Information a statutory demand should contain
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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TUPE legislation in Northern Ireland
In this guide:
- Responsibilities to employees if you buy or sell a business
- TUPE legislation in Northern Ireland
- Your responsibilities to employees transferred into your business
- What is meant by a TUPE transfer
- The transfer of employee liability information
- Your responsibilities to employees transferred out of your business
- Changing terms and conditions after a business transfer
- Dismissal before or after a business transfer
- Informing and consulting employees about business transfers
- Transfers of insolvent businesses
- TUPE transfers: the impact on employee relations
TUPE legislation in Northern Ireland
Employer guidance on TUPE legislation in Northern Ireland.
On 6 April 2006, the revised Transfer of Undertakings (Protection of Employment) Regulations 2006 (the "2006 Regulations") (S.I. 2006/246) and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (the "SPC Regulations") (S.R. 2006 No. 177) came into operation.
Northern Ireland TUPE legislation
The legislation.gov.uk website presents the legislation in detail:
- Transfer of Undertakings (Protection of Employment) Regulations 2006
- Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006
The 2006 Regulations made UK-wide provision for the treatment of employees, and related matters, on the transfer of a business or undertaking, so that when all or part of a business is bought or sold, the terms and conditions of the employees who transfer in the sale may be preserved.
The 2006 Regulations also implemented certain service provision change elements, but within those regulations, these elements apply in Great Britain only. Separate regulations, namely the SPC Regulations, were required for Northern Ireland, as Great Britain did not have the necessary powers to legislate on this matter for Northern Ireland.
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Your responsibilities to employees transferred into your business
You take over certain responsibilities when an employee is transferred into your business.
Employees who transfer to your employment do so on their pre-existing terms and conditions and with their continuous employment preserved. This also applies to employees who have already transferred on a previous transfer.
You also take over responsibility/liability for any:
- outstanding disciplinary and grievance situations
- ongoing industrial tribunal claims
- any potential legal actions which may be brought
- collective agreements in force at the time of the transfer, which means that you must continue to recognise the recognised trade union(s) that the staff transferring are members of
Occupational pension and share-option schemes
You do not have to offer transferred employees who are members of - or eligible to join - an occupational pension scheme (OPS) exactly the same pension rights.
However, you must still offer those employees a minimum level of occupational pension provision.
You can opt to provide access to an OPS or make employer contributions to a stakeholder pension scheme. If you choose a stakeholder or a defined contribution scheme, you will have to match the employee's contributions up to 6%. This can be increased if both parties agree.
All employers have to provide their employees with a workplace pension scheme. To read more about these obligations, see automatic enrolment into a workplace pension.
If you don't take over the previous business' shares, you won't be able to provide such shares to your staff. If the previous employer had share or share-option schemes, you must provide equivalent schemes.
Note that if you buy a privatised (previously public sector) undertaking, or win a contract to provide a service to a central or local government organisation, the government expects you to have pension arrangements that are broadly comparable with that enjoyed by the previously public-sector employees.
Changes to terms and conditions
Don't change transferred employees' terms and conditions if the reason for the change is either the transfer itself, eg to match those of your existing staff, or reasons connected to the transfer.
If you change an employee's terms and conditions in this way, this could amount to a breach of contract. The employee may then be able to resign and claim constructive dismissal.
If, however, the change is unconnected with the transfer, you should handle it like any other change of contract where there is provision for change in the contract or where change has been brought about by mutual agreement. For more information, see changing terms and conditions after a transfer and how to change an employee's terms of employment.
Labour Relations Agency (LRA) advice on agreeing and changing contracts of employment.
Information and consultation
Even if you are taking on transferred employees, you must still inform and consult representatives of your existing employees who may be affected by the transfer.
In addition, you must give details to the previous employer of any action, step, or arrangement you intend to take that will affect the transferring employees. There are no set timescales, however, you must do this before the transfer takes place with adequate time for consultation.
See informing and consulting employees about business transfers.
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What is meant by a TUPE transfer
What is and what is not included as a transfer for the purposes of TUPE.
A 'relevant transfer', ie a transfer to which the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE) apply - occurs when:
- An economic entity is one which is stable and is transferred from one business (part or undertaking) to another, ie the entity is sold as a going concern and retains its identity after the transfer. This is known as a business transfer (standard transfer).
- A client engages a contractor to do work on its behalf or reassigns such a contract, including bringing the work in-house - this is known as a service provision change (extended transfer).
An economic entity
An economic entity is defined as an organised grouping of resources, eg a grouping of employees and assets such as premises and computer equipment that has the objective of pursuing an economic activity. Some transfers will qualify as both a business transfer and as a service provision change, eg outsourcing a service will often meet both definitions.
Examples of business transfers
- Sale of the whole or part of a business where the business continues in a similar format.
- Merger of two businesses.
Service provision change
Examples of service provision changes are where:
- a business contracts its security arrangements to an outside security business (outsourcing)
- a business decides to hire its own staff to provide catering to replace an outside catering business (in-sourcing)
- the contract to clean a client's premises is transferred from one cleaning contractor to another
TUPE applies equally to relevant transfers of large and small businesses, and to public and private undertakings. This means there would be a relevant transfer if you sold your business or if your business bought and operated another business.
Note that TUPE generally applies to second and subsequent transfers of the same undertaking. This means that, if you sell a business or part of a business that you previously bought or relinquish a contract that you previously took over, the employees you took over will now transfer to the new employer - as per the Court of Justice of the European Union (CJEU) interpretation of TUPE.
When TUPE does not apply
Not all transfers are relevant transfers. TUPE does not apply when:
- A client buys services from a contractor on a one-off basis - rather than the two parties entering into an ongoing relationship for the provision of the service.
- There is a transfer of share takeover - when a company's shares are sold to new shareholders, there is no transfer of the business - the same company continues to be the employer.
- A business transfers assets only - then there is no transfer of a business as a going concern eg if the equipment is sold.
- There is a transfer of an undertaking situated outside the UK - although similar provisions apply in the European Union.
- There is a change in business identity - if the work or organisational structure changes radically.
Whether TUPE applies in any particular case depends on all relevant circumstances. In the event of a dispute, only an industrial tribunal or a higher court can decide this.
Where TUPE applies, existing employees of the undertaking transferred automatically become employees of the business that takes the undertaking over. It is unlikely that agency workers fall within the definition of 'employee' for the purposes of TUPE ie they do not automatically transfer, it seems, on current law.
If you think you may become involved in a transfer situation to which TUPE applies, you should consider obtaining legal advice, as the legislation in this area can be complex. Choose a solicitor for your business.
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The transfer of employee liability information
The information you must provide to the new employer when you transfer employees out of your business.
When you transfer employees from your business, you must provide certain information about the employees who are transferring to the new employer. This is known as employee liability information.
The aim of this information is to give the new employer time to understand their obligations towards the transferred employees.
You must provide all information in writing not less than 14 days before the relevant transfer. This can be as electronic files as long as the new employer can readily access the information.
If there is not much information to pass on, eg because only a few employees are transferring, you can provide the information by telephone. Consider asking the new employer which method they would prefer. It would be prudent to keep a full record of all such information, either way.
You can provide the information in stages. However, you must have given all the information before - ideally at least two weeks before - the completion of the transfer. You can also provide the information via a third party if you wish.
You cannot agree with the new employer not to supply this information.
If you do not provide employee liability information, the new employer can make a complaint to an industrial tribunal. This could lead to a compensatory award for any loss the new employer incurs due to not having the information. Compensation is usually at least £500 per employee affected.
The information you must provide
You must provide:
- identity and ages of the employees who will transfer
- their statements of employment particulars
- details of any collective agreements that apply
- details of any formal disciplinary action taken in the past two years to which the statutory disciplinary and dismissal procedures apply
- details of any employee grievances raised in the past two years to which the LRA Code of Practice on Disciplinary and Grievance Procedures applies
- instances of any legal actions against you in the past two years by the transferring employees and any potential legal actions that may be brought
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
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Your responsibilities to employees transferred out of your business
What you have to do if all or some of your employees transfer to another employer.
You have important responsibilities to your employees if they are transferred out of your business.
Who transfers?
Those who transfer are employees employed by the transferor and assigned to the organised grouping of resources that are going to be transferred.
Therefore those who cannot transfer are:
- those only temporarily assigned to the organised grouping
- the self-employed
- independent contractors
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
Information and consultation
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE), you are required to inform and consult the representatives of those employees affected by the transfer. Inform and consult your employees.
Affected employees are not just those who are going to transfer - other employees in the business may be affected by the transfer and have a right to be informed and consulted too.
See informing and consulting employees about business transfers.
Refusal to transfer
If an employee refuses to transfer with a business, they have not been dismissed but have effectively resigned. This means that they lose the right to claim certain employment rights.
See resignations connected with a business transfer.
Employee liability information
When employees transfer out of your business, you must give the new employer certain information about those employees. See the transfer of employee liability information.
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Changing terms and conditions after a business transfer
When you can change employees' terms and conditions of employment following a business transfer.
In a business transfer situation, employees' existing terms and conditions are transferred to the new employer from the start of the new employment.
Employees should therefore not be disadvantaged by a transfer, ie by having less favourable terms and conditions in their new roles.
Economic, technical or organisational reason
If you are the new employer, you can only vary a contract for a reason related to the transfer if it's an economic, technical, or organisational (ETO) reason entailing changes in the workforce.
There is no legal definition of an ETO reason. However, it might relate to, for example:
- the profitability or market performance of your business - an economic reason
- the nature of the equipment or production processes which you operate - a technical reason
- the management or organisational structure of your business - an organisational reason
Note that you can't vary the contracts of the transferred employees in order to harmonise their terms and conditions with those of your existing employees in equivalent roles or grades. A pay cut does not count as an ETO. The transfer of a business subject to insolvency proceedings is a different matter, however - it is covered below. However, you could change terms and conditions - by agreement - if the changes are positive, eg fewer working hours or additional holiday entitlement.
Changing terms and conditions over time
After a certain period, eg six months, you might be tempted to consider it 'safe' to vary the contracts of the transferred employees as the reason for the change cannot have been by reason of the transfer.
However, there is no set period for this and no 'rule of thumb' used by the courts or specified in the regulations to define a period of time after which it is safe to assume that the transfer will not impact directly or indirectly on the employer's actions.
Changing terms and conditions after the transfer of an insolvent business
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
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Dismissal before or after a business transfer
Continuity of employment, dismissals, and the ETO defence for a business transfer.
Employees who transfer have their continuity of employment preserved. This means that those who had, for example, 18 months of service with their previous employer have - at the time of the transfer - 18 months' service with the new employer.
This is important as it means that employees with enough continuous employment maintain their right to claim certain employment protection rights, eg the right to claim unfair dismissal (one year's continuous employment). Employees also have the right to claim a statutory redundancy payment (two years). See continuous employment and employee rights.
Dismissals before the business transfer
An employee still transfers if they would have been employed in the undertaking immediately before the transfer had they not been unfairly dismissed - either because of the transfer or for a reason connected with the transfer.
The employee will be able to lodge a complaint at the Industrial Tribunal for unfair dismissal against either the previous or the new employer - as long as they have at least one year's continuous employment.
The Labour Relations Agency (LRA) provides an alternative to the Industrial Tribunal under the LRA Arbitration Scheme. Under the scheme claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
Employers do, however, have the 'ETO defence' - see below.
Dismissals after the business transfer
If you dismiss a transferred employee either because of the transfer or a reason connected with it, their dismissal is automatically unfair.
In certain circumstances, individuals may require at least one year's continuous employment.
The LRA Arbitration Scheme can again provide an alternative to the Industrial Tribunal.
Employers do, however, have the 'ETO defence' - see below.
The ETO defence
If there is an economic, technical or organisational (ETO) reason entailing changes in the workforce, a Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE)-related dismissal may be fair.
However, even with this defence, the dismissing employer must still follow a fair dismissal procedure. See dismissing employees.
ETO reasons are narrow in practice and effectively amount to a genuine redundancy situation, eg insolvency of the transferred undertaking.
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Informing and consulting employees about business transfers
Which workplace representatives you must consult and what you should tell them.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006, (collectively known as TUPE), you are required to inform and consult the appropriate workplace representatives of those employees affected by the transfer.
Affected employees are not just those who are going to transfer - other employees in either business may be affected by the transfer and have a right to be informed and consulted too.
Which representatives must I inform and consult?
The appropriate representatives who you must inform and consult are either:
- Representatives of a trade union you have recognised for the purposes of collective bargaining - if there is one. See work effectively with trade unions.
- Employee representatives appointed by the affected employees specifically for the purpose of being informed and consulted on the transfer or who have already been appointed for a different purpose and are suitable for this purpose too. For information on arranging the election of employee representatives, see employee representatives during business transfers.
If you have a pre-existing information and consultation (I&C) agreement in place, you have a duty to inform and consult employees or their representatives on - among other things - changes to the workforce. This means that you may have to inform and consult when planning to buy or sell a business.
However, you do not have to inform and consult at the same time under both TUPE and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the transfer legislation only.
What to tell TUPE representatives
The appropriate representatives must be informed of:
- the fact that the transfer is taking place, and when and why it will happen
- the legal, economic, and social implications for affected employees
- any actions, steps, or arrangements the employer envisages taking in relation to affected employees, eg redundancies, relocation, or changes to terms and conditions, or the fact that no measures will be taken
- any actions, steps, or arrangements the new employer envisages taking in relation to employees who will transfer - if the employer is the selling employer
- information relating to the use of agency workers, including the total number of agency workers engaged, the areas of the business in which they work, and the type of work they do
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
When to give information to TUPE representatives
You must provide information to representatives long enough before the transfer date to give reasonable time for consultation.
The consultation must be undertaken with a view to seeking their agreement.
Rights of TUPE representatives
Representatives have the right to have:
- access to the affected employees
- access to facilities to enable them to carry out their duties, eg a phone line or office
- time off with pay to carry out representative duties
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
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Transfers of insolvent businesses
What happens in situations where employees are being transferred as part of an insolvent business.
If you are transferring a business that is subject to insolvency proceedings and you owe money to the employees to be transferred, the responsibility to pay the full amount of the money owed does not transfer to the new employer.
Redundancy Payments Service
The new employer is only responsible for the amount left after the employees have been paid from the Redundancy Payments Service (RPS). If you require further information or advice with an ongoing redundancy claim, you can call the Redundancy Payments Service Helpline on 028 9025 7562.
They should be able to make a claim through the RPS for:
- arrears of pay
- holiday pay - for days taken but not paid
They will not be able to claim statutory redundancy pay or pay in lieu of notice as - post-transfer - their job will not have ended.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
Permitted variations
You or the new employer - or the insolvency practitioner - can reduce pay and establish other less favourable terms and conditions after the transfer. These are known as permitted variations.
However, certain conditions must be met when doing this:
- the permitted variation must be agreed with you or the new employer - or the insolvency practitioner - and the appropriate representatives, ie trade union representatives if an independent trade union is recognised for collective bargaining purposes or, if not, elected employee representatives
- the agreement must be in writing and signed by each of the representatives or other authorised persons
- before the agreement is signed, the employer must provide all the affected employees with a copy of the agreement and any guidance the employees may need to understand it
You should also consider the following:
- any new terms and conditions agreed in a permitted variation must not breach other statutory entitlements, eg agreed pay rates must not be set below the national minimum wage
- any permitted variation must be made with the intention of safeguarding employment opportunities by ensuring the survival of the business - or part of it
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TUPE transfers: the impact on employee relations
Some negative effects of business transfers and how good staff relations and open communication can have a positive impact.
Transferring employees between businesses can affect staff morale. The result is often discontentment, not just in those transferred but also in staff left behind in the old business and existing employees in the new business.
Other effects on employees
If the process is not handled sensitively, the effects can include:
- feelings of displacement in the employees transferred
- anxiety among their ex-workmates who feel they might be next
- resentment among new workmates who distrust the reason the new employees have been introduced and may resent the fact that they have different terms and conditions
- a feeling of insecurity that may be common to all
However, if both employers know and meet their responsibilities fully and communicate openly throughout the process, then good relations can be maintained with all employees concerned.
Research shows that effective consultation can lead to better decision-making and smoother implementation of decisions and proposals, boosting productivity. This is because if employees feel they have input into decision-making, they will be more satisfied and motivated at work. See employee engagement.
You should be especially careful to emphasise the positive benefits of the sale or purchase and try to show how the prospects for all will be improved by the changes.
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Transfers of insolvent businesses
In this guide:
- Responsibilities to employees if you buy or sell a business
- TUPE legislation in Northern Ireland
- Your responsibilities to employees transferred into your business
- What is meant by a TUPE transfer
- The transfer of employee liability information
- Your responsibilities to employees transferred out of your business
- Changing terms and conditions after a business transfer
- Dismissal before or after a business transfer
- Informing and consulting employees about business transfers
- Transfers of insolvent businesses
- TUPE transfers: the impact on employee relations
TUPE legislation in Northern Ireland
Employer guidance on TUPE legislation in Northern Ireland.
On 6 April 2006, the revised Transfer of Undertakings (Protection of Employment) Regulations 2006 (the "2006 Regulations") (S.I. 2006/246) and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (the "SPC Regulations") (S.R. 2006 No. 177) came into operation.
Northern Ireland TUPE legislation
The legislation.gov.uk website presents the legislation in detail:
- Transfer of Undertakings (Protection of Employment) Regulations 2006
- Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006
The 2006 Regulations made UK-wide provision for the treatment of employees, and related matters, on the transfer of a business or undertaking, so that when all or part of a business is bought or sold, the terms and conditions of the employees who transfer in the sale may be preserved.
