Complaining about disqualified directors or undischarged bankrupts
What disqualified directors and undischarged bankrupts cannot do
Restrictions on undischarged bankrupts and those subject to bankruptcy restrictions orders and undertakings.
Disqualified directors are not allowed to act as a company director or be involved in the promotion, management or formation of a limited company without High Court permission. The ban applies to all registered and unregistered companies formed in England, Wales, Northern Ireland and Scotland. The ban also applies to foreign companies that are registered in the UK.
Undischarged bankrupts and persons subject to bankruptcy restrictions as a result of a bankruptcy restrictions order (BRO) or bankruptcy restrictions undertaking (BRU) are not allowed to:
- engage - whether directly or indirectly - in any business under a name other than that in which they were made bankrupt without disclosing that name to all persons with whom they enter into any business transaction
- act as director of a company - or directly or indirectly take part in or be concerned in the promotion, formation or management of a company - without High Court permission
- obtain credit of £500 or more - without disclosing that they are subject to bankruptcy restrictions
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Check if a director has been disqualified or if an individual is bankrupt
Using the Companies House Disqualified Directors Register, and contacting the Insolvency Service.
Disqualified Directors Register
Before reporting any breach of disqualification to The Insolvency Service, you should check the Disqualified Directors Register to ensure the director has been disqualified.
The Disqualified Directors Register is kept by Companies House on behalf of the Secretary of State and lists all directors that are currently prohibited from involving themselves with a company.
Individual Voluntary Arrangement, Bankruptcy Restrictions Order/Undertaking and Debt Relief Order and Debt Relief Restrictions Order/Undertaking Register
Before reporting any breach of bankruptcy or bankruptcy restrictions to The Insolvency Service, you should check the DRO, BRO and IVA Register to ensure the person is not subject to any such proceedings.
Reporting disqualified directors, undischarged bankrupts and persons subject to bankruptcy restrictions
If you suspect that an individual is acting in breach of a disqualification order, a disqualification undertaking or a bankruptcy order, you should contact the Insolvency Service.
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Complaining about disqualified directors or undischarged bankrupts
Ways to submit a complaint to The Insolvency Service, and what happens after your complaint is submitted.
If you report any evidence of a breach by a disqualified director, an undischarged bankrupt or a person subject to bankruptcy restrictions to the Insolvency Service, you should provide the following information if you know it:
- the name of the person you are complaining about
- details of any company that the person is involved with
- details of any credit the person has obtained
- details of any failure by the person to disclose their bankruptcy name
- your own name and details
- your company's details, if you are complaining on behalf of one
- how you found out this information
- others who can confirm this information
You can pass on this information over the telephone by calling the Insolvency Service on Tel 028 9054 8531.
Make a complaint to the Insolvency Service online with the Department for the Economy (DfE).
If you submit your complaint by post, you should send it to the following address:
The Insolvency Service
Fermanagh House
Ormeau Avenue
Belfast
BT2 6NJYou can also send the form to the Insolvency Service by email to insolvency@economy-ni.gov.uk.
Process after reporting a bankrupt or a director
When you have submitted your complaint, the Insolvency Service will acknowledge your complaint and conduct enquiries into the allegations.
If these enquiries indicate that an offence may have been committed, a report will be submitted to the PSNI. You should note that you may be asked to give a formal written statement confirming the information you previously provided to the Insolvency Service.
If you wish to submit an anonymous complaint, the Insolvency Service may be able to pass the matter to the relevant prosecuting authority. However, you should note that they may not be able to proceed in the absence of suitable evidence and/or an appropriate witness.
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Qualifying for adoption leave
In this guide:
- Adoption leave and pay
- Qualifying for adoption leave
- UK adoptions: notification and confirmation of adoption leave
- Overseas adoptions: notification and confirmation of adoption leave
- Surrogacy: notification and confirmation of adoption leave
- Adoption leave: when it can begin
- Adoption leave: terms and conditions during leave
- Adoption leave: annual leave and occupational pensions
- Reasonable contact and work during adoption leave
- Employee notification of change of planned return date from adoption leave
- Returning to work from adoption leave
- Adoption leave and protection against detriment or dismissal
- Adoption pay
Qualifying for adoption leave
Who qualifies for Statutory Adoption Leave and how employers may offer enhanced leave rights.
To qualify for Statutory Adoption Leave, an employee must meet certain qualifying criteria. The criteria differ for UK and overseas adoptions and for intended parents of surrogacy arrangements.
Note there are additional notification and eligibility requirements for Statutory Adoption Pay.
Definition of an adopter
An 'adopter' is defined as 'a person who has been matched with a child for adoption'. An employee is 'matched with a child for adoption when an adoption agency decides that the employee would be a suitable adoptive parent for the child, either individually or jointly with another person'. Where two people have been matched jointly, the 'adopter' is 'whichever of them has elected to be the child's adopter for the purposes of the regulations. The employee becomes the child's adopter when he or she agrees with the other person, at the time at which they are matched with the child, that he or she will be the adopter.
An adopter may therefore be an individual who adopts or one member of a couple where the couple adopts jointly. This means that where a couple adopts jointly only one member of that couple can claim adoption leave. However, the other member of the couple, or the partner (this includes same-sex partners) of an individual who adopts, may be entitled to paternity leave and pay. The fact that adoption leave is only available to those who have been matched with a child through an agency means that, for example, stepfathers and stepmothers who wish to adopt their stepchildren are not eligible for adoption leave.
The definition of 'adopter' is modified slightly for overseas adoptions, to refer to 'a person by whom a child has been or is to be adopted' (as opposed to a person who has been matched with a child for adoption).
UK adoptions
An employee qualifies for 52 weeks' Statutory Adoption Leave when they adopt a child in the UK if they:
- Have been matched with a child to be placed with them by a UK adoption agency. (This may, exceptionally, include cases where an adoption agency places a child with approved foster parents who are also approved, prospective adopters. The adoption agency will supply the foster parents with correspondence which can be shown to the employer explaining that they have met the relevant criteria for being matched with the child for the purposes of adoption leave and pay and other entitlements open to adopters. The usual notification and service criteria will apply).
- Have notified the adoption agency that they agree that the child should be placed with them and agree with the date of placement.
- Notify you of when they want to take their Statutory Adoption Leave no more than seven days after they are notified that they've been matched with a child - see UK adoptions: notification and confirmation of adoption leave.
It does not matter how long the employee has worked for you.
The Statutory Adoption Leave period is made up of 26 weeks of ordinary adoption leave followed immediately by 26 weeks of additional adoption leave.
In addition, since the introduction of shared parental leave and pay on 5 April 2015, adopters can bring their adoption leave and pay to an early end to opt into shared parental leave and pay with their partner.
Adopters are also entitled to time off to attend pre-adoptions appointments - see statutory time off work for parental reasons.
Overseas adoptions
An employee qualifies for 52 weeks' Statutory Adoption Leave when they adopt a child from overseas if they:
- Have received official notification from the relevant UK authority of their eligibility to adopt a child from abroad.
- Have given you the correct notification - see overseas adoptions: notification and confirmation of adoption leave.
- Are the child's adopter. This is the person who will adopt or has adopted the child or, in a case where the child will be or has been adopted by two people jointly, whichever of the joint adopters has chosen to take statutory adoption leave in respect of the child.
Official notification for overseas adoptions
Official notification is written notification issued by or on behalf of the relevant domestic authority stating that the authority either is prepared to issue a certificate to the overseas authority dealing with the adoption of the child or has issued a certificate and sent it to that authority.
In either case, the certificate confirms that the adopter has been approved by them as being a suitable adoptive parent to adopt a child from overseas.
An employee needs to have 26 weeks of continuous employment at the date of the official notification.
Joint and individual adoptions
Where a couple is adopting jointly, they can choose who will take Statutory Adoption Leave and who (regardless of gender) will take Statutory Paternity Leave. They cannot both take Statutory Adoption Leave or Statutory Paternity Leave.
If an employee is adopting individually, only they are eligible for Statutory Adoption Leave - although their partner (regardless of gender) may be eligible for Statutory Paternity Leave.
Foster parents who adopt a child
A foster parent may be able to take Statutory Adoption Leave if they go on to adopt a child, but only if:
- The child that the employee fostered is then matched with them for adoption by a UK adoption agency. Adoption via a court order does not count.
- The child is then actually placed with them for adoption.
- The foster parents have not previously availed of adoption leave in respect of the same child in the circumstances described under the heading 'UK Adoptions' above.
The usual notification criteria still apply. The adoption leave only relates to the actual placement for adoption - any period of ordinary foster care does not count.
Special guardianships
A special guardian is usually someone with a close relationship with the child, such as a family member, former foster carer, or family friend. They need to apply to a court which will consider their suitability and the child's needs, based on a report from the local authority.
Statutory Adoption Leave is not available to special guardians.
Surrogacy and adoption leave and pay
An employee who becomes a parent through an arrangement with a surrogate mother is now also entitled to Statutory Adoption Leave and Statutory Adoption Pay.
The intended parents in a surrogacy arrangement (also known as Parental Order) may be eligible for adoption leave and pay where they intend to apply for or have already obtained, a Parental Order making them the legal parents of the child. Where a couple applies for a Parental Order only one of the couple will be able to take adoption leave and/or pay in relation to the child.
Eligibility criteria for adoption leave and pay
The eligibility criteria for adoption leave and pay are:
- they are an employee
- they have obtained a Parental Order for the child or have, on the day of the child's birth, applied for or intend to apply for such an Order
- the application for the Parental Order must be made within six months of the child's birth and the intended parents must expect the Parental Order to be made
They will also be entitled to the right to request a flexible working arrangement from their employer. See the right to request flexible working: eligibility criteria.
In a couple, the intended parent who does not take adoption leave and pay may be eligible for paternity leave and pay. Intended parents may also qualify for shared parental leave and pay where the parent who qualifies for adoption leave and pay chooses to return to work before the end of the adoption leave period.
Intended parents may also be entitled to unpaid time off to attend ante-natal appointments with the surrogate mother - see statutory time off work for parental reasons.
If they don't qualify for these, they could take annual leave or an agreed period of unpaid leave.
Enhanced adoption leave
Employers can make enhanced adoption leave arrangements to attract and retain employees, which are more generous than the statutory entitlements.
For example, you could allow employees with more than a year's service to take more than 52 weeks' leave.
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis. When exercising discretion, caution should be taken to avoid claims of unfair treatment or discrimination.
See the Invest Northern Ireland Employers' handbook guidance on adoption leave and pay (PDF, 48K).
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UK adoptions: notification and confirmation of adoption leave
Employee and employer obligations regarding adoption leave notification.
To qualify for Statutory Adoption Leave, an employee should notify you no more than seven days after they are notified of having been matched with a child:
- that they intend to take Statutory Adoption Leave
- when they intend to start it
- the date the child is expected to be placed with them for adoption
They can tell you earlier than this if they choose.
If it is not reasonably practicable for them to meet this deadline, they should notify you as soon as possible.
If the employee has not given you the correct notice, you can delay the start of their Statutory Adoption Leave (and pay) until they give the correct notice. However, you cannot postpone the start of leave beyond the date of placement.
You may request this notification in writing.
Many employees will find it convenient to give notice of the date for the start of Statutory Adoption Pay at the same time. The date for the start of Statutory Adoption Pay can be the same as the start date for Statutory Adoption Leave. See adoption pay.
An employee can change the start date of their leave - see when adoption leave can begin.
Evidence of adoption
Employees do not have to prove that they are eligible for Statutory Adoption Leave unless you ask them to. However, they do need to provide evidence to prove eligibility for Statutory Adoption Pay - see adoption pay.
If you choose to ask an employee to prove their eligibility for Statutory Adoption Leave, they must give you the documentation they were given by the adoption agency, which must contain the following:
- the name and address of the agency
- the date on which the employee was notified that he or she had been matched with the child
- the date on which the agency expects to place the child with the employee
Encouraging early notification
If the employee notifies you as early as possible of their intention to take Statutory Adoption Leave, you can start making arrangements to cover the period while they are away.
Giving the employee confirmation of the end date of their Statutory Adoption Leave
After receiving their notification, you must in turn notify the employee of the date on which their Statutory Adoption Leave will end. This will normally be 52 weeks from the intended start of their Statutory Adoption Leave. This will inform the employee of when he or she has to return to work. Download our model adoption leave acknowledgement letter (DOC, 136K).
You must give the employee this information within 28 days of their notification unless the employee has since changed the date their leave will start. In that case, you must notify them of the end date within 28 days of the start of their leave.
If you fail to give the employee proper notification and the employee subsequently doesn't return to work on time, you cannot discipline them.
In addition, if they want to change their return dates, they may not be obliged to comply with the notice requirements.
Note that an employee may choose to take less than 52 weeks of Statutory Adoption Leave by notifying you of this:
- at the same time as they notify you that they intend to take leave - in which case you would confirm this date in your acknowledgment letter
- before or during the leave itself - as long as they give the correct notice - see employee notification of change of planned return date from adoption leave
See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).
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Overseas adoptions: notification and confirmation of adoption leave
Employees adopting a child from overseas must give you notice in three stages that they intend to take Statutory Adoption Leave.
Employees adopting a child from overseas must give employers notice in three stages that they intend to take Statutory Adoption Leave.
Employees must give you the information required in writing if you request it.
If they are also entitled to Statutory Adoption Pay, they must give you the evidence required at the same time - see adoption pay.
First notification stage for overseas adoptions
The employee must inform you of the date:
- on which they received official notification
- the child is expected to enter Northern Ireland
For an explanation of the official notification, see qualifying for adoption leave.
They must give you this information within 28 days of receiving official notification. At this point, the employee should know roughly when the child will enter Northern Ireland.
Second notification stage for overseas adoptions
In all cases, the employee must give you at least 28 days' notice of the actual date they want their Statutory Adoption Leave (and Statutory Adoption Pay if they qualify) to start. They can give this notice at the first notification stage if they know the date. Statutory Adoption Leave cannot start before the child enters Northern Ireland.
Employees can change their mind about the date on which they want their leave to start providing they tell you at least 28 days in advance of the new date, or as soon as is reasonably practicable.
Third notification stage (after the child has entered Northern Ireland for adoption)
Employees must tell you the date the child entered Northern Ireland. They must tell you this within 28 days of the child's date of entry. If the adopter is also claiming Statutory Adoption Pay, they will need to give evidence of the date of entry.
Employees must tell you as soon as is reasonably practicable if they find out that the child will not be entering Northern Ireland.
Confirmation of Statutory Adoption Leave
You must respond to the employee's notification of the date they wish their Statutory Adoption Leave to start (the second notification stage) within 28 days, confirming the date their Statutory Adoption Leave will end. This will inform the employee of when he or she has to return to work. Download our model adoption leave acknowledgement letter (DOC, 136K).
See the Invest Northern Ireland Employers' handbook guidance on adoption leave and pay (PDF, 48K).
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Surrogacy: notification and confirmation of adoption leave
Notification and confirmation of adoption leave in relation to surrogacy cases.
With surrogacy cases the employee must:
- Give their employer the correct notice. Notice of entitlement to adoption leave must be given by the 15th week before the expected week of birth (and must be in writing, if requested).
- If requested by the employer, provide a statutory declaration that they have obtained or have applied for, or intend to apply for within six months of the birth, a Parental Order in respect of the child they are having with the help of a surrogate and that they expect the court to make the Parental Order.
- Provide the employer with the actual date of birth as soon as reasonably practicable after the birth.
Confirmation of Statutory Adoption Leave
You must respond to the employee's notification of the date they wish their Statutory Adoption Leave to start within 28 days, confirming the date their Statutory Adoption Leave will end. This will inform the employee of when he or she has to return to work. Download our model adoption leave surrogacy acknowledgement letter (DOC, 136K).
See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).
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Adoption leave: when it can begin
Beginning statutory adoption leave and changing the start date if the adoption doesn't take place as planned.
When an employee can choose to start their Statutory Adoption Leave depends on whether they are adopting a child from within the UK or from overseas, or are an intended parent of a surrogacy arrangement.
UK adoptions: when adoption leave can begin
An employee can choose to begin their Statutory Adoption Leave (and Statutory Adoption Pay) on either of the following:
- the date on which the child is placed with them for adoption
- a pre-determined date no earlier than 14 days before the expected date of placement and no later than the expected date of placement
If they have chosen to start their leave on the day the child is placed with them and they are at work on that day, the period of Statutory Adoption Leave and Statutory Adoption Pay can start on the next day. The leave can start on any day of the week.
If the date of placement changes before the employee begins their Statutory Adoption Leave, they should:
- discuss the situation with you as soon as possible
- give the appropriate notice to change the start date - however, you can accept less notice
If you are unable to agree on the dates of Statutory Adoption Leave, contact the Labour Relations Agency (LRA) Workplace Information Service on Tel 03300 555 300.
Overseas adoptions: when adoption leave can begin
Employees may choose to start their Statutory Adoption Leave from either the date the child enters Northern Ireland or a fixed date (as notified to you) no later than 28 days after the date the child enters Northern Ireland.
If they have chosen to start their leave on the day the child is placed with them and they are at work on the day, the period of Statutory Adoption Leave and Statutory Adoption Pay can start on the next day. The adoption leave can start on any day of the week.
Statutory Adoption Leave cannot be used to cover the period employees spend travelling overseas to arrange the adoption or visit the child. However, you could allow the employee to take annual leave or unpaid leave for these purposes.
Surrogacy cases: when adoption leave can begin
Adoption leave will commence on the day the child is born, but if the employee is at work on that day, then leave will commence on the next day.
Statutory Adoption Leave: changing the start date
This does not apply to surrogacy cases.
The employee can change their intended Statutory Adoption Leave start date as long as they notify you of the new start date. They must do this by whichever is the earlier of:
- 28 days before their original Statutory Adoption Leave start date.
