

The benefits to employers of employing a part-time worker.
Employing part-time workers has a range of potential business benefits, such as:
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:
However, there are other part-time working options that may suit your business needs:
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.
How employers can bring part-time workers into their business.
If you decide to employ part-time workers, you should ensure that:
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:
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.
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.
Make sure that:
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:
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:
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.
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.
Compared with full-time workers, part-time workers should receive equal:
Part-time workers must receive the same rate of pay as full-time workers carrying out work of equal value.
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.
For working outside normal contractual hours, eg bonus pay, shift allowances, unsocial hours payments and weekend payments.
Compared with full-time workers, part-time workers should receive equal:
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:
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.
Case law has determined that 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.
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.
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 this 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.
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.
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 Thursday and Friday or Wednesday, Thursday, and Friday, using Wednesday as a handover period.
As an employer, the benefits of job-sharing include:
The advantages of job-sharing for workers include:
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.
Once the job sharers are in place, you need to ensure that:
Measure both job sharers' performance against full-time staff members. 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.
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.
Before taking a decision, you need to consider:
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.
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:
If you refuse the request, you should explain why and/or look for alternative ways of reshaping the job.
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.
If you are a larger employer, you could consider:
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 types of flexible working.
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.
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 change an employee's terms of employment.
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 inform and consult your employees.
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:
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
For more on the continuous service requirements for these payments, see our guidance on:
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
See dismissing employees.
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right | Minimum period of continuous employment needed to qualify | Qualification date | Further information |
---|---|---|---|
Guarantee payment | One month. | The day before that in respect of which the guarantee payment is claimed. | Pay: employer obligations |
Remuneration on suspension on medical grounds | One month. | The day before that on which the suspension begins. | |
Notice of termination | One month. | Date notice is given. | Issue the correct periods of notice |
Written statement of the particulars of employment | One month. | The written statement | |
Maternity pay | 26 weeks. | End of the 15th week before the expected week of childbirth. | Maternity leave and pay |
Paternity leave and pay (births) | 26 weeks. | End of the 15th week before the expected week of childbirth. | Paternity leave and pay |
Paternity leave and pay (UK adoptions) | 26 weeks. | End of the week in which the main adopter was notified of having been matched with the child for adoption. | Paternity leave and pay |
Paternity leave and pay (overseas adoptions) | 26 weeks. | End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. | Paternity leave and pay |
Adoption leave and pay (UK adoptions) | 26 weeks in respect of adoption pay but adoption leave is a day one right. | End of the week which adopter was notified of having been matched with the child for adoption. | Adoption leave and pay |
Adoption leave and pay (overseas adoptions) | 26 weeks in respect of adoption pay and adoption leave. | End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. | Adoption leave and pay |
Parental bereavement leave and pay | 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. | The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. | Parental Bereavement Leave and Pay |
Right to make a flexible working request | 26 weeks. | Date of application. | Flexible working: the law and best practice |
Parental leave | One year. | The start date of their first period of parental leave. | Parental leave and time off for dependants |
Written statement of reasons for dismissal | One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). | Generally, the last day on which the employee worked. | Dismissing employees |
Right to claim unfair dismissal | Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). | The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. | Dismissing employees |
Redundancy payment | Two years. | The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. | Redundancy: the options |
Paid time off to look for work or to arrange training when being made redundant | Two years. | If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. | Redundancy: the options |
To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this | Four years unless continuation of the fixed-term contract can be objectively justified. | The date on which the employee acquired four years of continuous service. | Recruiting staff |
See qualifying periods for employment rights - Labour Relations Agency (LRA) guidance.
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
For more on the continuous service requirements for these payments, see our guidance on:
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
See dismissing employees.
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right | Minimum period of continuous employment needed to qualify | Qualification date | Further information |
---|---|---|---|
Guarantee payment | One month. | The day before that in respect of which the guarantee payment is claimed. | Pay: employer obligations |
Remuneration on suspension on medical grounds | One month. | The day before that on which the suspension begins. | |
Notice of termination | One month. | Date notice is given. | Issue the correct periods of notice |
Written statement of the particulars of employment | One month. | The written statement | |
Maternity pay | 26 weeks. | End of the 15th week before the expected week of childbirth. | Maternity leave and pay |
Paternity leave and pay (births) | 26 weeks. | End of the 15th week before the expected week of childbirth. | Paternity leave and pay |
Paternity leave and pay (UK adoptions) | 26 weeks. | End of the week in which the main adopter was notified of having been matched with the child for adoption. | Paternity leave and pay |
Paternity leave and pay (overseas adoptions) | 26 weeks. | End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. | Paternity leave and pay |
Adoption leave and pay (UK adoptions) | 26 weeks in respect of adoption pay but adoption leave is a day one right. | End of the week which adopter was notified of having been matched with the child for adoption. | Adoption leave and pay |
Adoption leave and pay (overseas adoptions) | 26 weeks in respect of adoption pay and adoption leave. | End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. | Adoption leave and pay |
Parental bereavement leave and pay | 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. | The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. | Parental Bereavement Leave and Pay |
Right to make a flexible working request | 26 weeks. | Date of application. | Flexible working: the law and best practice |
Parental leave | One year. | The start date of their first period of parental leave. | Parental leave and time off for dependants |
Written statement of reasons for dismissal | One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). | Generally, the last day on which the employee worked. | Dismissing employees |
Right to claim unfair dismissal | Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). | The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. | Dismissing employees |
Redundancy payment | Two years. | The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. | Redundancy: the options |
Paid time off to look for work or to arrange training when being made redundant | Two years. | If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. | Redundancy: the options |
To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this | Four years unless continuation of the fixed-term contract can be objectively justified. | The date on which the employee acquired four years of continuous service. | Recruiting staff |
See qualifying periods for employment rights - Labour Relations Agency (LRA) guidance.
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
For more on the continuous service requirements for these payments, see our guidance on:
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
See dismissing employees.
