for their needs; you have to address disability discrimination laws, so this is important.
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Dismissals relating to industrial action
How to ensure that you dismiss an employee fairly for reasons relating to industrial action.
It is automatically unfair to dismiss workers for taking part in official industrial action:
- In the 12-week period from the day the industrial action starts.
- That lasts longer than 12 weeks - but only if you haven't taken reasonable steps to resolve the dispute. Only an industrial tribunal/arbitrator can decide whether or not you've taken the necessary steps to resolve the dispute.
Subject to some exceptions (see below), an employee dismissed while taking part in unofficial industrial action can't generally claim unfair dismissal.
For the difference between official and unofficial industrial action, see our guide on industrial disputes.
If you 'lock-out' employees taking industrial action, the days of the lock-out are not included in the calculation of the 12-week protected period. A lock-out is where you prevent employees from getting to their workplace, eg by locking the doors to the premises.
Apart from this - subject to some exceptions (see below) - an industrial tribunal/arbitrator can't hear a complaint of unfair dismissal from an employee dismissed while taking part in official industrial action as long as you have:
- dismissed all those who were taking part in the action on the same date that you dismissed the person complaining of unfair dismissal
- not offered re-engagement to any dismissed employee within three months of the dismissal date without making the person complaining of unfair dismissal a similar offer
Exceptions
The exceptions are that a tribunal/arbitrator can hear a complaint of unfair dismissal from an employee dismissed while taking part in industrial action - either official or unofficial - if the main reason:
- was that the employee took certain specified types of action on health and safety grounds
- related to maternity/paternity/adoption/parental/shared parental/parental bereavement leave, pregnancy or time off for a dependant
- was that the employee exercised their rights under the Working Time Regulations (Northern Ireland) 2016
- related to the right to request flexible working arrangements
- was that the employee had been summoned or took time off work for jury service
- was that the employee took certain specified types of action as an employee representative or as a candidate to become one, or taking part in the election of such a representative
An industrial tribunal/arbitrator can also hear a complaint of unfair dismissal from an employee dismissed while participating in unofficial industrial action if the reason or main reason for the dismissal was that the employee made a protected disclosure.
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Dismissals on conduct grounds
How to dismiss employees involved in incidents of misconduct.
If you find that an employee has been involved in an incident of misconduct, the action you take depends on how serious it is. For example:
- If the misconduct relates to a minor issue, the penalty for a first offence would normally be a verbal warning. This would be followed by a written warning if the offence is repeated within a specified timescale. Further occurrences would result in a final written warning and ultimately dismissal if repeated again.
- If the misconduct relates to a more serious issue, the employer may issue a final written warning for a first offence followed by dismissal for any further repeat of the offence within a specified time scale.
- The Labour Relations Agency (LRA) Code of Practice applies the statutory procedures to the issue of warnings as a matter of good practice.
- If the misconduct is of a very serious nature, the employer may dismiss for a first offence.
- No disciplinary action should be taken until there has been a thorough investigation into the alleged misconduct.
- Details of the alleged misconduct should be set out in writing and given to the employee prior to any hearing taking place.
- The employee must be offered the right to appeal against any decision taken within the formal procedure
- Throughout the formal process, employees have the right to be accompanied to all meetings and appeal meetings and to appeal to a more senior manager - ideally one not involved in the initial meetings
- The LRA Code of Practice on Disciplinary and Grievance Procedures recommends that verbal warnings remain on file for a six-month period and written warnings for a 12-month period.
Discipline and dismissal have a statutory procedure which must be followed and if it is not, where it applies, this may result in a finding of automatic unfair dismissal.
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Whistleblowing and dismissal
Protection from dismissal or detrimental treatment for workers who disclose a suspected relevant failure at work.
Workers who suspect wrongdoing and 'blow the whistle' to disclose these concerns to their employer are protected from dismissal or other negative consequences - as long as certain criteria are met. This law intends to help businesses quickly identify and resolve such problems.
The term 'workers' refers to those who work under:
- a contract of employment, eg employees
- some other contract to perform work personally, eg casual workers
It does not cover the genuinely self-employed.
The whistleblowing law also covers NHS practitioners, such as:
- GPs
- certain dentists
- pharmacists
- opticians
It also covers:
- agency workers
- certain categories of trainee
- those who contract to provide services to the Department of Health
- those who contract to provide services to a business via their own limited company - even if introduced via an employment agency or employment business
- student nurses and student midwives who undertake work experience as part of a course of education or training approved by, or under arrangements with, the Nursing and Midwifery Council (NMC)
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Whistleblowing: Qualifying disclosures
The types of disclosure that are eligible for protection from dismissal.
The types of disclosure that are eligible for protection are known as 'qualifying disclosures'.
These are where the worker reasonably believes that the disclosure is being made in the public interest and at least one 'relevant failure' is currently happening, took place in the past, or is likely to happen in the future.
Relevant failures can be:
- a criminal offence
- a miscarriage of justice
- damage to the environment
- the breach of a legal obligation
- a danger to the health or safety of any individual
- the deliberate covering up of information tending to show any of these matters
The same protection applies even if the qualifying disclosure concerns a relevant failure overseas or where the applicable law is not that of the UK.
Disclosures that can be characterised as being of a personal rather than public interest, will not be protected.
The belief does not need to be correct. The worker only needs to show that they held the belief and that it was a reasonable belief in the circumstances at the time they made the disclosure.
The disclosure is not a qualifying disclosure if:
- by making the disclosure, the worker has committed an offence, eg under the Official Secrets Act 1989
- the information should be protected from disclosure because of legal professional privilege, eg the disclosure has been made by a legal adviser (or their secretary) who has acquired the information in the course of providing legal advice
Qualifying disclosures made internally
A worker is protected if they make a qualifying disclosure to either:
- their employer - either directly or by using a procedure authorised by the employer for that purpose
- to another person who the worker reasonably believes to be solely or mainly responsible for the relevant failure
Ideally, you should have a whistleblowing policy that includes a procedure to follow if a worker wishes to make a qualifying disclosure.