- 28 days before their new Statutory Adoption Leave start date.
If it is not reasonably practicable for them to give you this much notice, they should give you as much notice as possible.
You may request this notification in writing.
See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).
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Adoption leave: terms and conditions during leave
Certain terms and conditions continue to apply during statutory adoption leave.
Adoption leave is made up of 26 weeks' Ordinary Adoption Leave followed by 26 weeks' Additional Adoption Leave. An employee's employment contract continues throughout both Ordinary Adoption Leave and Additional Adoption Leave unless either you or the employee expressly ends it or it expires.
During both Ordinary Adoption Leave and Additional Adoption Leave, ie the entire Statutory Adoption Leave period, an employee has a statutory right to continue to benefit from all the terms and conditions of employment which would have applied to them had they been at work. The only exceptions are terms relating to wages or salary - though you are still obliged to pay them statutory adoption pay if they are eligible. See adoption pay.
Adoption leave: continuous contractual terms and conditions
Examples of contractual terms and conditions that continue during Statutory Adoption Leave include:
- gym membership
- participation in share schemes
- reimbursement of professional subscriptions
- the use of a company car or mobile phone (unless provided for business use only)
Whether or not you should pay a bonus to an employee on Statutory Adoption Leave depends on the type of bonus and the terms of the particular bonus scheme.
Adoption leave: continuous employment and length of service
Statutory Adoption Leave doesn't break the continuity of employment.
Similarly, the entire Statutory Adoption Leave period counts towards an employee's period of continuous employment for the purposes of entitlement to other statutory employment rights, eg the right to a redundancy payment.
Both Ordinary Adoption Leave and Additional Adoption Leave count for assessing seniority and personal length-of-service payments, such as pay increments, under the contracts of employment of employees who have had a child placed with them for adoption on or after 5 October 2008, or who have a child adopted from overseas that entered (or will enter) Northern Ireland on or after 5 October 2008.
However, for employees who had a child placed with them before 5 October 2008, you only had to count the period of Ordinary Adoption Leave for assessing the length of service payments.
Therefore, when assessing the length of service for a pay raise for example, it's possible that an employee who has adopted twice or more while in your employment could have a later period of Additional Adoption Leave count towards their length of service but not an earlier one.
See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).
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Adoption leave: annual leave and occupational pensions
An employee's contractual benefits continue during ordinary and additional adoption leave.
During Statutory Adoption Leave, an employee continues to accrue annual leave. They may also continue to benefit from occupational pension scheme contributions.
Accrual of annual leave
An employee continues to accrue their full statutory paid annual leave entitlement of 5.6 weeks and any additional contractual entitlement throughout both Ordinary Adoption Leave and Additional Adoption Leave.
Employees will be able to carry over 5.6 weeks leave into the next holiday year if they are unable to take the leave due to having taken adoption leave.
An employee may not take annual leave during Statutory Adoption Leave. You should instead allow the employee to take any untaken annual leave before and/or after their Statutory Adoption Leave.
Note that you cannot pay an employee in lieu of any untaken statutory annual leave unless the contract is terminated.
Also, note that an employee's Statutory Adoption Leave begins automatically if the child is unexpectedly placed with them for adoption during a period of annual leave - see when adoption leave can begin.
For more information on annual leave entitlements, see know how much holiday to give your staff.
Contributions to an occupational pension scheme
During Ordinary Adoption Leave (whether or not the employee is receiving statutory and/or enhanced adoption pay) and any period of paid Additional Adoption Leave, you should calculate the employer's contribution to an occupational pension scheme contributions as if the employee is working normally and receiving the normal remuneration for doing so.
During any period that your employee is on Additional Adoption Leave but not receiving any adoption pay - eg during the last 13 weeks of Additional Adoption Leave - you do not have to make any employer contributions to an occupational pension scheme unless the contract of employment provides otherwise.
If the occupational pension scheme rules require employee contributions to continue during Statutory Adoption Leave, their contributions should be based on the amount of statutory and/or enhanced adoption pay they are receiving.
Employee contributions will therefore stop during any period of unpaid adoption leave - eg during the last 13 weeks of Additional Adoption Leave - but the occupational pension scheme rules may allow them to still make voluntary contributions.
See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).
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Reasonable contact and work during adoption leave
Making reasonable contact with an employee during Statutory Adoption Leave.
During the Statutory Adoption Leave period, as an employer, you can make reasonable contact with an employee during their leave period - and they can choose to make contact with you.
In addition, an employee can come to work as a way of keeping in touch with workplace developments.
Adoption leave: contact with employees
Employers can make reasonable contact with the employee on adoption leave by any means, eg telephone, email, letter, or a meeting in the workplace.
The frequency and nature of any contact with them will depend on things like:
- the nature of the work and the employee's post
- any agreement that you might have reached with the employee before their adoption leave began
- whether either party needs to communicate important information to the other, eg changes in the workplace that might affect the employee on their return
What amount of contact is reasonable depends on the employee and whether they prefer to have frequent or minimal contact with you and the workplace issues to be discussed. You should discuss this with your employee before the Statutory Adoption Leave period begins, as part of your planning for the employee's Statutory Adoption Leave.
Remember that you must keep an employee informed of promotion opportunities and other information relating to their job that they would normally be made aware of if they were at work, eg redundancy situations.
Adoption leave: keeping-in-touch days
Employees may, in agreement with you, work for up to ten days - known as keeping-in-touch days - under their employment contract during their adoption leave period without it affecting their right to Statutory Adoption Leave or Statutory Adoption Pay.
During keeping-in-touch days, employees can actually carry out work for you. This could be their normal day-to-day work or could, for example, be attending a conference, undertaking training, or attending a team meeting.
Any amount of work done on a keeping-in-touch day counts as one keeping-in-touch day. Therefore, if an employee comes in for a one-hour training session and does no other work that day, they will have used up one of their keeping-in-touch days.
If work on a keeping-in-touch 'day' spans midnight, this counts as one keeping-in-touch day - as long as this is the employee's normal working pattern.
Payment for keeping-in-touch days
You and the employee should agree on how much you will pay them for a keeping-in-touch day - this could be set out in their employment contract or you may decide on a discretionary, case-by-case basis. When exercising discretion, caution should be taken to avoid claims of unfair treatment or discrimination.
If the employee is receiving Statutory Adoption Pay when they work a keeping-in-touch day, you must continue to pay their Statutory Adoption Pay for that week.
If the employee does more than ten days' work for you in their Statutory Adoption Pay period, they are not entitled to Statutory Adoption Pay for any week in which they work if they have already worked ten keeping-in-touch days. You do not have to pay them Statutory Adoption Pay for any week in which they have worked both the last of their keeping-in-touch days and any additional days.
The Statutory Adoption Pay the employee receives for the week in which they work a keeping-in-touch day can count towards any contractual pay you agree with them for working that keeping-in-touch day. However, you could agree that they will receive their normal daily rate in addition to the Statutory Adoption Pay for that week.
Whatever the arrangement, you can still continue to recover Statutory Adoption Pay from HM Revenue & Customs as normal - see adoption pay.
You will need to comply with your statutory obligations, such as paying at least the national minimum wage and ensuring women and men receive equal pay for work of equal value. See National Minimum Wage and National Living Wage - rates and overview.
Keeping-in-touch days: protection against detriment or dismissal
An employee can only work a keeping-in-touch day if they want to and you agree to it - you cannot make an employee work a keeping-in-touch day against their wishes, nor can the employee insist they work a keeping-in-touch day if you don't agree to it.
It is unlawful for you to treat an employee unfairly or dismiss them because they:
- refused to work a keeping-in-touch day
- worked - or considered working - a keeping-in-touch day
If an employee believes that you have treated them unfairly or dismissed them under these circumstances, they may do either of the following:
- resign and claim constructive dismissal - the employee may raise a grievance about this with you first
- raise a grievance with you, which may result in an industrial tribunal claim for detrimental treatment and/or unfair dismissal if you fail to address it - see handling grievances
See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).
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Employee notification of change of planned return date from adoption leave
Notification from employees regarding changes to their return date or if they don't intend to return to work at all.
Unless the employee has notified you otherwise, the date on which they return to work will normally be the first working day 52 weeks after their Statutory Adoption Leave began.
Adoption leave: returning to work before the planned return date
If an employee wishes to return to work before the planned return date (usually the date you confirmed to them before they went on leave), they must give you notice at least eight weeks before their new return date - although you can accept less or no notice .
For example, if an employee was due to return to work after 52 weeks Statutory Adoption Leave on 1 August, but then decided to return to work after 39 weeks of leave on 9 May, they would need to give you eight weeks' notice of the new date, ie by 14 March.
Note that if you didn't provide appropriate notification of when their adoption leave should end, the employee does not have to give you eight weeks' notice - see UK adoptions: notification and confirmation of adoption leave.
If the employee attempts to return to work earlier than planned without giving you notice, you can postpone their return until after the eight weeks have elapsed.
However, you may not postpone their return to a date later than the end of their 52-week Statutory Adoption Leave period.
If the employee still comes to work during the period of postponement, you do not have to pay them.
Adoption leave: returning to work after the planned return date
If an employee wishes to return to work after the planned return date, they should give you notice of this new date of return at least eight weeks before the originally planned return date.
For example, if an employee was due to return to work at the end of their Ordinary Adoption Leave (ie after 26 weeks) on 1 October but - while on leave - decides that they wish to take their full entitlement of 52 weeks, they must notify you of this eight weeks before 1 October, ie by 6 August.
Employees who do not wish to return to work after adoption leave
An employee who does not wish to return to work after their Statutory Adoption Leave must give you notice of this. This will be the usual notice of resignation as required by their employment contract.
However, as long as they specify the date on which they wish to terminate the contract (eg the date they were due back at work after Statutory Adoption Leave), their adoption leave continues.
In addition, if they terminate their contract before the end of their Statutory Adoption Pay period, you must continue to pay them Statutory Adoption Pay, provided they have not started work for another employer.
Employees who don't return to work are not required to pay back any statutory adoption pay they have received. See adoption pay.
See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).
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Returning to work from adoption leave
Whether or not an employee has the automatic right to return to the same job.
An employee is entitled to return to the same job that they had before going on Statutory Adoption Leave if they take only Ordinary Adoption Leave, ie the initial 26-week period of leave. The rules are different where an employee takes all or some of their Additional Adoption Leave, ie the second 26-week period of leave.
Return to work after Ordinary Adoption Leave
An employee who returns to work during, or at the end of, their Ordinary Adoption Leave is entitled to return to the same job on the same terms and conditions of employment as if they had not been absent unless a redundancy situation has arisen.
If you prevent an employee from returning to work, they may make a complaint of unfair dismissal to an industrial tribunal.
If they return to work but you don't give them their old job back, they may do either of the following:
- raise a grievance with you, which may result in an industrial tribunal claim for detrimental treatment if you fail to address it
- resign and claim constructive dismissal - the employee may raise a grievance about this with you first - see handling grievances
See adoption leave and protection against detriment or dismissal.
Return to work after Additional Adoption Leave
An employee who returns to work during or at the end of their Additional Adoption Leave period is entitled to return to the same job on the same terms and conditions of employment as if they had not been absent.
However, if it is not reasonably practicable for you to let them return to their old job, you should offer them a job:
- that is both suitable and appropriate for them
- on terms and conditions that are no less favourable than those for their original job
If you offer the employee a job that fulfils the criteria above and they unreasonably refuse it, they will have effectively resigned.
If you offer the employee a job that doesn't fulfil the criteria, they may do either of the following:
- resign and claim constructive dismissal - the employee may raise a grievance about this with you first
- raise a grievance with you, which may result in an industrial tribunal claim for detrimental treatment if you fail to address it
You should try to consult with employees during their Statutory Adoption Leave about any proposed changes to their job in preparation for their return. See the page in this guide on reasonable contact and work during adoption leave.
Return to work where parental leave is taken immediately after Statutory Adoption Leave
Employees who qualify for parental leave may take some of this leave immediately following the end of their Statutory Adoption Leave.
An employee is entitled to return to the same job as before if the parental leave meets both of the following conditions:
- it is for four weeks or less
- it isn't preceded by any Additional Adoption Leave
If the parental leave period is longer than four weeks and/or is preceded by a period of Additional Adoption Leave, the employee is treated as though they were returning to work after Additional Adoption Leave.
See parental leave and time off for dependants.
Pay rises during Statutory Adoption Leave
An employee on Statutory Adoption Leave is entitled to benefit from any general improvements to the rate of pay, or other terms and conditions, which are introduced for their grade or class of work - as if they hadn't been away.
Flexible working requests
Providing they meet the qualifying criteria, an employee returning to work may make a request to work flexibly, eg to adjust their start or finish times, work from home, or do part-time hours. Read more on flexible working: the law and best practice.
See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).
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Adoption leave and protection against detriment or dismissal
You must not unfairly treat or dismiss employees because they are taking, took, or seeking to take Statutory Adoption Leave.
Employees are protected from suffering a detriment or dismissal for taking or seeking to take, Statutory Adoption Leave.
Statutory Adoption Leave and detrimental treatment
You must not subject an employee to any detriment by acting, or deliberately failing to act, because they:
- sought to take Statutory Adoption Leave
- availed of Statutory Adoption Leave
Examples of detrimental treatment include denial of promotion, facilities, or training opportunities that you would normally have made available to the employee.
If an employee believes you have treated them unfairly under these circumstances, they may:
- resign and claim constructive dismissal - the employee may raise a grievance about this with you first
- raise a grievance with you, which may result in an industrial tribunal claim for detrimental treatment if you fail to address it - see handling grievances
Redundancy during Statutory Adoption Leave
If a redundancy situation arises at any stage during an employee's adoption leave, you may not be able to continue to employ them under their existing contract of employment.
In these circumstances, an employee has the right to be offered (before that contract ends) any suitable alternative vacancy, where one is available. This includes a vacancy with an associated employer or with a successor to the original employer.
The new job must start immediately after the end of the original one and must both:
- be suitable and appropriate for them to do in the circumstances
- have terms and conditions that are not substantially less favourable to them than if they had continued to be employed under the original employment contract
If you fail to comply with these requirements and dismiss the employee, the dismissal will be automatically unfair if the reason or principal reason for the dismissal is redundancy.
If you end up making an employee on adoption leave redundant because you had no suitable alternative work to offer them, the dismissal may be potentially fair.
Note that, on dismissal, the employee's adoption leave period comes to an end, but their entitlement to Statutory Adoption Pay continues until the end of the 39-week Statutory Adoption Pay period (if it hasn't already ended) or they start working for another employer, whichever is earlier.
Dismissal on or after return to work from adoption leave
The dismissal of an employee will automatically be an unfair dismissal if you dismiss them - or select them for redundancy in preference to other comparable employees - solely or mainly because they:
- have taken adoption leave
- have benefited from the terms and conditions of employment to which they were entitled to during that leave
- failed to return from their adoption leave on time because you failed to give them any or adequate notification of the end date of their leave - see UK adoptions: notification and confirmation of adoption leave
However, a dismissal may be potentially fair if, on the employee's return from additional adoption leave, you:
- could not offer them their old job back
- you - or an associated employer - offered them suitable alternative employment which they unreasonably refused - see fair dismissal
See returning to work from adoption leave.
Dismissal on grounds unrelated to adoption leave
It is still possible for you to fairly dismiss an employee who is on - or who has recently returned from - adoption leave if the reason for the dismissal is not:
- largely or wholly unrelated to their adoption leave
- for any other reason that is unfair or discriminatory
You must comply with the correct statutory procedure when dismissing employees.
Dismissal of replacement employees
You can fairly dismiss an employee you took on to replace an employee on adoption leave. However, make sure you inform them that their position is only for adoption cover before they start and that the arrangement with you will end when the individual returns from leave. You should also comply with the statutory dismissal procedure when ending the employment.
See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).
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Adoption pay
Who qualifies for Statutory Adoption Pay, and how employers may recover payments and offer enhanced adoption pay.
Statutory Adoption Pay is paid for 39 weeks and usually covers the first 39 weeks of an employee's adoption leave.
There are different eligibility criteria for Statutory Adoption Pay for UK and overseas adoptions. See adoption pay and leave: eligibility.
Adoption pay and foster parents
In Northern Ireland, in exceptional cases, adoption pay may be payable where an adoption agency places a child with approved foster parents who are also approved, prospective adopters. The adoption agency will supply the foster parents with correspondence which can be shown to the employer explaining that they have met the relevant criteria for being matched with the child for the purposes of adoption leave and pay, and other entitlements open to adopters. The usual notification and service criteria will apply.
Statutory Adoption Pay rates and recovery
For the first six weeks, you must pay your employee Statutory Adoption Pay a weekly rate equal to 90% of their average weekly earnings.
For the next 33 weeks, you must pay them the lower of the following:
- the standard weekly rate - £184.03
- 90% of their average weekly earnings
You can recover some or all of your Statutory Adoption Pay payments from HM Revenue & Customs (HMRC) - the proportion you can recover depends on the size of your annual National Insurance Contributions liability.
Enhanced adoption pay
If you wish, you can offer enhanced adoption pay arrangements to attract and retain employees which are more generous than the statutory entitlements. For example, you could:
- pay more than Statutory Adoption Pay over a certain period, eg full pay for the first six weeks, half pay for the next ten weeks, Statutory Adoption Pay for the remaining 23 weeks
- make a bonus payment on the employee's return to work
You could change the qualification criteria for these adoption pay enhancements, eg the employee needs a year's continuous service.
You can offer these enhanced adoption pay arrangements either as a contractual right or on a discretionary, case-by-case basis. When exercising discretion caution should be taken to avoid claims of unfair treatment or discrimination.
You can still recover from HMRC the Statutory Adoption Pay portion of any enhanced adoption pay.
See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).