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right | Minimum period of continuous employment needed to qualify | Qualification date | Further information |
---|---|---|---|
Guarantee payment | One month. | The day before that in respect of which the guarantee payment is claimed. | Pay: employer obligations |
Remuneration on suspension on medical grounds | One month. | The day before that on which the suspension begins. | |
Notice of termination | One month. | Date notice is given. | Issue the correct periods of notice |
Written statement of the particulars of employment | One month. | The written statement | |
Maternity pay | 26 weeks. | End of the 15th week before the expected week of childbirth. | Maternity leave and pay |
Paternity leave and pay (births) | 26 weeks. | End of the 15th week before the expected week of childbirth. | Paternity leave and pay |
Paternity leave and pay (UK adoptions) | 26 weeks. | End of the week in which the main adopter was notified of having been matched with the child for adoption. | Paternity leave and pay |
Paternity leave and pay (overseas adoptions) | 26 weeks. | End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. | Paternity leave and pay |
Adoption leave and pay (UK adoptions) | 26 weeks in respect of adoption pay but adoption leave is a day one right. | End of the week which adopter was notified of having been matched with the child for adoption. | Adoption leave and pay |
Adoption leave and pay (overseas adoptions) | 26 weeks in respect of adoption pay and adoption leave. | End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. | Adoption leave and pay |
Parental bereavement leave and pay | 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. | The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. | Parental Bereavement Leave and Pay |
Right to make a flexible working request | 26 weeks. | Date of application. | Flexible working: the law and best practice |
Parental leave | One year. | The start date of their first period of parental leave. | Parental leave and time off for dependants |
Written statement of reasons for dismissal | One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). | Generally, the last day on which the employee worked. | Dismissing employees |
Right to claim unfair dismissal | Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). | The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. | Dismissing employees |
Redundancy payment | Two years. | The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. | Redundancy: the options |
Paid time off to look for work or to arrange training when being made redundant | Two years. | If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. | Redundancy: the options |
To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this | Four years unless continuation of the fixed-term contract can be objectively justified. | The date on which the employee acquired four years of continuous service. | Recruiting staff |
See qualifying periods for employment rights - Labour Relations Agency (LRA) guidance.
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
For more on the continuous service requirements for these payments, see our guidance on:
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
See dismissing employees.
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right | Minimum period of continuous employment needed to qualify | Qualification date | Further information |
---|---|---|---|
Guarantee payment | One month. | The day before that in respect of which the guarantee payment is claimed. | Pay: employer obligations |
Remuneration on suspension on medical grounds | One month. | The day before that on which the suspension begins. | |
Notice of termination | One month. | Date notice is given. | Issue the correct periods of notice |
Written statement of the particulars of employment | One month. | The written statement | |
Maternity pay | 26 weeks. | End of the 15th week before the expected week of childbirth. | Maternity leave and pay |
Paternity leave and pay (births) | 26 weeks. | End of the 15th week before the expected week of childbirth. | Paternity leave and pay |
Paternity leave and pay (UK adoptions) | 26 weeks. | End of the week in which the main adopter was notified of having been matched with the child for adoption. | Paternity leave and pay |
Paternity leave and pay (overseas adoptions) | 26 weeks. | End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. | Paternity leave and pay |
Adoption leave and pay (UK adoptions) | 26 weeks in respect of adoption pay but adoption leave is a day one right. | End of the week which adopter was notified of having been matched with the child for adoption. | Adoption leave and pay |
Adoption leave and pay (overseas adoptions) | 26 weeks in respect of adoption pay and adoption leave. | End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. | Adoption leave and pay |
Parental bereavement leave and pay | 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. | The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. | Parental Bereavement Leave and Pay |
Right to make a flexible working request | 26 weeks. | Date of application. | Flexible working: the law and best practice |
Parental leave | One year. | The start date of their first period of parental leave. | Parental leave and time off for dependants |
Written statement of reasons for dismissal | One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). | Generally, the last day on which the employee worked. | Dismissing employees |
Right to claim unfair dismissal | Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). | The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. | Dismissing employees |
Redundancy payment | Two years. | The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. | Redundancy: the options |
Paid time off to look for work or to arrange training when being made redundant | Two years. | If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. | Redundancy: the options |
To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this | Four years unless continuation of the fixed-term contract can be objectively justified. | The date on which the employee acquired four years of continuous service. | Recruiting staff |
See qualifying periods for employment rights - Labour Relations Agency (LRA) guidance.
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
For more on the continuous service requirements for these payments, see our guidance on:
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
See dismissing employees.
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right | Minimum period of continuous employment needed to qualify | Qualification date | Further information |
---|---|---|---|
Guarantee payment | One month. | The day before that in respect of which the guarantee payment is claimed. | Pay: employer obligations |
Remuneration on suspension on medical grounds | One month. | The day before that on which the suspension begins. | |
Notice of termination | One month. | Date notice is given. | Issue the correct periods of notice |
Written statement of the particulars of employment | One month. | The written statement | |
Maternity pay | 26 weeks. | End of the 15th week before the expected week of childbirth. | Maternity leave and pay |
Paternity leave and pay (births) | 26 weeks. | End of the 15th week before the expected week of childbirth. | Paternity leave and pay |
Paternity leave and pay (UK adoptions) | 26 weeks. | End of the week in which the main adopter was notified of having been matched with the child for adoption. | Paternity leave and pay |
Paternity leave and pay (overseas adoptions) | 26 weeks. | End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. | Paternity leave and pay |
Adoption leave and pay (UK adoptions) | 26 weeks in respect of adoption pay but adoption leave is a day one right. | End of the week which adopter was notified of having been matched with the child for adoption. | Adoption leave and pay |
Adoption leave and pay (overseas adoptions) | 26 weeks in respect of adoption pay and adoption leave. | End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. | Adoption leave and pay |
Parental bereavement leave and pay | 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. | The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. | Parental Bereavement Leave and Pay |
Right to make a flexible working request | 26 weeks. | Date of application. | Flexible working: the law and best practice |
Parental leave | One year. | The start date of their first period of parental leave. | Parental leave and time off for dependants |
Written statement of reasons for dismissal | One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). | Generally, the last day on which the employee worked. | Dismissing employees |
Right to claim unfair dismissal | Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). | The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. | Dismissing employees |
Redundancy payment | Two years. | The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. | Redundancy: the options |
Paid time off to look for work or to arrange training when being made redundant | Two years. | If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. | Redundancy: the options |
To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this | Four years unless continuation of the fixed-term contract can be objectively justified. | The date on which the employee acquired four years of continuous service. | Recruiting staff |
See qualifying periods for employment rights - Labour Relations Agency (LRA) guidance.
The right of job applicants not to be treated unfairly by a prospective employer as a result of trade union membership status.
An individual has the right not to be refused employment because:
It is unlawful for an employer to refuse employment in contravention of any of these rights.
'Employment' means employment under a contract of service or apprenticeship.
It does not include self-employment under a contract for services.
