Continuous employment when there is a change of employer
In this guide:
- Continuous employment and employee rights
- What does continuous employment mean?
- Continuous employment and breaks in work
- Continuous employment for statutory payments
- Reinstating or re-engaging an employee
- Continuous employment when there is a change of employer
- Minimum periods of continuous employment and qualification dates for employment rights
What does continuous employment mean?
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
When does continuous employment begin and end?
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
- breaks in employment that don't break the continuity of employment
- periods which don't count towards the total length of continuous employment but also don't break continuity
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
Notice periods and continuous employment
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
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Continuous employment and breaks in work
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
Industrial action
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Employment overseas
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
Military service
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks when there is no contract
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
- work ceases temporarily
- an employee is away from work sick or injured and is then re-engaged within 26 weeks of the contract being terminated
- the employee is away in circumstances in which their employment is regarded as continuing for some purposes, by arrangement or custom
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Continuous employment for statutory payments
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
- statutory redundancy pay (SRP)
- statutory maternity pay (SMP)
- statutory paternity pay (SPP)
- statutory adoption pay (SAP)
- statutory shared parental pay (ShPP)
- statutory parental bereavement pay (SPBP)
Continuous service for SRP
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
Continuous service for SMP, SPP, SAP, ShPP, and SPBP
For more on the continuous service requirements for these payments, see our guidance on:
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Reinstating or re-engaging an employee
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
- an order of a tribunal which has found the dismissal unfair
- a claim made under a dismissals procedure designated by the Department for the Economy (DfE)
- an agreement reached with the help of a Labour Relations Agency (LRA) conciliator or the LRA arbitration scheme
- a compromise agreement under the relevant legislation
- an applicable statutory dispute resolution procedure
See dismissing employees.
Reinstating military reservists
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
- the reservist applies for reinstatement in due time
- your business continues unchanged
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
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Continuous employment when there is a change of employer
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
- under an Act of Parliament or Northern Ireland Assembly, one corporate body takes over from another as the employer
- the employer dies and their personal representatives or trustees keep the employee on
- there is a change in the partners, personal representatives, or trustees who employ the employee
- the employee moves from one employer to another when, at the time of the move, the two employers are associated employers
- the employee of a health service employer moves to another health service employer while undergoing training
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
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Minimum periods of continuous employment and qualification dates for employment rights
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right Minimum period of continuous employment needed to qualify Qualification date Further information Guarantee payment One month. The day before that in respect of which the guarantee payment is claimed. Pay: employer obligations Remuneration on suspension on medical grounds One month. The day before that on which the suspension begins. Notice of termination One month. Date notice is given. Issue the correct periods of notice Written statement of the particulars of employment One month. The written statement Maternity pay 26 weeks. End of the 15th week before the expected week of childbirth. Maternity leave and pay Paternity leave and pay (births) 26 weeks. End of the 15th week before the expected week of childbirth. Paternity leave and pay Paternity leave and pay (UK adoptions) 26 weeks. End of the week in which the main adopter was notified of having been matched with the child for adoption. Paternity leave and pay Paternity leave and pay (overseas adoptions) 26 weeks. End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Paternity leave and pay Adoption leave and pay (UK adoptions) 26 weeks in respect of adoption pay but adoption leave is a day one right. End of the week which adopter was notified of having been matched with the child for adoption. Adoption leave and pay Adoption leave and pay (overseas adoptions) 26 weeks in respect of adoption pay and adoption leave. End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Adoption leave and pay Parental bereavement leave and pay 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. Parental Bereavement Leave and Pay Right to make a flexible working request 26 weeks. Date of application. Flexible working: the law and best practice Parental leave One year. The start date of their first period of parental leave. Parental leave and time off for dependants Written statement of reasons for dismissal One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). Generally, the last day on which the employee worked. Dismissing employees Right to claim unfair dismissal Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Dismissing employees Redundancy payment Two years. The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Redundancy: the options Paid time off to look for work or to arrange training when being made redundant Two years. If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. Redundancy: the options To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this Four years unless continuation of the fixed-term contract can be objectively justified. The date on which the employee acquired four years of continuous service. Recruiting staff
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Reinstating or re-engaging an employee
In this guide:
- Continuous employment and employee rights
- What does continuous employment mean?
- Continuous employment and breaks in work
- Continuous employment for statutory payments
- Reinstating or re-engaging an employee
- Continuous employment when there is a change of employer
- Minimum periods of continuous employment and qualification dates for employment rights
What does continuous employment mean?
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
When does continuous employment begin and end?
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
- breaks in employment that don't break the continuity of employment
- periods which don't count towards the total length of continuous employment but also don't break continuity
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
Notice periods and continuous employment
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
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Continuous employment and breaks in work
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
Industrial action
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Employment overseas
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
Military service
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks when there is no contract
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
- work ceases temporarily
- an employee is away from work sick or injured and is then re-engaged within 26 weeks of the contract being terminated
- the employee is away in circumstances in which their employment is regarded as continuing for some purposes, by arrangement or custom
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Continuous employment for statutory payments
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
- statutory redundancy pay (SRP)
- statutory maternity pay (SMP)
- statutory paternity pay (SPP)
- statutory adoption pay (SAP)
- statutory shared parental pay (ShPP)
- statutory parental bereavement pay (SPBP)
Continuous service for SRP
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
Continuous service for SMP, SPP, SAP, ShPP, and SPBP
For more on the continuous service requirements for these payments, see our guidance on:
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Reinstating or re-engaging an employee
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
- an order of a tribunal which has found the dismissal unfair
- a claim made under a dismissals procedure designated by the Department for the Economy (DfE)
- an agreement reached with the help of a Labour Relations Agency (LRA) conciliator or the LRA arbitration scheme
- a compromise agreement under the relevant legislation
- an applicable statutory dispute resolution procedure
See dismissing employees.
Reinstating military reservists
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
- the reservist applies for reinstatement in due time
- your business continues unchanged
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
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Continuous employment when there is a change of employer
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
- under an Act of Parliament or Northern Ireland Assembly, one corporate body takes over from another as the employer
- the employer dies and their personal representatives or trustees keep the employee on
- there is a change in the partners, personal representatives, or trustees who employ the employee
- the employee moves from one employer to another when, at the time of the move, the two employers are associated employers
- the employee of a health service employer moves to another health service employer while undergoing training
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
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/content/continuous-employment-when-there-change-employer
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Minimum periods of continuous employment and qualification dates for employment rights
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right Minimum period of continuous employment needed to qualify Qualification date Further information Guarantee payment One month. The day before that in respect of which the guarantee payment is claimed. Pay: employer obligations Remuneration on suspension on medical grounds One month. The day before that on which the suspension begins. Notice of termination One month. Date notice is given. Issue the correct periods of notice Written statement of the particulars of employment One month. The written statement Maternity pay 26 weeks. End of the 15th week before the expected week of childbirth. Maternity leave and pay Paternity leave and pay (births) 26 weeks. End of the 15th week before the expected week of childbirth. Paternity leave and pay Paternity leave and pay (UK adoptions) 26 weeks. End of the week in which the main adopter was notified of having been matched with the child for adoption. Paternity leave and pay Paternity leave and pay (overseas adoptions) 26 weeks. End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Paternity leave and pay Adoption leave and pay (UK adoptions) 26 weeks in respect of adoption pay but adoption leave is a day one right. End of the week which adopter was notified of having been matched with the child for adoption. Adoption leave and pay Adoption leave and pay (overseas adoptions) 26 weeks in respect of adoption pay and adoption leave. End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Adoption leave and pay Parental bereavement leave and pay 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. Parental Bereavement Leave and Pay Right to make a flexible working request 26 weeks. Date of application. Flexible working: the law and best practice Parental leave One year. The start date of their first period of parental leave. Parental leave and time off for dependants Written statement of reasons for dismissal One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). Generally, the last day on which the employee worked. Dismissing employees Right to claim unfair dismissal Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Dismissing employees Redundancy payment Two years. The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Redundancy: the options Paid time off to look for work or to arrange training when being made redundant Two years. If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. Redundancy: the options To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this Four years unless continuation of the fixed-term contract can be objectively justified. The date on which the employee acquired four years of continuous service. Recruiting staff
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Continuous employment for statutory payments
In this guide:
- Continuous employment and employee rights
- What does continuous employment mean?
- Continuous employment and breaks in work
- Continuous employment for statutory payments
- Reinstating or re-engaging an employee
- Continuous employment when there is a change of employer
- Minimum periods of continuous employment and qualification dates for employment rights
What does continuous employment mean?
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
When does continuous employment begin and end?
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
- breaks in employment that don't break the continuity of employment
- periods which don't count towards the total length of continuous employment but also don't break continuity
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
Notice periods and continuous employment
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
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Continuous employment and breaks in work
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
Industrial action
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Employment overseas
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
Military service
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks when there is no contract
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
- work ceases temporarily
- an employee is away from work sick or injured and is then re-engaged within 26 weeks of the contract being terminated
- the employee is away in circumstances in which their employment is regarded as continuing for some purposes, by arrangement or custom
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Continuous employment for statutory payments
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
- statutory redundancy pay (SRP)
- statutory maternity pay (SMP)
- statutory paternity pay (SPP)
- statutory adoption pay (SAP)
- statutory shared parental pay (ShPP)
- statutory parental bereavement pay (SPBP)
Continuous service for SRP
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
Continuous service for SMP, SPP, SAP, ShPP, and SPBP
For more on the continuous service requirements for these payments, see our guidance on:
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Reinstating or re-engaging an employee
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
- an order of a tribunal which has found the dismissal unfair
- a claim made under a dismissals procedure designated by the Department for the Economy (DfE)
- an agreement reached with the help of a Labour Relations Agency (LRA) conciliator or the LRA arbitration scheme
- a compromise agreement under the relevant legislation
- an applicable statutory dispute resolution procedure
See dismissing employees.