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Dismissals on conduct grounds
In this guide:
- Dismissing employees
- Types of employee dismissal
- Fair dismissal
- Unfair dismissal
- Unfair dismissal: employee eligibility
- Dismissals on capability grounds
- Dismissals relating to industrial action
- Dismissal due to illness
- Dismissals on conduct grounds
- Whistleblowing and dismissal
- Whistleblowing: Qualifying disclosures
- Whistleblowing: Exceptionally serious failures
- Whistleblowing: Right of complaint to an industrial tribunal
Types of employee dismissal
The different types of staff dismissal and unfair dismissal claims.
There are several types of staff dismissal:
- fair dismissal
- unfair dismissal
- constructive dismissal
- wrongful dismissal
Fair and unfair dismissal
A dismissal is fair or unfair depending on your reason or reasons for dismissal and whether you act reasonably during the dismissal process. Industrial tribunals/arbitrators follow previous legal decisions in deciding what is reasonable. What is unfair dismissal and what is fair dismissal?
Constructive dismissal
Constructive dismissal occurs where an employee resigns because you have substantially breached their employment contract, for example:
- cutting wages without agreement
- unlawfully demoting them
- allowing colleagues to subject them to harassment, bullying, victimisation, humiliation or discrimination
- unfairly increasing their workload
- changing the location of their workplace without contractual authority
- making them work in dangerous conditions
The breach of contract can result from either a single serious event or the last in a series of less serious events.
An individual may claim constructive unfair dismissal. A constructive dismissal is not necessarily an unfair one but it's hard for an employer to show that an action in breach of the contract was, in fact, fair.
Wrongful dismissal
Wrongful dismissal is where a contractual term is broken in the dismissal process, for example, dismissing an employee without giving them proper notice.
For further information see the Employers' Handbook Section 18: Disciplinary issues and dismissal (PDF, 95K).
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Fair dismissal
You must have a valid reason for dismissing an employee - understand the reasons that constitute a fair dismissal.
To dismiss an employee fairly, you must first have a fair reason for doing so. Potential reasons for fair dismissal include:
- conduct
- capability
- redundancy
- a statutory requirement which could prevent the employment continuing, such as a driver losing their driving licence
- some other substantial reason - any other potentially fair reasons fall into this category
An example of 'some other substantial reason' would be the dismissal of an employee who was taken on as a temporary replacement for an employee on maternity leave. For such a dismissal to be fair, you must have told the replacement employee at the beginning of their employment that the job was only temporary.
In order for any dismissal to be fair, you must also act reasonably and fairly during the dismissal procedure.
Acting reasonably
There is no statutory definition of 'reasonableness'. Reasonableness will be judged taking into account the employer's size and resources and will also consider whether the employer:
- raised and dealt with the issue promptly and consistently throughout the process
- genuinely believed that the reason for dismissal was a potentially fair one
- had reasonable grounds for that belief
- carried out proper and reasonable investigations where appropriate
- followed statutory dismissal and disciplinary procedures
- informed the employee in writing why they were being considered for dismissal and listened to their views
- allowed the employee to be accompanied at disciplinary/dismissal hearings and appeals
- gave the employee the chance to appeal against the decision to dismiss
Reasonableness may also depend on whether the employee could be expected to understand the consequences of their behaviour.
Dismissal and disciplinary procedures
You must set out your dismissal and disciplinary rules and procedures in writing. Sample dismissal procedures (DOC, 14K).
There is a minimum statutory procedure that must be followed when you decide to dismiss an employee. Failure to follow this procedure may result in a finding of automatic unfair dismissal.
If you fail to follow the statutory procedure, where it applies, and the issue is subsequently heard by a tribunal, any compensation awarded to the employee could be increased by between 10% and 50%.
You should follow the good practice advice set out in the Labour Relations Agency (LRA) Code of Practice on Discipline and Grievance.
Additional advice, including sample procedures, can be found in the LRA guidance on advice on handling discipline and grievances at work.
Though tribunals/arbitrators do not have to take this booklet into account, it provides more detail and guidance which may be helpful.
Summary dismissals
Summary dismissal is the dismissal of an employee without notice or pay in lieu of notice - this occurs when they have committed an act of gross misconduct.
You should investigate the circumstances of the misconduct before dismissing the employee.
However, if you feel that you have no choice but to dismiss an employee, you must still follow statutory procedures.
Staff probationary periods
If you decide to dismiss an employee during their probationary period, you must follow at least the statutory dismissal and disciplinary procedure.
Third-party pressure to dismiss an employee
If a customer or client threatens to withdraw their business unless you dismiss one of your employees, only an industrial tribunal/arbitrator can determine whether or not such a dismissal is fair. Such dismissals are normally categorised as 'some other substantial reason'.
You cannot however take into account pressure exerted by a trade union by the calling or threatening of industrial action.
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Unfair dismissal
Reasons that automatically constitute the unfair dismissal of an employee.
Even if you think you have dismissed an employee fairly, they could decide to bring an unfair dismissal claim because they believe that:
- the reason you gave for the dismissal wasn't the real one
- you dismissed them for an unfair reason - see unfair dismissal
- you acted unreasonably, eg by failing to give the employee plenty of warning in the run-up to taking the decision to dismiss them
How to fairly dismiss an employee fairly
If you think you may have to dismiss an employee, make sure that you:
- Have a fair reason for dismissal.
- Follow - at the very least - the statutory dismissal procedure. If you unreasonably fail to follow the statutory dismissal procedure and the issue is heard at tribunal, any compensation awarded to the employee could be increased by between 10% and 50%.
- Follow any contractual disciplinary/dismissal procedure you may have, as well as the guidance outlined in the Labour Relations Agency (LRA) Code of Practice on Discipline and Grievance Procedures. Your contractual procedure should comply with the code.
See fair dismissal.
Penalties for unfair dismissals
If an employee has been unfairly dismissed, the employer may be ordered to reinstate or reengage the employee. This however is an exceptional outcome.
Invariably, a tribunal or arbitrator will award compensation, made up of a basic award that depends on the employee's age, gross weekly pay, length of service, and a compensatory award.
They can also make an additional award if you fail to follow an order to reinstate or re-engage the employee.
Apart from in health and safety and whistleblowing cases, there is a limit on the amount which can be awarded for unfair dismissal. For the latest limits on awards, see our table of current tribunal and arbitration compensation limits.
The Labour Relations Agency Arbitration Scheme
The Labour Relations Agency (LRA) Arbitration Scheme provides an alternative to having a case heard by a tribunal to resolve an employment-related dispute (for example, claims of unfair dismissal, breach of contract or discrimination, etc).
The scheme is quicker, confidential, non-legalistic, less formal, and more cost-effective than a tribunal hearing.
Under the scheme, an arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
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Unfair dismissal: employee eligibility
Employer consequences if you dismiss someone unfairly.
Employees can usually only claim unfair dismissal if they have worked for you for at least one year.
There are a number of reasons for dismissal that are automatically unfair. Most of these do not require the employee to have a minimum of one year's service, ie the employee will be able to claim unfair dismissal from day one of employment.
Who cannot complain to a tribunal about unfair dismissal?
The right to complain to a tribunal about unfair dismissal is also not available to:
- Self-employed people.
- Those who are not employees, eg casual workers, independent contractors or freelance agents.
- Members of the armed forces.
- Employees who have reached a settlement with their employer via Labour Relations Agency (LRA) conciliation.
- Individuals working under an illegal contract, eg a barman who is under the age of 18 years old or employees in receipt of untaxed monies.
- Employees covered by a dismissal procedure agreement that has been exempted from the unfair dismissal provisions by legislation. This is a rarely exercised legal provision.
- Employees taking part in unofficial industrial action (unless the dismissal is for certain specified reasons, eg taking family leave or making a protected disclosure). For more information, see the page in this guide on dismissals relating to industrial action.
- The police (although police staff may make unfair dismissal claims where the dismissal relates to health and safety or the making of a protected disclosure).
- Those employed as a master - or as a member of the crew - of a fishing vessel where the individual is paid only by a share in the profits or gross earnings of the vessel.
- Employees who have reached a settlement with their employer via a 'compromise agreement'. This is an agreement reached, with the benefit of a relevant independent advisor who has professional indemnity insurance, in which the employee waives their right to make a complaint in relation to the dispute to which the settlement relates. This means that the agreement must specify the legal basis for the dispute - it cannot state that it covers all the possible employment-related claims.
Exemption from the unfair dismissal provisions
The parties to a dismissal-procedures agreement can apply jointly to the Department for the Economy to substitute provisions of the unfair dismissal legislation. Such substitution may be allowed if all the following points are satisfied:
- every trade union which is a party to the agreement is independent
- the agreement has a procedure to be followed if an employee claims to have been unfairly dismissed
- the procedure is non-discriminatory and available to all relevant employees
- the procedure gives employees a similar level of protection to that provided by the legislation
- the agreement includes provision either for arbitration in every case or allows arbitration in cases where a decision can't be reached or where a decision raises a question of law
- the agreement clearly defines which employees it applies to
Lay-offs and short-time working
You may temporarily lay off an employee or put them on short-time working, eg because of a downturn in work. This does not necessarily amount to a redundancy dismissal. You can only do this if the terms of their contract of employment allow it or by agreement with the employee. See Employers' Handbook Section 23: Lay-off and short time working (PDF, 33K).
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Dismissals on capability grounds
How to dismiss an employee fairly when they are incapable of doing their job properly or commit some form of misconduct.
Sometimes an employee is incapable of doing their job to the required standard. This may be because they don't have the right skills or aptitude for the job.
They may also be capable of doing their job, but unwilling or reluctant to do it properly. In these particular circumstances, you would deal with the issue as one of misconduct and follow your company disciplinary procedures and the statutory dismissal and disciplinary procedures (if they apply). Otherwise capability is a separate dismissal category to misconduct. See dismissals on conduct grounds.
In most cases involving capability, you can help an employee improve by taking informal action, eg by offering training/mentoring or another suitable job (you would only redeploy to another suitable job if this is something that they agree to at this stage).
Capability dismissals: lack of skills/aptitude
To ensure that any resulting capability dismissal is fair when formal action is taken - you should:
- Inform the employee in writing of the performance issues that exist and invite them to a meeting to discuss these issues.
- Following the meeting, give an employee who is found to be performing unsatisfactorily a written note, as a summary and explanation ideally, setting out the performance problems identified at the meeting, the improvement that is required, a reasonable timescale for achieving this improvement, a review date and any identified measures of support you will provide to assist them to meet the required standards.
- Inform your employee that the note represents the first stage of a formal procedure and that failure to improve could lead to a final written warning and, ultimately, dismissal. You should keep a copy of the note and use it as the basis for monitoring and reviewing performance over the specified timescale - see managing staff performance. You should also inform the employee that they may appeal at any stage of the formal process.
- If there is a failure to improve in the timescale outlined, repeat the above procedure and issue a final written warning.
- If again there is a failure to improve within the timescale set out in the final written warning, this may result in dismissal.
- Finally, you should note that some exceptional acts of incapability can merit summary dismissal.
- Throughout the formal process, employees have the right to be accompanied to all meetings and appeal meetings and to appeal to a more senior manager - ideally one not involved in the initial meetings. To read more on the right to be accompanied, read the LRA Code of Practice on Disciplinary and Grievance Procedures.
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Dismissals relating to industrial action
How to ensure that you dismiss an employee fairly for reasons relating to industrial action.
It is automatically unfair to dismiss workers for taking part in official industrial action:
- In the 12-week period from the day the industrial action starts.
- That lasts longer than 12 weeks - but only if you haven't taken reasonable steps to resolve the dispute. Only an industrial tribunal/arbitrator can decide whether or not you've taken the necessary steps to resolve the dispute.
Subject to some exceptions (see below), an employee dismissed while taking part in unofficial industrial action can't generally claim unfair dismissal.
For the difference between official and unofficial industrial action, see our guide on industrial disputes.
If you 'lock-out' employees taking industrial action, the days of the lock-out are not included in the calculation of the 12-week protected period. A lock-out is where you prevent employees from getting to their workplace, eg by locking the doors to the premises.
Apart from this - subject to some exceptions (see below) - an industrial tribunal/arbitrator can't hear a complaint of unfair dismissal from an employee dismissed while taking part in official industrial action as long as you have:
- dismissed all those who were taking part in the action on the same date that you dismissed the person complaining of unfair dismissal
- not offered re-engagement to any dismissed employee within three months of the dismissal date without making the person complaining of unfair dismissal a similar offer
Exceptions
The exceptions are that a tribunal/arbitrator can hear a complaint of unfair dismissal from an employee dismissed while taking part in industrial action - either official or unofficial - if the main reason:
- was that the employee took certain specified types of action on health and safety grounds
- related to maternity/paternity/adoption/parental/shared parental/parental bereavement leave, pregnancy or time off for a dependant
- was that the employee exercised their rights under the Working Time Regulations (Northern Ireland) 2016
- related to the right to request flexible working arrangements
- was that the employee had been summoned or took time off work for jury service
- was that the employee took certain specified types of action as an employee representative or as a candidate to become one, or taking part in the election of such a representative
An industrial tribunal/arbitrator can also hear a complaint of unfair dismissal from an employee dismissed while participating in unofficial industrial action if the reason or main reason for the dismissal was that the employee made a protected disclosure.
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Dismissal due to illness
How to handle dismissing an employee due to long-term ill health.
Dismissal due to capability may also include instances where the employer dismisses because the employee is no longer capable of doing the job they were employed to do because of illness.
Occasionally an employee may have to leave your employment because of long-term ill health. Sometimes the employee will simply choose to resign. However, you might eventually have to consider dismissing them.
In order for a dismissal to be potentially fair, you must ensure that you regularly communicate and consult with the employee, take appropriate medical advice, consider the effects of the absence on the business, consider alternatives to dismissal and, if appropriate, take account of any reasonable adjustments as required under disability discrimination legislation. See employ and support people with disabilities.
Finally, before dismissing an employee you must also ensure you comply with the statutory dismissal procedures.
Prior to dismissal due to illness
Before dismissing an employee, you should consider as many ways as possible to help them back to work - dismissal is a last resort and could be unfair if not handled properly. It is also very important that you determine whether or not they are disabled under the Disability Discrimination Act 1995.
You can consider getting a medical report from their GP (with their written permission), or an occupational health assessment. Remember to ask the questions that are relevant to the job, as this will enable you to get the information you need to make an informed decision. The employee has the right to see the GP report before you and may choose not to disclose some information.
If their continued employment is no longer feasible because there are no reasonable adjustments that can be made, it may be fair for you to dismiss them.
During any dismissal procedure, you should treat all employees with sensitivity. You should also act fairly and reasonably. Your dismissal procedure must follow the statutory dismissal requirements.
If you unreasonably fail to follow the statutory dismissal procedures when dismissing and the employee is successful in unfair dismissal proceedings, any compensation awarded by the tribunal or arbitrator could be increased by between 10% and 50%.
If the employee who is subject to the procedure is disabled, you will also have to consider making any possible reasonable adjustments to allow for their needs; you have to address disability discrimination laws, so this is important.
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Dismissals on conduct grounds
How to dismiss employees involved in incidents of misconduct.
If you find that an employee has been involved in an incident of misconduct, the action you take depends on how serious it is. For example:
- If the misconduct relates to a minor issue, the penalty for a first offence would normally be a verbal warning. This would be followed by a written warning if the offence is repeated within a specified timescale. Further occurrences would result in a final written warning and ultimately dismissal if repeated again.
- If the misconduct relates to a more serious issue, the employer may issue a final written warning for a first offence followed by dismissal for any further repeat of the offence within a specified time scale.
- The Labour Relations Agency (LRA) Code of Practice applies the statutory procedures to the issue of warnings as a matter of good practice.
- If the misconduct is of a very serious nature, the employer may dismiss for a first offence.
- No disciplinary action should be taken until there has been a thorough investigation into the alleged misconduct.
- Details of the alleged misconduct should be set out in writing and given to the employee prior to any hearing taking place.
- The employee must be offered the right to appeal against any decision taken within the formal procedure
- Throughout the formal process, employees have the right to be accompanied to all meetings and appeal meetings and to appeal to a more senior manager - ideally one not involved in the initial meetings
- The LRA Code of Practice on Disciplinary and Grievance Procedures recommends that verbal warnings remain on file for a six-month period and written warnings for a 12-month period.
Discipline and dismissal have a statutory procedure which must be followed and if it is not, where it applies, this may result in a finding of automatic unfair dismissal.
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Whistleblowing and dismissal
Protection from dismissal or detrimental treatment for workers who disclose a suspected relevant failure at work.
Workers who suspect wrongdoing and 'blow the whistle' to disclose these concerns to their employer are protected from dismissal or other negative consequences - as long as certain criteria are met. This law intends to help businesses quickly identify and resolve such problems.
The term 'workers' refers to those who work under:
- a contract of employment, eg employees
- some other contract to perform work personally, eg casual workers
It does not cover the genuinely self-employed.
The whistleblowing law also covers NHS practitioners, such as:
- GPs
- certain dentists
- pharmacists
- opticians
It also covers:
- agency workers
- certain categories of trainee
- those who contract to provide services to the Department of Health
- those who contract to provide services to a business via their own limited company - even if introduced via an employment agency or employment business
- student nurses and student midwives who undertake work experience as part of a course of education or training approved by, or under arrangements with, the Nursing and Midwifery Council (NMC)
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Whistleblowing: Qualifying disclosures
The types of disclosure that are eligible for protection from dismissal.
The types of disclosure that are eligible for protection are known as 'qualifying disclosures'.
These are where the worker reasonably believes that the disclosure is being made in the public interest and at least one 'relevant failure' is currently happening, took place in the past, or is likely to happen in the future.
Relevant failures can be:
- a criminal offence
- a miscarriage of justice
- damage to the environment
- the breach of a legal obligation
- a danger to the health or safety of any individual
- the deliberate covering up of information tending to show any of these matters
The same protection applies even if the qualifying disclosure concerns a relevant failure overseas or where the applicable law is not that of the UK.
