Calculating holiday entitlement for atypical workers
In this guide:
- Know how much holiday to give your staff
- Advantages of managing staff holiday entitlement
- Holiday entitlement and statutory holiday pay
- Calculate holiday entitlement and holiday pay
- Calculating holiday entitlement for atypical workers
- Holiday entitlement for employees on statutory family-related leave
- Pay and time off on public and bank holidays
- Taking holiday - notice periods, restrictions and sickness
- Holiday pay on termination of employment
- Managing staff holiday entitlement: five top tips
Advantages of managing staff holiday entitlement
Details the advantages of managing holiday entitlement for workers in your business.
It is beneficial to both your business and your staff if you manage holiday entitlement correctly.
Disagreements over holidays and holiday pay are common if entitlements are not clearly agreed upon and set out in writing. These disagreements could lead to a deterioration in your relationship with your staff and possible complaints to industrial tribunals.
In addition, almost all workers above school leaving age are entitled to statutory paid holiday entitlement, so you should be aware of what this means for your business and manage how it is worked out for each worker.
Advantages of managing staff holiday entitlement
Effectively managing staff holiday entitlement can bring several business benefits:
- Staff who are able to take regular holidays can feel more valued and become more motivated about their work which helps them to perform more effectively.
- Having a break from the workplace ensures staff are less prone to accidents and less likely to suffer from stress because they have regular opportunities to rest.
- Having an annual leave policy and including paid holiday entitlement in employees' employment contracts ensures the rules and processes are clear to everyone. This will help you to take a consistent approach to annual leave across the business so that employees feel they have been treated fairly.
- Having a policy and appropriate procedures in place also minimises the opportunity for disputes. A worker is more likely to be granted an annual leave request if the appropriate procedure has been followed and they have given you sufficient notice of the leave so you can prepare for the absence.
- You should also experience a decrease in sick leave and staff turnover because staff feel more appreciated overall and are less likely to resort to sick leave when they need to take time off work.
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Holiday entitlement and statutory holiday pay
Minimum statutory annual leave entitlement, unused holidays, and how to set these arrangements out in writing.
Almost all workers above school leaving age - not just employees but also, for example, agency and casual workers - are entitled to 5.6 weeks of paid holiday per leave year (28 days for a worker working a five or six-day week).
The 5.6 weeks is a minimum holiday entitlement - you can choose to offer more.
You can count any days off for public or bank holidays towards a worker's statutory holiday entitlement - but only as long as you pay them for those days off. See bank and public holiday dates.
Workers below school leaving age must have a two-week break during school holidays. Read more on employing children and young people.
When leave years may start
You may decide to have one date when your business' leave year starts or have different start dates for individual workers (or groups of workers).
If you do not have written leave arrangements, a leave year will start on the date a worker's employment begins and on each subsequent anniversary of that date.
Holiday entitlement: staff working a six-day week
The statutory paid holiday entitlement is capped at 28 days.
Although 5.6 weeks would equal 33.6 days for someone working a six-day week (5.6 x 6), because of the cap, staff working a six-day week are only entitled to 28 days' paid holiday. However, that is the minimum statutory allowance. If you wish you can increase the holiday entitlement under an employee's contract of employment.
Holiday entitlement and the contract of employment
You must set out an employee's paid holiday entitlement in their written statement of terms and conditions of employment.
This should enable them to work out their entitlement and pay for any untaken holiday if they leave. See the employment contract.
Workers not entitled to the statutory minimum paid holiday entitlement
The following types of workers do not have the right to benefit from the minimum paid holiday entitlement:
- The genuinely self-employed, who can take as little or as much holiday as they choose.
- Those whose jobs may conflict with the requirement to take annual leave requirements, eg the armed forces, the police, and those involved in civil protection (these workers have to rely on their contracts of employment for their rights to holiday).
- Workers in some sectors are excluded from the Working Time Regulations (Northern Ireland) 2016 because they are covered by separate regulations. The entitlement to annual leave of mobile staff working in the civil aviation sector, for example, is governed by the Civil Aviation (Working Time) Regulations 2004.
Carrying over unused paid holiday
A worker may wish to carry over unused holidays from the current leave year to the next.
Under European Union (EU) derived law, a worker must take at least 4 weeks holiday per leave year. If they take less than this, they cannot carry it over.
However, in the UK, the statutory entitlement is 5.6 weeks. What a worker may do with the additional 1.6 weeks depends on their employer's arrangements. You can either:
- have an arrangement that workers must take their full statutory entitlement of 5.6 weeks in any leave year
- allow workers to carry over any of the additional 1.6 weeks that remain untaken into the next leave year - although they must take it by the end of the next leave year
If an employee has an additional contractual entitlement over and above the 5.6 weeks, it again depends on their contract of employment whether or not they can either carry it over or will receive pay in lieu for any of the entitlement that remains untaken.
If you do allow workers to carry over any contractual annual leave entitlement, you can have your own rules on when they must take it. For example, you could state that workers must take the carried-over leave within three months of the start of the next leave year.
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Calculate holiday entitlement and holiday pay
Guidance for employers on how to calculate holiday entitlement, calculate holiday pay, and what to do with untaken leave.
A worker's entitlement to paid annual leave starts on the first day of employment and is not subject to a minimum period of employment.
Holiday entitlement accrual
The Regulations permit an employer to operate a holiday accrual system for workers who are in their first year of employment (only). In practice, this means that a new worker will accrue one-twelfth of their annual holiday entitlement each month they are employed. This will apply from the start of each month.
Calculating holiday pay
For each week of leave accrued, workers are entitled to one week's normal pay. A week's pay is calculated according to the type of work carried out:
- for workers on fixed hours and pay, it equals the amount due for a week's work, averaged over the preceding 12 weeks
- for workers on fixed hours and variable pay (bonus, commission, or piece workers), it equals the average hourly rate (over the preceding 12 weeks) multiplied by the normal working hours in a week
- for shift workers, it equals the average weekly hours of work in the preceding 12 weeks at the average hourly rate
- for workers with no normal working hours, a week's pay is the average pay received over the preceding 12 weeks.
The 12-week reference period should be made up of 12 weeks in which pay was due to the worker. Any week in which no remuneration was payable to the worker should be discounted, as should any weeks where the employee was for any amount of time on sick leave, maternity leave, adoption leave, shared parental leave, parental leave, or paternity leave.
If any weeks are discounted, ie no pay was received for a particular week, or the worker was on statutory leave as outlined above, earlier weeks should be considered until you get as close to 12 weeks as possible. In these circumstances, the maximum period you go back is 24 weeks.
If the worker has been employed for less than 12 weeks, holiday pay is based on the number of complete weeks for which the worker has been employed.
Calculate holiday pay for hourly paid staff
To calculate the average hourly rate, you only count the hours where the worker was working and the pay that related to those hours.
Staff should receive the same pay during any holiday period as they would if they were at work. Therefore, when calculating holiday pay for the 4 weeks of paid holiday leave derived from European law, an employer must include payments which are intrinsically linked to the performance of tasks the employee is obliged to carry out under the terms of the contract. This includes commission, bonuses, regularly paid allowances, and payment for additional hours the employee normally and repeatedly works. Other payments, such as overtime payments regularly paid to the employee should also be included, as should payments for professional or personal status relating to length of service, seniority, or professional qualifications. Employers may decide to extend this calculation to the full 5.6 weeks statutory paid holiday entitlement, but they do not have to.
However, case law has suggested all paid annual leave should be treated as a composite whole where each day of a holiday a worker takes includes, on a fractional basis, the various elements making up their total holiday entitlement (whether they be contractual or statutory). Employers should take this into account when making holiday payments where they are only applying the law on overtime, commission, allowances, bonuses etc (as outlined above) to the 4 weeks of holiday derived from European law to ensure underpayments of holiday pay are avoided.
The question of how much pay a worker is due during a period of holiday can be complex and has been the subject of several court judgments. Further information is available from the LRA Workplace Information Service on Tel 03300 555 300.
Calculate holiday entitlement for your employees.
Payments for untaken statutory holiday
In the UK, the statutory annual leave entitlement is 5.6 weeks. A worker must take at least four weeks' paid holiday per leave year.
What a worker does with the remaining 1.6 weeks depends on their employment contract.
For example, you could allow them to carry those 1.6 weeks into the next leave year or state that all 5.6 weeks must be taken by the end of the leave year.
However, you cannot make a payment in lieu for any days that remain untaken. The only time you can make a payment in lieu of the statutory holiday entitlement is when the contract of employment terminates, and the worker has accrued entitlement to holidays and is unable to take them before they leave.
Payments for untaken contractual holiday
At the end of a leave year, you may find you have an employee who has some untaken contractual annual leave, ie annual leave over and above the statutory minimum of 5.6 weeks.
Depending on their employment contract, the employee may be entitled to either carry over the untaken days, or receive a payment in lieu of those untaken days.
When to pay workers their statutory holiday pay
Workers must receive their statutory holiday pay at the time that leave is taken.
It's, therefore, unlawful to not pay a worker while they are on holiday and pay them an allowance as part of their wages or salary instead - a system known as rolled-up holiday pay.
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Calculating holiday entitlement for atypical workers
How to work out statutory paid annual leave for part-time staff, shift workers, casual workers, and others.
There are various ways of working out the holiday entitlement for workers who don't have regular working arrangements or patterns.
Part-time workers
Paid holiday entitlement is calculated pro-rata for part-time workers.
For example, if a member of staff works three days a week, they are entitled to 16.8 days (5.6 x 3).
Shift workers
It is sometimes easier to calculate holiday entitlement as shifts.
For example, if a member of staff works four 12-hour shifts followed by four days off, the average working week is 3.5 12-hour shifts. So 5.6 weeks' holiday is 5.6 x 3.5 = 19.6 12-hour shifts.
For other shift patterns, it may be easiest to calculate according to the established repeating pattern.
More irregular working patterns: calculating holidays in hours
Annualised hours
If a member of staff works annualised hours, you need to calculate how many hours a week they work on average over the whole year.
For example, if a member of staff works a total of 1,600 hours a year, or 34.48 hours a week over 46.4 weeks of the year, the holiday entitlement is 5.6 weeks x 34.48 hours a week = 193.09 hours of holiday for the year.
Compressed hours
For someone working compressed hours, for example, a 36-hour week over four days instead of five, their annual holiday entitlement is 36 hours x 5.6 weeks = 201.6 hours of holiday for the year.
Rather than taking a day's holiday, they would take the number of hours that they would have otherwise worked on that day (ie for 36 hours worked over four days, they would take nine hours' holiday for each day otherwise worked).
Calculating no fixed hours contracts (casual work, including zero-hours contracts)
To calculate the average hourly rate, only the hours worked and how much was paid for them should be counted. Take the average rate over the last 12 weeks.
A 'week' usually runs from Sunday to Saturday. Only use another 7-day period (like Thursday to Wednesday) if that's how a worker's pay is calculated.
You can also get further information from the LRA Workplace Information Service on Tel 03300 555 300.
Part days
Calculations may result in part days, eg 22.4 days for someone working four days a week. In some cases, it may be easier to work the holidays out in hours.
If this is the case, you could:
- Allow the worker to leave early or arrive late one day. For example, for someone working an eight-hour day taking 0.4 of a day's holiday, you could allow them to leave after working for four hours and 48 minutes (480 minutes x 0.6 of a working day = 288 minutes) or allow them to arrive three hours and 12 minutes late (0.4 of a working day).
- Round the entitlement up to the nearest full day - or half day if this is still easy for you to administer. You cannot round entitlements down.
- Allow the worker to carry the part day over into the next leave year (and then perhaps round up to the nearest full day).
- Pay them for a part day. However, you can only do this if the worker's paid holiday entitlement is more than 5.6 weeks as you cannot pay a worker in lieu of an untaken statutory holiday - see calculating and paying holiday pay.
Term time or part-year workers
Recent case law has determined workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term time, are entitled to 5.6 weeks of leave each year. This entitlement applies even though there are some weeks in the year when they do not work.
In such instances, holiday pay is calculated by averaging the pay received during the 12 weeks before the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker - this is compliant with the Part-Time Workers (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
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Holiday entitlement for employees on statutory family-related leave
Holiday entitlement for staff on family-related leave.
Employees taking statutory maternity, adoption, paternity, parental leave, and parental bereavement leave will continue to accrue statutory paid holiday and, in many cases, any contractual holiday entitlement. If, by the end of the current holiday year, an employee has been prevented from taking part or all of their holiday leave entitlement due to being on one of these types of statutory leave, they have a right to carry over up to 5.6 weeks untaken statutory holiday leave into the new holiday year.
Holiday entitlement and maternity/adoption leave
Employees on maternity or adoption leave continue to accrue both statutory and any contractual paid holiday during both ordinary and additional maternity/adoption leave.
A statutory paid holiday cannot be taken at the same time as maternity/adoption leave. When you are planning for the maternity/adoption leave, you may wish to discuss taking any outstanding holiday and perhaps delay the start of their maternity/adoption leave.
Alternatively, it may be possible for them to take holiday at the end of the maternity/adoption leave period.
If a new holiday year starts, the employee is on maternity/adoption leave and holidays haven't been taken, the employee has a right to carry over up to 5.6 weeks untaken statutory holiday leave to the new holiday year.
When you are planning, you should both be aware that maternity and adoption leave cannot start later than the date of the child's birth or placement for adoption, so an early birth or placement could shorten the amount of annual leave the employee is able to take.
Read more on maternity leave and pay and adoption leave and pay.
Holiday entitlement and paternity leave
Employees continue to accrue their statutory and any contractual paid holiday entitlement while they are on statutory paternity leave.
Read more on paternity leave and pay.
Holiday entitlement and shared parental leave
Employees continue to accrue their statutory and any contractual paid holiday entitlement while they are on shared parental leave.
Read more on shared parental leave and pay.
Holiday entitlement and parental leave
Employees continue to accrue their statutory paid holiday entitlement while they are on parental leave. They will also continue to accrue contractual holiday entitlement if this is provided for in their contract of employment.
See parental leave and time off for dependants.
Holiday entitlement and parental bereavement leave
Employees continue to accrue their statutory paid holiday entitlement while they are on parental bereavement leave. They will also continue to accrue contractual holiday entitlement if this is provided for in their contract of employment.
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Pay and time off on public and bank holidays
Including bank and public holidays as part of your workers' statutory paid holiday entitlement.
You do not have to give staff paid time off for bank and public holidays. However, you should set out in a worker's contract:
- any right to time off on bank and public holidays
- whether or not that time off is paid
- what you will pay them if they work one of these days, ie whether you will pay the normal rate of pay or an enhanced rate, eg time-and-a-half or double time
Note that if you allow a worker time off for bank and public holidays over a significant period of time, it may become an implied term of their contract via custom and practice, ie the term is not actually written in the contract document but is still part of the contract.
Part-time staff
Part-time staff have the same entitlement to leave as full-time workers. Therefore, if full-time staff are given paid leave for bank and public holidays, part-time workers should also receive this benefit on a pro-rata basis.
This can be a problem if most of the bank and public holidays fall on days when a part-time worker doesn't normally work.
A best practice example is as follows:
An employer has both part-time and full-time staff. In a particular year, there are ten bank/public holidays. The full-time staff work a five-day week, Monday to Friday. There are also part-time staff working a two-day week, some on Monday and Tuesday, some on Wednesday and Thursday, and some working varying days.
The employer allows all workers the day off in respect of all bank/public holidays falling on a day they would ordinarily have worked. Furthermore, for those part-time staff working Wednesday and Thursday (or varying days) who would never (or rarely) work on the day a bank/public holiday falls, the employer allows them a pro-rata entitlement of days off in lieu based on the number of days they work, by way of best practice. They, therefore, receive two-fifths of the ten-day entitlement.
This approach ensures that all workers enjoy a share of the benefits received by full-time staff.
Read more on employing part-time workers.
Bank and public holiday dates
When the Christmas and New Year public holidays fall at a weekend, other weekdays are declared public holidays. These are usually the following Monday and, if necessary, the Tuesday.
If a worker normally works weekends, and Christmas Day, Boxing Day or New Year's Day fall on a weekend, entitlement to time off depends on their employment contract. This may be something that is explicitly agreed upon in the terms of the contract or could have been incorporated through custom and practice.
However, entitlement will not depend on the contract if you are operating on the statutory entitlement of 5.6 weeks.
See bank and public holidays in Northern Ireland.
Special bank holidays
Dates of bank holidays can be changed or extra holidays declared to celebrate special occasions. For example, there was an extra bank holiday on Monday 8 May 2023 to mark the coronation of His Majesty King Charles III.
A worker's minimum paid annual leave entitlement is 5.6 weeks. There is no statutory time off for bank holidays and public holidays. However, you may choose to include these as part of that worker's entitlement.
Where a worker's contract states they are entitled to the statutory minimum annual leave, an extra bank holiday would not increase their paid holiday entitlement.
However, if a worker had a contract that entitles them to 20 days' annual leave plus all bank and public holidays, they should be entitled to the additional bank holiday as annual leave.
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Taking holiday - notice periods, restrictions and sickness
Holiday request procedures, notice periods what to do when workers are sick.
Workers must give you notice that they wish to take leave. You can agree the notice period with your workers and should set this out in writing.
If there is no agreement in place, they must give notice of at least twice the length of the intended leave period. You must reply within the same length of time as the intended leave.
For example, if the worker gives two days' notice for one day's leave, you must reply within one day. Even if the worker gives sufficient notice, you may still refuse the request - but be as reasonable as you can. You should retain a record of the refusal reason, and act consistently with respect to any refusals, within reason.
Restricting when holiday may be taken
You may restrict the taking of leave. Restrictions could:
- be stated in the employment contract
- have built up via custom and practice
- be negotiated with trade unions or employee representatives
Examples include:
- specifying periods when leave may or may not be taken
- capping the amount of leave that can be taken at any one time
- shutting down for certain periods, eg between Christmas and New Year or for two weeks in August
If you don't have an agreement for taking leave and you want workers to take all or part of their holiday entitlement on certain dates, you must give notice of at least twice as long as the leave period.
Resolve clashes between requests for leave by considering the needs of the business, eg peak season or a quieter period, the individual circumstances, or by setting out clear rules for booking leave. It may be helpful to formalise cover for key staff on annual leave.
If you set restrictions on when holidays can be taken, bear in mind the need to avoid indirect discrimination - read more on how to prevent discrimination and value diversity.
You should also note that it's unlawful to prevent a worker from taking their statutory paid holiday entitlement. Therefore, you may have to allow a worker's annual leave request right at the end of the leave year to ensure that they have taken their full entitlement of 5.6 weeks or 4 weeks where you have agreed carry over.
Workers will also be able to carry over up to 4 weeks of holiday leave where:
- the employer fails to recognise a worker's right to paid holiday leave
- the employer fails to give the worker reasonable opportunity to take holiday leave or to encourage them to do so
- the employer fails to inform the worker that any holiday leave not taken by the end of the holiday leave year, which can be carried over, will be lost
Accruing annual leave during sick leave
A worker continues to accrue their statutory minimum holiday entitlement as normal while absent from work due to sickness. This is regardless of how long the period of sickness lasts.
Depending on the terms of their employment contract, they may also accrue any additional contractual annual leave that they would normally be entitled to.
Taking annual leave during sick leave
A worker is entitled to take statutory annual leave while on sick leave.
If the worker chooses to take annual leave while they are on sick leave but they are not receiving any sick pay, you pay them their normal holiday pay.
A worker is most likely to choose to take annual leave while on sick leave if they are:
- not entitled to sick pay of any kind
- on sick leave for a long period and, as a result, you have stopped paying them sick pay
- due to return to work shortly before the end of the leave year and, as a result, would be unable to take their full holiday entitlement following their return to work
Changing annual leave to sick leave
A worker can choose to change a period of annual leave during which they are sick to sick leave. This would occur if they either:
- become sick while on annual leave
- have a period of sick leave that continues into a pre-arranged period of annual leave
Once the worker returns to work, they can then make arrangements to take the annual leave they missed at a later date.
Where a worker is on sick leave instead of annual leave, you should consider asking them for evidence of their sickness in line with your usual sickness absence procedures and in line with any eligibility criteria for statutory sick pay.
For example, to qualify for full pay while sick, you could:
- require a worker to inform you as soon as reasonably possible that they are sick
- request that they provide you with medical evidence of that sickness
For more information about sick pay, see understanding statutory sick pay.
Carrying over annual leave that is left untaken due to sickness
If a worker is unable to take all their statutory annual leave entitlement within a leave year because of illness, they will be entitled to carry forward up to 4 weeks of the unused statutory entitlement to the next leave year. Holiday leave carried over in this way must be taken by the end of the period of 18 months from the end of the holiday leave year in which the entitlement originally arose.
If you need further advice on sick leave and/or annual leave, you should contact the Labour Relations Agency Workplace Information Service on Tel 03300 555 300.
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Holiday pay on termination of employment
Calculating holiday pay when workers leave your employment.
When your workers leave a job - even if you have dismissed them without notice for gross misconduct - they must receive pay for any statutory leave they are entitled to in the current leave year but have not taken.
This entitlement is not subject to a minimum period of employment.
Formula to calculate pay due to workers who resign
You can work out the pay due using the simple formula (A x B) - C, where:
- A is the total holiday entitlement for the year
- B is the fraction of the year to the date of leaving
- C is the amount of holidays already taken
Example: Part-time worker
For example, a part-time worker works three days per week. Like all workers, they are entitled to 5.6 weeks of paid annual leave.
They leave a job seven months into the leave year having taken eight days off. This is the equivalent of 2.66 weeks (8 ÷ 3).
Applying the formula above: 5.6 x (7 ÷ 12) - 2.66 = 0.61 weeks' leave to be paid in lieu.
Note that, if you need to, you should round this figure up to prevent underpayment.
If you pay a worker on a daily basis, you can also work out their outstanding holiday entitlement in days.
Example: Full-time worker
For example, a worker working five days per week is entitled to 5.6 weeks per year, the equivalent of 28 days (5.6 x 5).
They leave a job three months into the year having taken four days off.
Applying the formula above: 28 x (3 ÷ 12) - 4 = 3 days' leave to be paid in lieu.
Note that, if you need to, you should round this figure up to prevent underpayment.
You need to get the worker's signed agreement to make a deduction from the final payment to them for any leave taken over their entitlement.
Calculate pay when workers fail to give the correct period of notice
Holiday pay would usually sit separately from notice entitlement and would be earned up to the date the worker leaves your employment.
However, if a worker leaves employment without giving the correct period of notice, they could be in breach of their employment contract if the contract contains a clause stating what will happen if this occurs eg deductions will be made from earned pay.
Calculating leave pay due to workers who you dismiss
If you dismiss a worker, they have the right to be paid for leave accrued during their period of employment, no matter how short it was.
To work out B when using the formula above, you need to know the worker's termination date.
If you dismiss a worker with notice, the termination date is the date the notice period expires.
If you dismiss a worker without notice, the termination date is the date you summarily dismissed the worker.
An employee's written statement of employment particulars should contain information to enable them to calculate their entitlement to accrued holiday pay when they leave.
Taking annual leave during the notice period
A worker may wish to take some or all of their outstanding annual leave as part of their notice period. This should be treated the same as for any other holiday request - taking into account your usual procedure for authorising annual leave. Read more on taking holiday - notice periods, restrictions and sickness.
You can also insist by giving appropriate notice or because it is clearly expressed in the contract of employment, that a worker takes any holiday owed to them as part of their notice period.
If a worker takes part of their paid leave entitlement during their notice period, you may reduce their notice pay by the amount of holiday pay, provided it is in respect of the same leave year.
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Managing staff holiday entitlement: five top tips
Follow these tips to help you successfully manage each worker’s holiday entitlement.
The majority of your workers are legally entitled to paid holidays. The following top tips will help you to successfully manage each worker's holiday entitlement.
Top tips for employers to manage staff holiday entitlement
1. Calculate holiday entitlement
A worker's statutory paid holiday entitlement starts on the first day of employment and is 5.6 weeks per year (28 days for a worker working a five or six-day week) - see holiday entitlement and statutory holiday pay.
2. Consider irregular hours
Ensure that you work out holiday entitlement for any staff who don't have regular working arrangements. These can include part-time workers, shift workers, and casual workers - see calculating holiday entitlement for atypical workers.
3. Include in employment contracts
Set out your employee's paid holiday entitlement in their employment contract to avoid any disagreements - see the employment contract.
4. Consider bank and public holidays
You do not have to give staff paid time off for bank or public holidays, but ensure that you include this in your employees' contracts. If you allow a worker time off for bank and public holidays over a significant period of time, be aware that it may become an implied term of their contract, even if it is not written in the contract of employment - see pay and time off on public and bank holidays.
5. Agree notice periods
Workers must give you notice if they wish to take leave. You can agree the notice period with them and you should set this out clearly in writing - see taking holiday - notice periods, restrictions, and sickness.
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Considering requests to change working hours
Advantages of employing part-time workers
The benefits to employers of employing a part-time worker.
Employing part-time workers has a range of potential business benefits, such as:
- being an efficient way to keep costs down in areas where you don't yet need full-time cover
- increasing recruitment and retention of staff by offering family-friendly working practices
- being able to show potential clients and customers that you value having a diverse workforce and ethical employment practices
- allowing you to bring in highly skilled and experienced staff members even when you have a fixed budget and can't afford to bring someone in on a full-time basis
- expanding the pool of potential recruits - part-time work tends to attract parents with younger children and older people, who may not want to work full-time but can bring a wealth of skills, experience and expertise
- increasing the ability of your business to respond to change and peaks of demands - for example, you can use more workers at peak times and extend your operating hours by using part-time workers in the evening or at weekends
- helping to reduce the workloads of other workers, eg when you don't have enough work for a new full-time position but are regularly using overtime to meet demands - this can reduce your overtime costs and help prevent the negative effects of stress and fatigue
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Options for part-time working
Considering term-time-only workers and job sharing as options for part-time working.
The most obvious form of part-time working is where the worker simply works fewer than the normal basic full-time hours.
For example, they could work:
- every weekday morning, afternoon or evening
- a full day every Monday, Tuesday and Thursday
- weekend shifts and the occasional evening shift in the week
However, there are other part-time working options that may suit your business needs:
- term-time-only workers tend to be parents who work during term time and take paid or unpaid leave during school holidays
- job-sharing is where two or more people share the responsibilities, pay and benefits of a full-time job - see introducing job-sharing
Alternatives to part-time working
If you feel that part-time working doesn't suit a particular job or your business as a whole, you could consider other types of flexible working.
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Recruiting and managing part-time workers
How employers can bring part-time workers into their business.
If you decide to employ part-time workers, you should ensure that:
- the roles suit part-time working arrangements
- your recruitment process is convenient for potential candidates
- you can effectively communicate with and manage part-time workers
Designing part-time jobs
When designing a job for a part-time worker, you first need to specify what you want the jobholder to achieve.
Think carefully about the tasks that they need to do to achieve these objectives. These will determine how much flexibility there is around the hours the jobholder must work.
When determining working hours, consider:
- how much time is needed to do each task
- whether the tasks require someone to work at a specific time or can be done at any time
- how the jobholder will fit into the existing structure of your business
It is important to consider the skills and personal attributes needed to perform the role effectively and specify these in the person specification.
Do not include any requirements that are not necessary to succeed in the post and that might exclude some candidates.
Recruiting for part-time jobs
When advertising for jobs, make it clear whether the job is either purely part-time or part of a job-share - see introducing job-sharing.
Think creatively about how to reach experienced workers who may be looking for part-time work, eg parents with young children, carers, and older people.
Try to arrange interviews and other stages of the recruitment process at times that are convenient for those applying for the job, eg if the job is for part-time evening work, hold interviews during the evening.
Managing part-time workers
Make sure that:
- your part-time workers receive all staff communications
- you inform them of all major decisions affecting their jobs
This may require you to contact - by phone, email, or text message - those part-time workers who are not in the workplace when you send out messages for the first time.
You could consider setting core hours during the week when all staff will be present. This is a time when you can hold meetings and make or communicate important decisions.
If there isn't a time when all workers are in the workplace, vary the times of key meetings so everyone can attend at least some of the time. Ensure that the outcomes of meetings are shared with workers who were not there.
To help you manage your part-time workers more easily, try to find out if they:
- have any flexibility to work additional hours on major projects or to attend meetings outside their scheduled hours
- are happy for you to contact them outside of their normal working hours
Make sure that any part-time staff has opportunities to attend training courses offered to full-time staff.
This might mean you have to offer training courses that can be delivered more flexibly. For example, a course could:
- have an element of home study time
- be condensed into two days instead of three
- be made up of short units that the worker can complete whenever they are at work
External help for introducing part-time working
There are a number of organisations that can advise you on introducing part-time employment in your business.
The Labour Relations Agency (LRA) provides free advice and guidance on the employment rights of part-time workers.
The Jobs & Benefits Office can help you fill both part-time and full-time vacancies. Support varies from recruitment planning right through to practical vacancy filling, including matching and sorting of application forms.
In many regions, there are specialist organisations that can help employers to implement flexible working - including part-time working - and to recruit suitable candidates.
For more information on the provision in your area, you should contact your local enterprise agency.
You could also try picking up tips from other employers that have already employed part-time workers successfully.
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Part-time workers' rights
The right of part-time workers to receive the same pay, equal treatment and pro rata contractual benefits.
All workers have basic employment protection rights - regardless of whether they work full or part-time.
Part-time workers must be treated equally to comparable full-time workers who work for the same employer and do similar work under the same type of employment contract.
Pay for part-time workers
Compared with full-time workers, part-time workers should receive equal:
Rates of pay
Part-time workers must receive the same rate of pay as full-time workers carrying out work of equal value.