Qualifying disclosures made externally
A worker is protected if they make a qualifying disclosure to an appropriate 'prescribed person'. These are certain statutory bodies - or people within them - who have the authority to receive disclosures relevant to the role of that particular body. Breaches in health and safety law, for example, can be brought to the attention of the Health and Safety Executive for Northern Ireland or the appropriate local council.
Public Interest Disclosure guidance.
For the disclosure to be protected, the worker must:
- reasonably believe the information and any allegation it contains are substantially true and are in the public interest to disclose
- reasonably believe they are making the disclosure to the relevant person or body
A qualifying disclosure is also a protected disclosure if it is made:
- to a government minister or a Northern Ireland Department Permanent Secretary by someone working in a government-appointed organisation - this could be directly or via departmental officials and in the public interest to disclose
- to a legal adviser in the course of obtaining legal advice - there are no further conditions attached
Other circumstances where an external disclosure is protected
A qualifying disclosure continues to be a protected disclosure if the conditions below are met.
Firstly, the worker must:
- not act for personal gain
- reasonably believe the information - and any allegation contained in it - is substantially true
In addition, one or more of the following conditions must be met:
- the worker must have previously disclosed the same information to their employer or to a prescribed person
- the worker reasonably believed they would be subjected to a detriment by their employer if the disclosure was made to the employer or a prescribed person
- in the absence of an appropriate prescribed person, the worker reasonably believed that disclosure to the employer would result in the destruction or concealment of information about the wrongdoing
Finally, it must be reasonable for the worker to make the disclosure. An industrial tribunal/arbitrator will decide whether the worker acted reasonably in all the circumstances, particularly taking into account:
- the seriousness of the relevant failure
- whether the relevant failure is continuing or likely to occur again
- whether the worker followed any internal procedures approved by the employer
- what action has, or might reasonably be expected to have, been taken where a previous disclosure was made to the employer or a prescribed person
- whether the disclosure breaches the employer's duty of confidentiality to others
- the identity of the person to whom the disclosure was made
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Whistleblowing: Exceptionally serious failures
How workers are protected when reporting an exceptionally serious failure in the workplace.
If the relevant failure is exceptionally serious, any qualifying disclosure made externally will be protected if the worker:
- does not act for personal gain
- reasonably believes the information disclosed, and any allegation contained in it, are substantially true
Also, it must be reasonable for the worker to make the disclosure in view of all the circumstances - with particular regard to the identity of the person to whom the disclosure is made.
Only an industrial tribunal/arbitrator can decide whether or not the relevant failure is exceptionally serious. This will be a matter of fact and not simply a matter of the worker reasonably believing it to be exceptionally serious.
Raising a grievance and making protected disclosures
Employees do not necessarily have to raise a grievance in order to make a protected disclosure.
For more information about grievance procedures, see our guide on handling grievances.
There may be good reasons why a worker wishes their identity to remain confidential. The law does not compel an organisation to protect the confidentiality of a whistleblower. However, it is considered best practice to maintain that confidentiality, unless required by law to disclose it.
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Whistleblowing: Right of complaint to an industrial tribunal
If an employee is dismissed for making a protected disclosure, they may bring a claim to an employment tribunal.
An employee may bring a claim for unfair dismissal if they are dismissed for making a protected disclosure. A tribunal/arbitrator will find any such dismissal to be automatically unfair.
An employee or other worker who believes they have been subjected to a detriment for making a protected disclosure can bring a complaint of detrimental treatment.
A worker subjected to a detriment by a co-worker in the course of that co-worker's employment with the employer, on the grounds that the worker made a protected disclosure, may be able to take a case to an Industrial Tribunal against both the co-worker and their employer.
A detriment can be either an act or a deliberate decision not to act by the employer. Whether an employee or other worker has suffered a detriment will be decided by the tribunal/arbitrator.
Examples of detrimental treatment include:
- threats of dismissal
- withholding a pay rise
- discrimination in promotion, transfer, or training opportunities
- failure to confer a benefit on a person who failed to accept an unlawful inducement that would have been conferred on them had they accepted the offer
Workers who are not employees cannot claim unfair dismissal. However, their dismissal could amount to a detriment and therefore they could still bring a detrimental treatment claim.
Remedies
Where a tribunal or arbitrator finds that an employee's complaint of unfair dismissal is justified, they will order either:
- reinstatement/re-employment
- the payment of compensation
Where an employee or other worker complains they have been subjected to a detriment and the tribunal or arbitrator finds the complaint well-founded, they will make a declaration to that effect and may order the payment of compensation.
An industrial tribunal will have the discretion to reduce a compensatory award by up to 25% in the event that it finds the disclosure has not been made in good faith.
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Whistleblowing and dismissal
In this guide:
- Dismissing employees
- Types of employee dismissal
- Fair dismissal
- Unfair dismissal
- Unfair dismissal: employee eligibility
- Dismissals on capability grounds
- Dismissal due to illness
- Dismissals relating to industrial action
- Dismissals on conduct grounds
- Whistleblowing and dismissal
- Whistleblowing: Qualifying disclosures
- Whistleblowing: Exceptionally serious failures
- Whistleblowing: Right of complaint to an industrial tribunal
Types of employee dismissal
The different types of staff dismissal and unfair dismissal claims.
There are several types of staff dismissal:
- fair dismissal
- unfair dismissal
- constructive dismissal
- wrongful dismissal
Fair and unfair dismissal
A dismissal is fair or unfair depending on your reason or reasons for dismissal and whether you act reasonably during the dismissal process. Industrial tribunals/arbitrators follow previous legal decisions in deciding what is reasonable. What is unfair dismissal and what is fair dismissal?
Constructive dismissal
Constructive dismissal occurs where an employee resigns because you have substantially breached their employment contract, for example:
- cutting wages without agreement
- unlawfully demoting them
- allowing colleagues to subject them to harassment, bullying, victimisation, humiliation or discrimination
- unfairly increasing their workload
- changing the location of their workplace without contractual authority
- making them work in dangerous conditions
The breach of contract can result from either a single serious event or the last in a series of less serious events.