Reinstating military reservists
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
- the reservist applies for reinstatement in due time
- your business continues unchanged
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
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Continuous employment when there is a change of employer
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
- under an Act of Parliament or Northern Ireland Assembly, one corporate body takes over from another as the employer
- the employer dies and their personal representatives or trustees keep the employee on
- there is a change in the partners, personal representatives, or trustees who employ the employee
- the employee moves from one employer to another when, at the time of the move, the two employers are associated employers
- the employee of a health service employer moves to another health service employer while undergoing training
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
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Minimum periods of continuous employment and qualification dates for employment rights
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right Minimum period of continuous employment needed to qualify Qualification date Further information Guarantee payment One month. The day before that in respect of which the guarantee payment is claimed. Pay: employer obligations Remuneration on suspension on medical grounds One month. The day before that on which the suspension begins. Notice of termination One month. Date notice is given. Issue the correct periods of notice Written statement of the particulars of employment One month. The written statement Maternity pay 26 weeks. End of the 15th week before the expected week of childbirth. Maternity leave and pay Paternity leave and pay (births) 26 weeks. End of the 15th week before the expected week of childbirth. Paternity leave and pay Paternity leave and pay (UK adoptions) 26 weeks. End of the week in which the main adopter was notified of having been matched with the child for adoption. Paternity leave and pay Paternity leave and pay (overseas adoptions) 26 weeks. End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Paternity leave and pay Adoption leave and pay (UK adoptions) 26 weeks in respect of adoption pay but adoption leave is a day one right. End of the week which adopter was notified of having been matched with the child for adoption. Adoption leave and pay Adoption leave and pay (overseas adoptions) 26 weeks in respect of adoption pay and adoption leave. End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Adoption leave and pay Parental bereavement leave and pay 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. Parental Bereavement Leave and Pay Right to make a flexible working request 26 weeks. Date of application. Flexible working: the law and best practice Parental leave One year. The start date of their first period of parental leave. Parental leave and time off for dependants Written statement of reasons for dismissal One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). Generally, the last day on which the employee worked. Dismissing employees Right to claim unfair dismissal Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Dismissing employees Redundancy payment Two years. The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Redundancy: the options Paid time off to look for work or to arrange training when being made redundant Two years. If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. Redundancy: the options To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this Four years unless continuation of the fixed-term contract can be objectively justified. The date on which the employee acquired four years of continuous service. Recruiting staff
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Continuous employment and breaks in work
In this guide:
- Continuous employment and employee rights
- What does continuous employment mean?
- Continuous employment and breaks in work
- Continuous employment for statutory payments
- Reinstating or re-engaging an employee
- Continuous employment when there is a change of employer
- Minimum periods of continuous employment and qualification dates for employment rights
What does continuous employment mean?
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
When does continuous employment begin and end?
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
- breaks in employment that don't break the continuity of employment
- periods which don't count towards the total length of continuous employment but also don't break continuity
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
Notice periods and continuous employment
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
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Continuous employment and breaks in work
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
Industrial action
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Employment overseas
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
Military service
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks when there is no contract
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
- work ceases temporarily
- an employee is away from work sick or injured and is then re-engaged within 26 weeks of the contract being terminated
- the employee is away in circumstances in which their employment is regarded as continuing for some purposes, by arrangement or custom
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Continuous employment for statutory payments
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
- statutory redundancy pay (SRP)
- statutory maternity pay (SMP)
- statutory paternity pay (SPP)
- statutory adoption pay (SAP)
- statutory shared parental pay (ShPP)
- statutory parental bereavement pay (SPBP)
Continuous service for SRP
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
Continuous service for SMP, SPP, SAP, ShPP, and SPBP
For more on the continuous service requirements for these payments, see our guidance on:
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Reinstating or re-engaging an employee
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
- an order of a tribunal which has found the dismissal unfair
- a claim made under a dismissals procedure designated by the Department for the Economy (DfE)
- an agreement reached with the help of a Labour Relations Agency (LRA) conciliator or the LRA arbitration scheme
- a compromise agreement under the relevant legislation
- an applicable statutory dispute resolution procedure
See dismissing employees.
Reinstating military reservists
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
- the reservist applies for reinstatement in due time
- your business continues unchanged
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
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Continuous employment when there is a change of employer
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
- under an Act of Parliament or Northern Ireland Assembly, one corporate body takes over from another as the employer
- the employer dies and their personal representatives or trustees keep the employee on
- there is a change in the partners, personal representatives, or trustees who employ the employee
- the employee moves from one employer to another when, at the time of the move, the two employers are associated employers
- the employee of a health service employer moves to another health service employer while undergoing training
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
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Minimum periods of continuous employment and qualification dates for employment rights
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right Minimum period of continuous employment needed to qualify Qualification date Further information Guarantee payment One month. The day before that in respect of which the guarantee payment is claimed. Pay: employer obligations Remuneration on suspension on medical grounds One month. The day before that on which the suspension begins. Notice of termination One month. Date notice is given. Issue the correct periods of notice Written statement of the particulars of employment One month. The written statement Maternity pay 26 weeks. End of the 15th week before the expected week of childbirth. Maternity leave and pay Paternity leave and pay (births) 26 weeks. End of the 15th week before the expected week of childbirth. Paternity leave and pay Paternity leave and pay (UK adoptions) 26 weeks. End of the week in which the main adopter was notified of having been matched with the child for adoption. Paternity leave and pay Paternity leave and pay (overseas adoptions) 26 weeks. End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Paternity leave and pay Adoption leave and pay (UK adoptions) 26 weeks in respect of adoption pay but adoption leave is a day one right. End of the week which adopter was notified of having been matched with the child for adoption. Adoption leave and pay Adoption leave and pay (overseas adoptions) 26 weeks in respect of adoption pay and adoption leave. End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Adoption leave and pay Parental bereavement leave and pay 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. Parental Bereavement Leave and Pay Right to make a flexible working request 26 weeks. Date of application. Flexible working: the law and best practice Parental leave One year. The start date of their first period of parental leave. Parental leave and time off for dependants Written statement of reasons for dismissal One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). Generally, the last day on which the employee worked. Dismissing employees Right to claim unfair dismissal Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Dismissing employees Redundancy payment Two years. The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Redundancy: the options Paid time off to look for work or to arrange training when being made redundant Two years. If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. Redundancy: the options To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this Four years unless continuation of the fixed-term contract can be objectively justified. The date on which the employee acquired four years of continuous service. Recruiting staff
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What does continuous employment mean?
In this guide:
- Continuous employment and employee rights
- What does continuous employment mean?
- Continuous employment and breaks in work
- Continuous employment for statutory payments
- Reinstating or re-engaging an employee
- Continuous employment when there is a change of employer
- Minimum periods of continuous employment and qualification dates for employment rights
What does continuous employment mean?
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
When does continuous employment begin and end?
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
- breaks in employment that don't break the continuity of employment
- periods which don't count towards the total length of continuous employment but also don't break continuity
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
Notice periods and continuous employment
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
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Continuous employment and breaks in work
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
Industrial action
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Employment overseas
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
Military service
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks when there is no contract
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
- work ceases temporarily
- an employee is away from work sick or injured and is then re-engaged within 26 weeks of the contract being terminated
- the employee is away in circumstances in which their employment is regarded as continuing for some purposes, by arrangement or custom
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Continuous employment for statutory payments
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
- statutory redundancy pay (SRP)
- statutory maternity pay (SMP)
- statutory paternity pay (SPP)
- statutory adoption pay (SAP)
- statutory shared parental pay (ShPP)
- statutory parental bereavement pay (SPBP)
Continuous service for SRP
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
Continuous service for SMP, SPP, SAP, ShPP, and SPBP
For more on the continuous service requirements for these payments, see our guidance on:
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/content/continuous-employment-statutory-payments
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Reinstating or re-engaging an employee
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
- an order of a tribunal which has found the dismissal unfair
- a claim made under a dismissals procedure designated by the Department for the Economy (DfE)
- an agreement reached with the help of a Labour Relations Agency (LRA) conciliator or the LRA arbitration scheme
- a compromise agreement under the relevant legislation
- an applicable statutory dispute resolution procedure
See dismissing employees.