The 2006 Regulations also implemented certain service provision change elements, but within those regulations, these elements apply in Great Britain only. Separate regulations, namely the SPC Regulations, were required for Northern Ireland, as Great Britain did not have the necessary powers to legislate on this matter for Northern Ireland.
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Your responsibilities to employees transferred into your business
You take over certain responsibilities when an employee is transferred into your business.
Employees who transfer to your employment do so on their pre-existing terms and conditions and with their continuous employment preserved. This also applies to employees who have already transferred on a previous transfer.
You also take over responsibility/liability for any:
- outstanding disciplinary and grievance situations
- ongoing industrial tribunal claims
- any potential legal actions which may be brought
- collective agreements in force at the time of the transfer, which means that you must continue to recognise the recognised trade union(s) that the staff transferring are members of
Occupational pension and share-option schemes
You do not have to offer transferred employees who are members of - or eligible to join - an occupational pension scheme (OPS) exactly the same pension rights.
However, you must still offer those employees a minimum level of occupational pension provision.
You can opt to provide access to an OPS or make employer contributions to a stakeholder pension scheme. If you choose a stakeholder or a defined contribution scheme, you will have to match the employee's contributions up to 6%. This can be increased if both parties agree.
All employers have to provide their employees with a workplace pension scheme. To read more about these obligations, see automatic enrolment into a workplace pension.
If you don't take over the previous business' shares, you won't be able to provide such shares to your staff. If the previous employer had share or share-option schemes, you must provide equivalent schemes.
Note that if you buy a privatised (previously public sector) undertaking, or win a contract to provide a service to a central or local government organisation, the government expects you to have pension arrangements that are broadly comparable with that enjoyed by the previously public-sector employees.
Changes to terms and conditions
Don't change transferred employees' terms and conditions if the reason for the change is either the transfer itself, eg to match those of your existing staff, or reasons connected to the transfer.
If you change an employee's terms and conditions in this way, this could amount to a breach of contract. The employee may then be able to resign and claim constructive dismissal.
If, however, the change is unconnected with the transfer, you should handle it like any other change of contract where there is provision for change in the contract or where change has been brought about by mutual agreement. For more information, see changing terms and conditions after a transfer and how to change an employee's terms of employment.
Labour Relations Agency (LRA) advice on agreeing and changing contracts of employment.
Information and consultation
Even if you are taking on transferred employees, you must still inform and consult representatives of your existing employees who may be affected by the transfer.
In addition, you must give details to the previous employer of any action, step, or arrangement you intend to take that will affect the transferring employees. There are no set timescales, however, you must do this before the transfer takes place with adequate time for consultation.
See informing and consulting employees about business transfers.
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What is meant by a TUPE transfer
What is and what is not included as a transfer for the purposes of TUPE.
A 'relevant transfer', ie a transfer to which the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE) apply - occurs when:
- An economic entity is one which is stable and is transferred from one business (part or undertaking) to another, ie the entity is sold as a going concern and retains its identity after the transfer. This is known as a business transfer (standard transfer).
- A client engages a contractor to do work on its behalf or reassigns such a contract, including bringing the work in-house - this is known as a service provision change (extended transfer).
An economic entity
An economic entity is defined as an organised grouping of resources, eg a grouping of employees and assets such as premises and computer equipment that has the objective of pursuing an economic activity. Some transfers will qualify as both a business transfer and as a service provision change, eg outsourcing a service will often meet both definitions.
Examples of business transfers
- Sale of the whole or part of a business where the business continues in a similar format.
- Merger of two businesses.
Service provision change
Examples of service provision changes are where:
- a business contracts its security arrangements to an outside security business (outsourcing)
- a business decides to hire its own staff to provide catering to replace an outside catering business (in-sourcing)
- the contract to clean a client's premises is transferred from one cleaning contractor to another
TUPE applies equally to relevant transfers of large and small businesses, and to public and private undertakings. This means there would be a relevant transfer if you sold your business or if your business bought and operated another business.
Note that TUPE generally applies to second and subsequent transfers of the same undertaking. This means that, if you sell a business or part of a business that you previously bought or relinquish a contract that you previously took over, the employees you took over will now transfer to the new employer - as per the Court of Justice of the European Union (CJEU) interpretation of TUPE.
When TUPE does not apply
Not all transfers are relevant transfers. TUPE does not apply when:
- A client buys services from a contractor on a one-off basis - rather than the two parties entering into an ongoing relationship for the provision of the service.
- There is a transfer of share takeover - when a company's shares are sold to new shareholders, there is no transfer of the business - the same company continues to be the employer.
- A business transfers assets only - then there is no transfer of a business as a going concern eg if the equipment is sold.
- There is a transfer of an undertaking situated outside the UK - although similar provisions apply in the European Union.
- There is a change in business identity - if the work or organisational structure changes radically.
Whether TUPE applies in any particular case depends on all relevant circumstances. In the event of a dispute, only an industrial tribunal or a higher court can decide this.
Where TUPE applies, existing employees of the undertaking transferred automatically become employees of the business that takes the undertaking over. It is unlikely that agency workers fall within the definition of 'employee' for the purposes of TUPE ie they do not automatically transfer, it seems, on current law.
If you think you may become involved in a transfer situation to which TUPE applies, you should consider obtaining legal advice, as the legislation in this area can be complex. Choose a solicitor for your business.
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The transfer of employee liability information
The information you must provide to the new employer when you transfer employees out of your business.
When you transfer employees from your business, you must provide certain information about the employees who are transferring to the new employer. This is known as employee liability information.
The aim of this information is to give the new employer time to understand their obligations towards the transferred employees.
You must provide all information in writing not less than 14 days before the relevant transfer. This can be as electronic files as long as the new employer can readily access the information.
If there is not much information to pass on, eg because only a few employees are transferring, you can provide the information by telephone. Consider asking the new employer which method they would prefer. It would be prudent to keep a full record of all such information, either way.
You can provide the information in stages. However, you must have given all the information before - ideally at least two weeks before - the completion of the transfer. You can also provide the information via a third party if you wish.
You cannot agree with the new employer not to supply this information.
If you do not provide employee liability information, the new employer can make a complaint to an industrial tribunal. This could lead to a compensatory award for any loss the new employer incurs due to not having the information. Compensation is usually at least £500 per employee affected.
The information you must provide
You must provide:
- identity and ages of the employees who will transfer
- their statements of employment particulars
- details of any collective agreements that apply
- details of any formal disciplinary action taken in the past two years to which the statutory disciplinary and dismissal procedures apply
- details of any employee grievances raised in the past two years to which the LRA Code of Practice on Disciplinary and Grievance Procedures applies
- instances of any legal actions against you in the past two years by the transferring employees and any potential legal actions that may be brought
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
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Your responsibilities to employees transferred out of your business
What you have to do if all or some of your employees transfer to another employer.
You have important responsibilities to your employees if they are transferred out of your business.
Who transfers?
Those who transfer are employees employed by the transferor and assigned to the organised grouping of resources that are going to be transferred.
Therefore those who cannot transfer are:
- those only temporarily assigned to the organised grouping
- the self-employed
- independent contractors
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
Information and consultation
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE), you are required to inform and consult the representatives of those employees affected by the transfer. Inform and consult your employees.
Affected employees are not just those who are going to transfer - other employees in the business may be affected by the transfer and have a right to be informed and consulted too.
See informing and consulting employees about business transfers.
Refusal to transfer
If an employee refuses to transfer with a business, they have not been dismissed but have effectively resigned. This means that they lose the right to claim certain employment rights.
See resignations connected with a business transfer.
Employee liability information
When employees transfer out of your business, you must give the new employer certain information about those employees. See the transfer of employee liability information.
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Changing terms and conditions after a business transfer
When you can change employees' terms and conditions of employment following a business transfer.
In a business transfer situation, employees' existing terms and conditions are transferred to the new employer from the start of the new employment.
Employees should therefore not be disadvantaged by a transfer, ie by having less favourable terms and conditions in their new roles.
Economic, technical or organisational reason
If you are the new employer, you can only vary a contract for a reason related to the transfer if it's an economic, technical, or organisational (ETO) reason entailing changes in the workforce.
There is no legal definition of an ETO reason. However, it might relate to, for example:
- the profitability or market performance of your business - an economic reason
- the nature of the equipment or production processes which you operate - a technical reason
- the management or organisational structure of your business - an organisational reason
Note that you can't vary the contracts of the transferred employees in order to harmonise their terms and conditions with those of your existing employees in equivalent roles or grades. A pay cut does not count as an ETO. The transfer of a business subject to insolvency proceedings is a different matter, however - it is covered below. However, you could change terms and conditions - by agreement - if the changes are positive, eg fewer working hours or additional holiday entitlement.
Changing terms and conditions over time
After a certain period, eg six months, you might be tempted to consider it 'safe' to vary the contracts of the transferred employees as the reason for the change cannot have been by reason of the transfer.
However, there is no set period for this and no 'rule of thumb' used by the courts or specified in the regulations to define a period of time after which it is safe to assume that the transfer will not impact directly or indirectly on the employer's actions.
Changing terms and conditions after the transfer of an insolvent business
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
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Dismissal before or after a business transfer
Continuity of employment, dismissals, and the ETO defence for a business transfer.
Employees who transfer have their continuity of employment preserved. This means that those who had, for example, 18 months of service with their previous employer have - at the time of the transfer - 18 months' service with the new employer.
This is important as it means that employees with enough continuous employment maintain their right to claim certain employment protection rights, eg the right to claim unfair dismissal (one year's continuous employment). Employees also have the right to claim a statutory redundancy payment (two years). See continuous employment and employee rights.
Dismissals before the business transfer
An employee still transfers if they would have been employed in the undertaking immediately before the transfer had they not been unfairly dismissed - either because of the transfer or for a reason connected with the transfer.
The employee will be able to lodge a complaint at the Industrial Tribunal for unfair dismissal against either the previous or the new employer - as long as they have at least one year's continuous employment.
The Labour Relations Agency (LRA) provides an alternative to the Industrial Tribunal under the LRA Arbitration Scheme. Under the scheme claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
Employers do, however, have the 'ETO defence' - see below.
Dismissals after the business transfer
If you dismiss a transferred employee either because of the transfer or a reason connected with it, their dismissal is automatically unfair.
In certain circumstances, individuals may require at least one year's continuous employment.
The LRA Arbitration Scheme can again provide an alternative to the Industrial Tribunal.
Employers do, however, have the 'ETO defence' - see below.
The ETO defence
If there is an economic, technical or organisational (ETO) reason entailing changes in the workforce, a Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE)-related dismissal may be fair.
However, even with this defence, the dismissing employer must still follow a fair dismissal procedure. See dismissing employees.
ETO reasons are narrow in practice and effectively amount to a genuine redundancy situation, eg insolvency of the transferred undertaking.
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Informing and consulting employees about business transfers
Which workplace representatives you must consult and what you should tell them.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006, (collectively known as TUPE), you are required to inform and consult the appropriate workplace representatives of those employees affected by the transfer.
Affected employees are not just those who are going to transfer - other employees in either business may be affected by the transfer and have a right to be informed and consulted too.
Which representatives must I inform and consult?
The appropriate representatives who you must inform and consult are either:
- Representatives of a trade union you have recognised for the purposes of collective bargaining - if there is one. See work effectively with trade unions.
- Employee representatives appointed by the affected employees specifically for the purpose of being informed and consulted on the transfer or who have already been appointed for a different purpose and are suitable for this purpose too. For information on arranging the election of employee representatives, see employee representatives during business transfers.
If you have a pre-existing information and consultation (I&C) agreement in place, you have a duty to inform and consult employees or their representatives on - among other things - changes to the workforce. This means that you may have to inform and consult when planning to buy or sell a business.
However, you do not have to inform and consult at the same time under both TUPE and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the transfer legislation only.
What to tell TUPE representatives
The appropriate representatives must be informed of:
- the fact that the transfer is taking place, and when and why it will happen
- the legal, economic, and social implications for affected employees
- any actions, steps, or arrangements the employer envisages taking in relation to affected employees, eg redundancies, relocation, or changes to terms and conditions, or the fact that no measures will be taken
- any actions, steps, or arrangements the new employer envisages taking in relation to employees who will transfer - if the employer is the selling employer
- information relating to the use of agency workers, including the total number of agency workers engaged, the areas of the business in which they work, and the type of work they do
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
When to give information to TUPE representatives
You must provide information to representatives long enough before the transfer date to give reasonable time for consultation.
The consultation must be undertaken with a view to seeking their agreement.
Rights of TUPE representatives
Representatives have the right to have:
- access to the affected employees
- access to facilities to enable them to carry out their duties, eg a phone line or office
- time off with pay to carry out representative duties
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
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Transfers of insolvent businesses
What happens in situations where employees are being transferred as part of an insolvent business.
If you are transferring a business that is subject to insolvency proceedings and you owe money to the employees to be transferred, the responsibility to pay the full amount of the money owed does not transfer to the new employer.
Redundancy Payments Service
The new employer is only responsible for the amount left after the employees have been paid from the Redundancy Payments Service (RPS). If you require further information or advice with an ongoing redundancy claim, you can call the Redundancy Payments Service Helpline on 028 9025 7562.
They should be able to make a claim through the RPS for:
- arrears of pay
- holiday pay - for days taken but not paid
They will not be able to claim statutory redundancy pay or pay in lieu of notice as - post-transfer - their job will not have ended.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
Permitted variations
You or the new employer - or the insolvency practitioner - can reduce pay and establish other less favourable terms and conditions after the transfer. These are known as permitted variations.
However, certain conditions must be met when doing this:
- the permitted variation must be agreed with you or the new employer - or the insolvency practitioner - and the appropriate representatives, ie trade union representatives if an independent trade union is recognised for collective bargaining purposes or, if not, elected employee representatives
- the agreement must be in writing and signed by each of the representatives or other authorised persons
- before the agreement is signed, the employer must provide all the affected employees with a copy of the agreement and any guidance the employees may need to understand it
You should also consider the following:
- any new terms and conditions agreed in a permitted variation must not breach other statutory entitlements, eg agreed pay rates must not be set below the national minimum wage
- any permitted variation must be made with the intention of safeguarding employment opportunities by ensuring the survival of the business - or part of it
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TUPE transfers: the impact on employee relations
Some negative effects of business transfers and how good staff relations and open communication can have a positive impact.
Transferring employees between businesses can affect staff morale. The result is often discontentment, not just in those transferred but also in staff left behind in the old business and existing employees in the new business.
Other effects on employees
If the process is not handled sensitively, the effects can include:
- feelings of displacement in the employees transferred
- anxiety among their ex-workmates who feel they might be next
- resentment among new workmates who distrust the reason the new employees have been introduced and may resent the fact that they have different terms and conditions
- a feeling of insecurity that may be common to all
However, if both employers know and meet their responsibilities fully and communicate openly throughout the process, then good relations can be maintained with all employees concerned.
Research shows that effective consultation can lead to better decision-making and smoother implementation of decisions and proposals, boosting productivity. This is because if employees feel they have input into decision-making, they will be more satisfied and motivated at work. See employee engagement.
You should be especially careful to emphasise the positive benefits of the sale or purchase and try to show how the prospects for all will be improved by the changes.
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Changing terms and conditions after a business transfer
In this guide:
- Responsibilities to employees if you buy or sell a business
- TUPE legislation in Northern Ireland
- Your responsibilities to employees transferred into your business
- What is meant by a TUPE transfer
- The transfer of employee liability information
- Your responsibilities to employees transferred out of your business
- Changing terms and conditions after a business transfer
- Dismissal before or after a business transfer
- Informing and consulting employees about business transfers
- Transfers of insolvent businesses
- TUPE transfers: the impact on employee relations
TUPE legislation in Northern Ireland
Employer guidance on TUPE legislation in Northern Ireland.
On 6 April 2006, the revised Transfer of Undertakings (Protection of Employment) Regulations 2006 (the "2006 Regulations") (S.I. 2006/246) and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (the "SPC Regulations") (S.R. 2006 No. 177) came into operation.
Northern Ireland TUPE legislation
The legislation.gov.uk website presents the legislation in detail:
- Transfer of Undertakings (Protection of Employment) Regulations 2006
- Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006
The 2006 Regulations made UK-wide provision for the treatment of employees, and related matters, on the transfer of a business or undertaking, so that when all or part of a business is bought or sold, the terms and conditions of the employees who transfer in the sale may be preserved.
The 2006 Regulations also implemented certain service provision change elements, but within those regulations, these elements apply in Great Britain only. Separate regulations, namely the SPC Regulations, were required for Northern Ireland, as Great Britain did not have the necessary powers to legislate on this matter for Northern Ireland.
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Your responsibilities to employees transferred into your business
You take over certain responsibilities when an employee is transferred into your business.
Employees who transfer to your employment do so on their pre-existing terms and conditions and with their continuous employment preserved. This also applies to employees who have already transferred on a previous transfer.
You also take over responsibility/liability for any:
- outstanding disciplinary and grievance situations
- ongoing industrial tribunal claims
- any potential legal actions which may be brought
- collective agreements in force at the time of the transfer, which means that you must continue to recognise the recognised trade union(s) that the staff transferring are members of
Occupational pension and share-option schemes
You do not have to offer transferred employees who are members of - or eligible to join - an occupational pension scheme (OPS) exactly the same pension rights.
However, you must still offer those employees a minimum level of occupational pension provision.