An individual may claim constructive unfair dismissal. A constructive dismissal is not necessarily an unfair one but it's hard for an employer to show that an action in breach of the contract was, in fact, fair.
Wrongful dismissal
Wrongful dismissal is where a contractual term is broken in the dismissal process, for example, dismissing an employee without giving them proper notice.
For further information see the Employers' Handbook Section 18: Disciplinary issues and dismissal (PDF, 95K).
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Fair dismissal
You must have a valid reason for dismissing an employee - understand the reasons that constitute a fair dismissal.
To dismiss an employee fairly, you must first have a fair reason for doing so. Potential reasons for fair dismissal include:
- conduct
- capability
- redundancy
- a statutory requirement which could prevent the employment continuing, such as a driver losing their driving licence
- some other substantial reason - any other potentially fair reasons fall into this category
An example of 'some other substantial reason' would be the dismissal of an employee who was taken on as a temporary replacement for an employee on maternity leave. For such a dismissal to be fair, you must have told the replacement employee at the beginning of their employment that the job was only temporary.
In order for any dismissal to be fair, you must also act reasonably and fairly during the dismissal procedure.
Acting reasonably
There is no statutory definition of 'reasonableness'. Reasonableness will be judged taking into account the employer's size and resources and will also consider whether the employer:
- raised and dealt with the issue promptly and consistently throughout the process
- genuinely believed that the reason for dismissal was a potentially fair one
- had reasonable grounds for that belief
- carried out proper and reasonable investigations where appropriate
- followed statutory dismissal and disciplinary procedures
- informed the employee in writing why they were being considered for dismissal and listened to their views
- allowed the employee to be accompanied at disciplinary/dismissal hearings and appeals
- gave the employee the chance to appeal against the decision to dismiss
Reasonableness may also depend on whether the employee could be expected to understand the consequences of their behaviour.
Dismissal and disciplinary procedures
You must set out your dismissal and disciplinary rules and procedures in writing. Sample dismissal procedures (DOC, 14K).
There is a minimum statutory procedure that must be followed when you decide to dismiss an employee. Failure to follow this procedure may result in a finding of automatic unfair dismissal.
If you fail to follow the statutory procedure, where it applies, and the issue is subsequently heard by a tribunal, any compensation awarded to the employee could be increased by between 10% and 50%.
You should follow the good practice advice set out in the Labour Relations Agency (LRA) Code of Practice on Discipline and Grievance.
Additional advice, including sample procedures, can be found in the LRA guidance on advice on handling discipline and grievances at work.
Though tribunals/arbitrators do not have to take this booklet into account, it provides more detail and guidance which may be helpful.
Summary dismissals
Summary dismissal is the dismissal of an employee without notice or pay in lieu of notice - this occurs when they have committed an act of gross misconduct.
You should investigate the circumstances of the misconduct before dismissing the employee.
However, if you feel that you have no choice but to dismiss an employee, you must still follow statutory procedures.
Staff probationary periods
If you decide to dismiss an employee during their probationary period, you must follow at least the statutory dismissal and disciplinary procedure.
Third-party pressure to dismiss an employee
If a customer or client threatens to withdraw their business unless you dismiss one of your employees, only an industrial tribunal/arbitrator can determine whether or not such a dismissal is fair. Such dismissals are normally categorised as 'some other substantial reason'.
You cannot however take into account pressure exerted by a trade union by the calling or threatening of industrial action.
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Unfair dismissal
Reasons that automatically constitute the unfair dismissal of an employee.
Even if you think you have dismissed an employee fairly, they could decide to bring an unfair dismissal claim because they believe that:
- the reason you gave for the dismissal wasn't the real one
- you dismissed them for an unfair reason - see unfair dismissal
- you acted unreasonably, eg by failing to give the employee plenty of warning in the run-up to taking the decision to dismiss them
How to fairly dismiss an employee fairly
If you think you may have to dismiss an employee, make sure that you:
- Have a fair reason for dismissal.
- Follow - at the very least - the statutory dismissal procedure. If you unreasonably fail to follow the statutory dismissal procedure and the issue is heard at tribunal, any compensation awarded to the employee could be increased by between 10% and 50%.
- Follow any contractual disciplinary/dismissal procedure you may have, as well as the guidance outlined in the Labour Relations Agency (LRA) Code of Practice on Discipline and Grievance Procedures. Your contractual procedure should comply with the code.
See fair dismissal.
Penalties for unfair dismissals
If an employee has been unfairly dismissed, the employer may be ordered to reinstate or reengage the employee. This however is an exceptional outcome.
Invariably, a tribunal or arbitrator will award compensation, made up of a basic award that depends on the employee's age, gross weekly pay, length of service, and a compensatory award.
They can also make an additional award if you fail to follow an order to reinstate or re-engage the employee.
Apart from in health and safety and whistleblowing cases, there is a limit on the amount which can be awarded for unfair dismissal. For the latest limits on awards, see our table of current tribunal and arbitration compensation limits.
The Labour Relations Agency Arbitration Scheme
The Labour Relations Agency (LRA) Arbitration Scheme provides an alternative to having a case heard by a tribunal to resolve an employment-related dispute (for example, claims of unfair dismissal, breach of contract or discrimination, etc).
The scheme is quicker, confidential, non-legalistic, less formal, and more cost-effective than a tribunal hearing.
Under the scheme, an arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
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Unfair dismissal: employee eligibility
Employer consequences if you dismiss someone unfairly.
Employees can usually only claim unfair dismissal if they have worked for you for at least one year.
There are a number of reasons for dismissal that are automatically unfair. Most of these do not require the employee to have a minimum of one year's service, ie the employee will be able to claim unfair dismissal from day one of employment.
Who cannot complain to a tribunal about unfair dismissal?
The right to complain to a tribunal about unfair dismissal is also not available to:
- Self-employed people.
- Those who are not employees, eg casual workers, independent contractors or freelance agents.
- Members of the armed forces.
- Employees who have reached a settlement with their employer via Labour Relations Agency (LRA) conciliation.
- Individuals working under an illegal contract, eg a barman who is under the age of 18 years old or employees in receipt of untaxed monies.