Overtime pay
But only once they have worked more than the normal full-time hours of a comparable full-time worker, eg if a comparable full-time worker normally works 40 hours per week, a part-time worker working 20 hours per week would have to work another 20 hours before receiving overtime pay.
Enhanced rates of pay
For working outside normal contractual hours, eg bonus pay, shift allowances, unsocial hours payments and weekend payments.
Equal treatment of part-time workers
Compared with full-time workers, part-time workers should receive equal:
- access to any occupational pension scheme
- access to training and career development - when scheduling training courses, you should do as much as possible to include part-time workers
- rights to career breaks
- rights to receive enhanced sick, maternity, paternity and adoption leave and pay
- parental leave and other time off rights eg dependents' leave
- consideration for promotion
Pro rata contractual benefits
Part-time workers have the right to receive contractual benefits pro rata, ie in proportion to the hours they work.
This applies to benefits such as:
- paid annual leave above the statutory minimum
- company cars
- staff discounts
- health insurance
- subsidised mortgages
- profit-sharing and share-option schemes
For example, if you allow your full-time workers 30 days' paid annual leave, a part-time worker working three days a week would be entitled to 18 days.
If you cannot easily divide a benefit, eg health insurance or a car, you could withhold it from part-time workers. However, you must justify this decision on objective grounds.
The best thing to do is to work out the cash value of the benefit and give the appropriate pro rata amount to the part-time worker. For example, you could calculate the financial benefit of a company car and pay half that amount to part-time workers who work half the number of hours of full-time workers.
Term-time / part-year workers
Recent case law has determined workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term time, are entitled to 5.6 weeks of leave each year. This entitlement applies regardless of the fact that there are some weeks in the year when they do not work.
In such instances, holiday pay is calculated by averaging the pay received during the 12 weeks prior to the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker – this is compliant with the Part-time Workers (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
Justifying less favourable treatment
You should generally treat full-time and part-time workers equally. You will only be able to justify less favourable treatment if it can be shown objectively that it is necessary and appropriate to achieve a legitimate business objective.
For instance, you may be justified in withholding health insurance if you can show that the cost of providing this benefit is disproportionate.
In the case of share-option schemes, you may be able to justify the exclusion of a part-time worker where the value of the share options is so small that the potential benefit to the part-timer of the options is less than the likely cost of realising them.
Complaints of less favourable treatment
Part-time workers who believe you have treated them less favourably can ask you for a written statement of reasons for this. You have 21 days in which to respond.
Part-time workers who still believe you are treating them less favourably, and don't believe you have objectively justified this, can make a complaint to an industrial tribunal. A tribunal can make you pay compensation if they find it in the part-time worker's favour.
The Labour Relations Agency provides an alternative to the Industrial Tribunal under the Labour Relations Agency Arbitration Scheme. Under the Scheme, claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
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Introducing job-sharing
Job-sharing is a good way of allowing part-time workers to cover full-time job positions.
Job-sharing is an increasingly popular way for people who used to work full-time to move into part-time work.
What is job-sharing?
Job-sharing is when two - or sometimes more - people share the responsibility, pay, and benefits of a full-time job.
The job sharers share the pay and benefits in proportion to the hours each works. They may work split days, split weeks, or alternate weeks, or their hours may overlap.
For example, one job sharer could work Monday, Tuesday, and Wednesday, while the other works either the Thursday and Friday or the Wednesday, Thursday, and Friday, using the Wednesday as a handover period.
The benefits of job-sharing
As an employer, the benefits of job-sharing include:
- retention of valued workers who can no longer work full-time and may otherwise leave
- a wider range of skills, experience, views and ideas
- increased flexibility to meet peaks in demand
- greater continuity when one worker is sick or on holiday
- a wider pool from which to recruit
- increased commitment and loyalty
- a potential reduction in absenteeism, sickness and stress
The advantages of job-sharing for workers include:
- less stress, particularly if they are parents or carers
- a greater sense of responsibility and control of working life
Introducing job-sharing arrangements
Once you have decided that a job-sharing arrangement may be suitable, you may need to agree with workplace representatives on how it will work.
During the recruitment process, you should aim to choose candidates who have demonstrated that they can work well with others, and have complementary skills and experience.
Managing job-sharing arrangements
Once the job sharers are in place, you need to ensure that:
- you divide the work fairly
- you explain how holidays, particularly customary days, will work
- there are clear lines of responsibility
- the job sharers have clear lines of communication between themselves to ensure continuity - eg introducing a log to supplement face-to-face communication between the job sharers
Measure both job sharers' performance against full-time members of staff. If there are performance issues, deal with them evenly rather than placing the responsibility on one job sharer rather than the other.
Don't forget to plan ahead for hiring a replacement - it may take you longer to recruit a suitable individual who can work the required hours if one of the job sharers leaves.
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Source URL
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Considering requests to change working hours
Points to think about when workers ask to work part-time or any other flexible working pattern.
All employees, who have 26 weeks of service at the date of application, have the statutory right to request to work flexibly.
This includes working part-time or under some other form of flexible working arrangement, eg working from home.
You have a legal duty to consider any such request seriously - and you may only reject it on a limited number of specified business grounds.
For more information on statutory flexible working requests, see flexible working - the law and best practice.
Considering whether part-time working is appropriate
Before taking a decision, you need to consider:
- if a job-share would be appropriate and whether there is a suitable candidate to work as the other job sharer - see introducing job-sharing
- whether someone needs to be present in the post during all hours of work
- whether all the necessary work can be done in the number of hours the worker wants to work
- whether there is a similar type of job the worker could do part-time
- the cost of recruiting and training a replacement if a compromise cannot be found
- the business benefits of a part-time arrangement
- the consequences on the business' systems, procedures and resources
- reaching agreement with workers and/or their representatives before making changes
- any effects on other staff
Bear in mind that, once you agree to a part-time working arrangement, this is a permanent change to the worker's terms and conditions of employment (unless you agree otherwise). You should notify the worker of this, pointing out in particular that they will receive less pay as a result.
Requests from part-time workers to work full-time
If a part-time worker requests a change to full-time hours, you have no legal duty to agree to - or even consider - such a request unless otherwise agreed.
However, it is best practice to at least ask the worker to provide you with a good reason as to why this would help your business.
You could then consider whether or not:
- there is sufficient work for the increased hours
- you could use the extra hours to reorganise a number of jobs to make them more effective
- your business could afford the increase in pay, bearing in mind that you could offset any increase against saving money on recruitment
If you refuse the request, you should explain why and/or look for alternative ways of reshaping the job.
Flexible working policies
If you don't have one already, consider putting together a policy for dealing with all flexible-working requests. This will help you deal with such requests consistently and fairly.
Your policy should also cover recruitment and part-time working, ie how you would consider requests to work part-time from both internal and external job applicants applying for full-time positions.
You should, if possible, assess all the jobs in your business - including skilled and managerial ones - to determine which, if any, could be performed part-time or under a job-sharing arrangement.
See how to set up employment policies for your business.
Practical measures to facilitate part-time working
If you are a larger employer, you could consider:
- offering a contribution towards childcare costs
- providing childcare facilities on site, eg a nursery
See childcare support for your staff.
If you have new employees who are parents, and who would like to find out if they are entitled to any other form of financial support with their childcare costs, the Employers for Childcare Family Benefits Advice Service can help - Tel 028 9267 8200 for free, impartial and confidential advice (lines open Monday to Friday 8am-5pm).
You might also consider introducing other flexible forms of working, such as term-time working, lunchtime working, flexi-time and home-working. See flexible working: the law and best practice.
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Changing an employee's working hours
How an employer can reach an agreement with a worker when you want to change their working hours.
At some point, you may want to change the hours a worker works perhaps as a result of changing business needs or demands.
Can an employer change an employee's working hours?
A change to a worker's working hours amounts to a change to their terms and conditions of employment. As such, you need the worker to agree to any changes. See how to change an employee's terms of employment.
Requesting a change to working hours
Before requesting a change to a worker's working hours, you should look at the individual circumstances of the worker. For example, a change from part-time to full-time work may affect their care arrangements, while a reduction in hours may cause them financial problems.
You should notify the worker of your proposed changes to their working hours as soon as possible and explain to them why these alterations are necessary. If you do this, they may be more willing to consider and agree to your plans.
You should then consult with the worker and/or their representatives, eg trade union representatives or representatives of any relevant information and consultation forum, to reach an agreement. See how to inform and consult your employees.
Worker refuses the change to working hours
If the worker refuses to agree to your proposed change in hours, you could terminate the whole contract and offer employment on the revised terms.
However, this amounts to a dismissal - and could potentially be unfair. Therefore, you need to:
- follow a fair and reasonable procedure when dismissing the worker with appropriate notice, prior to the start date of the new contract - see dismissing employees
- terminate the contract by giving the worker proper notice - see how to issue the correct periods of notice
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Introducing job-sharing
Advantages of employing part-time workers
The benefits to employers of employing a part-time worker.
Employing part-time workers has a range of potential business benefits, such as:
- being an efficient way to keep costs down in areas where you don't yet need full-time cover
- increasing recruitment and retention of staff by offering family-friendly working practices
- being able to show potential clients and customers that you value having a diverse workforce and ethical employment practices
- allowing you to bring in highly skilled and experienced staff members even when you have a fixed budget and can't afford to bring someone in on a full-time basis
- expanding the pool of potential recruits - part-time work tends to attract parents with younger children and older people, who may not want to work full-time but can bring a wealth of skills, experience and expertise
- increasing the ability of your business to respond to change and peaks of demands - for example, you can use more workers at peak times and extend your operating hours by using part-time workers in the evening or at weekends
- helping to reduce the workloads of other workers, eg when you don't have enough work for a new full-time position but are regularly using overtime to meet demands - this can reduce your overtime costs and help prevent the negative effects of stress and fatigue
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Options for part-time working
Considering term-time-only workers and job sharing as options for part-time working.
The most obvious form of part-time working is where the worker simply works fewer than the normal basic full-time hours.
For example, they could work:
- every weekday morning, afternoon or evening
- a full day every Monday, Tuesday and Thursday
- weekend shifts and the occasional evening shift in the week
However, there are other part-time working options that may suit your business needs:
- term-time-only workers tend to be parents who work during term time and take paid or unpaid leave during school holidays
- job-sharing is where two or more people share the responsibilities, pay and benefits of a full-time job - see introducing job-sharing
Alternatives to part-time working
If you feel that part-time working doesn't suit a particular job or your business as a whole, you could consider other types of flexible working.
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Recruiting and managing part-time workers
How employers can bring part-time workers into their business.
If you decide to employ part-time workers, you should ensure that:
- the roles suit part-time working arrangements
- your recruitment process is convenient for potential candidates
- you can effectively communicate with and manage part-time workers
Designing part-time jobs
When designing a job for a part-time worker, you first need to specify what you want the jobholder to achieve.
Think carefully about the tasks that they need to do to achieve these objectives. These will determine how much flexibility there is around the hours the jobholder must work.
When determining working hours, consider:
- how much time is needed to do each task
- whether the tasks require someone to work at a specific time or can be done at any time
- how the jobholder will fit into the existing structure of your business
It is important to consider the skills and personal attributes needed to perform the role effectively and specify these in the person specification.
Do not include any requirements that are not necessary to succeed in the post and that might exclude some candidates.
Recruiting for part-time jobs
When advertising for jobs, make it clear whether the job is either purely part-time or part of a job-share - see introducing job-sharing.
Think creatively about how to reach experienced workers who may be looking for part-time work, eg parents with young children, carers, and older people.
Try to arrange interviews and other stages of the recruitment process at times that are convenient for those applying for the job, eg if the job is for part-time evening work, hold interviews during the evening.
Managing part-time workers
Make sure that:
- your part-time workers receive all staff communications
- you inform them of all major decisions affecting their jobs
This may require you to contact - by phone, email, or text message - those part-time workers who are not in the workplace when you send out messages for the first time.
You could consider setting core hours during the week when all staff will be present. This is a time when you can hold meetings and make or communicate important decisions.
If there isn't a time when all workers are in the workplace, vary the times of key meetings so everyone can attend at least some of the time. Ensure that the outcomes of meetings are shared with workers who were not there.
To help you manage your part-time workers more easily, try to find out if they:
- have any flexibility to work additional hours on major projects or to attend meetings outside their scheduled hours
- are happy for you to contact them outside of their normal working hours
Make sure that any part-time staff has opportunities to attend training courses offered to full-time staff.
This might mean you have to offer training courses that can be delivered more flexibly. For example, a course could:
- have an element of home study time
- be condensed into two days instead of three
- be made up of short units that the worker can complete whenever they are at work
External help for introducing part-time working
There are a number of organisations that can advise you on introducing part-time employment in your business.
The Labour Relations Agency (LRA) provides free advice and guidance on the employment rights of part-time workers.
The Jobs & Benefits Office can help you fill both part-time and full-time vacancies. Support varies from recruitment planning right through to practical vacancy filling, including matching and sorting of application forms.
In many regions, there are specialist organisations that can help employers to implement flexible working - including part-time working - and to recruit suitable candidates.
For more information on the provision in your area, you should contact your local enterprise agency.
You could also try picking up tips from other employers that have already employed part-time workers successfully.
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Source URL
/content/recruiting-and-managing-part-time-workers
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Part-time workers' rights
The right of part-time workers to receive the same pay, equal treatment and pro rata contractual benefits.
All workers have basic employment protection rights - regardless of whether they work full or part-time.
Part-time workers must be treated equally to comparable full-time workers who work for the same employer and do similar work under the same type of employment contract.
Pay for part-time workers
Compared with full-time workers, part-time workers should receive equal:
Rates of pay
Part-time workers must receive the same rate of pay as full-time workers carrying out work of equal value.
Overtime pay
But only once they have worked more than the normal full-time hours of a comparable full-time worker, eg if a comparable full-time worker normally works 40 hours per week, a part-time worker working 20 hours per week would have to work another 20 hours before receiving overtime pay.
Enhanced rates of pay
For working outside normal contractual hours, eg bonus pay, shift allowances, unsocial hours payments and weekend payments.
Equal treatment of part-time workers
Compared with full-time workers, part-time workers should receive equal:
- access to any occupational pension scheme
- access to training and career development - when scheduling training courses, you should do as much as possible to include part-time workers
- rights to career breaks
- rights to receive enhanced sick, maternity, paternity and adoption leave and pay
- parental leave and other time off rights eg dependents' leave
- consideration for promotion
Pro rata contractual benefits
Part-time workers have the right to receive contractual benefits pro rata, ie in proportion to the hours they work.
This applies to benefits such as:
- paid annual leave above the statutory minimum
- company cars
- staff discounts
- health insurance
- subsidised mortgages
- profit-sharing and share-option schemes
For example, if you allow your full-time workers 30 days' paid annual leave, a part-time worker working three days a week would be entitled to 18 days.
If you cannot easily divide a benefit, eg health insurance or a car, you could withhold it from part-time workers. However, you must justify this decision on objective grounds.
The best thing to do is to work out the cash value of the benefit and give the appropriate pro rata amount to the part-time worker. For example, you could calculate the financial benefit of a company car and pay half that amount to part-time workers who work half the number of hours of full-time workers.
Term-time / part-year workers
Recent case law has determined workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term time, are entitled to 5.6 weeks of leave each year. This entitlement applies regardless of the fact that there are some weeks in the year when they do not work.
In such instances, holiday pay is calculated by averaging the pay received during the 12 weeks prior to the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker – this is compliant with the Part-time Workers (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
Justifying less favourable treatment
You should generally treat full-time and part-time workers equally. You will only be able to justify less favourable treatment if it can be shown objectively that it is necessary and appropriate to achieve a legitimate business objective.
For instance, you may be justified in withholding health insurance if you can show that the cost of providing this benefit is disproportionate.
In the case of share-option schemes, you may be able to justify the exclusion of a part-time worker where the value of the share options is so small that the potential benefit to the part-timer of the options is less than the likely cost of realising them.
Complaints of less favourable treatment
Part-time workers who believe you have treated them less favourably can ask you for a written statement of reasons for this. You have 21 days in which to respond.
Part-time workers who still believe you are treating them less favourably, and don't believe you have objectively justified this, can make a complaint to an industrial tribunal. A tribunal can make you pay compensation if they find it in the part-time worker's favour.
The Labour Relations Agency provides an alternative to the Industrial Tribunal under the Labour Relations Agency Arbitration Scheme. Under the Scheme, claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
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Source URL
/content/part-time-workers-rights
Links
Introducing job-sharing
Job-sharing is a good way of allowing part-time workers to cover full-time job positions.
Job-sharing is an increasingly popular way for people who used to work full-time to move into part-time work.
What is job-sharing?
Job-sharing is when two - or sometimes more - people share the responsibility, pay, and benefits of a full-time job.
The job sharers share the pay and benefits in proportion to the hours each works. They may work split days, split weeks, or alternate weeks, or their hours may overlap.
For example, one job sharer could work Monday, Tuesday, and Wednesday, while the other works either the Thursday and Friday or the Wednesday, Thursday, and Friday, using the Wednesday as a handover period.
The benefits of job-sharing
As an employer, the benefits of job-sharing include:
- retention of valued workers who can no longer work full-time and may otherwise leave
- a wider range of skills, experience, views and ideas
- increased flexibility to meet peaks in demand
- greater continuity when one worker is sick or on holiday
- a wider pool from which to recruit
- increased commitment and loyalty
- a potential reduction in absenteeism, sickness and stress
The advantages of job-sharing for workers include:
- less stress, particularly if they are parents or carers
- a greater sense of responsibility and control of working life
Introducing job-sharing arrangements
Once you have decided that a job-sharing arrangement may be suitable, you may need to agree with workplace representatives on how it will work.
During the recruitment process, you should aim to choose candidates who have demonstrated that they can work well with others, and have complementary skills and experience.
Managing job-sharing arrangements
Once the job sharers are in place, you need to ensure that:
- you divide the work fairly
- you explain how holidays, particularly customary days, will work
- there are clear lines of responsibility
- the job sharers have clear lines of communication between themselves to ensure continuity - eg introducing a log to supplement face-to-face communication between the job sharers
Measure both job sharers' performance against full-time members of staff. If there are performance issues, deal with them evenly rather than placing the responsibility on one job sharer rather than the other.
Don't forget to plan ahead for hiring a replacement - it may take you longer to recruit a suitable individual who can work the required hours if one of the job sharers leaves.
Developed withAlso on this siteContent category
Source URL
/content/introducing-job-sharing
Links
Considering requests to change working hours
Points to think about when workers ask to work part-time or any other flexible working pattern.
All employees, who have 26 weeks of service at the date of application, have the statutory right to request to work flexibly.
This includes working part-time or under some other form of flexible working arrangement, eg working from home.
You have a legal duty to consider any such request seriously - and you may only reject it on a limited number of specified business grounds.
For more information on statutory flexible working requests, see flexible working - the law and best practice.
Considering whether part-time working is appropriate
Before taking a decision, you need to consider:
- if a job-share would be appropriate and whether there is a suitable candidate to work as the other job sharer - see introducing job-sharing
- whether someone needs to be present in the post during all hours of work
- whether all the necessary work can be done in the number of hours the worker wants to work
- whether there is a similar type of job the worker could do part-time
- the cost of recruiting and training a replacement if a compromise cannot be found
- the business benefits of a part-time arrangement
- the consequences on the business' systems, procedures and resources
- reaching agreement with workers and/or their representatives before making changes
- any effects on other staff
Bear in mind that, once you agree to a part-time working arrangement, this is a permanent change to the worker's terms and conditions of employment (unless you agree otherwise). You should notify the worker of this, pointing out in particular that they will receive less pay as a result.
Requests from part-time workers to work full-time
If a part-time worker requests a change to full-time hours, you have no legal duty to agree to - or even consider - such a request unless otherwise agreed.
However, it is best practice to at least ask the worker to provide you with a good reason as to why this would help your business.
You could then consider whether or not:
- there is sufficient work for the increased hours
- you could use the extra hours to reorganise a number of jobs to make them more effective
- your business could afford the increase in pay, bearing in mind that you could offset any increase against saving money on recruitment
If you refuse the request, you should explain why and/or look for alternative ways of reshaping the job.
Flexible working policies
If you don't have one already, consider putting together a policy for dealing with all flexible-working requests. This will help you deal with such requests consistently and fairly.
Your policy should also cover recruitment and part-time working, ie how you would consider requests to work part-time from both internal and external job applicants applying for full-time positions.
You should, if possible, assess all the jobs in your business - including skilled and managerial ones - to determine which, if any, could be performed part-time or under a job-sharing arrangement.
See how to set up employment policies for your business.
Practical measures to facilitate part-time working
If you are a larger employer, you could consider:
- offering a contribution towards childcare costs
- providing childcare facilities on site, eg a nursery
See childcare support for your staff.
If you have new employees who are parents, and who would like to find out if they are entitled to any other form of financial support with their childcare costs, the Employers for Childcare Family Benefits Advice Service can help - Tel 028 9267 8200 for free, impartial and confidential advice (lines open Monday to Friday 8am-5pm).
You might also consider introducing other flexible forms of working, such as term-time working, lunchtime working, flexi-time and home-working. See flexible working: the law and best practice.
Developed withAlso on this siteContent category
Source URL
/content/considering-requests-change-working-hours
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Changing an employee's working hours
How an employer can reach an agreement with a worker when you want to change their working hours.
At some point, you may want to change the hours a worker works perhaps as a result of changing business needs or demands.
Can an employer change an employee's working hours?
A change to a worker's working hours amounts to a change to their terms and conditions of employment. As such, you need the worker to agree to any changes. See how to change an employee's terms of employment.
Requesting a change to working hours
Before requesting a change to a worker's working hours, you should look at the individual circumstances of the worker. For example, a change from part-time to full-time work may affect their care arrangements, while a reduction in hours may cause them financial problems.
You should notify the worker of your proposed changes to their working hours as soon as possible and explain to them why these alterations are necessary. If you do this, they may be more willing to consider and agree to your plans.
You should then consult with the worker and/or their representatives, eg trade union representatives or representatives of any relevant information and consultation forum, to reach an agreement. See how to inform and consult your employees.
Worker refuses the change to working hours
If the worker refuses to agree to your proposed change in hours, you could terminate the whole contract and offer employment on the revised terms.
However, this amounts to a dismissal - and could potentially be unfair. Therefore, you need to:
- follow a fair and reasonable procedure when dismissing the worker with appropriate notice, prior to the start date of the new contract - see dismissing employees
- terminate the contract by giving the worker proper notice - see how to issue the correct periods of notice
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Part-time workers' rights
Advantages of employing part-time workers
The benefits to employers of employing a part-time worker.
Employing part-time workers has a range of potential business benefits, such as:
- being an efficient way to keep costs down in areas where you don't yet need full-time cover
- increasing recruitment and retention of staff by offering family-friendly working practices
- being able to show potential clients and customers that you value having a diverse workforce and ethical employment practices
- allowing you to bring in highly skilled and experienced staff members even when you have a fixed budget and can't afford to bring someone in on a full-time basis
- expanding the pool of potential recruits - part-time work tends to attract parents with younger children and older people, who may not want to work full-time but can bring a wealth of skills, experience and expertise
- increasing the ability of your business to respond to change and peaks of demands - for example, you can use more workers at peak times and extend your operating hours by using part-time workers in the evening or at weekends
- helping to reduce the workloads of other workers, eg when you don't have enough work for a new full-time position but are regularly using overtime to meet demands - this can reduce your overtime costs and help prevent the negative effects of stress and fatigue
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Source URL
/content/advantages-employing-part-time-workers
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Options for part-time working
Considering term-time-only workers and job sharing as options for part-time working.
The most obvious form of part-time working is where the worker simply works fewer than the normal basic full-time hours.
For example, they could work:
- every weekday morning, afternoon or evening
- a full day every Monday, Tuesday and Thursday
- weekend shifts and the occasional evening shift in the week
However, there are other part-time working options that may suit your business needs:
- term-time-only workers tend to be parents who work during term time and take paid or unpaid leave during school holidays
- job-sharing is where two or more people share the responsibilities, pay and benefits of a full-time job - see introducing job-sharing
Alternatives to part-time working
If you feel that part-time working doesn't suit a particular job or your business as a whole, you could consider other types of flexible working.
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Source URL
/content/options-part-time-working
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Recruiting and managing part-time workers
How employers can bring part-time workers into their business.
If you decide to employ part-time workers, you should ensure that:
- the roles suit part-time working arrangements
- your recruitment process is convenient for potential candidates
- you can effectively communicate with and manage part-time workers
Designing part-time jobs
When designing a job for a part-time worker, you first need to specify what you want the jobholder to achieve.
Think carefully about the tasks that they need to do to achieve these objectives. These will determine how much flexibility there is around the hours the jobholder must work.
When determining working hours, consider:
- how much time is needed to do each task
- whether the tasks require someone to work at a specific time or can be done at any time
- how the jobholder will fit into the existing structure of your business
It is important to consider the skills and personal attributes needed to perform the role effectively and specify these in the person specification.
Do not include any requirements that are not necessary to succeed in the post and that might exclude some candidates.
Recruiting for part-time jobs
When advertising for jobs, make it clear whether the job is either purely part-time or part of a job-share - see introducing job-sharing.
Think creatively about how to reach experienced workers who may be looking for part-time work, eg parents with young children, carers, and older people.
Try to arrange interviews and other stages of the recruitment process at times that are convenient for those applying for the job, eg if the job is for part-time evening work, hold interviews during the evening.
Managing part-time workers
Make sure that:
- your part-time workers receive all staff communications
- you inform them of all major decisions affecting their jobs
This may require you to contact - by phone, email, or text message - those part-time workers who are not in the workplace when you send out messages for the first time.
You could consider setting core hours during the week when all staff will be present. This is a time when you can hold meetings and make or communicate important decisions.
If there isn't a time when all workers are in the workplace, vary the times of key meetings so everyone can attend at least some of the time. Ensure that the outcomes of meetings are shared with workers who were not there.
To help you manage your part-time workers more easily, try to find out if they:
- have any flexibility to work additional hours on major projects or to attend meetings outside their scheduled hours
- are happy for you to contact them outside of their normal working hours
Make sure that any part-time staff has opportunities to attend training courses offered to full-time staff.
This might mean you have to offer training courses that can be delivered more flexibly. For example, a course could:
- have an element of home study time
- be condensed into two days instead of three
- be made up of short units that the worker can complete whenever they are at work
External help for introducing part-time working
There are a number of organisations that can advise you on introducing part-time employment in your business.
The Labour Relations Agency (LRA) provides free advice and guidance on the employment rights of part-time workers.
The Jobs & Benefits Office can help you fill both part-time and full-time vacancies. Support varies from recruitment planning right through to practical vacancy filling, including matching and sorting of application forms.
In many regions, there are specialist organisations that can help employers to implement flexible working - including part-time working - and to recruit suitable candidates.
For more information on the provision in your area, you should contact your local enterprise agency.
You could also try picking up tips from other employers that have already employed part-time workers successfully.
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Source URL
/content/recruiting-and-managing-part-time-workers
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Part-time workers' rights
The right of part-time workers to receive the same pay, equal treatment and pro rata contractual benefits.
All workers have basic employment protection rights - regardless of whether they work full or part-time.
Part-time workers must be treated equally to comparable full-time workers who work for the same employer and do similar work under the same type of employment contract.
Pay for part-time workers
Compared with full-time workers, part-time workers should receive equal:
Rates of pay
Part-time workers must receive the same rate of pay as full-time workers carrying out work of equal value.
Overtime pay
But only once they have worked more than the normal full-time hours of a comparable full-time worker, eg if a comparable full-time worker normally works 40 hours per week, a part-time worker working 20 hours per week would have to work another 20 hours before receiving overtime pay.
Enhanced rates of pay
For working outside normal contractual hours, eg bonus pay, shift allowances, unsocial hours payments and weekend payments.
Equal treatment of part-time workers
Compared with full-time workers, part-time workers should receive equal:
- access to any occupational pension scheme
- access to training and career development - when scheduling training courses, you should do as much as possible to include part-time workers
- rights to career breaks
- rights to receive enhanced sick, maternity, paternity and adoption leave and pay
- parental leave and other time off rights eg dependents' leave
- consideration for promotion
Pro rata contractual benefits
Part-time workers have the right to receive contractual benefits pro rata, ie in proportion to the hours they work.
This applies to benefits such as:
- paid annual leave above the statutory minimum
- company cars
- staff discounts
- health insurance
- subsidised mortgages
- profit-sharing and share-option schemes
For example, if you allow your full-time workers 30 days' paid annual leave, a part-time worker working three days a week would be entitled to 18 days.
If you cannot easily divide a benefit, eg health insurance or a car, you could withhold it from part-time workers. However, you must justify this decision on objective grounds.
The best thing to do is to work out the cash value of the benefit and give the appropriate pro rata amount to the part-time worker. For example, you could calculate the financial benefit of a company car and pay half that amount to part-time workers who work half the number of hours of full-time workers.
Term-time / part-year workers
Recent case law has determined workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term time, are entitled to 5.6 weeks of leave each year. This entitlement applies regardless of the fact that there are some weeks in the year when they do not work.
In such instances, holiday pay is calculated by averaging the pay received during the 12 weeks prior to the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker – this is compliant with the Part-time Workers (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
Justifying less favourable treatment
You should generally treat full-time and part-time workers equally. You will only be able to justify less favourable treatment if it can be shown objectively that it is necessary and appropriate to achieve a legitimate business objective.
For instance, you may be justified in withholding health insurance if you can show that the cost of providing this benefit is disproportionate.