Disclosures that can be characterised as being of a personal rather than public interest, will not be protected.
The belief does not need to be correct. The worker only needs to show that they held the belief and that it was a reasonable belief in the circumstances at the time they made the disclosure.
The disclosure is not a qualifying disclosure if:
- by making the disclosure, the worker has committed an offence, eg under the Official Secrets Act 1989
- the information should be protected from disclosure because of legal professional privilege, eg the disclosure has been made by a legal adviser (or their secretary) who has acquired the information in the course of providing legal advice
Qualifying disclosures made internally
A worker is protected if they make a qualifying disclosure to either:
- their employer - either directly or by using a procedure authorised by the employer for that purpose
- to another person who the worker reasonably believes to be solely or mainly responsible for the relevant failure
Ideally, you should have a whistleblowing policy that includes a procedure to follow if a worker wishes to make a qualifying disclosure.
Qualifying disclosures made externally
A worker is protected if they make a qualifying disclosure to an appropriate 'prescribed person'. These are certain statutory bodies - or people within them - who have the authority to receive disclosures relevant to the role of that particular body. Breaches in health and safety law, for example, can be brought to the attention of the Health and Safety Executive for Northern Ireland or the appropriate local council.
Public Interest Disclosure guidance.
For the disclosure to be protected, the worker must:
- reasonably believe the information and any allegation it contains are substantially true and are in the public interest to disclose
- reasonably believe they are making the disclosure to the relevant person or body
A qualifying disclosure is also a protected disclosure if it is made:
- to a government minister or a Northern Ireland Department Permanent Secretary by someone working in a government-appointed organisation - this could be directly or via departmental officials and in the public interest to disclose
- to a legal adviser in the course of obtaining legal advice - there are no further conditions attached
Other circumstances where an external disclosure is protected
A qualifying disclosure continues to be a protected disclosure if the conditions below are met.
Firstly, the worker must:
- not act for personal gain
- reasonably believe the information - and any allegation contained in it - is substantially true
In addition, one or more of the following conditions must be met:
- the worker must have previously disclosed the same information to their employer or to a prescribed person
- the worker reasonably believed they would be subjected to a detriment by their employer if the disclosure was made to the employer or a prescribed person
- in the absence of an appropriate prescribed person, the worker reasonably believed that disclosure to the employer would result in the destruction or concealment of information about the wrongdoing
Finally, it must be reasonable for the worker to make the disclosure. An industrial tribunal/arbitrator will decide whether the worker acted reasonably in all the circumstances, particularly taking into account:
- the seriousness of the relevant failure
- whether the relevant failure is continuing or likely to occur again
- whether the worker followed any internal procedures approved by the employer
- what action has, or might reasonably be expected to have, been taken where a previous disclosure was made to the employer or a prescribed person
- whether the disclosure breaches the employer's duty of confidentiality to others
- the identity of the person to whom the disclosure was made
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Whistleblowing: Exceptionally serious failures
How workers are protected when reporting an exceptionally serious failure in the workplace.
If the relevant failure is exceptionally serious, any qualifying disclosure made externally will be protected if the worker:
- does not act for personal gain
- reasonably believes the information disclosed, and any allegation contained in it, are substantially true
Also, it must be reasonable for the worker to make the disclosure in view of all the circumstances - with particular regard to the identity of the person to whom the disclosure is made.
Only an industrial tribunal/arbitrator can decide whether or not the relevant failure is exceptionally serious. This will be a matter of fact and not simply a matter of the worker reasonably believing it to be exceptionally serious.
Raising a grievance and making protected disclosures
Employees do not necessarily have to raise a grievance in order to make a protected disclosure.
For more information about grievance procedures, see our guide on handling grievances.
There may be good reasons why a worker wishes their identity to remain confidential. The law does not compel an organisation to protect the confidentiality of a whistleblower. However, it is considered best practice to maintain that confidentiality, unless required by law to disclose it.
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Whistleblowing: Right of complaint to an industrial tribunal
If an employee is dismissed for making a protected disclosure, they may bring a claim to an employment tribunal.
An employee may bring a claim for unfair dismissal if they are dismissed for making a protected disclosure. A tribunal/arbitrator will find any such dismissal to be automatically unfair.
An employee or other worker who believes they have been subjected to a detriment for making a protected disclosure can bring a complaint of detrimental treatment.
A worker subjected to a detriment by a co-worker in the course of that co-worker's employment with the employer, on the grounds that the worker made a protected disclosure, may be able to take a case to an Industrial Tribunal against both the co-worker and their employer.
A detriment can be either an act or a deliberate decision not to act by the employer. Whether an employee or other worker has suffered a detriment will be decided by the tribunal/arbitrator.
Examples of detrimental treatment include:
- threats of dismissal
- withholding a pay rise
- discrimination in promotion, transfer, or training opportunities
- failure to confer a benefit on a person who failed to accept an unlawful inducement that would have been conferred on them had they accepted the offer
Workers who are not employees cannot claim unfair dismissal. However, their dismissal could amount to a detriment and therefore they could still bring a detrimental treatment claim.
Remedies
Where a tribunal or arbitrator finds that an employee's complaint of unfair dismissal is justified, they will order either:
- reinstatement/re-employment
- the payment of compensation
Where an employee or other worker complains they have been subjected to a detriment and the tribunal or arbitrator finds the complaint well-founded, they will make a declaration to that effect and may order the payment of compensation.
An industrial tribunal will have the discretion to reduce a compensatory award by up to 25% in the event that it finds the disclosure has not been made in good faith.
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Taking your case to the Ombudsman
In this guide:
- Complain against an insolvency practitioner or the Insolvency Service
- Complaints against the Insolvency Service
- Dealing with unresolved Insolvency Service complaints after the initial response
- Taking your case to the Ombudsman
- How the Insolvency Service responds to complaints
- How to complain about an insolvency practitioner
- What to consider before making a complaint
- How to make a complaint about an authorised insolvency practitioner
- Directory of authorised professional bodies
Complaints against the Insolvency Service
How to complain about The Insolvency Service, who to complain to and what you should include in your complaint.
You should inform the Insolvency Service if you are dissatisfied with the service you receive from them. They will then try to resolve your complaint and ensure it does not recur.
Steps in resolving your complaint
You may be able to resolve a complaint by taking it up immediately with the individual you have been dealing with, or with their immediate manager.
If you cannot resolve the problem there and then you should contact the Customer Relations Officer.
You can also register a complaint by phone, although you may have to set out the details of your complaint in writing.
You can contact the Customer Relations Officer by calling the Insolvency Service on Tel 028 9054 8531. Alternatively, you can email insolvency@economy-ni.gov.uk.
What will happen next?
The Customer Relations Officer will investigate your complaint and will give you a full reply within 10 working days. If that is not possible he/she will issue a letter to you explaining why and stating when he/she will send a full reply.
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Dealing with unresolved Insolvency Service complaints after the initial response
What to do if your complaint is unresolved and how to complain.
If you have informed the Insolvency Service that you are dissatisfied with its service and remain dissatisfied after you receive the initial response to your complaint, you should write to the Director of the Insolvency Service, Mr Richard Monds.
Mr Richard Monds
The Insolvency Service
Fermanagh House
Ormeau Avenue
Belfast
BT2 8NJTel No: 028 9054 8531
Email: insolvency@economy-ni.gov.uk
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Taking your case to the Ombudsman
What the Parliamentary Ombudsman is responsible for, what they can do, and how to contact them.
If you remain dissatisfied you can refer your complaint to the Northern Ireland Public Services Ombudsman (NIPSO). If you do wish to make a complaint, this should be done within 6 months.
The Ombudsman can only enquire into the administrative functions undertaken by staff in their dealings with you. The Ombudsman cannot investigate how a decision was made in a bankruptcy or liquidation, as this would be a matter to be determined by the High Court.
You may contact the Ombudsman at:
Freepost NIPSO or The Northern Ireland Public Services Ombudsman
Progressive House
33 Wellington Place
Belfast
BT1 6HNTelephone: 028 9023 3821 or Freephone: 0800 343 424
Text Phone: 028 9089 7789
Email: nipso@nipso.org.ukor by calling, between 9am and 5pm, Monday to Friday at the above address.
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How the Insolvency Service responds to complaints
Receiving written statements of apology, claiming back your costs or damages, and other types of complaint.
If the Insolvency Service agrees with your complaint and admits to the error, you can expect any - or a combination - of the following written statements:
- an apology
- an explanation
- assurance that the error will not happen again
- details of actions taken to put things right
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How to complain about an insolvency practitioner
How to complain about an insolvency practitioner, who to complain to, and what you should include in your complaint.
Whether you are a creditor or debtor, you may need an insolvency practitioner (IP) to act as:
- a trustee in bankruptcy
- an administrator of a deceased insolvent estate
- a liquidator
- a provisional liquidator
- an administrator
- an administrative receiver
- a nominee or supervisor of a voluntary arrangement
- a trustee of a partnership
A person who acts as a liquidator, trustee in bankruptcy, administrative receiver, administrator or supervisor under a voluntary arrangement must be authorised to act as an IP. The authorisation process was introduced to ensure the suitability of those who are authorised to act as IPs.
Authorisation may be made by one of five professional bodies recognised by the Department for the Economy (DfE) as being competent to do so.
In carrying out their duties, IPs must comply with several statutory requirements and follow best practice and ethical guidance.
If you are unhappy with how an IP has carried out their services or duties, you should contact their authorising body. See what to consider before making a complaint.
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What to consider before making a complaint
Details you should get from an insolvency practitioner prior to making a complaint and who you should complain to.
As a creditor or a debtor, if you are unhappy about the conduct of an insolvency practitioner (IP), you may first be able to resolve your complaint by taking it up with the IP concerned.
If you cannot resolve your complaint directly with the IP and you consider that they are acting 'unprofessionally, improperly or unethically', you can make a complaint to the appropriate authorising body or Complaints Gateway. For a full list and contact details of these bodies see the directory of authorised professional bodies.
An IP should give details of their authorising body on request. Alternatively, you can find this information:
- on the Insolvency Service's searchable database of IPs
- by calling the Insolvency Service on Tel 028 9054 8531
- by emailing the Insolvency Service at insolvency@economy-ni.gov.uk
- by writing to the Insolvency Practitioner Unit
You can write to the Insolvency Practitioner Unit at:
Insolvency Practitioner Unit
The Insolvency Service
Fermanagh House
Ormeau Avenue
Belfast
BT2 8NJIf you are not sure who is acting as the IP for a particular case, you will need to supply the full name of the insolvency case when making your enquiry.
Limit of authorising bodies' powers
The Department for the Economy (DfE) or the authorising body cannot intervene directly in individual insolvencies, nor can they give directions in relation to the conduct of individual cases, or reverse or modify the decision of an IP.
Insolvency deals with a number of competing interests, most notably between the insolvent party and their creditors. Ultimately, commercial and other disputes may only be resolved by the courts. The authorising body's disciplinary procedures should not be regarded as an alternative to the powers available to individuals under the Insolvency (Northern Ireland) Order 1989.
Complaints against case administrators or case managers
The IP is the person who is responsible for the insolvency case and the staff that run it. Therefore, complaints against a case administrator or a case manager, for example, should be taken up with the relevant IP.
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How to make a complaint about an authorised insolvency practitioner
How to contact the Insolvency Practitioner Unit regarding complaints you may have about an insolvency practitioner.
To make a complaint about an insolvency practitioner (IP) authorised by a specific body, you should contact the relevant body. Each body will have its own complaints procedure and will explain how to make a complaint.
If the complaint relates to an Insolvency Practitioner authorised by the Law Society of Northern Ireland and insolvency procedures governed by Northern Ireland legislation, the complaint should be made to the Law Society Northern Ireland. The Law Society of Northern Ireland will have its own complaints procedure and will explain how to make a complaint.
The Insolvency Service takes steps to ensure that each of the professional bodies has a proper complaints procedure in force and that it complies with it. However, they have no power to review a professional body's decision and cannot substitute their judgment for that of the professional body in relation to individual complaints.
If the complaint relates to Insolvency procedures under the insolvency legislation of Great Britain and Northern Ireland and the Insolvency Practitioner is authorised by Chartered Accountants Ireland, Institute of Chartered Accountants in England & Wales, Institute of Chartered Accountants in Scotland, or the Insolvency Practitioners Association, the complaint should be made via the Complaints Gateway.
The Insolvency Service GB website provides guidance on how to complain about an insolvency practitioner.
What Complaints will the Gateway deal with?
The Gateway will deal with: complaints about an insolvency practitioner who has been formally appointed as office holder and also about work that may lead to an insolvency appointment.
The Gateway will not deal with: complaints about insolvency practitioners licensed by the Law Society of Northern Ireland.
Gateway Contact Details
Email: insolvency.enquiryline@insolvency.gov.uk
Post: The Insolvency Service
IP Complaints
3rd Floor
1 City Walk
Leeds
LS11 9DATelephone: 0300 6780015
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Directory of authorised professional bodies
Contact details of authorised professional bodies, and information on what they are responsible for.
There are five professional bodies who can authorise insolvency practitioners (IPs), including:
- The Insolvency Practitioners Association (IPA) is a membership body for those in insolvency practice who promote and maintain performance standards and professional conduct levels for those involved in the insolvency sector. Read about the work and services of the IPA.
- Institute of Chartered Accountants Ireland is a professional body of accountants that oversees the professional conduct of accountants in Ireland. Find information about Chartered Accountants Ireland.
- Institute of Chartered Accountants in England & Wales (ICAEW) is a professional body of accountants that oversees the professional conduct of accountants in England & Wales. Find out more about ICAEW.
- Institute of Chartered Accountants in Scotland (ICAS) is a professional body of accountants that oversees the professional conduct of accountants in Scotland. Find out more about ICAS.
- Complaints about Solicitor Insolvency Practitioners in Northern Ireland are handled by the Law Society of Northern Ireland. They provide a free and independent service for people dissatisfied with their representatives' services. Find out how to complain about a solicitor.
The Law Society of Northern Ireland investigates complaints about Solicitor Insolvency Practitioners in Northern Ireland. You can contact the Law Society of Northern Ireland on Tel 028 9023 1614.
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Sector-specific skills and training in Northern Ireland
In this guide:
- Staff training
- Advantages of staff training
- How to identify staff training needs
- Develop a staff training plan
- Training methods to fit your business
- Find training courses in Northern Ireland
- Skill Up programme: Retrain and upskill your staff
- Gain training recognition
- Sector-specific skills and training in Northern Ireland
- Developing a staff training plan - Grants Electrical Services (video)
Advantages of staff training
Find out the many benefits that staff training and skills development can bring to your workers and business.
Developing and implementing effective staff training can benefit your employees and your business. By investing in your staff, even on a small training budget, you can drive down costs to your business and help increase sales and profits.
What are the benefits of staff training?
Developing your workforce and improving their skills through training can:
- increase productivity
- enable skills development and spread the skills mix across your teams and organisation
- improve the quality of work
- establish a clear standard for trained members of staff
- give staff more responsibility and ownership of their job role
- reduce faults, waste, or customer complaints with streamlined processes and more competent staff
- positively affect staff morale and motivation - see lead and motivate your staff
- reduce staff turnover and absenteeism
- help your business adapt to change and prepare for growth - see change management and planning business growth
- give you a competitive advantage over your business rivals - see increase your market share
- offer development opportunities for your employees
- help you attract top talent if your business is seen as one that values and invests in their workers - see recruiting staff
Although staff training is often mandatory for new members of staff, it is just as important to offer ongoing training opportunities for long-term employees. This helps staff realise that there is an opportunity within your organisation to develop, grow, and progress. Staff training develops the skills and capabilities that individuals need for their job and improves the overall efficiency and performance of a business as a whole.
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How to identify staff training needs
How to identify a gap between employee knowledge and skills and training requirements using the training needs analysis technique.
To identify training that matches the specific needs of your staff and business goals you can carry out a training needs analysis.
What is a training needs analysis?
Training needs analysis is a method used by businesses to identify training requirements in a cost-efficient way. This process involves evaluating training needs and weighing up training priority areas at all levels within a business. Training needs analysis forms the first step of the training development cycle.
Training development cycle
What are the stages of training needs analysis?There are three key stages of training needs analysis. These steps involve identifying the direction of the organisation, understanding the skills and knowledge of staff through a task analysis, and analysing the individual needs of each employee. These three stages of training needs analysis are explained in more detail below:
Stage 1: Organisational needs
This step evaluates the overall training needs in the business. This is where you analyse future skills needs due to changes in products, equipment, technology, and teams, or in response to economic or political factors. Upcoming changes in law or industry standards may also influence the training needs of your business.
Practical ways of identifying organisational needs are by reviewing documents, and processes, setting up advisory teams, and carrying out a SWOT (strengths, weaknesses, opportunities, and strengths) analysis - see a SWOT analysis example.
Stage 2: Task analysis
At this level, you compare the job requirements of your business with existing employee skills and knowledge. This will help you to identify the potential skills gaps. Here you establish how often specific tasks are performed, the level of skill and knowledge required to perform these tasks, and where and how these skills are best acquired.
Practical ways of carrying out this analysis are to create assessment centres, tests, or practical observations of employees carrying out key tasks.
Stage 3: Individual needs
At this stage, you examine the training needs of each employee. This information is most often gathered from performance reviews and appraisal systems. You may seek feedback from employees on their recommendations on how to solve problems that may be hampering their day-to-day job.
Other practical ways of identifying individual training requirements for your employees are through surveys, questionnaires, interviews, and focus groups. Download our SWOT analysis template with specific staff training questions (DOC, 17K)
Support to help your business with training needs analysis
Invest Northern Ireland offers help and advice to local businesses on upskilling their workforce. The training needs analysis workshops give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
Training needs analysis tutorial videos
The embedded video below is an introduction to a tutorial on training needs analysis. You can view the full Invest NI training needs analysis tutorial.