You can opt to provide access to an OPS or make employer contributions to a stakeholder pension scheme. If you choose a stakeholder or a defined contribution scheme, you will have to match the employee's contributions up to 6%. This can be increased if both parties agree.
All employers have to provide their employees with a workplace pension scheme. To read more about these obligations, see automatic enrolment into a workplace pension.
If you don't take over the previous business' shares, you won't be able to provide such shares to your staff. If the previous employer had share or share-option schemes, you must provide equivalent schemes.
Note that if you buy a privatised (previously public sector) undertaking, or win a contract to provide a service to a central or local government organisation, the government expects you to have pension arrangements that are broadly comparable with that enjoyed by the previously public-sector employees.
Changes to terms and conditions
Don't change transferred employees' terms and conditions if the reason for the change is either the transfer itself, eg to match those of your existing staff, or reasons connected to the transfer.
If you change an employee's terms and conditions in this way, this could amount to a breach of contract. The employee may then be able to resign and claim constructive dismissal.
If, however, the change is unconnected with the transfer, you should handle it like any other change of contract where there is provision for change in the contract or where change has been brought about by mutual agreement. For more information, see changing terms and conditions after a transfer and how to change an employee's terms of employment.
Labour Relations Agency (LRA) advice on agreeing and changing contracts of employment.
Information and consultation
Even if you are taking on transferred employees, you must still inform and consult representatives of your existing employees who may be affected by the transfer.
In addition, you must give details to the previous employer of any action, step, or arrangement you intend to take that will affect the transferring employees. There are no set timescales, however, you must do this before the transfer takes place with adequate time for consultation.
See informing and consulting employees about business transfers.
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What is meant by a TUPE transfer
What is and what is not included as a transfer for the purposes of TUPE.
A 'relevant transfer', ie a transfer to which the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE) apply - occurs when:
- An economic entity is one which is stable and is transferred from one business (part or undertaking) to another, ie the entity is sold as a going concern and retains its identity after the transfer. This is known as a business transfer (standard transfer).
- A client engages a contractor to do work on its behalf or reassigns such a contract, including bringing the work in-house - this is known as a service provision change (extended transfer).
An economic entity
An economic entity is defined as an organised grouping of resources, eg a grouping of employees and assets such as premises and computer equipment that has the objective of pursuing an economic activity. Some transfers will qualify as both a business transfer and as a service provision change, eg outsourcing a service will often meet both definitions.
Examples of business transfers
- Sale of the whole or part of a business where the business continues in a similar format.
- Merger of two businesses.
Service provision change
Examples of service provision changes are where:
- a business contracts its security arrangements to an outside security business (outsourcing)
- a business decides to hire its own staff to provide catering to replace an outside catering business (in-sourcing)
- the contract to clean a client's premises is transferred from one cleaning contractor to another
TUPE applies equally to relevant transfers of large and small businesses, and to public and private undertakings. This means there would be a relevant transfer if you sold your business or if your business bought and operated another business.
Note that TUPE generally applies to second and subsequent transfers of the same undertaking. This means that, if you sell a business or part of a business that you previously bought or relinquish a contract that you previously took over, the employees you took over will now transfer to the new employer - as per the Court of Justice of the European Union (CJEU) interpretation of TUPE.
When TUPE does not apply
Not all transfers are relevant transfers. TUPE does not apply when:
- A client buys services from a contractor on a one-off basis - rather than the two parties entering into an ongoing relationship for the provision of the service.
- There is a transfer of share takeover - when a company's shares are sold to new shareholders, there is no transfer of the business - the same company continues to be the employer.
- A business transfers assets only - then there is no transfer of a business as a going concern eg if the equipment is sold.
- There is a transfer of an undertaking situated outside the UK - although similar provisions apply in the European Union.
- There is a change in business identity - if the work or organisational structure changes radically.
Whether TUPE applies in any particular case depends on all relevant circumstances. In the event of a dispute, only an industrial tribunal or a higher court can decide this.
Where TUPE applies, existing employees of the undertaking transferred automatically become employees of the business that takes the undertaking over. It is unlikely that agency workers fall within the definition of 'employee' for the purposes of TUPE ie they do not automatically transfer, it seems, on current law.
If you think you may become involved in a transfer situation to which TUPE applies, you should consider obtaining legal advice, as the legislation in this area can be complex. Choose a solicitor for your business.
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The transfer of employee liability information
The information you must provide to the new employer when you transfer employees out of your business.
When you transfer employees from your business, you must provide certain information about the employees who are transferring to the new employer. This is known as employee liability information.
The aim of this information is to give the new employer time to understand their obligations towards the transferred employees.
You must provide all information in writing not less than 14 days before the relevant transfer. This can be as electronic files as long as the new employer can readily access the information.
If there is not much information to pass on, eg because only a few employees are transferring, you can provide the information by telephone. Consider asking the new employer which method they would prefer. It would be prudent to keep a full record of all such information, either way.
You can provide the information in stages. However, you must have given all the information before - ideally at least two weeks before - the completion of the transfer. You can also provide the information via a third party if you wish.
You cannot agree with the new employer not to supply this information.
If you do not provide employee liability information, the new employer can make a complaint to an industrial tribunal. This could lead to a compensatory award for any loss the new employer incurs due to not having the information. Compensation is usually at least £500 per employee affected.
The information you must provide
You must provide:
- identity and ages of the employees who will transfer
- their statements of employment particulars
- details of any collective agreements that apply
- details of any formal disciplinary action taken in the past two years to which the statutory disciplinary and dismissal procedures apply
- details of any employee grievances raised in the past two years to which the LRA Code of Practice on Disciplinary and Grievance Procedures applies
- instances of any legal actions against you in the past two years by the transferring employees and any potential legal actions that may be brought
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
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Your responsibilities to employees transferred out of your business
What you have to do if all or some of your employees transfer to another employer.
You have important responsibilities to your employees if they are transferred out of your business.
Who transfers?
Those who transfer are employees employed by the transferor and assigned to the organised grouping of resources that are going to be transferred.
Therefore those who cannot transfer are:
- those only temporarily assigned to the organised grouping
- the self-employed
- independent contractors
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
Information and consultation
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE), you are required to inform and consult the representatives of those employees affected by the transfer. Inform and consult your employees.
Affected employees are not just those who are going to transfer - other employees in the business may be affected by the transfer and have a right to be informed and consulted too.
See informing and consulting employees about business transfers.
Refusal to transfer
If an employee refuses to transfer with a business, they have not been dismissed but have effectively resigned. This means that they lose the right to claim certain employment rights.
See resignations connected with a business transfer.
Employee liability information
When employees transfer out of your business, you must give the new employer certain information about those employees. See the transfer of employee liability information.
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Changing terms and conditions after a business transfer
When you can change employees' terms and conditions of employment following a business transfer.
In a business transfer situation, employees' existing terms and conditions are transferred to the new employer from the start of the new employment.
Employees should therefore not be disadvantaged by a transfer, ie by having less favourable terms and conditions in their new roles.
Economic, technical or organisational reason
If you are the new employer, you can only vary a contract for a reason related to the transfer if it's an economic, technical, or organisational (ETO) reason entailing changes in the workforce.
There is no legal definition of an ETO reason. However, it might relate to, for example:
- the profitability or market performance of your business - an economic reason
- the nature of the equipment or production processes which you operate - a technical reason
- the management or organisational structure of your business - an organisational reason
Note that you can't vary the contracts of the transferred employees in order to harmonise their terms and conditions with those of your existing employees in equivalent roles or grades. A pay cut does not count as an ETO. The transfer of a business subject to insolvency proceedings is a different matter, however - it is covered below. However, you could change terms and conditions - by agreement - if the changes are positive, eg fewer working hours or additional holiday entitlement.
Changing terms and conditions over time
After a certain period, eg six months, you might be tempted to consider it 'safe' to vary the contracts of the transferred employees as the reason for the change cannot have been by reason of the transfer.
However, there is no set period for this and no 'rule of thumb' used by the courts or specified in the regulations to define a period of time after which it is safe to assume that the transfer will not impact directly or indirectly on the employer's actions.
Changing terms and conditions after the transfer of an insolvent business
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
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Dismissal before or after a business transfer
Continuity of employment, dismissals, and the ETO defence for a business transfer.
Employees who transfer have their continuity of employment preserved. This means that those who had, for example, 18 months of service with their previous employer have - at the time of the transfer - 18 months' service with the new employer.
This is important as it means that employees with enough continuous employment maintain their right to claim certain employment protection rights, eg the right to claim unfair dismissal (one year's continuous employment). Employees also have the right to claim a statutory redundancy payment (two years). See continuous employment and employee rights.
Dismissals before the business transfer
An employee still transfers if they would have been employed in the undertaking immediately before the transfer had they not been unfairly dismissed - either because of the transfer or for a reason connected with the transfer.
The employee will be able to lodge a complaint at the Industrial Tribunal for unfair dismissal against either the previous or the new employer - as long as they have at least one year's continuous employment.
The Labour Relations Agency (LRA) provides an alternative to the Industrial Tribunal under the LRA Arbitration Scheme. Under the scheme claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
Employers do, however, have the 'ETO defence' - see below.
Dismissals after the business transfer
If you dismiss a transferred employee either because of the transfer or a reason connected with it, their dismissal is automatically unfair.
In certain circumstances, individuals may require at least one year's continuous employment.
The LRA Arbitration Scheme can again provide an alternative to the Industrial Tribunal.
Employers do, however, have the 'ETO defence' - see below.
The ETO defence
If there is an economic, technical or organisational (ETO) reason entailing changes in the workforce, a Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE)-related dismissal may be fair.
However, even with this defence, the dismissing employer must still follow a fair dismissal procedure. See dismissing employees.
ETO reasons are narrow in practice and effectively amount to a genuine redundancy situation, eg insolvency of the transferred undertaking.
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Informing and consulting employees about business transfers
Which workplace representatives you must consult and what you should tell them.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006, (collectively known as TUPE), you are required to inform and consult the appropriate workplace representatives of those employees affected by the transfer.
Affected employees are not just those who are going to transfer - other employees in either business may be affected by the transfer and have a right to be informed and consulted too.
Which representatives must I inform and consult?
The appropriate representatives who you must inform and consult are either:
- Representatives of a trade union you have recognised for the purposes of collective bargaining - if there is one. See work effectively with trade unions.
- Employee representatives appointed by the affected employees specifically for the purpose of being informed and consulted on the transfer or who have already been appointed for a different purpose and are suitable for this purpose too. For information on arranging the election of employee representatives, see employee representatives during business transfers.
If you have a pre-existing information and consultation (I&C) agreement in place, you have a duty to inform and consult employees or their representatives on - among other things - changes to the workforce. This means that you may have to inform and consult when planning to buy or sell a business.
However, you do not have to inform and consult at the same time under both TUPE and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the transfer legislation only.
What to tell TUPE representatives
The appropriate representatives must be informed of:
- the fact that the transfer is taking place, and when and why it will happen
- the legal, economic, and social implications for affected employees
- any actions, steps, or arrangements the employer envisages taking in relation to affected employees, eg redundancies, relocation, or changes to terms and conditions, or the fact that no measures will be taken
- any actions, steps, or arrangements the new employer envisages taking in relation to employees who will transfer - if the employer is the selling employer
- information relating to the use of agency workers, including the total number of agency workers engaged, the areas of the business in which they work, and the type of work they do
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
When to give information to TUPE representatives
You must provide information to representatives long enough before the transfer date to give reasonable time for consultation.
The consultation must be undertaken with a view to seeking their agreement.
Rights of TUPE representatives
Representatives have the right to have:
- access to the affected employees
- access to facilities to enable them to carry out their duties, eg a phone line or office
- time off with pay to carry out representative duties
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
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Transfers of insolvent businesses
What happens in situations where employees are being transferred as part of an insolvent business.
If you are transferring a business that is subject to insolvency proceedings and you owe money to the employees to be transferred, the responsibility to pay the full amount of the money owed does not transfer to the new employer.
Redundancy Payments Service
The new employer is only responsible for the amount left after the employees have been paid from the Redundancy Payments Service (RPS). If you require further information or advice with an ongoing redundancy claim, you can call the Redundancy Payments Service Helpline on 028 9025 7562.
They should be able to make a claim through the RPS for:
- arrears of pay
- holiday pay - for days taken but not paid
They will not be able to claim statutory redundancy pay or pay in lieu of notice as - post-transfer - their job will not have ended.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
Permitted variations
You or the new employer - or the insolvency practitioner - can reduce pay and establish other less favourable terms and conditions after the transfer. These are known as permitted variations.
However, certain conditions must be met when doing this:
- the permitted variation must be agreed with you or the new employer - or the insolvency practitioner - and the appropriate representatives, ie trade union representatives if an independent trade union is recognised for collective bargaining purposes or, if not, elected employee representatives
- the agreement must be in writing and signed by each of the representatives or other authorised persons
- before the agreement is signed, the employer must provide all the affected employees with a copy of the agreement and any guidance the employees may need to understand it
You should also consider the following:
- any new terms and conditions agreed in a permitted variation must not breach other statutory entitlements, eg agreed pay rates must not be set below the national minimum wage
- any permitted variation must be made with the intention of safeguarding employment opportunities by ensuring the survival of the business - or part of it
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TUPE transfers: the impact on employee relations
Some negative effects of business transfers and how good staff relations and open communication can have a positive impact.
Transferring employees between businesses can affect staff morale. The result is often discontentment, not just in those transferred but also in staff left behind in the old business and existing employees in the new business.
Other effects on employees
If the process is not handled sensitively, the effects can include:
- feelings of displacement in the employees transferred
- anxiety among their ex-workmates who feel they might be next
- resentment among new workmates who distrust the reason the new employees have been introduced and may resent the fact that they have different terms and conditions
- a feeling of insecurity that may be common to all
However, if both employers know and meet their responsibilities fully and communicate openly throughout the process, then good relations can be maintained with all employees concerned.
Research shows that effective consultation can lead to better decision-making and smoother implementation of decisions and proposals, boosting productivity. This is because if employees feel they have input into decision-making, they will be more satisfied and motivated at work. See employee engagement.
You should be especially careful to emphasise the positive benefits of the sale or purchase and try to show how the prospects for all will be improved by the changes.
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The transfer of employee liability information
In this guide:
- Responsibilities to employees if you buy or sell a business
- TUPE legislation in Northern Ireland
- Your responsibilities to employees transferred into your business
- What is meant by a TUPE transfer
- The transfer of employee liability information
- Your responsibilities to employees transferred out of your business
- Changing terms and conditions after a business transfer
- Dismissal before or after a business transfer
- Informing and consulting employees about business transfers
- Transfers of insolvent businesses
- TUPE transfers: the impact on employee relations
TUPE legislation in Northern Ireland
Employer guidance on TUPE legislation in Northern Ireland.
On 6 April 2006, the revised Transfer of Undertakings (Protection of Employment) Regulations 2006 (the "2006 Regulations") (S.I. 2006/246) and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (the "SPC Regulations") (S.R. 2006 No. 177) came into operation.
Northern Ireland TUPE legislation
The legislation.gov.uk website presents the legislation in detail:
- Transfer of Undertakings (Protection of Employment) Regulations 2006
- Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006
The 2006 Regulations made UK-wide provision for the treatment of employees, and related matters, on the transfer of a business or undertaking, so that when all or part of a business is bought or sold, the terms and conditions of the employees who transfer in the sale may be preserved.
The 2006 Regulations also implemented certain service provision change elements, but within those regulations, these elements apply in Great Britain only. Separate regulations, namely the SPC Regulations, were required for Northern Ireland, as Great Britain did not have the necessary powers to legislate on this matter for Northern Ireland.
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Your responsibilities to employees transferred into your business
You take over certain responsibilities when an employee is transferred into your business.
Employees who transfer to your employment do so on their pre-existing terms and conditions and with their continuous employment preserved. This also applies to employees who have already transferred on a previous transfer.
You also take over responsibility/liability for any:
- outstanding disciplinary and grievance situations
- ongoing industrial tribunal claims
- any potential legal actions which may be brought
- collective agreements in force at the time of the transfer, which means that you must continue to recognise the recognised trade union(s) that the staff transferring are members of
Occupational pension and share-option schemes
You do not have to offer transferred employees who are members of - or eligible to join - an occupational pension scheme (OPS) exactly the same pension rights.
However, you must still offer those employees a minimum level of occupational pension provision.
You can opt to provide access to an OPS or make employer contributions to a stakeholder pension scheme. If you choose a stakeholder or a defined contribution scheme, you will have to match the employee's contributions up to 6%. This can be increased if both parties agree.
All employers have to provide their employees with a workplace pension scheme. To read more about these obligations, see automatic enrolment into a workplace pension.
If you don't take over the previous business' shares, you won't be able to provide such shares to your staff. If the previous employer had share or share-option schemes, you must provide equivalent schemes.
Note that if you buy a privatised (previously public sector) undertaking, or win a contract to provide a service to a central or local government organisation, the government expects you to have pension arrangements that are broadly comparable with that enjoyed by the previously public-sector employees.
Changes to terms and conditions
Don't change transferred employees' terms and conditions if the reason for the change is either the transfer itself, eg to match those of your existing staff, or reasons connected to the transfer.
If you change an employee's terms and conditions in this way, this could amount to a breach of contract. The employee may then be able to resign and claim constructive dismissal.
If, however, the change is unconnected with the transfer, you should handle it like any other change of contract where there is provision for change in the contract or where change has been brought about by mutual agreement. For more information, see changing terms and conditions after a transfer and how to change an employee's terms of employment.