In the case of share-option schemes, you may be able to justify the exclusion of a part-time worker where the value of the share options is so small that the potential benefit to the part-timer of the options is less than the likely cost of realising them.
Complaints of less favourable treatment
Part-time workers who believe you have treated them less favourably can ask you for a written statement of reasons for this. You have 21 days in which to respond.
Part-time workers who still believe you are treating them less favourably, and don't believe you have objectively justified this, can make a complaint to an industrial tribunal. A tribunal can make you pay compensation if they find it in the part-time worker's favour.
The Labour Relations Agency provides an alternative to the Industrial Tribunal under the Labour Relations Agency Arbitration Scheme. Under the Scheme, claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
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Introducing job-sharing
Job-sharing is a good way of allowing part-time workers to cover full-time job positions.
Job-sharing is an increasingly popular way for people who used to work full-time to move into part-time work.
What is job-sharing?
Job-sharing is when two - or sometimes more - people share the responsibility, pay, and benefits of a full-time job.
The job sharers share the pay and benefits in proportion to the hours each works. They may work split days, split weeks, or alternate weeks, or their hours may overlap.
For example, one job sharer could work Monday, Tuesday, and Wednesday, while the other works either the Thursday and Friday or the Wednesday, Thursday, and Friday, using the Wednesday as a handover period.
The benefits of job-sharing
As an employer, the benefits of job-sharing include:
- retention of valued workers who can no longer work full-time and may otherwise leave
- a wider range of skills, experience, views and ideas
- increased flexibility to meet peaks in demand
- greater continuity when one worker is sick or on holiday
- a wider pool from which to recruit
- increased commitment and loyalty
- a potential reduction in absenteeism, sickness and stress
The advantages of job-sharing for workers include:
- less stress, particularly if they are parents or carers
- a greater sense of responsibility and control of working life
Introducing job-sharing arrangements
Once you have decided that a job-sharing arrangement may be suitable, you may need to agree with workplace representatives on how it will work.
During the recruitment process, you should aim to choose candidates who have demonstrated that they can work well with others, and have complementary skills and experience.
Managing job-sharing arrangements
Once the job sharers are in place, you need to ensure that:
- you divide the work fairly
- you explain how holidays, particularly customary days, will work
- there are clear lines of responsibility
- the job sharers have clear lines of communication between themselves to ensure continuity - eg introducing a log to supplement face-to-face communication between the job sharers
Measure both job sharers' performance against full-time members of staff. If there are performance issues, deal with them evenly rather than placing the responsibility on one job sharer rather than the other.
Don't forget to plan ahead for hiring a replacement - it may take you longer to recruit a suitable individual who can work the required hours if one of the job sharers leaves.
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Source URL
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Considering requests to change working hours
Points to think about when workers ask to work part-time or any other flexible working pattern.
All employees, who have 26 weeks of service at the date of application, have the statutory right to request to work flexibly.
This includes working part-time or under some other form of flexible working arrangement, eg working from home.
You have a legal duty to consider any such request seriously - and you may only reject it on a limited number of specified business grounds.
For more information on statutory flexible working requests, see flexible working - the law and best practice.
Considering whether part-time working is appropriate
Before taking a decision, you need to consider:
- if a job-share would be appropriate and whether there is a suitable candidate to work as the other job sharer - see introducing job-sharing
- whether someone needs to be present in the post during all hours of work
- whether all the necessary work can be done in the number of hours the worker wants to work
- whether there is a similar type of job the worker could do part-time
- the cost of recruiting and training a replacement if a compromise cannot be found
- the business benefits of a part-time arrangement
- the consequences on the business' systems, procedures and resources
- reaching agreement with workers and/or their representatives before making changes
- any effects on other staff
Bear in mind that, once you agree to a part-time working arrangement, this is a permanent change to the worker's terms and conditions of employment (unless you agree otherwise). You should notify the worker of this, pointing out in particular that they will receive less pay as a result.
Requests from part-time workers to work full-time
If a part-time worker requests a change to full-time hours, you have no legal duty to agree to - or even consider - such a request unless otherwise agreed.
However, it is best practice to at least ask the worker to provide you with a good reason as to why this would help your business.
You could then consider whether or not:
- there is sufficient work for the increased hours
- you could use the extra hours to reorganise a number of jobs to make them more effective
- your business could afford the increase in pay, bearing in mind that you could offset any increase against saving money on recruitment
If you refuse the request, you should explain why and/or look for alternative ways of reshaping the job.
Flexible working policies
If you don't have one already, consider putting together a policy for dealing with all flexible-working requests. This will help you deal with such requests consistently and fairly.
Your policy should also cover recruitment and part-time working, ie how you would consider requests to work part-time from both internal and external job applicants applying for full-time positions.
You should, if possible, assess all the jobs in your business - including skilled and managerial ones - to determine which, if any, could be performed part-time or under a job-sharing arrangement.
See how to set up employment policies for your business.
Practical measures to facilitate part-time working
If you are a larger employer, you could consider:
- offering a contribution towards childcare costs
- providing childcare facilities on site, eg a nursery
See childcare support for your staff.
If you have new employees who are parents, and who would like to find out if they are entitled to any other form of financial support with their childcare costs, the Employers for Childcare Family Benefits Advice Service can help - Tel 028 9267 8200 for free, impartial and confidential advice (lines open Monday to Friday 8am-5pm).
You might also consider introducing other flexible forms of working, such as term-time working, lunchtime working, flexi-time and home-working. See flexible working: the law and best practice.
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Changing an employee's working hours
How an employer can reach an agreement with a worker when you want to change their working hours.
At some point, you may want to change the hours a worker works perhaps as a result of changing business needs or demands.
Can an employer change an employee's working hours?
A change to a worker's working hours amounts to a change to their terms and conditions of employment. As such, you need the worker to agree to any changes. See how to change an employee's terms of employment.
Requesting a change to working hours
Before requesting a change to a worker's working hours, you should look at the individual circumstances of the worker. For example, a change from part-time to full-time work may affect their care arrangements, while a reduction in hours may cause them financial problems.
You should notify the worker of your proposed changes to their working hours as soon as possible and explain to them why these alterations are necessary. If you do this, they may be more willing to consider and agree to your plans.
You should then consult with the worker and/or their representatives, eg trade union representatives or representatives of any relevant information and consultation forum, to reach an agreement. See how to inform and consult your employees.
Worker refuses the change to working hours
If the worker refuses to agree to your proposed change in hours, you could terminate the whole contract and offer employment on the revised terms.
However, this amounts to a dismissal - and could potentially be unfair. Therefore, you need to:
- follow a fair and reasonable procedure when dismissing the worker with appropriate notice, prior to the start date of the new contract - see dismissing employees
- terminate the contract by giving the worker proper notice - see how to issue the correct periods of notice
Developed withAlso on this siteContent category
Source URL
/content/changing-employees-working-hours
Links
Options for part-time working
Advantages of employing part-time workers
The benefits to employers of employing a part-time worker.
Employing part-time workers has a range of potential business benefits, such as:
- being an efficient way to keep costs down in areas where you don't yet need full-time cover
- increasing recruitment and retention of staff by offering family-friendly working practices
- being able to show potential clients and customers that you value having a diverse workforce and ethical employment practices
- allowing you to bring in highly skilled and experienced staff members even when you have a fixed budget and can't afford to bring someone in on a full-time basis
- expanding the pool of potential recruits - part-time work tends to attract parents with younger children and older people, who may not want to work full-time but can bring a wealth of skills, experience and expertise
- increasing the ability of your business to respond to change and peaks of demands - for example, you can use more workers at peak times and extend your operating hours by using part-time workers in the evening or at weekends
- helping to reduce the workloads of other workers, eg when you don't have enough work for a new full-time position but are regularly using overtime to meet demands - this can reduce your overtime costs and help prevent the negative effects of stress and fatigue
Developed withAlso on this siteContent category
Source URL
/content/advantages-employing-part-time-workers
Links
Options for part-time working
Considering term-time-only workers and job sharing as options for part-time working.
The most obvious form of part-time working is where the worker simply works fewer than the normal basic full-time hours.
For example, they could work:
- every weekday morning, afternoon or evening
- a full day every Monday, Tuesday and Thursday
- weekend shifts and the occasional evening shift in the week
However, there are other part-time working options that may suit your business needs:
- term-time-only workers tend to be parents who work during term time and take paid or unpaid leave during school holidays
- job-sharing is where two or more people share the responsibilities, pay and benefits of a full-time job - see introducing job-sharing
Alternatives to part-time working
If you feel that part-time working doesn't suit a particular job or your business as a whole, you could consider other types of flexible working.
Developed withAlso on this siteContent category
Source URL
/content/options-part-time-working
Links
Recruiting and managing part-time workers
How employers can bring part-time workers into their business.
If you decide to employ part-time workers, you should ensure that:
- the roles suit part-time working arrangements
- your recruitment process is convenient for potential candidates
- you can effectively communicate with and manage part-time workers
Designing part-time jobs
When designing a job for a part-time worker, you first need to specify what you want the jobholder to achieve.
Think carefully about the tasks that they need to do to achieve these objectives. These will determine how much flexibility there is around the hours the jobholder must work.
When determining working hours, consider:
- how much time is needed to do each task
- whether the tasks require someone to work at a specific time or can be done at any time
- how the jobholder will fit into the existing structure of your business
It is important to consider the skills and personal attributes needed to perform the role effectively and specify these in the person specification.
Do not include any requirements that are not necessary to succeed in the post and that might exclude some candidates.
Recruiting for part-time jobs
When advertising for jobs, make it clear whether the job is either purely part-time or part of a job-share - see introducing job-sharing.
Think creatively about how to reach experienced workers who may be looking for part-time work, eg parents with young children, carers, and older people.
Try to arrange interviews and other stages of the recruitment process at times that are convenient for those applying for the job, eg if the job is for part-time evening work, hold interviews during the evening.
Managing part-time workers
Make sure that:
- your part-time workers receive all staff communications
- you inform them of all major decisions affecting their jobs
This may require you to contact - by phone, email, or text message - those part-time workers who are not in the workplace when you send out messages for the first time.
You could consider setting core hours during the week when all staff will be present. This is a time when you can hold meetings and make or communicate important decisions.
If there isn't a time when all workers are in the workplace, vary the times of key meetings so everyone can attend at least some of the time. Ensure that the outcomes of meetings are shared with workers who were not there.
To help you manage your part-time workers more easily, try to find out if they:
- have any flexibility to work additional hours on major projects or to attend meetings outside their scheduled hours
- are happy for you to contact them outside of their normal working hours
Make sure that any part-time staff has opportunities to attend training courses offered to full-time staff.
This might mean you have to offer training courses that can be delivered more flexibly. For example, a course could:
- have an element of home study time
- be condensed into two days instead of three
- be made up of short units that the worker can complete whenever they are at work
External help for introducing part-time working
There are a number of organisations that can advise you on introducing part-time employment in your business.
The Labour Relations Agency (LRA) provides free advice and guidance on the employment rights of part-time workers.
The Jobs & Benefits Office can help you fill both part-time and full-time vacancies. Support varies from recruitment planning right through to practical vacancy filling, including matching and sorting of application forms.
In many regions, there are specialist organisations that can help employers to implement flexible working - including part-time working - and to recruit suitable candidates.
For more information on the provision in your area, you should contact your local enterprise agency.
You could also try picking up tips from other employers that have already employed part-time workers successfully.
Developed withAlso on this siteContent category
Source URL
/content/recruiting-and-managing-part-time-workers
Links
Part-time workers' rights
The right of part-time workers to receive the same pay, equal treatment and pro rata contractual benefits.
All workers have basic employment protection rights - regardless of whether they work full or part-time.
Part-time workers must be treated equally to comparable full-time workers who work for the same employer and do similar work under the same type of employment contract.
Pay for part-time workers
Compared with full-time workers, part-time workers should receive equal:
Rates of pay
Part-time workers must receive the same rate of pay as full-time workers carrying out work of equal value.
Overtime pay
But only once they have worked more than the normal full-time hours of a comparable full-time worker, eg if a comparable full-time worker normally works 40 hours per week, a part-time worker working 20 hours per week would have to work another 20 hours before receiving overtime pay.
Enhanced rates of pay
For working outside normal contractual hours, eg bonus pay, shift allowances, unsocial hours payments and weekend payments.
Equal treatment of part-time workers
Compared with full-time workers, part-time workers should receive equal:
- access to any occupational pension scheme
- access to training and career development - when scheduling training courses, you should do as much as possible to include part-time workers
- rights to career breaks
- rights to receive enhanced sick, maternity, paternity and adoption leave and pay
- parental leave and other time off rights eg dependents' leave
- consideration for promotion
Pro rata contractual benefits
Part-time workers have the right to receive contractual benefits pro rata, ie in proportion to the hours they work.
This applies to benefits such as:
- paid annual leave above the statutory minimum
- company cars
- staff discounts
- health insurance
- subsidised mortgages
- profit-sharing and share-option schemes
For example, if you allow your full-time workers 30 days' paid annual leave, a part-time worker working three days a week would be entitled to 18 days.
If you cannot easily divide a benefit, eg health insurance or a car, you could withhold it from part-time workers. However, you must justify this decision on objective grounds.
The best thing to do is to work out the cash value of the benefit and give the appropriate pro rata amount to the part-time worker. For example, you could calculate the financial benefit of a company car and pay half that amount to part-time workers who work half the number of hours of full-time workers.
Term-time / part-year workers
Recent case law has determined workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term time, are entitled to 5.6 weeks of leave each year. This entitlement applies regardless of the fact that there are some weeks in the year when they do not work.
In such instances, holiday pay is calculated by averaging the pay received during the 12 weeks prior to the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker – this is compliant with the Part-time Workers (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
Justifying less favourable treatment
You should generally treat full-time and part-time workers equally. You will only be able to justify less favourable treatment if it can be shown objectively that it is necessary and appropriate to achieve a legitimate business objective.
For instance, you may be justified in withholding health insurance if you can show that the cost of providing this benefit is disproportionate.
In the case of share-option schemes, you may be able to justify the exclusion of a part-time worker where the value of the share options is so small that the potential benefit to the part-timer of the options is less than the likely cost of realising them.
Complaints of less favourable treatment
Part-time workers who believe you have treated them less favourably can ask you for a written statement of reasons for this. You have 21 days in which to respond.
Part-time workers who still believe you are treating them less favourably, and don't believe you have objectively justified this, can make a complaint to an industrial tribunal. A tribunal can make you pay compensation if they find it in the part-time worker's favour.
The Labour Relations Agency provides an alternative to the Industrial Tribunal under the Labour Relations Agency Arbitration Scheme. Under the Scheme, claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
Developed withAlso on this siteContent category
Source URL
/content/part-time-workers-rights
Links
Introducing job-sharing
Job-sharing is a good way of allowing part-time workers to cover full-time job positions.
Job-sharing is an increasingly popular way for people who used to work full-time to move into part-time work.
What is job-sharing?
Job-sharing is when two - or sometimes more - people share the responsibility, pay, and benefits of a full-time job.
The job sharers share the pay and benefits in proportion to the hours each works. They may work split days, split weeks, or alternate weeks, or their hours may overlap.
For example, one job sharer could work Monday, Tuesday, and Wednesday, while the other works either the Thursday and Friday or the Wednesday, Thursday, and Friday, using the Wednesday as a handover period.
The benefits of job-sharing
As an employer, the benefits of job-sharing include:
- retention of valued workers who can no longer work full-time and may otherwise leave
- a wider range of skills, experience, views and ideas
- increased flexibility to meet peaks in demand
- greater continuity when one worker is sick or on holiday
- a wider pool from which to recruit
- increased commitment and loyalty
- a potential reduction in absenteeism, sickness and stress
The advantages of job-sharing for workers include:
- less stress, particularly if they are parents or carers
- a greater sense of responsibility and control of working life
Introducing job-sharing arrangements
Once you have decided that a job-sharing arrangement may be suitable, you may need to agree with workplace representatives on how it will work.
During the recruitment process, you should aim to choose candidates who have demonstrated that they can work well with others, and have complementary skills and experience.
Managing job-sharing arrangements
Once the job sharers are in place, you need to ensure that:
- you divide the work fairly
- you explain how holidays, particularly customary days, will work
- there are clear lines of responsibility
- the job sharers have clear lines of communication between themselves to ensure continuity - eg introducing a log to supplement face-to-face communication between the job sharers
Measure both job sharers' performance against full-time members of staff. If there are performance issues, deal with them evenly rather than placing the responsibility on one job sharer rather than the other.
Don't forget to plan ahead for hiring a replacement - it may take you longer to recruit a suitable individual who can work the required hours if one of the job sharers leaves.
Developed withAlso on this siteContent category
Source URL
/content/introducing-job-sharing
Links
Considering requests to change working hours
Points to think about when workers ask to work part-time or any other flexible working pattern.
All employees, who have 26 weeks of service at the date of application, have the statutory right to request to work flexibly.
This includes working part-time or under some other form of flexible working arrangement, eg working from home.
You have a legal duty to consider any such request seriously - and you may only reject it on a limited number of specified business grounds.
For more information on statutory flexible working requests, see flexible working - the law and best practice.
Considering whether part-time working is appropriate
Before taking a decision, you need to consider:
- if a job-share would be appropriate and whether there is a suitable candidate to work as the other job sharer - see introducing job-sharing
- whether someone needs to be present in the post during all hours of work
- whether all the necessary work can be done in the number of hours the worker wants to work
- whether there is a similar type of job the worker could do part-time
- the cost of recruiting and training a replacement if a compromise cannot be found
- the business benefits of a part-time arrangement
- the consequences on the business' systems, procedures and resources
- reaching agreement with workers and/or their representatives before making changes
- any effects on other staff
Bear in mind that, once you agree to a part-time working arrangement, this is a permanent change to the worker's terms and conditions of employment (unless you agree otherwise). You should notify the worker of this, pointing out in particular that they will receive less pay as a result.
Requests from part-time workers to work full-time
If a part-time worker requests a change to full-time hours, you have no legal duty to agree to - or even consider - such a request unless otherwise agreed.
However, it is best practice to at least ask the worker to provide you with a good reason as to why this would help your business.
You could then consider whether or not:
- there is sufficient work for the increased hours
- you could use the extra hours to reorganise a number of jobs to make them more effective
- your business could afford the increase in pay, bearing in mind that you could offset any increase against saving money on recruitment
If you refuse the request, you should explain why and/or look for alternative ways of reshaping the job.
Flexible working policies
If you don't have one already, consider putting together a policy for dealing with all flexible-working requests. This will help you deal with such requests consistently and fairly.
Your policy should also cover recruitment and part-time working, ie how you would consider requests to work part-time from both internal and external job applicants applying for full-time positions.
You should, if possible, assess all the jobs in your business - including skilled and managerial ones - to determine which, if any, could be performed part-time or under a job-sharing arrangement.
See how to set up employment policies for your business.
Practical measures to facilitate part-time working
If you are a larger employer, you could consider:
- offering a contribution towards childcare costs
- providing childcare facilities on site, eg a nursery
See childcare support for your staff.
If you have new employees who are parents, and who would like to find out if they are entitled to any other form of financial support with their childcare costs, the Employers for Childcare Family Benefits Advice Service can help - Tel 028 9267 8200 for free, impartial and confidential advice (lines open Monday to Friday 8am-5pm).
You might also consider introducing other flexible forms of working, such as term-time working, lunchtime working, flexi-time and home-working. See flexible working: the law and best practice.
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Changing an employee's working hours
How an employer can reach an agreement with a worker when you want to change their working hours.
At some point, you may want to change the hours a worker works perhaps as a result of changing business needs or demands.
Can an employer change an employee's working hours?
A change to a worker's working hours amounts to a change to their terms and conditions of employment. As such, you need the worker to agree to any changes. See how to change an employee's terms of employment.
Requesting a change to working hours
Before requesting a change to a worker's working hours, you should look at the individual circumstances of the worker. For example, a change from part-time to full-time work may affect their care arrangements, while a reduction in hours may cause them financial problems.
You should notify the worker of your proposed changes to their working hours as soon as possible and explain to them why these alterations are necessary. If you do this, they may be more willing to consider and agree to your plans.
You should then consult with the worker and/or their representatives, eg trade union representatives or representatives of any relevant information and consultation forum, to reach an agreement. See how to inform and consult your employees.
Worker refuses the change to working hours
If the worker refuses to agree to your proposed change in hours, you could terminate the whole contract and offer employment on the revised terms.
However, this amounts to a dismissal - and could potentially be unfair. Therefore, you need to:
- follow a fair and reasonable procedure when dismissing the worker with appropriate notice, prior to the start date of the new contract - see dismissing employees
- terminate the contract by giving the worker proper notice - see how to issue the correct periods of notice
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Informing and consulting employees about business transfers
In this guide:
- Responsibilities to employees if you buy or sell a business
- TUPE legislation in Northern Ireland
- Your responsibilities to employees transferred into your business
- What is meant by a TUPE transfer
- The transfer of employee liability information
- Your responsibilities to employees transferred out of your business
- Changing terms and conditions after a business transfer
- Dismissal before or after a business transfer
- Informing and consulting employees about business transfers
- Transfers of insolvent businesses
- TUPE transfers: the impact on employee relations
TUPE legislation in Northern Ireland
Employer guidance on TUPE legislation in Northern Ireland.
On 6 April 2006, the revised Transfer of Undertakings (Protection of Employment) Regulations 2006 (the "2006 Regulations") (S.I. 2006/246) and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (the "SPC Regulations") (S.R. 2006 No. 177) came into operation.
Northern Ireland TUPE legislation
The legislation.gov.uk website presents the legislation in detail:
- Transfer of Undertakings (Protection of Employment) Regulations 2006
- Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006
The 2006 Regulations made UK-wide provision for the treatment of employees, and related matters, on the transfer of a business or undertaking, so that when all or part of a business is bought or sold, the terms and conditions of the employees who transfer in the sale may be preserved.
The 2006 Regulations also implemented certain service provision change elements, but within those regulations, these elements apply in Great Britain only. Separate regulations, namely the SPC Regulations, were required for Northern Ireland, as Great Britain did not have the necessary powers to legislate on this matter for Northern Ireland.
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Your responsibilities to employees transferred into your business
You take over certain responsibilities when an employee is transferred into your business.
Employees who transfer to your employment do so on their pre-existing terms and conditions and with their continuous employment preserved. This also applies to employees who have already transferred on a previous transfer.
You also take over responsibility/liability for any:
- outstanding disciplinary and grievance situations
- ongoing industrial tribunal claims
- any potential legal actions which may be brought
- collective agreements in force at the time of the transfer, which means that you must continue to recognise the recognised trade union(s) that the staff transferring are members of
Occupational pension and share-option schemes
You do not have to offer transferred employees who are members of - or eligible to join - an occupational pension scheme (OPS) exactly the same pension rights.
However, you must still offer those employees a minimum level of occupational pension provision.
You can opt to provide access to an OPS or make employer contributions to a stakeholder pension scheme. If you choose a stakeholder or a defined contribution scheme, you will have to match the employee's contributions up to 6%. This can be increased if both parties agree.
All employers have to provide their employees with a workplace pension scheme. To read more about these obligations, see automatic enrolment into a workplace pension.
If you don't take over the previous business' shares, you won't be able to provide such shares to your staff. If the previous employer had share or share-option schemes, you must provide equivalent schemes.
Note that if you buy a privatised (previously public sector) undertaking, or win a contract to provide a service to a central or local government organisation, the government expects you to have pension arrangements that are broadly comparable with that enjoyed by the previously public-sector employees.
Changes to terms and conditions
Don't change transferred employees' terms and conditions if the reason for the change is either the transfer itself, eg to match those of your existing staff, or reasons connected to the transfer.
If you change an employee's terms and conditions in this way, this could amount to a breach of contract. The employee may then be able to resign and claim constructive dismissal.
If, however, the change is unconnected with the transfer, you should handle it like any other change of contract where there is provision for change in the contract or where change has been brought about by mutual agreement. For more information, see changing terms and conditions after a transfer and how to change an employee's terms of employment.
Labour Relations Agency (LRA) advice on agreeing and changing contracts of employment.
Information and consultation
Even if you are taking on transferred employees, you must still inform and consult representatives of your existing employees who may be affected by the transfer.
In addition, you must give details to the previous employer of any action, step, or arrangement you intend to take that will affect the transferring employees. There are no set timescales, however, you must do this before the transfer takes place with adequate time for consultation.
See informing and consulting employees about business transfers.
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What is meant by a TUPE transfer
What is and what is not included as a transfer for the purposes of TUPE.
A 'relevant transfer', ie a transfer to which the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE) apply - occurs when:
- An economic entity is one which is stable and is transferred from one business (part or undertaking) to another, ie the entity is sold as a going concern and retains its identity after the transfer. This is known as a business transfer (standard transfer).
- A client engages a contractor to do work on its behalf or reassigns such a contract, including bringing the work in-house - this is known as a service provision change (extended transfer).
An economic entity
An economic entity is defined as an organised grouping of resources, eg a grouping of employees and assets such as premises and computer equipment that has the objective of pursuing an economic activity. Some transfers will qualify as both a business transfer and as a service provision change, eg outsourcing a service will often meet both definitions.
Examples of business transfers
- Sale of the whole or part of a business where the business continues in a similar format.
- Merger of two businesses.
Service provision change
Examples of service provision changes are where:
- a business contracts its security arrangements to an outside security business (outsourcing)
- a business decides to hire its own staff to provide catering to replace an outside catering business (in-sourcing)
- the contract to clean a client's premises is transferred from one cleaning contractor to another
TUPE applies equally to relevant transfers of large and small businesses, and to public and private undertakings. This means there would be a relevant transfer if you sold your business or if your business bought and operated another business.
Note that TUPE generally applies to second and subsequent transfers of the same undertaking. This means that, if you sell a business or part of a business that you previously bought or relinquish a contract that you previously took over, the employees you took over will now transfer to the new employer - as per the Court of Justice of the European Union (CJEU) interpretation of TUPE.
When TUPE does not apply
Not all transfers are relevant transfers. TUPE does not apply when:
- A client buys services from a contractor on a one-off basis - rather than the two parties entering into an ongoing relationship for the provision of the service.
- There is a transfer of share takeover - when a company's shares are sold to new shareholders, there is no transfer of the business - the same company continues to be the employer.
- A business transfers assets only - then there is no transfer of a business as a going concern eg if the equipment is sold.
- There is a transfer of an undertaking situated outside the UK - although similar provisions apply in the European Union.
- There is a change in business identity - if the work or organisational structure changes radically.
Whether TUPE applies in any particular case depends on all relevant circumstances. In the event of a dispute, only an industrial tribunal or a higher court can decide this.
Where TUPE applies, existing employees of the undertaking transferred automatically become employees of the business that takes the undertaking over. It is unlikely that agency workers fall within the definition of 'employee' for the purposes of TUPE ie they do not automatically transfer, it seems, on current law.
If you think you may become involved in a transfer situation to which TUPE applies, you should consider obtaining legal advice, as the legislation in this area can be complex. Choose a solicitor for your business.
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The transfer of employee liability information
The information you must provide to the new employer when you transfer employees out of your business.
When you transfer employees from your business, you must provide certain information about the employees who are transferring to the new employer. This is known as employee liability information.
The aim of this information is to give the new employer time to understand their obligations towards the transferred employees.
You must provide all information in writing not less than 14 days before the relevant transfer. This can be as electronic files as long as the new employer can readily access the information.
If there is not much information to pass on, eg because only a few employees are transferring, you can provide the information by telephone. Consider asking the new employer which method they would prefer. It would be prudent to keep a full record of all such information, either way.
You can provide the information in stages. However, you must have given all the information before - ideally at least two weeks before - the completion of the transfer. You can also provide the information via a third party if you wish.
You cannot agree with the new employer not to supply this information.
If you do not provide employee liability information, the new employer can make a complaint to an industrial tribunal. This could lead to a compensatory award for any loss the new employer incurs due to not having the information. Compensation is usually at least £500 per employee affected.
The information you must provide
You must provide:
- identity and ages of the employees who will transfer
- their statements of employment particulars
- details of any collective agreements that apply
- details of any formal disciplinary action taken in the past two years to which the statutory disciplinary and dismissal procedures apply
- details of any employee grievances raised in the past two years to which the LRA Code of Practice on Disciplinary and Grievance Procedures applies
- instances of any legal actions against you in the past two years by the transferring employees and any potential legal actions that may be brought
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
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Your responsibilities to employees transferred out of your business
What you have to do if all or some of your employees transfer to another employer.
You have important responsibilities to your employees if they are transferred out of your business.
Who transfers?
Those who transfer are employees employed by the transferor and assigned to the organised grouping of resources that are going to be transferred.
Therefore those who cannot transfer are:
- those only temporarily assigned to the organised grouping
- the self-employed
- independent contractors
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
Information and consultation
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE), you are required to inform and consult the representatives of those employees affected by the transfer. Inform and consult your employees.
Affected employees are not just those who are going to transfer - other employees in the business may be affected by the transfer and have a right to be informed and consulted too.
See informing and consulting employees about business transfers.
Refusal to transfer
If an employee refuses to transfer with a business, they have not been dismissed but have effectively resigned. This means that they lose the right to claim certain employment rights.
See resignations connected with a business transfer.
Employee liability information
When employees transfer out of your business, you must give the new employer certain information about those employees. See the transfer of employee liability information.
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Changing terms and conditions after a business transfer
When you can change employees' terms and conditions of employment following a business transfer.
In a business transfer situation, employees' existing terms and conditions are transferred to the new employer from the start of the new employment.