- Employees covered by a dismissal procedure agreement that has been exempted from the unfair dismissal provisions by legislation. This is a rarely exercised legal provision.
- Employees taking part in unofficial industrial action (unless the dismissal is for certain specified reasons, eg taking family leave or making a protected disclosure). For more information, see the page in this guide on dismissals relating to industrial action.
- The police (although police staff may make unfair dismissal claims where the dismissal relates to health and safety or the making of a protected disclosure).
- Those employed as a master - or as a member of the crew - of a fishing vessel where the individual is paid only by a share in the profits or gross earnings of the vessel.
- Employees who have reached a settlement with their employer via a 'compromise agreement'. This is an agreement reached, with the benefit of a relevant independent advisor who has professional indemnity insurance, in which the employee waives their right to make a complaint in relation to the dispute to which the settlement relates. This means that the agreement must specify the legal basis for the dispute - it cannot state that it covers all the possible employment-related claims.
Exemption from the unfair dismissal provisions
The parties to a dismissal-procedures agreement can apply jointly to the Department for the Economy to substitute provisions of the unfair dismissal legislation. Such substitution may be allowed if all the following points are satisfied:
- every trade union which is a party to the agreement is independent
- the agreement has a procedure to be followed if an employee claims to have been unfairly dismissed
- the procedure is non-discriminatory and available to all relevant employees
- the procedure gives employees a similar level of protection to that provided by the legislation
- the agreement includes provision either for arbitration in every case or allows arbitration in cases where a decision can't be reached or where a decision raises a question of law
- the agreement clearly defines which employees it applies to
Lay-offs and short-time working
You may temporarily lay off an employee or put them on short-time working, eg because of a downturn in work. This does not necessarily amount to a redundancy dismissal. You can only do this if the terms of their contract of employment allow it or by agreement with the employee. See Employers' Handbook Section 23: Lay-off and short time working (PDF, 33K).
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Dismissals on capability grounds
How to dismiss an employee fairly when they are incapable of doing their job properly or commit some form of misconduct.
Sometimes an employee is incapable of doing their job to the required standard. This may be because they don't have the right skills or aptitude for the job.
They may also be capable of doing their job, but unwilling or reluctant to do it properly. In these particular circumstances, you would deal with the issue as one of misconduct and follow your company disciplinary procedures and the statutory dismissal and disciplinary procedures (if they apply). Otherwise capability is a separate dismissal category to misconduct. See dismissals on conduct grounds.
In most cases involving capability, you can help an employee improve by taking informal action, eg by offering training/mentoring or another suitable job (you would only redeploy to another suitable job if this is something that they agree to at this stage).
Capability dismissals: lack of skills/aptitude
To ensure that any resulting capability dismissal is fair when formal action is taken - you should:
- Inform the employee in writing of the performance issues that exist and invite them to a meeting to discuss these issues.
- Following the meeting, give an employee who is found to be performing unsatisfactorily a written note, as a summary and explanation ideally, setting out the performance problems identified at the meeting, the improvement that is required, a reasonable timescale for achieving this improvement, a review date and any identified measures of support you will provide to assist them to meet the required standards.
- Inform your employee that the note represents the first stage of a formal procedure and that failure to improve could lead to a final written warning and, ultimately, dismissal. You should keep a copy of the note and use it as the basis for monitoring and reviewing performance over the specified timescale - see managing staff performance. You should also inform the employee that they may appeal at any stage of the formal process.
- If there is a failure to improve in the timescale outlined, repeat the above procedure and issue a final written warning.
- If again there is a failure to improve within the timescale set out in the final written warning, this may result in dismissal.
- Finally, you should note that some exceptional acts of incapability can merit summary dismissal.
- Throughout the formal process, employees have the right to be accompanied to all meetings and appeal meetings and to appeal to a more senior manager - ideally one not involved in the initial meetings. To read more on the right to be accompanied, read the LRA Code of Practice on Disciplinary and Grievance Procedures.
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Dismissal due to illness
How to handle dismissing an employee due to long-term ill health.
Dismissal due to capability may also include instances where the employer dismisses because the employee is no longer capable of doing the job they were employed to do because of illness.
Occasionally an employee may have to leave your employment because of long-term ill health. Sometimes the employee will simply choose to resign. However, you might eventually have to consider dismissing them.
In order for a dismissal to be potentially fair, you must ensure that you regularly communicate and consult with the employee, take appropriate medical advice, consider the effects of the absence on the business, consider alternatives to dismissal and, if appropriate, take account of any reasonable adjustments as required under disability discrimination legislation. See employ and support people with disabilities.
Finally, before dismissing an employee you must also ensure you comply with the statutory dismissal procedures.
Prior to dismissal due to illness
Before dismissing an employee, you should consider as many ways as possible to help them back to work - dismissal is a last resort and could be unfair if not handled properly. It is also very important that you determine whether or not they are disabled under the Disability Discrimination Act 1995.
You can consider getting a medical report from their GP (with their written permission), or an occupational health assessment. Remember to ask the questions that are relevant to the job, as this will enable you to get the information you need to make an informed decision. The employee has the right to see the GP report before you and may choose not to disclose some information.
If their continued employment is no longer feasible because there are no reasonable adjustments that can be made, it may be fair for you to dismiss them.
During any dismissal procedure, you should treat all employees with sensitivity. You should also act fairly and reasonably. Your dismissal procedure must follow the statutory dismissal requirements.
If you unreasonably fail to follow the statutory dismissal procedures when dismissing and the employee is successful in unfair dismissal proceedings, any compensation awarded by the tribunal or arbitrator could be increased by between 10% and 50%.
If the employee who is subject to the procedure is disabled, you will also have to consider making any possible reasonable adjustments to allow for their needs; you have to address disability discrimination laws, so this is important.
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Dismissals relating to industrial action
How to ensure that you dismiss an employee fairly for reasons relating to industrial action.
It is automatically unfair to dismiss workers for taking part in official industrial action:
- In the 12-week period from the day the industrial action starts.