The term 'trade union' means:
A person will be regarded as having been refused the employment they are seeking if the prospective employer or agent acting on the employer's behalf:
Where a person is offered employment subject to any of the requirements listed below and they do not accept the offer because they do not satisfy the requirement, or are unwilling to comply with it, they will be regarded as having been unlawfully refused employment for that reason.
The requirements are that:
Where a job advertisement appears specifying any of the union membership or non-membership requirements listed above, a person who does not satisfy the requirements, or is unwilling to comply with them, and who applies for and is refused the job, will be presumed to have been refused it unlawfully.
'Advertisement' means every form of advertisement or notice, whether to the public or not. For example, it could be an advertisement in a newspaper or periodical, or a notice posted in or outside a factory.
Where there is an arrangement or practice under which an employer recruits only people who have been supplied - ie put forward or approved - by a trade union from among its membership, a person who is not a member of the trade union concerned and who is refused the employment because they have not been supplied by the union, will be regarded as having been refused employment because they are not a union member.
The right of job applicants not to be treated unfairly by an employment agency as a result of trade union membership status.
An individual has the right not to be refused the services of an employment agency because:
It is unlawful for an employment agency to refuse its services in contravention of any of these rights.
The term 'trade union' means:
'Employment agency' means any person or organisation that provides services - whether for profit or not - for the purpose of finding employment for workers or supplying employers with workers.
A trade union is not regarded as an employment agency if it provides services only to its own members to assist them in finding employment.
However, if a trade union provides such services to non-members, it will be regarded as an employment agency.
A person who seeks to use the services of an employment agency will be regarded as having been refused that service if the agency:
Where a person is offered the service of an employment agency, subject to any of the requirements listed below, and they do not accept the offer because they do not satisfy the requirement, or are unwilling to comply with it, they will be regarded as having been unlawfully refused the service for that reason.
The requirements are that:
Where an advertisement about the services of an employment agency specifies any of the union membership or non-membership requirements listed above, a person who does not satisfy the requirements or is unwilling to comply with them, and who seeks to use and is refused the services, will be presumed to have been refused them unlawfully.
'Advertisement' means every form of advertisement or notice, whether to the public or not. For example, it could be a list of job vacancies supplied by an employment agency to people who have registered with that agency.
Industrial tribunal claims where an individual has been refused employment or the services of an employment agency.
Individuals can make an industrial tribunal claim if they think they have been unlawfully refused employment or the services of an employment agency on trade union membership grounds - see trade union membership rights of job applicants - employers and trade union membership rights of job applicants - employment agencies.
An individual - the claimant - can bring a claim against either or both a prospective employer and an employment agency where the claim arises out of the same situation.
If a claimant brings a claim against only one of them, either the employer/employment agency or the claimant can ask the tribunal to join the other - ie either the employment agency or employer - as a party to the proceedings.
A tribunal will grant such a request if it is made before the hearing begins. However, the tribunal may refuse the request if it is not made until after the start of the hearing. This 'request for joinder' cannot be made after the tribunal has decided whether or not the claim was well founded.
If a claimant brings a claim against both an employer and an employment agency or if joinder has been granted and the tribunal finds the claim to be well founded against both the employer and the agency, the tribunal can order any compensation it may award to be paid only by the employment agency, paid only by the employer or divided between the two.
If the prospective employer or employment agency claims that they were induced to act unlawfully by pressure exerted on them by a trade union or other person - eg by threatening or organising industrial action - they can ask the Industrial Tribunal to join the trade union or other person as a party to the proceedings.
The claimant can also ask that a trade union or other person be joined as a party to the proceedings if they believe that they induced the employer or employment agency by these means to act unlawfully.
A tribunal will grant such a request for joinder - made by either the prospective employer/employment agency or the claimant - if the request is made before the hearing begins. However, the tribunal may refuse the request if it is made after the start of the hearing.
A request for joinder cannot be made after the tribunal has decided whether or not the claim was well-founded.
Where a trade union or other person has been joined to the proceedings and the tribunal finds the claim to be well-founded, it will also consider whether pressure was exerted on the prospective employer or employment agency, as alleged.
If the tribunal finds that such pressure was exerted, it can order the trade union or other person to pay some or all of any compensation it may award.
If a tribunal finds that an individual has been unlawfully refused employment or the services of an employment agency because of their membership or non-membership of a trade union, it will make a declaration to that effect.
The tribunal may also:
The tribunal will assess and award compensation as it sees fit. It may include compensation for injury to feelings.
In cases where a claim is made and upheld against a party and they fail without reasonable justification to comply with a recommendation to take action, the tribunal may increase its award of compensation, or make an award if it has not already done so.
The amount of compensation payable, including any additional compensation awarded for failure to comply with a recommendation, is subject to an upper limit.
The rights of those in work not to be treated unfairly as a result of trade union membership or non-membership.
You must not treat employees and other workers unfairly on the grounds of trade union membership or non-membership. Unfair treatment includes dismissal and subjecting a worker to a detriment.
The term 'trade union' includes:
A person can be subjected to a detriment through either an act or a deliberate decision not to act by an employer. Whether a worker has suffered a detriment is for an industrial tribunal to decide.
Examples of a detriment include withholding a pay increase, discrimination in promotion, transfer or training opportunities, or threats of dismissal. For a worker who is not an employee, a detriment could also be ending their employment.
In addition, a detriment could be the failure to confer a benefit on a person who failed to accept an unlawful inducement that would have been conferred on them had they accepted the offer.
For example, if an employer offered £1,000 to workers with the sole or main purpose of inducing them to give up their trade union membership, any worker who did not accept that offer and was therefore not paid the £1,000 would have been subjected to a detriment of £1,000.
No person has to join or remain a member of, a trade union.
All employees have the right:
In addition, all employees and other workers have the right:
Employees have the right not to be dismissed for refusing to make a payment, eg to a union or a charity, in lieu of union membership or for objecting to their employer deducting a sum of money from their pay to make such a payment.
Employees and other workers have the right not to have other action taken by their employer to force them to make such a payment. If their employer deducts a sum of money from their pay, this counts as an action to force them to make such a payment.
All employees have the right:
In addition, all employees and other workers have the right:
Individuals who think that any of their rights as set out above have been infringed can make an industrial tribunal claim. For more information, see tribunal claims: discrimination against workers on TU membership grounds.
Industrial tribunal claims when workers are discriminated against due to trade union membership.
Individuals who think that any of their rights (as set out in trade union membership rights in the workplace) have been infringed can make an Industrial Tribunal claim.