Employees should therefore not be disadvantaged by a transfer, ie by having less favourable terms and conditions in their new roles.
Economic, technical or organisational reason
If you are the new employer, you can only vary a contract for a reason related to the transfer if it's an economic, technical, or organisational (ETO) reason entailing changes in the workforce.
There is no legal definition of an ETO reason. However, it might relate to, for example:
- the profitability or market performance of your business - an economic reason
- the nature of the equipment or production processes which you operate - a technical reason
- the management or organisational structure of your business - an organisational reason
Note that you can't vary the contracts of the transferred employees in order to harmonise their terms and conditions with those of your existing employees in equivalent roles or grades. A pay cut does not count as an ETO. The transfer of a business subject to insolvency proceedings is a different matter, however - it is covered below. However, you could change terms and conditions - by agreement - if the changes are positive, eg fewer working hours or additional holiday entitlement.
Changing terms and conditions over time
After a certain period, eg six months, you might be tempted to consider it 'safe' to vary the contracts of the transferred employees as the reason for the change cannot have been by reason of the transfer.
However, there is no set period for this and no 'rule of thumb' used by the courts or specified in the regulations to define a period of time after which it is safe to assume that the transfer will not impact directly or indirectly on the employer's actions.
Changing terms and conditions after the transfer of an insolvent business
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
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Dismissal before or after a business transfer
Continuity of employment, dismissals, and the ETO defence for a business transfer.
Employees who transfer have their continuity of employment preserved. This means that those who had, for example, 18 months of service with their previous employer have - at the time of the transfer - 18 months' service with the new employer.
This is important as it means that employees with enough continuous employment maintain their right to claim certain employment protection rights, eg the right to claim unfair dismissal (one year's continuous employment). Employees also have the right to claim a statutory redundancy payment (two years). See continuous employment and employee rights.
Dismissals before the business transfer
An employee still transfers if they would have been employed in the undertaking immediately before the transfer had they not been unfairly dismissed - either because of the transfer or for a reason connected with the transfer.
The employee will be able to lodge a complaint at the Industrial Tribunal for unfair dismissal against either the previous or the new employer - as long as they have at least one year's continuous employment.
The Labour Relations Agency (LRA) provides an alternative to the Industrial Tribunal under the LRA Arbitration Scheme. Under the scheme claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
Employers do, however, have the 'ETO defence' - see below.
Dismissals after the business transfer
If you dismiss a transferred employee either because of the transfer or a reason connected with it, their dismissal is automatically unfair.
In certain circumstances, individuals may require at least one year's continuous employment.
The LRA Arbitration Scheme can again provide an alternative to the Industrial Tribunal.
Employers do, however, have the 'ETO defence' - see below.
The ETO defence
If there is an economic, technical or organisational (ETO) reason entailing changes in the workforce, a Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE)-related dismissal may be fair.
However, even with this defence, the dismissing employer must still follow a fair dismissal procedure. See dismissing employees.
ETO reasons are narrow in practice and effectively amount to a genuine redundancy situation, eg insolvency of the transferred undertaking.
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Informing and consulting employees about business transfers
Which workplace representatives you must consult and what you should tell them.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006, (collectively known as TUPE), you are required to inform and consult the appropriate workplace representatives of those employees affected by the transfer.
Affected employees are not just those who are going to transfer - other employees in either business may be affected by the transfer and have a right to be informed and consulted too.
Which representatives must I inform and consult?
The appropriate representatives who you must inform and consult are either:
- Representatives of a trade union you have recognised for the purposes of collective bargaining - if there is one. See work effectively with trade unions.
- Employee representatives appointed by the affected employees specifically for the purpose of being informed and consulted on the transfer or who have already been appointed for a different purpose and are suitable for this purpose too. For information on arranging the election of employee representatives, see employee representatives during business transfers.
If you have a pre-existing information and consultation (I&C) agreement in place, you have a duty to inform and consult employees or their representatives on - among other things - changes to the workforce. This means that you may have to inform and consult when planning to buy or sell a business.
However, you do not have to inform and consult at the same time under both TUPE and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the transfer legislation only.
What to tell TUPE representatives
The appropriate representatives must be informed of:
- the fact that the transfer is taking place, and when and why it will happen
- the legal, economic, and social implications for affected employees
- any actions, steps, or arrangements the employer envisages taking in relation to affected employees, eg redundancies, relocation, or changes to terms and conditions, or the fact that no measures will be taken
- any actions, steps, or arrangements the new employer envisages taking in relation to employees who will transfer - if the employer is the selling employer
- information relating to the use of agency workers, including the total number of agency workers engaged, the areas of the business in which they work, and the type of work they do
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
When to give information to TUPE representatives
You must provide information to representatives long enough before the transfer date to give reasonable time for consultation.
The consultation must be undertaken with a view to seeking their agreement.
Rights of TUPE representatives
Representatives have the right to have:
- access to the affected employees
- access to facilities to enable them to carry out their duties, eg a phone line or office
- time off with pay to carry out representative duties
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
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Transfers of insolvent businesses
What happens in situations where employees are being transferred as part of an insolvent business.
If you are transferring a business that is subject to insolvency proceedings and you owe money to the employees to be transferred, the responsibility to pay the full amount of the money owed does not transfer to the new employer.
Redundancy Payments Service
The new employer is only responsible for the amount left after the employees have been paid from the Redundancy Payments Service (RPS). If you require further information or advice with an ongoing redundancy claim, you can call the Redundancy Payments Service Helpline on 028 9025 7562.
They should be able to make a claim through the RPS for:
- arrears of pay
- holiday pay - for days taken but not paid
They will not be able to claim statutory redundancy pay or pay in lieu of notice as - post-transfer - their job will not have ended.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
Permitted variations
You or the new employer - or the insolvency practitioner - can reduce pay and establish other less favourable terms and conditions after the transfer. These are known as permitted variations.
However, certain conditions must be met when doing this:
- the permitted variation must be agreed with you or the new employer - or the insolvency practitioner - and the appropriate representatives, ie trade union representatives if an independent trade union is recognised for collective bargaining purposes or, if not, elected employee representatives
- the agreement must be in writing and signed by each of the representatives or other authorised persons
- before the agreement is signed, the employer must provide all the affected employees with a copy of the agreement and any guidance the employees may need to understand it
You should also consider the following:
- any new terms and conditions agreed in a permitted variation must not breach other statutory entitlements, eg agreed pay rates must not be set below the national minimum wage
- any permitted variation must be made with the intention of safeguarding employment opportunities by ensuring the survival of the business - or part of it
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TUPE transfers: the impact on employee relations
Some negative effects of business transfers and how good staff relations and open communication can have a positive impact.
Transferring employees between businesses can affect staff morale. The result is often discontentment, not just in those transferred but also in staff left behind in the old business and existing employees in the new business.
Other effects on employees
If the process is not handled sensitively, the effects can include:
- feelings of displacement in the employees transferred
- anxiety among their ex-workmates who feel they might be next
- resentment among new workmates who distrust the reason the new employees have been introduced and may resent the fact that they have different terms and conditions
- a feeling of insecurity that may be common to all
However, if both employers know and meet their responsibilities fully and communicate openly throughout the process, then good relations can be maintained with all employees concerned.
Research shows that effective consultation can lead to better decision-making and smoother implementation of decisions and proposals, boosting productivity. This is because if employees feel they have input into decision-making, they will be more satisfied and motivated at work. See employee engagement.
You should be especially careful to emphasise the positive benefits of the sale or purchase and try to show how the prospects for all will be improved by the changes.
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Workers' rights in relation to trade union recognition or derecognition
In this guide:
- Recognising and derecognising a trade union
- Meaning and types of trade union recognition
- Voluntary recognition of a trade union
- Statutory recognition of a trade union - starting the procedure
- The consequences of trade union recognition
- Voluntary trade union recognition within the statutory procedure
- Statutory derecognition of a trade union - an introduction
- Procedure where the bargaining unit is no longer appropriate or has ceased to exist
- Workers' rights in relation to trade union recognition or derecognition
- Statutory recognition of a trade union - applying to the Industrial Court
- Statutory recognition of a trade union - deciding on the bargaining unit
- Statutory recognition of a trade union - recognition ballots
- Statutory derecognition of a trade union owing to reduced size of workforce
- Statutory derecognition of a trade union owing to lack of support for bargaining arrangements
- Statutory derecognition of a trade union: falling union membership in the bargaining unit
- Derecognition of a non-independent trade union
- Statutory derecognition of a trade union - derecognition ballots
Meaning and types of trade union recognition
A summary of voluntary and statutory recognition, and what recognition means for both the employer and the union.
A trade union is said to be recognised once an employer has agreed to negotiate with it on pay and working conditions on behalf of a particular group of workers.
The subsequent negotiation process is known as collective bargaining, with the group of workers the union represents referred to as the bargaining unit.
If an employer agrees to recognise a trade union the employer has certain legal obligations towards the union and its members - see the consequences of trade union recognition.
Voluntary trade union recognition
The most common way a union can gain recognition for collective bargaining purposes is by the employer simply agreeing to recognise it voluntarily.
In practice this means the union becomes recognised by the employer without using any legal procedures. See voluntary recognition of a trade union.
Statutory trade union recognition
If an employer and trade union find they are unable to come to a voluntary recognition agreement, a trade union can make an application for statutory recognition. This only applies where the employer, together with any associated employers, employs 21 or more workers.
See statutory recognition of a trade union - starting the procedure.
Note that there can be voluntary agreements even after the union has triggered the statutory process - see voluntary recognition within the statutory procedure.
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Voluntary recognition of a trade union
Recognising trade unions - the voluntary option.
As an employer, there is nothing to stop you from voluntarily agreeing to recognise one or more trade unions.
Most union recognition arrangements are established in this way. Such voluntary recognition provides maximum flexibility to the parties and avoids them having to use the alternative - potentially complex - statutory recognition procedures.
Once an employer recognises a union for the first time, the two parties will usually draw up an agreement which specifies how the recognition arrangement, and its associated bargaining processes, will work.
Formal written agreements of this kind - known as 'procedural' agreements - prevent misunderstanding and achieve continuity and consistency. As relationships develop, the parties may periodically wish to revise and update their procedural agreements. The Labour Relations Agency (LRA) can facilitate meetings to assist the parties in drafting procedural and recognition agreements.
The LRA can also provide impartial information on bargaining agreements. See LRA guidance on collective bargaining.
If you voluntarily recognise a union, you will have certain legal obligations towards the union and its members. See the consequences of trade union recognition.
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Statutory recognition of a trade union - starting the procedure
How trade unions can obtain statutory recognition.
If you find you are unable to come to a voluntary recognition agreement with the trade union, it can make an application for statutory recognition. This only applies where you - together with any associated employers - employ 21 or more workers.
The union's request must:
- clearly identify the union and the bargaining unit
- state that the request is made under the Employment Relations (NI) Order 1999
You have ten working days to respond, starting with the first working day after the day you receive the request.
If you agree to the request, you have formally recognised the trade union for collective bargaining purposes.
If you reject the request or fail to respond in time, the union can apply to the Industrial Court for statutory recognition - see statutory recognition of a trade union - applying to the Industrial Court.
Negotiations with the union following its request
If you tell the union that you don't accept the request but are willing to negotiate, you have 20 working days to agree on the appropriate bargaining unit and to agree on recognition. The Labour Relations Agency (LRA) may also be of assistance.
The 20-day period starts on the day after the first ten-day period ends. You can agree with the union to extend the 20-day period.
If you fail to reach an agreement at the end of that period - or you agree on a bargaining unit but don't agree to recognise the union - the union can apply to the Industrial Court.
If - following negotiations between you and the union - the union's proposed bargaining unit is modified but you fail to agree on the bargaining unit, the union must make a new request to you that complies in full with the statutory requirements before it can make an application to the Industrial Court.
You can reach a voluntary agreement with the union even after the statutory process has started - see voluntary recognition within the statutory procedure.
If you reach an agreement, the statutory procedure ends.
Approaching LRA for help
You or the union can approach the LRA for help at any time. The LRA can provide its conciliation services to assist the parties in reaching agreement.
If you propose to the union that the LRA helps but the union fails to respond within ten working days or rejects your proposal, the union cannot make any application to the Industrial Court. The ten-day period starts on the day after that on which you made your proposal.
You have to make this proposal within ten working days of informing the union that you are willing to negotiate. This period starts on the day after you so inform the union.
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The consequences of trade union recognition
What an employer and union must do once the union has become recognised.
There are a number of consequences once a trade union becomes recognised.
Many apply regardless of whether recognition was voluntary, semi-voluntary or statutory. However, some are only relevant where a union uses the statutory procedure.
Making arrangements for the conduct of collective bargaining
Once a union has achieved recognition, either via a voluntary or the statutory procedure, you and the union - 'the parties' - need to agree how you will conduct collective bargaining.
Such an agreement could cover the following issues:
- bargaining procedure
- how and when meetings will be arranged
- who the employer and union representatives are
- time off for union representatives to attend meetings
- how agreements and disagreements will be communicated to the workforce
- conduct during negotiations - how and when issues can be raised
- the specific matters which will be subject to joint agreement, eg pay and working hours
- dispute resolution - what should happen if deadlock is reached on a particular issue, eg conciliation and arbitration
- union recruitment activities in the workplace
- union representation of workers at disciplinary and grievance hearings
- deduction of union contributions from employees' wages
Deciding what a collective agreement will cover
Collective agreements usually cover pay arrangements and other terms and conditions of employment. They might also cover such matters as:
- matters of discipline
- trade union membership or non-membership
- facilities for officials of trade unions
The procedural agreement should set out the level at which negotiations will take place, eg site, company, regional or national level.
It should also specify the bargaining methods where two or more unions are recognised, eg whether unions should bargain separately or as a single bargaining unit.
The parties usually need training on aspects of employment relations and the bargaining process. Some trade unions and independent organisations provide accredited courses.
Usually, collective agreements are not in themselves legally enforceable. However, parts of collective agreements such as pay rates, or references to agreements, may be inserted and thus legally incorporated into the employment contracts of individual employees. Because individual employment contracts are legally enforceable, many collective agreements are indirectly underpinned by law.
Legal consequences of statutory trade union recognition
Once the Industrial Court declares that a union is recognised, the union is entitled to conduct collective bargaining with you on pay, hours and holidays - although the parties can agree to cover additional issues.
The parties must first agree on how they will conduct collective bargaining, calling on the services of the Labour Relations Agency (LRA) if necessary.
If no agreement is reached within 30 working days, either party has the right to apply to the Industrial Court for assistance.
The Industrial Court has 20 working days from the application date to help achieve an agreement. If no agreement is reached, the Industrial Court will impose a legally binding method of bargaining.
However, the imposed method of collective bargaining can be modified by the parties, providing they both agree.
If the imposed method is not followed, either party can apply to a court to order the other party to act in accordance with the prescribed method.
If this order is ignored by the relevant party, that party will be in contempt of court, and may face a fine or imprisonment.
Where the Industrial Court has imposed a method for carrying out collective bargaining, the union has the right to be consulted by you on your policies and plans for training workers in the bargaining unit at least once every six months.
If you fail to meet these consultation obligations, the union has three months to make a complaint to an industrial tribunal. If the tribunal finds the complaint well founded, it may award up to two weeks' pay to each affected worker.
Note that there is a statutory limit on a week's pay. See a table of current tribunal and arbitration compensation limits.
Disclosing information to trade unions
You have a duty to disclose - if requested - relevant information to a recognised trade union during the collective bargaining process.
The LRA has a code of practice on disclosure of information to trade unions for collective bargaining purposes. The code imposes no legal obligations on you to disclose any specific item of information and failure to observe the code does not by itself mean you would be liable to legal proceedings.
However, the law requires any relevant provisions to be taken into account in proceedings before the Industrial Court.
General legal consequences of trade union recognition
Once a union becomes recognised, you have a legal duty to:
- allow lay union representatives to take reasonable time off with pay to perform their duties
- allow members covered by the recognition arrangements the right to reasonable unpaid time off to carry out trade union activities
- allow union learning representatives time off with pay to carry out their duties
For more on time-off rights for union representatives and members, see trade union membership rights.
You also have a legal duty to:
- inform and consult the union during collective redundancy situations and business transfers - see redundancy: the options and responsibilities to employees if you buy or sell a business
- inform and consult the union on certain changes to your occupational pension scheme - if you operate one - or employees' personal pension schemes if you contribute to them - see keeping employees informed
- allow the union to appoint health and safety representatives, with whom it has to consult on workplace health and safety issues - see how to consult your employees on health and safety
All these obligations apply regardless of whether the recognition was via the statutory or voluntary route.
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Voluntary trade union recognition within the statutory procedure
Voluntary agreement for union recognition within a statutory context.
If, during the statutory trade union recognition procedure, you voluntarily agree to recognise a union, it may withdraw its request for statutory recognition.
Alternatively, if the union had made an application to the Industrial Court, you and the union - 'the parties' - may have jointly asked the Industrial Court to take no further action.
However, this must happen before the Industrial Court either makes a declaration that the union is entitled to recognition without a ballot, or arranges a recognition ballot. See statutory recognition of a trade union - starting the procedure.
This type of agreement is known as an agreement for recognition or a semi-voluntary agreement. It is not the same as a voluntary agreement made outside the statutory procedure.
Once an agreement for recognition has been reached, the parties must enter into negotiations on collective bargaining arrangements.
If they can't agree on an appropriate method, either party may apply to the Industrial Court for help. The Industrial Court can assist if it is satisfied that there is an 'agreement for recognition' as defined in the legislation.
If the parties still fail to reach agreement, the Industrial Court will impose a method for collective bargaining.
Duration of recognition
Once you have agreed to recognise a trade union for collective bargaining purposes, the union may terminate the agreement at any time, unless you have previously agreed with the union to the contrary.
You may not terminate the agreement for a period of three years unless you have agreed with the union to the contrary.
For the circumstances under which a union may become derecognised, see statutory derecognition of a trade union - an introduction.
If the agreement becomes difficult to maintain, either party can apply to the LRA to help it resolve the difficulties.
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Statutory derecognition of a trade union - an introduction
Procedures to be followed when a trade union with statutory recognition may be derecognised
If a union achieved recognition via the statutory procedure, certain procedures have to be followed for it to be derecognised.
However, you can only seek statutory derecognition three or more years after recognition was originally granted.
There are three main grounds for derecognition:
- you - taken with any associated employers - no longer employ 21 or more workers
- application by the employer or by a worker or workers where it is believed that there is no longer majority support for bargaining arrangements
- union membership in the bargaining unit falls below 50 per cent
In situations where grounds 2 or 3 apply and an application for derecognition is accepted by the Industrial Court, the Industrial Court could declare that a derecognition ballot be held.
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Procedure where the bargaining unit is no longer appropriate or has ceased to exist
What happens if the bargaining unit becomes inappropriate because the employer's business changes.
A situation may arise when a union or employer feels that the bargaining unit - the group of workers the union represents - is no longer appropriate or has ceased to exist. Either party may apply to the Industrial Court to determine what bargaining unit is appropriate.
In order for the Industrial Court to reach its decision, the bargaining unit must have changed because of one or more of the following:
- the business' activities
- the organisation or structure of the business
- the number of workers in the bargaining unit
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Workers' rights in relation to trade union recognition or derecognition
Treating workers fairly as regards the recognition or derecognition of a trade union.
Workers have certain rights relating to their involvement in recognition and derecognition procedures.
Protection from detrimental treatment and unfair dismissal
An employer must not subject a worker to a detriment on grounds related to the process of union recognition or derecognition, eg for taking part in a recognition ballot or for campaigning for recognition.
Detriment is broadly defined but essentially means that the worker should not suffer disadvantage on account of any act or omission by you. This could include:
- suspending the worker
- cutting their pay
- moving them to new duties
- failing to give them a pay rise
For a worker who isn't an employee, their dismissal may also count as a detriment. Only employees can claim unfair dismissal.
If any of the above occurs, a worker could bring a claim before an industrial tribunal. If the tribunal finds that you acted unlawfully, it may award compensation.
If an employee is dismissed or selected for redundancy on grounds relating to union recognition or derecognition, they may be able to make a claim for unfair dismissal to the tribunal.
Rights regarding inducements to disapply collective agreements
Many members of trade unions have their pay and other terms and conditions of employment set by a collective agreement negotiated by their union and their employer.
These members have rights to ensure that the employer does not interfere between the union member and their union in certain matters related to collective bargaining.
An employee or other worker who is a member of an independent trade union which is recognised by - or seeking recognition from - their employer for collective bargaining purposes has the right not to have certain offers made to them by their employer.
This is in circumstances where the employer's sole or main purpose is to achieve the result that, if the offer and like offers to other workers are accepted, all or any of those workers' terms and conditions will no longer be determined by a collective agreement negotiated by or on behalf of the trade union.
In addition, an employee has the right not to be dismissed, or selected for redundancy, by their employer on the grounds that they did not accept any such offer.
An employee or other worker has the right not to be subjected to a detriment for failing to accept any such offer.
Right of complaint to an industrial tribunal
Individuals who think that any of their rights as set out above have been infringed can complain to an industrial tribunal.
If an employee has been dismissed - including cases where they have been dismissed on grounds of redundancy - their complaint is one of unfair dismissal.
If an employee or other worker considers that they have been subjected to a detriment by their employer, their complaint is one of detriment.
If an employee or other worker considers that you have made an unlawful inducement as described above, their complaint is one of unlawful inducement.
Compensation
There are certain limits on the compensatory awards for the claims in relation to dismissal, detriment and unlawful inducements. See a table of current tribunal and arbitration compensation limits.
Note that in cases where an employee or other worker makes a related complaint to the tribunal concerning detriment, and the tribunal upholds that complaint, the tribunal may award compensation for the detriment suffered.
In deciding the amount of such compensation, the tribunal will not take into account the fact that:
- a complainant contributed to their loss by accepting or not accepting an unlawful inducement
- the complainant has received or is entitled to an award on the grounds that an unlawful inducement has been made to them
Status of contractual changes resulting from unlawful inducements
If an unlawful inducement has been accepted by an employee or other worker, but any consequent agreement by them to vary their terms and conditions has not yet been effected, the agreement to vary the terms and conditions is not enforceable.
Also, in such circumstances, the employer cannot recover any cash paid or other benefits conferred on the employer or worker concerned.
However, in cases where the agreed variation in terms and conditions have been effected, those variations are enforceable.
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Statutory recognition of a trade union - applying to the Industrial Court
How the Industrial Court deals with unions' applications for recognition under the statutory procedure.
A union can apply to the Industrial Court if it sends you a request for statutory recognition but you either reject the request, or following negotiations between you and the union - 'the parties' - you fail to agree on the bargaining unit.
Industrial Court panels
A panel of three Industrial Court members will be convened to deal with each application. The panel will consist of:
- the Industrial Court Chairman or Deputy Chairman
- one member with experience as a representative of employers
- one member with experience as a representative of workers
The individuals making up the panel could change if one becomes unavailable.
An Industrial Court official will be appointed to act as case manager for the application. They act as the main point of contact between you, the panel and the union.
Admissibility tests for union applications to the Industrial Court
In order for the Industrial Court to accept an application for recognition from a trade union, it must be:
- on the proper Industrial Court application form
- copied and sent to you, together with any supporting documents
The following conditions must also apply:
- The union must have a certificate of independence from the Certification Office.
- As the employer, you - together with any associated employer(s) - must employ at least 21 workers. Part-time workers count as whole numbers.
- There must not be a competing application relating to the same or overlapping bargaining units.
- There must not be an existing recognition agreement under which a union is entitled to conduct collective bargaining on behalf of any workers in the proposed bargaining unit.
- At least 10% of the workers in the proposed bargaining unit must belong to the union making the application.
- The majority of workers must be likely to favour recognition. Evidence of this could be a petition from workers.
- If the application is made by more than one union, the unions concerned must show that they will co-operate with each other to achieve stable collective bargaining arrangements.
- There must not have been a previous application from the same union covering the same - or substantially the same - bargaining unit accepted by the Industrial Court within the last three years.
On receiving an application, the Industrial Court will send you:
- notification that it has received the application
- a questionnaire for you to fill in to give it information relating to the admissibility criteria
The Industrial Court has ten working days to decide whether or not to accept the application.
Industrial Court acceptance of the union's application
If the Industrial Court accepts a trade union's application for statutory recognition, the parties have 20 days - which may be extended or reduced if the Industrial Court decides there is no reasonable chance of agreement between the parties - to agree on the appropriate bargaining unit.
In these circumstances, you must provide the following information to both the Industrial Court and the union within five working days, starting with the day after that on which you received notice of the acceptance:
- A list of the categories of worker in the proposed bargaining unit.
- The number of workers you reasonably believe are in each of the categories at each of the workplaces.
- A list of the workplaces at which they work. A workplace is the set of premises a person works at/from, or - where there are no such premises - the premises with which the worker's employment has the closest connection.
The information you give to the union and the Industrial Court must be the same and as accurate as is reasonably practicable in light of the information you have at the time.
If you fail to supply the required information - or fail to provide it in accordance with the statutory criteria - the union can request that the Industrial Court itself decides the bargaining unit.
If the Industrial Court agrees that you have failed to comply with this duty, it will decide the bargaining unit - usually within ten working days starting with the day after that on which the union made the request.
Union communications with workers following the Industrial Court's acceptance of the application
Where the Industrial Court accepts an application, the union may want to communicate with workers who are in the proposed or agreed bargaining unit.
To do so, the union must apply in writing to the Industrial Court asking it to appoint a suitable independent person (SIP) to handle these communications.
The Industrial Court will appoint the SIP as soon as possible after the union's request and will then notify the name, and appointment date, of the appointed person to the parties.
Once the Industrial Court appoints a SIP, you must - as soon as reasonably practicable - provide certain information to the Industrial Court that will enable the SIP to fulfil their role.
This information is as follows:
- The names and home addresses of the 'relevant workers'. You must do this within ten working days, starting with the day after that on which you are informed of the name and date of appointment of the SIP. Relevant workers are either those falling within the proposed bargaining unit or - if a bargaining unit has already been agreed by the parties or decided by the Industrial Court - those within that bargaining unit.
- If you have given the Industrial Court the names of workers in the proposed bargaining unit and then either you and the union agree on a different bargaining unit or the Industrial Court decides the bargaining unit, you must give the Industrial Court the names and home addresses of those who are now the 'relevant workers', ie those workers who fall within the different bargaining unit. You must do this within ten working days, starting with the day after that on which you and the union agree on the bargaining unit or the Industrial Court informs you of its decision on the bargaining unit.
- The name and home address of any worker who subsequently joins the bargaining unit after you supply the initial list.
- The details of any worker who ceases to be a 'relevant worker' because they have left the bargaining unit - except where a new complete list is supplied because the definition of the bargaining unit changes.
If you fail to comply with these duties, the Industrial Court may order you to remedy the failure within a set timescale.
If you fail to comply with the order, the Industrial Court may issue a notice to you and the union confirming that you have failed to comply with the order and may also declare that the union is recognised.
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Statutory recognition of a trade union - deciding on the bargaining unit
How the Industrial Court may help you and the union decide on the appropriate bargaining unit.
If the Industrial Court accepts a trade union's application for statutory recognition but you and the union - 'the parties' - fail to agree on the bargaining unit, the Industrial Court panel must try to help the parties reach agreement on what the appropriate bargaining unit is.
It is important that the parties are clear as to which workers are included in the bargaining unit. This is because if - at a later stage in the process - a ballot is held, both the parties and the Industrial Court will need to know exactly which workers are entitled to receive a ballot paper.
To reach a decision on the bargaining unit, the Industrial Court may:
- itself mediate between the parties
- suggest the parties seek help from the LRA
- allow the parties - if they prefer - to conduct these negotiations between themselves directly
The Industrial Court has a period of 20 working days (the appropriate period) in which to try to help the parties reach an agreement. The period starts with the day following that on which the Industrial Court gives notice that it has accepted the trade union's application - see statutory recognition of a trade union - applying to the Industrial Court.
The Industrial Court can extend the appropriate period or bring it to an end if it believes that the parties are unlikely to reach an agreement. In addition, both parties can apply to the Industrial Court to bring the appropriate period to an early end.
Failure to agree on the appropriate bargaining unit
If the parties cannot agree on the bargaining unit or the union asks the Industrial Court to decide on the bargaining unit as set out in statutory recognition of a trade union - applying to the Industrial Court, the Industrial Court must decide within a period of ten working days whether or not the union's proposed bargaining unit is appropriate.
If the Industrial Court decides that the union's proposed bargaining unit is not appropriate, it must decide on a bargaining unit which is appropriate.
To make its decision, the Industrial Court has to consider:
- the location of workers
- the views of both parties
- existing national and local bargaining arrangements
- the preference to avoid small, fragmented bargaining units
- the characteristics of workers in the proposed bargaining unit and any other workers the Industrial Court considers relevant
- the need for the unit to be compatible with effective management - this factor takes priority over all the others
The Industrial Court may ask you and the union for your views on these issues - eg any views you may have on an alternative bargaining unit to the one proposed by the union.
If there is conflicting evidence on whether the union's proposed bargaining unit is appropriate, the Industrial Court panel is likely to call a hearing to determine the question.
Where the agreed or decided bargaining unit differs from the one initially proposed
Whether a bargaining unit is agreed between the parties or is decided by the Industrial Court, if that bargaining unit is different from the one proposed in the union's initial application for statutory recognition, the Industrial Court has to determine whether or not the new bargaining unit is 'valid'.