Labour Relations Agency (LRA) advice on agreeing and changing contracts of employment.
Information and consultation
Even if you are taking on transferred employees, you must still inform and consult representatives of your existing employees who may be affected by the transfer.
In addition, you must give details to the previous employer of any action, step, or arrangement you intend to take that will affect the transferring employees. There are no set timescales, however, you must do this before the transfer takes place with adequate time for consultation.
See informing and consulting employees about business transfers.
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What is meant by a TUPE transfer
What is and what is not included as a transfer for the purposes of TUPE.
A 'relevant transfer', ie a transfer to which the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE) apply - occurs when:
- An economic entity is one which is stable and is transferred from one business (part or undertaking) to another, ie the entity is sold as a going concern and retains its identity after the transfer. This is known as a business transfer (standard transfer).
- A client engages a contractor to do work on its behalf or reassigns such a contract, including bringing the work in-house - this is known as a service provision change (extended transfer).
An economic entity
An economic entity is defined as an organised grouping of resources, eg a grouping of employees and assets such as premises and computer equipment that has the objective of pursuing an economic activity. Some transfers will qualify as both a business transfer and as a service provision change, eg outsourcing a service will often meet both definitions.
Examples of business transfers
- Sale of the whole or part of a business where the business continues in a similar format.
- Merger of two businesses.
Service provision change
Examples of service provision changes are where:
- a business contracts its security arrangements to an outside security business (outsourcing)
- a business decides to hire its own staff to provide catering to replace an outside catering business (in-sourcing)
- the contract to clean a client's premises is transferred from one cleaning contractor to another
TUPE applies equally to relevant transfers of large and small businesses, and to public and private undertakings. This means there would be a relevant transfer if you sold your business or if your business bought and operated another business.
Note that TUPE generally applies to second and subsequent transfers of the same undertaking. This means that, if you sell a business or part of a business that you previously bought or relinquish a contract that you previously took over, the employees you took over will now transfer to the new employer - as per the Court of Justice of the European Union (CJEU) interpretation of TUPE.
When TUPE does not apply
Not all transfers are relevant transfers. TUPE does not apply when:
- A client buys services from a contractor on a one-off basis - rather than the two parties entering into an ongoing relationship for the provision of the service.
- There is a transfer of share takeover - when a company's shares are sold to new shareholders, there is no transfer of the business - the same company continues to be the employer.
- A business transfers assets only - then there is no transfer of a business as a going concern eg if the equipment is sold.
- There is a transfer of an undertaking situated outside the UK - although similar provisions apply in the European Union.
- There is a change in business identity - if the work or organisational structure changes radically.
Whether TUPE applies in any particular case depends on all relevant circumstances. In the event of a dispute, only an industrial tribunal or a higher court can decide this.
Where TUPE applies, existing employees of the undertaking transferred automatically become employees of the business that takes the undertaking over. It is unlikely that agency workers fall within the definition of 'employee' for the purposes of TUPE ie they do not automatically transfer, it seems, on current law.
If you think you may become involved in a transfer situation to which TUPE applies, you should consider obtaining legal advice, as the legislation in this area can be complex. Choose a solicitor for your business.
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The transfer of employee liability information
The information you must provide to the new employer when you transfer employees out of your business.
When you transfer employees from your business, you must provide certain information about the employees who are transferring to the new employer. This is known as employee liability information.
The aim of this information is to give the new employer time to understand their obligations towards the transferred employees.
You must provide all information in writing not less than 14 days before the relevant transfer. This can be as electronic files as long as the new employer can readily access the information.
If there is not much information to pass on, eg because only a few employees are transferring, you can provide the information by telephone. Consider asking the new employer which method they would prefer. It would be prudent to keep a full record of all such information, either way.
You can provide the information in stages. However, you must have given all the information before - ideally at least two weeks before - the completion of the transfer. You can also provide the information via a third party if you wish.
You cannot agree with the new employer not to supply this information.
If you do not provide employee liability information, the new employer can make a complaint to an industrial tribunal. This could lead to a compensatory award for any loss the new employer incurs due to not having the information. Compensation is usually at least £500 per employee affected.
The information you must provide
You must provide:
- identity and ages of the employees who will transfer
- their statements of employment particulars
- details of any collective agreements that apply
- details of any formal disciplinary action taken in the past two years to which the statutory disciplinary and dismissal procedures apply
- details of any employee grievances raised in the past two years to which the LRA Code of Practice on Disciplinary and Grievance Procedures applies
- instances of any legal actions against you in the past two years by the transferring employees and any potential legal actions that may be brought
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
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Your responsibilities to employees transferred out of your business
What you have to do if all or some of your employees transfer to another employer.
You have important responsibilities to your employees if they are transferred out of your business.
Who transfers?
Those who transfer are employees employed by the transferor and assigned to the organised grouping of resources that are going to be transferred.
Therefore those who cannot transfer are:
- those only temporarily assigned to the organised grouping
- the self-employed
- independent contractors
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
Information and consultation
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE), you are required to inform and consult the representatives of those employees affected by the transfer. Inform and consult your employees.
Affected employees are not just those who are going to transfer - other employees in the business may be affected by the transfer and have a right to be informed and consulted too.
See informing and consulting employees about business transfers.
Refusal to transfer
If an employee refuses to transfer with a business, they have not been dismissed but have effectively resigned. This means that they lose the right to claim certain employment rights.
See resignations connected with a business transfer.
Employee liability information
When employees transfer out of your business, you must give the new employer certain information about those employees. See the transfer of employee liability information.
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Changing terms and conditions after a business transfer
When you can change employees' terms and conditions of employment following a business transfer.
In a business transfer situation, employees' existing terms and conditions are transferred to the new employer from the start of the new employment.
Employees should therefore not be disadvantaged by a transfer, ie by having less favourable terms and conditions in their new roles.
Economic, technical or organisational reason
If you are the new employer, you can only vary a contract for a reason related to the transfer if it's an economic, technical, or organisational (ETO) reason entailing changes in the workforce.
There is no legal definition of an ETO reason. However, it might relate to, for example:
- the profitability or market performance of your business - an economic reason
- the nature of the equipment or production processes which you operate - a technical reason
- the management or organisational structure of your business - an organisational reason
Note that you can't vary the contracts of the transferred employees in order to harmonise their terms and conditions with those of your existing employees in equivalent roles or grades. A pay cut does not count as an ETO. The transfer of a business subject to insolvency proceedings is a different matter, however - it is covered below. However, you could change terms and conditions - by agreement - if the changes are positive, eg fewer working hours or additional holiday entitlement.
Changing terms and conditions over time
After a certain period, eg six months, you might be tempted to consider it 'safe' to vary the contracts of the transferred employees as the reason for the change cannot have been by reason of the transfer.
However, there is no set period for this and no 'rule of thumb' used by the courts or specified in the regulations to define a period of time after which it is safe to assume that the transfer will not impact directly or indirectly on the employer's actions.
Changing terms and conditions after the transfer of an insolvent business
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
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Dismissal before or after a business transfer
Continuity of employment, dismissals, and the ETO defence for a business transfer.
Employees who transfer have their continuity of employment preserved. This means that those who had, for example, 18 months of service with their previous employer have - at the time of the transfer - 18 months' service with the new employer.
This is important as it means that employees with enough continuous employment maintain their right to claim certain employment protection rights, eg the right to claim unfair dismissal (one year's continuous employment). Employees also have the right to claim a statutory redundancy payment (two years). See continuous employment and employee rights.
Dismissals before the business transfer
An employee still transfers if they would have been employed in the undertaking immediately before the transfer had they not been unfairly dismissed - either because of the transfer or for a reason connected with the transfer.
The employee will be able to lodge a complaint at the Industrial Tribunal for unfair dismissal against either the previous or the new employer - as long as they have at least one year's continuous employment.
The Labour Relations Agency (LRA) provides an alternative to the Industrial Tribunal under the LRA Arbitration Scheme. Under the scheme claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
Employers do, however, have the 'ETO defence' - see below.
Dismissals after the business transfer
If you dismiss a transferred employee either because of the transfer or a reason connected with it, their dismissal is automatically unfair.
In certain circumstances, individuals may require at least one year's continuous employment.
The LRA Arbitration Scheme can again provide an alternative to the Industrial Tribunal.
Employers do, however, have the 'ETO defence' - see below.
The ETO defence
If there is an economic, technical or organisational (ETO) reason entailing changes in the workforce, a Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE)-related dismissal may be fair.
However, even with this defence, the dismissing employer must still follow a fair dismissal procedure. See dismissing employees.
ETO reasons are narrow in practice and effectively amount to a genuine redundancy situation, eg insolvency of the transferred undertaking.
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Informing and consulting employees about business transfers
Which workplace representatives you must consult and what you should tell them.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006, (collectively known as TUPE), you are required to inform and consult the appropriate workplace representatives of those employees affected by the transfer.
Affected employees are not just those who are going to transfer - other employees in either business may be affected by the transfer and have a right to be informed and consulted too.
Which representatives must I inform and consult?
The appropriate representatives who you must inform and consult are either:
- Representatives of a trade union you have recognised for the purposes of collective bargaining - if there is one. See work effectively with trade unions.
- Employee representatives appointed by the affected employees specifically for the purpose of being informed and consulted on the transfer or who have already been appointed for a different purpose and are suitable for this purpose too. For information on arranging the election of employee representatives, see employee representatives during business transfers.
If you have a pre-existing information and consultation (I&C) agreement in place, you have a duty to inform and consult employees or their representatives on - among other things - changes to the workforce. This means that you may have to inform and consult when planning to buy or sell a business.
However, you do not have to inform and consult at the same time under both TUPE and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the transfer legislation only.
What to tell TUPE representatives
The appropriate representatives must be informed of:
- the fact that the transfer is taking place, and when and why it will happen
- the legal, economic, and social implications for affected employees
- any actions, steps, or arrangements the employer envisages taking in relation to affected employees, eg redundancies, relocation, or changes to terms and conditions, or the fact that no measures will be taken
- any actions, steps, or arrangements the new employer envisages taking in relation to employees who will transfer - if the employer is the selling employer
- information relating to the use of agency workers, including the total number of agency workers engaged, the areas of the business in which they work, and the type of work they do
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
When to give information to TUPE representatives
You must provide information to representatives long enough before the transfer date to give reasonable time for consultation.
The consultation must be undertaken with a view to seeking their agreement.
Rights of TUPE representatives
Representatives have the right to have:
- access to the affected employees
- access to facilities to enable them to carry out their duties, eg a phone line or office
- time off with pay to carry out representative duties
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
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Transfers of insolvent businesses
What happens in situations where employees are being transferred as part of an insolvent business.
If you are transferring a business that is subject to insolvency proceedings and you owe money to the employees to be transferred, the responsibility to pay the full amount of the money owed does not transfer to the new employer.
Redundancy Payments Service
The new employer is only responsible for the amount left after the employees have been paid from the Redundancy Payments Service (RPS). If you require further information or advice with an ongoing redundancy claim, you can call the Redundancy Payments Service Helpline on 028 9025 7562.
They should be able to make a claim through the RPS for:
- arrears of pay
- holiday pay - for days taken but not paid
They will not be able to claim statutory redundancy pay or pay in lieu of notice as - post-transfer - their job will not have ended.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
Permitted variations
You or the new employer - or the insolvency practitioner - can reduce pay and establish other less favourable terms and conditions after the transfer. These are known as permitted variations.
However, certain conditions must be met when doing this:
- the permitted variation must be agreed with you or the new employer - or the insolvency practitioner - and the appropriate representatives, ie trade union representatives if an independent trade union is recognised for collective bargaining purposes or, if not, elected employee representatives
- the agreement must be in writing and signed by each of the representatives or other authorised persons
- before the agreement is signed, the employer must provide all the affected employees with a copy of the agreement and any guidance the employees may need to understand it
You should also consider the following:
- any new terms and conditions agreed in a permitted variation must not breach other statutory entitlements, eg agreed pay rates must not be set below the national minimum wage
- any permitted variation must be made with the intention of safeguarding employment opportunities by ensuring the survival of the business - or part of it
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TUPE transfers: the impact on employee relations
Some negative effects of business transfers and how good staff relations and open communication can have a positive impact.
Transferring employees between businesses can affect staff morale. The result is often discontentment, not just in those transferred but also in staff left behind in the old business and existing employees in the new business.
Other effects on employees
If the process is not handled sensitively, the effects can include:
- feelings of displacement in the employees transferred
- anxiety among their ex-workmates who feel they might be next
- resentment among new workmates who distrust the reason the new employees have been introduced and may resent the fact that they have different terms and conditions
- a feeling of insecurity that may be common to all
However, if both employers know and meet their responsibilities fully and communicate openly throughout the process, then good relations can be maintained with all employees concerned.
Research shows that effective consultation can lead to better decision-making and smoother implementation of decisions and proposals, boosting productivity. This is because if employees feel they have input into decision-making, they will be more satisfied and motivated at work. See employee engagement.
You should be especially careful to emphasise the positive benefits of the sale or purchase and try to show how the prospects for all will be improved by the changes.
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Making a job offer to the successful candidate
In this guide:
- Job offers and staff inductions
- Deciding on your successful job candidate
- Making a job offer to the successful candidate
- Advantages of job inductions
- Preparing for an induction
- Induction programme: what to include
- New starter pack for staff
- Tailoring the induction to the worker
- Inducting new employees - Granville Ecopark Limited
Deciding on your successful job candidate
Selecting the most suitable candidate for a job and contacting unsuccessful applicants.
After you have completed the assessment stage, eg the interviews and tests, you should make your final selection decision as soon as possible.
To help you reach that decision, you should take notes during the interview as questions are being answered. This will ensure that what is said is reflected as accurately as possible.
Immediately after the interview, you should then finalise your notes and other relevant details.
This is useful for both decision-making and providing feedback to the candidates if requested. Bear in mind that shortlisted candidates may request access to their interview notes or any other documentation related to the recruitment process as part of any legal process.
Making fair recruitment decisions
To make the decision-making process fair and avoid any potentially unlawful discrimination you should choose the candidate that most closely meets your selection criteria.
To do this:
- Use a structured scoring system, rating candidates against your selection criteria. This allows you to compare a candidate's score with your ideal score.
- If you use a less formal system for comparing candidates, you must try to make your assessments on an equal basis.
- Try making an assessment sheet showing the reasons for making offers, putting candidates on hold, or rejecting them. Your reasons should relate to your selection criteria, interview questions, and, if applicable, the results of other tests or assessments.
Once you've made your choice, you need to make the successful candidate a job offer. See making a job offer to the successful candidate.
Decide on second and third choices, if possible, in case your first choice turns down the position.
In addition, a reserve list could be compiled giving you greater flexibility to make further appointments in the event that similar future vacancies arise during a defined period (eg six months). Reference to a reserve list being compiled would need to be referred to in the advertisement.
Dealing with unsuccessful applicants
You should let all unsuccessful applicants, whether shortlisted for assessment or not, know of your decision not to employ them as soon as possible.
If you are delayed in making your decision, eg because you are waiting for your first choice to respond, let them know of the delay by phone, email, or letter.
Be prepared to give feedback to unsuccessful candidates. They might want to know their relative strengths and also where they might do better next time.
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Making a job offer to the successful candidate
Unconditional job offers and what to do if the offer is subject to the candidate meeting certain conditions.
Once you've chosen who you'd like to employ, you may wish to make them a job offer by telephone. This can help you quickly establish if the individual wants to accept the post.
If that is the case, you can go on to discuss any terms of employment that need to be agreed upon - eg their salary, wages, and benefits.
Job offer letters
If your chosen candidate accepts your offer of employment verbally, you should then send them a formal job offer letter including:
- their name
- their job title
- the terms on which the job is offered
- the date agreed that their employment will start
- whether they will have a probationary period
- any conditions eg checks on eligibility to work in the UK and take up the employment in question
- evidence of any qualifications required for the role
- details of any action required by the candidate to meet those conditions eg production of suitable evidence proving that they have the right to work in the UK
You should bear in mind that an offer letter can form part of an employee's employment contract. You must therefore ensure that the terms and conditions outlined in the offer letter are correct, as these can be contractually enforceable.
Sample letter of a job offer to the successful candidate (DOC, 12K).
Written statement of employment
You must also give new employees a written statement of their main terms and conditions of employment within two months of the starting date if they are going to be working with you for a period of one month or more.
For further information, see the employment contract.
Ask the candidate to send you a signed copy of the offer letter - this establishes the terms on which the offer was made, in case of any disputes.
Note that if the job offer is unconditional and the candidate accepts it, a contract of employment exists between you and them.
This means that they may benefit from certain employment-protection rights, eg a claim of discrimination, even if they haven't actually started working for you.
However, you should note that the right to claim discrimination applies even if no job offer has been made.
Making conditional offers of employment
Offers can be subject to candidates meeting certain conditions based on your pre-employment checks, such as:
- a criminal records check (CRC) via AccessNI
- a medical examination - if relevant, this must apply to all prospective workers, not just those with a disability
- providing suitable references - you should be aware that the referees may refuse to provide a reference or may wrongly indicate an applicant's suitability
- providing proof that they have the right to be and work in the UK - read more on ensuring your workers are eligible to work in the UK and use this interactive tool to check if your workers are eligible to work in the UK
Employment offers can also be made subject to the successful completion of a probationary period.
You will need to carry out the necessary checks as soon as possible and before the employment starts - most prospective workers won't wish to hand in their notice until they have had an unconditional offer of employment from you.