If an employee has been dismissed - including cases where they have been dismissed on grounds of redundancy - their claim is one of unfair dismissal.
If an employee or other worker considers that they have been subjected to a detriment by an act, or deliberate failure to act, by their employer, their claim is one of detriment.
For the detriment to be unlawful, the person must have been subjected to it with the intention of putting pressure on them in respect of non-membership or membership of a union, or for other unlawful purposes relating to failure to accept unlawful inducements.
If a worker believes that you have made an unlawful inducement relating to trade union membership as described above, their claim is one of unlawful inducement.
An employer who faces a claim of unfair dismissal may have dismissed the employee concerned as a result of pressure applied by a union or other person because the employee was not a member of a trade union. The pressure could be in the form of actual or threatened industrial action.
If the employer or the employee making the complaint claims this is so, either of them may make a request to the tribunal for the union or other person concerned to be joined - ie brought in as a party - to the proceedings.
A request by either an employer or a dismissed employee for a trade union or other person in unfair dismissal proceedings to be joined in this way will be granted by the tribunal if it is made before the hearing begins. However, the tribunal may refuse the request if it is made after the start of the hearing.
If the tribunal finds the dismissal unfair and the claim of pressure well founded, it may make any award of compensation wholly or partly against the union or other person concerned instead of - or as well as - against the employer.
The compensatory awards for the claims in relation to union membership, non-membership, and unlawful inducements vary. For more information, see current tribunal and arbitration compensation limits.
Note that in cases where a worker makes a related claim to the tribunal concerning detriment and the tribunal upholds that claim, the tribunal may award compensation for the detriment suffered.
In deciding the amount of such compensation, a tribunal may not make a reduction on the ground that a complainant:
If a worker has accepted an unlawful inducement, 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.
In such circumstances, the employer cannot recover any cash paid or other benefits conferred on the worker concerned.
However, in cases where the agreed variation of terms and conditions has been effected, those variations are enforceable.
The right of workers who are union members not to be treated unfairly when interacting with their union.
You must not treat employees and other workers unfairly on the grounds that they have taken part in the activities of the trade union to which they belong or have made use of their union's services at an appropriate time.
Unfair treatment includes dismissal and subjecting a worker to a detriment.
The term 'trade union' includes:
Detriment can be either an act or a deliberate decision not to act by an employer. Whether an employee or other worker has suffered a detriment is for a tribunal to decide.
Examples of a detriment would be withholding a pay increase, discrimination in promotion, transfer or training opportunities, or threats of dismissal. For a worker who is not an employee, detriment could also take the form of dismissal.
In addition, a detriment could be the failure to confer a benefit on a person who failed to accept an unlawful inducement that would have been conferred on them had they accepted the offer.
For example, if an employer offered £1,000 to workers not to take advice from their union, any worker who did not accept that offer and was therefore not paid the £1,000 would have been subjected to a detriment of £1,000.
All employees have the following rights relating to their trade union activities:
In addition, all employees and other workers have the right:
The kinds of union activity a worker may take part in are not set out in law. However, union activities involving a worker acting on behalf of the union would be covered, eg a shop steward representing a union that is recognised for collective bargaining purposes or activities connected with the election or appointment of union officials.
All employees have the following rights relating to the use they make of their union's services:
In addition, all employees and other workers have the right:
'Trade union services' are services made available to an employee or other worker by virtue of their membership of an independent trade union. They include the union agreeing to raise a matter on behalf of the employee or other worker by, for example, writing to the employer about a grievance.
However, such services do not include having a member's terms and conditions determined by collective agreement.
The 'appropriate time' for the union member to take part in union activities or to make use of their union's services is time either:
Rights to reasonable time off for trade union duties and activities also exist where an employer recognises a union for collective bargaining. For more information on collective bargaining, see meaning and types of trade union recognition.
Individuals who think that any of their rights as set out above have been infringed can complain to an industrial tribunal. See tribunal claims: discrimination regarding trade union activities and services.
Industrial tribunal claims due to discrimination relating to trade union activities and services.
Individuals who think that any of their rights (as in rights of workers relating to trade union activities and services) 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 employees or other workers consider that they have been subjected to a detriment by an act, or deliberate failure to act, by their employer, their complaint is one of detriment.
If employees or other workers consider that you have made an unlawful inducement relating to trade union activities and services, their complaint is one of unlawful inducement.
The compensatory awards for the claims in relation to dismissal and detriment vary. A tribunal can make an award to an individual for claims of unlawful inducements in relation to trade union membership/non-membership, activities, or collective bargaining. For more information, see 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, a tribunal may not make a reduction on the ground that a complainant:
If an employee or other worker accepts an unlawful inducement, 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 employee or worker concerned.
However, in cases where the agreed variation of terms and conditions has been effected, those variations are enforceable.
Rights to time off for union duties and activities and the circumstances under which this should be paid time off.
Trade union officials and members have rights to time off under certain circumstances. The time off may or may not be paid.
You must give an employee who is an official of a recognised union reasonable paid time off:
A trade union official's typical duties may include:
You must give union officials and members reasonable unpaid time off for carrying out union activities.
Such activities might include:
Individuals who think that any of these rights have been infringed can complain to an industrial tribunal.
If the tribunal finds the complaint well founded, it will make a declaration to that effect and award compensation as it sees fit.
In cases where the employer has failed to pay the employee for the time off, it will order the employer to pay the amount due.
The rights of union learning representatives, including arranging and undertaking training.
Union learning representatives have the same status as union officials and are allowed paid time off to carry out their duties.
Union learning representatives are:
Union learning representatives have a legal right to reasonable paid time off during working hours to carry out their duties, which may include:
The law does not assign a negotiating role to union learning representatives. However, some employers have voluntarily negotiated learning agreements with their union learning representatives.
Union learning representatives can be a source of expert advice. They cost you comparatively little and can help with identifying the training needs of staff and encouraging a learning culture within the company.
Description of the law that prohibits the blacklisting of trade unionists.
From 6 April 2014 the Employment Relations (Northern Ireland) Order 1999 (Blacklists) Regulations (Northern Ireland) 2014 came into operation which prohibits the blacklisting of trade unionists.
The Regulations make it unlawful to compile, supply, sell or use a 'prohibited list' (ie a blacklist).
Employers and employment agencies cannot:
A blacklist must:
Blacklists would include any index or other set of items whether recorded manually, electronically or in other forms, and can include haphazard or unstructured collections of information with a common connection - such as a shared purpose.