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Develop a staff training plan
How to put staff training into practice once you have identified priority areas for your employees and your business.
After you have identified the staff training required through training needs analysis, you will want to interpret the results and put your findings into practice.
Understanding the training needs analysis process
To effectively implement and deliver the benefits of your training needs analysis, you should consider the following steps:
1. Link skills requirements to your business goals and strategy
Embed the results of your training needs analysis within the direction of future training and skills development. This will ensure that you are applying your training budget effectively to the areas within your business that need it most.
2. Prioritise training needs
This is when you form the justification for your training budget by identifying how training will meet your business's key performance indicators (KPIs) - see use KPIs to assess business performance. Your initial analysis may have identified the need for staff training in multiple areas, so you will need to prioritise the parts that you will focus on first.
For example, you might consider if the training can help employees carry out existing tasks more efficiently or to a higher standard, or if it will train staff to take on a new role with increased responsibilities. In short, you need to identify what is most important to your business.
To help identify priority training courses, you can carry out a training course priority weighting exercise. This is where you weigh up the costs and benefits of a number of training courses to identify the most beneficial one for your business. Download our training course priority weighting template (DOC, 13K).
3. Find training solutions
Establish how you will deliver the training whether in-house or through external trainers. Some options include:
- conferences
- workshops/seminars
- e-learning/webinars
- books/journal
- coaching or mentoring
- job shadowing
- secondment
See a list of training methods to fit your business.
You can search our Events Finder for suitable training courses, workshops, webinars, and other business events.
4. Communicate
It is important to keep your employees informed of the reasons why they may have to complete certain training. Publish your training needs analysis findings and any associated training plans. Invite feedback from your employees on how they found the training they undertook.
5. Evaluate
You should evaluate the training outcomes by demonstrating how the training delivers value for money. Consider naming someone who is responsible for evaluating training (eg a dedicated staff or line manager). Analyse the impact of all training on your employees, business, and productivity.
You can use a range of tools to give you qualitative and quantitative evaluation feedback. You should attempt to assess the impact of the training on employees by comparing their skills and abilities before and after training completion. The evidence you gather at this stage should be fed back to management as a demonstration of how the training provides a return on investment for the business.
Most training providers use evaluation methods that fit into the Kirkpatrick Model of Evaluation for Training (PDF, 302K), where example methods are matched to each level of evaluation.
Support to help your business with training needs analysis
Invest Northern Ireland offers help and advice to local businesses on upskilling their workforce. The training needs analysis workshops give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
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Training methods to fit your business
A list of training methods that may be helpful to your business and boost the skills of your staff.
An outline of some methods your business could use to help train your staff, including their advantages and disadvantages.
Training method What it involves Advantages Disadvantages Coaching By talking through a problem or task with a coach/manager, employees can arrive at a solution or better method of working - Cost-effective if done in-house
- Specific to your business's needs
- Coach or manager needs to be coached initially
- Can be time-consuming
E-learning Employees follow courses online - Employees teach themselves at their convenience
- Low cost
- Courses tend to be general rather than specific to your business's needs
Evening classes Training through classes held in the evenings - No disruption to employees during working hours
- May disrupt the work-life balance for staff
- Employees may resent having to attend classes in the evening and may not turn up
Workshops A group of employees trains together under the supervision of a trainer - typically involves explanation, examples, trying out the skill or method, reviewing what happens, and considering developments and alternatives - Employees practice solving problems
- Time-consuming - typically takes at least half a day, if not more
- May be disruptive to your business if many employees attend at the same time
- Can be expensive if you send numerous employees to workshops
Study leave Employees are given paid leave to attend courses and attain a recognised qualification
- Both the business and employee benefit
- Can be a good recruitment incentive
- Tax relief may be available on the cost, of course,
- May be difficult to decide who is eligible
Induction Formal or informal way of helping a new employee to settle down quickly in the job by introducing them to people, the business, processes, etc - Great way to help a new employee to get started and understand key organisational processes
- Can be formal or informal
- Low cost
- Focused on new employees and those starting new roles
- May take up a large part of a manager's time if many new people start at the same time
Job shadowing One employee observes another employee going about their job - Low cost
- Specific to your business/their role
- There isn't a chance for hands-on practical experience to be gained
- This may give a false perspective of the job role depending on the person being shadowed and when the job shadowing is taking place.
Mentoring A more senior person typically supports an executive or manager or director by providing advice, support, and a forum for discussing problems - Provides personal development
- Low-cost
- Limited to more senior employees
- For mentoring to be effective, the personalities and experiences of the mentor and employee need to be complementary
Networking / seminars
Employees attend a seminar on a specific topic - this can be in-house, at an industry event, or organised by a training specialist - Useful way of getting a lot of information over to a large audience
- At industry events and at seminars organised by training specialists, employees can talk to their peers as competitors/partners
- Employees may be unable to discuss specific problems in front of rivals
- Retention of information may be low if there is a lot of information to convey to employees
Distance learning Employees train through courses devised by educational institutions (eg Open University) but are not required to attend traditional classes - Increasingly web-based
- Employees can learn at their convenience
- Courses tend to be general rather than specific to your business's needs
Simulation / role-playing Typically employees in a particular department (eg sales) come together to take on roles to help work through possible scenarios (eg customer complaint)
- Employees learn by doing and are prepared for possible situations at work
- Specific to your business
- Can be led by a manager
- Artificial situations remove the stress and complexities that may occur in a real-life situation
- There is always room for error when creating a situation in a training environment
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Find training courses in Northern Ireland
What to consider when choosing a suitable training provider and where you can find training courses in Northern Ireland.
There are many organisations offering training courses throughout Northern Ireland. There are also free online training resources to help you and your staff develop their skills and make your business more competitive.
Free short-term courses (Skill Up programme)
The Department for the Economy is supporting free places on a range of fully accredited courses, to help individuals retrain and improve their skills. The courses will be delivered by local universities and Further Education colleges through the Skill Up programme. See Skill Up programme: Retrain and upskill your staff.
Open University courses
The Open University has partnered with Invest Northern Ireland to provide local businesses with online training and learning resources to support upskilling in industry.
The Open University has also partnered with the Department for the Economy to offer a range of free training to help you improve your skills and wellbeing.
The Open University offers a wide range of online courses.
Other online courses
AbilityNet helps people of any age and with any disability to use technology to achieve their goals at home, at work, and in education.
Alison is a free learning platform for education and skills training. It is a not-for-profit social enterprise dedicated to making it possible for anyone, to study anything, anywhere, at any time, for free online, at any subject level.
AWS Training & Certification is free to register and offers over 500 free courses to build AWS Cloud Skills.
BBC Skillswise offers a collection of free videos and downloadable worksheets to help adult learners improve their reading, writing and numeracy skills.
BT Skills for Tomorrow offers a range of free resources anyone can use to help them stay safe, connected and informed online.
Carnegie Trust in partnership with CILIP Library Association offers online development materials on leadership and innovation, including transformation, creativity, and innovation, influencing skills and power.
Class Central offers several thousand free online courses that have been developed by a number of top universities from across the globe, including in ICT and business.
Class of 2020 offers learning and development materials on upskilling programmes for graduates, including short courses, live webinars, business challenges, and questions and answers.
Coursera brings together courses and certificates provided online for free by a variety of universities and companies. The main focus is on science, technology, engineering and mathematics, with additional material in other areas also available.
Google Digital Garage offers over 40 hours worth of training to get the digital skills you need to start your career or grow your business.
Invest NI offers a wide range of tools and business tutorials to support improvements in business processes and growth. The training needs analysis workshops also give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
Khan Academy offers practice exercises, instructional videos, and a personalized learning dashboard that let learners study at their own pace in and outside of the classroom, offering mathematics, science, computer programming, history, art history, economics, and more.
Learn My Way is a website of free online courses, built by Good Things Foundation to help people develop their digital skills.
Oxford Home Study College offers a range of fully certified provision including cybersecurity, digital marketing, life coaching, and planning.
Training Matchmaker offers a range of free short courses, based online or across Northern Ireland, in a wide range of technical and vocational areas.
Business Events Finder
You can also search our Events Finder for business-related training, workshops, conferences and webinars from a variety of organisations.
Choosing a training provider: what to consider
When deciding who to select for your training provider, you should consider:
- Does the trainer understand your business? Is their experience relevant to your sector?
- Is the training at the right level, is it tailored to your business, as opposed to being a generic course?
- Do the logistics of the training satisfy you? Is it hosted online or held at an appropriate venue, at the right times and dates that suit your schedule?
- Is the trainer or training business linked to any associations that can recommend them?
- Could you speak to other clients who have undergone the training?
It is likely that there will be a number of suppliers offering possible courses. You should investigate each one thoroughly to ensure they meet your requirements before going ahead.
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Skill Up programme: Retrain and upskill your staff
Find free training opportunities to help develop the skills of your staff through the fully funded Skill Up programme.
Skill Up offers opportunities for businesses to retrain and upskill their staff by taking advantage of a range of free accredited courses. The training will be delivered by the local further and higher education providers in Northern Ireland.
Opportunities are available from entry to postgraduate levels, focusing on skills identified by industry, linked to priority economic areas, including:
- green skills
- software
- advanced manufacturing
- childcare
- health and social care
- hospitality
- transversal skills
Training courses available for 2024-25
If you are interested in the training courses available from local colleges and universities for the 2024-25 academic year, visit the provider’s website.
Queen’s University Belfast
Further information and details on how to apply for Queen's University Skill Up courses.
Ulster University
Further information and details on how to apply to the Ulster University Skill Up courses.
St Mary's University College
Further information and details on how to apply to the St Mary's University College course.
Stranmillis University College
Further information and details on how to apply to the Stranmillis University College courses.
North West Regional College
Further information and details on how to apply to the North West Regional College's Skill Up courses.
Belfast Metropolitan College
Further information and details on how to apply to the Belfast Met Skill Up courses.
Northern Regional College
Further information and details on how to apply to the Northern Regional College's Skill Up courses.
South West College
Further information and details on how to apply to the Southern Regional College's Skill Up courses.
South Eastern Regional College
Further information and details on how to apply to the South Eastern Regional College's Skill Up courses.
The Open University
Applications for Open University Skill Up courses closed at midday on Thursday 12 September 2024.
Find further information on the Open University Skill Up courses.
Full list of Skill Up courses
For a breakdown of Skill Up courses available across the organisations, see Skill Up.
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Gain training recognition
How to get recognition and reward for your training efforts through Investors in People and various business awards.
Being recognised as an organisation that invests in its people through training and development can impress prospective customers, suppliers, and new recruits.
Investors in People
If you are seeking recognition for your training efforts and effective engagement with staff, you should consider applying for the Investors in People Awards. Investors in People is a management standard for high performance through people. The prestigious accreditation is recognised across the world as a mark of excellence.
Read more on Investors in People: the Standard for people management.
Recognition through business awards
Business awards run by various organisations and local councils usually have award categories that recognise the efforts of employers to train, develop and look after their staff. You may find it beneficial to apply for business awards in order to have your training efforts recognised and rewarded.
Find business awards
You can find business awards by checking our business news section or business support finder.
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Sector-specific skills and training in Northern Ireland
Where to find staff training and skills development specifically tailored to your business sector.
There are several sources of sector-specific advice on skills development for employees working in a particular industry. Employers can also get involved in helping to influence how training is adapted to match the needs of their industries.
Sectoral partnerships
The purpose of sectoral partnerships is to review and develop the content of all youth traineeship and apprenticeship frameworks from level 2 to level 8 to ensure that all those involved in training are industry-ready.
There are 15 sectoral partnerships that have been established so far, including:
- Advanced Manufacturing and Engineering
- Agri-Food Manufacturing
- Built Environment
- Finance and Accounting
- Hair and Beauty
- Health and Social Care
- Hospitality and Tourism
- ICT
- Life and Health Services
- Sales and Marketing
- Business and Administration
- Childcare and Youth Work
- Civil Engineering
- Creative and Cultural
- Motor Vehicle
Employers are encouraged to become involved in sectoral partnerships to ensure apprentices and trainees are getting high-quality training that provides them with the right skills for a career in their chosen industry.
Read more on sectoral partnerships.
Sector Training Councils (STCs)
Sector Training Councils are independent employer representative bodies in Northern Ireland. Their role is to:
- articulate the skills, education, and training needs of their sectors in the short and long term
- advise on training standards required for their sectors
- work with the Department for the Economy (DfE), employers, and industry trade bodies to ensure that training needs and standards are met
You can find out more about individual Sector Training Councils at the links below:
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Staff training
Developing a staff training plan - Grants Electrical Services (video)
Grants Electrical Services, based in Mallusk, explain how they identify staff training needs and put training plans in place to develop staff skills.
Grants Electrical Services Ltd (GES), based in Mallusk, is an electrical and mechanical engineering company. They sell industrial engineering applications to customers throughout the UK and Europe. GES employs approximately 90 staff who specialise in various aspects of niche engineering.
Rachel Doherty explains the approach that GES took to identify staff training needs and develop employee skills. She describes how following a formal analysis process they went on to fill gaps in both staff knowledge and skills. This has helped to contribute to the company's growth. Rachel also highlights how GES has developed bespoke in-house leadership and management training that has won industry awards.
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Gain training recognition
In this guide:
- Staff training
- Advantages of staff training
- How to identify staff training needs
- Develop a staff training plan
- Training methods to fit your business
- Find training courses in Northern Ireland
- Skill Up programme: Retrain and upskill your staff
- Gain training recognition
- Sector-specific skills and training in Northern Ireland
- Developing a staff training plan - Grants Electrical Services (video)
Advantages of staff training
Find out the many benefits that staff training and skills development can bring to your workers and business.
Developing and implementing effective staff training can benefit your employees and your business. By investing in your staff, even on a small training budget, you can drive down costs to your business and help increase sales and profits.
What are the benefits of staff training?
Developing your workforce and improving their skills through training can:
- increase productivity
- enable skills development and spread the skills mix across your teams and organisation
- improve the quality of work
- establish a clear standard for trained members of staff
- give staff more responsibility and ownership of their job role
- reduce faults, waste, or customer complaints with streamlined processes and more competent staff
- positively affect staff morale and motivation - see lead and motivate your staff
- reduce staff turnover and absenteeism
- help your business adapt to change and prepare for growth - see change management and planning business growth
- give you a competitive advantage over your business rivals - see increase your market share
- offer development opportunities for your employees
- help you attract top talent if your business is seen as one that values and invests in their workers - see recruiting staff
Although staff training is often mandatory for new members of staff, it is just as important to offer ongoing training opportunities for long-term employees. This helps staff realise that there is an opportunity within your organisation to develop, grow, and progress. Staff training develops the skills and capabilities that individuals need for their job and improves the overall efficiency and performance of a business as a whole.
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How to identify staff training needs
How to identify a gap between employee knowledge and skills and training requirements using the training needs analysis technique.
To identify training that matches the specific needs of your staff and business goals you can carry out a training needs analysis.
What is a training needs analysis?
Training needs analysis is a method used by businesses to identify training requirements in a cost-efficient way. This process involves evaluating training needs and weighing up training priority areas at all levels within a business. Training needs analysis forms the first step of the training development cycle.
Training development cycle
What are the stages of training needs analysis?There are three key stages of training needs analysis. These steps involve identifying the direction of the organisation, understanding the skills and knowledge of staff through a task analysis, and analysing the individual needs of each employee. These three stages of training needs analysis are explained in more detail below:
Stage 1: Organisational needs
This step evaluates the overall training needs in the business. This is where you analyse future skills needs due to changes in products, equipment, technology, and teams, or in response to economic or political factors. Upcoming changes in law or industry standards may also influence the training needs of your business.
Practical ways of identifying organisational needs are by reviewing documents, and processes, setting up advisory teams, and carrying out a SWOT (strengths, weaknesses, opportunities, and strengths) analysis - see a SWOT analysis example.
Stage 2: Task analysis
At this level, you compare the job requirements of your business with existing employee skills and knowledge. This will help you to identify the potential skills gaps. Here you establish how often specific tasks are performed, the level of skill and knowledge required to perform these tasks, and where and how these skills are best acquired.
Practical ways of carrying out this analysis are to create assessment centres, tests, or practical observations of employees carrying out key tasks.
Stage 3: Individual needs
At this stage, you examine the training needs of each employee. This information is most often gathered from performance reviews and appraisal systems. You may seek feedback from employees on their recommendations on how to solve problems that may be hampering their day-to-day job.
Other practical ways of identifying individual training requirements for your employees are through surveys, questionnaires, interviews, and focus groups. Download our SWOT analysis template with specific staff training questions (DOC, 17K)
Support to help your business with training needs analysis
Invest Northern Ireland offers help and advice to local businesses on upskilling their workforce. The training needs analysis workshops give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
Training needs analysis tutorial videos
The embedded video below is an introduction to a tutorial on training needs analysis. You can view the full Invest NI training needs analysis tutorial.
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Develop a staff training plan
How to put staff training into practice once you have identified priority areas for your employees and your business.
After you have identified the staff training required through training needs analysis, you will want to interpret the results and put your findings into practice.
Understanding the training needs analysis process
To effectively implement and deliver the benefits of your training needs analysis, you should consider the following steps:
1. Link skills requirements to your business goals and strategy
Embed the results of your training needs analysis within the direction of future training and skills development. This will ensure that you are applying your training budget effectively to the areas within your business that need it most.
2. Prioritise training needs
This is when you form the justification for your training budget by identifying how training will meet your business's key performance indicators (KPIs) - see use KPIs to assess business performance. Your initial analysis may have identified the need for staff training in multiple areas, so you will need to prioritise the parts that you will focus on first.