Reinstating military reservists
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
- the reservist applies for reinstatement in due time
- your business continues unchanged
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
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Source URL
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Links
Continuous employment when there is a change of employer
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
- under an Act of Parliament or Northern Ireland Assembly, one corporate body takes over from another as the employer
- the employer dies and their personal representatives or trustees keep the employee on
- there is a change in the partners, personal representatives, or trustees who employ the employee
- the employee moves from one employer to another when, at the time of the move, the two employers are associated employers
- the employee of a health service employer moves to another health service employer while undergoing training
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
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Source URL
/content/continuous-employment-when-there-change-employer
Links
Minimum periods of continuous employment and qualification dates for employment rights
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right Minimum period of continuous employment needed to qualify Qualification date Further information Guarantee payment One month. The day before that in respect of which the guarantee payment is claimed. Pay: employer obligations Remuneration on suspension on medical grounds One month. The day before that on which the suspension begins. Notice of termination One month. Date notice is given. Issue the correct periods of notice Written statement of the particulars of employment One month. The written statement Maternity pay 26 weeks. End of the 15th week before the expected week of childbirth. Maternity leave and pay Paternity leave and pay (births) 26 weeks. End of the 15th week before the expected week of childbirth. Paternity leave and pay Paternity leave and pay (UK adoptions) 26 weeks. End of the week in which the main adopter was notified of having been matched with the child for adoption. Paternity leave and pay Paternity leave and pay (overseas adoptions) 26 weeks. End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Paternity leave and pay Adoption leave and pay (UK adoptions) 26 weeks in respect of adoption pay but adoption leave is a day one right. End of the week which adopter was notified of having been matched with the child for adoption. Adoption leave and pay Adoption leave and pay (overseas adoptions) 26 weeks in respect of adoption pay and adoption leave. End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Adoption leave and pay Parental bereavement leave and pay 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. Parental Bereavement Leave and Pay Right to make a flexible working request 26 weeks. Date of application. Flexible working: the law and best practice Parental leave One year. The start date of their first period of parental leave. Parental leave and time off for dependants Written statement of reasons for dismissal One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). Generally, the last day on which the employee worked. Dismissing employees Right to claim unfair dismissal Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Dismissing employees Redundancy payment Two years. The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Redundancy: the options Paid time off to look for work or to arrange training when being made redundant Two years. If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. Redundancy: the options To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this Four years unless continuation of the fixed-term contract can be objectively justified. The date on which the employee acquired four years of continuous service. Recruiting staff
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Advantages and disadvantages of harmonising terms of employment
In this guide:
- Change an employee's terms of employment
- Checking the existing employment contract before making changes
- Consulting employees about changes to their terms of employment
- Failure to agree to employment contract changes
- Checklist: changing an employee's terms of employment
- Advantages and disadvantages of harmonising terms of employment
Checking the existing employment contract before making changes
How to check the details of an existing employment contract.
Before you think about altering any staff contracts, make sure you know exactly what is in the original. Every employee has a contract as soon as they start working for you, even if it has never been written down.
In addition, employees who work for you for a month or more must be given a written statement of main employment particulars within two months of joining. It is not itself a contract, but it can provide evidence of the contract's terms if there is a dispute. Read more on the written statement.
A contract contains both express and implied terms.
Express terms
Express terms are those which are explicitly agreed between employer and employee, either in writing or orally.
They will be made clear in any letter of appointment or written or oral statement made by the employer and accepted by the employee. Express terms may also be written into an individual contract based on other documents such as collective agreements and company handbooks.
Implied terms
Implied terms are not spelled out in a contract in some cases, because they are considered too obvious to mention. For example, if you offer someone a job, it is implied that they will not steal from the company. Another implied term is that the employer will provide a safe working environment.
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Consulting employees about changes to their terms of employment
When and how to consult employees and their representatives.
Some contracts may contain terms that allow employers to make changes in working conditions. These should be reasonable, for example performing additional tasks to reflect seasonal fluctuations in demand. Do not rely on such terms to make more fundamental changes because your employee may then claim the contract has been breached and may make various legal claims against you.
If you impose changes without an agreement, there will be a breach of contract. If the breach is a fundamental one eg a significant change in pay, an employee could resign and regard themselves as having been given no other choice but to do so. If they have more than one year of continuous employment with you, they can claim unfair constructive dismissal in an industrial tribunal. Damages for financial loss, for example, may also be sought in the civil courts if they have under a year of continuous service with you.
If you want to change terms or conditions in a collective agreement with a trade union that you formally recognise, you should always consult with the Trade Union to reach an agreement.
Consultation should be detailed and undertaken with a view to reaching an agreement and you should fully explain the reasons for any changes.
ICE Regulations
The Information and Consultation of Employees (ICE) Regulations give employees in companies with 50 or more employees the right to request to be informed and consulted about significant developments in the workplace. If 10% or more of employees (subject to a minimum of 15 and a maximum of 2,500) make a valid request, businesses are required to negotiate a procedure for informing and consulting with employees.
TICE Regulations
The Transnational Information and Consultation of Employees (TICE) Regulations give employees in multinational companies the right to be represented on a European Works Council (EWC).
EWCs are designed to allow employees in different European Economic Area (EEA) states to be informed and consulted on transnational issues affecting the company. If your business has 1,000 or more employees and at least 150 employees in each of two or more EEA states, you may be subject to the legislation on transnational information and consultation.
Following the UK's withdrawal from the EU, the government has amended the TICE Regulations so that:
- No new requests to set up an EWC or Information and Consultation procedure can be made by people employed in the UK.
- Provisions relevant to the ongoing operation of existing EWCs will remain in force.
- Requests for information or to establish EWCs or Information and Consultation procedures made but not completed before the UK's withdrawal from the EU will be allowed to complete.
See how to inform and consult your employees.
Consultation can take place on a one-to-one basis or in the form of group briefings. Whichever method you choose, you should provide an opportunity for employees to ask questions. Be prepared to answer these questions and ensure employees have the relevant information they need to prepare for the meeting. Always consider an individual's particular circumstances.
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Failure to agree to employment contract changes
What to do if you can't agree changes to employment contracts with employees.
Sometimes, despite negotiation, you may not be able to reach an agreement with an employee over changes to a contract.
But if you impose changes without agreement, there will be a breach of contract.
As noted in the previous page, if the breach of contract is a fundamental one - for instance if it involves a significant change in pay or working hours - an employee could resign and regard themselves as having been given no other choice than to do so ('constructively dismissed'). If they have one year or more of continuous employment with you, they will be able to claim unfair constructive dismissal in an industrial tribunal.
If the breach of contract has caused them a measurable financial loss, employees can also sue for damages, either in industrial tribunals or in the ordinary courts.
Claims and awards
Industrial tribunal claims must normally be made within three months of the employment ending but civil court claims may be made up to six years from the breach of contract.
Awards for damages in industrial tribunals are limited to £25,000 but there is no limit in the ordinary courts.
If employees are unable to seek damages because they have not suffered financial loss, the court may require the employer to abide by the original contract.
Contracts
You can consider terminating the original contract (dismissing the employee), provided you give the required notice. You should provide the minimum statutory notice period, or the notice specified in the employment contract, whichever is longer. See how to issue the correct periods of notice.
You can offer a new, revised contract to the dismissed employee. If the employee believes the dismissal was unfair, and they have one year or more of continuous employment with you, they may complain to an industrial tribunal. It would be up to the tribunal to decide whether the dismissal was fair or unfair.
The offer of a new contract could reduce the amount of a tribunal award because the employee's financial loss has been lessened by accepting the revised terms or because potentially - by rejecting the offer - they have not complied with their duty to lessen the loss. However, it would be sensible to consider seeking legal advice before any potential contract change.
You may have to follow collective redundancy consultation procedures, even when no reduction of the workforce is planned if you intend to impose new terms and conditions on 20 or more employees by terminating their existing contracts. Read more on the redundancy consultation process.
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Checklist: changing an employee's terms of employment
Find out the key steps to take and pitfalls to avoid when making changes to employment contracts.
You may want to change an employee's contract of employment for a number of reasons. Often the nature of your business has changed, perhaps through expansion, a change in economic circumstances, or a reorganisation.
Things to consider when making changes to an employment contract
Make sure you:
- Familiarise yourself thoroughly with the details of any existing contracts before considering what alterations you want to make.
- Consult your staff about any changes you wish to introduce and include their trade union or other elected representatives. Simply imposing changes could mean a claim by employees for damages in a civil court, industrial tribunal, or a constructive dismissal claim before an industrial tribunal.
- Discuss any changes with your staff in a thorough and detailed way, fully explaining the reasons for any planned alteration and taking into consideration the impact of the proposed changes in individual circumstances. Agreed changes should be confirmed in writing to the employee within one month.
- Try, if an agreement cannot be reached with an employee on changes, to negotiate a new contract.
- Document as much in writing as possible.
- Do not assume an employee's acceptance of changes imposed without agreement. An employee may accept the breach of contract, treat the breach as a termination of the contract, and bring a claim for constructive dismissal or continue working under protest making it clear that the change is being treated as a breach of contract. An employee may complain to an industrial tribunal within three months of the change being imposed. The employee would have to resign and not wait too long before doing so, otherwise, it could be taken as an affirmation of the breach.
Breach of contract cases can only be taken to the industrial tribunal if the employment has been terminated and the claim arises on termination of employment.
If the employee continues to work under protest, they may have to sue in a civil court unless the breach results in loss which can be pursued through the Employment Rights (Northern Ireland) Order 1996 part 4 Protection of Wages as an unlawful deduction from wages claim. Such claims would be made to the Industrial Tribunal.
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Advantages and disadvantages of harmonising terms of employment
How reducing differences in pay and other terms and conditions of employment can benefit your business.
In order to reduce or eliminate differences between categories of employees, such as manual and non-manual workers, you should consider harmonising terms and conditions of employment across your business.
Harmonisation is more likely to lead to an improvement in terms and conditions rather than reducing them.
This will not only make your pay and benefits seem fairer to your staff but also help to ensure your pay and benefits system is not unlawfully discriminatory.
If you intend to use harmonisation to reduce any benefit or entitlement, it is important that this change is agreed before implementation and that the previous guidance on varying a contract of employment is followed.
What terms and conditions of employment can be harmonised?
There are different terms and conditions of employment where harmonisation can be used to benefit your business, such as:
- pensions
- overtime
- notice periods
- hours of work
- shift premiums
- canteen facilities
- sick pay schemes
- redundancy terms
- layoffs and short-time working
- holiday entitlements and holiday pay
- payment systems and methods of payment
- time-recording procedures, eg clocking on and off
- fringe benefits, eg health insurance, and company cars
Advantages of harmonisation
The benefits of harmonisation will vary from business to business but may include:
- improved productivity
- more efficient administration
- improved recruitment and retention of employees
- better relationships between different grades of staff
Disadvantages of harmonisation
You may encounter certain problems when introducing harmonisation to your business, such as:
- increased wages bill and pension scheme contributions
- manager and employee resistance to changes to their status or working conditions, especially if they feel they won't personally benefit
- employee management problems if traditional controls are removed, such as clocking on and off
Harmonisation following the transfer of employees into your business
If you buy another business, the rights of any employees who transfer as part of the purchase are protected under the Transfer of Undertakings (Protection of Employment) Regulations (TUPE). Employees who transfer to your business do so with their pre-existing terms and conditions intact.