- That lasts longer than 12 weeks - but only if you haven't taken reasonable steps to resolve the dispute. Only an industrial tribunal/arbitrator can decide whether or not you've taken the necessary steps to resolve the dispute.
Subject to some exceptions (see below), an employee dismissed while taking part in unofficial industrial action can't generally claim unfair dismissal.
For the difference between official and unofficial industrial action, see our guide on industrial disputes.
If you 'lock-out' employees taking industrial action, the days of the lock-out are not included in the calculation of the 12-week protected period. A lock-out is where you prevent employees from getting to their workplace, eg by locking the doors to the premises.
Apart from this - subject to some exceptions (see below) - an industrial tribunal/arbitrator can't hear a complaint of unfair dismissal from an employee dismissed while taking part in official industrial action as long as you have:
- dismissed all those who were taking part in the action on the same date that you dismissed the person complaining of unfair dismissal
- not offered re-engagement to any dismissed employee within three months of the dismissal date without making the person complaining of unfair dismissal a similar offer
Exceptions
The exceptions are that a tribunal/arbitrator can hear a complaint of unfair dismissal from an employee dismissed while taking part in industrial action - either official or unofficial - if the main reason:
- was that the employee took certain specified types of action on health and safety grounds
- related to maternity/paternity/adoption/parental/shared parental/parental bereavement leave, pregnancy or time off for a dependant
- was that the employee exercised their rights under the Working Time Regulations (Northern Ireland) 2016
- related to the right to request flexible working arrangements
- was that the employee had been summoned or took time off work for jury service
- was that the employee took certain specified types of action as an employee representative or as a candidate to become one, or taking part in the election of such a representative
An industrial tribunal/arbitrator can also hear a complaint of unfair dismissal from an employee dismissed while participating in unofficial industrial action if the reason or main reason for the dismissal was that the employee made a protected disclosure.
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Dismissals on conduct grounds
How to dismiss employees involved in incidents of misconduct.
If you find that an employee has been involved in an incident of misconduct, the action you take depends on how serious it is. For example:
- If the misconduct relates to a minor issue, the penalty for a first offence would normally be a verbal warning. This would be followed by a written warning if the offence is repeated within a specified timescale. Further occurrences would result in a final written warning and ultimately dismissal if repeated again.
- If the misconduct relates to a more serious issue, the employer may issue a final written warning for a first offence followed by dismissal for any further repeat of the offence within a specified time scale.
- The Labour Relations Agency (LRA) Code of Practice applies the statutory procedures to the issue of warnings as a matter of good practice.
- If the misconduct is of a very serious nature, the employer may dismiss for a first offence.
- No disciplinary action should be taken until there has been a thorough investigation into the alleged misconduct.
- Details of the alleged misconduct should be set out in writing and given to the employee prior to any hearing taking place.
- The employee must be offered the right to appeal against any decision taken within the formal procedure
- Throughout the formal process, employees have the right to be accompanied to all meetings and appeal meetings and to appeal to a more senior manager - ideally one not involved in the initial meetings
- The LRA Code of Practice on Disciplinary and Grievance Procedures recommends that verbal warnings remain on file for a six-month period and written warnings for a 12-month period.
Discipline and dismissal have a statutory procedure which must be followed and if it is not, where it applies, this may result in a finding of automatic unfair dismissal.
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Whistleblowing and dismissal
Protection from dismissal or detrimental treatment for workers who disclose a suspected relevant failure at work.
Workers who suspect wrongdoing and 'blow the whistle' to disclose these concerns to their employer are protected from dismissal or other negative consequences - as long as certain criteria are met. This law intends to help businesses quickly identify and resolve such problems.
The term 'workers' refers to those who work under:
- a contract of employment, eg employees
- some other contract to perform work personally, eg casual workers
It does not cover the genuinely self-employed.
The whistleblowing law also covers NHS practitioners, such as:
- GPs
- certain dentists
- pharmacists
- opticians
It also covers:
- agency workers
- certain categories of trainee
- those who contract to provide services to the Department of Health
- those who contract to provide services to a business via their own limited company - even if introduced via an employment agency or employment business
- student nurses and student midwives who undertake work experience as part of a course of education or training approved by, or under arrangements with, the Nursing and Midwifery Council (NMC)
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Whistleblowing: Qualifying disclosures
The types of disclosure that are eligible for protection from dismissal.
The types of disclosure that are eligible for protection are known as 'qualifying disclosures'.
These are where the worker reasonably believes that the disclosure is being made in the public interest and at least one 'relevant failure' is currently happening, took place in the past, or is likely to happen in the future.
Relevant failures can be:
- a criminal offence
- a miscarriage of justice
- damage to the environment
- the breach of a legal obligation
- a danger to the health or safety of any individual
- the deliberate covering up of information tending to show any of these matters
The same protection applies even if the qualifying disclosure concerns a relevant failure overseas or where the applicable law is not that of the UK.
Disclosures that can be characterised as being of a personal rather than public interest, will not be protected.
The belief does not need to be correct. The worker only needs to show that they held the belief and that it was a reasonable belief in the circumstances at the time they made the disclosure.
The disclosure is not a qualifying disclosure if:
- by making the disclosure, the worker has committed an offence, eg under the Official Secrets Act 1989
- the information should be protected from disclosure because of legal professional privilege, eg the disclosure has been made by a legal adviser (or their secretary) who has acquired the information in the course of providing legal advice
Qualifying disclosures made internally
A worker is protected if they make a qualifying disclosure to either:
- their employer - either directly or by using a procedure authorised by the employer for that purpose
- to another person who the worker reasonably believes to be solely or mainly responsible for the relevant failure
Ideally, you should have a whistleblowing policy that includes a procedure to follow if a worker wishes to make a qualifying disclosure.
Qualifying disclosures made externally
A worker is protected if they make a qualifying disclosure to an appropriate 'prescribed person'. These are certain statutory bodies - or people within them - who have the authority to receive disclosures relevant to the role of that particular body. Breaches in health and safety law, for example, can be brought to the attention of the Health and Safety Executive for Northern Ireland or the appropriate local council.