For example, you might consider if the training can help employees carry out existing tasks more efficiently or to a higher standard, or if it will train staff to take on a new role with increased responsibilities. In short, you need to identify what is most important to your business.
To help identify priority training courses, you can carry out a training course priority weighting exercise. This is where you weigh up the costs and benefits of a number of training courses to identify the most beneficial one for your business. Download our training course priority weighting template (DOC, 13K).
3. Find training solutions
Establish how you will deliver the training whether in-house or through external trainers. Some options include:
- conferences
- workshops/seminars
- e-learning/webinars
- books/journal
- coaching or mentoring
- job shadowing
- secondment
See a list of training methods to fit your business.
You can search our Events Finder for suitable training courses, workshops, webinars, and other business events.
4. Communicate
It is important to keep your employees informed of the reasons why they may have to complete certain training. Publish your training needs analysis findings and any associated training plans. Invite feedback from your employees on how they found the training they undertook.
5. Evaluate
You should evaluate the training outcomes by demonstrating how the training delivers value for money. Consider naming someone who is responsible for evaluating training (eg a dedicated staff or line manager). Analyse the impact of all training on your employees, business, and productivity.
You can use a range of tools to give you qualitative and quantitative evaluation feedback. You should attempt to assess the impact of the training on employees by comparing their skills and abilities before and after training completion. The evidence you gather at this stage should be fed back to management as a demonstration of how the training provides a return on investment for the business.
Most training providers use evaluation methods that fit into the Kirkpatrick Model of Evaluation for Training (PDF, 302K), where example methods are matched to each level of evaluation.
Support to help your business with training needs analysis
Invest Northern Ireland offers help and advice to local businesses on upskilling their workforce. The training needs analysis workshops give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
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Training methods to fit your business
A list of training methods that may be helpful to your business and boost the skills of your staff.
An outline of some methods your business could use to help train your staff, including their advantages and disadvantages.
Training method What it involves Advantages Disadvantages Coaching By talking through a problem or task with a coach/manager, employees can arrive at a solution or better method of working - Cost-effective if done in-house
- Specific to your business's needs
- Coach or manager needs to be coached initially
- Can be time-consuming
E-learning Employees follow courses online - Employees teach themselves at their convenience
- Low cost
- Courses tend to be general rather than specific to your business's needs
Evening classes Training through classes held in the evenings - No disruption to employees during working hours
- May disrupt the work-life balance for staff
- Employees may resent having to attend classes in the evening and may not turn up
Workshops A group of employees trains together under the supervision of a trainer - typically involves explanation, examples, trying out the skill or method, reviewing what happens, and considering developments and alternatives - Employees practice solving problems
- Time-consuming - typically takes at least half a day, if not more
- May be disruptive to your business if many employees attend at the same time
- Can be expensive if you send numerous employees to workshops
Study leave Employees are given paid leave to attend courses and attain a recognised qualification
- Both the business and employee benefit
- Can be a good recruitment incentive
- Tax relief may be available on the cost, of course,
- May be difficult to decide who is eligible
Induction Formal or informal way of helping a new employee to settle down quickly in the job by introducing them to people, the business, processes, etc - Great way to help a new employee to get started and understand key organisational processes
- Can be formal or informal
- Low cost
- Focused on new employees and those starting new roles
- May take up a large part of a manager's time if many new people start at the same time
Job shadowing One employee observes another employee going about their job - Low cost
- Specific to your business/their role
- There isn't a chance for hands-on practical experience to be gained
- This may give a false perspective of the job role depending on the person being shadowed and when the job shadowing is taking place.
Mentoring A more senior person typically supports an executive or manager or director by providing advice, support, and a forum for discussing problems - Provides personal development
- Low-cost
- Limited to more senior employees
- For mentoring to be effective, the personalities and experiences of the mentor and employee need to be complementary
Networking / seminars
Employees attend a seminar on a specific topic - this can be in-house, at an industry event, or organised by a training specialist - Useful way of getting a lot of information over to a large audience
- At industry events and at seminars organised by training specialists, employees can talk to their peers as competitors/partners
- Employees may be unable to discuss specific problems in front of rivals
- Retention of information may be low if there is a lot of information to convey to employees
Distance learning Employees train through courses devised by educational institutions (eg Open University) but are not required to attend traditional classes - Increasingly web-based
- Employees can learn at their convenience
- Courses tend to be general rather than specific to your business's needs
Simulation / role-playing Typically employees in a particular department (eg sales) come together to take on roles to help work through possible scenarios (eg customer complaint)
- Employees learn by doing and are prepared for possible situations at work
- Specific to your business
- Can be led by a manager
- Artificial situations remove the stress and complexities that may occur in a real-life situation
- There is always room for error when creating a situation in a training environment
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Find training courses in Northern Ireland
What to consider when choosing a suitable training provider and where you can find training courses in Northern Ireland.
There are many organisations offering training courses throughout Northern Ireland. There are also free online training resources to help you and your staff develop their skills and make your business more competitive.
Free short-term courses (Skill Up programme)
The Department for the Economy is supporting free places on a range of fully accredited courses, to help individuals retrain and improve their skills. The courses will be delivered by local universities and Further Education colleges through the Skill Up programme. See Skill Up programme: Retrain and upskill your staff.
Open University courses
The Open University has partnered with Invest Northern Ireland to provide local businesses with online training and learning resources to support upskilling in industry.
The Open University has also partnered with the Department for the Economy to offer a range of free training to help you improve your skills and wellbeing.
The Open University offers a wide range of online courses.
Other online courses
AbilityNet helps people of any age and with any disability to use technology to achieve their goals at home, at work, and in education.
Alison is a free learning platform for education and skills training. It is a not-for-profit social enterprise dedicated to making it possible for anyone, to study anything, anywhere, at any time, for free online, at any subject level.
AWS Training & Certification is free to register and offers over 500 free courses to build AWS Cloud Skills.
BBC Skillswise offers a collection of free videos and downloadable worksheets to help adult learners improve their reading, writing and numeracy skills.
BT Skills for Tomorrow offers a range of free resources anyone can use to help them stay safe, connected and informed online.
Carnegie Trust in partnership with CILIP Library Association offers online development materials on leadership and innovation, including transformation, creativity, and innovation, influencing skills and power.
Class Central offers several thousand free online courses that have been developed by a number of top universities from across the globe, including in ICT and business.
Class of 2020 offers learning and development materials on upskilling programmes for graduates, including short courses, live webinars, business challenges, and questions and answers.
Coursera brings together courses and certificates provided online for free by a variety of universities and companies. The main focus is on science, technology, engineering and mathematics, with additional material in other areas also available.
Google Digital Garage offers over 40 hours worth of training to get the digital skills you need to start your career or grow your business.
Invest NI offers a wide range of tools and business tutorials to support improvements in business processes and growth. The training needs analysis workshops also give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
Khan Academy offers practice exercises, instructional videos, and a personalized learning dashboard that let learners study at their own pace in and outside of the classroom, offering mathematics, science, computer programming, history, art history, economics, and more.
Learn My Way is a website of free online courses, built by Good Things Foundation to help people develop their digital skills.
Oxford Home Study College offers a range of fully certified provision including cybersecurity, digital marketing, life coaching, and planning.
Training Matchmaker offers a range of free short courses, based online or across Northern Ireland, in a wide range of technical and vocational areas.
Business Events Finder
You can also search our Events Finder for business-related training, workshops, conferences and webinars from a variety of organisations.
Choosing a training provider: what to consider
When deciding who to select for your training provider, you should consider:
- Does the trainer understand your business? Is their experience relevant to your sector?
- Is the training at the right level, is it tailored to your business, as opposed to being a generic course?
- Do the logistics of the training satisfy you? Is it hosted online or held at an appropriate venue, at the right times and dates that suit your schedule?
- Is the trainer or training business linked to any associations that can recommend them?
- Could you speak to other clients who have undergone the training?
It is likely that there will be a number of suppliers offering possible courses. You should investigate each one thoroughly to ensure they meet your requirements before going ahead.
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Skill Up programme: Retrain and upskill your staff
Find free training opportunities to help develop the skills of your staff through the fully funded Skill Up programme.
Skill Up offers opportunities for businesses to retrain and upskill their staff by taking advantage of a range of free accredited courses. The training will be delivered by the local further and higher education providers in Northern Ireland.
Opportunities are available from entry to postgraduate levels, focusing on skills identified by industry, linked to priority economic areas, including:
- green skills
- software
- advanced manufacturing
- childcare
- health and social care
- hospitality
- transversal skills
Training courses available for 2024-25
If you are interested in the training courses available from local colleges and universities for the 2024-25 academic year, visit the provider’s website.
Queen’s University Belfast
Further information and details on how to apply for Queen's University Skill Up courses.
Ulster University
Further information and details on how to apply to the Ulster University Skill Up courses.
St Mary's University College
Further information and details on how to apply to the St Mary's University College course.
Stranmillis University College
Further information and details on how to apply to the Stranmillis University College courses.
North West Regional College
Further information and details on how to apply to the North West Regional College's Skill Up courses.
Belfast Metropolitan College
Further information and details on how to apply to the Belfast Met Skill Up courses.
Northern Regional College
Further information and details on how to apply to the Northern Regional College's Skill Up courses.
South West College
Further information and details on how to apply to the Southern Regional College's Skill Up courses.
South Eastern Regional College
Further information and details on how to apply to the South Eastern Regional College's Skill Up courses.
The Open University
Applications for Open University Skill Up courses closed at midday on Thursday 12 September 2024.
Find further information on the Open University Skill Up courses.
Full list of Skill Up courses
For a breakdown of Skill Up courses available across the organisations, see Skill Up.
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Gain training recognition
How to get recognition and reward for your training efforts through Investors in People and various business awards.
Being recognised as an organisation that invests in its people through training and development can impress prospective customers, suppliers, and new recruits.
Investors in People
If you are seeking recognition for your training efforts and effective engagement with staff, you should consider applying for the Investors in People Awards. Investors in People is a management standard for high performance through people. The prestigious accreditation is recognised across the world as a mark of excellence.
Read more on Investors in People: the Standard for people management.
Recognition through business awards
Business awards run by various organisations and local councils usually have award categories that recognise the efforts of employers to train, develop and look after their staff. You may find it beneficial to apply for business awards in order to have your training efforts recognised and rewarded.
Find business awards
You can find business awards by checking our business news section or business support finder.
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Source URL
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Sector-specific skills and training in Northern Ireland
Where to find staff training and skills development specifically tailored to your business sector.
There are several sources of sector-specific advice on skills development for employees working in a particular industry. Employers can also get involved in helping to influence how training is adapted to match the needs of their industries.
Sectoral partnerships
The purpose of sectoral partnerships is to review and develop the content of all youth traineeship and apprenticeship frameworks from level 2 to level 8 to ensure that all those involved in training are industry-ready.
There are 15 sectoral partnerships that have been established so far, including:
- Advanced Manufacturing and Engineering
- Agri-Food Manufacturing
- Built Environment
- Finance and Accounting
- Hair and Beauty
- Health and Social Care
- Hospitality and Tourism
- ICT
- Life and Health Services
- Sales and Marketing
- Business and Administration
- Childcare and Youth Work
- Civil Engineering
- Creative and Cultural
- Motor Vehicle
Employers are encouraged to become involved in sectoral partnerships to ensure apprentices and trainees are getting high-quality training that provides them with the right skills for a career in their chosen industry.
Read more on sectoral partnerships.
Sector Training Councils (STCs)
Sector Training Councils are independent employer representative bodies in Northern Ireland. Their role is to:
- articulate the skills, education, and training needs of their sectors in the short and long term
- advise on training standards required for their sectors
- work with the Department for the Economy (DfE), employers, and industry trade bodies to ensure that training needs and standards are met
You can find out more about individual Sector Training Councils at the links below:
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Staff training
Developing a staff training plan - Grants Electrical Services (video)
Grants Electrical Services, based in Mallusk, explain how they identify staff training needs and put training plans in place to develop staff skills.
Grants Electrical Services Ltd (GES), based in Mallusk, is an electrical and mechanical engineering company. They sell industrial engineering applications to customers throughout the UK and Europe. GES employs approximately 90 staff who specialise in various aspects of niche engineering.
Rachel Doherty explains the approach that GES took to identify staff training needs and develop employee skills. She describes how following a formal analysis process they went on to fill gaps in both staff knowledge and skills. This has helped to contribute to the company's growth. Rachel also highlights how GES has developed bespoke in-house leadership and management training that has won industry awards.
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Source URL
/content/developing-staff-training-plan-grants-electrical-services-video
Links
Find training courses in Northern Ireland
In this guide:
- Staff training
- Advantages of staff training
- How to identify staff training needs
- Develop a staff training plan
- Training methods to fit your business
- Find training courses in Northern Ireland
- Skill Up programme: Retrain and upskill your staff
- Gain training recognition
- Sector-specific skills and training in Northern Ireland
- Developing a staff training plan - Grants Electrical Services (video)
Advantages of staff training
Find out the many benefits that staff training and skills development can bring to your workers and business.
Developing and implementing effective staff training can benefit your employees and your business. By investing in your staff, even on a small training budget, you can drive down costs to your business and help increase sales and profits.
What are the benefits of staff training?
Developing your workforce and improving their skills through training can:
- increase productivity
- enable skills development and spread the skills mix across your teams and organisation
- improve the quality of work
- establish a clear standard for trained members of staff
- give staff more responsibility and ownership of their job role
- reduce faults, waste, or customer complaints with streamlined processes and more competent staff
- positively affect staff morale and motivation - see lead and motivate your staff
- reduce staff turnover and absenteeism
- help your business adapt to change and prepare for growth - see change management and planning business growth
- give you a competitive advantage over your business rivals - see increase your market share
- offer development opportunities for your employees
- help you attract top talent if your business is seen as one that values and invests in their workers - see recruiting staff
Although staff training is often mandatory for new members of staff, it is just as important to offer ongoing training opportunities for long-term employees. This helps staff realise that there is an opportunity within your organisation to develop, grow, and progress. Staff training develops the skills and capabilities that individuals need for their job and improves the overall efficiency and performance of a business as a whole.
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How to identify staff training needs
How to identify a gap between employee knowledge and skills and training requirements using the training needs analysis technique.
To identify training that matches the specific needs of your staff and business goals you can carry out a training needs analysis.
What is a training needs analysis?
Training needs analysis is a method used by businesses to identify training requirements in a cost-efficient way. This process involves evaluating training needs and weighing up training priority areas at all levels within a business. Training needs analysis forms the first step of the training development cycle.
Training development cycle
What are the stages of training needs analysis?There are three key stages of training needs analysis. These steps involve identifying the direction of the organisation, understanding the skills and knowledge of staff through a task analysis, and analysing the individual needs of each employee. These three stages of training needs analysis are explained in more detail below:
Stage 1: Organisational needs
This step evaluates the overall training needs in the business. This is where you analyse future skills needs due to changes in products, equipment, technology, and teams, or in response to economic or political factors. Upcoming changes in law or industry standards may also influence the training needs of your business.
Practical ways of identifying organisational needs are by reviewing documents, and processes, setting up advisory teams, and carrying out a SWOT (strengths, weaknesses, opportunities, and strengths) analysis - see a SWOT analysis example.
Stage 2: Task analysis
At this level, you compare the job requirements of your business with existing employee skills and knowledge. This will help you to identify the potential skills gaps. Here you establish how often specific tasks are performed, the level of skill and knowledge required to perform these tasks, and where and how these skills are best acquired.
Practical ways of carrying out this analysis are to create assessment centres, tests, or practical observations of employees carrying out key tasks.
Stage 3: Individual needs
At this stage, you examine the training needs of each employee. This information is most often gathered from performance reviews and appraisal systems. You may seek feedback from employees on their recommendations on how to solve problems that may be hampering their day-to-day job.
Other practical ways of identifying individual training requirements for your employees are through surveys, questionnaires, interviews, and focus groups. Download our SWOT analysis template with specific staff training questions (DOC, 17K)
Support to help your business with training needs analysis
Invest Northern Ireland offers help and advice to local businesses on upskilling their workforce. The training needs analysis workshops give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
Training needs analysis tutorial videos
The embedded video below is an introduction to a tutorial on training needs analysis. You can view the full Invest NI training needs analysis tutorial.
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Develop a staff training plan
How to put staff training into practice once you have identified priority areas for your employees and your business.
After you have identified the staff training required through training needs analysis, you will want to interpret the results and put your findings into practice.
Understanding the training needs analysis process
To effectively implement and deliver the benefits of your training needs analysis, you should consider the following steps:
1. Link skills requirements to your business goals and strategy
Embed the results of your training needs analysis within the direction of future training and skills development. This will ensure that you are applying your training budget effectively to the areas within your business that need it most.
2. Prioritise training needs
This is when you form the justification for your training budget by identifying how training will meet your business's key performance indicators (KPIs) - see use KPIs to assess business performance. Your initial analysis may have identified the need for staff training in multiple areas, so you will need to prioritise the parts that you will focus on first.
For example, you might consider if the training can help employees carry out existing tasks more efficiently or to a higher standard, or if it will train staff to take on a new role with increased responsibilities. In short, you need to identify what is most important to your business.
To help identify priority training courses, you can carry out a training course priority weighting exercise. This is where you weigh up the costs and benefits of a number of training courses to identify the most beneficial one for your business. Download our training course priority weighting template (DOC, 13K).
3. Find training solutions
Establish how you will deliver the training whether in-house or through external trainers. Some options include:
- conferences
- workshops/seminars
- e-learning/webinars
- books/journal
- coaching or mentoring
- job shadowing
- secondment
See a list of training methods to fit your business.
You can search our Events Finder for suitable training courses, workshops, webinars, and other business events.
4. Communicate
It is important to keep your employees informed of the reasons why they may have to complete certain training. Publish your training needs analysis findings and any associated training plans. Invite feedback from your employees on how they found the training they undertook.