Assuming your first choice candidate meets all the conditions, you should send them another - unconditional - offer letter. If they can't meet the conditions, you can withdraw your offer and turn to your second-choice candidate if you have one.
Avoiding unlawful discrimination when making offers of employment
You should ensure that no one is discouraged or excluded from accepting a job because of, for example, their gender, gender reassignment, marital or civil partnership status, religious belief or political opinion, disability, sexual orientation, race, pregnancy, ethnicity, or age.
If you are found to be operating discriminatory recruitment practices, an unsuccessful job applicant may be able to bring an unlawful discrimination claim to an industrial tribunal or fair employment tribunal - even if you were unaware of such practices.
If their claim is successful, there is no cap on the amount of compensation that the tribunal can award.
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Advantages of job inductions
Job induction training can help maximise motivation and understanding of the work for a new employee.
Once your chosen candidate has accepted an unconditional offer of employment, you need to start planning their job induction training.
What is a job induction?
Job induction is the formal process of welcoming an employee to an organisation. Job induction usually involves highlighting the purpose, goals, and values of the organisation. You might also explain the function of various teams or departments within your organisation through the job induction process. The induction offers a good opportunity to identify any training that the new candidate may need to help them perform their role.
Advantages of carrying out an induction
You should carry out induction training as it will help benefit new staff by helping them to:
- establish themselves quickly in their job and therefore maximise their productivity
- become motivated to do well and fit into the business early on
- understand any health and safety issues relating to their job - this will not only help to reduce accidents at work but also help you ensure that you are meeting your duty of care obligations under the health and safety legislation
- understand your business culture
Why is a job induction important?
Investing time to induct new employees will give new workers a good grounding and help them make fewer mistakes in the long run. The highest level of staff turnover is among newer workers, so it is important that the early period spent with your business leaves a good impression on them.
You should also consider carrying out a basic induction for workers who are changing jobs within the business. For those workers returning after a long absence, eg maternity leave or a period of illness, a welcome back meeting would be beneficial. See tailoring the induction to the worker and our induction templates:
For more information on job inductions download recruiting new employees section from the Employers' Handbook (PDF, 170K).
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Preparing for an induction
Prepare induction checklists, inform key workers, and ensure newcomers feel welcome.
Preparation is the key to a good staff induction.
Before the worker starts
- Tell other people that there's a new starter, prepare their working area, organise any equipment necessary, and have any documentation ready for them to read.
- Consider providing them with an information pack about the job before they begin work - see new starter pack for staff.
- Prepare an induction checklist including all the items that need to be covered and what needs to be done and when. You can plan for the induction to be spread over a period of days or weeks depending on the nature of the job.
- Make sure that the key people who will be involved in the induction process have been briefed.
- Arrange in advance any instruction or training courses needed - eg on your IT systems.
Once the worker starts
- Ensure that when the new recruit arrives, they are made to feel welcome.
- Get one person, ideally, their line manager, to take care of a new starter throughout the first day.
- Make sure they know how any office machinery works, and the location of commonly used facilities, eg the post room, stationery store, and lavatories.
- It is a good idea to get new workers to complete some kind of work on their first day. This can help them relate what they are learning to their job.
- Include informal aspects such as whether the tea, coffee, and biscuits are free or whether there is a kitty.
- Ask for feedback during and after the process to check that you haven't missed anything. You might want to give the new starter a checklist and ask them to sign it to show it has been completed.
- It could be beneficial to provide a mentor for the new employee - this would likely be another member of staff who works within their team and is familiar with the type of work they will be doing.
Once you have established a good induction procedure, it is useful to set it out in writing and use it whenever a new person starts.
Induction templates
To help you devise your staff induction activities, download and use our sample induction plans:
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Induction programme: what to include
Sort out bank details and health and safety information, confirm terms and conditions, and introduce staff.
You should provide information to a new worker at a rate that allows them to understand it properly. Explain what the business does and how they and their role fits in.
You may like to arrange an employee induction programme to include sessions with different members of staff so they can explain their role and their teams' role in relation to the business activities. There are a number of business areas you could cover through your induction programme, which we have outlined below.
Employee induction on administration
You may need to provide the new worker with:
- details of any occupational pension scheme
- a copy of any procedures and employee handbooks
- any uniforms and standard equipment they will need to perform their job role
Induction: terms and conditions of employment
It is a legal requirement for employers to give their employees a written statement of terms and conditions of employment within two months of starting work, except for those employees who will be working for less than one month.
It is a good idea to go through this with the new worker during the induction programme and give them details of issues such as:
- hours of work - including breaks
- sickness and holiday procedures
- disciplinary and grievance procedures
Induction: health and safety
You are legally required to provide workers with any health and safety information they need to carry out their job safely. Provide them with a copy of the business's health and safety policy and get them to sign it once they have read it. What should be in your health and safety policy?
You must inform new workers - preferably on the first day - of fire safety procedures and what to do if the fire alarm sounds. If there are particular hazards, eg in a factory or on a building site, you must ensure that new workers are made aware of them and what precautions need to be taken.
New to the job - staying safe at work.
It is a good idea to show the new workers where they:
- may smoke outside your premises - if at all
- can read your drugs and alcohol policy
For more information, see workplace policies on smoking, drugs and alcohol.
If their job involves the use or operation of machinery, you must ensure that they are properly trained, that they understand any associated risks, and that they have appropriate safety equipment. Make sure the worker knows how to operate any equipment they will be using and show them where spares, replacements, and other materials they may need are kept.
Tour of the business premises as part of the induction
Show new workers where they will be working and the location of any facilities they will need to access.
Introduction to colleagues during induction
Introduce new workers to their team colleagues in turn, and to:
- their line manager
- those responsible for human resources, training and/or IT support
- the health and safety officer
- trade union or employee representatives
Introduction to the job
You should take them through what their job entails and how this fits in with the rest of the business. It may be a good idea to buddy them with an established member of staff who can show them how to perform certain work-related tasks. You may also find that regular catch-up meetings with the new staff member in the early stages of their employment will help you maintain their progression and address any problems or concerns they may have before they become a major issue.
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New starter pack for staff
What a new starter pack should contain, including documents such as a staff handbook or organisational chart.
It may be useful to put together a new starter pack of information which can be given to new staff. New starter packs could be either sent when they have accepted the job or given to the worker on the day they begin work.
What should a new starter pack contain?
A new starter pack could contain information about the organisation, employment documents, and facilities such as:
- a letter welcoming them to the organisation
- the latest annual report
- introductory information about the business including a brochure or other marketing materials, your strategic narrative, any sports or social clubs, or any other workplace benefits
- an organisational chart
- the latest staff newsletter
- health and safety arrangements
- their terms and conditions of employment
- a copy of the staff handbook
- specific information about their role, including their job description, an organisation chart, and any material about the team they will join
- any other policies, rules, or procedures that apply to your business
- a diagram setting out the location of photocopiers, meeting rooms, eating facilities, lavatories, and fire exits
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Tailoring the induction to the worker
Alter your induction programme to suit the needs of different sorts of workers.
The majority of new staff will need a similar type of induction. However, some starters may need a programme that is tailored to take into account their special circumstances.
For instance, if you employ young people who are new to the workplace, you must ensure that they receive adequate information regarding health and safety in the workplace, as they may be unaware of the risks it presents.
Returning employees
For people returning to your employment after a long period away, you should make them aware of major new developments in the workplace eg re-organisations. If you have introduced new ways of working since they last worked for you, they may need additional training. If staff need to acquire updated knowledge, identify it fully and agree to an updated training programme with them. This will maximise involvement and commitment. See develop a staff training plan.
Directors will need to know more about the finances, strategy, and development objectives of the business than other workers. Read more on recruiting directors.
Workers with disabilities may have special needs in terms of access, using equipment, and communicating with colleagues. As such you may be legally obliged to make reasonable adjustments to your premises and/or the worker's job. Employers will need to ensure that any induction process has been adjusted in order to accommodate any new starters with a disability. Read more on support if you employ someone who is disabled.
When planning an induction you may also wish to take into account those whose first language is not English.
You should also be sensitive to cultural or religious customs and make sure your induction process is not discriminatory.
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Job offers and staff inductions
Inducting new employees - Granville Ecopark Limited
How the Dungannon-based business welcomes new staff through induction and training programmes.
Granville EcoPark is an enhanced anaerobic digestion facility that processes food waste to create renewable energy. The business based in Dungannon, County Tyrone, employs 33 people.
Pauline McCrory, HR and Marketing Manager, explains how Granville EcoPark welcomes and supports new staff through a range of steps, including a two-week induction with job shadowing, bespoke training and an assessment programme.
Our challenge
"With a small workforce of 33 staff, the company employs individuals with a diverse range of skills that are essential to the operation of a successful anaerobic digestion business."
"Our business is unique, so it can be a challenge to hire employees with the specific skills and experience required for our type of business operation. When we find the right staff, we recognise the importance of retaining them by welcoming them into the organisation and quickly identifying any training that is needed to help them perform their role."
"The first two weeks in a job is a crucial time for all new employees. This is when there is traditionally the highest level of staff turnover. We work to ensure that this early period is spent helping employees feel established via a structured programme of training and support."
"In the past, we had a less formal emphasis on staff induction. This relaxed 'hit the ground running' approach resulted in low retention rates of 58% and poor organisational culture."
How did we meet these challenges?
"We took active steps to improve our retention rates and boost employee morale at the staff induction phase. We developed a tailored two-week induction timetable. This schedule uses a mix of training methods and aims to ensure that new employees establish themselves quickly and feel motivated to do well. During this induction period, the new recruit learns about company values, policies and procedures. We accompany this with job shadowing."
"Each new recruit is assigned an induction buddy, who will take the employee through the job role and shadow the experienced team member. Induction buddies aim to demonstrate our business values and help new staff understand what the company does and why we do it, as well as this being a section within the induction. We have found this job shadowing system an excellent method of building a rapport between new staff and their future teammates."
"Every new operational employee will also receive ground-up training in the engineering and scientific process required for them to fulfil their job role. This bespoke training is followed by an assessment at the end of a six-month probationary period."
Bespoke training and assessment programme
"The bespoke training programmes and assessments have been designed in-house by management team members. Our approach is to confirm understanding at every stage. All new operators receive a workbook folder at their three-month progress review. They have a further three months to complete it while working on the job and during this time, they are encouraged to ask anyone in the team for help in finding the answers."
"At the end of the six-month probationary period, each new operator will have an assessment of their development. We evaluate whether they meet the necessary standards through their workbooks and verbal exams. The verbal exams assess the individual's confidence and knowledge in each area. If a new operator passes these steps, they will be promoted to a position as a plant operator and receive a pay rise to reflect this."
"If a recruit fails to qualify for the next stage, they receive a two-month extension to develop their skills and re-take the assessment. We have found that this approach leads to an 80% pass rate for new employees. Our assessments are designed so that only the most suitable individuals will progress, which reflects the demanding and challenging job role that they are undertaking."
The benefits
"Our revised approach to staff induction through job shadowing and formal training combined with assessment has delivered benefits to both new staff and Granville EcoPark. These improvements range from reducing employee turnover through to increasing operational efficiency and boosting staff morale and organisational communication at all levels."
"Within eight months of implementing these changes alongside the creation of company committees and wellbeing programmes, the average staff retention rate has risen to 93%, an impressive increase of 60% in a short time."
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Deciding on your successful job candidate
In this guide:
- Job offers and staff inductions
- Deciding on your successful job candidate
- Making a job offer to the successful candidate
- Advantages of job inductions
- Preparing for an induction
- Induction programme: what to include
- New starter pack for staff
- Tailoring the induction to the worker
- Inducting new employees - Granville Ecopark Limited
Deciding on your successful job candidate
Selecting the most suitable candidate for a job and contacting unsuccessful applicants.
After you have completed the assessment stage, eg the interviews and tests, you should make your final selection decision as soon as possible.
To help you reach that decision, you should take notes during the interview as questions are being answered. This will ensure that what is said is reflected as accurately as possible.
Immediately after the interview, you should then finalise your notes and other relevant details.
This is useful for both decision-making and providing feedback to the candidates if requested. Bear in mind that shortlisted candidates may request access to their interview notes or any other documentation related to the recruitment process as part of any legal process.
Making fair recruitment decisions
To make the decision-making process fair and avoid any potentially unlawful discrimination you should choose the candidate that most closely meets your selection criteria.
To do this:
- Use a structured scoring system, rating candidates against your selection criteria. This allows you to compare a candidate's score with your ideal score.
- If you use a less formal system for comparing candidates, you must try to make your assessments on an equal basis.
- Try making an assessment sheet showing the reasons for making offers, putting candidates on hold, or rejecting them. Your reasons should relate to your selection criteria, interview questions, and, if applicable, the results of other tests or assessments.
Once you've made your choice, you need to make the successful candidate a job offer. See making a job offer to the successful candidate.
Decide on second and third choices, if possible, in case your first choice turns down the position.
In addition, a reserve list could be compiled giving you greater flexibility to make further appointments in the event that similar future vacancies arise during a defined period (eg six months). Reference to a reserve list being compiled would need to be referred to in the advertisement.
Dealing with unsuccessful applicants
You should let all unsuccessful applicants, whether shortlisted for assessment or not, know of your decision not to employ them as soon as possible.
If you are delayed in making your decision, eg because you are waiting for your first choice to respond, let them know of the delay by phone, email, or letter.
Be prepared to give feedback to unsuccessful candidates. They might want to know their relative strengths and also where they might do better next time.
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Making a job offer to the successful candidate
Unconditional job offers and what to do if the offer is subject to the candidate meeting certain conditions.
Once you've chosen who you'd like to employ, you may wish to make them a job offer by telephone. This can help you quickly establish if the individual wants to accept the post.
If that is the case, you can go on to discuss any terms of employment that need to be agreed upon - eg their salary, wages, and benefits.
Job offer letters
If your chosen candidate accepts your offer of employment verbally, you should then send them a formal job offer letter including:
- their name
- their job title
- the terms on which the job is offered
- the date agreed that their employment will start
- whether they will have a probationary period
- any conditions eg checks on eligibility to work in the UK and take up the employment in question
- evidence of any qualifications required for the role
- details of any action required by the candidate to meet those conditions eg production of suitable evidence proving that they have the right to work in the UK
You should bear in mind that an offer letter can form part of an employee's employment contract. You must therefore ensure that the terms and conditions outlined in the offer letter are correct, as these can be contractually enforceable.
Sample letter of a job offer to the successful candidate (DOC, 12K).
Written statement of employment
You must also give new employees a written statement of their main terms and conditions of employment within two months of the starting date if they are going to be working with you for a period of one month or more.
For further information, see the employment contract.
Ask the candidate to send you a signed copy of the offer letter - this establishes the terms on which the offer was made, in case of any disputes.
Note that if the job offer is unconditional and the candidate accepts it, a contract of employment exists between you and them.
This means that they may benefit from certain employment-protection rights, eg a claim of discrimination, even if they haven't actually started working for you.
However, you should note that the right to claim discrimination applies even if no job offer has been made.
Making conditional offers of employment
Offers can be subject to candidates meeting certain conditions based on your pre-employment checks, such as:
- a criminal records check (CRC) via AccessNI
- a medical examination - if relevant, this must apply to all prospective workers, not just those with a disability
- providing suitable references - you should be aware that the referees may refuse to provide a reference or may wrongly indicate an applicant's suitability
- providing proof that they have the right to be and work in the UK - read more on ensuring your workers are eligible to work in the UK and use this interactive tool to check if your workers are eligible to work in the UK
Employment offers can also be made subject to the successful completion of a probationary period.
You will need to carry out the necessary checks as soon as possible and before the employment starts - most prospective workers won't wish to hand in their notice until they have had an unconditional offer of employment from you.
Assuming your first choice candidate meets all the conditions, you should send them another - unconditional - offer letter. If they can't meet the conditions, you can withdraw your offer and turn to your second-choice candidate if you have one.
Avoiding unlawful discrimination when making offers of employment
You should ensure that no one is discouraged or excluded from accepting a job because of, for example, their gender, gender reassignment, marital or civil partnership status, religious belief or political opinion, disability, sexual orientation, race, pregnancy, ethnicity, or age.
If you are found to be operating discriminatory recruitment practices, an unsuccessful job applicant may be able to bring an unlawful discrimination claim to an industrial tribunal or fair employment tribunal - even if you were unaware of such practices.
If their claim is successful, there is no cap on the amount of compensation that the tribunal can award.
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Advantages of job inductions
Job induction training can help maximise motivation and understanding of the work for a new employee.
Once your chosen candidate has accepted an unconditional offer of employment, you need to start planning their job induction training.
What is a job induction?
Job induction is the formal process of welcoming an employee to an organisation. Job induction usually involves highlighting the purpose, goals, and values of the organisation. You might also explain the function of various teams or departments within your organisation through the job induction process. The induction offers a good opportunity to identify any training that the new candidate may need to help them perform their role.
Advantages of carrying out an induction
You should carry out induction training as it will help benefit new staff by helping them to:
- establish themselves quickly in their job and therefore maximise their productivity
- become motivated to do well and fit into the business early on
- understand any health and safety issues relating to their job - this will not only help to reduce accidents at work but also help you ensure that you are meeting your duty of care obligations under the health and safety legislation
- understand your business culture
Why is a job induction important?
Investing time to induct new employees will give new workers a good grounding and help them make fewer mistakes in the long run. The highest level of staff turnover is among newer workers, so it is important that the early period spent with your business leaves a good impression on them.