The bargaining unit will only be valid if:
- there is at least 10 per cent union membership in the new bargaining unit
- a majority of workers in the new bargaining unit is likely to favour recognition
- there is not a competing application including any workers covered by the new bargaining unit
- there is not an existing agreement under which a union can conduct collective bargaining on behalf of any workers in the new bargaining unit
- there has not been a previous application from the same union covering the same - or substantially the same - bargaining unit within the last three years
Following any necessary investigations, the Industrial Court panel may call a hearing to determine the validity of the revised bargaining unit. It normally has ten working days to reach its decision.
If - as a result of changes to the bargaining unit - the application does not meet the applied validity tests, the Industrial Court cannot proceed with the union's application.
However, the union can re-apply for statutory recognition of this revised bargaining unit within three years.
Industrial Court hearings
The Industrial Court will normally arrange hearings as quickly as possible in order to meet its statutory deadlines. This may mean imposing a hearing date even if it's not the most convenient date for either or both parties.
The Industrial Court expects that hearings will normally be completed in a day. The Industrial Court is based in Belfast, but it may hold hearings at other, more convenient locations. Hearings are normally informal and held in public.
Before a hearing, the chairman of the Industrial Court panel may hold a preliminary meeting in order to set out procedures and identify the issues disputed.
The Industrial Court will ask the parties to submit and exchange written evidence before the hearing.
The Industrial Court will only allow new evidence at hearings for good reasons and at the discretion of the panel. Where it is admitted, parties can request that the panel allows some additional time - such as a short adjournment - to consider the new evidence.
The Industrial Court will ask the parties to inform the panel in advance of the names of the speakers and any witnesses proposed for the hearing. The parties may appoint legal representatives but there is no obligation to do so.
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Statutory recognition of a trade union - recognition ballots
What happens when a vote is needed to confirm support for trade union recognition.
Once the Industrial Court accepts an application and the bargaining unit has been agreed on or decided, the Industrial Court panel has to decide whether to call a ballot on union recognition.
Industrial Court's decision on whether or not to hold a recognition ballot
The main test is the level of union membership in the bargaining unit. If the Industrial Court panel is not satisfied that the majority of the workers in the bargaining unit belong to the union making the application, it has to call a ballot on union recognition.
If necessary, the Industrial Court panel can require:
- you to provide information concerning the workers in a bargaining unit
- the union to provide information concerning the union members in a bargaining unit
Using this information, the Industrial Court case manager will compile a report and send a copy to you, the panel and the union.
If either you or the union fail to supply the information required by the Industrial Court, the report must mention that failure and this could influence the panel's decision.
On receiving the report, the Industrial Court will then decide whether to make a declaration of recognition or hold a ballot of workers in the bargaining unit.
Generally, if the report shows that a majority of the workers in the bargaining unit are union members, the Industrial Court will make a declaration of recognition. If not, it will call a ballot.
However, the Industrial Court may still call a ballot - even if there is majority union membership - if:
- it is satisfied that holding a ballot would be in the interests of good industrial relations
- it believes it has credible evidence from a significant number of union members in the bargaining unit that they do not want the union to conduct collective bargaining on their behalf
- there is evidence relating to how workers joined the union or their length of membership that leads the Industrial Court to doubt whether a significant number of union members in the bargaining unit want the union to conduct collective bargaining on their behalf
Within ten days of the parties receiving notification of the ballot from the Industrial Court, you may - in agreement with the union - notify the Industrial Court that you no longer wish a ballot to be held.
The form of ballot
The Industrial Court has to decide whether the ballot should be a workplace ballot, a postal ballot or a combination of the two.
The Industrial Court decision will depend on factors such as:
- costs and practicality
- the preference of the parties
- the chance of the ballot being affected by unfairness or malpractice if it were conducted at a workplace
Conduct in the run up to and during a recognition ballot
If it decides to hold a ballot, the Industrial Court will appoint a qualified independent person (QIP) to conduct it within 20 working days of being appointed - although the Industrial Court has a discretion to choose a longer period.
The QIP will come from a body specified in legislation.
You must:
- Co-operate generally with the union and QIP relating to the ballot.
- Not make an offer to a worker or workers that induces them not to attend a relevant meeting between the union and the workers.
- Not take or threaten to take any action against a worker because they attended or took part in a relevant meeting or they indicated their intention to do so.
- Give the union reasonable access to the workers in the bargaining unit in accordance with the code of practice on access and unfair practices during recognition and derecognition ballots.
- Pass names and addresses of workers in the bargaining unit to the Industrial Court within 10 working days, starting with the day after you were told of the QIP's name and ballot arrangements. You must also give the Industrial Court details of any workers joining or leaving the bargaining unit.
If it is found that you have failed to comply with any of these requirements, the Industrial Court can order you to remedy the failure within a set timescale. If you fail to remedy the failure, the Industrial Court can issue a declaration of recognition.
During the balloting period, the union is entitled to access the workers belonging to the proposed bargaining unit. Both you and the union must not, at this time, use 'unfair practices' to influence the ballot result.
Unfair practices can include:
- providing incentives for members to vote a certain way
- threatening disciplinary action if a certain result is not achieved
Unfair practices complaints
An unfair practices complaint must be made on - or before - the first working day after the date of the ballot or - if votes can be cast on more than one day such as in a postal ballot - the last of those days.
Following a valid complaint, the Industrial Court normally has ten working days in which to decide whether the complaint is well founded, starting with the day after it received the complaint.
If the Industrial Court decides that the complaint is well founded, it will declare this finding and may then issue a remedial order telling the party what steps it must take in order to mitigate the effect of the unfair practice and when to take those steps by, or give notice to the parties that a secret ballot will be held - in effect ordering a new ballot.
Circumstances where a ballot may be abandoned
In some circumstances, the Industrial Court has the power to cancel a ballot and make a declaration that the union is - or is not - recognised.
These circumstances are where the Industrial Court:
- declares that an unfair practice complaint is well founded and that the unfair practice consisted of - or included - the use of violence or the dismissal of a union official
- has issued an unfair practices remedial order and the party to whom it is issued fails to comply with it
- having issued an unfair practices remedial order to a party, makes a further declaration that a complaint that the same party used an unfair practice is well founded
If the 'failing' party is you, the Industrial Court can declare the union recognised. If the failing party is the union, the Industrial Court may declare the union not recognised.
Where it orders a fresh ballot - or declares that the union is recognised or not recognised - the Industrial Court will:
- Take steps to cancel the 'original' ballot. If that ballot is held anyway, the result will not have any effect.
- If a fresh ballot is held, make certain changes to usual ballot procedure.
Informing the parties of the result of the recognition ballot
The Industrial Court informs both parties of the ballot result and its consequences.
To be recognised, the union needs the support of a majority of those voting and at least 40% of those entitled to vote.
If the union fails to get the necessary support, it must wait three years before making a new application involving the same - or substantially the same - bargaining unit.
Once you have recognised a union, the collective bargaining process can begin and you have certain legal obligations towards the union and its members. See the consequences of trade union recognition.
Requests for costs for recognition ballots
Following the ballot, the QIP will normally send you and the union a demand for its costs.
The demand will show the gross costs of the ballot and the share of the cost to be paid by you and the union.
Both parties must pay the QIP within 15 working days, starting with the day after they receive the demand.
If you dispute the demand, you can appeal to an industrial tribunal within four weeks, starting with the day after you receive the demand.
For your appeal to succeed, you must show that the gross costs of the ballot are too great or your share of the costs is too great.
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Statutory derecognition of a trade union owing to reduced size of workforce
Seeking to derecognise a trade union where you employ no more than 20 workers.
You may seek to derecognise a trade union where you employ fewer than 21 workers - including workers with any associated employers - in any period of 13 weeks.
To do this, you must first send a notice to the union.
The notice must be copied to the Industrial Court and:
- identify the bargaining arrangements
- state the date on which the notice is given
- specify the period of 13 weeks in question
- state that you - taken with any associated employer(s) - employed an average of fewer than 21 workers in the specified 13-week period
- state that the bargaining arrangements are to cease to have effect on a specific date, which must fall after the end of a period of 35 working days, day one being the working day following that on which you give the notice
You must give the notice to the union before the end of the fifth working day, starting with the day after the last day of the specified period of 13 weeks.
The Industrial Court's decision on your notice of derecognition
When it receives your notice, the Chairman of the Industrial Court will appoint a panel of three Industrial Court members to consider whether or not it's valid.
The panel has ten working days, starting with the day after that on which the Industrial Court receives the notice, to reach a decision.
If the panel decides that your notice is not valid, it will tell you of this decision and your notice will be treated as if you had not given it. The bargaining arrangements would therefore remain in force.
If the panel decides that your notice is valid, it will tell you of this decision and the bargaining arrangements will then cease to have effect on the date specified in your notice.
The union's challenge to the validity of your notice
The union can challenge the Industrial Court's decision to accept your application for derecognition on the grounds that:
- The 13-week period specified in your notice ended before the relevant date. This is the date the three-year period, starting with the day of the Industrial Court declaration of recognition, expires.
- You - along with any associated employer(s) - did not employ an average of fewer than 21 workers in the 13-week period.
The union's application must be:
- in the proper form and supported by such documents as the Industrial Court may have specified
- copied to you, along with any supporting documents
- made within ten working days, starting with the day after that on which you gave your notice
The Industrial Court's decision on the union's application
The Industrial Court has ten working days - starting with the day after that on which the Industrial Court gave notice of acceptance of the union's application - to reach a decision.
Once you and the union have been given the opportunity to state your views, the Industrial Court will decide on the two issues of whether or not the 13-week period ended before the relevant date or whether you - along with any associated employers - did in fact employ fewer than 21 workers over the specified 13-week period.
If the Industrial Court decides that either the 13-week period ended before the relevant date or you - taken with any associated employers - employed 21 or more workers in that period, your notice shall be treated as not having been given.
If the Industrial Court decides that the 13-week period did not end before the relevant date and that you, taken with any associated employers, employed fewer than 21 workers in that period, the bargaining arrangements will cease to have effect on the 'termination date'.
The termination date will be the date that was specified in your notice to the union or the day after the last day of the Industrial Court's ten-day decision period, whichever is later.
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Statutory derecognition of a trade union owing to lack of support for bargaining arrangements
Derecognising a trade union where the bargaining unit no longer supports the union conducting collective bargaining.
You can - at any time - make a request to a recognised trade union to end collective bargaining arrangements on the grounds that the union no longer has the support of the bargaining unit. The union can decline the request.
However, if the union declines a request after three years of statutory recognition, you can apply to the Industrial Court to hold a secret ballot.
Similarly, where a worker believes that their union no longer has the support of the bargaining unit, they can apply to the Industrial Court to hold a secret ballot - but only after three years of statutory recognition.
Your request to the union for derecognition
To be valid, your request must:
- be in writing
- be received by the union
- identify the bargaining arrangements
- state that the request is made under Schedule 1A of the Trade Union and Labour Relations (Northern Ireland) Order 1995
Once the union receives your request, the union has ten working days to respond, starting with the day after the union receives your request.
If - before the end of the ten-day period - the union agrees to end the bargaining arrangement, the matter ends there.
If the union either fails to respond to your request or - before the end of the ten-day period - tells you that it doesn't accept your request (and does not indicate a willingness to negotiate), you may apply to the Industrial Court for the holding of a secret ballot to decide whether or not collective bargaining should end.
If - before the end of the ten-day period - the union tells you that it doesn't accept your request but is willing to negotiate, you and the union (the parties) have 20 working days - starting with the working day immediately following the end of the ten-day period - to negotiate with a view to agreeing to end the bargaining arrangements.
During this 20-day period, the parties may request the assistance of the LRA in their negotiations. The parties can agree to extend this period as required.
Your application to the Industrial Court
If the parties fail to reach an agreement, you may apply to the Industrial Court for the holding of a secret ballot to decide whether or not the bargaining arrangements should end.
The Industrial Court will only accept your ballot application if:
- it is made in the proper form
- you have copied the application and any supporting documents to the union
- at least 10 per cent of the workers in the bargaining unit favour derecognition
- a majority of the workers in the bargaining unit are likely to favour derecognition
- there hasn't been a previous application for an end to the bargaining arrangements in the last three years
The Industrial Court's decision following your application
Starting with the day after that on which it receives your application, the Industrial Court normally has ten working days in which to decide whether or not:
- your request to the union is valid
- you negotiated properly with the union if you were required to do so
- your application to the Industrial Court is admissible
If the Industrial Court decides that you have failed to meet any or all of these requirements, it will not accept the application and the issue ends there.
If the Industrial Court decides that you have met all of these requirements, it will accept your application and arrange for the holding of a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
In reaching its decision, the Industrial Court panel may, where it considers it appropriate, convene a hearing. The parties will be invited to attend and present evidence to the panel.
A worker's application to the Industrial Court
Where a worker believes that their union no longer has the support of the bargaining unit, they can apply to the Industrial Court to hold a secret ballot to determine whether or not collective bargaining arrangements should end.
A worker can only make such an application after three years of statutory recognition. However, unlike employers, they do not need to first make a request to the union (or even the employer) to end bargaining arrangements.
The Industrial Court will only accept the worker's ballot application if:
- it is made in the proper form
- they have copied the application and any supporting documents to both you and the union
- at least 10 per cent of the workers in the bargaining unit favour derecognition
- a majority of the workers in the bargaining unit are likely to favour derecognition
- there hasn't been a previous application for an end to the bargaining arrangements in the last three years
The Industrial Court's decision following the worker's application
Starting with the day after that on which it receives the worker's application, the Industrial Court normally has ten working days in which to decide whether or not the worker's application to the Industrial Court is admissible.
If the Industrial Court decides that the worker's application is not admissible, it won't accept the application and the issue ends there.
If the Industrial Court decides that the worker's application is admissible, it will accept the application. The Industrial Court will then give notice of this acceptance decision to you, the worker and the union.
In reaching its decision, the Industrial Court panel may, where it considers it appropriate, convene a hearing. The parties will be invited to attend and present evidence to the panel.
The consequences of the Industrial Court accepting the worker's application
Where the Industrial Court accepts a worker's application, it normally has 20 working days - starting with the day after the Industrial Court gives notice that it has accepted the application - to help you, the union and the worker negotiate with a view to either agreeing that the worker will withdraw the application, or reaching an agreement that the parties will end the bargaining arrangements.
If - in the 20-day period - the parties agree to end the bargaining arrangements or the worker agrees to withdraw the application, the Industrial Court will cease its considerations.
If the parties fail to reach an agreement in the 20-day period, the Industrial Court must arrange for the holding of a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
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Statutory derecognition of a trade union: falling union membership in the bargaining unit
Seeking to derecognise a trade union where union membership in the bargaining unit falls below half.
Sometimes, a trade union obtains statutory recognition without a ballot because more than 50% of the bargaining unit were union members.
If you recognised a union under these circumstances but you believe that union membership in the bargaining unit has since fallen to below 50%, you can - after at least three years of recognition - apply to the Industrial Court to hold a secret ballot to decide whether recognition should end.
Your request to the union
Before applying to the Industrial Court, you must make a request to the union, asking it to voluntarily end collective bargaining arrangements.
To be valid, your request must:
- be in writing
- be received by the union
- identify the bargaining arrangements
- state that fewer than half the workers in the bargaining unit are members of the union
- state that the request is made under Schedule 1A of the Trade Union and Labour Relations (Northern Ireland) Order 1995
Once the union receives your request, you and the union - 'the parties' - have ten working days, starting with the day after the union receives your request, to agree to end the bargaining arrangements.
During this ten-day period, the parties may request the assistance of the LRA in their negotiations. The parties can agree to extend this period as required.
If - before the end of this period - the parties agree to end the bargaining arrangements, the matter ends there.
Your application to the Industrial Court
If the parties fail to agree to end the bargaining arrangements before the end of the ten-day period, you may apply to the Industrial Court for the holding of a secret ballot to decide whether or not collective bargaining should end.
The Industrial Court will only accept your ballot application if:
- it is made in the proper form
- you have copied the application and any supporting documents to the union
- fewer than half the workers in the bargaining unit are members of the union
- there hasn't been a previous application for an end to the bargaining arrangements in the last three years
The Industrial Court's decision following your application
Starting with the day after it receives your application, the Industrial Court normally has ten working days to decide whether or not your request to the union is valid or your application to the Industrial Court is admissible.
If the Industrial Court decides that you have failed to meet either or both of these requirements, it will not accept your application, and the issue ends there.
If the Industrial Court decides that you have met both of these requirements, it will accept your application and arrange for the holding of a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
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Derecognition of a non-independent trade union
How workers may ask the Industrial Court to end collective bargaining with a union that is not certified as independent.
Workers may use the statutory procedure to seek to derecognise a non-independent trade union that their employer has voluntarily recognised.
The reason for derecognition must be that the majority of workers in the bargaining unit do not support the recognition arrangements.
In this case, a worker - or workers - from the bargaining unit can apply to the Industrial Court for derecognition.
The Industrial Court will only accept the application if it believes that:
- the union is not independent - ie it does not have a certificate of independence from the Certification Officer
- at least 10% of the workers in the bargaining unit favour derecognition
- a majority of the workers in the bargaining unit are likely to favour derecognition
If the Industrial Court accepts the application, it will try to help the employer, worker(s) and union to reach an agreement on derecognition.
If an agreement is not reached, the Industrial Court will arrange a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
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Statutory derecognition of a trade union - derecognition ballots
How the Industrial Court arranges ballots where an employer or worker makes a request to derecognise a trade union.
Following a request for statutory derecognition, the Industrial Court may call for a secret ballot to determine whether or not collective bargaining arrangements should end.
Once the Industrial Court has told you and the union - 'the parties' - in writing that there will be a ballot, the parties should negotiate and agree access arrangements for the union during the ballot period and send a copy of the access agreements to the Industrial Court case manager.
Where necessary, the Industrial Court may arrange a hearing on access so that it can determine an access arrangement.
The form of ballot
The Industrial Court has to decide whether the ballot should be a workplace ballot, a postal ballot or a combination of the two.
The Industrial Court decision will depend on factors such as:
- costs and practicality
- the preference of the parties
- the chance of the ballot being affected by unfairness or malpractice if it were conducted at a workplace
Conduct in the run up to and during a recognition ballot
If it decides to hold a ballot, the Industrial Court will appoint a qualified independent person (QIP) to conduct it within 20 working days of being appointed - although the Industrial Court has discretion to choose a longer period.
The QIP will come from a body specified in legislation.
You must:
- Co-operate generally with the union and QIP relating to the ballot.
- Not make an offer to a worker or workers that induces them not attending a relevant meeting between the union and the workers.
- Not take or threaten to take any action against a worker because they attended or took part in a relevant meeting or they indicated their intention to do so.
- Give the union reasonable access to the workers in the bargaining unit in accordance with the code of practice on access and unfair practices during recognition and derecognition ballots.
- Pass names and addresses of workers in the bargaining unit to the Industrial Court within ten working days, starting with the day after you were informed of the QIP's name and ballot arrangements. You must also give the Industrial Court details of any workers joining or leaving the bargaining unit.
If it is found that you have failed to comply with any of the duties above, the Industrial Court can order you to remedy the failure within a set timescale. If you fail to remedy the failure, the Industrial Court can refuse your application for derecognition.
During the balloting period, the union is entitled to access the workers belonging to the bargaining unit. Both you and the union must not, at this time, use 'unfair practices' to influence the ballot result.
Examples of unfair practices include offering money to a worker to vote in a particular way and dismissing - or threatening to dismiss or take disciplinary action against - a worker for voting in the ballot.
Unfair practices complaints
An unfair practices complaint must be made on - or before - the first working day after the date of the ballot or - if votes can be cast on more than one day such as in a postal ballot - the last of those days.
Following a valid complaint, the Industrial Court normally has ten working days in which to decide whether the complaint is well founded, starting with the day following receipt of the complaint.
If the Industrial Court decides that the complaint is well founded, it will declare this finding and may then issue a remedial order telling the party what steps it must take in order to mitigate the effect of the unfair practice and when to take those steps by, and/or give notice to the parties that a secret ballot will be held - in effect ordering a new ballot.
Circumstances where a ballot may be abandoned
In some circumstances, the Industrial Court has the power to cancel a ballot and:
- if the party concerned is you, refuse your application for derecognition
- if the party concerned is the union, issue a declaration that collective bargaining is to end
These circumstances are where the Industrial Court:
- declares that both an unfair practice complaint is well founded and the unfair practice consisted of - or included - the use of violence or the dismissal of a union official
- has issued to a party an unfair practices remedial order but the party fails to comply with it
- having issued an unfair practices remedial order to a party, declares that a complaint that the same party used an unfair practice is well founded
If the 'failing' party is you, the applicant worker and/or the union may enforce obedience to the law.
Where it orders a fresh ballot, refuses your application or declares an unfair practice complaint as well founded, the Industrial Court will:
- Take steps to cancel the 'original' ballot. If that ballot is held anyway, the result will not have any effect.
- If a fresh ballot is held, make certain changes to the usual ballot procedure.
Informing the parties of the result of the recognition ballot
The Industrial Court will inform the parties of the ballot result and its consequences.
In order for collective bargaining arrangements to end as the result of a ballot, a majority of those voting, and at least 40 per cent of the workers in the bargaining unit, must vote in favour of ending those arrangements.
If you fail to get the necessary support, you must wait three years before making a new application involving the same - or substantially the same - bargaining unit.
If the union is derecognised as a result of the ballot, the Industrial Court will declare that the bargaining arrangements are to cease to have effect on a specified date.
The Industrial Court cannot accept any applications for statutory recognition from the union in respect of that bargaining unit - or one substantially the same - if the union makes the application within three years of the day after that on which the Industrial Court issued its declaration.
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Notice periods: payment in lieu and compromise agreements
Contractual and statutory notice periods
Minimum legal notice periods for employers and employees and the written statement of particulars of the employment contract.
An employee who has worked for a company continuously for one month or more must receive notice of dismissal/redundancy.
An employee who has worked for a company continuously for one month or more must give notice of their intention to leave.
These notice periods must be included in a written statement of employment particulars which must be issued to your employee within two months of them starting work.
Read Labour Relations Agency (LRA) guidance on preparing a written statement of the main terms and conditions of employment.
Employer notice periods
The minimum legal notice period to be given by an employer is:
- one week's notice if the employee has been employed by the employer continuously for one month or more, but for less than two years
- two weeks' notice if the employee has been employed by the employer continuously for two years, and one additional week's notice for each further complete year of continuous employment, up to a maximum of 12 weeks
An employer can include longer periods of notice in the employment contract.
Note that if you plan to make 20 or more employees redundant special conditions apply. See redundancy: the options.
Employee notice periods
The minimum statutory notice period which must be given by an employee is at least one week's notice if employed continuously for one month or more by that employer. This minimum is unaffected by longer service.
The minimum notice does not apply to casual workers, independent contractors, or freelance agents - see employment status.
Unless a contract states otherwise, notice can be given on any day. The notice period runs from the start of the day after the day on which the notice was given. So, if a week's notice is given on a Monday, the period of notice will begin on Tuesday and expire at the end of the following Monday.
Some contracts of employment contain special terms about notice, eg in contracts of employees who have access to information that you wish to protect from a competitor. See when workers leave your employment.
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Notice periods on family-related leave
Rights, responsibilities and notice periods for employees and employers.
An employee intending to take maternity or paternity leave must give notice before the end of the 15th week before the expected date of birth and state the expected week of childbirth and the date of the start of the leave - they can change this date with 28 days' notice. An employee taking paternity leave should also state how much leave is being taken.
An employee taking shared parental leave must give their employer eight weeks' notice (before the leave starts) of their intention to take shared parental leave.
For adoption leave employees must notify the employer within seven days of being notified that they have been matched for adoption, the date the child is expected, and the date the leave is to start.
Unless there is a collective agreement in force with a different period then employees must give 21 days' notice to the employer to take any period of parental leave.
An employee must also give notice before taking Parental Bereavement Leave. How much notice depends on when they're taking leave. They should tell you the date of the child's death or stillbirth when they want their Parental Bereavement Leave to begin and how much leave they are taking. See notice periods for Parental Bereavement Leave and Pay.
Returning to work
Employees returning from maternity or adoption leave don't have to give any notice if returning at the end of their entitled leave. The employer is responsible for telling the employee when leave expires.
If an employee wants to return early, eight weeks' notice must be given to the employer. If not, the employer can postpone the return until the full eight weeks' notice has been given or until the date when the maternity/adoption leave would have ended, whichever is earlier. However, the employer may not postpone an employee's return to a date later than the end of the maternity/adoption leave period.
If the employee does not want to return to work at the end of a period of leave, they must give their normal contractual period of notice. An employee is not required to say in advance whether they intend to return after maternity or adoption leave.
Dismissal
A dismissal on grounds of, or connected with maternity, paternity, adoption, parental bereavement, shared parental or parental leave will be regarded by an industrial tribunal as automatically unfair and risks amounting to unlawful sex discrimination.
It is not unlawful to dismiss an employee on maternity, paternity, adoption, parental bereavement, shared parental or parental leave providing it is not for reasons connected with the leave.
If there is a redundancy situation while an employee is off on maternity, adoption, or shared parental leave, the employee is entitled to be offered a suitable alternative vacancy where there is one before it is offered to any other employees. It would be unlawful to make an employee redundant without first complying with this requirement. The employee is entitled to the statutory notice period, or the notice specified in the employment contract, whichever is longer, or payment in lieu of notice (if the contract provides for it or, in the absence of any contractual provision, the employee is willing to accept pay in lieu of notice).
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Varying the notice period
How to terminate a contract without notice, agree to shorter notice periods or offer pay instead of notice.
The statutory or contractual notice period can be varied in a number of circumstances.
Summary dismissal
This occurs when an employee is dismissed without notice - summary dismissal - for gross misconduct. However, subject to statutory procedures, unless there is a proper investigation and an appeal hearing, an industrial tribunal/arbitrator might find that the dismissal was unfair.
Breach of contract
The employee can also terminate the contract of employment without notice if the employer has fundamentally breached the contract by their conduct.
Right to waiver
Employers and employees can both waive their right to notice, ie the employer and employee can agree to a shorter notice period. This must be by mutual agreement, and neither an employer nor employee can opt out of the minimum legal periods when forming a contract of employment.
Pay in lieu of notice
This will be a breach of contract unless the contract expressly provides for it or the employee is willing to accept pay in lieu of notice.
Minimum notice periods
The employment contract can be varied by agreement between the parties, but the statutory minimum notice periods will still apply.
Counter-notice
An employee who has been given notice of dismissal can give counter-notice to leave on an earlier date than the one on which the employer's notice period ends. The minimum statutory notice that an employee must give is one week, but usually, their contractual notice period will be longer than this. For the purposes of unfair dismissal legislation, the employee will still be treated as having been dismissed.
Redundancy notice
If an employee who has been given a redundancy notice wants to leave before their notice expires, eg to start a new job, they can ask the employer to agree to an earlier termination date. If the employer agrees, they will still get their redundancy payment.
However, if the employer objects they may withdraw the original redundancy notice and refuse to give the employee a redundancy payment. The employee could apply to an industrial tribunal which will decide whether the employee should get all, part of, or none of the redundancy payment.
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Notice periods: minimum payment rights
Payment rights during notice periods and in lieu of notice and compromise agreements.
An employee who continues to work during the period of notice is entitled to receive normal pay and benefits - including pay rises - for that period in line with their employment contract.
Employees with specified normal working hours
Employees whose contract specifies normal working hours and whose employment is terminated with notice are entitled to receive a minimum hourly rate for any normal working hours during the notice period that they are:
- ready and willing to work, but no work is provided
- unable to work due to sickness or injury
- absent from work wholly or partly because of pregnancy, childbirth or paternity, adoption, parental bereavement, shared parental or parental leave
- on holiday in accordance with the terms of employment
Employees without specified normal working hours
Employees whose contract does not specify normal working hours are entitled to receive at least a week's pay during the notice period for each week that they are:
- ready and willing to do work of a nature and amount to earn a week's pay
- unable to work due to sickness or injury
- absent from work wholly or partly due to pregnancy, childbirth or paternity, adoption, parental bereavement, shared parental or parental leave
- on holiday in accordance with the terms of employment
These minimum payment rights apply whether it is the employer or the employee who gives notice. If the employee gives notice, the employer can delay making the payments until the employee leaves at the end of the notice period - and does not have to make the payments at all if the employee goes on strike during the notice period.
The minimum average hourly rate of pay is a week's pay divided by the number of normal weekly hours. There are legal rules for calculating a week's pay for this purpose. To find out how to calculate pay, see our guide on pay: employer obligations.
Contractual notice period
Where the employee is not working during the notice period the employee will lose the statutory right to full pay during the notice period where the contract requires the employer to give at least one week more than the minimum statutory notice. The employee in such a case will be paid in accordance with the contract of employment, which may be statutory sick pay or full pay or half pay or whatever other contractual rights apply during lay-off, sickness, etc. It is important to seek legal advice before withholding notice pay from employees on family-related leave.
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Notice periods: payment in lieu and compromise agreements
Payment instead of working notice and setting out financial and other terms in an agreement.
An employee may simply work out a period of notice. They can also take payment in lieu, or have a compromise agreement with their employer.
Payment in lieu
Employers who don't need employees to work out all or part of the notice period can make a payment in lieu of notice if the contract allows for it or the employee is willing to accept it. This should cover all the benefits the employee would otherwise have enjoyed during the notice period, including pay, bonuses, accrued holiday, etc.
It is important to take legal advice when deciding whether or not to include a payment in lieu provision in the contract, as its inclusion can have a knock-on effect on your ability to enforce restrictive covenants against the employee. Restrictive covenants are designed to prevent employees from disclosing or using confidential information, trade secrets, etc, and/or soliciting or dealing with customers during a specified period after leaving the business. Restrictive covenant law is challenging, and it is recommended that you take legal advice prior to drawing any up. There are also important tax provisions.