Public Interest Disclosure guidance.
For the disclosure to be protected, the worker must:
- reasonably believe the information and any allegation it contains are substantially true and are in the public interest to disclose
- reasonably believe they are making the disclosure to the relevant person or body
A qualifying disclosure is also a protected disclosure if it is made:
- to a government minister or a Northern Ireland Department Permanent Secretary by someone working in a government-appointed organisation - this could be directly or via departmental officials and in the public interest to disclose
- to a legal adviser in the course of obtaining legal advice - there are no further conditions attached
Other circumstances where an external disclosure is protected
A qualifying disclosure continues to be a protected disclosure if the conditions below are met.
Firstly, the worker must:
- not act for personal gain
- reasonably believe the information - and any allegation contained in it - is substantially true
In addition, one or more of the following conditions must be met:
- the worker must have previously disclosed the same information to their employer or to a prescribed person
- the worker reasonably believed they would be subjected to a detriment by their employer if the disclosure was made to the employer or a prescribed person
- in the absence of an appropriate prescribed person, the worker reasonably believed that disclosure to the employer would result in the destruction or concealment of information about the wrongdoing
Finally, it must be reasonable for the worker to make the disclosure. An industrial tribunal/arbitrator will decide whether the worker acted reasonably in all the circumstances, particularly taking into account:
- the seriousness of the relevant failure
- whether the relevant failure is continuing or likely to occur again
- whether the worker followed any internal procedures approved by the employer
- what action has, or might reasonably be expected to have, been taken where a previous disclosure was made to the employer or a prescribed person
- whether the disclosure breaches the employer's duty of confidentiality to others
- the identity of the person to whom the disclosure was made
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Whistleblowing: Exceptionally serious failures
How workers are protected when reporting an exceptionally serious failure in the workplace.
If the relevant failure is exceptionally serious, any qualifying disclosure made externally will be protected if the worker:
- does not act for personal gain
- reasonably believes the information disclosed, and any allegation contained in it, are substantially true
Also, it must be reasonable for the worker to make the disclosure in view of all the circumstances - with particular regard to the identity of the person to whom the disclosure is made.
Only an industrial tribunal/arbitrator can decide whether or not the relevant failure is exceptionally serious. This will be a matter of fact and not simply a matter of the worker reasonably believing it to be exceptionally serious.
Raising a grievance and making protected disclosures
Employees do not necessarily have to raise a grievance in order to make a protected disclosure.
For more information about grievance procedures, see our guide on handling grievances.
There may be good reasons why a worker wishes their identity to remain confidential. The law does not compel an organisation to protect the confidentiality of a whistleblower. However, it is considered best practice to maintain that confidentiality, unless required by law to disclose it.
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Whistleblowing: Right of complaint to an industrial tribunal
If an employee is dismissed for making a protected disclosure, they may bring a claim to an employment tribunal.
An employee may bring a claim for unfair dismissal if they are dismissed for making a protected disclosure. A tribunal/arbitrator will find any such dismissal to be automatically unfair.
An employee or other worker who believes they have been subjected to a detriment for making a protected disclosure can bring a complaint of detrimental treatment.
A worker subjected to a detriment by a co-worker in the course of that co-worker's employment with the employer, on the grounds that the worker made a protected disclosure, may be able to take a case to an Industrial Tribunal against both the co-worker and their employer.
A detriment can be either an act or a deliberate decision not to act by the employer. Whether an employee or other worker has suffered a detriment will be decided by the tribunal/arbitrator.
Examples of detrimental treatment include:
- threats of dismissal
- withholding a pay rise
- discrimination in promotion, transfer, or training opportunities
- failure to confer a benefit on a person who failed to accept an unlawful inducement that would have been conferred on them had they accepted the offer
Workers who are not employees cannot claim unfair dismissal. However, their dismissal could amount to a detriment and therefore they could still bring a detrimental treatment claim.
Remedies
Where a tribunal or arbitrator finds that an employee's complaint of unfair dismissal is justified, they will order either:
- reinstatement/re-employment
- the payment of compensation
Where an employee or other worker complains they have been subjected to a detriment and the tribunal or arbitrator finds the complaint well-founded, they will make a declaration to that effect and may order the payment of compensation.
An industrial tribunal will have the discretion to reduce a compensatory award by up to 25% in the event that it finds the disclosure has not been made in good faith.
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Advantages of employing part-time workers
Advantages of employing part-time workers
The benefits to employers of employing a part-time worker.
Employing part-time workers has a range of potential business benefits, such as:
- being an efficient way to keep costs down in areas where you don't yet need full-time cover
- increasing recruitment and retention of staff by offering family-friendly working practices
- being able to show potential clients and customers that you value having a diverse workforce and ethical employment practices
- allowing you to bring in highly skilled and experienced staff members even when you have a fixed budget and can't afford to bring someone in on a full-time basis
- expanding the pool of potential recruits - part-time work tends to attract parents with younger children and older people, who may not want to work full-time but can bring a wealth of skills, experience and expertise
- increasing the ability of your business to respond to change and peaks of demands - for example, you can use more workers at peak times and extend your operating hours by using part-time workers in the evening or at weekends
- helping to reduce the workloads of other workers, eg when you don't have enough work for a new full-time position but are regularly using overtime to meet demands - this can reduce your overtime costs and help prevent the negative effects of stress and fatigue
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Options for part-time working
Considering term-time-only workers and job sharing as options for part-time working.
The most obvious form of part-time working is where the worker simply works fewer than the normal basic full-time hours.
For example, they could work:
- every weekday morning, afternoon or evening
- a full day every Monday, Tuesday and Thursday
- weekend shifts and the occasional evening shift in the week
However, there are other part-time working options that may suit your business needs:
- term-time-only workers tend to be parents who work during term time and take paid or unpaid leave during school holidays
- job-sharing is where two or more people share the responsibilities, pay and benefits of a full-time job - see introducing job-sharing
Alternatives to part-time working
If you feel that part-time working doesn't suit a particular job or your business as a whole, you could consider other types of flexible working.
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Recruiting and managing part-time workers
How employers can bring part-time workers into their business.