You must not change transferred employees' terms and conditions simply to harmonise them with those of your existing staff.
For more information, see responsibilities to employees if you buy or sell a business.
Introducing harmonisation
For harmonisation to succeed in your business, senior managers must be committed. Involve managers, employees, and - if applicable - workplace representatives both before you finalise any harmonisation programme and during its introduction.
Work out the costs and possible benefits of harmonisation and consider whether any of the costs will be offset by changes in working practices.
You will also need to:
- set a realistic timescale for the introduction of harmonisation
- carry out any necessary training
- monitor and maintain the changes
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When an employee dies at work: Managing media queries
When an employee dies at work: Employer legal duties
The legal procedures employers must follow and how to submit an accident report form if an employee dies at work.
The death of an employee at work, or as a result of work, is one of the most difficult issues an employer will ever have to deal with.
When an employee dies at work
If an employee dies while at work as a result of an accident, natural causes or violence, first call the emergency services. Do not move the body before they arrive.
You must also report a work-related death immediately to the Health and Safety Executive for Northern Ireland (HSENI). You can report an incident to the HSENI by calling the HSENI Helpline on Tel 0800 032 0121.
When an employee dies later as a result of a work-related accident
If an employee dies as a result of an accident at work within one year of the date of the accident, you must also notify the HSENI about this in writing as soon as it becomes known.
An investigation will then be carried out to determine the circumstances leading to their death.
Employer's duty of care
As an employer, you have a duty of care to your employees, ie a duty to protect their health, safety and welfare by providing them with a safe working environment.
If an employee dies because you failed in your duty of care and it is found that you or your business have committed an offence you could be fined and/or sent to prison.
Insurance for employers
Most employers are required to have employer's liability insurance. This provides insurance against claims for compensation and legal costs if an employee dies or becomes ill or injured as a result of working for you - see insure your business: people, life and health.
Note that a representative of an employee who has died, usually the executor of their estate, can bring a case against an employer on behalf of the employee.
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Practical steps when an employee dies
Payroll, pensions and managing workloads when an employee dies.
When an employee dies there are a number of practical issues you will need to sort out. You will have to deal with payroll and pension issues. You will also have to make temporary arrangements to cover their work.
Payroll issues when an employee dies
You or your payroll department, if you have one, must calculate the final pay amount owed to the employee. You should make sure this is paid to the deceased employee's personal representative, usually the executor of the estate.
You will need to consider whether the employee was:
- due any outstanding payments of wages
- due any outstanding payments for untaken holidays
- due to make payments from their salary, such as student loan or child support payments
- receiving statutory payments, eg maternity pay
- a member of a company share scheme
Payments made after an employee's death are still subject to the same tax rules as normal. However, Class 1 National Insurance contributions (NICs) - from both employer and employee - do not have to be made and a P45 does not need to be produced.
For more information on dealing with payroll after an employee dies, see employees joining, leaving or changing their circumstances.
Workplace pension schemes when an employee dies
A surviving spouse or other dependants may be entitled to receive a survivor's pension.
In some cases, a lump-sum payment may become available. This will often be paid to the surviving spouse, or to a person named on the employee's nomination form, or to the executor of the estate as decided by the scheme's trustees.
If the pension scheme is trust based, the trustee chair of the pension scheme will be able to provide further detail on any payments which need to be made to the deceased's dependants.
If the pension scheme is contract based (eg a group personal pension), you will need to approach the scheme provider. They will be able to advise on any death-in-service benefits that are due. Know your legal obligations on pensions.
Staffing issues when an employee dies
You will have to make arrangements to cover the deceased employee's work. In the short term, you could:
- reallocate work to existing staff
- take on a temporary member of staff, eg an agency worker
You can then begin the process of recruiting staff.
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Informing people when an employee dies
Informing employees and external contacts of an employee's death, and considering bereavement counsellors to address emotional stress.
When an employee dies, you will need to inform other members of staff with sensitivity and compassion. The death of an employee can have an impact on the whole workforce. It can be especially difficult if the death is sudden, happens at work, or if multiple friends and family members are all employed by the same organisation. How you handle the death of an employee can have long-lasting implications on the relations between the employer and the workforce. Be as honest as you can about the cause of death.
Things to consider when an employee dies
You might want to:
- Inform those closest to the employee first, offering your condolences.
- Communicate the news in a private environment if possible.
- Allow staff time off to grieve and attend the funeral.
- Encourage employees to seek counselling if necessary - many employees have access to a support scheme through their workplace or can search for a bereavement counsellor.
- Offer support to employees affected by the death and operate an open-door policy to those people affected by emotional distress. It's a good idea to talk to employees regularly to see how they are coping and signpost them to any support that is available to them.
Informing outside contacts of an employee death
You also need to contact customers and suppliers - anyone who used to deal with the employee - to let them know of the death. How you do this will depend on the relationship you have with them. You may choose to email or post a letter, or you may decide to telephone.
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Dealing with next of kin when an employee dies
Inform next of kin sensitively about any life assurance, death-in-service benefits, wages, and pension entitlements.
When an employee dies at work, you will need to deal with the next of kin very sensitively. A manager who knows the employee well may be the most appropriate person to break the news, or sometimes a colleague who knows the family well may volunteer.
At an appropriate time, you will need to inform the next of kin about their entitlement to:
- life assurance or death-in-service benefits
- remaining wage or salary payments
- outstanding payments for untaken holidays
- pension entitlements
- any personal effects the deceased may have at the workplace
See practical steps when an employee dies.
After establishing when the funeral is to take place, it is a good idea to ask the next of kin whether colleagues of the deceased are welcome to attend.
You may wish to send a letter of condolence to the family of the deceased. You might also want to organise a floral arrangement to send to the funeral, or arrange some other tribute, and allow employees to contribute towards this. You may wish to place a notice in the local press (covering both sides of the community).
It might be appropriate to honour the person who died, with others at work. For example, you might consider:
- organising a book of condolence for staff to share their memories of the person who died
- holding an event or service to honour the person who died, inviting the family or next of kin as well, if appropriate
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When an employee dies at work: Managing media queries
What to do if the media take an interest in the death of an employee.
If an employee dies while they are at work, the media may hear about it and want to report the incident, particularly if the death was a result of an accident or violence.
How much media interest is created - and how you handle that interest - will depend on the nature of the incident.
If one person dies, it may only be reported in the local press. However, if there is a major accident and many people die including employees, public and/or fire and rescue personnel, the media coverage may be national or even international.
Responding to the media
When it comes to your business answering calls from media organisations, it is best not to ignore them - bad media coverage could turn a human tragedy into a business disaster. However, staff should be instructed to refer any enquiries to a particular individual or department that is best equipped to deal with them. The image your business presents to the business community and public should be as positive, empathetic and understanding as possible whatever the circumstances.
You could release a verbal or written statement:
- expressing regret
- reassuring other employees, the public, customers, suppliers, etc
- giving a brief outline of what happened
- saying that the incident is being investigated
- detailing how the business will be affected, if at all
Alternatively, you could hold a press conference so that you and/or your legal representative and any other interested parties can answer media questions face to face.
If you have someone in your business with experience of public relations (PR) and/or dealing with the media, they should manage media relations. If you don't, you could engage a PR consultant to advise you on managing the media interest.
However you manage media relations, you should avoid making promises, accusations or suggestions - it's best to stick to the basic, confirmed facts.
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Pre-employment checks: health checks
In this guide:
- Pre-employment checks
- Advantages of pre-employment checks
- Pre-employment checks: identity checks
- Pre-employment checks: checking references
- Pre-employment checks: checking qualifications
- Pre-employment checks: health checks
- Pre-employment checks: applying for a criminal records check
- Pre-employment checks: ensuring candidates are eligible to work in the UK
- Withdrawing job offers where checks are not satisfactory
- Pre-employment checks: data protection issues
Advantages of pre-employment checks
Making pre-employment checks to comply with the law.
Pre-employment checks are an important part of the recruitment process.
They help you to:
- comply with the law by ensuring the employee has permission to work - and remain - in the UK and has not been barred from carrying out the job - eg for roles working with vulnerable groups or holding the position of director
- check that the potential employee is suitably qualified or skilled for the job
- assess whether the potential employee is suitable for the job - eg for roles working with vulnerable groups or security roles
- check that the employee is able to carry out the job - though you must ensure you do not discriminate in breach of the Disability Discrimination Act 1995
Types of checks
There are a range of checks you can carry out, some of which are compulsory and others which may be desirable. These include:
- identity checks - see pre-employment checks: identity checks
- AccessNI disclosures - see pre-employment checks: applying for a criminal records check
- evidence of the right to work and remain in the UK - pre-employment checks: ensuring candidates are eligible to work in the UK
- references - see pre-employment checks: checking references
- qualifications - see pre-employment checks: checking qualifications
- health - see pre-employment checks: health checks
You must ensure your checks are not discriminatory (for example, a health check that discriminates against disabled people and is not necessary for the job) and do not discourage people from applying for the job. For more guidance, see how to prevent discrimination and value diversity.
You can make any job offer conditional on the outcome of pre-employment checks.