You can act unlawfully if you indirectly access a blacklist. It may not be a defence for you to claim that you did not know you were using information from a blacklist.
Everyone on a blacklist is protected, even non-trade union members.
There are some incidences where the law does not prohibit blacklists. It is lawful if you:
It is also lawful to access a blacklist either:
If an employer is suspected of blacklisting, or an employment agency refuses employment based on blacklist information, they could be taken to an industrial tribunal.
If successful in an Industrial Tribunal, the claimant could be awarded compensation.
A claim to a court can be made by anyone if they have suffered loss or been threatened by a potential loss.
If a complaint is successful, the court can award damages and compensation for injury to feelings. They are also empowered to make orders to stop organisations from blacklisting or using blacklists.
An individual cannot make a complaint to an Industrial Tribunal and the court in relation to the same conduct. However, if a complaint is made to an industrial tribunal, the same complainant could also ask the court to restrain or prevent an employer from blacklisting.
Minimum and maximum amounts that may be ordered to be paid by a tribunal.
The following table lists the different tribunal and arbitration compensation awards and the most recent changes to their limits in the Employment Rights (Increase of Limits) Order (Northern Ireland) 2025.
Compensation | From 6 April 2024 | From 6 April 2025 |
---|---|---|
Maximum basic award for unfair dismissal (30 weeks' pay, subject to the limit on a week's pay) | £21,870 | £22,470 |
Minimum additional award for failure to comply with a tribunal's order to reinstate or re-employ an employee who has been unfairly dismissed (26 weeks' pay, subject to the limit on a week's pay) | £18,954 | £19,474 |
Maximum additional award for failure to comply with a tribunal's order to reinstate or re-employ an employee who has been unfairly dismissed (52 weeks' pay, subject to the limit on a week's pay) | £37,908 | £38,948 |
Maximum amount of 'a week's pay' for the purpose of calculating a redundancy payment or for various awards including the basic or additional award of compensation for unfair dismissal | £729 | £749 |
Minimum amount of basic award of compensation where dismissal is unfair | £8,863 | £9,102 |
Limit on amount of compensatory award for unfair dismissal | £115,341 | £118,455 |
Limit on guarantee pay (per day) | £38 | £39 |
Amount of award for unlawful inducement relating to trade union membership, activities, or services, or for unlawful inducement relating to collective bargaining | £5,861 | £6,019 |
Minimum amount of compensation where an individual is expelled from a union in contravention of Article 38 of the Trade Union and Labour Relations (Northern Ireland) Order 1995 and not readmitted by date of tribunal application | £13,292 | £13,651 |
Limit on amount in respect of any one week payable to an employee in respect of debt to which Part XIV of the 1996 Order applies and which is referable to a period of time | £729 | £749 |
The limit for the maximum award in breach of contract cases is £25,000.
Details that you should include in job descriptions and person specifications when recruiting new staff.
A job description outlines the overall purpose of a job role and the main tasks to be carried out by the job holder. A person specification lists the qualifications, skills and experience needed by the candidate to perform the job role.
Preparing a job description is not a legal requirement but it will help you to decide what type of person you are looking for and to write the job advert.
A job description should include:
If you are recruiting a manager, decide what their additional responsibilities will be and the specific skills they will need - eg line management or team leadership experience.
It is not a legal requirement to include a person specification in your job advert. Howver, a person specification can help ensure all applicants are scrutinised systematically using the same criteria. This will ensure that your selected shortlist can be justified on objective criteria if an appointment is challenged following the conclusion of the recruitment process.
If you do decide to have a person specification, include the essential and desirable knowledge, experience and skills you would like the successful applicant to have.
It is essential to not discriminate when writing your job description or person specification - see how to prevent discrimination and value diversity.
Read guidance on recruitment and advertising from the Equality Commission.
Tips for employers on what to include in an effective job advertisement.
A well-written job advertisement that clearly outlines the job role, what your company does, and what qualifications and experience are required from a successful candidate will help you attract the right talent and simplify your recruitment process.
A good job advertisement should:
See writing a person specification and job description.
Read guidance on recruitment advertising from the Equality Commission.
Where and how to advertise your job vacancy to maximise your chances of getting the right person to work for you.
There are a range of options available to you when advertising a job vacancy. These include:
Think about who you want to read the advertisement, how long it should run for, how quickly you want a response, and how much you can afford to pay.
Consider the costs. Advertising ina newspaper can be expensive but may not be as effective as some online methods that may cost very little to advertise on. Time the advertisement of your job vacancy carefully, eg avoid advertising during holiday periods including Chistmas and the busiest periods for summer holidays.
The network of 35 Jobs and Benefits offices throughout Northern Ireland offers a range of no-cost services to help you find suitable staff.
Find your local Jobs & Benefits Office.
Register your business with JobApplyNI.com and submit your vacancies online.
The information you should provide to an employment agency when recruiting new staff.
Employment agencies can find you either temporary or permanent staff, depending on your needs.
You should agree fees and terms before you appoint an employment agency to find candidates on your behalf.
Your agency should ask the following questions each time you ask them to fill a vacancy:
In addition, when using an agency to recruit permanent members of staff, the agency should also ask:
(a) Eight weeks from the day after the day on which they were last supplied to you by the agency
(b) Fourteen weeks from the first day on which the worker was supplied to you by the agency
Employment agencies must comply with the Employment (Miscellaneous Provisions) (NI) Order 1981 (as amended) and the Conduct of Employment Agencies and Employment Businesses Regulations (NI) 2005 (as amended).
If you are unhappy with your agency, you can make a complaint by contacting the Department for the Economy (DfE) Employment Agency Inspectorate Helpline on Tel 028 9025 7796.
Employers can weigh up the options for recruiting new staff either by requesting CVs or using job application forms.
Employers have two main options for inviting applications from candidates for job vacancies:
Download a sample job application form (DOC, 18K).
You must avoid asking discriminatory questions. See how to prevent discrimination and value diversity. Equality Commission guidance on the application process.
Registered employers in Northern Ireland with more than ten full-time employees have a legal duty to monitor the composition of their workforce and of those applying to fill vacancies. Download a sample monitoring questionnaire for job applicants (DOC, 20K).
Read Equality Commission guidance on recruitment advertising.
Who qualifies for the right to make a flexible working request, and the types of flexible working requests.
Certain employees have the statutory right to make a flexible working request. To be eligible to make a flexible working request, a person must:
Further, employed agency workers returning to work from a period of parental leave also have the right to request flexible working.