If you decide to employ part-time workers, you should ensure that:
- the roles suit part-time working arrangements
- your recruitment process is convenient for potential candidates
- you can effectively communicate with and manage part-time workers
Designing part-time jobs
When designing a job for a part-time worker, you first need to specify what you want the jobholder to achieve.
Think carefully about the tasks that they need to do to achieve these objectives. These will determine how much flexibility there is around the hours the jobholder must work.
When determining working hours, consider:
- how much time is needed to do each task
- whether the tasks require someone to work at a specific time or can be done at any time
- how the jobholder will fit into the existing structure of your business
It is important to consider the skills and personal attributes needed to perform the role effectively and specify these in the person specification.
Do not include any requirements that are not necessary to succeed in the post and that might exclude some candidates.
Recruiting for part-time jobs
When advertising for jobs, make it clear whether the job is either purely part-time or part of a job-share - see introducing job-sharing.
Think creatively about how to reach experienced workers who may be looking for part-time work, eg parents with young children, carers, and older people.
Try to arrange interviews and other stages of the recruitment process at times that are convenient for those applying for the job, eg if the job is for part-time evening work, hold interviews during the evening.
Managing part-time workers
Make sure that:
- your part-time workers receive all staff communications
- you inform them of all major decisions affecting their jobs
This may require you to contact - by phone, email, or text message - those part-time workers who are not in the workplace when you send out messages for the first time.
You could consider setting core hours during the week when all staff will be present. This is a time when you can hold meetings and make or communicate important decisions.
If there isn't a time when all workers are in the workplace, vary the times of key meetings so everyone can attend at least some of the time. Ensure that the outcomes of meetings are shared with workers who were not there.
To help you manage your part-time workers more easily, try to find out if they:
- have any flexibility to work additional hours on major projects or to attend meetings outside their scheduled hours
- are happy for you to contact them outside of their normal working hours
Make sure that any part-time staff has opportunities to attend training courses offered to full-time staff.
This might mean you have to offer training courses that can be delivered more flexibly. For example, a course could:
- have an element of home study time
- be condensed into two days instead of three
- be made up of short units that the worker can complete whenever they are at work
External help for introducing part-time working
There are a number of organisations that can advise you on introducing part-time employment in your business.
The Labour Relations Agency (LRA) provides free advice and guidance on the employment rights of part-time workers.
The Jobs & Benefits Office can help you fill both part-time and full-time vacancies. Support varies from recruitment planning right through to practical vacancy filling, including matching and sorting of application forms.
In many regions, there are specialist organisations that can help employers to implement flexible working - including part-time working - and to recruit suitable candidates.
For more information on the provision in your area, you should contact your local enterprise agency.
You could also try picking up tips from other employers that have already employed part-time workers successfully.
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Part-time workers' rights
The right of part-time workers to receive the same pay, equal treatment and pro rata contractual benefits.
All workers have basic employment protection rights - regardless of whether they work full or part-time.
Part-time workers must be treated equally to comparable full-time workers who work for the same employer and do similar work under the same type of employment contract.
Pay for part-time workers
Compared with full-time workers, part-time workers should receive equal:
Rates of pay
Part-time workers must receive the same rate of pay as full-time workers carrying out work of equal value.
Overtime pay
But only once they have worked more than the normal full-time hours of a comparable full-time worker, eg if a comparable full-time worker normally works 40 hours per week, a part-time worker working 20 hours per week would have to work another 20 hours before receiving overtime pay.
Enhanced rates of pay
For working outside normal contractual hours, eg bonus pay, shift allowances, unsocial hours payments and weekend payments.
Equal treatment of part-time workers
Compared with full-time workers, part-time workers should receive equal:
- access to any occupational pension scheme
- access to training and career development - when scheduling training courses, you should do as much as possible to include part-time workers
- rights to career breaks
- rights to receive enhanced sick, maternity, paternity and adoption leave and pay
- parental leave and other time off rights eg dependents' leave
- consideration for promotion
Pro rata contractual benefits
Part-time workers have the right to receive contractual benefits pro rata, ie in proportion to the hours they work.
This applies to benefits such as:
- paid annual leave above the statutory minimum
- company cars
- staff discounts
- health insurance
- subsidised mortgages
- profit-sharing and share-option schemes
For example, if you allow your full-time workers 30 days' paid annual leave, a part-time worker working three days a week would be entitled to 18 days.
If you cannot easily divide a benefit, eg health insurance or a car, you could withhold it from part-time workers. However, you must justify this decision on objective grounds.
The best thing to do is to work out the cash value of the benefit and give the appropriate pro rata amount to the part-time worker. For example, you could calculate the financial benefit of a company car and pay half that amount to part-time workers who work half the number of hours of full-time workers.
Term-time / part-year workers
Recent case law has determined workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term time, are entitled to 5.6 weeks of leave each year. This entitlement applies regardless of the fact that there are some weeks in the year when they do not work.
In such instances, holiday pay is calculated by averaging the pay received during the 12 weeks prior to the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker – this is compliant with the Part-time Workers (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
Justifying less favourable treatment
You should generally treat full-time and part-time workers equally. You will only be able to justify less favourable treatment if it can be shown objectively that it is necessary and appropriate to achieve a legitimate business objective.
For instance, you may be justified in withholding health insurance if you can show that the cost of providing this benefit is disproportionate.
In the case of share-option schemes, you may be able to justify the exclusion of a part-time worker where the value of the share options is so small that the potential benefit to the part-timer of the options is less than the likely cost of realising them.
Complaints of less favourable treatment
Part-time workers who believe you have treated them less favourably can ask you for a written statement of reasons for this. You have 21 days in which to respond.
Part-time workers who still believe you are treating them less favourably, and don't believe you have objectively justified this, can make a complaint to an industrial tribunal. A tribunal can make you pay compensation if they find it in the part-time worker's favour.
The Labour Relations Agency provides an alternative to the Industrial Tribunal under the Labour Relations Agency Arbitration Scheme. Under the Scheme, claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
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Introducing job-sharing
Job-sharing is a good way of allowing part-time workers to cover full-time job positions.