A conditional job offer does not become a binding employment contract until both parties have agreed to it and can be withdrawn if the conditions are not met. See withdrawing job offers where checks are not satisfactory.
You should carry out your checks as quickly as possible once a conditional offer has been made.
Protective security guidance
The National Protective Security Authority (NPSA) provides protective security advice. This is for companies and organisations that deliver the UK's essential services.
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Pre-employment checks: identity checks
Why you should check a candidate's identity and how you can go about it.
The first check you should carry out is to confirm the identity of the candidate and establish that their identity is genuine.
You should not undertake any other checks until you are satisfied that the candidate is who they claim to be.
How to check a person's identity
You can check a person's identity by:
- requesting original copies of documents - such as passports, birth certificates, and driving licences
- asking for copies of documents that confirm the person lives where they claim they do - eg provide a recent bank statement or utility bill with their name and address on it
- requesting a Certificate of Registration, or a Biometric Residence Permit, and/or immigration documents where relevant
- using a commercial online database checking service
Whilst these checks can prove that an identity exists, they cannot prove that the identity rightfully belongs to the person using it. You should back up any electronic check by obtaining original documents to support the claim.
Job offer templates from Acas including a pre-employment checklist template.
The HM Passport Office has introduced a number of measures to help employers check for identity fraud.
Read more on the HM Passport Office's responsibilities and priorities.
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Pre-employment checks: checking references
How and when you should check references.
Although not compulsory, it is advisable to check a potential employee's references.
You can do this in writing or by telephone at any point during the recruitment process. Some candidates will prefer you not to check their references until they have been offered the job, and you should seek their consent before any referees are contacted.
There is no automatic right to receive a reference from a previous or current employer, except for roles in organisations covered by the Financial Conduct Authority and the Prudential Regulation Authority. The easiest way to obtain references is in writing.
References should give facts such as start and end dates, job title, salary, and sickness absences (excluding any absence related to a disability or parental leave).
You may wish to follow up on the information disclosed by having an informal conversation with the author of the reference, or the previous employer. Asking specific questions can disclose additional information, for example, details on the employee's performance, integrity, relevant personal information, and reasons for leaving. However, caution should be taken as to how any additional information is interpreted. After an informal conversation, good practice suggests:
- Any information provided should not be used as a substitute for you making your own judgement about employment.
- The information should be weighed against all evidence received during the recruitment process, making a balanced decision that takes into account all available information.
- Consideration as to the context and circumstances of the information provided, should be carried out as circumstances can change. It may be appropriate to involve the potential employee in this consideration.
Are references confidential?
Generally, employees do not have the right to ask their employer to see a job reference that the employer has written about them which has been given in confidence. However, they may be able to gain access to it from the person the reference is sent to, so you should not assume a reference will stay confidential.
Individuals may also be able to access notes made about them during a telephone reference as well as any notes you make during and after their interview.
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Pre-employment checks: checking qualifications
How and when you should check qualifications as part of your pre-employment checks.
As well as looking at references, you should also check the candidate's qualifications, especially when the qualification is essential to the position you want to fill. In some professions, candidates must be in possession of specific qualifications before they can practice.
You can check qualifications by asking to see the candidate's certificates. Alternatively, you can check with the awarding bodies or use one of the checking services.
The Council for Curriculum Examinations & Assessment (CCEA) has details of the qualifications it accredits. Information is also available about the competence and performance levels they are based on. Read CCEA guidance on post-16 qualifications.
UK ENIC is the UK national agency for international qualifications and skills and can help you compare overseas qualifications with UK equivalents. Compare overseas academic qualifications (registration required).
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Pre-employment checks: health checks
Anti-discrimination and data protection considerations when asking candidates to complete a health check.
You may wish to include health checks as part of your recruitment process. A health questionnaire may ask about individual and family history and lifestyle. They can highlight potential problems requiring a follow up - eg by a medical examination.
Questions about disability and health during the recruitment process
You should take great care when asking about a job candidate's disability or health concerns. You should ensure that you seek this information for the right reasons and not in order to discriminate against disabled people.
The Equality Commission suggests giving job candidates the opportunity on an application form, or on a monitoring form, to indicate any relevant effects of a disability and to suggest any reasonable adjustments which may help them overcome any disadvantage in their potential workplace.
You have an obligation, under the Disability Discrimination Act, to make reasonable adjustments for disabled employees or applicants at all stages of the recruitment, selection and employment process.
Read Equality Commission guidance on hiring new staff.
Asking a question about disability is not in itself discriminatory. However, your conduct following the candidate's response could lead an industrial tribunal to conclude that you have carried out a discriminatory act.
When to carry out pre-employment health checks
You should only complete pre-employment health checks:
- once you have offered the job to a particular person
- where any candidate - disabled or not - would be required to undergo testing to decide if they are fit to carry out the job
- where testing is needed to meet any legal requirement - eg eye tests for commercial vehicle drivers
- when you are sure you need this information and have policies in place to securely hold the information as required by the Data Protection Act, regardless of whether it is in paper or electronic form
The level of assessment will depend on the nature of the job and can range from simply checking the levels of absence in a previous job to a full health assessment.
If you are making a job offer conditional upon the candidate's fitness for the work, this should be stated clearly in the offer letter.
You must ensure you are not carrying out discriminatory practices in asking potential employees to pass a health check. Health checks - if required - should be carried out on all candidates to avoid unfairly discriminating against disabled candidates. For further guidance, see how to prevent discrimination and value diversity.
You may be required to pay a fee for a medical report from a candidate's GP. The candidate must give you their written consent before you request a medical report.
Candidates have the right to see the report and can request that it is amended or withheld from you. Even without the candidate seeing the report, the doctor must keep it for 21 days before sending it to the employer.
Alternatively, an employer may refer a prospective employee to occupational health. The employer must seek the candidate's consent before referral and the employer should pay for the referral.
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Pre-employment checks: applying for a criminal records check
How and when to request an AccessNI check, the application process, and how to use the information provided.
You can apply for a criminal records check for the potential applicant from AccessNI. This is usually required when people are working regularly with children or vulnerable adults or, for example, as part of the taxi driver licensing regime in Northern Ireland. The Security Industry Authority also carries out a criminal record check on anyone who applies for a security licence.
It is important to ensure that a position is eligible for an AccessNI check before starting the process. Eligibility is governed by the Rehabilitation of Offenders (Exceptions) Order (Northern Ireland) 1979 (as amended). You should contact AccessNI if you are unsure whether a position is eligible for a check.
Criminal records checks should not be requested until a job offer is made, but you should make it clear, in writing, that the job offer is conditional upon a criminal records check.
There are three types of criminal records check - basic, standard and enhanced. Legislative provisions may require that either a Standard or Enhanced Disclosure is requested for someone commencing employment in certain sectors. The type of check you will need to make will depend on the work that is to be undertaken.
The Disclosure and Barring Service (DBS) helps employers in Northern Ireland make safer recruitment decisions. The main criminal record checks are now called a DBS check. A DBS check is only necessary for certain types of jobs involving vulnerable groups eg working with children, in healthcare, prisons and courts. The DBS was established in 2012 and carries out the functions previously undertaken by the Criminal Records Bureau and the Independent Safeguarding Authority. It is accessible through AccessNI.
For more information on each type of check, see AccessNI criminal records checks.
Avoiding discrimination
Once you have received your copy of the AccessNI disclosure certificate, you can assess whether the candidate is suitable for the job. An AccessNI disclosure will reveal previous convictions. Generally, under the terms of the Rehabilitation of Offenders (Northern Ireland) Order 1978, someone convicted of a criminal offence who does not receive any further convictions during 'the rehabilitation period' becomes a rehabilitated person. Their conviction is regarded as spent - therefore after a certain period of time, you should treat the person as if the conviction had not happened.
However, a conviction resulting in a prison sentence of more than two and a half years can never be spent.
A person must disclose all convictions - including spent ones - if the job offered falls into an exempted category according to the Rehabilitation of Offenders (Northern Ireland) 1978, including:
- regular contact with children and vulnerable adults
- accountancy
- work as a barrister
- police work
- posts relating to the administration of justice or financial regulation
- posts involving national security
Whether the conviction is spent or unspent, you should carefully weigh a number of factors, including:
- how long ago the offence was committed
- the candidate's age at the time
- the relevance of the offence to the job offered
- the penalty awarded
- whether the offence was isolated or part of a pattern of offending
- what is known about the person's behaviour before and since
People should not be unfairly discriminated against due to past convictions. You should also give the candidate a chance to explain if a check reveals adverse information about them.
For details of your legal obligations when applying for AccessNI checks and using the sensitive personal information on a certificate see employing someone with a criminal record.
Read employers' guidance on recruiting people with Northern Ireland conflict-related convictions.
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Pre-employment checks: ensuring candidates are eligible to work in the UK
Preventing illegal working - the checks you must make, who is eligible for work and who needs permission.
A new immigration system applies to people arriving in the UK from 1 January 2021. EU citizens moving to the UK to work will need to get a visa in advance. Employers need a sponsor licence to hire most workers from outside the UK. See right to work checks: employing EU, EEA and Swiss citizens.
All employers in the UK have a responsibility to stop illegal workers. You must therefore check the entitlement of everyone you plan to employ to work in the UK. Failure to do so may result in a civil penalty or criminal conviction.
British citizens can currently work in the UK without restrictions. Since 1 July 2021, Irish citizens can continue to use their passport or passport card to prove their right to work in the UK.
All other EU, EEA, and Swiss citizens will no longer be able to use their passport or national identity card to prove their right to work. You'll need to check their right to work online using:
- a share code
- their date of birth
You can also check someone's original documents instead if they do not have a UK immigration status that can be shared with your digitally. Check which types of documents give someone the right to work in the UK.