You should also consider carrying out a basic induction for workers who are changing jobs within the business. For those workers returning after a long absence, eg maternity leave or a period of illness, a welcome back meeting would be beneficial. See tailoring the induction to the worker and our induction templates:
For more information on job inductions download recruiting new employees section from the Employers' Handbook (PDF, 170K).
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Preparing for an induction
Prepare induction checklists, inform key workers, and ensure newcomers feel welcome.
Preparation is the key to a good staff induction.
Before the worker starts
- Tell other people that there's a new starter, prepare their working area, organise any equipment necessary, and have any documentation ready for them to read.
- Consider providing them with an information pack about the job before they begin work - see new starter pack for staff.
- Prepare an induction checklist including all the items that need to be covered and what needs to be done and when. You can plan for the induction to be spread over a period of days or weeks depending on the nature of the job.
- Make sure that the key people who will be involved in the induction process have been briefed.
- Arrange in advance any instruction or training courses needed - eg on your IT systems.
Once the worker starts
- Ensure that when the new recruit arrives, they are made to feel welcome.
- Get one person, ideally, their line manager, to take care of a new starter throughout the first day.
- Make sure they know how any office machinery works, and the location of commonly used facilities, eg the post room, stationery store, and lavatories.
- It is a good idea to get new workers to complete some kind of work on their first day. This can help them relate what they are learning to their job.
- Include informal aspects such as whether the tea, coffee, and biscuits are free or whether there is a kitty.
- Ask for feedback during and after the process to check that you haven't missed anything. You might want to give the new starter a checklist and ask them to sign it to show it has been completed.
- It could be beneficial to provide a mentor for the new employee - this would likely be another member of staff who works within their team and is familiar with the type of work they will be doing.
Once you have established a good induction procedure, it is useful to set it out in writing and use it whenever a new person starts.
Induction templates
To help you devise your staff induction activities, download and use our sample induction plans:
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Induction programme: what to include
Sort out bank details and health and safety information, confirm terms and conditions, and introduce staff.
You should provide information to a new worker at a rate that allows them to understand it properly. Explain what the business does and how they and their role fits in.
You may like to arrange an employee induction programme to include sessions with different members of staff so they can explain their role and their teams' role in relation to the business activities. There are a number of business areas you could cover through your induction programme, which we have outlined below.
Employee induction on administration
You may need to provide the new worker with:
- details of any occupational pension scheme
- a copy of any procedures and employee handbooks
- any uniforms and standard equipment they will need to perform their job role
Induction: terms and conditions of employment
It is a legal requirement for employers to give their employees a written statement of terms and conditions of employment within two months of starting work, except for those employees who will be working for less than one month.
It is a good idea to go through this with the new worker during the induction programme and give them details of issues such as:
- hours of work - including breaks
- sickness and holiday procedures
- disciplinary and grievance procedures
Induction: health and safety
You are legally required to provide workers with any health and safety information they need to carry out their job safely. Provide them with a copy of the business's health and safety policy and get them to sign it once they have read it. What should be in your health and safety policy?
You must inform new workers - preferably on the first day - of fire safety procedures and what to do if the fire alarm sounds. If there are particular hazards, eg in a factory or on a building site, you must ensure that new workers are made aware of them and what precautions need to be taken.
New to the job - staying safe at work.
It is a good idea to show the new workers where they:
- may smoke outside your premises - if at all
- can read your drugs and alcohol policy
For more information, see workplace policies on smoking, drugs and alcohol.
If their job involves the use or operation of machinery, you must ensure that they are properly trained, that they understand any associated risks, and that they have appropriate safety equipment. Make sure the worker knows how to operate any equipment they will be using and show them where spares, replacements, and other materials they may need are kept.
Tour of the business premises as part of the induction
Show new workers where they will be working and the location of any facilities they will need to access.
Introduction to colleagues during induction
Introduce new workers to their team colleagues in turn, and to:
- their line manager
- those responsible for human resources, training and/or IT support
- the health and safety officer
- trade union or employee representatives
Introduction to the job
You should take them through what their job entails and how this fits in with the rest of the business. It may be a good idea to buddy them with an established member of staff who can show them how to perform certain work-related tasks. You may also find that regular catch-up meetings with the new staff member in the early stages of their employment will help you maintain their progression and address any problems or concerns they may have before they become a major issue.
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New starter pack for staff
What a new starter pack should contain, including documents such as a staff handbook or organisational chart.
It may be useful to put together a new starter pack of information which can be given to new staff. New starter packs could be either sent when they have accepted the job or given to the worker on the day they begin work.
What should a new starter pack contain?
A new starter pack could contain information about the organisation, employment documents, and facilities such as:
- a letter welcoming them to the organisation
- the latest annual report
- introductory information about the business including a brochure or other marketing materials, your strategic narrative, any sports or social clubs, or any other workplace benefits
- an organisational chart
- the latest staff newsletter
- health and safety arrangements
- their terms and conditions of employment
- a copy of the staff handbook
- specific information about their role, including their job description, an organisation chart, and any material about the team they will join
- any other policies, rules, or procedures that apply to your business
- a diagram setting out the location of photocopiers, meeting rooms, eating facilities, lavatories, and fire exits
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Tailoring the induction to the worker
Alter your induction programme to suit the needs of different sorts of workers.
The majority of new staff will need a similar type of induction. However, some starters may need a programme that is tailored to take into account their special circumstances.
For instance, if you employ young people who are new to the workplace, you must ensure that they receive adequate information regarding health and safety in the workplace, as they may be unaware of the risks it presents.
Returning employees
For people returning to your employment after a long period away, you should make them aware of major new developments in the workplace eg re-organisations. If you have introduced new ways of working since they last worked for you, they may need additional training. If staff need to acquire updated knowledge, identify it fully and agree to an updated training programme with them. This will maximise involvement and commitment. See develop a staff training plan.
Directors will need to know more about the finances, strategy, and development objectives of the business than other workers. Read more on recruiting directors.
Workers with disabilities may have special needs in terms of access, using equipment, and communicating with colleagues. As such you may be legally obliged to make reasonable adjustments to your premises and/or the worker's job. Employers will need to ensure that any induction process has been adjusted in order to accommodate any new starters with a disability. Read more on support if you employ someone who is disabled.
When planning an induction you may also wish to take into account those whose first language is not English.
You should also be sensitive to cultural or religious customs and make sure your induction process is not discriminatory.
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Job offers and staff inductions
Inducting new employees - Granville Ecopark Limited
How the Dungannon-based business welcomes new staff through induction and training programmes.
Granville EcoPark is an enhanced anaerobic digestion facility that processes food waste to create renewable energy. The business based in Dungannon, County Tyrone, employs 33 people.
Pauline McCrory, HR and Marketing Manager, explains how Granville EcoPark welcomes and supports new staff through a range of steps, including a two-week induction with job shadowing, bespoke training and an assessment programme.
Our challenge
"With a small workforce of 33 staff, the company employs individuals with a diverse range of skills that are essential to the operation of a successful anaerobic digestion business."
"Our business is unique, so it can be a challenge to hire employees with the specific skills and experience required for our type of business operation. When we find the right staff, we recognise the importance of retaining them by welcoming them into the organisation and quickly identifying any training that is needed to help them perform their role."
"The first two weeks in a job is a crucial time for all new employees. This is when there is traditionally the highest level of staff turnover. We work to ensure that this early period is spent helping employees feel established via a structured programme of training and support."
"In the past, we had a less formal emphasis on staff induction. This relaxed 'hit the ground running' approach resulted in low retention rates of 58% and poor organisational culture."
How did we meet these challenges?
"We took active steps to improve our retention rates and boost employee morale at the staff induction phase. We developed a tailored two-week induction timetable. This schedule uses a mix of training methods and aims to ensure that new employees establish themselves quickly and feel motivated to do well. During this induction period, the new recruit learns about company values, policies and procedures. We accompany this with job shadowing."
"Each new recruit is assigned an induction buddy, who will take the employee through the job role and shadow the experienced team member. Induction buddies aim to demonstrate our business values and help new staff understand what the company does and why we do it, as well as this being a section within the induction. We have found this job shadowing system an excellent method of building a rapport between new staff and their future teammates."
"Every new operational employee will also receive ground-up training in the engineering and scientific process required for them to fulfil their job role. This bespoke training is followed by an assessment at the end of a six-month probationary period."
Bespoke training and assessment programme
"The bespoke training programmes and assessments have been designed in-house by management team members. Our approach is to confirm understanding at every stage. All new operators receive a workbook folder at their three-month progress review. They have a further three months to complete it while working on the job and during this time, they are encouraged to ask anyone in the team for help in finding the answers."
"At the end of the six-month probationary period, each new operator will have an assessment of their development. We evaluate whether they meet the necessary standards through their workbooks and verbal exams. The verbal exams assess the individual's confidence and knowledge in each area. If a new operator passes these steps, they will be promoted to a position as a plant operator and receive a pay rise to reflect this."
"If a recruit fails to qualify for the next stage, they receive a two-month extension to develop their skills and re-take the assessment. We have found that this approach leads to an 80% pass rate for new employees. Our assessments are designed so that only the most suitable individuals will progress, which reflects the demanding and challenging job role that they are undertaking."
The benefits
"Our revised approach to staff induction through job shadowing and formal training combined with assessment has delivered benefits to both new staff and Granville EcoPark. These improvements range from reducing employee turnover through to increasing operational efficiency and boosting staff morale and organisational communication at all levels."
"Within eight months of implementing these changes alongside the creation of company committees and wellbeing programmes, the average staff retention rate has risen to 93%, an impressive increase of 60% in a short time."
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Redundancy and short-time working
In this guide:
- Redundancy: the options
- What is redundancy?
- Avoiding redundancies
- Redundancy and lay-offs
- Redundancy and short-time working
- Redundancy selection: non compulsory
- Redundancy selection: compulsory
- The redundancy consultation process
- Rights of redundant employees
- Help for redundant employees
- Potential problems following redundancy
What is redundancy?
Explanation of redundancy and the reasons for dismissing staff on the grounds of redundancy.
Redundancy is when you dismiss an employee because you no longer:
- carry out the business for which they are employed
- carry out the business in the place where they are employed
- require them to carry out work of a particular kind
- require them to carry out work of a particular kind in the place where they are employed
For a redundancy to be genuine, you must demonstrate that the employee's job will no longer exist.
In this situation, eligible employees would be entitled to receive a statutory redundancy payment (SRP) - read more on rights of redundant employees.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Avoiding redundancies
Alternatives to compulsory redundancy.
You should take reasonable steps to avoid compulsory redundancies by considering alternatives, such as:
- seeking applicants for voluntary redundancy
- seeking applications from existing staff to work flexibly
- laying off self-employed contractors, freelancers, etc
- not using casual labour
- recruitment restrictions
- reducing or banning overtime
- filling vacancies elsewhere in the business with existing employees
- short-time working or temporary lay-offs - see lay-off and short-time working (PDF, 33K)
- agreed variation to working hours, on a temporary or permanent basis
- allowing unpaid career breaks and sabbaticals
Improving business performance
Before considering redundancies you should look at your business by assessing current performance and seeing whether there are other things you can do to improve its output and performance.
Cut costs
Are there areas of your business where you can save money? See:
Increase sales
Can your business do more to sell more products or services? See:
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Redundancy and lay-offs
Contractual and statutory issues for laying off employees, including statutory guarantee and redundancy payments.
You can lay-off an employee when you temporarily cannot give them paid work.
You must expressly agree it with them. This could be set out in:
- their contract of employment
- a national agreement for the industry
- a collective agreement between you and a recognised trade union
National and collective agreements can only be enforced if they are incorporated into the employee's contract of employment.
You may also be able to lay-off an employee:
- Where you have clear evidence that shows that laying off employees has been a widely accepted practice in your organisation over a long period of time.
- If you agree with the employee to change their employment contract to allow them to be laid off. This change will not necessarily give you the power to lay off the employee without pay and without their consent in the future. See how to change an employee's terms of employment.
Where there is no formal agreement in place and the employee refuses to agree to be laid off, you may have to consider other options which could include terminating the employee's original contract and offering them a new, revised one.
Terminating the contract would be just one of the options that the employer should consider.
This involves dismissing the employee and could lead to a claim of unfair dismissal.
Wrongful lay-offs
You will be in breach of contract if you lay off an employee without pay if there is no contractual agreement or the employee has not agreed to it.
The employee may:
- choose to accept the breach of contract and treat the contract as continuing, while claiming a guarantee payment
- sue for damages for breach of contract in a civil court or, in certain circumstances, at an industrial tribunal
- bring a claim of unlawful deduction of wages before an industrial tribunal
- claim that your action amounted to a dismissal which could lead to a claim of unfair dismissal and/or for a statutory redundancy payment (SRP)
Statutory guarantee payments (SGP) and lay-offs
Eligible employees are entitled to a statutory guarantee payment if you don't provide them with a full day's work during the time they would normally be required to work. The maximum payment is five days in any three months.
For more information, see guarantee pay: employee entitlement, calculation and exemptions.
Statutory redundancy payments (SRP) and lay-offs
Employees can claim a statutory redundancy payment if the lay-off runs for:
- four consecutive weeks or longer
- any six weeks (with not more than three of the weeks being consecutive, eg the six weeks cannot be made up of a four-week and a two-week period) in a 13-week period
The employee must give you written notice in advance that they intend to make a claim for an SRP. The claim may be contested by the employer if normal working is likely to be resumed within four weeks and there is a reasonable prospect of work for not less than 13 weeks, during which the employee would not be laid off.
There is a strict timetable of requirements, one of which is the resignation of the employee, whereby the employee may ultimately complain to an Industrial Tribunal if they consider that they are entitled to a redundancy payment and it remains unpaid.
See temporary lay-off and short-time working.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Redundancy and short-time working
Contract and statutory issues relating to short-time working, including statutory guarantee and redundancy payments.
Short-time working is where there is a reduction in the work provided for an employee in a week to the extent that their pay for that week is less than half a week's pay.
You can only put an employee on short-time working where you have expressly agreed it with them. Such an agreement may be set out in:
- their contract of employment
- a national agreement for the industry
- a collective agreement between you and a recognised trade union
National and collective agreements can only be enforced if they are incorporated into the employee's employment contract.
You may also be able to put an employee on short-time working:
- Where you have clear evidence that shows that short-time working has been a widely accepted practice in your organisation over a long period of time.
- If you agree with the employee to change their employment contract to allow them to be put on short-time working. This change will not necessarily give you the power to put the employee on short-time work without their consent in the future. Read more on how to change an employee's terms of employment.
Where there is no contractual agreement already in place and the employee refuses to agree to short-time working, you may have to consider other options which would include terminating the employee's original contract and offering them a new, revised one.
Terminating the contract would only be one of the options that the employer should consider.
However, this involves dismissing the employee and could lead to a claim of unfair dismissal.
See temporary lay-offs and short-time working.
Wrongful short-time working
You will be in breach of contract if you put an employee on short-time work without a contractual agreement or if the employee has not agreed to it.
As a result, the employee may:
- choose to accept the breach of contract and treat the contract as continuing while claiming a guarantee payment
- sue for damages for breach of contract in a civil court or, in certain circumstances, at an industrial tribunal
- bring a claim of unlawful deduction of wages before an industrial tribunal
- claim that your action amounted to a dismissal which could lead to a claim of unfair dismissal and/or for a statutory redundancy payment (SRP)
Statutory guarantee payments (SGP) and short-time working
Eligible employees are entitled to statutory guarantee payment if you don't provide them with work on a day which they would normally be required to work. The maximum payment is five days in any three months.
See guarantee pay: employee entitlement.
Statutory redundancy payments (SRP) and short-time working
Employees can claim a statutory redundancy payment if the short-time working runs for:
- four consecutive weeks or longer, or
- any six weeks (with not more than three of the weeks being consecutive) in a 13-week period
Under the short-time working provisions of the legislation, employees who are put on short-time working and receive less than half a week's pay for four consecutive weeks, or any six weeks (no more than three of the weeks being consecutive eg the six weeks cannot be made up of a four week and a two week period) in a thirteen week period, may also claim a redundancy payment from their employer. The claim must be in writing and may be contested by the employer if normal working is likely to be resumed within four weeks and there is a reasonable prospect of work for not less than 13 weeks, during which the employee would not be put on short-time.
There is a strict timetable of requirements, one of which is the resignation of the employee, whereby the employee may ultimately complain to an Industrial Tribunal if they consider that they are entitled to a redundancy payment and it remains unpaid.
The employee must give you written notice in advance that they intend to make a claim for an SRP.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Redundancy selection: non compulsory
Pros and cons of voluntary redundancy and early retirement options.
Non-compulsory redundancy covers voluntary redundancy.
You could ask employees if they would like to volunteer for redundancy and then select those to be made redundant.
Voluntary redundancy advantages
- It is less demoralising and disruptive than compulsory redundancy.
- It helps identify employees who are willing to accept redundancy.
Voluntary redundancy disadvantages
- It could work out to be more expensive as you may need to offer enhanced redundancy payments to attract people to leave.
- Management reserves the right to turn down offers from those volunteering to be made redundant.
- There is also the risk that employees not granted their voluntary redundancy request may react negatively and you could also end up with an imbalance of skills and experience.
See redundancy letters, forms, and templates.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Employment document toolkit
The LRA also has a free employment document toolkit. Once employers are registered they can unlock free employment guides to them build documents, policies, and procedures for their own organisation. Find out about the LRA's employment document toolkit.
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Redundancy selection: compulsory
How employers can fairly select employees for compulsory redundancy.