5. Evaluate
You should evaluate the training outcomes by demonstrating how the training delivers value for money. Consider naming someone who is responsible for evaluating training (eg a dedicated staff or line manager). Analyse the impact of all training on your employees, business, and productivity.
You can use a range of tools to give you qualitative and quantitative evaluation feedback. You should attempt to assess the impact of the training on employees by comparing their skills and abilities before and after training completion. The evidence you gather at this stage should be fed back to management as a demonstration of how the training provides a return on investment for the business.
Most training providers use evaluation methods that fit into the Kirkpatrick Model of Evaluation for Training (PDF, 302K), where example methods are matched to each level of evaluation.
Support to help your business with training needs analysis
Invest Northern Ireland offers help and advice to local businesses on upskilling their workforce. The training needs analysis workshops give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
Also on this siteContent category
Source URL
/content/develop-staff-training-plan
Links
Training methods to fit your business
A list of training methods that may be helpful to your business and boost the skills of your staff.
An outline of some methods your business could use to help train your staff, including their advantages and disadvantages.
Training method What it involves Advantages Disadvantages Coaching By talking through a problem or task with a coach/manager, employees can arrive at a solution or better method of working - Cost-effective if done in-house
- Specific to your business's needs
- Coach or manager needs to be coached initially
- Can be time-consuming
E-learning Employees follow courses online - Employees teach themselves at their convenience
- Low cost
- Courses tend to be general rather than specific to your business's needs
Evening classes Training through classes held in the evenings - No disruption to employees during working hours
- May disrupt the work-life balance for staff
- Employees may resent having to attend classes in the evening and may not turn up
Workshops A group of employees trains together under the supervision of a trainer - typically involves explanation, examples, trying out the skill or method, reviewing what happens, and considering developments and alternatives - Employees practice solving problems
- Time-consuming - typically takes at least half a day, if not more
- May be disruptive to your business if many employees attend at the same time
- Can be expensive if you send numerous employees to workshops
Study leave Employees are given paid leave to attend courses and attain a recognised qualification
- Both the business and employee benefit
- Can be a good recruitment incentive
- Tax relief may be available on the cost, of course,
- May be difficult to decide who is eligible
Induction Formal or informal way of helping a new employee to settle down quickly in the job by introducing them to people, the business, processes, etc - Great way to help a new employee to get started and understand key organisational processes
- Can be formal or informal
- Low cost
- Focused on new employees and those starting new roles
- May take up a large part of a manager's time if many new people start at the same time
Job shadowing One employee observes another employee going about their job - Low cost
- Specific to your business/their role
- There isn't a chance for hands-on practical experience to be gained
- This may give a false perspective of the job role depending on the person being shadowed and when the job shadowing is taking place.
Mentoring A more senior person typically supports an executive or manager or director by providing advice, support, and a forum for discussing problems - Provides personal development
- Low-cost
- Limited to more senior employees
- For mentoring to be effective, the personalities and experiences of the mentor and employee need to be complementary
Networking / seminars
Employees attend a seminar on a specific topic - this can be in-house, at an industry event, or organised by a training specialist - Useful way of getting a lot of information over to a large audience
- At industry events and at seminars organised by training specialists, employees can talk to their peers as competitors/partners
- Employees may be unable to discuss specific problems in front of rivals
- Retention of information may be low if there is a lot of information to convey to employees
Distance learning Employees train through courses devised by educational institutions (eg Open University) but are not required to attend traditional classes - Increasingly web-based
- Employees can learn at their convenience
- Courses tend to be general rather than specific to your business's needs
Simulation / role-playing Typically employees in a particular department (eg sales) come together to take on roles to help work through possible scenarios (eg customer complaint)
- Employees learn by doing and are prepared for possible situations at work
- Specific to your business
- Can be led by a manager
- Artificial situations remove the stress and complexities that may occur in a real-life situation
- There is always room for error when creating a situation in a training environment
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Find training courses in Northern Ireland
What to consider when choosing a suitable training provider and where you can find training courses in Northern Ireland.
There are many organisations offering training courses throughout Northern Ireland. There are also free online training resources to help you and your staff develop their skills and make your business more competitive.
Free short-term courses (Skill Up programme)
The Department for the Economy is supporting free places on a range of fully accredited courses, to help individuals retrain and improve their skills. The courses will be delivered by local universities and Further Education colleges through the Skill Up programme. See Skill Up programme: Retrain and upskill your staff.
Open University courses
The Open University has partnered with Invest Northern Ireland to provide local businesses with online training and learning resources to support upskilling in industry.
The Open University has also partnered with the Department for the Economy to offer a range of free training to help you improve your skills and wellbeing.
The Open University offers a wide range of online courses.
Other online courses
AbilityNet helps people of any age and with any disability to use technology to achieve their goals at home, at work, and in education.
Alison is a free learning platform for education and skills training. It is a not-for-profit social enterprise dedicated to making it possible for anyone, to study anything, anywhere, at any time, for free online, at any subject level.
AWS Training & Certification is free to register and offers over 500 free courses to build AWS Cloud Skills.
BBC Skillswise offers a collection of free videos and downloadable worksheets to help adult learners improve their reading, writing and numeracy skills.
BT Skills for Tomorrow offers a range of free resources anyone can use to help them stay safe, connected and informed online.
Carnegie Trust in partnership with CILIP Library Association offers online development materials on leadership and innovation, including transformation, creativity, and innovation, influencing skills and power.
Class Central offers several thousand free online courses that have been developed by a number of top universities from across the globe, including in ICT and business.
Class of 2020 offers learning and development materials on upskilling programmes for graduates, including short courses, live webinars, business challenges, and questions and answers.
Coursera brings together courses and certificates provided online for free by a variety of universities and companies. The main focus is on science, technology, engineering and mathematics, with additional material in other areas also available.
Google Digital Garage offers over 40 hours worth of training to get the digital skills you need to start your career or grow your business.
Invest NI offers a wide range of tools and business tutorials to support improvements in business processes and growth. The training needs analysis workshops also give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
Khan Academy offers practice exercises, instructional videos, and a personalized learning dashboard that let learners study at their own pace in and outside of the classroom, offering mathematics, science, computer programming, history, art history, economics, and more.
Learn My Way is a website of free online courses, built by Good Things Foundation to help people develop their digital skills.
Oxford Home Study College offers a range of fully certified provision including cybersecurity, digital marketing, life coaching, and planning.
Training Matchmaker offers a range of free short courses, based online or across Northern Ireland, in a wide range of technical and vocational areas.
Business Events Finder
You can also search our Events Finder for business-related training, workshops, conferences and webinars from a variety of organisations.
Choosing a training provider: what to consider
When deciding who to select for your training provider, you should consider:
- Does the trainer understand your business? Is their experience relevant to your sector?
- Is the training at the right level, is it tailored to your business, as opposed to being a generic course?
- Do the logistics of the training satisfy you? Is it hosted online or held at an appropriate venue, at the right times and dates that suit your schedule?
- Is the trainer or training business linked to any associations that can recommend them?
- Could you speak to other clients who have undergone the training?
It is likely that there will be a number of suppliers offering possible courses. You should investigate each one thoroughly to ensure they meet your requirements before going ahead.
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Skill Up programme: Retrain and upskill your staff
Find free training opportunities to help develop the skills of your staff through the fully funded Skill Up programme.
Skill Up offers opportunities for businesses to retrain and upskill their staff by taking advantage of a range of free accredited courses. The training will be delivered by the local further and higher education providers in Northern Ireland.
Opportunities are available from entry to postgraduate levels, focusing on skills identified by industry, linked to priority economic areas, including:
- green skills
- software
- advanced manufacturing
- childcare
- health and social care
- hospitality
- transversal skills
Training courses available for 2024-25
If you are interested in the training courses available from local colleges and universities for the 2024-25 academic year, visit the provider’s website.
Queen’s University Belfast
Further information and details on how to apply for Queen's University Skill Up courses.
Ulster University
Further information and details on how to apply to the Ulster University Skill Up courses.
St Mary's University College
Further information and details on how to apply to the St Mary's University College course.
Stranmillis University College
Further information and details on how to apply to the Stranmillis University College courses.
North West Regional College
Further information and details on how to apply to the North West Regional College's Skill Up courses.
Belfast Metropolitan College
Further information and details on how to apply to the Belfast Met Skill Up courses.
Northern Regional College
Further information and details on how to apply to the Northern Regional College's Skill Up courses.
South West College
Further information and details on how to apply to the Southern Regional College's Skill Up courses.
South Eastern Regional College
Further information and details on how to apply to the South Eastern Regional College's Skill Up courses.
The Open University
Applications for Open University Skill Up courses closed at midday on Thursday 12 September 2024.
Find further information on the Open University Skill Up courses.
Full list of Skill Up courses
For a breakdown of Skill Up courses available across the organisations, see Skill Up.
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Gain training recognition
How to get recognition and reward for your training efforts through Investors in People and various business awards.
Being recognised as an organisation that invests in its people through training and development can impress prospective customers, suppliers, and new recruits.
Investors in People
If you are seeking recognition for your training efforts and effective engagement with staff, you should consider applying for the Investors in People Awards. Investors in People is a management standard for high performance through people. The prestigious accreditation is recognised across the world as a mark of excellence.
Read more on Investors in People: the Standard for people management.
Recognition through business awards
Business awards run by various organisations and local councils usually have award categories that recognise the efforts of employers to train, develop and look after their staff. You may find it beneficial to apply for business awards in order to have your training efforts recognised and rewarded.
Find business awards
You can find business awards by checking our business news section or business support finder.
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Sector-specific skills and training in Northern Ireland
Where to find staff training and skills development specifically tailored to your business sector.
There are several sources of sector-specific advice on skills development for employees working in a particular industry. Employers can also get involved in helping to influence how training is adapted to match the needs of their industries.
Sectoral partnerships
The purpose of sectoral partnerships is to review and develop the content of all youth traineeship and apprenticeship frameworks from level 2 to level 8 to ensure that all those involved in training are industry-ready.
There are 15 sectoral partnerships that have been established so far, including:
- Advanced Manufacturing and Engineering
- Agri-Food Manufacturing
- Built Environment
- Finance and Accounting
- Hair and Beauty
- Health and Social Care
- Hospitality and Tourism
- ICT
- Life and Health Services
- Sales and Marketing
- Business and Administration
- Childcare and Youth Work
- Civil Engineering
- Creative and Cultural
- Motor Vehicle
Employers are encouraged to become involved in sectoral partnerships to ensure apprentices and trainees are getting high-quality training that provides them with the right skills for a career in their chosen industry.
Read more on sectoral partnerships.
Sector Training Councils (STCs)
Sector Training Councils are independent employer representative bodies in Northern Ireland. Their role is to:
- articulate the skills, education, and training needs of their sectors in the short and long term
- advise on training standards required for their sectors
- work with the Department for the Economy (DfE), employers, and industry trade bodies to ensure that training needs and standards are met
You can find out more about individual Sector Training Councils at the links below:
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Staff training
Developing a staff training plan - Grants Electrical Services (video)
Grants Electrical Services, based in Mallusk, explain how they identify staff training needs and put training plans in place to develop staff skills.
Grants Electrical Services Ltd (GES), based in Mallusk, is an electrical and mechanical engineering company. They sell industrial engineering applications to customers throughout the UK and Europe. GES employs approximately 90 staff who specialise in various aspects of niche engineering.
Rachel Doherty explains the approach that GES took to identify staff training needs and develop employee skills. She describes how following a formal analysis process they went on to fill gaps in both staff knowledge and skills. This has helped to contribute to the company's growth. Rachel also highlights how GES has developed bespoke in-house leadership and management training that has won industry awards.
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Advantages of staff training
In this guide:
- Staff training
- Advantages of staff training
- How to identify staff training needs
- Develop a staff training plan
- Training methods to fit your business
- Find training courses in Northern Ireland
- Skill Up programme: Retrain and upskill your staff
- Gain training recognition
- Sector-specific skills and training in Northern Ireland
- Developing a staff training plan - Grants Electrical Services (video)
Advantages of staff training
Find out the many benefits that staff training and skills development can bring to your workers and business.
Developing and implementing effective staff training can benefit your employees and your business. By investing in your staff, even on a small training budget, you can drive down costs to your business and help increase sales and profits.
What are the benefits of staff training?
Developing your workforce and improving their skills through training can:
- increase productivity
- enable skills development and spread the skills mix across your teams and organisation
- improve the quality of work
- establish a clear standard for trained members of staff
- give staff more responsibility and ownership of their job role
- reduce faults, waste, or customer complaints with streamlined processes and more competent staff
- positively affect staff morale and motivation - see lead and motivate your staff
- reduce staff turnover and absenteeism
- help your business adapt to change and prepare for growth - see change management and planning business growth
- give you a competitive advantage over your business rivals - see increase your market share
- offer development opportunities for your employees
- help you attract top talent if your business is seen as one that values and invests in their workers - see recruiting staff
Although staff training is often mandatory for new members of staff, it is just as important to offer ongoing training opportunities for long-term employees. This helps staff realise that there is an opportunity within your organisation to develop, grow, and progress. Staff training develops the skills and capabilities that individuals need for their job and improves the overall efficiency and performance of a business as a whole.
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How to identify staff training needs
How to identify a gap between employee knowledge and skills and training requirements using the training needs analysis technique.
To identify training that matches the specific needs of your staff and business goals you can carry out a training needs analysis.
What is a training needs analysis?
Training needs analysis is a method used by businesses to identify training requirements in a cost-efficient way. This process involves evaluating training needs and weighing up training priority areas at all levels within a business. Training needs analysis forms the first step of the training development cycle.
Training development cycle
What are the stages of training needs analysis?There are three key stages of training needs analysis. These steps involve identifying the direction of the organisation, understanding the skills and knowledge of staff through a task analysis, and analysing the individual needs of each employee. These three stages of training needs analysis are explained in more detail below:
Stage 1: Organisational needs
This step evaluates the overall training needs in the business. This is where you analyse future skills needs due to changes in products, equipment, technology, and teams, or in response to economic or political factors. Upcoming changes in law or industry standards may also influence the training needs of your business.
Practical ways of identifying organisational needs are by reviewing documents, and processes, setting up advisory teams, and carrying out a SWOT (strengths, weaknesses, opportunities, and strengths) analysis - see a SWOT analysis example.
Stage 2: Task analysis
At this level, you compare the job requirements of your business with existing employee skills and knowledge. This will help you to identify the potential skills gaps. Here you establish how often specific tasks are performed, the level of skill and knowledge required to perform these tasks, and where and how these skills are best acquired.
Practical ways of carrying out this analysis are to create assessment centres, tests, or practical observations of employees carrying out key tasks.
Stage 3: Individual needs
At this stage, you examine the training needs of each employee. This information is most often gathered from performance reviews and appraisal systems. You may seek feedback from employees on their recommendations on how to solve problems that may be hampering their day-to-day job.
Other practical ways of identifying individual training requirements for your employees are through surveys, questionnaires, interviews, and focus groups. Download our SWOT analysis template with specific staff training questions (DOC, 17K)
Support to help your business with training needs analysis
Invest Northern Ireland offers help and advice to local businesses on upskilling their workforce. The training needs analysis workshops give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
Training needs analysis tutorial videos
The embedded video below is an introduction to a tutorial on training needs analysis. You can view the full Invest NI training needs analysis tutorial.
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Develop a staff training plan
How to put staff training into practice once you have identified priority areas for your employees and your business.
After you have identified the staff training required through training needs analysis, you will want to interpret the results and put your findings into practice.
Understanding the training needs analysis process
To effectively implement and deliver the benefits of your training needs analysis, you should consider the following steps:
1. Link skills requirements to your business goals and strategy
Embed the results of your training needs analysis within the direction of future training and skills development. This will ensure that you are applying your training budget effectively to the areas within your business that need it most.
2. Prioritise training needs
This is when you form the justification for your training budget by identifying how training will meet your business's key performance indicators (KPIs) - see use KPIs to assess business performance. Your initial analysis may have identified the need for staff training in multiple areas, so you will need to prioritise the parts that you will focus on first.
For example, you might consider if the training can help employees carry out existing tasks more efficiently or to a higher standard, or if it will train staff to take on a new role with increased responsibilities. In short, you need to identify what is most important to your business.
To help identify priority training courses, you can carry out a training course priority weighting exercise. This is where you weigh up the costs and benefits of a number of training courses to identify the most beneficial one for your business. Download our training course priority weighting template (DOC, 13K).
3. Find training solutions
Establish how you will deliver the training whether in-house or through external trainers. Some options include:
- conferences
- workshops/seminars
- e-learning/webinars
- books/journal
- coaching or mentoring
- job shadowing
- secondment
See a list of training methods to fit your business.
You can search our Events Finder for suitable training courses, workshops, webinars, and other business events.
4. Communicate
It is important to keep your employees informed of the reasons why they may have to complete certain training. Publish your training needs analysis findings and any associated training plans. Invite feedback from your employees on how they found the training they undertook.
5. Evaluate
You should evaluate the training outcomes by demonstrating how the training delivers value for money. Consider naming someone who is responsible for evaluating training (eg a dedicated staff or line manager). Analyse the impact of all training on your employees, business, and productivity.
You can use a range of tools to give you qualitative and quantitative evaluation feedback. You should attempt to assess the impact of the training on employees by comparing their skills and abilities before and after training completion. The evidence you gather at this stage should be fed back to management as a demonstration of how the training provides a return on investment for the business.
Most training providers use evaluation methods that fit into the Kirkpatrick Model of Evaluation for Training (PDF, 302K), where example methods are matched to each level of evaluation.
Support to help your business with training needs analysis
Invest Northern Ireland offers help and advice to local businesses on upskilling their workforce. The training needs analysis workshops give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
Also on this siteContent category
Source URL
/content/develop-staff-training-plan
Links
Training methods to fit your business
A list of training methods that may be helpful to your business and boost the skills of your staff.