You could face a civil penalty if you employ a worker and have not carried out a correct right-to-work check.
Even if you think that a potential employee has the right to work in the UK, you should still make the necessary checks. You should ask candidates to provide evidence of their right to work in the UK by producing original copies of documents specified by the UK Visas and Immigration (UKVI).
For more information on checking an employee's eligibility, see ensuring your workers are eligible to work in the UK.
In addition, check if someone can work in the UK on the GOV.UK website.
Employing someone who needs permission to work in the UK
You may need a sponsor licence to employ someone from outside the UK.
You do not need to sponsor an EEA or Swiss national, or their eligible family members, if they arrived in the UK before 11pm on 31 December 2020, provided they applied for status on the EU Settlement Scheme by 30 June 2021 and that application was granted. With limited exceptions, you do not need to sponsor Irish citizens.
Read GOV.UK guidance on sponsorship.
For more information on checking an employee's eligibility, see ensuring your workers are eligible to work in the UK.
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Withdrawing job offers where checks are not satisfactory
Conditional job offers can be withdrawn if checks prove unsatisfactory.
No contract of employment exists until a candidate has accepted an offer and all conditions under which the offer was made have been satisfied.
You can withdraw conditional job offers made subject to suitable references and criminal records checks, where the results are not as you expected.
If a candidate starts work before the results of checks have been received, you should make it clear that the offer may be withdrawn if the checks prove unsatisfactory - see pre-employment checks: checking references.
You may also wish to offer employment subject to a trial or probationary period. The length of the period may depend on the type of job and how much time is needed to demonstrate the necessary skills.
If you decide to withdraw the offer at the end of the period, you need to give the employee the notice period specified in their written statement and follow the statutory dismissal procedure in terminating their employment. It's also highly advisable to explain clearly why the offer is being withdrawn to avoid potential legal claims, eg for discrimination.
If no notice period has been agreed, they are entitled to the statutory minimum notice period, or to any longer period which is the established custom or practice within the industry.
For more guidance, see the employment contract and issue the correct periods of notice.
An alternative to withdrawing an offer is to extend the probationary period - if the contract allows - and to provide appropriate training.
Employees cannot claim unfair dismissal before completing one year's service unless it is for a number of automatically unfair reasons. Read more on dismissing employees.
However, an employee dismissed during - or at - the completion of their probationary period may be able to claim breach of contract if - for example - you have not provided training that you promised would be given.
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Pre-employment checks: data protection issues
Data protection considerations when making pre-employment checks.
The Data Protection Act 2018 applies to personal information - data about living, identified, or identifiable individuals, including information such as names and addresses, bank details, and opinions expressed about an individual.
Six data protection principles
There are six data protection principles. Information should be:
- lawfulness, fairness and transparency - you must process personal data that you collect on individuals in a lawful, fair and transparent manner
- purpose limitation - you must only collect personal data for a specific, explicit and legitimate purpose and you must clearly state what this purpose is and only hold the data for as long as necessary to complete that purpose
- data minimisation - you must ensure that personal data you process is adequate, relevant, and limited to what is necessary in relation to your processing purpose
- accuracy - you must take every reasonable step to update or remove data that is inaccurate or incomplete and individuals have the right to request that you erase or rectify erroneous data that relates to them
- storage limitation - you must delete personal data when you no longer need it and timescales are dependent on your business' circumstances and the reasons why you collect this data
- integrity and confidentiality - you must keep personal data safe and protected against unauthorised or unlawful processing and against accidental loss, destruction or damage
Read Information Commissioner's Office (ICO) guidance on data protection.
The use of sensitive information - including information that might be disclosed during a criminal records check - is more tightly controlled. For further information, see ICO guidance on criminal offence data.
Guidelines to follow
There are some guidelines you should keep in mind in relation to pre-employment checks.
You should:
- only carry out checks which are necessary
- think carefully about the best point in the process to carry out the different checks
- where possible, only check the successful applicant
- let applicants know what checks will be made and how they will be carried out
- make sure that checks are carried out for a specific purpose
- only use sources which will reveal relevant information
- only rely on information that comes from sources you trust
- give the candidate the chance to explain if a check reveals adverse information about them
- if a third party is to be involved in the process - eg a previous employer not listed as a referee - let the applicant know
Any information you gather in the process of making your pre-employment checks must be kept securely and confidentially. Any information gathered must not be kept for longer than is needed for its legitimate purpose.
The candidate has the right to ask to see any information you hold on them which you must supply within one month of receiving the request. This information will be provided free of charge, however, where requests are manifestly unfounded or excessive you can charge a reasonable fee for the administrative costs of providing the information.
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Flexible working: employee protection against dismissal and discrimination
In this guide:
- Flexible working: the law and best practice
- The right to request flexible working: eligibility criteria
- Advantages of flexible working
- Flexible working policy
- Types of flexible working
- Application for flexible working
- Considering flexible working requests
- Reaching a decision on a flexible working request
- Refusing a flexible working request
- Flexible working refusal: employee's appeal
- Flexible working: extensions to time limits and withdrawals
- Unresolved flexible working requests
- Flexible working: employee protection against dismissal and discrimination
- Promoting flexible working - Advanced Electronic Solutions (video)
- Introducing a four-day working week - Smiley Monroe
The right to request flexible working: eligibility criteria
Who qualifies for the right to make a flexible working request and what are the types of requests.
Certain employees have the statutory right to make a flexible working request. To be eligible to make a flexible working request a person must:
- be an employee
- have worked for you continuously for at least 26 weeks on the date they make their request
- not have made another statutory request during the past 12 months (unless it relates to a request to consider reasonable adjustments on account of disability under the Disability Discrimination Act 1995.)
Further, employed agency workers returning to work from a period of parental leave also have the right to request flexible working.
The right to make a flexible working request is open to all those who meet the above eligibility requirements. It can be made for any reason, and it is not restricted to parents or carers.
The frequency of flexible working requests
Employees can make one application every 12 months unless it relates to a request to consider reasonable adjustments on account of disability under the Disability Discrimination Act 1995.
The 12-month period runs from the date the most recent application was made.
Before making a subsequent request, the employee must still meet the eligibility criteria as outlined above.
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Advantages of flexible working
The advantages for your business when introducing a flexible working policy.
Introducing a flexible working policy can benefit your business as well as your employees.
Flexible working: business benefits
Many employers believe that promoting flexible working makes good business sense and brings the following improvements:
- Greater cost-effectiveness and efficiency, such as savings on overheads when employees work from home or less downtime for machinery when 24-hour shifts are worked.
- The chance to have extended operating hours.
- Ability to attract a higher level of skills because the business is able to attract and retain a skilled and more diverse workforce. Also, recruitment costs are reduced.
- More job satisfaction and better staff morale.
- Reduced levels of sickness absence.
- Greater continuity as staff, who might otherwise have left, are offered hours they can manage. Many employers find that a better work-life balance has a positive impact on staff retention, and on employee relations, motivation, and commitment. High rates of retention mean that you keep experienced staff who can often offer a better overall service.
- Increased customer satisfaction and loyalty as a result of the above.
- Improved competitiveness, such as being able to react to changing market conditions more effectively.
Flexible working: benefits for employees
The main benefit of working flexibly for your employees is that it gives them the chance to fit other commitments and activities around work and make better use of their free time.
Flexible working can help you as an employer promote a healthy work-life balance for your staff.
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Flexible working policy
Considerations for employers when introducing a flexible working policy and example templates.
Introducing a flexible working policy
You should inform and consult your employees before you introduce a flexible working policy. This may help them understand how flexible working arrangements may impact your business.
When planning to implement a flexible working policy, you will need to consider the following:
- What flexible working arrangements will suit the business?
- What are the legal requirements?
- How will you deal with applications, eg who will attend the meetings and how will the administration work?
- Are there jobs that might be difficult to do under a flexible working arrangement, eg jobs that don't suit homeworking?
- If there are, what is the nature of the obstacle, and can you perhaps overcome it?
- How flexible are your IT arrangements, eg can employees access their email away from the workplace?
Flexible working policy templates
The Equality Commission for Northern Ireland has developed a model policy and procedure template for employers on handling requests for flexible working (PDF, 1.07MB) - you can download and personalise this to your business needs.
The Equality Commission for Northern Ireland also hosts free training courses on flexible working on a regular basis as part of its Employer Training Programme.
Find out how to set up employment policies for your business.
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Types of flexible working
Different types of flexible working, such as part-time work, flexi-time, zero-hour contracts, and job sharing.
The term flexible working covers flexibility in terms of the hours that are worked and the location and includes the following:
Flexible working: different types
Type of flexible work Explanation Annualised hours Employees' contracted hours are calculated over a year. While the majority of shifts are allocated, the remaining hours are kept in reserve so that workers can be called in at short notice as required. See minimum wage for different types of work - paid by the hour. Compressed working hours Employees can cover their standard working hours in fewer working days. See calculating holiday entitlement for atypical workers. Flexi-time Employees have the freedom to work in any way they choose outside a set core of hours determined by the employer. Part-time working Employees are contracted to work less than standard, basic, full-time hours. See options for part-time working. Job sharing One full-time job is split between two employees who agree on the hours between them. See introducing job-sharing. Remote or hybrid working Employees spend all or part of their working week from home or somewhere else away from the normal workplace. See employees working from home. Sabbatical/career break Employees are allowed to take an extended period of time off, either paid or unpaid. Self rostering Employees nominate the shifts they'd prefer, leaving you to compile shift patterns matching their individual preferences while covering all required shifts. Shift swapping Employees arrange shifts among themselves, provided all required shifts are covered. Shift working Work that takes place on a schedule outside the traditional 9am - 5pm working day. It can involve evening or night shifts, early morning shifts, and rotating shifts. Staggered hours Employees have different start, finish, and break times, allowing a business to open longer hours. Term-time working An employee remains on a permanent contract but can take paid/unpaid leave during school holidays. See considering requests to change working hours. V-time working Employees agree to reduce their hours for a fixed period with a guarantee of full-time work when this period ends.