The right to make a flexible working request is open to all those who meet the above eligibility requirements. It can be made for any reason, and it is not restricted to parents or carers.
Employees can make one application every 12 months unless it relates to a request to consider reasonable adjustments on account of disability under the Disability Discrimination Act 1995.
The 12-month period runs from the date the most recent application was made.
Before making a subsequent request, the employee must still meet the eligibility criteria as outlined above.
The advantages for your business when introducing a flexible working policy.
Introducing a flexible working policy can benefit your business as well as your employees.
Many employers believe that promoting flexible working makes good business sense and brings the following improvements:
Greater cost-effectiveness and efficiency, such as savings on overheads when employees work from home or less downtime for machinery when 24-hour shifts are worked.
The chance to have extended operating hours or more flexible operating hours to meet the demands of global customers in different time zones.
Ability to attract and retain a more diverse and higher-skilled workforce. Also, recruitment costs are reduced if your retention levels are higher.
More job satisfaction and better staff morale if hours are flexible to meet workers' commitments outside of work.
Reduced levels of sickness absence.
Greater continuity as staff, who might otherwise have left, are offered hours they can manage. Many employers find that a better work-life balance has a positive impact on staff retention, and on employee relations, motivation, and commitment. High rates of retention mean that you keep experienced staff who can often offer a better overall service.
Increased customer satisfaction and loyalty as a result of the above.
Improved competitiveness, such as being able to react to changing market conditions more effectively.
The main benefit of working flexibly for your employees is that it gives them the chance to fit other commitments and activities around work and make better use of their free time.
Flexible working can help you as an employer promote a healthy work-life balance for your staff.
Considerations for employers when introducing a flexible working policy and example templates.
You should inform and consult your employees before you introduce a flexible working policy. This may help them understand how flexible working arrangements may impact your business.
When planning to implement a flexible working policy, you will need to consider the following:
The Equality Commission for Northern Ireland has developed a model policy and procedure template for employers on handling requests for flexible working (PDF, 1.07MB) - you can download and personalise this to your business needs.
The Equality Commission for Northern Ireland also hosts free training courses on flexible working on a regular basis as part of its Employer Training Programme.
Find out how to set up employment policies for your business.
Different types of flexible working, such as part-time work, flexi-time, zero-hour contracts, and job sharing.
The term flexible working covers flexibility in terms of the hours that are worked and the location, and includes the following:
Type of flexible work | Explanation |
---|---|
Annualised hours | Employees' contracted hours are calculated over a year. While the majority of shifts are allocated, the remaining hours are kept in reserve so that workers can be called in at short notice as required. See minimum wage for different types of work - paid by the hour. |
Compressed working hours | Employees can cover their standard working hours in fewer working days. See calculating holiday entitlement for atypical workers. |
Flexi-time | Employees have the freedom to work in any way they choose outside a set core of hours determined by the employer. |
Part-time working | Employees are contracted to work less than standard, basic, full-time hours. See options for part-time working. |
Job sharing | One full-time job is split between two employees who agree on the hours between them. See introducing job-sharing. |
Remote or hybrid working | Employees spend all or part of their working week from home or somewhere else away from the normal workplace. See employees working from home. |
Sabbatical/career break | Employees are allowed to take an extended period of time off, either paid or unpaid. |
Self rostering | Employees nominate the shifts they'd prefer, leaving you to compile shift patterns matching their individual preferences while covering all required shifts. |
Shift swapping | Employees arrange shifts among themselves, provided all required shifts are covered. |
Shift working | Work that takes place on a schedule outside the traditional 9am - 5pm working day. It can involve evening or night shifts, early morning shifts, and rotating shifts. |
Staggered hours | Employees have different start, finish, and break times, allowing a business to open longer hours. |
Term-time working | An employee remains on a permanent contract but can take paid/unpaid leave during school holidays. See considering requests to change working hours. |
Voluntary reduced work time | Employees agree to reduce their hours for a fixed period with a guarantee of full-time work when this period ends. |
Flexible arrangements must comply with the law on working time. See hours, rest breaks, and the working week.
Information an employee must provide when making a flexible working request.
An employee's application should set out their desired working pattern and how they think you can accommodate it.
For a flexible working application to be valid, it must:
The employee should allow plenty of time between the date of the application and the date they expect the flexible working arrangement to start. This is to allow you time to look at their application and assess whether or not you can accommodate it.
See form FW (A): Flexible Working Application Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
There are some significant differences between flexible working legislation in Great Britain and Northern Ireland. The LRA has summed up these differences in a short video.
View the LRA's video on the key differences in flexible working legislation.
If you accept an employee's flexible working request, this will be a permanent change to their contractual terms and conditions unless you agree otherwise. See change an employee's terms of employment.
If you or the employee is concerned about this, you could either suggest that they work flexibly over a trial period or agree that the arrangement will be temporary.
Note that employees do not need to provide a reason for their application for flexible working.
Responding to an employee's flexible working request and arranging a meeting to discuss it.
You should acknowledge receipt of the employee's flexible working request in writing.
All statutory flexible working requests must be seriously considered with the aim of deciding whether your business can accommodate the requested work pattern.
Under the statutory procedure, you should hold a meeting with the employee to discuss their request. If you cannot accommodate the requested working pattern, you may still wish to explore alternatives to find a working pattern suitable for both.
You can also agree to a flexible working request simply on the basis of the application itself without the need for a meeting, but it would be good practice to meet with the employee to discuss any practical issues for implementation.
If the application is incomplete, you can ask the employee to resubmit it and inform them that you do not have to consider the application until it is resubmitted.
If the employee refuses to provide you with the information needed, you can treat the application as withdrawn. The employee will not be able to make another application for another 12 months. See the right to request flexible working: eligibility criteria.
You should arrange a meeting with the employee within 28 days of receiving their valid flexible working application. If it is difficult to arrange a meeting within this period, seek the employee's agreement to extend it.
Failure to hold a meeting within the 28-day period or any extension, without the employee's agreement, will be a breach of the procedure.
You should arrange the meeting at an appropriate time and place that is convenient for all.
The employee has the right to be accompanied at the meeting by a single companion who is a worker employed by the same employer as the employee who chooses them.
The companion can address the meeting and confer with the employee during it, but may not answer questions on behalf of the employee.
If the companion is unable to attend the meeting, the employee must seek to rearrange the meeting. It should take place within seven days of the date of the original meeting.
You must pay both the employee and their companion for the time off from their normal working duties to attend the meeting.