Job-sharing is an increasingly popular way for people who used to work full-time to move into part-time work.
What is job-sharing?
Job-sharing is when two - or sometimes more - people share the responsibility, pay, and benefits of a full-time job.
The job sharers share the pay and benefits in proportion to the hours each works. They may work split days, split weeks, or alternate weeks, or their hours may overlap.
For example, one job sharer could work Monday, Tuesday, and Wednesday, while the other works either the Thursday and Friday or the Wednesday, Thursday, and Friday, using the Wednesday as a handover period.
The benefits of job-sharing
As an employer, the benefits of job-sharing include:
- retention of valued workers who can no longer work full-time and may otherwise leave
- a wider range of skills, experience, views and ideas
- increased flexibility to meet peaks in demand
- greater continuity when one worker is sick or on holiday
- a wider pool from which to recruit
- increased commitment and loyalty
- a potential reduction in absenteeism, sickness and stress
The advantages of job-sharing for workers include:
- less stress, particularly if they are parents or carers
- a greater sense of responsibility and control of working life
Introducing job-sharing arrangements
Once you have decided that a job-sharing arrangement may be suitable, you may need to agree with workplace representatives on how it will work.
During the recruitment process, you should aim to choose candidates who have demonstrated that they can work well with others, and have complementary skills and experience.
Managing job-sharing arrangements
Once the job sharers are in place, you need to ensure that:
- you divide the work fairly
- you explain how holidays, particularly customary days, will work
- there are clear lines of responsibility
- the job sharers have clear lines of communication between themselves to ensure continuity - eg introducing a log to supplement face-to-face communication between the job sharers
Measure both job sharers' performance against full-time members of staff. If there are performance issues, deal with them evenly rather than placing the responsibility on one job sharer rather than the other.
Don't forget to plan ahead for hiring a replacement - it may take you longer to recruit a suitable individual who can work the required hours if one of the job sharers leaves.
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Considering requests to change working hours
Points to think about when workers ask to work part-time or any other flexible working pattern.
All employees, who have 26 weeks of service at the date of application, have the statutory right to request to work flexibly.
This includes working part-time or under some other form of flexible working arrangement, eg working from home.
You have a legal duty to consider any such request seriously - and you may only reject it on a limited number of specified business grounds.
For more information on statutory flexible working requests, see flexible working - the law and best practice.
Considering whether part-time working is appropriate
Before taking a decision, you need to consider:
- if a job-share would be appropriate and whether there is a suitable candidate to work as the other job sharer - see introducing job-sharing
- whether someone needs to be present in the post during all hours of work
- whether all the necessary work can be done in the number of hours the worker wants to work
- whether there is a similar type of job the worker could do part-time
- the cost of recruiting and training a replacement if a compromise cannot be found
- the business benefits of a part-time arrangement
- the consequences on the business' systems, procedures and resources
- reaching agreement with workers and/or their representatives before making changes
- any effects on other staff
Bear in mind that, once you agree to a part-time working arrangement, this is a permanent change to the worker's terms and conditions of employment (unless you agree otherwise). You should notify the worker of this, pointing out in particular that they will receive less pay as a result.
Requests from part-time workers to work full-time
If a part-time worker requests a change to full-time hours, you have no legal duty to agree to - or even consider - such a request unless otherwise agreed.
However, it is best practice to at least ask the worker to provide you with a good reason as to why this would help your business.
You could then consider whether or not:
- there is sufficient work for the increased hours
- you could use the extra hours to reorganise a number of jobs to make them more effective
- your business could afford the increase in pay, bearing in mind that you could offset any increase against saving money on recruitment
If you refuse the request, you should explain why and/or look for alternative ways of reshaping the job.
Flexible working policies
If you don't have one already, consider putting together a policy for dealing with all flexible-working requests. This will help you deal with such requests consistently and fairly.
Your policy should also cover recruitment and part-time working, ie how you would consider requests to work part-time from both internal and external job applicants applying for full-time positions.
You should, if possible, assess all the jobs in your business - including skilled and managerial ones - to determine which, if any, could be performed part-time or under a job-sharing arrangement.
See how to set up employment policies for your business.
Practical measures to facilitate part-time working
If you are a larger employer, you could consider:
- offering a contribution towards childcare costs
- providing childcare facilities on site, eg a nursery
See childcare support for your staff.
If you have new employees who are parents, and who would like to find out if they are entitled to any other form of financial support with their childcare costs, the Employers for Childcare Family Benefits Advice Service can help - Tel 028 9267 8200 for free, impartial and confidential advice (lines open Monday to Friday 8am-5pm).
You might also consider introducing other flexible forms of working, such as term-time working, lunchtime working, flexi-time and home-working. See flexible working: the law and best practice.
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Changing an employee's working hours
How an employer can reach an agreement with a worker when you want to change their working hours.
At some point, you may want to change the hours a worker works perhaps as a result of changing business needs or demands.
Can an employer change an employee's working hours?
A change to a worker's working hours amounts to a change to their terms and conditions of employment. As such, you need the worker to agree to any changes. See how to change an employee's terms of employment.
Requesting a change to working hours
Before requesting a change to a worker's working hours, you should look at the individual circumstances of the worker. For example, a change from part-time to full-time work may affect their care arrangements, while a reduction in hours may cause them financial problems.
You should notify the worker of your proposed changes to their working hours as soon as possible and explain to them why these alterations are necessary. If you do this, they may be more willing to consider and agree to your plans.
You should then consult with the worker and/or their representatives, eg trade union representatives or representatives of any relevant information and consultation forum, to reach an agreement. See how to inform and consult your employees.
Worker refuses the change to working hours
If the worker refuses to agree to your proposed change in hours, you could terminate the whole contract and offer employment on the revised terms.
However, this amounts to a dismissal - and could potentially be unfair. Therefore, you need to:
- follow a fair and reasonable procedure when dismissing the worker with appropriate notice, prior to the start date of the new contract - see dismissing employees
- terminate the contract by giving the worker proper notice - see how to issue the correct periods of notice
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