If you decide to make compulsory redundancies you will need to:
- create an objective and non-discriminatory redundancy selection criteria
- identify the pool of employees from which all or some employees will be made redundant
Redundancy selection criteria
The criteria that can be used to select employees for redundancy can include:
- skills, qualifications, and aptitude
- standard of work performance
- attendance/disciplinary record
- experience
Criteria used should be verifiable, ie you should have supporting, objective evidence of it. It should be precisely defined, non-discriminatory, and applied consistently, to avoid the possibility of unlawful discrimination.
Download redundancy procedure (PDF, 319K) and sample redundancy selection matrix template (DOC, 17K).
Automatically unfair selection criteria
Some criteria will make any subsequent redundancy dismissal automatically unfair.
You should not select an employee for redundancy because of issues related to:
- trade union membership or non-membership
- lawful industrial action lasting up to 12 weeks
- being an employee representative
- actions taken on specified health and safety grounds
- pregnancy, maternity, paternity, adoption, and parental leave
- part-time or fixed-term contract status
For a complete list, see unfair dismissal.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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The redundancy consultation process
Redundancy consultation and other legal obligations during the redundancy process.
If you fail to consult employees in a redundancy situation, any redundancies made will almost certainly be unfair.
Collective redundancy notification
A collective redundancy is when you plan to make 20 or more employees redundant at one establishment within a 90-day period.
Steps you must take:
Advance notification of redundancies
Fill in advance notification of redundancies form HR1. You must provide advance notification of redundancies to the Northern Ireland Statistics and Research Agency by completing the online form. This information is collated and passed onto the Department for the Economy (DfE) and Department for Communities (DfC) for information.
Employers must send a copy of form HR1 to the representatives of the employees being consulted on redundancy.
Consult with workplace representatives
These may be either trade union representatives and/or elected employee representatives for those employees not represented by a union. If your employees choose not to elect employee representatives, you must give the relevant information directly to each individual.
Collective redundancy consultation
Consultation must start when you are developing redundancy proposals and at least:
- 30 days before the first redundancy where there are 20 to 99 proposed redundancies
- 90 days before the first redundancy where there are 100 or more proposed redundancies
An employer who has already begun consultations about one group of proposed redundancy dismissals and later finds it necessary to make a further group redundant does not have to add the numbers of employees together to calculate the minimum period for either group.
It is not necessary that consultation should last for all of that time. Further, where consultation has not been completed by the end of the 30 or 90-day period, employers should continue the consultation beyond the 30 or 90-day period.
In other words, the consultation has either resulted in an agreement with employee representatives or has otherwise reached its conclusion. If consultation has been completed within the 30 or 90-day period, the employer may issue the notices of dismissal at that point. As referred to above, employers should consult beyond the 30 or 90-day minimum where the consultations are not yet complete but in some cases, it could be longer where the combination of the consultation and the notice exceeds the period. This timetable can be shortened when an employee decides to leave early or take voluntary redundancy.
The obligations may apply even when an employer intends to offer alternative employment on different terms and conditions to some or all of the employees, with the result that the number actually dismissed is less than twenty or in fact where no dismissals occur; this will be the case if employees are to be re-deployed on such radically different terms and conditions that accepting the new posts amounts to dismissal and re-engagement.
The obligations apply to compulsory redundancies, but in some circumstances may also apply to 'voluntary' redundancies if an employee has no real choice whether to stay or to leave.
If you fail to carry out collective redundancy consultation, affected employees may claim a protective award from an Industrial Tribunal - see potential problems following redundancy.
It is good practice to consult employee or trade union representatives even if fewer than 20 redundancies are planned.
In addition, where there are no representatives present or when there are no representatives elected to conduct consultation, it is good practice to meet with all individuals who are at risk of redundancy, regardless of whether it affects more or less than 20 employees.
DfE must receive the advanced notification of redundancies on form HR1 at least:
- 30 days before the first redundancy where there are 20 to 99 proposed redundancies and before the individuals have received personal notice of termination
- 90 days before the first redundancy where there are 100 or more proposed redundancies and before the individuals have received personal notice of termination
Late notification, or failure to notify, is an offence and you may be liable to a fine of up to £5,000.
Redundancy: information and consultation (I&C) agreements
If you have an I&C agreement in place, you have a duty to inform and consult employees or their representatives on changes to the workforce. This means that you may have to inform and consult on any proposed redundancies.
You do not have to inform and consult at the same time under both the redundancy and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the redundancy legislation only.
What information must you provide?
At the start of the consultation, you must provide written details of:
- the reasons for redundancies
- the numbers and categories of employees involved
- the total numbers of employees in these categories
- how you plan to select employees for redundancy
- how you will carry out redundancies
- how you will work out redundancy payments
- agency workers: the number of agency workers, where they are working in the business, and the type of work they are contracted to undertake
Consultation does not have to end in agreement, but it must be properly carried out with a view to reaching an agreement, including ways of avoiding redundancies or reducing their effect.
Individual redundancy consultation
You should consult employees individually regardless of the number you plan to make redundant. While there are no fixed timescales within which this consultation must take place it should be of a sufficient timescale to be meaningful in the individual circumstances.
If you fail to do so, any subsequent dismissals may be unfair - see unfair dismissal.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Rights of redundant employees
The employee's right to statutory redundancy payments, other redundancy-related rights, and how employers can calculate payments.
Redundant employees have a number of rights and may be entitled to receive a statutory redundancy payment (SRP).
The right to receive an SRP
To receive an SRP, an individual must:
- be an employee working under a contract of employment
- have at least two years' continuous service - see continuous employment and employee rights
- have been dismissed, laid off, or put on short-term work (and have a qualifying period of lay-off)
Temporary lay-off and short-time working - Labour Relations Agency (LRA) guidance.
A redundant employee also has the right to receive a written statement setting out the amount of any redundancy payment and how you worked it out.
You must make the payment when or soon after you dismiss the employee.
How is an SRP calculated?
An SRP is based on an employee's age and length of employment and is counted back from the date of dismissal. Employees receive:
- 1.5 weeks' pay for each year of employment after their 41st birthday
- one week's pay for each year of employment after their 22nd birthday
- half a week's pay for each year of employment up to their 22nd birthday
Their length of service is capped at 20 years. Weekly pay is subject to the statutory limit which is £729 (since 6 April 2024). The maximum SRP payable is £21,870 (since 6 April 2024). These figures are normally reviewed each financial year.
Calculate the statutory redundancy pay due to your employee.
Taxation of SRPs
SRP is not taxable, as it's not more than £30,000. Any redundancy payment you make in addition to SRP is subject to tax and National Insurance (NI).
Other termination payments made to the employee at the same time - like payment in lieu of holiday - must have tax and NI deducted.
Failure to make an SRP
If an employee disagrees with the amount, or you fail to pay SRP, the employee has six months from the date their employment ended to make a claim for payment to an Industrial Tribunal.
All other complaints in relation to payments received on termination of employment due to redundancy for eg notice pay or holiday pay must be made to an Industrial Tribunal within three months from the date the employment ended.
If they fail to make the claim for redundancy payment in time, a tribunal still has the power for a further six months to decide whether or not the employee should receive an SRP.
Other redundancy rights
Employees under a notice of redundancy also have the right to:
- Be offered suitable alternative employment.
- Have a trial period in alternative employment without losing their right to an SRP.
- A reasonable amount of time off to look for another job or to arrange training. This applies where the employee has been employed for at least two years. The employer does not have to pay more than two-fifths of a week's pay, no matter how much time off they give the employee.
- Not be unfairly selected for redundancy - see unfair dismissal.
Offers of alternative work
Even if you have selected an employee for redundancy, you could still avoid dismissals by offering them alternative work.
For an offer to be valid:
- the job must actually be offered to the employee and the employee shouldn't have to apply
- the offer should be unconditional and in writing
- the offer must be made before the employee's current contract ends
- the offer should show how the new job differs from the old
- the new job must either start straight after the end of the old job or within four weeks
Employees who accept an offer of alternative work are allowed a four-week trial period to see if the work is suitable. The four-week trial period can be extended by agreement for training purposes only.
An agreement for an extended trial period must be in writing and be made before the employee starts work under the new contract. It must state the date on which the period of retraining will end and specify the terms and conditions of employment that will apply after the end of the retraining period.
They may still claim a statutory redundancy payment (SRP) if you both agree that the work is not suitable. If you think the job is suitable but the employee unreasonably refuses to take it, they may lose any entitlement to an SRP.
Alternatives to redundancy (PDF, 33K).
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Help for redundant employees
Practical advice and support for employees facing redundancy.
Try to find ways of helping employees come to terms with their situation.
How employers can help redundant employees
You could:
- consider re-employment to other roles within the business
- advise them to contact their local Jobs & Benefits office - your local Jobs and Benefits Office can provide advice if any employees being made redundant are under 18
- contact other local employers who may have vacancies
- offer advice on searching for suitable vacancies in the press and on the internet
- offer guidance on CVs, job application forms and interview techniques - see applying for jobs
- make them aware of the assistance available from the Careers Service
- provide clear information on the amount of redundancy pay and how it affects pension payments and state benefits
- point out the need for the employee to discuss the financial implications of redundancy with their family as early as possible
- consider other support, such as financial advice, or counselling support
Additional help with redundancy
Redundancy Payments Service
If you require further information or advice with an ongoing redundancy claim, you can call the Department for the Economy's Redundancy Payments Service on Tel 028 9025 7562 or email: rpsquery@economy-ni.gov.uk.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
Redundancy Service
The Department for Communities (DfC) offers a Redundancy Service to help employers and employees through the process of redundancy. A redundancy clinic webinar is also available to help employers and employees affected by redundancy.
For further help you can also email: dfcemployerservices@communities-ni.gov.uk.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Potential problems following redundancy
Avoid claims of unfair dismissal and help with redundancy payments.
An eligible employee can claim unfair dismissal if they feel employers:
- have unfairly selected them for redundancy or incorrectly applied the selection criteria
- failed to offer suitable alternative work where it was available
- didn't follow the proper consultation process
Employees may also be able to claim a protective award if employers fail to properly consult with employee representatives, ie trade union or elected employee representatives in collective redundancy situations. See rights of redundant employees.
Unfair redundancy selection
An employee will have been automatically unfairly dismissed if you select them for redundancy for certain reasons eg involving discrimination or whistleblowing. If you select the employee for redundancy for any of these reasons, they will be able to make an unfair dismissal claim regardless of how long they have been in your employment.
Failure to properly consult
If you fail to properly carry out collective redundancy consultation, a complaint may be made to an Industrial Tribunal by:
- a trade union or elected employee representatives
- individual employees who have been dismissed as redundant where there is no recognised trade union and the employees have chosen not to elect employee representatives
The tribunal may award up to 90 days' pay to each affected employee.
See the redundancy consultation process.
The Department for the Economy (DfE) may also prosecute you for failure to notify the proposed redundancies in advance.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Further information
If you require further information or advice with an ongoing redundancy claim, you can call DfE's Redundancy Payments Service on Tel 028 9025 7562 or email rpsquery@economy-ni.gov.uk.
For general information on redundancies, you can contact the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
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Redundancy and lay-offs
In this guide:
- Redundancy: the options
- What is redundancy?
- Avoiding redundancies
- Redundancy and lay-offs
- Redundancy and short-time working
- Redundancy selection: non compulsory
- Redundancy selection: compulsory
- The redundancy consultation process
- Rights of redundant employees
- Help for redundant employees
- Potential problems following redundancy
What is redundancy?
Explanation of redundancy and the reasons for dismissing staff on the grounds of redundancy.
Redundancy is when you dismiss an employee because you no longer:
- carry out the business for which they are employed
- carry out the business in the place where they are employed
- require them to carry out work of a particular kind
- require them to carry out work of a particular kind in the place where they are employed
For a redundancy to be genuine, you must demonstrate that the employee's job will no longer exist.
In this situation, eligible employees would be entitled to receive a statutory redundancy payment (SRP) - read more on rights of redundant employees.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Avoiding redundancies
Alternatives to compulsory redundancy.
You should take reasonable steps to avoid compulsory redundancies by considering alternatives, such as:
- seeking applicants for voluntary redundancy
- seeking applications from existing staff to work flexibly
- laying off self-employed contractors, freelancers, etc
- not using casual labour
- recruitment restrictions
- reducing or banning overtime
- filling vacancies elsewhere in the business with existing employees
- short-time working or temporary lay-offs - see lay-off and short-time working (PDF, 33K)
- agreed variation to working hours, on a temporary or permanent basis
- allowing unpaid career breaks and sabbaticals
Improving business performance
Before considering redundancies you should look at your business by assessing current performance and seeing whether there are other things you can do to improve its output and performance.
Cut costs
Are there areas of your business where you can save money? See:
Increase sales
Can your business do more to sell more products or services? See:
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Redundancy and lay-offs
Contractual and statutory issues for laying off employees, including statutory guarantee and redundancy payments.
You can lay-off an employee when you temporarily cannot give them paid work.
You must expressly agree it with them. This could be set out in:
- their contract of employment
- a national agreement for the industry
- a collective agreement between you and a recognised trade union
National and collective agreements can only be enforced if they are incorporated into the employee's contract of employment.
You may also be able to lay-off an employee:
- Where you have clear evidence that shows that laying off employees has been a widely accepted practice in your organisation over a long period of time.
- If you agree with the employee to change their employment contract to allow them to be laid off. This change will not necessarily give you the power to lay off the employee without pay and without their consent in the future. See how to change an employee's terms of employment.
Where there is no formal agreement in place and the employee refuses to agree to be laid off, you may have to consider other options which could include terminating the employee's original contract and offering them a new, revised one.
Terminating the contract would be just one of the options that the employer should consider.
This involves dismissing the employee and could lead to a claim of unfair dismissal.
Wrongful lay-offs
You will be in breach of contract if you lay off an employee without pay if there is no contractual agreement or the employee has not agreed to it.
The employee may:
- choose to accept the breach of contract and treat the contract as continuing, while claiming a guarantee payment
- sue for damages for breach of contract in a civil court or, in certain circumstances, at an industrial tribunal
- bring a claim of unlawful deduction of wages before an industrial tribunal
- claim that your action amounted to a dismissal which could lead to a claim of unfair dismissal and/or for a statutory redundancy payment (SRP)
Statutory guarantee payments (SGP) and lay-offs
Eligible employees are entitled to a statutory guarantee payment if you don't provide them with a full day's work during the time they would normally be required to work. The maximum payment is five days in any three months.
For more information, see guarantee pay: employee entitlement, calculation and exemptions.
Statutory redundancy payments (SRP) and lay-offs
Employees can claim a statutory redundancy payment if the lay-off runs for:
- four consecutive weeks or longer
- any six weeks (with not more than three of the weeks being consecutive, eg the six weeks cannot be made up of a four-week and a two-week period) in a 13-week period
The employee must give you written notice in advance that they intend to make a claim for an SRP. The claim may be contested by the employer if normal working is likely to be resumed within four weeks and there is a reasonable prospect of work for not less than 13 weeks, during which the employee would not be laid off.
There is a strict timetable of requirements, one of which is the resignation of the employee, whereby the employee may ultimately complain to an Industrial Tribunal if they consider that they are entitled to a redundancy payment and it remains unpaid.
See temporary lay-off and short-time working.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Redundancy and short-time working
Contract and statutory issues relating to short-time working, including statutory guarantee and redundancy payments.
Short-time working is where there is a reduction in the work provided for an employee in a week to the extent that their pay for that week is less than half a week's pay.
You can only put an employee on short-time working where you have expressly agreed it with them. Such an agreement may be set out in:
- their contract of employment
- a national agreement for the industry
- a collective agreement between you and a recognised trade union
National and collective agreements can only be enforced if they are incorporated into the employee's employment contract.
You may also be able to put an employee on short-time working:
- Where you have clear evidence that shows that short-time working has been a widely accepted practice in your organisation over a long period of time.
- If you agree with the employee to change their employment contract to allow them to be put on short-time working. This change will not necessarily give you the power to put the employee on short-time work without their consent in the future. Read more on how to change an employee's terms of employment.
Where there is no contractual agreement already in place and the employee refuses to agree to short-time working, you may have to consider other options which would include terminating the employee's original contract and offering them a new, revised one.
Terminating the contract would only be one of the options that the employer should consider.
However, this involves dismissing the employee and could lead to a claim of unfair dismissal.
See temporary lay-offs and short-time working.
Wrongful short-time working
You will be in breach of contract if you put an employee on short-time work without a contractual agreement or if the employee has not agreed to it.
As a result, the employee may:
- choose to accept the breach of contract and treat the contract as continuing while claiming a guarantee payment
- sue for damages for breach of contract in a civil court or, in certain circumstances, at an industrial tribunal
- bring a claim of unlawful deduction of wages before an industrial tribunal
- claim that your action amounted to a dismissal which could lead to a claim of unfair dismissal and/or for a statutory redundancy payment (SRP)
Statutory guarantee payments (SGP) and short-time working
Eligible employees are entitled to statutory guarantee payment if you don't provide them with work on a day which they would normally be required to work. The maximum payment is five days in any three months.
See guarantee pay: employee entitlement.
Statutory redundancy payments (SRP) and short-time working
Employees can claim a statutory redundancy payment if the short-time working runs for:
- four consecutive weeks or longer, or
- any six weeks (with not more than three of the weeks being consecutive) in a 13-week period
Under the short-time working provisions of the legislation, employees who are put on short-time working and receive less than half a week's pay for four consecutive weeks, or any six weeks (no more than three of the weeks being consecutive eg the six weeks cannot be made up of a four week and a two week period) in a thirteen week period, may also claim a redundancy payment from their employer. The claim must be in writing and may be contested by the employer if normal working is likely to be resumed within four weeks and there is a reasonable prospect of work for not less than 13 weeks, during which the employee would not be put on short-time.