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Application for flexible working
Information an employee must provide when making a flexible working request.
An employee's application should set out their desired working pattern and how they think you can accommodate it.
Information that must be included in a flexible working application
In order for a flexible working application to be valid, it must:
- be dated and in writing
- state that it is being made under the statutory right to make a flexible working request
- specify the flexible working pattern applied for
- explain what effect the proposed change may have on your business and how you can deal with any such effect
- state the date on which they want the change to start
- be the only request made in the last 12 months
The employee should allow plenty of time between the date of the application and the date they expect the flexible working arrangement to start. This is to allow you time to look at their application and assess whether or not you can accommodate it.
See form FW (A): Flexible Working Application Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
Flexible working requests and the contract of employment
If you accept an employee's flexible working request, this will be a permanent change to their contractual terms and conditions unless you agree otherwise. See change an employee's terms of employment.
If you or the employee are concerned about this, you could either suggest that they work flexibly over a trial period or agree that the arrangement will be temporary.
Note that employees do not need to provide a reason for their application for flexible working.
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Considering flexible working requests
Responding to an employee's flexible working request and arranging a meeting to discuss it.
You should acknowledge receipt of the employee's flexible working request in writing.
All statutory flexible working requests must be seriously considered with the aim of deciding whether your business can accommodate the requested work pattern.
Under the statutory procedure, you should hold a meeting with the employee to discuss their request. If you cannot accommodate the requested working pattern, you may still wish to explore alternatives to find a working pattern suitable to you both.
You can also agree to a flexible working request simply on the basis of the application itself without the need for a meeting, but it would be good practice to meet with the employee to discuss any practical issues for implementation.
Incomplete flexible working application
If the application is incomplete, you can ask the employee to resubmit it and inform them that you do not have to consider the application until it is resubmitted.
If the employee refuses to provide you with the information needed, you can treat the application as withdrawn. The employee will not be able to make another application for another 12 months. See the right to request flexible working: eligibility criteria.
Meeting to discuss the flexible working application
You should arrange a meeting with the employee within 28 days of receiving their valid flexible working application. If it is difficult to arrange a meeting within this period, seek the employee's agreement to extend it.
Failure to hold a meeting within the 28-day period or any extension, without the employee's agreement, will be a breach of the procedure.
You should arrange the meeting at an appropriate time and place that is convenient for all.
The right to be accompanied
The employee has the right to be accompanied at the meeting by a single companion who is a worker employed by the same employer as the employee who chooses them.
The companion can address the meeting and confer with the employee during it, but may not answer questions on behalf of the employee.
If the companion is unable to attend the meeting, the employee must seek to rearrange the meeting. It should take place within seven days of the date of the original meeting.
You must pay both the employee and their companion for the time off from their normal working duties to attend the meeting.
What happens if the employee fails to attend the meeting?
If the employee is unable to attend the meeting, they should contact you as soon as possible to explain their absence and allow you to rearrange it for the next mutually convenient time.
If the employee fails to attend the meeting more than once without a reasonable explanation, you can treat their application as withdrawn and you should write to them to confirm this.
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Reaching a decision on a flexible working request
Accepting and refusing an employee's request and trial periods.
You must notify an employee of your decision within 14 days of the meeting to discuss their flexible working request.
If you need more time to consider the request, you must agree this with the employee.
If you cannot agree to the working pattern asked for, you can still try to reach an agreement with the employee on an alternative arrangement.
Accepting a flexible working request
If you accept an employee's flexible working request, you must write to them:
- detailing their new working pattern
- stating the date on which it will start
- ensuring that this notice is dated
- stating that the arrangement means a permanent change to the employee's terms and conditions of employment (unless agreed otherwise)
Flexible working trial periods
If you or the employee are not sure that the proposed flexible working pattern will work in practice, you could try a different working arrangement or consider a trial period for flexible working.
Trial periods can happen at two stages before a formal agreement is reached on the flexible working request:
- If you know that your employee will be applying, then you can agree to a trial period before they submit a formal written flexible working request. If you do this, the formal procedure will still be available to the employee in the future.
- If the employee makes a formal written application, you could agree to an extension of time for you to make a decision and the trial period could happen before you reach a final agreement. In this case, the rest of the formal procedure would still be available to the employee.
Informal temporary flexible working arrangements
If you and the employee think that a statutory flexible working arrangement resulting in a permanent change to their contract of employment may not be the best solution, you could consider an informal temporary arrangement.
For example, this may be appropriate when the employee suddenly becomes the carer of an adult with a terminal illness, or they have to care for someone with a fluctuating condition like Parkinson's disease.
You should put any such agreement in writing.
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Refusing a flexible working request
Reasons employers may refuse a flexible working request and how this must be communicated to the employee.
If you decide that you cannot accommodate any kind of flexible working for an employee, you must write to them:
- stating which of the listed business ground(s) apply as to why you cannot accept the request
- providing an explanation of why the business reasons apply in the circumstances
- setting out the appeal procedure
This written notice must be dated.
The business grounds for rejecting a flexible working request
You can only reject a flexible working request on a limited number of set grounds.
These are:
- planned structural changes
- burden of additional costs
- detrimental impact on quality
- inability to recruit additional staff
- detrimental impact on performance
- inability to reorganise work amongst existing staff
- detrimental effect on ability to meet customer demand
- insufficient work for the periods the employee proposes to work
Explaining your refusal of a flexible working request
In your written refusal of a flexible working request, you must explain why the business ground applies in the circumstances. If an employee understands why a business reason is relevant, they are more likely to accept the outcome and be satisfied that you have considered their application seriously - even if it isn't the outcome they wanted.
You do not have to go into a lot of detail, but you should include the key facts about why the business ground applies.
If you make a decision to reject a flexible working application based on incorrect facts, this will give the employee grounds to make a complaint to an industrial tribunal.
See form FW (C): Flexible Working Application Rejection Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
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Flexible working refusal: employee's appeal
How an employee should request an appeal if their flexible working request is refused and how an employer must deal with that request.
If an employee believes that you have not properly considered their flexible working request they may want to appeal your decision to reject it.
Flexible working: employee's notice of appeal
The employee must make their appeal in writing within 14 days of receiving your written notice refusing their flexible working request - read more on reaching a decision on a flexible working request.
In the appeal notice, the employee must set out the grounds for making the appeal and ensure that the appeal is dated.
For example, an employee might appeal because they want to:
- challenge a fact you gave to explain why the business reason applies
- bring your attention to something you weren't aware of when you rejected the application, eg that another member of staff is now willing to cover the hours the employee no longer wishes to work
There are no restrictions on the grounds for appeal.
See form FW (D): Flexible Working Appeal Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
Arranging an appeal meeting
You must arrange the appeal meeting within 14 days of receiving the employee's appeal notice with regard to their flexible working application.
A different manager should ideally hear this appeal, usually at a higher level, than the manager who made the initial decision to reject the flexible working request.
The principles on the right to be accompanied, payment for attending the meeting, and what happens if the employee fails to attend are the same as for the initial meeting - see considering flexible working requests.
Notifying an employee of your decision following the appeal meeting
You must inform the employee of the outcome of the flexible working request appeal in writing within 14 days after the date of the appeal meeting.
If you change your mind and choose to accept their flexible working request, this notification must:
- be dated
- include a description of the new working pattern
- state the date from which the new working pattern is to take effect
If you choose to uphold the decision to refuse the flexible working request, this notification must:
- be dated
- state the grounds for the decision - these must be in direct response to the employee's grounds for making the appeal
- explain why the grounds for refusal apply in the circumstances - your explanation should provide the kind of detail required in your explanation following the initial meeting.
This notice amounts to your final decision and ends the formal right to request a flexible working procedure.
See form FW (E): Flexible Working Appeal Reply Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
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Flexible working: extensions to time limits and withdrawals
Extending the time limit to decide on a flexible working request.
There may be occasions where you need more time than the formal statutory procedure allows in order to reach your decision on an employee's request for flexible working.
There are also situations where you may treat the employee's application as withdrawn.
Extension of time limits to consider a flexible working request
There are two circumstances where the time limits for giving decisions and raising appeals on flexible working requests can be extended.
Through agreement by the employer and the employee
You might need to extend time limits where, for example, you need more time to consult with other staff or you agree to a trial period to check the suitability of the proposed flexible working arrangement.
The written record of the agreement must:
- be dated
- be sent to the employee
- specify what period the extension relates to
- specify the date on which the extension is to end
Through absence of the employer
An automatic extension applies where the individual who normally deals with the flexible working request is absent from work due to leave or illness. Where this is the case, the 28-day period within which a meeting shall be held to discuss a flexible working application commences on the day the individual returns to work, or 28 days after the application is made, whichever is the sooner.
There are no other circumstances where an automatic extension to any period applies.
See form FW (F): Extension of Time Limit in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
Treating a flexible working application as withdrawn
There are three circumstances where you can treat an employee's application for flexible working as withdrawn:
1. The employee unreasonably refuses to provide the information you need to consider their application. You should confirm in writing the withdrawal of the application.
2. The employee twice fails to attend a meeting to discuss a request (or a meeting to discuss an appeal) without reasonable cause. You should confirm in writing the withdrawal of the application. However, you should be flexible where - on both occasions - the employee cannot attend due to unforeseen circumstances.