If the employee is unable to attend the meeting, they should contact you as soon as possible to explain their absence and allow you to rearrange it for the next mutually convenient time.
If the employee fails to attend the meeting more than once without a reasonable explanation, you can treat their application as withdrawn, and you should write to them to confirm this.
Accepting and refusing an employee's request and trial periods.
You must notify an employee of your decision within 14 days of the meeting to discuss their flexible working request.
If you need more time to consider the request, you must agree to this with the employee.
If you cannot agree to the working pattern asked for, you can still try to reach an agreement with the employee on an alternative arrangement.
If you accept an employee's flexible working request, you must write to them:
If you or the employee is not sure that the proposed flexible working pattern will work in practice, you could try a different working arrangement or consider a trial period for flexible working.
Trial periods can happen at two stages before a formal agreement is reached on the flexible working request:
If you and the employee think that a statutory flexible working arrangement resulting in a permanent change to their contract of employment may not be the best solution, you could consider an informal temporary arrangement.
For example, this may be appropriate when the employee suddenly becomes the carer of an adult with a terminal illness, or they have to care for someone with a fluctuating condition like Parkinson's disease.
You should put any such agreement in writing.
Reasons employers may refuse a flexible working request and how this must be communicated to the employee.
If you decide that you cannot accommodate any kind of flexible working for an employee, you must write to them:
This written notice must be dated.
You can only reject a flexible working request on a limited number of set grounds.
These are:
In your written refusal of a flexible working request, you must explain why the business ground applies in the circumstances. If an employee understands why a business reason is relevant, they are more likely to accept the outcome and be satisfied that you have considered their application seriously - even if it isn't the outcome they wanted.
You do not have to go into a lot of detail, but you should include the key facts about why the business ground applies.
If you decide to reject a flexible working application based on incorrect facts, this will give the employee grounds to make a complaint to an industrial tribunal.
See form FW (C): Flexible Working Application Rejection Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
How an employee should request an appeal if their flexible working request is refused and how an employer must deal with that request.
If an employee believes that you have not properly considered their flexible working request, they may want to appeal your decision to reject it.
The employee must make their appeal in writing within 14 days of receiving your written notice refusing their flexible working request - read more on reaching a decision on a flexible working request.
In the appeal notice, the employee must set out the grounds for making the appeal and ensure that the appeal is dated.
For example, an employee might appeal because they want to:
There are no restrictions on the grounds for appeal.
See form FW (D): Flexible Working Appeal Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
You must arrange the appeal meeting within 14 days of receiving the employee's appeal notice with regard to their flexible working application.
A different manager should ideally hear this appeal, usually at a higher level, than the manager who made the initial decision to reject the flexible working request.
The principles on the right to be accompanied, payment for attending the meeting, and what happens if the employee fails to attend are the same as for the initial meeting - see considering flexible working requests.
You must inform the employee of the outcome of the flexible working request appeal in writing within 14 days after the date of the appeal meeting.
If you change your mind and choose to accept their flexible working request, this notification must:
If you choose to uphold the decision to refuse the flexible working request, this notification must:
This notice amounts to your final decision and ends the formal right to request a flexible working procedure.
See form FW (E): Flexible Working Appeal Reply Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
Extending the time limit to decide on a flexible working request.
There may be occasions where you need more time than the formal statutory procedure allows in order to reach your decision on an employee's request for flexible working.
There are also situations where you may treat the employee's application as withdrawn.
There are two circumstances where the time limits for giving decisions and raising appeals on flexible working requests can be extended.
You might need to extend time limits where, for example, you need more time to consult with other staff or you agree to a trial period to check the suitability of the proposed flexible working arrangement.
The written record of the agreement must:
An automatic extension applies where the individual who normally deals with the flexible working request is absent from work due to leave or illness. Where this is the case, the 28-day period within which a meeting shall be held to discuss a flexible working application commences on the day the individual returns to work, or 28 days after the application is made, whichever is the sooner.
There are no other circumstances where an automatic extension to any period applies.
See form FW (F): Extension of Time Limit in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
There are three circumstances where you can treat an employee's application for flexible working as withdrawn:
1. The employee unreasonably refuses to provide the information you need to consider their application. You should confirm in writing the withdrawal of the application.
2. The employee twice fails to attend a meeting to discuss a request (or a meeting to discuss an appeal) without reasonable cause. You should confirm in writing the withdrawal of the application. However, you should be flexible where, on both occasions, the employee cannot attend due to unforeseen circumstances.
3. The employee decides to withdraw the application. They should notify you as soon as possible in writing. If you don't receive written notification, ask them to confirm their intention verbally and then confirm this in writing. The employee will not be eligible to make another application for 12 months.
In all circumstances, a written record must be made. See form FW(G): Notice of Withdrawal in the LRA's guidance and templates on flexible working: the right to request and duty to consider.
What happens if you can't reach an agreement on flexible working using the statutory right-to-request procedure.
There may be occasions where an employee feels that their employer has not dealt with their flexible working application to their satisfaction.
You should first try to sort out any problems with a flexible working application informally to discourage the employee from taking more formal action.
If an employee feels that the issue has not been resolved using informal methods, they may use your grievance procedure. Read more on handling grievances.
If you cannot resolve the issue internally, you could try using an external third-party mediator or conciliator, eg Labour Relations Agency (LRA) or a union representative.
The LRA may offer to resolve the dispute through its Arbitration Scheme.
The LRA Arbitration Scheme provides an alternative to having a case heard by a tribunal to resolve an employment-related dispute (for example, claims relating to flexible working arrangements, unfair dismissal, breach of contract, or discrimination).
The scheme is quicker, confidential, non-legalistic, less formal and more cost-effective than a tribunal hearing.
Under the scheme, an arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
Find out more about the LRA Arbitration Scheme.
Anyone who wishes to lodge a claim with the Industrial or Fair Employment Tribunal must first notify the LRA and discuss the option of Early Conciliation. A claimant will not be able to proceed to the tribunal without at least considering this option.
Where all other methods have failed, the employee may feel that an industrial tribunal claim is necessary.
An employee may make a complaint to an industrial tribunal where either:
An employee cannot make a complaint where they simply disagree with the business grounds you give.
The industrial tribunal does not have the power to question your business reasons, although it can examine the facts on which the business reason was based to see if they are factually correct. If a case is brought jointly with other legislation, eg the Sex Discrimination (Northern Ireland) Order 1976 or other discrimination legislation, an industrial tribunal may seek to examine how the request was considered.