An outline of some methods your business could use to help train your staff, including their advantages and disadvantages.
Training method What it involves Advantages Disadvantages Coaching By talking through a problem or task with a coach/manager, employees can arrive at a solution or better method of working - Cost-effective if done in-house
- Specific to your business's needs
- Coach or manager needs to be coached initially
- Can be time-consuming
E-learning Employees follow courses online - Employees teach themselves at their convenience
- Low cost
- Courses tend to be general rather than specific to your business's needs
Evening classes Training through classes held in the evenings - No disruption to employees during working hours
- May disrupt the work-life balance for staff
- Employees may resent having to attend classes in the evening and may not turn up
Workshops A group of employees trains together under the supervision of a trainer - typically involves explanation, examples, trying out the skill or method, reviewing what happens, and considering developments and alternatives - Employees practice solving problems
- Time-consuming - typically takes at least half a day, if not more
- May be disruptive to your business if many employees attend at the same time
- Can be expensive if you send numerous employees to workshops
Study leave Employees are given paid leave to attend courses and attain a recognised qualification
- Both the business and employee benefit
- Can be a good recruitment incentive
- Tax relief may be available on the cost, of course,
- May be difficult to decide who is eligible
Induction Formal or informal way of helping a new employee to settle down quickly in the job by introducing them to people, the business, processes, etc - Great way to help a new employee to get started and understand key organisational processes
- Can be formal or informal
- Low cost
- Focused on new employees and those starting new roles
- May take up a large part of a manager's time if many new people start at the same time
Job shadowing One employee observes another employee going about their job - Low cost
- Specific to your business/their role
- There isn't a chance for hands-on practical experience to be gained
- This may give a false perspective of the job role depending on the person being shadowed and when the job shadowing is taking place.
Mentoring A more senior person typically supports an executive or manager or director by providing advice, support, and a forum for discussing problems - Provides personal development
- Low-cost
- Limited to more senior employees
- For mentoring to be effective, the personalities and experiences of the mentor and employee need to be complementary
Networking / seminars
Employees attend a seminar on a specific topic - this can be in-house, at an industry event, or organised by a training specialist - Useful way of getting a lot of information over to a large audience
- At industry events and at seminars organised by training specialists, employees can talk to their peers as competitors/partners
- Employees may be unable to discuss specific problems in front of rivals
- Retention of information may be low if there is a lot of information to convey to employees
Distance learning Employees train through courses devised by educational institutions (eg Open University) but are not required to attend traditional classes - Increasingly web-based
- Employees can learn at their convenience
- Courses tend to be general rather than specific to your business's needs
Simulation / role-playing Typically employees in a particular department (eg sales) come together to take on roles to help work through possible scenarios (eg customer complaint)
- Employees learn by doing and are prepared for possible situations at work
- Specific to your business
- Can be led by a manager
- Artificial situations remove the stress and complexities that may occur in a real-life situation
- There is always room for error when creating a situation in a training environment
Also on this siteContent category
Source URL
/content/training-methods-fit-your-business
Links
Find training courses in Northern Ireland
What to consider when choosing a suitable training provider and where you can find training courses in Northern Ireland.
There are many organisations offering training courses throughout Northern Ireland. There are also free online training resources to help you and your staff develop their skills and make your business more competitive.
Free short-term courses (Skill Up programme)
The Department for the Economy is supporting free places on a range of fully accredited courses, to help individuals retrain and improve their skills. The courses will be delivered by local universities and Further Education colleges through the Skill Up programme. See Skill Up programme: Retrain and upskill your staff.
Open University courses
The Open University has partnered with Invest Northern Ireland to provide local businesses with online training and learning resources to support upskilling in industry.
The Open University has also partnered with the Department for the Economy to offer a range of free training to help you improve your skills and wellbeing.
The Open University offers a wide range of online courses.
Other online courses
AbilityNet helps people of any age and with any disability to use technology to achieve their goals at home, at work, and in education.
Alison is a free learning platform for education and skills training. It is a not-for-profit social enterprise dedicated to making it possible for anyone, to study anything, anywhere, at any time, for free online, at any subject level.
AWS Training & Certification is free to register and offers over 500 free courses to build AWS Cloud Skills.
BBC Skillswise offers a collection of free videos and downloadable worksheets to help adult learners improve their reading, writing and numeracy skills.
BT Skills for Tomorrow offers a range of free resources anyone can use to help them stay safe, connected and informed online.
Carnegie Trust in partnership with CILIP Library Association offers online development materials on leadership and innovation, including transformation, creativity, and innovation, influencing skills and power.
Class Central offers several thousand free online courses that have been developed by a number of top universities from across the globe, including in ICT and business.
Class of 2020 offers learning and development materials on upskilling programmes for graduates, including short courses, live webinars, business challenges, and questions and answers.
Coursera brings together courses and certificates provided online for free by a variety of universities and companies. The main focus is on science, technology, engineering and mathematics, with additional material in other areas also available.
Google Digital Garage offers over 40 hours worth of training to get the digital skills you need to start your career or grow your business.
Invest NI offers a wide range of tools and business tutorials to support improvements in business processes and growth. The training needs analysis workshops also give you an insight into the tools and techniques used by learning and development professionals to analyse training needs.
Khan Academy offers practice exercises, instructional videos, and a personalized learning dashboard that let learners study at their own pace in and outside of the classroom, offering mathematics, science, computer programming, history, art history, economics, and more.
Learn My Way is a website of free online courses, built by Good Things Foundation to help people develop their digital skills.
Oxford Home Study College offers a range of fully certified provision including cybersecurity, digital marketing, life coaching, and planning.
Training Matchmaker offers a range of free short courses, based online or across Northern Ireland, in a wide range of technical and vocational areas.
Business Events Finder
You can also search our Events Finder for business-related training, workshops, conferences and webinars from a variety of organisations.
Choosing a training provider: what to consider
When deciding who to select for your training provider, you should consider:
- Does the trainer understand your business? Is their experience relevant to your sector?
- Is the training at the right level, is it tailored to your business, as opposed to being a generic course?
- Do the logistics of the training satisfy you? Is it hosted online or held at an appropriate venue, at the right times and dates that suit your schedule?
- Is the trainer or training business linked to any associations that can recommend them?
- Could you speak to other clients who have undergone the training?
It is likely that there will be a number of suppliers offering possible courses. You should investigate each one thoroughly to ensure they meet your requirements before going ahead.
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Source URL
/content/find-training-courses-northern-ireland
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Skill Up programme: Retrain and upskill your staff
Find free training opportunities to help develop the skills of your staff through the fully funded Skill Up programme.
Skill Up offers opportunities for businesses to retrain and upskill their staff by taking advantage of a range of free accredited courses. The training will be delivered by the local further and higher education providers in Northern Ireland.
Opportunities are available from entry to postgraduate levels, focusing on skills identified by industry, linked to priority economic areas, including:
- green skills
- software
- advanced manufacturing
- childcare
- health and social care
- hospitality
- transversal skills
Training courses available for 2024-25
If you are interested in the training courses available from local colleges and universities for the 2024-25 academic year, visit the provider’s website.
Queen’s University Belfast
Further information and details on how to apply for Queen's University Skill Up courses.
Ulster University
Further information and details on how to apply to the Ulster University Skill Up courses.
St Mary's University College
Further information and details on how to apply to the St Mary's University College course.
Stranmillis University College
Further information and details on how to apply to the Stranmillis University College courses.
North West Regional College
Further information and details on how to apply to the North West Regional College's Skill Up courses.
Belfast Metropolitan College
Further information and details on how to apply to the Belfast Met Skill Up courses.
Northern Regional College
Further information and details on how to apply to the Northern Regional College's Skill Up courses.
South West College
Further information and details on how to apply to the Southern Regional College's Skill Up courses.
South Eastern Regional College
Further information and details on how to apply to the South Eastern Regional College's Skill Up courses.
The Open University
Applications for Open University Skill Up courses closed at midday on Thursday 12 September 2024.
Find further information on the Open University Skill Up courses.
Full list of Skill Up courses
For a breakdown of Skill Up courses available across the organisations, see Skill Up.
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Source URL
/content/skill-programme-retrain-and-upskill-your-staff
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Gain training recognition
How to get recognition and reward for your training efforts through Investors in People and various business awards.
Being recognised as an organisation that invests in its people through training and development can impress prospective customers, suppliers, and new recruits.
Investors in People
If you are seeking recognition for your training efforts and effective engagement with staff, you should consider applying for the Investors in People Awards. Investors in People is a management standard for high performance through people. The prestigious accreditation is recognised across the world as a mark of excellence.
Read more on Investors in People: the Standard for people management.
Recognition through business awards
Business awards run by various organisations and local councils usually have award categories that recognise the efforts of employers to train, develop and look after their staff. You may find it beneficial to apply for business awards in order to have your training efforts recognised and rewarded.
Find business awards
You can find business awards by checking our business news section or business support finder.
Developed withAlso on this siteContent category
Source URL
/content/gain-training-recognition
Links
Sector-specific skills and training in Northern Ireland
Where to find staff training and skills development specifically tailored to your business sector.
There are several sources of sector-specific advice on skills development for employees working in a particular industry. Employers can also get involved in helping to influence how training is adapted to match the needs of their industries.
Sectoral partnerships
The purpose of sectoral partnerships is to review and develop the content of all youth traineeship and apprenticeship frameworks from level 2 to level 8 to ensure that all those involved in training are industry-ready.
There are 15 sectoral partnerships that have been established so far, including:
- Advanced Manufacturing and Engineering
- Agri-Food Manufacturing
- Built Environment
- Finance and Accounting
- Hair and Beauty
- Health and Social Care
- Hospitality and Tourism
- ICT
- Life and Health Services
- Sales and Marketing
- Business and Administration
- Childcare and Youth Work
- Civil Engineering
- Creative and Cultural
- Motor Vehicle
Employers are encouraged to become involved in sectoral partnerships to ensure apprentices and trainees are getting high-quality training that provides them with the right skills for a career in their chosen industry.
Read more on sectoral partnerships.
Sector Training Councils (STCs)
Sector Training Councils are independent employer representative bodies in Northern Ireland. Their role is to:
- articulate the skills, education, and training needs of their sectors in the short and long term
- advise on training standards required for their sectors
- work with the Department for the Economy (DfE), employers, and industry trade bodies to ensure that training needs and standards are met
You can find out more about individual Sector Training Councils at the links below:
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Staff training
Developing a staff training plan - Grants Electrical Services (video)
Grants Electrical Services, based in Mallusk, explain how they identify staff training needs and put training plans in place to develop staff skills.
Grants Electrical Services Ltd (GES), based in Mallusk, is an electrical and mechanical engineering company. They sell industrial engineering applications to customers throughout the UK and Europe. GES employs approximately 90 staff who specialise in various aspects of niche engineering.
Rachel Doherty explains the approach that GES took to identify staff training needs and develop employee skills. She describes how following a formal analysis process they went on to fill gaps in both staff knowledge and skills. This has helped to contribute to the company's growth. Rachel also highlights how GES has developed bespoke in-house leadership and management training that has won industry awards.
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What to do if you are served with a statutory demand
What is a statutory demand
What a statutory demand is and how long it can last
If a creditor is owed money, they can issue a statutory demand. A statutory demand is a formal written request that a debt must be paid.
An individual or business that receives a statutory demand has 21 days to:
- settle the debt
- secure the debt - reach an agreement for payment
If you are an individual and you have been served with a statutory demand, you can ask the High Court to 'set aside' (dismiss) the demand. If you wish to do this, your application to the Court to have the demand set aside must be made within 18 days from the date on which the statutory demand was served on you. In the case of a company, an injunction can be sought to restrain the creditor from petitioning for winding up or appointing an administrator.
If the debt is not paid the creditor can:
- in the case of personal debts, including debts incurred as a sole trader or when trading in partnership with someone else, present a petition to the High Court for a bankruptcy order if the debt is for over £5,000
- in the case of company debts, present a petition to the Court for a winding-up order, if the debt is for over £750
To find out how to serve a statutory demand see serving a statutory demand.
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Serving a statutory demand
How to serve a statutory demand depending on who you are serving it on
How you serve a demand varies according to who you are serving it on - whether an individual or a company.
Individual or sole trader
If an individual or a sole trader owes you money, you must do everything you can to bring the statutory demand to the attention of the person concerned and, if possible, serve it personally.
You can employ a process server to do this for you - a process server serves court and legal documents on behalf of:
- solicitors
- lawyers
- local authorities
- government agencies
- companies
- private individuals
Registered limited company
If a registered limited company owes you money, you can serve a statutory demand by delivering it to the company's registered office. If you cannot do this, you can send one by registered post. The demand will be properly served if the company acknowledges it by signing the Post Office receipt.
Unregistered limited company
If an unregistered limited company owes you money, you may serve the statutory demand by:
- leaving it at the company's main place of business
- delivering it to the company secretary, manager or principal officer of the company
- serving it in a way directed or approved by the court
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Information a statutory demand should contain
The required contents of a statutory demand, and the forms you need to use
A statutory demand must explain to the debtor:
- the purpose of the demand
- what will happen if they fail to comply within the 21-day time limit
- the time and manner in which the demand must be complied with
- if the debtor is an individual, their right to apply to the High Court to have the statutory demand set aside (dismissed)
The demand must also include the contact details of a named individual with whom the debtor can communicate regarding the debt.
You - or someone authorised to sign on your behalf - must sign and date the demand. It must state:
- the amount of the debt and the consideration for it - if there was no consideration, then it must detail the way in which the debt arose
- if the debtor is an individual
- whether the debt is payable immediately or at a future date
- details of the unsatisfied judgment or - if none - the basis for the creditor's belief that the debtor appears to have no reasonable prospect of being able to pay
What forms should I use to issue a statutory demand?
To issue a statutory demand, you must complete the relevant form. The forms vary according to who you're serving the demand on and the circumstances surrounding the debt.
If you're serving a demand on an individual, including a sole trader, you need to use the appropriate forms. The Department for the Economy (DfE) provides statutory forms that you can download, including:
- Form 6.01 - to be used for a debt for a specific amount which is payable now. Download form 6.01 (PDF, 163K).
- Form 6.02 - to be used for a debt of a specific amount which is payable now following a judgement or order of court. Download form 6.02 (PDF, 32K).
- Form 6.03 - to be used for a debt that is payable in the future. Download form 6.03 (PDF, 31K).
Form 4.01 should be used in the case of a debt due from a registered or unregistered company.
If you own a business that has been served a statutory demand, see what to do if you are served with a statutory demand.
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Proof of serving a statutory demand
When you need to prove you have served a statutory demand, and when you may need a statement of truth
If the debtor does not pay the statutory demand and you intend to carry on with debt-recovery proceedings, you will need to prove you have served the demand. One option is to employ a process server. A process server serves court and legal documents on behalf of:
- solicitors
- lawyers
- local authorities
- government agencies
- companies
- private individuals
If you're intending to present a petition for a bankruptcy order based on a statutory demand, the total debt must be more than £5,000. If you're intending to present a petition for a winding-up order based on a statutory demand, the total debt must be more than £750. However, a number of creditors for smaller amounts can put their claims together to reach this minimum.
You can ask the High Court to make a bankruptcy order or winding-up order:
- if the debtor does not settle the debt or reach an agreement for payment within 21 days from the date of service of the statutory demand, or
- if the debtor is an individual, they do not ask the Court to set aside (dismiss) the demand within 18 days from the date of service of the statutory demand, or
- if the debtor is a company, an injunction is not sought to prevent the company being wound up or placed in administration
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What to do if you are served with a statutory demand
Your options if you receive a statutory demand, and the grounds for a demand to be dismissed
You should never ignore a statutory demand. If you are an individual and the debt is for £5,000 or more, it could lead to you being made bankrupt. If you own a company and the debt is for £750 or more it could lead to your company being wound up by the High Court.
To avoid this, you must comply with the statutory demand within 21 days. You can either settle the debt or secure it by reaching an agreement for payment. If you dispute it, you should take action to stop the creditor presenting a bankruptcy or winding-up petition.
Disagreeing with a statutory demand
If you are an individual you have 18 days from when the statutory demand is served on you to apply to the High Court for the statutory demand to be set aside - dismissed or cancelled. If the debt is owed by a company you own you should seek legal advice about obtaining an injunction to prevent the company being wound up or placed in administration at the earliest opportunity.
Application to set aside a statutory demand
If you want to apply to set aside a statutory demand, and the debt is owed by you personally and not by a company you must apply to the High Court using form 6.04 and form 6.05. The application must be accompanied by four copies. The Department for the Economy (DfE) provides links to all insolvency and bankruptcy forms.
From the time you file the application to set aside the statutory demand the deadline for you to comply with it stops running.
Provided an application to set aside the statutory demand is not dismissed immediately, the Court will fix a time for hearing the application, enter this each of the four copies of the application and seal and return them to you. You must then give at least seven days' notice of the hearing to:
- the creditor
- whoever is named in the statutory demand as the person with whom the debtor may enter into communication
by sending them a sealed copy of the application.
Setting aside a statutory demand (if you owe the debt as an individual)
The High Court has various grounds for setting aside a statutory demand - it may grant an application for setting aside if:
- the debtor appears to have a counter-claim, set-off or cross demand equal to or greater than the debt they owe
- the debt is disputed on grounds the Court considers to be substantial
- it appears that the creditor has not disclosed some security or the Court is satisfied that the value of the security is greater than or equal to the amount claimed
- the Court is satisfied on other grounds that the demand ought to be set aside
If the High Court dismisses your application, the deadline for you to pay or secure the debt will restart from the day your application is dismissed. The Court will make an order authorising the creditor to present a bankruptcy petition either forthwith or from a specified date and you must send a copy of this order to the creditor who served the statutory demand on you.
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