Compromise and conciliated agreements
A compromise agreement is a single agreement setting out the financial and all other terms on which the employment relationship will end. The compromise agreement must meet certain requirements to be viewed as legally binding including; being in writing, signed by both parties and the employee must have had the benefit of independent legal advice. The employee is then unable subsequently to make a claim in the courts or an industrial tribunal.
A conciliated agreement is a legally binding agreement, facilitated through the Conciliation Service of the Labour Relations Agency (LRA), between an employer and employee to settle an existing or potential claim to the Industrial or Fair Employment Tribunal. As with a compromise agreement, the employee agrees to 'settle out of court' by accepting the financial or other compensation that the employer is offering in return for signing away their right to pursue their claim. This service is provided free of charge by the LRA.
Compromise or conciliated agreements can be useful in circumstances where the employer wishes to avoid the publicity, costs, or uncertain outcome of a tribunal or court case.
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Withdrawing notice
Withdrawal of notice issues and further guidance on the subject.
Once an employer or employee gives notice, it cannot be withdrawn unless both parties agree.
Thus, if an employer gives notice to an employee and later changes their mind, the employee can still consider themselves as dismissed from the date of termination specified by the notice.
See our guides on dismissing employees and when an employee resigns.
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Procedure where the bargaining unit is no longer appropriate or has ceased to exist
In this guide:
- Recognising and derecognising a trade union
- Meaning and types of trade union recognition
- Voluntary recognition of a trade union
- Statutory recognition of a trade union - starting the procedure
- The consequences of trade union recognition
- Voluntary trade union recognition within the statutory procedure
- Statutory derecognition of a trade union - an introduction
- Procedure where the bargaining unit is no longer appropriate or has ceased to exist
- Workers' rights in relation to trade union recognition or derecognition
- Statutory recognition of a trade union - applying to the Industrial Court
- Statutory recognition of a trade union - deciding on the bargaining unit
- Statutory recognition of a trade union - recognition ballots
- Statutory derecognition of a trade union owing to reduced size of workforce
- Statutory derecognition of a trade union owing to lack of support for bargaining arrangements
- Statutory derecognition of a trade union: falling union membership in the bargaining unit
- Derecognition of a non-independent trade union
- Statutory derecognition of a trade union - derecognition ballots
Meaning and types of trade union recognition
A summary of voluntary and statutory recognition, and what recognition means for both the employer and the union.
A trade union is said to be recognised once an employer has agreed to negotiate with it on pay and working conditions on behalf of a particular group of workers.
The subsequent negotiation process is known as collective bargaining, with the group of workers the union represents referred to as the bargaining unit.
If an employer agrees to recognise a trade union the employer has certain legal obligations towards the union and its members - see the consequences of trade union recognition.
Voluntary trade union recognition
The most common way a union can gain recognition for collective bargaining purposes is by the employer simply agreeing to recognise it voluntarily.
In practice this means the union becomes recognised by the employer without using any legal procedures. See voluntary recognition of a trade union.
Statutory trade union recognition
If an employer and trade union find they are unable to come to a voluntary recognition agreement, a trade union can make an application for statutory recognition. This only applies where the employer, together with any associated employers, employs 21 or more workers.
See statutory recognition of a trade union - starting the procedure.
Note that there can be voluntary agreements even after the union has triggered the statutory process - see voluntary recognition within the statutory procedure.
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Voluntary recognition of a trade union
Recognising trade unions - the voluntary option.
As an employer, there is nothing to stop you from voluntarily agreeing to recognise one or more trade unions.
Most union recognition arrangements are established in this way. Such voluntary recognition provides maximum flexibility to the parties and avoids them having to use the alternative - potentially complex - statutory recognition procedures.
Once an employer recognises a union for the first time, the two parties will usually draw up an agreement which specifies how the recognition arrangement, and its associated bargaining processes, will work.
Formal written agreements of this kind - known as 'procedural' agreements - prevent misunderstanding and achieve continuity and consistency. As relationships develop, the parties may periodically wish to revise and update their procedural agreements. The Labour Relations Agency (LRA) can facilitate meetings to assist the parties in drafting procedural and recognition agreements.
The LRA can also provide impartial information on bargaining agreements. See LRA guidance on collective bargaining.
If you voluntarily recognise a union, you will have certain legal obligations towards the union and its members. See the consequences of trade union recognition.
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Statutory recognition of a trade union - starting the procedure
How trade unions can obtain statutory recognition.
If you find you are unable to come to a voluntary recognition agreement with the trade union, it can make an application for statutory recognition. This only applies where you - together with any associated employers - employ 21 or more workers.
The union's request must:
- clearly identify the union and the bargaining unit
- state that the request is made under the Employment Relations (NI) Order 1999
You have ten working days to respond, starting with the first working day after the day you receive the request.
If you agree to the request, you have formally recognised the trade union for collective bargaining purposes.
If you reject the request or fail to respond in time, the union can apply to the Industrial Court for statutory recognition - see statutory recognition of a trade union - applying to the Industrial Court.
Negotiations with the union following its request
If you tell the union that you don't accept the request but are willing to negotiate, you have 20 working days to agree on the appropriate bargaining unit and to agree on recognition. The Labour Relations Agency (LRA) may also be of assistance.
The 20-day period starts on the day after the first ten-day period ends. You can agree with the union to extend the 20-day period.
If you fail to reach an agreement at the end of that period - or you agree on a bargaining unit but don't agree to recognise the union - the union can apply to the Industrial Court.
If - following negotiations between you and the union - the union's proposed bargaining unit is modified but you fail to agree on the bargaining unit, the union must make a new request to you that complies in full with the statutory requirements before it can make an application to the Industrial Court.
You can reach a voluntary agreement with the union even after the statutory process has started - see voluntary recognition within the statutory procedure.
If you reach an agreement, the statutory procedure ends.
Approaching LRA for help
You or the union can approach the LRA for help at any time. The LRA can provide its conciliation services to assist the parties in reaching agreement.
If you propose to the union that the LRA helps but the union fails to respond within ten working days or rejects your proposal, the union cannot make any application to the Industrial Court. The ten-day period starts on the day after that on which you made your proposal.
You have to make this proposal within ten working days of informing the union that you are willing to negotiate. This period starts on the day after you so inform the union.
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The consequences of trade union recognition
What an employer and union must do once the union has become recognised.
There are a number of consequences once a trade union becomes recognised.
Many apply regardless of whether recognition was voluntary, semi-voluntary or statutory. However, some are only relevant where a union uses the statutory procedure.
Making arrangements for the conduct of collective bargaining
Once a union has achieved recognition, either via a voluntary or the statutory procedure, you and the union - 'the parties' - need to agree how you will conduct collective bargaining.
Such an agreement could cover the following issues:
- bargaining procedure
- how and when meetings will be arranged
- who the employer and union representatives are
- time off for union representatives to attend meetings
- how agreements and disagreements will be communicated to the workforce
- conduct during negotiations - how and when issues can be raised
- the specific matters which will be subject to joint agreement, eg pay and working hours
- dispute resolution - what should happen if deadlock is reached on a particular issue, eg conciliation and arbitration
- union recruitment activities in the workplace
- union representation of workers at disciplinary and grievance hearings
- deduction of union contributions from employees' wages
Deciding what a collective agreement will cover
Collective agreements usually cover pay arrangements and other terms and conditions of employment. They might also cover such matters as:
- matters of discipline
- trade union membership or non-membership
- facilities for officials of trade unions
The procedural agreement should set out the level at which negotiations will take place, eg site, company, regional or national level.
It should also specify the bargaining methods where two or more unions are recognised, eg whether unions should bargain separately or as a single bargaining unit.
The parties usually need training on aspects of employment relations and the bargaining process. Some trade unions and independent organisations provide accredited courses.
Usually, collective agreements are not in themselves legally enforceable. However, parts of collective agreements such as pay rates, or references to agreements, may be inserted and thus legally incorporated into the employment contracts of individual employees. Because individual employment contracts are legally enforceable, many collective agreements are indirectly underpinned by law.
Legal consequences of statutory trade union recognition
Once the Industrial Court declares that a union is recognised, the union is entitled to conduct collective bargaining with you on pay, hours and holidays - although the parties can agree to cover additional issues.
The parties must first agree on how they will conduct collective bargaining, calling on the services of the Labour Relations Agency (LRA) if necessary.
If no agreement is reached within 30 working days, either party has the right to apply to the Industrial Court for assistance.
The Industrial Court has 20 working days from the application date to help achieve an agreement. If no agreement is reached, the Industrial Court will impose a legally binding method of bargaining.
However, the imposed method of collective bargaining can be modified by the parties, providing they both agree.
If the imposed method is not followed, either party can apply to a court to order the other party to act in accordance with the prescribed method.
If this order is ignored by the relevant party, that party will be in contempt of court, and may face a fine or imprisonment.
Where the Industrial Court has imposed a method for carrying out collective bargaining, the union has the right to be consulted by you on your policies and plans for training workers in the bargaining unit at least once every six months.
If you fail to meet these consultation obligations, the union has three months to make a complaint to an industrial tribunal. If the tribunal finds the complaint well founded, it may award up to two weeks' pay to each affected worker.
Note that there is a statutory limit on a week's pay. See a table of current tribunal and arbitration compensation limits.
Disclosing information to trade unions
You have a duty to disclose - if requested - relevant information to a recognised trade union during the collective bargaining process.
The LRA has a code of practice on disclosure of information to trade unions for collective bargaining purposes. The code imposes no legal obligations on you to disclose any specific item of information and failure to observe the code does not by itself mean you would be liable to legal proceedings.
However, the law requires any relevant provisions to be taken into account in proceedings before the Industrial Court.
General legal consequences of trade union recognition
Once a union becomes recognised, you have a legal duty to:
- allow lay union representatives to take reasonable time off with pay to perform their duties
- allow members covered by the recognition arrangements the right to reasonable unpaid time off to carry out trade union activities
- allow union learning representatives time off with pay to carry out their duties
For more on time-off rights for union representatives and members, see trade union membership rights.
You also have a legal duty to:
- inform and consult the union during collective redundancy situations and business transfers - see redundancy: the options and responsibilities to employees if you buy or sell a business
- inform and consult the union on certain changes to your occupational pension scheme - if you operate one - or employees' personal pension schemes if you contribute to them - see keeping employees informed
- allow the union to appoint health and safety representatives, with whom it has to consult on workplace health and safety issues - see how to consult your employees on health and safety
All these obligations apply regardless of whether the recognition was via the statutory or voluntary route.
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Voluntary trade union recognition within the statutory procedure
Voluntary agreement for union recognition within a statutory context.
If, during the statutory trade union recognition procedure, you voluntarily agree to recognise a union, it may withdraw its request for statutory recognition.
Alternatively, if the union had made an application to the Industrial Court, you and the union - 'the parties' - may have jointly asked the Industrial Court to take no further action.
However, this must happen before the Industrial Court either makes a declaration that the union is entitled to recognition without a ballot, or arranges a recognition ballot. See statutory recognition of a trade union - starting the procedure.
This type of agreement is known as an agreement for recognition or a semi-voluntary agreement. It is not the same as a voluntary agreement made outside the statutory procedure.
Once an agreement for recognition has been reached, the parties must enter into negotiations on collective bargaining arrangements.
If they can't agree on an appropriate method, either party may apply to the Industrial Court for help. The Industrial Court can assist if it is satisfied that there is an 'agreement for recognition' as defined in the legislation.
If the parties still fail to reach agreement, the Industrial Court will impose a method for collective bargaining.
Duration of recognition
Once you have agreed to recognise a trade union for collective bargaining purposes, the union may terminate the agreement at any time, unless you have previously agreed with the union to the contrary.
You may not terminate the agreement for a period of three years unless you have agreed with the union to the contrary.
For the circumstances under which a union may become derecognised, see statutory derecognition of a trade union - an introduction.
If the agreement becomes difficult to maintain, either party can apply to the LRA to help it resolve the difficulties.
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Statutory derecognition of a trade union - an introduction
Procedures to be followed when a trade union with statutory recognition may be derecognised
If a union achieved recognition via the statutory procedure, certain procedures have to be followed for it to be derecognised.
However, you can only seek statutory derecognition three or more years after recognition was originally granted.
There are three main grounds for derecognition:
- you - taken with any associated employers - no longer employ 21 or more workers
- application by the employer or by a worker or workers where it is believed that there is no longer majority support for bargaining arrangements
- union membership in the bargaining unit falls below 50 per cent
In situations where grounds 2 or 3 apply and an application for derecognition is accepted by the Industrial Court, the Industrial Court could declare that a derecognition ballot be held.
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Procedure where the bargaining unit is no longer appropriate or has ceased to exist
What happens if the bargaining unit becomes inappropriate because the employer's business changes.
A situation may arise when a union or employer feels that the bargaining unit - the group of workers the union represents - is no longer appropriate or has ceased to exist. Either party may apply to the Industrial Court to determine what bargaining unit is appropriate.
In order for the Industrial Court to reach its decision, the bargaining unit must have changed because of one or more of the following:
- the business' activities
- the organisation or structure of the business
- the number of workers in the bargaining unit
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Workers' rights in relation to trade union recognition or derecognition
Treating workers fairly as regards the recognition or derecognition of a trade union.
Workers have certain rights relating to their involvement in recognition and derecognition procedures.
Protection from detrimental treatment and unfair dismissal
An employer must not subject a worker to a detriment on grounds related to the process of union recognition or derecognition, eg for taking part in a recognition ballot or for campaigning for recognition.
Detriment is broadly defined but essentially means that the worker should not suffer disadvantage on account of any act or omission by you. This could include:
- suspending the worker
- cutting their pay
- moving them to new duties
- failing to give them a pay rise
For a worker who isn't an employee, their dismissal may also count as a detriment. Only employees can claim unfair dismissal.
If any of the above occurs, a worker could bring a claim before an industrial tribunal. If the tribunal finds that you acted unlawfully, it may award compensation.
If an employee is dismissed or selected for redundancy on grounds relating to union recognition or derecognition, they may be able to make a claim for unfair dismissal to the tribunal.
Rights regarding inducements to disapply collective agreements
Many members of trade unions have their pay and other terms and conditions of employment set by a collective agreement negotiated by their union and their employer.
These members have rights to ensure that the employer does not interfere between the union member and their union in certain matters related to collective bargaining.
An employee or other worker who is a member of an independent trade union which is recognised by - or seeking recognition from - their employer for collective bargaining purposes has the right not to have certain offers made to them by their employer.
This is in circumstances where the employer's sole or main purpose is to achieve the result that, if the offer and like offers to other workers are accepted, all or any of those workers' terms and conditions will no longer be determined by a collective agreement negotiated by or on behalf of the trade union.
In addition, an employee has the right not to be dismissed, or selected for redundancy, by their employer on the grounds that they did not accept any such offer.
An employee or other worker has the right not to be subjected to a detriment for failing to accept any such offer.
Right of complaint to an industrial tribunal
Individuals who think that any of their rights as set out above have been infringed can complain to an industrial tribunal.
If an employee has been dismissed - including cases where they have been dismissed on grounds of redundancy - their complaint is one of unfair dismissal.
If an employee or other worker considers that they have been subjected to a detriment by their employer, their complaint is one of detriment.
If an employee or other worker considers that you have made an unlawful inducement as described above, their complaint is one of unlawful inducement.
Compensation
There are certain limits on the compensatory awards for the claims in relation to dismissal, detriment and unlawful inducements. See a table of current tribunal and arbitration compensation limits.
Note that in cases where an employee or other worker makes a related complaint to the tribunal concerning detriment, and the tribunal upholds that complaint, the tribunal may award compensation for the detriment suffered.
In deciding the amount of such compensation, the tribunal will not take into account the fact that:
- a complainant contributed to their loss by accepting or not accepting an unlawful inducement
- the complainant has received or is entitled to an award on the grounds that an unlawful inducement has been made to them
Status of contractual changes resulting from unlawful inducements
If an unlawful inducement has been accepted by an employee or other worker, but any consequent agreement by them to vary their terms and conditions has not yet been effected, the agreement to vary the terms and conditions is not enforceable.
Also, in such circumstances, the employer cannot recover any cash paid or other benefits conferred on the employer or worker concerned.
However, in cases where the agreed variation in terms and conditions have been effected, those variations are enforceable.
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Statutory recognition of a trade union - applying to the Industrial Court
How the Industrial Court deals with unions' applications for recognition under the statutory procedure.
A union can apply to the Industrial Court if it sends you a request for statutory recognition but you either reject the request, or following negotiations between you and the union - 'the parties' - you fail to agree on the bargaining unit.
Industrial Court panels
A panel of three Industrial Court members will be convened to deal with each application. The panel will consist of:
- the Industrial Court Chairman or Deputy Chairman
- one member with experience as a representative of employers
- one member with experience as a representative of workers
The individuals making up the panel could change if one becomes unavailable.
An Industrial Court official will be appointed to act as case manager for the application. They act as the main point of contact between you, the panel and the union.
Admissibility tests for union applications to the Industrial Court
In order for the Industrial Court to accept an application for recognition from a trade union, it must be:
- on the proper Industrial Court application form
- copied and sent to you, together with any supporting documents
The following conditions must also apply:
- The union must have a certificate of independence from the Certification Office.
- As the employer, you - together with any associated employer(s) - must employ at least 21 workers. Part-time workers count as whole numbers.
- There must not be a competing application relating to the same or overlapping bargaining units.
- There must not be an existing recognition agreement under which a union is entitled to conduct collective bargaining on behalf of any workers in the proposed bargaining unit.
- At least 10% of the workers in the proposed bargaining unit must belong to the union making the application.
- The majority of workers must be likely to favour recognition. Evidence of this could be a petition from workers.
- If the application is made by more than one union, the unions concerned must show that they will co-operate with each other to achieve stable collective bargaining arrangements.
- There must not have been a previous application from the same union covering the same - or substantially the same - bargaining unit accepted by the Industrial Court within the last three years.
On receiving an application, the Industrial Court will send you:
- notification that it has received the application
- a questionnaire for you to fill in to give it information relating to the admissibility criteria
The Industrial Court has ten working days to decide whether or not to accept the application.
Industrial Court acceptance of the union's application
If the Industrial Court accepts a trade union's application for statutory recognition, the parties have 20 days - which may be extended or reduced if the Industrial Court decides there is no reasonable chance of agreement between the parties - to agree on the appropriate bargaining unit.
In these circumstances, you must provide the following information to both the Industrial Court and the union within five working days, starting with the day after that on which you received notice of the acceptance:
- A list of the categories of worker in the proposed bargaining unit.
- The number of workers you reasonably believe are in each of the categories at each of the workplaces.
- A list of the workplaces at which they work. A workplace is the set of premises a person works at/from, or - where there are no such premises - the premises with which the worker's employment has the closest connection.
The information you give to the union and the Industrial Court must be the same and as accurate as is reasonably practicable in light of the information you have at the time.
If you fail to supply the required information - or fail to provide it in accordance with the statutory criteria - the union can request that the Industrial Court itself decides the bargaining unit.
If the Industrial Court agrees that you have failed to comply with this duty, it will decide the bargaining unit - usually within ten working days starting with the day after that on which the union made the request.
Union communications with workers following the Industrial Court's acceptance of the application
Where the Industrial Court accepts an application, the union may want to communicate with workers who are in the proposed or agreed bargaining unit.
To do so, the union must apply in writing to the Industrial Court asking it to appoint a suitable independent person (SIP) to handle these communications.
The Industrial Court will appoint the SIP as soon as possible after the union's request and will then notify the name, and appointment date, of the appointed person to the parties.
Once the Industrial Court appoints a SIP, you must - as soon as reasonably practicable - provide certain information to the Industrial Court that will enable the SIP to fulfil their role.
This information is as follows:
- The names and home addresses of the 'relevant workers'. You must do this within ten working days, starting with the day after that on which you are informed of the name and date of appointment of the SIP. Relevant workers are either those falling within the proposed bargaining unit or - if a bargaining unit has already been agreed by the parties or decided by the Industrial Court - those within that bargaining unit.
- If you have given the Industrial Court the names of workers in the proposed bargaining unit and then either you and the union agree on a different bargaining unit or the Industrial Court decides the bargaining unit, you must give the Industrial Court the names and home addresses of those who are now the 'relevant workers', ie those workers who fall within the different bargaining unit. You must do this within ten working days, starting with the day after that on which you and the union agree on the bargaining unit or the Industrial Court informs you of its decision on the bargaining unit.
- The name and home address of any worker who subsequently joins the bargaining unit after you supply the initial list.
- The details of any worker who ceases to be a 'relevant worker' because they have left the bargaining unit - except where a new complete list is supplied because the definition of the bargaining unit changes.
If you fail to comply with these duties, the Industrial Court may order you to remedy the failure within a set timescale.
If you fail to comply with the order, the Industrial Court may issue a notice to you and the union confirming that you have failed to comply with the order and may also declare that the union is recognised.
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Statutory recognition of a trade union - deciding on the bargaining unit
How the Industrial Court may help you and the union decide on the appropriate bargaining unit.
If the Industrial Court accepts a trade union's application for statutory recognition but you and the union - 'the parties' - fail to agree on the bargaining unit, the Industrial Court panel must try to help the parties reach agreement on what the appropriate bargaining unit is.
It is important that the parties are clear as to which workers are included in the bargaining unit. This is because if - at a later stage in the process - a ballot is held, both the parties and the Industrial Court will need to know exactly which workers are entitled to receive a ballot paper.
To reach a decision on the bargaining unit, the Industrial Court may:
- itself mediate between the parties
- suggest the parties seek help from the LRA
- allow the parties - if they prefer - to conduct these negotiations between themselves directly
The Industrial Court has a period of 20 working days (the appropriate period) in which to try to help the parties reach an agreement. The period starts with the day following that on which the Industrial Court gives notice that it has accepted the trade union's application - see statutory recognition of a trade union - applying to the Industrial Court.
The Industrial Court can extend the appropriate period or bring it to an end if it believes that the parties are unlikely to reach an agreement. In addition, both parties can apply to the Industrial Court to bring the appropriate period to an early end.
Failure to agree on the appropriate bargaining unit
If the parties cannot agree on the bargaining unit or the union asks the Industrial Court to decide on the bargaining unit as set out in statutory recognition of a trade union - applying to the Industrial Court, the Industrial Court must decide within a period of ten working days whether or not the union's proposed bargaining unit is appropriate.
If the Industrial Court decides that the union's proposed bargaining unit is not appropriate, it must decide on a bargaining unit which is appropriate.
To make its decision, the Industrial Court has to consider:
- the location of workers
- the views of both parties
- existing national and local bargaining arrangements
- the preference to avoid small, fragmented bargaining units
- the characteristics of workers in the proposed bargaining unit and any other workers the Industrial Court considers relevant
- the need for the unit to be compatible with effective management - this factor takes priority over all the others
The Industrial Court may ask you and the union for your views on these issues - eg any views you may have on an alternative bargaining unit to the one proposed by the union.
If there is conflicting evidence on whether the union's proposed bargaining unit is appropriate, the Industrial Court panel is likely to call a hearing to determine the question.
Where the agreed or decided bargaining unit differs from the one initially proposed
Whether a bargaining unit is agreed between the parties or is decided by the Industrial Court, if that bargaining unit is different from the one proposed in the union's initial application for statutory recognition, the Industrial Court has to determine whether or not the new bargaining unit is 'valid'.
The bargaining unit will only be valid if:
- there is at least 10 per cent union membership in the new bargaining unit
- a majority of workers in the new bargaining unit is likely to favour recognition
- there is not a competing application including any workers covered by the new bargaining unit
- there is not an existing agreement under which a union can conduct collective bargaining on behalf of any workers in the new bargaining unit
- there has not been a previous application from the same union covering the same - or substantially the same - bargaining unit within the last three years
Following any necessary investigations, the Industrial Court panel may call a hearing to determine the validity of the revised bargaining unit. It normally has ten working days to reach its decision.
If - as a result of changes to the bargaining unit - the application does not meet the applied validity tests, the Industrial Court cannot proceed with the union's application.
However, the union can re-apply for statutory recognition of this revised bargaining unit within three years.
Industrial Court hearings
The Industrial Court will normally arrange hearings as quickly as possible in order to meet its statutory deadlines. This may mean imposing a hearing date even if it's not the most convenient date for either or both parties.
The Industrial Court expects that hearings will normally be completed in a day. The Industrial Court is based in Belfast, but it may hold hearings at other, more convenient locations. Hearings are normally informal and held in public.
Before a hearing, the chairman of the Industrial Court panel may hold a preliminary meeting in order to set out procedures and identify the issues disputed.
The Industrial Court will ask the parties to submit and exchange written evidence before the hearing.
The Industrial Court will only allow new evidence at hearings for good reasons and at the discretion of the panel. Where it is admitted, parties can request that the panel allows some additional time - such as a short adjournment - to consider the new evidence.
The Industrial Court will ask the parties to inform the panel in advance of the names of the speakers and any witnesses proposed for the hearing. The parties may appoint legal representatives but there is no obligation to do so.
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Statutory recognition of a trade union - recognition ballots
What happens when a vote is needed to confirm support for trade union recognition.
Once the Industrial Court accepts an application and the bargaining unit has been agreed on or decided, the Industrial Court panel has to decide whether to call a ballot on union recognition.
Industrial Court's decision on whether or not to hold a recognition ballot
The main test is the level of union membership in the bargaining unit. If the Industrial Court panel is not satisfied that the majority of the workers in the bargaining unit belong to the union making the application, it has to call a ballot on union recognition.
If necessary, the Industrial Court panel can require:
- you to provide information concerning the workers in a bargaining unit
- the union to provide information concerning the union members in a bargaining unit
Using this information, the Industrial Court case manager will compile a report and send a copy to you, the panel and the union.
If either you or the union fail to supply the information required by the Industrial Court, the report must mention that failure and this could influence the panel's decision.
On receiving the report, the Industrial Court will then decide whether to make a declaration of recognition or hold a ballot of workers in the bargaining unit.
Generally, if the report shows that a majority of the workers in the bargaining unit are union members, the Industrial Court will make a declaration of recognition. If not, it will call a ballot.
However, the Industrial Court may still call a ballot - even if there is majority union membership - if:
- it is satisfied that holding a ballot would be in the interests of good industrial relations
- it believes it has credible evidence from a significant number of union members in the bargaining unit that they do not want the union to conduct collective bargaining on their behalf
- there is evidence relating to how workers joined the union or their length of membership that leads the Industrial Court to doubt whether a significant number of union members in the bargaining unit want the union to conduct collective bargaining on their behalf
Within ten days of the parties receiving notification of the ballot from the Industrial Court, you may - in agreement with the union - notify the Industrial Court that you no longer wish a ballot to be held.
The form of ballot
The Industrial Court has to decide whether the ballot should be a workplace ballot, a postal ballot or a combination of the two.
The Industrial Court decision will depend on factors such as:
- costs and practicality
- the preference of the parties
- the chance of the ballot being affected by unfairness or malpractice if it were conducted at a workplace
Conduct in the run up to and during a recognition ballot
If it decides to hold a ballot, the Industrial Court will appoint a qualified independent person (QIP) to conduct it within 20 working days of being appointed - although the Industrial Court has a discretion to choose a longer period.
The QIP will come from a body specified in legislation.
You must:
- Co-operate generally with the union and QIP relating to the ballot.
- Not make an offer to a worker or workers that induces them not to attend a relevant meeting between the union and the workers.
- Not take or threaten to take any action against a worker because they attended or took part in a relevant meeting or they indicated their intention to do so.
- Give the union reasonable access to the workers in the bargaining unit in accordance with the code of practice on access and unfair practices during recognition and derecognition ballots.
- Pass names and addresses of workers in the bargaining unit to the Industrial Court within 10 working days, starting with the day after you were told of the QIP's name and ballot arrangements. You must also give the Industrial Court details of any workers joining or leaving the bargaining unit.
If it is found that you have failed to comply with any of these requirements, the Industrial Court can order you to remedy the failure within a set timescale. If you fail to remedy the failure, the Industrial Court can issue a declaration of recognition.
During the balloting period, the union is entitled to access the workers belonging to the proposed bargaining unit. Both you and the union must not, at this time, use 'unfair practices' to influence the ballot result.
Unfair practices can include:
- providing incentives for members to vote a certain way
- threatening disciplinary action if a certain result is not achieved
Unfair practices complaints
An unfair practices complaint must be made on - or before - the first working day after the date of the ballot or - if votes can be cast on more than one day such as in a postal ballot - the last of those days.
Following a valid complaint, the Industrial Court normally has ten working days in which to decide whether the complaint is well founded, starting with the day after it received the complaint.
If the Industrial Court decides that the complaint is well founded, it will declare this finding and may then issue a remedial order telling the party what steps it must take in order to mitigate the effect of the unfair practice and when to take those steps by, or give notice to the parties that a secret ballot will be held - in effect ordering a new ballot.
Circumstances where a ballot may be abandoned
In some circumstances, the Industrial Court has the power to cancel a ballot and make a declaration that the union is - or is not - recognised.
These circumstances are where the Industrial Court:
- declares that an unfair practice complaint is well founded and that the unfair practice consisted of - or included - the use of violence or the dismissal of a union official
- has issued an unfair practices remedial order and the party to whom it is issued fails to comply with it
- having issued an unfair practices remedial order to a party, makes a further declaration that a complaint that the same party used an unfair practice is well founded
If the 'failing' party is you, the Industrial Court can declare the union recognised. If the failing party is the union, the Industrial Court may declare the union not recognised.