Note that applications to tribunals have time limits. The LRA can provide information about tribunal time limits - contact the LRA.
An industrial tribunal or LRA arbitration can order you to:
The maximum level of compensation is eight weeks' pay, although there is a statutory cap on the amount of a week's pay.
There is a separate award of up to two weeks' pay where you failed to allow the employee to be accompanied at a meeting.
There may be an additional award of compensation if the employee is successful in a joint claim, eg, taken under Sex Discrimination legislation - as set out above.
An employee's protection against detrimental treatment and dismissal in relation to their flexible working request.
You must not subject an employee to a detriment or dismiss them for a reason relating to their flexible working request. In addition, you should note that rejecting a flexible working request could give rise to a discrimination claim.
Employees are protected from suffering a detriment or being dismissed because:
A detriment is where you act in a way that results in unfair treatment of an employee because they did something protected by law, such as exercising a statutory employment right.
Dismissal means your termination of their employment, with or without notice, including redundancy selection and the non-renewal of a fixed-term contract. It could also include constructive dismissal, ie where the employee resigns believing you have substantially breached their contract of employment. Read more on dismissing employees.
Employees who suffer a detriment or are dismissed in these circumstances may make a complaint to an industrial tribunal.
In some circumstances, rejecting an employee's flexible working request could open up the possibility of a claim for discrimination on grounds of sex, gender reassignment, marital status or civil partnership, race, religion or belief, political opinion, sexual orientation, disability, or age.
For example, if you reject the request of a woman returning from maternity leave to work part-time, this could be seen as indirect sex discrimination. This is on the grounds that a greater proportion of women than men have the main parental caring responsibility, and requiring the employee to work full time potentially puts her at a disadvantage compared with her male colleagues.
However, even if the employee is put at a disadvantage by your flexible working refusal, you can still justify your actions at a tribunal if you can show that they were a proportionate means of achieving a legitimate aim.
Read more on how to prevent discrimination and value diversity.
You must not treat part-time employees less favourably in their contractual terms and conditions than comparable full-timers - unless you can objectively justify that treatment.
So, if you agree to a request to work fewer hours, bear in mind that the employee is still entitled to the same pay and benefits (on a pro-rata basis) and access to training and promotion opportunities.
Find out more about employing part-time workers.
Paul Creighton, director of Advanced Electronic Solutions (AES), talks about how the company introduced and benefited from flexible working practices.
Advanced Electronic Solutions (AES) has been providing security products throughout the UK and Ireland since 2004. Based in Cookstown, Co. Tyrone, they provide and install a wide range of products and services, from wire-free alarms to CCTV and gate automation. Flexible working benefits both employees and the business by ensuring a happy and more productive workforce.
Here, director Paul Creighton talks about how the company introduced and benefited from flexible working practices.
How Lisburn-based employer Smiley Monroe introduced a four-day working week into their business.
Smiley Monroe is a manufacturer of customised endless conveyor belts, cut rubber, and plastic parts, supplying mobile equipment manufacturers in the crushing and screening sector. Smiley Monroe has three global production facilities and is headquartered in Lisburn with 128 employees.
Jayne Peters, Director of People and Culture at Smiley Monroe, explains how the company has adopted a four-day working week with all staff enjoying Friday off. She outlines how they have addressed challenges along the way and the benefits this has presented to the company and their staff.
"At Smiley Monroe, we value feedback from our employees, and one of the mechanisms to gather ideas is through our engagement team, who meet regularly. This group comprises representatives from all areas of our business. They are responsible for planning employee events, communicating updates throughout our teams, and finding ways to develop and safeguard our company culture. A four-day working week is an example of an idea suggested during one of the engagement meetings."
"While it took some time to work out the practical aspects of how this would work for our business, we were keen to explore how a change in working patterns could help our employees achieve a better work-life balance without negatively impacting our customers. In a challenging labour market, we also identified that this could give us a competitive advantage when recruiting and retaining talent."
"We initially implemented a six-month trial period for a four-day working week. This approach was crucial to minimise potential inconvenience to our customers during its introduction. While planning, we made gradual adjustments to address possible adverse impacts of the new working pattern. For example, we reduced Friday deliveries as many customers had already adopted Friday as a shorter working day. By doing so, we could maintain production and not negatively affect our customer service."
"To streamline the transition to a four-day working week, we gradually implemented it across different teams. The customer support team was the last to adopt this new work schedule. We informed our customers about the future changes, and the feedback we received was overwhelmingly positive. Many customers showed interest in adopting this new work schedule within their operations."
"In taking a phased approach to reduce Friday working hours, we had already made changes to our delivery and export schedules. This strategy managed customer expectations and meant that when the four-day week finally came into effect, the change was minimal."
"An additional consideration included making efficiencies within our processes to maintain the same level of productivity in a shorter period. We made gradual changes to ensure that our operations remained unaffected."
"We considered how to ensure a four-day working week would positively impact our employee work-life balance. It was not an option for staff to condense their traditional five-day working week into four days, as this would have the opposite effect. It was important for staff to still find time between Monday and Thursday to fulfil family commitments and enjoy their hobbies."
"One of our central values is 'One Big Family' - meaning our employees' families are an extension of our business. Our decision to reduce the core working hours in all departments instead of just condensing them into four days is based on company values of a healthy work-life balance for all employees every day of the week."
"Some businesses choose a staggered approach to a four-day week, where different employees are off on different days, but the business stays open across the five days. However, we believe our approach and closing on a Friday allows our staff to switch off without the urge to check emails, for example."
"Overall, our current employees love the new working pattern. Whether to spend an extra day at home with their kids, carve out time for a hobby that has been side-lined, or even do volunteer work."
"The new four-day working pattern combined with an attractive benefits package and a positive company culture has been a competitive advantage when attracting talent. In today’s job market, employees want more than a competitive salary. Candidates are increasingly choosing employers who align with their values and ambitions."
"We opted to reduce the core working hours, with no reduction in salary. Again, the motivation here was to maintain high levels of employee satisfaction and ensure they could fully enjoy the benefits of a shorter working week. We are pleased with the positive reception of the new four-day working week by staff, customers, and suppliers. Since its introduction, we have found employees to be more motivated to get the job done more efficiently."
“We have been able to measure the success of our four-day working week through the positive customer and employee feedback we have received. We have identified that tasks are being completed within expected timeframes while maintaining operational efficiency levels since the introduction of the four-day week. We will continue to monitor the success of our new way of working through employee engagement surveys.”