There is a strict timetable of requirements, one of which is the resignation of the employee, whereby the employee may ultimately complain to an Industrial Tribunal if they consider that they are entitled to a redundancy payment and it remains unpaid.
The employee must give you written notice in advance that they intend to make a claim for an SRP.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Redundancy selection: non compulsory
Pros and cons of voluntary redundancy and early retirement options.
Non-compulsory redundancy covers voluntary redundancy.
You could ask employees if they would like to volunteer for redundancy and then select those to be made redundant.
Voluntary redundancy advantages
- It is less demoralising and disruptive than compulsory redundancy.
- It helps identify employees who are willing to accept redundancy.
Voluntary redundancy disadvantages
- It could work out to be more expensive as you may need to offer enhanced redundancy payments to attract people to leave.
- Management reserves the right to turn down offers from those volunteering to be made redundant.
- There is also the risk that employees not granted their voluntary redundancy request may react negatively and you could also end up with an imbalance of skills and experience.
See redundancy letters, forms, and templates.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Employment document toolkit
The LRA also has a free employment document toolkit. Once employers are registered they can unlock free employment guides to them build documents, policies, and procedures for their own organisation. Find out about the LRA's employment document toolkit.
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Redundancy selection: compulsory
How employers can fairly select employees for compulsory redundancy.
If you decide to make compulsory redundancies you will need to:
- create an objective and non-discriminatory redundancy selection criteria
- identify the pool of employees from which all or some employees will be made redundant
Redundancy selection criteria
The criteria that can be used to select employees for redundancy can include:
- skills, qualifications, and aptitude
- standard of work performance
- attendance/disciplinary record
- experience
Criteria used should be verifiable, ie you should have supporting, objective evidence of it. It should be precisely defined, non-discriminatory, and applied consistently, to avoid the possibility of unlawful discrimination.
Download redundancy procedure (PDF, 319K) and sample redundancy selection matrix template (DOC, 17K).
Automatically unfair selection criteria
Some criteria will make any subsequent redundancy dismissal automatically unfair.
You should not select an employee for redundancy because of issues related to:
- trade union membership or non-membership
- lawful industrial action lasting up to 12 weeks
- being an employee representative
- actions taken on specified health and safety grounds
- pregnancy, maternity, paternity, adoption, and parental leave
- part-time or fixed-term contract status
For a complete list, see unfair dismissal.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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The redundancy consultation process
Redundancy consultation and other legal obligations during the redundancy process.
If you fail to consult employees in a redundancy situation, any redundancies made will almost certainly be unfair.
Collective redundancy notification
A collective redundancy is when you plan to make 20 or more employees redundant at one establishment within a 90-day period.
Steps you must take:
Advance notification of redundancies
Fill in advance notification of redundancies form HR1. You must provide advance notification of redundancies to the Northern Ireland Statistics and Research Agency by completing the online form. This information is collated and passed onto the Department for the Economy (DfE) and Department for Communities (DfC) for information.
Employers must send a copy of form HR1 to the representatives of the employees being consulted on redundancy.
Consult with workplace representatives
These may be either trade union representatives and/or elected employee representatives for those employees not represented by a union. If your employees choose not to elect employee representatives, you must give the relevant information directly to each individual.
Collective redundancy consultation
Consultation must start when you are developing redundancy proposals and at least:
- 30 days before the first redundancy where there are 20 to 99 proposed redundancies
- 90 days before the first redundancy where there are 100 or more proposed redundancies
An employer who has already begun consultations about one group of proposed redundancy dismissals and later finds it necessary to make a further group redundant does not have to add the numbers of employees together to calculate the minimum period for either group.
It is not necessary that consultation should last for all of that time. Further, where consultation has not been completed by the end of the 30 or 90-day period, employers should continue the consultation beyond the 30 or 90-day period.
In other words, the consultation has either resulted in an agreement with employee representatives or has otherwise reached its conclusion. If consultation has been completed within the 30 or 90-day period, the employer may issue the notices of dismissal at that point. As referred to above, employers should consult beyond the 30 or 90-day minimum where the consultations are not yet complete but in some cases, it could be longer where the combination of the consultation and the notice exceeds the period. This timetable can be shortened when an employee decides to leave early or take voluntary redundancy.
The obligations may apply even when an employer intends to offer alternative employment on different terms and conditions to some or all of the employees, with the result that the number actually dismissed is less than twenty or in fact where no dismissals occur; this will be the case if employees are to be re-deployed on such radically different terms and conditions that accepting the new posts amounts to dismissal and re-engagement.
The obligations apply to compulsory redundancies, but in some circumstances may also apply to 'voluntary' redundancies if an employee has no real choice whether to stay or to leave.
If you fail to carry out collective redundancy consultation, affected employees may claim a protective award from an Industrial Tribunal - see potential problems following redundancy.
It is good practice to consult employee or trade union representatives even if fewer than 20 redundancies are planned.
In addition, where there are no representatives present or when there are no representatives elected to conduct consultation, it is good practice to meet with all individuals who are at risk of redundancy, regardless of whether it affects more or less than 20 employees.
DfE must receive the advanced notification of redundancies on form HR1 at least:
- 30 days before the first redundancy where there are 20 to 99 proposed redundancies and before the individuals have received personal notice of termination
- 90 days before the first redundancy where there are 100 or more proposed redundancies and before the individuals have received personal notice of termination
Late notification, or failure to notify, is an offence and you may be liable to a fine of up to £5,000.
Redundancy: information and consultation (I&C) agreements
If you have an I&C agreement in place, you have a duty to inform and consult employees or their representatives on changes to the workforce. This means that you may have to inform and consult on any proposed redundancies.
You do not have to inform and consult at the same time under both the redundancy and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the redundancy legislation only.
What information must you provide?
At the start of the consultation, you must provide written details of:
- the reasons for redundancies
- the numbers and categories of employees involved
- the total numbers of employees in these categories
- how you plan to select employees for redundancy
- how you will carry out redundancies
- how you will work out redundancy payments
- agency workers: the number of agency workers, where they are working in the business, and the type of work they are contracted to undertake
Consultation does not have to end in agreement, but it must be properly carried out with a view to reaching an agreement, including ways of avoiding redundancies or reducing their effect.
Individual redundancy consultation
You should consult employees individually regardless of the number you plan to make redundant. While there are no fixed timescales within which this consultation must take place it should be of a sufficient timescale to be meaningful in the individual circumstances.
If you fail to do so, any subsequent dismissals may be unfair - see unfair dismissal.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Rights of redundant employees
The employee's right to statutory redundancy payments, other redundancy-related rights, and how employers can calculate payments.
Redundant employees have a number of rights and may be entitled to receive a statutory redundancy payment (SRP).
The right to receive an SRP
To receive an SRP, an individual must:
- be an employee working under a contract of employment
- have at least two years' continuous service - see continuous employment and employee rights
- have been dismissed, laid off, or put on short-term work (and have a qualifying period of lay-off)
Temporary lay-off and short-time working - Labour Relations Agency (LRA) guidance.
A redundant employee also has the right to receive a written statement setting out the amount of any redundancy payment and how you worked it out.
You must make the payment when or soon after you dismiss the employee.
How is an SRP calculated?
An SRP is based on an employee's age and length of employment and is counted back from the date of dismissal. Employees receive:
- 1.5 weeks' pay for each year of employment after their 41st birthday
- one week's pay for each year of employment after their 22nd birthday
- half a week's pay for each year of employment up to their 22nd birthday
Their length of service is capped at 20 years. Weekly pay is subject to the statutory limit which is £729 (since 6 April 2024). The maximum SRP payable is £21,870 (since 6 April 2024). These figures are normally reviewed each financial year.
Calculate the statutory redundancy pay due to your employee.
Taxation of SRPs
SRP is not taxable, as it's not more than £30,000. Any redundancy payment you make in addition to SRP is subject to tax and National Insurance (NI).
Other termination payments made to the employee at the same time - like payment in lieu of holiday - must have tax and NI deducted.
Failure to make an SRP
If an employee disagrees with the amount, or you fail to pay SRP, the employee has six months from the date their employment ended to make a claim for payment to an Industrial Tribunal.
All other complaints in relation to payments received on termination of employment due to redundancy for eg notice pay or holiday pay must be made to an Industrial Tribunal within three months from the date the employment ended.
If they fail to make the claim for redundancy payment in time, a tribunal still has the power for a further six months to decide whether or not the employee should receive an SRP.
Other redundancy rights
Employees under a notice of redundancy also have the right to:
- Be offered suitable alternative employment.
- Have a trial period in alternative employment without losing their right to an SRP.
- A reasonable amount of time off to look for another job or to arrange training. This applies where the employee has been employed for at least two years. The employer does not have to pay more than two-fifths of a week's pay, no matter how much time off they give the employee.
- Not be unfairly selected for redundancy - see unfair dismissal.
Offers of alternative work
Even if you have selected an employee for redundancy, you could still avoid dismissals by offering them alternative work.
For an offer to be valid:
- the job must actually be offered to the employee and the employee shouldn't have to apply
- the offer should be unconditional and in writing
- the offer must be made before the employee's current contract ends
- the offer should show how the new job differs from the old
- the new job must either start straight after the end of the old job or within four weeks
Employees who accept an offer of alternative work are allowed a four-week trial period to see if the work is suitable. The four-week trial period can be extended by agreement for training purposes only.
An agreement for an extended trial period must be in writing and be made before the employee starts work under the new contract. It must state the date on which the period of retraining will end and specify the terms and conditions of employment that will apply after the end of the retraining period.
They may still claim a statutory redundancy payment (SRP) if you both agree that the work is not suitable. If you think the job is suitable but the employee unreasonably refuses to take it, they may lose any entitlement to an SRP.
Alternatives to redundancy (PDF, 33K).
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
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Help for redundant employees
Practical advice and support for employees facing redundancy.
Try to find ways of helping employees come to terms with their situation.
How employers can help redundant employees
You could:
- consider re-employment to other roles within the business
- advise them to contact their local Jobs & Benefits office - your local Jobs and Benefits Office can provide advice if any employees being made redundant are under 18
- contact other local employers who may have vacancies
- offer advice on searching for suitable vacancies in the press and on the internet
- offer guidance on CVs, job application forms and interview techniques - see applying for jobs
- make them aware of the assistance available from the Careers Service
- provide clear information on the amount of redundancy pay and how it affects pension payments and state benefits
- point out the need for the employee to discuss the financial implications of redundancy with their family as early as possible
- consider other support, such as financial advice, or counselling support
Additional help with redundancy
Redundancy Payments Service
If you require further information or advice with an ongoing redundancy claim, you can call the Department for the Economy's Redundancy Payments Service on Tel 028 9025 7562 or email: rpsquery@economy-ni.gov.uk.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
Redundancy Service
The Department for Communities (DfC) offers a Redundancy Service to help employers and employees through the process of redundancy. A redundancy clinic webinar is also available to help employers and employees affected by redundancy.
For further help you can also email: dfcemployerservices@communities-ni.gov.uk.
Redundancy webinar
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Potential problems following redundancy
Avoid claims of unfair dismissal and help with redundancy payments.
An eligible employee can claim unfair dismissal if they feel employers:
- have unfairly selected them for redundancy or incorrectly applied the selection criteria
- failed to offer suitable alternative work where it was available
- didn't follow the proper consultation process
Employees may also be able to claim a protective award if employers fail to properly consult with employee representatives, ie trade union or elected employee representatives in collective redundancy situations. See rights of redundant employees.
Unfair redundancy selection
An employee will have been automatically unfairly dismissed if you select them for redundancy for certain reasons eg involving discrimination or whistleblowing. If you select the employee for redundancy for any of these reasons, they will be able to make an unfair dismissal claim regardless of how long they have been in your employment.
Failure to properly consult
If you fail to properly carry out collective redundancy consultation, a complaint may be made to an Industrial Tribunal by:
- a trade union or elected employee representatives
- individual employees who have been dismissed as redundant where there is no recognised trade union and the employees have chosen not to elect employee representatives
The tribunal may award up to 90 days' pay to each affected employee.
See the redundancy consultation process.
The Department for the Economy (DfE) may also prosecute you for failure to notify the proposed redundancies in advance.
Redundancy webinar
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Further information
If you require further information or advice with an ongoing redundancy claim, you can call DfE's Redundancy Payments Service on Tel 028 9025 7562 or email rpsquery@economy-ni.gov.uk.
For general information on redundancies, you can contact the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
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Recruiting higher education students
What higher education is
Types of higher education qualifications that are available to your employees
Higher education qualifications are generally viewed as being Levels 4-8 of the Framework for Higher Education Qualifications (FHEQ):
- Level 8 - Doctoral Degrees
- Level 7 - Masters Degrees, Integrated Master's Degrees, Postgraduate Diplomas, Postgraduate Certificate in Education (PGCE), Postgraduate Certificates
- Level 6 - Bachelor Degrees with Honours, Bachelor's Degrees, Professional Graduate Certificate in Education (PGCE), Graduate Diplomas, Graduate Certificates
- Level 5 - Foundation Degrees, Diplomas of Higher Education DipHE), Higher National Diplomas (HND)
- Level 4 - Higher National Certificates (HNC), Certificates of Higher Education (CertHE)
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Higher education business support
Higher education offers a diverse range of courses and qualifications for your employees
Other support available to businesses through higher education include some of the following.
Learning programmes
There are also learning programmes that are explicitly marketed as supporting workforce development.
These usually try to develop technical knowledge and skills, and can range from non-accredited short courses e.g. days or weeks - to undergraduate and postgraduate qualifications with a vocational focus.
These may include CPD (Continuing Professional Development) and opportunities to gain professional qualifications.
Business advice and staff training
The higher education sector can also provide business advice and staff training at all levels, including distance or e-learning, or part-time courses on a wide variety of topics e.g. leadership and management skills, HR, finance, marketing and customer service.
Courses may be taught or held in various places, depending on who is providing the course. For example, higher education courses may be taught at universities, or at further education colleges. The Northern Ireland universities partner with further education colleges, where students register at a university but are taught at a partner college.
Knowledge Transfer Partnerships
The Knowledge Transfer Partnerships (KTP) scheme helps businesses improve their competitiveness, productivity and performance through better use of knowledge, technology and skills.
Find out more about Knowledge Transfer Partnerships.
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Benefits of higher education and work-based learning
Types of higher education qualifications and how they can improve motivation and reduce staff turnover
Many higher education or vocational training programmes can be tailor-made for your specific business or sector needs.
Some courses can be held in part or in their entirety at your own business premises, or may involve substantial use of e-learning, while vocational courses may be taught at these or at specialist institutions.
Employee benefits of higher education
Higher education can allow your employees to:
- keep up to date with business and professional developments e.g. continuous professional development (CPD) is required in specific professions, such as teaching or accountancy
- improve their chances of progressing within your business and make a higher value contribution to your business success
- improve their earnings potential within your company and industry
- further develop their 'employability' skills - transferable skills such as numeracy, communication and information technology
Business benefits of higher education
Higher education also brings benefits to your business.
In addition to the specialist knowledge that a higher qualification brings, your business will have employees who have the confidence and ability to assess existing business practices and alternative approaches. This can help incorporate operational improvements and best practices within your business.
In addition, your business can:
- access training that realises the full potential of your staff while meeting your business' organisational needs
- use advanced training to implement your strategic plans more effectively, transfer knowledge and improve your employees' skills base
- promote your business as having a learning culture and attract new staff with attractive work-related training opportunities
- incentivise your staff through awards that link to a national framework and encourage progression
- gain accreditation for in-house programmes and enable your staff to gain credits towards higher education-level qualifications
- benefit from increased confidence and motivation among staff, reduced staff turnover rates and all-round better company performance
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Higher education funding
Financial considerations when getting involved in higher education
The Department for the Economy (DfE) provides funding towards higher education provision in Northern Ireland.
Find out more about higher education finance and governance.
Sharing training costs with other businesses
Your business may also be able to link up with other local businesses who are interested in a specific type of training - to group smaller learner numbers and share some of the costs.
Some Sector Skills Councils (SSCs) and Chambers of Commerce and Industry can assist with such arrangements as part of their work to help businesses and their employees improve their skills. In some cases this may involve employers in a supply-chain or across an industrial sub-sector collaborating this way. SSCs are government-sponsored, employer-led organisations that cover specific industry sectors.
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Recruiting higher education students
Ways to incorporate higher education skills into your business
Studying for a degree involves time management, communication and organisational skills, and the ability to learn quickly. Graduates should be equipped with these skills, along with more specific knowledge and experiences that can be valuable to your business.
However, finding the right person for your needs can be difficult. Offering internships, work placements or undergraduate projects for students can enable you to 'test out the talent' before committing to hiring individuals.
Help with recruiting graduates
The higher education sector is very good at matching students to work experience and project work opportunities. Many have placement advisers/officers working within the university's career service or a dedicated team that can help. If you have an opportunity to offer, contacting your local university would be a good place to start.
Submit a training needs enquiry across the UK
If your local search does not provide you with the solution you need, you can submit a training needs enquiry through the Training Gateway.
You need to give clear information to obtain the best results. Universities and colleges throughout the country can then consider it and respond by email, detailing what courses or programmes they can offer.
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