Where it orders a fresh ballot - or declares that the union is recognised or not recognised - the Industrial Court will:
- Take steps to cancel the 'original' ballot. If that ballot is held anyway, the result will not have any effect.
- If a fresh ballot is held, make certain changes to usual ballot procedure.
Informing the parties of the result of the recognition ballot
The Industrial Court informs both parties of the ballot result and its consequences.
To be recognised, the union needs the support of a majority of those voting and at least 40% of those entitled to vote.
If the union fails to get the necessary support, it must wait three years before making a new application involving the same - or substantially the same - bargaining unit.
Once you have recognised a union, the collective bargaining process can begin and you have certain legal obligations towards the union and its members. See the consequences of trade union recognition.
Requests for costs for recognition ballots
Following the ballot, the QIP will normally send you and the union a demand for its costs.
The demand will show the gross costs of the ballot and the share of the cost to be paid by you and the union.
Both parties must pay the QIP within 15 working days, starting with the day after they receive the demand.
If you dispute the demand, you can appeal to an industrial tribunal within four weeks, starting with the day after you receive the demand.
For your appeal to succeed, you must show that the gross costs of the ballot are too great or your share of the costs is too great.
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Statutory derecognition of a trade union owing to reduced size of workforce
Seeking to derecognise a trade union where you employ no more than 20 workers.
You may seek to derecognise a trade union where you employ fewer than 21 workers - including workers with any associated employers - in any period of 13 weeks.
To do this, you must first send a notice to the union.
The notice must be copied to the Industrial Court and:
- identify the bargaining arrangements
- state the date on which the notice is given
- specify the period of 13 weeks in question
- state that you - taken with any associated employer(s) - employed an average of fewer than 21 workers in the specified 13-week period
- state that the bargaining arrangements are to cease to have effect on a specific date, which must fall after the end of a period of 35 working days, day one being the working day following that on which you give the notice
You must give the notice to the union before the end of the fifth working day, starting with the day after the last day of the specified period of 13 weeks.
The Industrial Court's decision on your notice of derecognition
When it receives your notice, the Chairman of the Industrial Court will appoint a panel of three Industrial Court members to consider whether or not it's valid.
The panel has ten working days, starting with the day after that on which the Industrial Court receives the notice, to reach a decision.
If the panel decides that your notice is not valid, it will tell you of this decision and your notice will be treated as if you had not given it. The bargaining arrangements would therefore remain in force.
If the panel decides that your notice is valid, it will tell you of this decision and the bargaining arrangements will then cease to have effect on the date specified in your notice.
The union's challenge to the validity of your notice
The union can challenge the Industrial Court's decision to accept your application for derecognition on the grounds that:
- The 13-week period specified in your notice ended before the relevant date. This is the date the three-year period, starting with the day of the Industrial Court declaration of recognition, expires.
- You - along with any associated employer(s) - did not employ an average of fewer than 21 workers in the 13-week period.
The union's application must be:
- in the proper form and supported by such documents as the Industrial Court may have specified
- copied to you, along with any supporting documents
- made within ten working days, starting with the day after that on which you gave your notice
The Industrial Court's decision on the union's application
The Industrial Court has ten working days - starting with the day after that on which the Industrial Court gave notice of acceptance of the union's application - to reach a decision.
Once you and the union have been given the opportunity to state your views, the Industrial Court will decide on the two issues of whether or not the 13-week period ended before the relevant date or whether you - along with any associated employers - did in fact employ fewer than 21 workers over the specified 13-week period.
If the Industrial Court decides that either the 13-week period ended before the relevant date or you - taken with any associated employers - employed 21 or more workers in that period, your notice shall be treated as not having been given.
If the Industrial Court decides that the 13-week period did not end before the relevant date and that you, taken with any associated employers, employed fewer than 21 workers in that period, the bargaining arrangements will cease to have effect on the 'termination date'.
The termination date will be the date that was specified in your notice to the union or the day after the last day of the Industrial Court's ten-day decision period, whichever is later.
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Statutory derecognition of a trade union owing to lack of support for bargaining arrangements
Derecognising a trade union where the bargaining unit no longer supports the union conducting collective bargaining.
You can - at any time - make a request to a recognised trade union to end collective bargaining arrangements on the grounds that the union no longer has the support of the bargaining unit. The union can decline the request.
However, if the union declines a request after three years of statutory recognition, you can apply to the Industrial Court to hold a secret ballot.
Similarly, where a worker believes that their union no longer has the support of the bargaining unit, they can apply to the Industrial Court to hold a secret ballot - but only after three years of statutory recognition.
Your request to the union for derecognition
To be valid, your request must:
- be in writing
- be received by the union
- identify the bargaining arrangements
- state that the request is made under Schedule 1A of the Trade Union and Labour Relations (Northern Ireland) Order 1995
Once the union receives your request, the union has ten working days to respond, starting with the day after the union receives your request.
If - before the end of the ten-day period - the union agrees to end the bargaining arrangement, the matter ends there.
If the union either fails to respond to your request or - before the end of the ten-day period - tells you that it doesn't accept your request (and does not indicate a willingness to negotiate), you may apply to the Industrial Court for the holding of a secret ballot to decide whether or not collective bargaining should end.
If - before the end of the ten-day period - the union tells you that it doesn't accept your request but is willing to negotiate, you and the union (the parties) have 20 working days - starting with the working day immediately following the end of the ten-day period - to negotiate with a view to agreeing to end the bargaining arrangements.
During this 20-day period, the parties may request the assistance of the LRA in their negotiations. The parties can agree to extend this period as required.
Your application to the Industrial Court
If the parties fail to reach an agreement, you may apply to the Industrial Court for the holding of a secret ballot to decide whether or not the bargaining arrangements should end.
The Industrial Court will only accept your ballot application if:
- it is made in the proper form
- you have copied the application and any supporting documents to the union
- at least 10 per cent of the workers in the bargaining unit favour derecognition
- a majority of the workers in the bargaining unit are likely to favour derecognition
- there hasn't been a previous application for an end to the bargaining arrangements in the last three years
The Industrial Court's decision following your application
Starting with the day after that on which it receives your application, the Industrial Court normally has ten working days in which to decide whether or not:
- your request to the union is valid
- you negotiated properly with the union if you were required to do so
- your application to the Industrial Court is admissible
If the Industrial Court decides that you have failed to meet any or all of these requirements, it will not accept the application and the issue ends there.
If the Industrial Court decides that you have met all of these requirements, it will accept your application and arrange for the holding of a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
In reaching its decision, the Industrial Court panel may, where it considers it appropriate, convene a hearing. The parties will be invited to attend and present evidence to the panel.
A worker's application to the Industrial Court
Where a worker believes that their union no longer has the support of the bargaining unit, they can apply to the Industrial Court to hold a secret ballot to determine whether or not collective bargaining arrangements should end.
A worker can only make such an application after three years of statutory recognition. However, unlike employers, they do not need to first make a request to the union (or even the employer) to end bargaining arrangements.
The Industrial Court will only accept the worker's ballot application if:
- it is made in the proper form
- they have copied the application and any supporting documents to both you and the union
- at least 10 per cent of the workers in the bargaining unit favour derecognition
- a majority of the workers in the bargaining unit are likely to favour derecognition
- there hasn't been a previous application for an end to the bargaining arrangements in the last three years
The Industrial Court's decision following the worker's application
Starting with the day after that on which it receives the worker's application, the Industrial Court normally has ten working days in which to decide whether or not the worker's application to the Industrial Court is admissible.
If the Industrial Court decides that the worker's application is not admissible, it won't accept the application and the issue ends there.
If the Industrial Court decides that the worker's application is admissible, it will accept the application. The Industrial Court will then give notice of this acceptance decision to you, the worker and the union.
In reaching its decision, the Industrial Court panel may, where it considers it appropriate, convene a hearing. The parties will be invited to attend and present evidence to the panel.
The consequences of the Industrial Court accepting the worker's application
Where the Industrial Court accepts a worker's application, it normally has 20 working days - starting with the day after the Industrial Court gives notice that it has accepted the application - to help you, the union and the worker negotiate with a view to either agreeing that the worker will withdraw the application, or reaching an agreement that the parties will end the bargaining arrangements.
If - in the 20-day period - the parties agree to end the bargaining arrangements or the worker agrees to withdraw the application, the Industrial Court will cease its considerations.
If the parties fail to reach an agreement in the 20-day period, the Industrial Court must arrange for the holding of a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
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Statutory derecognition of a trade union: falling union membership in the bargaining unit
Seeking to derecognise a trade union where union membership in the bargaining unit falls below half.
Sometimes, a trade union obtains statutory recognition without a ballot because more than 50% of the bargaining unit were union members.
If you recognised a union under these circumstances but you believe that union membership in the bargaining unit has since fallen to below 50%, you can - after at least three years of recognition - apply to the Industrial Court to hold a secret ballot to decide whether recognition should end.
Your request to the union
Before applying to the Industrial Court, you must make a request to the union, asking it to voluntarily end collective bargaining arrangements.
To be valid, your request must:
- be in writing
- be received by the union
- identify the bargaining arrangements
- state that fewer than half the workers in the bargaining unit are members of the union
- state that the request is made under Schedule 1A of the Trade Union and Labour Relations (Northern Ireland) Order 1995
Once the union receives your request, you and the union - 'the parties' - have ten working days, starting with the day after the union receives your request, to agree to end the bargaining arrangements.
During this ten-day period, the parties may request the assistance of the LRA in their negotiations. The parties can agree to extend this period as required.
If - before the end of this period - the parties agree to end the bargaining arrangements, the matter ends there.
Your application to the Industrial Court
If the parties fail to agree to end the bargaining arrangements before the end of the ten-day period, you may apply to the Industrial Court for the holding of a secret ballot to decide whether or not collective bargaining should end.
The Industrial Court will only accept your ballot application if:
- it is made in the proper form
- you have copied the application and any supporting documents to the union
- fewer than half the workers in the bargaining unit are members of the union
- there hasn't been a previous application for an end to the bargaining arrangements in the last three years
The Industrial Court's decision following your application
Starting with the day after it receives your application, the Industrial Court normally has ten working days to decide whether or not your request to the union is valid or your application to the Industrial Court is admissible.
If the Industrial Court decides that you have failed to meet either or both of these requirements, it will not accept your application, and the issue ends there.
If the Industrial Court decides that you have met both of these requirements, it will accept your application and arrange for the holding of a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
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Derecognition of a non-independent trade union
How workers may ask the Industrial Court to end collective bargaining with a union that is not certified as independent.
Workers may use the statutory procedure to seek to derecognise a non-independent trade union that their employer has voluntarily recognised.
The reason for derecognition must be that the majority of workers in the bargaining unit do not support the recognition arrangements.
In this case, a worker - or workers - from the bargaining unit can apply to the Industrial Court for derecognition.
The Industrial Court will only accept the application if it believes that:
- the union is not independent - ie it does not have a certificate of independence from the Certification Officer
- at least 10% of the workers in the bargaining unit favour derecognition
- a majority of the workers in the bargaining unit are likely to favour derecognition
If the Industrial Court accepts the application, it will try to help the employer, worker(s) and union to reach an agreement on derecognition.
If an agreement is not reached, the Industrial Court will arrange a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
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Statutory derecognition of a trade union - derecognition ballots
How the Industrial Court arranges ballots where an employer or worker makes a request to derecognise a trade union.
Following a request for statutory derecognition, the Industrial Court may call for a secret ballot to determine whether or not collective bargaining arrangements should end.
Once the Industrial Court has told you and the union - 'the parties' - in writing that there will be a ballot, the parties should negotiate and agree access arrangements for the union during the ballot period and send a copy of the access agreements to the Industrial Court case manager.
Where necessary, the Industrial Court may arrange a hearing on access so that it can determine an access arrangement.
The form of ballot
The Industrial Court has to decide whether the ballot should be a workplace ballot, a postal ballot or a combination of the two.
The Industrial Court decision will depend on factors such as:
- costs and practicality
- the preference of the parties
- the chance of the ballot being affected by unfairness or malpractice if it were conducted at a workplace
Conduct in the run up to and during a recognition ballot
If it decides to hold a ballot, the Industrial Court will appoint a qualified independent person (QIP) to conduct it within 20 working days of being appointed - although the Industrial Court has discretion to choose a longer period.
The QIP will come from a body specified in legislation.
You must:
- Co-operate generally with the union and QIP relating to the ballot.
- Not make an offer to a worker or workers that induces them not attending a relevant meeting between the union and the workers.
- Not take or threaten to take any action against a worker because they attended or took part in a relevant meeting or they indicated their intention to do so.
- Give the union reasonable access to the workers in the bargaining unit in accordance with the code of practice on access and unfair practices during recognition and derecognition ballots.
- Pass names and addresses of workers in the bargaining unit to the Industrial Court within ten working days, starting with the day after you were informed of the QIP's name and ballot arrangements. You must also give the Industrial Court details of any workers joining or leaving the bargaining unit.
If it is found that you have failed to comply with any of the duties above, the Industrial Court can order you to remedy the failure within a set timescale. If you fail to remedy the failure, the Industrial Court can refuse your application for derecognition.
During the balloting period, the union is entitled to access the workers belonging to the bargaining unit. Both you and the union must not, at this time, use 'unfair practices' to influence the ballot result.
Examples of unfair practices include offering money to a worker to vote in a particular way and dismissing - or threatening to dismiss or take disciplinary action against - a worker for voting in the ballot.
Unfair practices complaints
An unfair practices complaint must be made on - or before - the first working day after the date of the ballot or - if votes can be cast on more than one day such as in a postal ballot - the last of those days.
Following a valid complaint, the Industrial Court normally has ten working days in which to decide whether the complaint is well founded, starting with the day following receipt of the complaint.
If the Industrial Court decides that the complaint is well founded, it will declare this finding and may then issue a remedial order telling the party what steps it must take in order to mitigate the effect of the unfair practice and when to take those steps by, and/or give notice to the parties that a secret ballot will be held - in effect ordering a new ballot.
Circumstances where a ballot may be abandoned
In some circumstances, the Industrial Court has the power to cancel a ballot and:
- if the party concerned is you, refuse your application for derecognition
- if the party concerned is the union, issue a declaration that collective bargaining is to end
These circumstances are where the Industrial Court:
- declares that both an unfair practice complaint is well founded and the unfair practice consisted of - or included - the use of violence or the dismissal of a union official
- has issued to a party an unfair practices remedial order but the party fails to comply with it
- having issued an unfair practices remedial order to a party, declares that a complaint that the same party used an unfair practice is well founded
If the 'failing' party is you, the applicant worker and/or the union may enforce obedience to the law.
Where it orders a fresh ballot, refuses your application or declares an unfair practice complaint as well founded, the Industrial Court will:
- Take steps to cancel the 'original' ballot. If that ballot is held anyway, the result will not have any effect.
- If a fresh ballot is held, make certain changes to the usual ballot procedure.
Informing the parties of the result of the recognition ballot
The Industrial Court will inform the parties of the ballot result and its consequences.
In order for collective bargaining arrangements to end as the result of a ballot, a majority of those voting, and at least 40 per cent of the workers in the bargaining unit, must vote in favour of ending those arrangements.
If you fail to get the necessary support, you must wait three years before making a new application involving the same - or substantially the same - bargaining unit.
If the union is derecognised as a result of the ballot, the Industrial Court will declare that the bargaining arrangements are to cease to have effect on a specified date.
The Industrial Court cannot accept any applications for statutory recognition from the union in respect of that bargaining unit - or one substantially the same - if the union makes the application within three years of the day after that on which the Industrial Court issued its declaration.
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Statutory derecognition of a trade union - an introduction
In this guide:
- Recognising and derecognising a trade union
- Meaning and types of trade union recognition
- Voluntary recognition of a trade union
- Statutory recognition of a trade union - starting the procedure
- The consequences of trade union recognition
- Voluntary trade union recognition within the statutory procedure
- Statutory derecognition of a trade union - an introduction
- Procedure where the bargaining unit is no longer appropriate or has ceased to exist
- Workers' rights in relation to trade union recognition or derecognition
- Statutory recognition of a trade union - applying to the Industrial Court
- Statutory recognition of a trade union - deciding on the bargaining unit
- Statutory recognition of a trade union - recognition ballots
- Statutory derecognition of a trade union owing to reduced size of workforce
- Statutory derecognition of a trade union owing to lack of support for bargaining arrangements
- Statutory derecognition of a trade union: falling union membership in the bargaining unit
- Derecognition of a non-independent trade union
- Statutory derecognition of a trade union - derecognition ballots
Meaning and types of trade union recognition
A summary of voluntary and statutory recognition, and what recognition means for both the employer and the union.
A trade union is said to be recognised once an employer has agreed to negotiate with it on pay and working conditions on behalf of a particular group of workers.
The subsequent negotiation process is known as collective bargaining, with the group of workers the union represents referred to as the bargaining unit.
If an employer agrees to recognise a trade union the employer has certain legal obligations towards the union and its members - see the consequences of trade union recognition.
Voluntary trade union recognition
The most common way a union can gain recognition for collective bargaining purposes is by the employer simply agreeing to recognise it voluntarily.
In practice this means the union becomes recognised by the employer without using any legal procedures. See voluntary recognition of a trade union.
Statutory trade union recognition
If an employer and trade union find they are unable to come to a voluntary recognition agreement, a trade union can make an application for statutory recognition. This only applies where the employer, together with any associated employers, employs 21 or more workers.
See statutory recognition of a trade union - starting the procedure.
Note that there can be voluntary agreements even after the union has triggered the statutory process - see voluntary recognition within the statutory procedure.
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Voluntary recognition of a trade union
Recognising trade unions - the voluntary option.
As an employer, there is nothing to stop you from voluntarily agreeing to recognise one or more trade unions.
Most union recognition arrangements are established in this way. Such voluntary recognition provides maximum flexibility to the parties and avoids them having to use the alternative - potentially complex - statutory recognition procedures.
Once an employer recognises a union for the first time, the two parties will usually draw up an agreement which specifies how the recognition arrangement, and its associated bargaining processes, will work.
Formal written agreements of this kind - known as 'procedural' agreements - prevent misunderstanding and achieve continuity and consistency. As relationships develop, the parties may periodically wish to revise and update their procedural agreements. The Labour Relations Agency (LRA) can facilitate meetings to assist the parties in drafting procedural and recognition agreements.
The LRA can also provide impartial information on bargaining agreements. See LRA guidance on collective bargaining.
If you voluntarily recognise a union, you will have certain legal obligations towards the union and its members. See the consequences of trade union recognition.
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Statutory recognition of a trade union - starting the procedure
How trade unions can obtain statutory recognition.
If you find you are unable to come to a voluntary recognition agreement with the trade union, it can make an application for statutory recognition. This only applies where you - together with any associated employers - employ 21 or more workers.
The union's request must:
- clearly identify the union and the bargaining unit
- state that the request is made under the Employment Relations (NI) Order 1999
You have ten working days to respond, starting with the first working day after the day you receive the request.
If you agree to the request, you have formally recognised the trade union for collective bargaining purposes.
If you reject the request or fail to respond in time, the union can apply to the Industrial Court for statutory recognition - see statutory recognition of a trade union - applying to the Industrial Court.
Negotiations with the union following its request
If you tell the union that you don't accept the request but are willing to negotiate, you have 20 working days to agree on the appropriate bargaining unit and to agree on recognition. The Labour Relations Agency (LRA) may also be of assistance.
The 20-day period starts on the day after the first ten-day period ends. You can agree with the union to extend the 20-day period.
If you fail to reach an agreement at the end of that period - or you agree on a bargaining unit but don't agree to recognise the union - the union can apply to the Industrial Court.
If - following negotiations between you and the union - the union's proposed bargaining unit is modified but you fail to agree on the bargaining unit, the union must make a new request to you that complies in full with the statutory requirements before it can make an application to the Industrial Court.
You can reach a voluntary agreement with the union even after the statutory process has started - see voluntary recognition within the statutory procedure.
If you reach an agreement, the statutory procedure ends.
Approaching LRA for help
You or the union can approach the LRA for help at any time. The LRA can provide its conciliation services to assist the parties in reaching agreement.
If you propose to the union that the LRA helps but the union fails to respond within ten working days or rejects your proposal, the union cannot make any application to the Industrial Court. The ten-day period starts on the day after that on which you made your proposal.
You have to make this proposal within ten working days of informing the union that you are willing to negotiate. This period starts on the day after you so inform the union.
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The consequences of trade union recognition
What an employer and union must do once the union has become recognised.
There are a number of consequences once a trade union becomes recognised.
Many apply regardless of whether recognition was voluntary, semi-voluntary or statutory. However, some are only relevant where a union uses the statutory procedure.
Making arrangements for the conduct of collective bargaining
Once a union has achieved recognition, either via a voluntary or the statutory procedure, you and the union - 'the parties' - need to agree how you will conduct collective bargaining.
Such an agreement could cover the following issues:
- bargaining procedure
- how and when meetings will be arranged
- who the employer and union representatives are
- time off for union representatives to attend meetings
- how agreements and disagreements will be communicated to the workforce
- conduct during negotiations - how and when issues can be raised
- the specific matters which will be subject to joint agreement, eg pay and working hours
- dispute resolution - what should happen if deadlock is reached on a particular issue, eg conciliation and arbitration
- union recruitment activities in the workplace
- union representation of workers at disciplinary and grievance hearings
- deduction of union contributions from employees' wages
Deciding what a collective agreement will cover
Collective agreements usually cover pay arrangements and other terms and conditions of employment. They might also cover such matters as:
- matters of discipline
- trade union membership or non-membership
- facilities for officials of trade unions
The procedural agreement should set out the level at which negotiations will take place, eg site, company, regional or national level.
It should also specify the bargaining methods where two or more unions are recognised, eg whether unions should bargain separately or as a single bargaining unit.
The parties usually need training on aspects of employment relations and the bargaining process. Some trade unions and independent organisations provide accredited courses.
Usually, collective agreements are not in themselves legally enforceable. However, parts of collective agreements such as pay rates, or references to agreements, may be inserted and thus legally incorporated into the employment contracts of individual employees. Because individual employment contracts are legally enforceable, many collective agreements are indirectly underpinned by law.
Legal consequences of statutory trade union recognition
Once the Industrial Court declares that a union is recognised, the union is entitled to conduct collective bargaining with you on pay, hours and holidays - although the parties can agree to cover additional issues.
The parties must first agree on how they will conduct collective bargaining, calling on the services of the Labour Relations Agency (LRA) if necessary.
If no agreement is reached within 30 working days, either party has the right to apply to the Industrial Court for assistance.
The Industrial Court has 20 working days from the application date to help achieve an agreement. If no agreement is reached, the Industrial Court will impose a legally binding method of bargaining.
However, the imposed method of collective bargaining can be modified by the parties, providing they both agree.
If the imposed method is not followed, either party can apply to a court to order the other party to act in accordance with the prescribed method.
If this order is ignored by the relevant party, that party will be in contempt of court, and may face a fine or imprisonment.
Where the Industrial Court has imposed a method for carrying out collective bargaining, the union has the right to be consulted by you on your policies and plans for training workers in the bargaining unit at least once every six months.
If you fail to meet these consultation obligations, the union has three months to make a complaint to an industrial tribunal. If the tribunal finds the complaint well founded, it may award up to two weeks' pay to each affected worker.
Note that there is a statutory limit on a week's pay. See a table of current tribunal and arbitration compensation limits.
Disclosing information to trade unions
You have a duty to disclose - if requested - relevant information to a recognised trade union during the collective bargaining process.
The LRA has a code of practice on disclosure of information to trade unions for collective bargaining purposes. The code imposes no legal obligations on you to disclose any specific item of information and failure to observe the code does not by itself mean you would be liable to legal proceedings.
However, the law requires any relevant provisions to be taken into account in proceedings before the Industrial Court.
General legal consequences of trade union recognition
Once a union becomes recognised, you have a legal duty to:
- allow lay union representatives to take reasonable time off with pay to perform their duties
- allow members covered by the recognition arrangements the right to reasonable unpaid time off to carry out trade union activities
- allow union learning representatives time off with pay to carry out their duties
For more on time-off rights for union representatives and members, see trade union membership rights.
You also have a legal duty to:
- inform and consult the union during collective redundancy situations and business transfers - see redundancy: the options and responsibilities to employees if you buy or sell a business
- inform and consult the union on certain changes to your occupational pension scheme - if you operate one - or employees' personal pension schemes if you contribute to them - see keeping employees informed
- allow the union to appoint health and safety representatives, with whom it has to consult on workplace health and safety issues - see how to consult your employees on health and safety
All these obligations apply regardless of whether the recognition was via the statutory or voluntary route.
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Voluntary trade union recognition within the statutory procedure
Voluntary agreement for union recognition within a statutory context.
If, during the statutory trade union recognition procedure, you voluntarily agree to recognise a union, it may withdraw its request for statutory recognition.
Alternatively, if the union had made an application to the Industrial Court, you and the union - 'the parties' - may have jointly asked the Industrial Court to take no further action.
However, this must happen before the Industrial Court either makes a declaration that the union is entitled to recognition without a ballot, or arranges a recognition ballot. See statutory recognition of a trade union - starting the procedure.
This type of agreement is known as an agreement for recognition or a semi-voluntary agreement. It is not the same as a voluntary agreement made outside the statutory procedure.
Once an agreement for recognition has been reached, the parties must enter into negotiations on collective bargaining arrangements.
If they can't agree on an appropriate method, either party may apply to the Industrial Court for help. The Industrial Court can assist if it is satisfied that there is an 'agreement for recognition' as defined in the legislation.
If the parties still fail to reach agreement, the Industrial Court will impose a method for collective bargaining.
Duration of recognition
Once you have agreed to recognise a trade union for collective bargaining purposes, the union may terminate the agreement at any time, unless you have previously agreed with the union to the contrary.
You may not terminate the agreement for a period of three years unless you have agreed with the union to the contrary.
For the circumstances under which a union may become derecognised, see statutory derecognition of a trade union - an introduction.
If the agreement becomes difficult to maintain, either party can apply to the LRA to help it resolve the difficulties.
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Statutory derecognition of a trade union - an introduction
Procedures to be followed when a trade union with statutory recognition may be derecognised
If a union achieved recognition via the statutory procedure, certain procedures have to be followed for it to be derecognised.
However, you can only seek statutory derecognition three or more years after recognition was originally granted.
There are three main grounds for derecognition:
- you - taken with any associated employers - no longer employ 21 or more workers
- application by the employer or by a worker or workers where it is believed that there is no longer majority support for bargaining arrangements
- union membership in the bargaining unit falls below 50 per cent
In situations where grounds 2 or 3 apply and an application for derecognition is accepted by the Industrial Court, the Industrial Court could declare that a derecognition ballot be held.
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Procedure where the bargaining unit is no longer appropriate or has ceased to exist
What happens if the bargaining unit becomes inappropriate because the employer's business changes.
A situation may arise when a union or employer feels that the bargaining unit - the group of workers the union represents - is no longer appropriate or has ceased to exist. Either party may apply to the Industrial Court to determine what bargaining unit is appropriate.
In order for the Industrial Court to reach its decision, the bargaining unit must have changed because of one or more of the following:
- the business' activities
- the organisation or structure of the business
- the number of workers in the bargaining unit
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Workers' rights in relation to trade union recognition or derecognition
Treating workers fairly as regards the recognition or derecognition of a trade union.
Workers have certain rights relating to their involvement in recognition and derecognition procedures.
Protection from detrimental treatment and unfair dismissal
An employer must not subject a worker to a detriment on grounds related to the process of union recognition or derecognition, eg for taking part in a recognition ballot or for campaigning for recognition.
Detriment is broadly defined but essentially means that the worker should not suffer disadvantage on account of any act or omission by you. This could include:
- suspending the worker
- cutting their pay
- moving them to new duties
- failing to give them a pay rise
For a worker who isn't an employee, their dismissal may also count as a detriment. Only employees can claim unfair dismissal.
If any of the above occurs, a worker could bring a claim before an industrial tribunal. If the tribunal finds that you acted unlawfully, it may award compensation.
If an employee is dismissed or selected for redundancy on grounds relating to union recognition or derecognition, they may be able to make a claim for unfair dismissal to the tribunal.
Rights regarding inducements to disapply collective agreements
Many members of trade unions have their pay and other terms and conditions of employment set by a collective agreement negotiated by their union and their employer.
These members have rights to ensure that the employer does not interfere between the union member and their union in certain matters related to collective bargaining.
An employee or other worker who is a member of an independent trade union which is recognised by - or seeking recognition from - their employer for collective bargaining purposes has the right not to have certain offers made to them by their employer.
This is in circumstances where the employer's sole or main purpose is to achieve the result that, if the offer and like offers to other workers are accepted, all or any of those workers' terms and conditions will no longer be determined by a collective agreement negotiated by or on behalf of the trade union.
In addition, an employee has the right not to be dismissed, or selected for redundancy, by their employer on the grounds that they did not accept any such offer.
An employee or other worker has the right not to be subjected to a detriment for failing to accept any such offer.
Right of complaint to an industrial tribunal
Individuals who think that any of their rights as set out above have been infringed can complain to an industrial tribunal.
If an employee has been dismissed - including cases where they have been dismissed on grounds of redundancy - their complaint is one of unfair dismissal.
If an employee or other worker considers that they have been subjected to a detriment by their employer, their complaint is one of detriment.
If an employee or other worker considers that you have made an unlawful inducement as described above, their complaint is one of unlawful inducement.
Compensation
There are certain limits on the compensatory awards for the claims in relation to dismissal, detriment and unlawful inducements. See a table of current tribunal and arbitration compensation limits.