3. The employee decides to withdraw the application. They should notify you as soon as possible in writing. If you don't receive written notification, ask them to confirm their intention verbally and then confirm this in writing. The employee will not be eligible to make another application for 12 months.
In all circumstances a written record must be made. See form FW(G): Notice of Withdrawal in the LRA's guidance and templates on flexible working: the right to request and duty to consider.
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Unresolved flexible working requests
What happens if you can't reach an agreement on flexible working using the statutory right-to-request procedure.
There may be occasions where an employee feels that their employer has not dealt with their flexible working application to their satisfaction.
Informal resolution
You should first try to sort out any problems with a flexible working application informally to discourage the employee from taking more formal action.
If an employee feels that the issue has not been resolved using informal methods, they may use your grievance procedure. Read more on handling grievances.
Third-party conciliation/mediation
If you cannot resolve the issue internally, you could try using an external third-party mediator or conciliator, eg Labour Relations Agency (LRA) or a union representative.
The LRA may offer to resolve the dispute through its Arbitration Scheme.
The LRA Arbitration Scheme
The LRA Arbitration Scheme provides an alternative to having a case heard by a tribunal to resolve an employment-related dispute (for example, claims relating to flexible working arrangements, unfair dismissal, breach of contract, or discrimination).
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.
Find out more about the LRA Arbitration Scheme.
Early Conciliation
Anyone who wishes to lodge a claim with the Industrial or Fair Employment Tribunal must first notify the LRA and discuss the option of Early Conciliation. A claimant will not be able to proceed to tribunal without at least considering this option.
Tribunal claims
Where all other methods have failed, the employee may feel that an industrial tribunal claim is necessary.
An employee may make a complaint to an industrial tribunal where either:
- your decision to reject a flexible working application was based on incorrect facts, although this issue should first be covered in the appeal meeting - see flexible working refusal: employee's appeal
- you didn't follow the procedure properly, eg you failed to hold the meeting to discuss the application within the timescale (where no extension had been agreed) or where you failed to provide a complete and proper explanation to the employee of your decision to refuse their request
An employee cannot make a complaint where they simply disagree with the business grounds you give.
The industrial tribunal does not have the power to question your business reasons, although it can examine the facts on which the business reason was based to see if they are factually correct. If a case is brought jointly with other legislation, eg the Sex Discrimination (Northern Ireland) Order 1976 or other discrimination legislation, an industrial tribunal may seek to examine how the request was considered.
Note that applications to tribunals have time limits. The LRA can provide information about tribunal time limits - contact the LRA.
Remedies and compensation
An industrial tribunal or LRA arbitration can order you to:
- pay an award to the employee
- reconsider an application by following the procedure correctly
The maximum level of compensation is eight weeks' pay - although there is a statutory cap on the amount of a week's pay.
There is a separate award of up to two weeks' pay where you failed to allow the employee to be accompanied at a meeting.
There may be an additional award of compensation if the employee is successful in a joint claim, eg taken under Sex Discrimination legislation - as set out above.
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Flexible working: employee protection against dismissal and discrimination
An employee's protection against detrimental treatment and dismissal in relation to their flexible working request.
You must not subject an employee to a detriment or dismiss them for a reason relating to their flexible working request. In addition, you should note that rejecting a flexible working request could give rise to a discrimination claim.
Protection against detriment/dismissal for requesting flexible working
Employees are protected from suffering a detriment or being dismissed because:
- they have made an application to work flexibly
- they exercised a right under the flexible working request procedure
- they have made a complaint to an industrial tribunal in respect of their flexible working application
- they exercised their right to be accompanied at a meeting to discuss their request or they accompanied another employee to such a meeting
A detriment is where you act in a way that results in unfair treatment of an employee because they did something protected by law, such as exercising a statutory employment right.
Dismissal means your termination of their employment, with or without notice, including redundancy selection and the non-renewal of a fixed-term contract. It could also include constructive dismissal, ie where the employee resigns believing you have substantially breached their contract of employment. Read more on dismissing employees.
Employees who suffer a detriment or are dismissed in these circumstances may make a complaint to an industrial tribunal.
Discrimination and flexible working requests
In some circumstances, rejecting an employee's flexible working request could open up the possibility of a claim for discrimination on grounds of sex, gender reassignment, marital status or civil partnership, race, religion or belief, political opinion, sexual orientation, disability, or age.
For example, if you reject the request of a woman returning from maternity leave to work part-time, this could be seen as indirect sex discrimination. This is on the grounds that a greater proportion of women than men have the main parental caring responsibility - and requiring the employee to work full time potentially puts her at a disadvantage compared with her male colleagues.
However, even if the employee is put at a disadvantage by your flexible working refusal, you can still justify your actions at a tribunal if you can show that they were a proportionate means of achieving a legitimate aim.
Read more on how to prevent discrimination and value diversity.
Part-time employee discrimination
You must not treat part-time employees less favourably in their contractual terms and conditions than comparable full-timers - unless you can objectively justify that treatment.
So, if you agree to a request to work fewer hours, bear in mind that the employee is still entitled to the same pay and benefits (on a pro-rata basis) and access to training and promotion opportunities.
Find out more about employing part-time workers.
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Flexible working: the law and best practice
Promoting flexible working - Advanced Electronic Solutions (video)
Paul Creighton, director of Advanced Electronic Solutions (AES), talks about how the company introduced and benefited from flexible working practices.
Advanced Electronic Solutions (AES) has been providing security products throughout the UK and Ireland since 2004. Based in Cookstown, Co. Tyrone, they provide and install a wide range of products and services, from wire-free alarms, to CCTV and gate automation. Flexible working benefits both employees and the business by ensuring a happy and more productive workforce.
Here, director Paul Creighton talks about how the company introduced and benefited from flexible working practices.
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Flexible working: the law and best practice
Introducing a four-day working week - Smiley Monroe
How Lisburn-based employer Smiley Monroe introduced a four-day working week into their business.
Smiley Monroe is a manufacturer of customised endless conveyor belts, cut rubber, and plastic parts supplying mobile equipment manufacturers in the crushing and screening sector. Smiley Monroe has three global production facilities and is headquartered in Lisburn with 128 employees.
Jayne Peters, Director of People and Culture at Smiley Monroe, explains how the company has adopted a four-day working week with all staff enjoying Friday off. She outlines how they have addressed challenges along the way and the benefits this has presented to the company and their staff.
Encouraging and acting on staff feedback
"At Smiley Monroe, we value feedback from our employees, and one of the mechanisms to gather ideas is through our engagement team, who meet regularly. This group comprises representatives from all areas of our business. They are responsible for planning employee events, communicating updates throughout our teams, and finding ways to develop and safeguard our company culture. A four-day working week is an example of an idea suggested during one of the engagement meetings."
"While it took some time to work out the practical aspects of how this would work for our business, we were keen to explore how a change in working patterns could help our employees achieve a better work-life balance without negatively impacting our customers. In a challenging labour market, we also identified that this could give us a competitive advantage when recruiting and retaining talent."
Addressing the challenges of a four-day working week
"We initially implemented a six-month trial period for a four-day working week. This approach was crucial to minimise potential inconvenience to our customers during its introduction. While planning, we made gradual adjustments to address possible adverse impacts of the new working pattern. For example, we reduced Friday deliveries as many customers had already adopted Friday as a shorter working day. By doing so, we could maintain production and not negatively affect our customer service."
"To streamline the transition to a four-day working week, we gradually implemented it across different teams. The customer support team was the last to adopt this new work schedule. We informed our customers about the future changes, and the feedback we received was overwhelmingly positive. Many customers showed interest in adopting this new work schedule within their operations."
"In taking a phased approach to reduce Friday working hours, we had already made changes to our delivery and export schedules. This strategy managed customer expectations and meant when the four-day week finally came into effect, the change was minimal."
"An additional consideration included making efficiencies within our processes to maintain the same level of productivity in a shorter period. We made gradual changes to ensure that our operations remained unaffected."
"We considered how to ensure a four-day working week would positively impact our employee work-life balance. It was not an option for staff to condense their traditional five-day working week into four days, as this would have the opposite effect. It was important for staff to still find time between Monday and Thursday to fulfil family commitments and enjoy their hobbies."
Better employee work-life balance
"One of our central values is 'One Big Family' - meaning our employees' families are an extension of our business. Our decision to reduce the core working hours in all departments instead of just condensing them into four days is based on company values of a healthy work-life balance for all employees every day of the week."
"Some businesses choose a staggered approach to a four-day week, where different employees are off on different days, but the business stays open across the five days. However, we believe our approach and closing on a Friday allows our staff to switch off without the urge to check emails, for example."
"Overall, our current employees love the new-working pattern. Whether to spend an extra day at home with their kids, carve out time for a hobby that has been side-lined or even do volunteer work."
Competitive advantage in the jobs market
"The new four-day working pattern combined with an attractive benefits package and a positive company culture has been a competitive advantage when attracting talent. In today’s job market, employees want more than a competitive salary. Candidates are increasingly choosing employers who align with their values and ambitions."
Success of our four-day working week
"We opted to reduce the core working hours, with no reduction in salary. Again, the motivation here was to maintain high levels of employee satisfaction and ensure they could fully enjoy the benefits of a shorter working week. We are pleased with the positive reception of the new four-day working week by staff, customers, and suppliers. Since its introduction, we have found employees to be more motivated to get the job done more efficiently."
“We have been able to measure the success of our four-day working week through the positive customer and employee feedback we have received. We have identified that tasks are being completed within expected timeframes while maintaining operational efficiency levels since the introduction of the four-day week. We will continue to monitor the success of our new way of working through employee engagement surveys.”
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