Note that in cases where an employee or other worker makes a related complaint to the tribunal concerning detriment, and the tribunal upholds that complaint, the tribunal may award compensation for the detriment suffered.
In deciding the amount of such compensation, the tribunal will not take into account the fact that:
- a complainant contributed to their loss by accepting or not accepting an unlawful inducement
- the complainant has received or is entitled to an award on the grounds that an unlawful inducement has been made to them
Status of contractual changes resulting from unlawful inducements
If an unlawful inducement has been accepted by an employee or other worker, but any consequent agreement by them to vary their terms and conditions has not yet been effected, the agreement to vary the terms and conditions is not enforceable.
Also, in such circumstances, the employer cannot recover any cash paid or other benefits conferred on the employer or worker concerned.
However, in cases where the agreed variation in terms and conditions have been effected, those variations are enforceable.
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Statutory recognition of a trade union - applying to the Industrial Court
How the Industrial Court deals with unions' applications for recognition under the statutory procedure.
A union can apply to the Industrial Court if it sends you a request for statutory recognition but you either reject the request, or following negotiations between you and the union - 'the parties' - you fail to agree on the bargaining unit.
Industrial Court panels
A panel of three Industrial Court members will be convened to deal with each application. The panel will consist of:
- the Industrial Court Chairman or Deputy Chairman
- one member with experience as a representative of employers
- one member with experience as a representative of workers
The individuals making up the panel could change if one becomes unavailable.
An Industrial Court official will be appointed to act as case manager for the application. They act as the main point of contact between you, the panel and the union.
Admissibility tests for union applications to the Industrial Court
In order for the Industrial Court to accept an application for recognition from a trade union, it must be:
- on the proper Industrial Court application form
- copied and sent to you, together with any supporting documents
The following conditions must also apply:
- The union must have a certificate of independence from the Certification Office.
- As the employer, you - together with any associated employer(s) - must employ at least 21 workers. Part-time workers count as whole numbers.
- There must not be a competing application relating to the same or overlapping bargaining units.
- There must not be an existing recognition agreement under which a union is entitled to conduct collective bargaining on behalf of any workers in the proposed bargaining unit.
- At least 10% of the workers in the proposed bargaining unit must belong to the union making the application.
- The majority of workers must be likely to favour recognition. Evidence of this could be a petition from workers.
- If the application is made by more than one union, the unions concerned must show that they will co-operate with each other to achieve stable collective bargaining arrangements.
- There must not have been a previous application from the same union covering the same - or substantially the same - bargaining unit accepted by the Industrial Court within the last three years.
On receiving an application, the Industrial Court will send you:
- notification that it has received the application
- a questionnaire for you to fill in to give it information relating to the admissibility criteria
The Industrial Court has ten working days to decide whether or not to accept the application.
Industrial Court acceptance of the union's application
If the Industrial Court accepts a trade union's application for statutory recognition, the parties have 20 days - which may be extended or reduced if the Industrial Court decides there is no reasonable chance of agreement between the parties - to agree on the appropriate bargaining unit.
In these circumstances, you must provide the following information to both the Industrial Court and the union within five working days, starting with the day after that on which you received notice of the acceptance:
- A list of the categories of worker in the proposed bargaining unit.
- The number of workers you reasonably believe are in each of the categories at each of the workplaces.
- A list of the workplaces at which they work. A workplace is the set of premises a person works at/from, or - where there are no such premises - the premises with which the worker's employment has the closest connection.
The information you give to the union and the Industrial Court must be the same and as accurate as is reasonably practicable in light of the information you have at the time.
If you fail to supply the required information - or fail to provide it in accordance with the statutory criteria - the union can request that the Industrial Court itself decides the bargaining unit.
If the Industrial Court agrees that you have failed to comply with this duty, it will decide the bargaining unit - usually within ten working days starting with the day after that on which the union made the request.
Union communications with workers following the Industrial Court's acceptance of the application
Where the Industrial Court accepts an application, the union may want to communicate with workers who are in the proposed or agreed bargaining unit.
To do so, the union must apply in writing to the Industrial Court asking it to appoint a suitable independent person (SIP) to handle these communications.
The Industrial Court will appoint the SIP as soon as possible after the union's request and will then notify the name, and appointment date, of the appointed person to the parties.
Once the Industrial Court appoints a SIP, you must - as soon as reasonably practicable - provide certain information to the Industrial Court that will enable the SIP to fulfil their role.
This information is as follows:
- The names and home addresses of the 'relevant workers'. You must do this within ten working days, starting with the day after that on which you are informed of the name and date of appointment of the SIP. Relevant workers are either those falling within the proposed bargaining unit or - if a bargaining unit has already been agreed by the parties or decided by the Industrial Court - those within that bargaining unit.
- If you have given the Industrial Court the names of workers in the proposed bargaining unit and then either you and the union agree on a different bargaining unit or the Industrial Court decides the bargaining unit, you must give the Industrial Court the names and home addresses of those who are now the 'relevant workers', ie those workers who fall within the different bargaining unit. You must do this within ten working days, starting with the day after that on which you and the union agree on the bargaining unit or the Industrial Court informs you of its decision on the bargaining unit.
- The name and home address of any worker who subsequently joins the bargaining unit after you supply the initial list.
- The details of any worker who ceases to be a 'relevant worker' because they have left the bargaining unit - except where a new complete list is supplied because the definition of the bargaining unit changes.
If you fail to comply with these duties, the Industrial Court may order you to remedy the failure within a set timescale.
If you fail to comply with the order, the Industrial Court may issue a notice to you and the union confirming that you have failed to comply with the order and may also declare that the union is recognised.
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Statutory recognition of a trade union - deciding on the bargaining unit
How the Industrial Court may help you and the union decide on the appropriate bargaining unit.
If the Industrial Court accepts a trade union's application for statutory recognition but you and the union - 'the parties' - fail to agree on the bargaining unit, the Industrial Court panel must try to help the parties reach agreement on what the appropriate bargaining unit is.
It is important that the parties are clear as to which workers are included in the bargaining unit. This is because if - at a later stage in the process - a ballot is held, both the parties and the Industrial Court will need to know exactly which workers are entitled to receive a ballot paper.
To reach a decision on the bargaining unit, the Industrial Court may:
- itself mediate between the parties
- suggest the parties seek help from the LRA
- allow the parties - if they prefer - to conduct these negotiations between themselves directly
The Industrial Court has a period of 20 working days (the appropriate period) in which to try to help the parties reach an agreement. The period starts with the day following that on which the Industrial Court gives notice that it has accepted the trade union's application - see statutory recognition of a trade union - applying to the Industrial Court.
The Industrial Court can extend the appropriate period or bring it to an end if it believes that the parties are unlikely to reach an agreement. In addition, both parties can apply to the Industrial Court to bring the appropriate period to an early end.
Failure to agree on the appropriate bargaining unit
If the parties cannot agree on the bargaining unit or the union asks the Industrial Court to decide on the bargaining unit as set out in statutory recognition of a trade union - applying to the Industrial Court, the Industrial Court must decide within a period of ten working days whether or not the union's proposed bargaining unit is appropriate.
If the Industrial Court decides that the union's proposed bargaining unit is not appropriate, it must decide on a bargaining unit which is appropriate.
To make its decision, the Industrial Court has to consider:
- the location of workers
- the views of both parties
- existing national and local bargaining arrangements
- the preference to avoid small, fragmented bargaining units
- the characteristics of workers in the proposed bargaining unit and any other workers the Industrial Court considers relevant
- the need for the unit to be compatible with effective management - this factor takes priority over all the others
The Industrial Court may ask you and the union for your views on these issues - eg any views you may have on an alternative bargaining unit to the one proposed by the union.
If there is conflicting evidence on whether the union's proposed bargaining unit is appropriate, the Industrial Court panel is likely to call a hearing to determine the question.
Where the agreed or decided bargaining unit differs from the one initially proposed
Whether a bargaining unit is agreed between the parties or is decided by the Industrial Court, if that bargaining unit is different from the one proposed in the union's initial application for statutory recognition, the Industrial Court has to determine whether or not the new bargaining unit is 'valid'.
The bargaining unit will only be valid if:
- there is at least 10 per cent union membership in the new bargaining unit
- a majority of workers in the new bargaining unit is likely to favour recognition
- there is not a competing application including any workers covered by the new bargaining unit
- there is not an existing agreement under which a union can conduct collective bargaining on behalf of any workers in the new bargaining unit
- there has not been a previous application from the same union covering the same - or substantially the same - bargaining unit within the last three years
Following any necessary investigations, the Industrial Court panel may call a hearing to determine the validity of the revised bargaining unit. It normally has ten working days to reach its decision.
If - as a result of changes to the bargaining unit - the application does not meet the applied validity tests, the Industrial Court cannot proceed with the union's application.
However, the union can re-apply for statutory recognition of this revised bargaining unit within three years.
Industrial Court hearings
The Industrial Court will normally arrange hearings as quickly as possible in order to meet its statutory deadlines. This may mean imposing a hearing date even if it's not the most convenient date for either or both parties.
The Industrial Court expects that hearings will normally be completed in a day. The Industrial Court is based in Belfast, but it may hold hearings at other, more convenient locations. Hearings are normally informal and held in public.
Before a hearing, the chairman of the Industrial Court panel may hold a preliminary meeting in order to set out procedures and identify the issues disputed.
The Industrial Court will ask the parties to submit and exchange written evidence before the hearing.
The Industrial Court will only allow new evidence at hearings for good reasons and at the discretion of the panel. Where it is admitted, parties can request that the panel allows some additional time - such as a short adjournment - to consider the new evidence.
The Industrial Court will ask the parties to inform the panel in advance of the names of the speakers and any witnesses proposed for the hearing. The parties may appoint legal representatives but there is no obligation to do so.
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Statutory recognition of a trade union - recognition ballots
What happens when a vote is needed to confirm support for trade union recognition.
Once the Industrial Court accepts an application and the bargaining unit has been agreed on or decided, the Industrial Court panel has to decide whether to call a ballot on union recognition.
Industrial Court's decision on whether or not to hold a recognition ballot
The main test is the level of union membership in the bargaining unit. If the Industrial Court panel is not satisfied that the majority of the workers in the bargaining unit belong to the union making the application, it has to call a ballot on union recognition.
If necessary, the Industrial Court panel can require:
- you to provide information concerning the workers in a bargaining unit
- the union to provide information concerning the union members in a bargaining unit
Using this information, the Industrial Court case manager will compile a report and send a copy to you, the panel and the union.
If either you or the union fail to supply the information required by the Industrial Court, the report must mention that failure and this could influence the panel's decision.
On receiving the report, the Industrial Court will then decide whether to make a declaration of recognition or hold a ballot of workers in the bargaining unit.
Generally, if the report shows that a majority of the workers in the bargaining unit are union members, the Industrial Court will make a declaration of recognition. If not, it will call a ballot.
However, the Industrial Court may still call a ballot - even if there is majority union membership - if:
- it is satisfied that holding a ballot would be in the interests of good industrial relations
- it believes it has credible evidence from a significant number of union members in the bargaining unit that they do not want the union to conduct collective bargaining on their behalf
- there is evidence relating to how workers joined the union or their length of membership that leads the Industrial Court to doubt whether a significant number of union members in the bargaining unit want the union to conduct collective bargaining on their behalf
Within ten days of the parties receiving notification of the ballot from the Industrial Court, you may - in agreement with the union - notify the Industrial Court that you no longer wish a ballot to be held.
The form of ballot
The Industrial Court has to decide whether the ballot should be a workplace ballot, a postal ballot or a combination of the two.
The Industrial Court decision will depend on factors such as:
- costs and practicality
- the preference of the parties
- the chance of the ballot being affected by unfairness or malpractice if it were conducted at a workplace
Conduct in the run up to and during a recognition ballot
If it decides to hold a ballot, the Industrial Court will appoint a qualified independent person (QIP) to conduct it within 20 working days of being appointed - although the Industrial Court has a discretion to choose a longer period.
The QIP will come from a body specified in legislation.
You must:
- Co-operate generally with the union and QIP relating to the ballot.
- Not make an offer to a worker or workers that induces them not to attend a relevant meeting between the union and the workers.
- Not take or threaten to take any action against a worker because they attended or took part in a relevant meeting or they indicated their intention to do so.
- Give the union reasonable access to the workers in the bargaining unit in accordance with the code of practice on access and unfair practices during recognition and derecognition ballots.
- Pass names and addresses of workers in the bargaining unit to the Industrial Court within 10 working days, starting with the day after you were told of the QIP's name and ballot arrangements. You must also give the Industrial Court details of any workers joining or leaving the bargaining unit.
If it is found that you have failed to comply with any of these requirements, the Industrial Court can order you to remedy the failure within a set timescale. If you fail to remedy the failure, the Industrial Court can issue a declaration of recognition.
During the balloting period, the union is entitled to access the workers belonging to the proposed bargaining unit. Both you and the union must not, at this time, use 'unfair practices' to influence the ballot result.
Unfair practices can include:
- providing incentives for members to vote a certain way
- threatening disciplinary action if a certain result is not achieved
Unfair practices complaints
An unfair practices complaint must be made on - or before - the first working day after the date of the ballot or - if votes can be cast on more than one day such as in a postal ballot - the last of those days.
Following a valid complaint, the Industrial Court normally has ten working days in which to decide whether the complaint is well founded, starting with the day after it received the complaint.
If the Industrial Court decides that the complaint is well founded, it will declare this finding and may then issue a remedial order telling the party what steps it must take in order to mitigate the effect of the unfair practice and when to take those steps by, or give notice to the parties that a secret ballot will be held - in effect ordering a new ballot.
Circumstances where a ballot may be abandoned
In some circumstances, the Industrial Court has the power to cancel a ballot and make a declaration that the union is - or is not - recognised.
These circumstances are where the Industrial Court:
- declares that an unfair practice complaint is well founded and that the unfair practice consisted of - or included - the use of violence or the dismissal of a union official
- has issued an unfair practices remedial order and the party to whom it is issued fails to comply with it
- having issued an unfair practices remedial order to a party, makes a further declaration that a complaint that the same party used an unfair practice is well founded
If the 'failing' party is you, the Industrial Court can declare the union recognised. If the failing party is the union, the Industrial Court may declare the union not recognised.
Where it orders a fresh ballot - or declares that the union is recognised or not recognised - the Industrial Court will:
- Take steps to cancel the 'original' ballot. If that ballot is held anyway, the result will not have any effect.
- If a fresh ballot is held, make certain changes to usual ballot procedure.
Informing the parties of the result of the recognition ballot
The Industrial Court informs both parties of the ballot result and its consequences.
To be recognised, the union needs the support of a majority of those voting and at least 40% of those entitled to vote.
If the union fails to get the necessary support, it must wait three years before making a new application involving the same - or substantially the same - bargaining unit.
Once you have recognised a union, the collective bargaining process can begin and you have certain legal obligations towards the union and its members. See the consequences of trade union recognition.
Requests for costs for recognition ballots
Following the ballot, the QIP will normally send you and the union a demand for its costs.
The demand will show the gross costs of the ballot and the share of the cost to be paid by you and the union.
Both parties must pay the QIP within 15 working days, starting with the day after they receive the demand.
If you dispute the demand, you can appeal to an industrial tribunal within four weeks, starting with the day after you receive the demand.
For your appeal to succeed, you must show that the gross costs of the ballot are too great or your share of the costs is too great.
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Statutory derecognition of a trade union owing to reduced size of workforce
Seeking to derecognise a trade union where you employ no more than 20 workers.
You may seek to derecognise a trade union where you employ fewer than 21 workers - including workers with any associated employers - in any period of 13 weeks.
To do this, you must first send a notice to the union.
The notice must be copied to the Industrial Court and:
- identify the bargaining arrangements
- state the date on which the notice is given
- specify the period of 13 weeks in question
- state that you - taken with any associated employer(s) - employed an average of fewer than 21 workers in the specified 13-week period
- state that the bargaining arrangements are to cease to have effect on a specific date, which must fall after the end of a period of 35 working days, day one being the working day following that on which you give the notice
You must give the notice to the union before the end of the fifth working day, starting with the day after the last day of the specified period of 13 weeks.
The Industrial Court's decision on your notice of derecognition
When it receives your notice, the Chairman of the Industrial Court will appoint a panel of three Industrial Court members to consider whether or not it's valid.
The panel has ten working days, starting with the day after that on which the Industrial Court receives the notice, to reach a decision.
If the panel decides that your notice is not valid, it will tell you of this decision and your notice will be treated as if you had not given it. The bargaining arrangements would therefore remain in force.
If the panel decides that your notice is valid, it will tell you of this decision and the bargaining arrangements will then cease to have effect on the date specified in your notice.
The union's challenge to the validity of your notice
The union can challenge the Industrial Court's decision to accept your application for derecognition on the grounds that:
- The 13-week period specified in your notice ended before the relevant date. This is the date the three-year period, starting with the day of the Industrial Court declaration of recognition, expires.
- You - along with any associated employer(s) - did not employ an average of fewer than 21 workers in the 13-week period.
The union's application must be:
- in the proper form and supported by such documents as the Industrial Court may have specified
- copied to you, along with any supporting documents
- made within ten working days, starting with the day after that on which you gave your notice
The Industrial Court's decision on the union's application
The Industrial Court has ten working days - starting with the day after that on which the Industrial Court gave notice of acceptance of the union's application - to reach a decision.
Once you and the union have been given the opportunity to state your views, the Industrial Court will decide on the two issues of whether or not the 13-week period ended before the relevant date or whether you - along with any associated employers - did in fact employ fewer than 21 workers over the specified 13-week period.
If the Industrial Court decides that either the 13-week period ended before the relevant date or you - taken with any associated employers - employed 21 or more workers in that period, your notice shall be treated as not having been given.
If the Industrial Court decides that the 13-week period did not end before the relevant date and that you, taken with any associated employers, employed fewer than 21 workers in that period, the bargaining arrangements will cease to have effect on the 'termination date'.
The termination date will be the date that was specified in your notice to the union or the day after the last day of the Industrial Court's ten-day decision period, whichever is later.
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Statutory derecognition of a trade union owing to lack of support for bargaining arrangements
Derecognising a trade union where the bargaining unit no longer supports the union conducting collective bargaining.
You can - at any time - make a request to a recognised trade union to end collective bargaining arrangements on the grounds that the union no longer has the support of the bargaining unit. The union can decline the request.
However, if the union declines a request after three years of statutory recognition, you can apply to the Industrial Court to hold a secret ballot.
Similarly, where a worker believes that their union no longer has the support of the bargaining unit, they can apply to the Industrial Court to hold a secret ballot - but only after three years of statutory recognition.
Your request to the union for derecognition
To be valid, your request must:
- be in writing
- be received by the union
- identify the bargaining arrangements
- state that the request is made under Schedule 1A of the Trade Union and Labour Relations (Northern Ireland) Order 1995
Once the union receives your request, the union has ten working days to respond, starting with the day after the union receives your request.
If - before the end of the ten-day period - the union agrees to end the bargaining arrangement, the matter ends there.
If the union either fails to respond to your request or - before the end of the ten-day period - tells you that it doesn't accept your request (and does not indicate a willingness to negotiate), you may apply to the Industrial Court for the holding of a secret ballot to decide whether or not collective bargaining should end.
If - before the end of the ten-day period - the union tells you that it doesn't accept your request but is willing to negotiate, you and the union (the parties) have 20 working days - starting with the working day immediately following the end of the ten-day period - to negotiate with a view to agreeing to end the bargaining arrangements.
During this 20-day period, the parties may request the assistance of the LRA in their negotiations. The parties can agree to extend this period as required.
Your application to the Industrial Court
If the parties fail to reach an agreement, you may apply to the Industrial Court for the holding of a secret ballot to decide whether or not the bargaining arrangements should end.
The Industrial Court will only accept your ballot application if:
- it is made in the proper form
- you have copied the application and any supporting documents to the union
- at least 10 per cent of the workers in the bargaining unit favour derecognition
- a majority of the workers in the bargaining unit are likely to favour derecognition
- there hasn't been a previous application for an end to the bargaining arrangements in the last three years
The Industrial Court's decision following your application
Starting with the day after that on which it receives your application, the Industrial Court normally has ten working days in which to decide whether or not:
- your request to the union is valid
- you negotiated properly with the union if you were required to do so
- your application to the Industrial Court is admissible
If the Industrial Court decides that you have failed to meet any or all of these requirements, it will not accept the application and the issue ends there.
If the Industrial Court decides that you have met all of these requirements, it will accept your application and arrange for the holding of a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
In reaching its decision, the Industrial Court panel may, where it considers it appropriate, convene a hearing. The parties will be invited to attend and present evidence to the panel.
A worker's application to the Industrial Court
Where a worker believes that their union no longer has the support of the bargaining unit, they can apply to the Industrial Court to hold a secret ballot to determine whether or not collective bargaining arrangements should end.
A worker can only make such an application after three years of statutory recognition. However, unlike employers, they do not need to first make a request to the union (or even the employer) to end bargaining arrangements.
The Industrial Court will only accept the worker's ballot application if:
- it is made in the proper form
- they have copied the application and any supporting documents to both you and the union
- at least 10 per cent of the workers in the bargaining unit favour derecognition
- a majority of the workers in the bargaining unit are likely to favour derecognition
- there hasn't been a previous application for an end to the bargaining arrangements in the last three years
The Industrial Court's decision following the worker's application
Starting with the day after that on which it receives the worker's application, the Industrial Court normally has ten working days in which to decide whether or not the worker's application to the Industrial Court is admissible.
If the Industrial Court decides that the worker's application is not admissible, it won't accept the application and the issue ends there.
If the Industrial Court decides that the worker's application is admissible, it will accept the application. The Industrial Court will then give notice of this acceptance decision to you, the worker and the union.
In reaching its decision, the Industrial Court panel may, where it considers it appropriate, convene a hearing. The parties will be invited to attend and present evidence to the panel.
The consequences of the Industrial Court accepting the worker's application
Where the Industrial Court accepts a worker's application, it normally has 20 working days - starting with the day after the Industrial Court gives notice that it has accepted the application - to help you, the union and the worker negotiate with a view to either agreeing that the worker will withdraw the application, or reaching an agreement that the parties will end the bargaining arrangements.
If - in the 20-day period - the parties agree to end the bargaining arrangements or the worker agrees to withdraw the application, the Industrial Court will cease its considerations.
If the parties fail to reach an agreement in the 20-day period, the Industrial Court must arrange for the holding of a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
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Statutory derecognition of a trade union: falling union membership in the bargaining unit
Seeking to derecognise a trade union where union membership in the bargaining unit falls below half.
Sometimes, a trade union obtains statutory recognition without a ballot because more than 50% of the bargaining unit were union members.
If you recognised a union under these circumstances but you believe that union membership in the bargaining unit has since fallen to below 50%, you can - after at least three years of recognition - apply to the Industrial Court to hold a secret ballot to decide whether recognition should end.
Your request to the union
Before applying to the Industrial Court, you must make a request to the union, asking it to voluntarily end collective bargaining arrangements.
To be valid, your request must:
- be in writing
- be received by the union
- identify the bargaining arrangements
- state that fewer than half the workers in the bargaining unit are members of the union
- state that the request is made under Schedule 1A of the Trade Union and Labour Relations (Northern Ireland) Order 1995
Once the union receives your request, you and the union - 'the parties' - have ten working days, starting with the day after the union receives your request, to agree to end the bargaining arrangements.
During this ten-day period, the parties may request the assistance of the LRA in their negotiations. The parties can agree to extend this period as required.
If - before the end of this period - the parties agree to end the bargaining arrangements, the matter ends there.
Your application to the Industrial Court
If the parties fail to agree to end the bargaining arrangements before the end of the ten-day period, you may apply to the Industrial Court for the holding of a secret ballot to decide whether or not collective bargaining should end.
The Industrial Court will only accept your ballot application if:
- it is made in the proper form
- you have copied the application and any supporting documents to the union
- fewer than half the workers in the bargaining unit are members of the union
- there hasn't been a previous application for an end to the bargaining arrangements in the last three years
The Industrial Court's decision following your application
Starting with the day after it receives your application, the Industrial Court normally has ten working days to decide whether or not your request to the union is valid or your application to the Industrial Court is admissible.
If the Industrial Court decides that you have failed to meet either or both of these requirements, it will not accept your application, and the issue ends there.
If the Industrial Court decides that you have met both of these requirements, it will accept your application and arrange for the holding of a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
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Derecognition of a non-independent trade union
How workers may ask the Industrial Court to end collective bargaining with a union that is not certified as independent.
Workers may use the statutory procedure to seek to derecognise a non-independent trade union that their employer has voluntarily recognised.
The reason for derecognition must be that the majority of workers in the bargaining unit do not support the recognition arrangements.
In this case, a worker - or workers - from the bargaining unit can apply to the Industrial Court for derecognition.
The Industrial Court will only accept the application if it believes that:
- the union is not independent - ie it does not have a certificate of independence from the Certification Officer
- at least 10% of the workers in the bargaining unit favour derecognition
- a majority of the workers in the bargaining unit are likely to favour derecognition
If the Industrial Court accepts the application, it will try to help the employer, worker(s) and union to reach an agreement on derecognition.
If an agreement is not reached, the Industrial Court will arrange a secret ballot - see statutory derecognition of a trade union - derecognition ballots.
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Statutory derecognition of a trade union - derecognition ballots
How the Industrial Court arranges ballots where an employer or worker makes a request to derecognise a trade union.
Following a request for statutory derecognition, the Industrial Court may call for a secret ballot to determine whether or not collective bargaining arrangements should end.
Once the Industrial Court has told you and the union - 'the parties' - in writing that there will be a ballot, the parties should negotiate and agree access arrangements for the union during the ballot period and send a copy of the access agreements to the Industrial Court case manager.
Where necessary, the Industrial Court may arrange a hearing on access so that it can determine an access arrangement.
The form of ballot
The Industrial Court has to decide whether the ballot should be a workplace ballot, a postal ballot or a combination of the two.
The Industrial Court decision will depend on factors such as:
- costs and practicality
- the preference of the parties
- the chance of the ballot being affected by unfairness or malpractice if it were conducted at a workplace
Conduct in the run up to and during a recognition ballot
If it decides to hold a ballot, the Industrial Court will appoint a qualified independent person (QIP) to conduct it within 20 working days of being appointed - although the Industrial Court has discretion to choose a longer period.
The QIP will come from a body specified in legislation.
You must:
- Co-operate generally with the union and QIP relating to the ballot.
- Not make an offer to a worker or workers that induces them not attending a relevant meeting between the union and the workers.
- Not take or threaten to take any action against a worker because they attended or took part in a relevant meeting or they indicated their intention to do so.
- Give the union reasonable access to the workers in the bargaining unit in accordance with the code of practice on access and unfair practices during recognition and derecognition ballots.
- Pass names and addresses of workers in the bargaining unit to the Industrial Court within ten working days, starting with the day after you were informed of the QIP's name and ballot arrangements. You must also give the Industrial Court details of any workers joining or leaving the bargaining unit.
If it is found that you have failed to comply with any of the duties above, the Industrial Court can order you to remedy the failure within a set timescale. If you fail to remedy the failure, the Industrial Court can refuse your application for derecognition.
During the balloting period, the union is entitled to access the workers belonging to the bargaining unit. Both you and the union must not, at this time, use 'unfair practices' to influence the ballot result.
Examples of unfair practices include offering money to a worker to vote in a particular way and dismissing - or threatening to dismiss or take disciplinary action against - a worker for voting in the ballot.
Unfair practices complaints
An unfair practices complaint must be made on - or before - the first working day after the date of the ballot or - if votes can be cast on more than one day such as in a postal ballot - the last of those days.
Following a valid complaint, the Industrial Court normally has ten working days in which to decide whether the complaint is well founded, starting with the day following receipt of the complaint.
If the Industrial Court decides that the complaint is well founded, it will declare this finding and may then issue a remedial order telling the party what steps it must take in order to mitigate the effect of the unfair practice and when to take those steps by, and/or give notice to the parties that a secret ballot will be held - in effect ordering a new ballot.
Circumstances where a ballot may be abandoned
In some circumstances, the Industrial Court has the power to cancel a ballot and:
- if the party concerned is you, refuse your application for derecognition
- if the party concerned is the union, issue a declaration that collective bargaining is to end
These circumstances are where the Industrial Court:
- declares that both an unfair practice complaint is well founded and the unfair practice consisted of - or included - the use of violence or the dismissal of a union official
- has issued to a party an unfair practices remedial order but the party fails to comply with it
- having issued an unfair practices remedial order to a party, declares that a complaint that the same party used an unfair practice is well founded
If the 'failing' party is you, the applicant worker and/or the union may enforce obedience to the law.
Where it orders a fresh ballot, refuses your application or declares an unfair practice complaint as well founded, the Industrial Court will:
- Take steps to cancel the 'original' ballot. If that ballot is held anyway, the result will not have any effect.
- If a fresh ballot is held, make certain changes to the usual ballot procedure.
Informing the parties of the result of the recognition ballot
The Industrial Court will inform the parties of the ballot result and its consequences.
In order for collective bargaining arrangements to end as the result of a ballot, a majority of those voting, and at least 40 per cent of the workers in the bargaining unit, must vote in favour of ending those arrangements.
If you fail to get the necessary support, you must wait three years before making a new application involving the same - or substantially the same - bargaining unit.
If the union is derecognised as a result of the ballot, the Industrial Court will declare that the bargaining arrangements are to cease to have effect on a specified date.
The Industrial Court cannot accept any applications for statutory recognition from the union in respect of that bargaining unit - or one substantially the same - if the union makes the application within three years of the day after that on which the Industrial Court issued its declaration.
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