

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:
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:
To find out how to serve a statutory demand see 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.
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:
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.
If an unregistered limited company owes you money, you may serve the statutory demand by:
The required contents of a statutory demand, and the forms you need to use.
A statutory demand must explain to the debtor:
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:
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 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.
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:
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:
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.
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.
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:
by sending them a sealed copy of the application.
The High Court has various grounds for setting aside a statutory demand - it may grant an application for setting aside if:
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.
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.
The legislation.gov.uk website presents the legislation in detail:
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.
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:
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.
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.
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.
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 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 service provision changes are where:
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.
Not all transfers are relevant transfers. TUPE does not apply when:
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.
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.
You must provide:
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
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.
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:
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
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.
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.
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.
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.
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:
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.
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.
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
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.
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.
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.
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.
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.
The appropriate representatives who you must inform and consult are either:
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.
The appropriate representatives must be informed of:
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
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.
Representatives have the right to have:
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
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.
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:
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.
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:
You should also consider the following:
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.
If the process is not handled sensitively, the effects can include:
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.
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.
The legislation.gov.uk website presents the legislation in detail:
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.
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:
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.
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.
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.
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 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 service provision changes are where:
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.
Not all transfers are relevant transfers. TUPE does not apply when:
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.
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.
You must provide:
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
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.
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:
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
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.
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.
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.
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.
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:
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.
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.
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
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.
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.
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.
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.
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.
The appropriate representatives who you must inform and consult are either:
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.
The appropriate representatives must be informed of:
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
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.
Representatives have the right to have:
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
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.
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:
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.
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:
You should also consider the following:
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.
If the process is not handled sensitively, the effects can include:
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.
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.
The legislation.gov.uk website presents the legislation in detail:
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.
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:
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.
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.
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.
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 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 service provision changes are where:
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.
Not all transfers are relevant transfers. TUPE does not apply when:
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.
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.
You must provide:
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
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.
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:
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
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.
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.
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.
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.
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:
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.
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.
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
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.
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.
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.
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.
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.
The appropriate representatives who you must inform and consult are either:
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.
The appropriate representatives must be informed of:
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
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.
Representatives have the right to have:
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
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.
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:
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.
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:
You should also consider the following:
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.
If the process is not handled sensitively, the effects can include:
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.
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.
The legislation.gov.uk website presents the legislation in detail:
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.
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:
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.
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.
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.
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 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 service provision changes are where:
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.
Not all transfers are relevant transfers. TUPE does not apply when:
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.
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.
You must provide:
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
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.
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:
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
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.
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.
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.
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.
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:
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.
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.
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
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.
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.
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.
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.
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.
The appropriate representatives who you must inform and consult are either:
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.
The appropriate representatives must be informed of:
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
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.
Representatives have the right to have:
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
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.
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:
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.
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:
You should also consider the following:
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.
If the process is not handled sensitively, the effects can include:
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.
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.
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:
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 made in the advertisement.
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.
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.
If your chosen candidate accepts your offer of employment verbally, you should then send them a formal job offer letter including:
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).
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.
Offers can be subject to candidates meeting certain conditions based on your pre-employment checks, such as:
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.
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.
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.
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.
You should carry out induction training as it will help benefit new staff by helping them to:
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 the recruiting new employees section from the Employers' Handbook (PDF, 170K).
Prepare induction checklists, inform key workers, and ensure newcomers feel welcome.
Preparation is the key to a good staff induction.
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.
To help you devise your staff induction activities, download and use our sample induction plans:
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.
You may need to provide the new worker with:
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:
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:
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.
Show new workers where they will be working and the location of any facilities they will need to access.
Introduce new workers to their team colleagues in turn, and to:
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.
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.
A new starter pack could contain information about the organisation, employment documents, and facilities such as:
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.
For people returning to your employment after a long period away, you should make them aware of major new developments in the workplace, eg, reorganisations. 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.
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.
"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 are 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."
"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 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."
"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."
"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."
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.
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:
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 made in the advertisement.
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.
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.
If your chosen candidate accepts your offer of employment verbally, you should then send them a formal job offer letter including:
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).
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.
Offers can be subject to candidates meeting certain conditions based on your pre-employment checks, such as:
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.
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.
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.
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.
You should carry out induction training as it will help benefit new staff by helping them to:
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 the recruiting new employees section from the Employers' Handbook (PDF, 170K).
Prepare induction checklists, inform key workers, and ensure newcomers feel welcome.
Preparation is the key to a good staff induction.
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.
To help you devise your staff induction activities, download and use our sample induction plans:
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.
You may need to provide the new worker with:
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:
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:
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.
Show new workers where they will be working and the location of any facilities they will need to access.
Introduce new workers to their team colleagues in turn, and to:
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.
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.
A new starter pack could contain information about the organisation, employment documents, and facilities such as:
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.
For people returning to your employment after a long period away, you should make them aware of major new developments in the workplace, eg, reorganisations. 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.
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.
"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 are 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."
"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 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."
"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."
"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."
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:
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.
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.
Alternatives to compulsory redundancy.
You should take reasonable steps to avoid compulsory redundancies by considering alternatives, such as:
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.
Are there areas of your business where you can save money? See:
Can your business do more to sell more products or services? See:
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.
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:
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 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.
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:
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.
Employees can claim a statutory redundancy payment if the lay-off runs for:
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.
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.
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:
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 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.
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:
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.
Employees can claim a statutory redundancy payment if the short-time working runs for:
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.
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.
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.
See redundancy letters, forms, and templates.
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.
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.
How employers can fairly select employees for compulsory redundancy.
If you decide to make compulsory redundancies you will need to:
The criteria that can be used to select employees for redundancy can include:
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).
Some criteria will make any subsequent redundancy dismissal automatically unfair.
You should not select an employee for redundancy because of issues related to:
For a complete list, see unfair dismissal.
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.
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.
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:
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.
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.
Consultation must start when you are developing redundancy proposals and at least:
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:
Late notification, or failure to notify, is an offence and you may be liable to a fine of up to £5,000.
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.
At the start of the consultation, you must provide written details of:
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.
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.
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.
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).
To receive an SRP, an individual must:
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.
An SRP is based on an employee's age and length of employment and is counted back from the date of dismissal. Employees receive:
Their length of service is capped at 20 years. Weekly pay is subject to the statutory limit which is £749 (since 6 April 2025). The maximum SRP payable is £22,470 (since 6 April 2025). These figures are normally reviewed each financial year.
Calculate the statutory redundancy pay due to your employee.
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.
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.
Employees under a notice of redundancy also have the right to:
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:
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).
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.
Practical advice and support for employees facing redundancy.
Try to find ways of helping employees come to terms with their situation.
You could:
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.
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.
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.
Avoid claims of unfair dismissal and help with redundancy payments.
An eligible employee can claim unfair dismissal if they feel employers:
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.
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.
If you fail to properly carry out collective redundancy consultation, a complaint may be made to an Industrial Tribunal by:
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.
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.
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.
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:
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.
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.
Alternatives to compulsory redundancy.
You should take reasonable steps to avoid compulsory redundancies by considering alternatives, such as:
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.
Are there areas of your business where you can save money? See:
Can your business do more to sell more products or services? See:
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.
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:
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 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.
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:
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.
Employees can claim a statutory redundancy payment if the lay-off runs for:
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.
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.
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:
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 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.
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:
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.
Employees can claim a statutory redundancy payment if the short-time working runs for:
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.
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.
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.
See redundancy letters, forms, and templates.
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.
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.
How employers can fairly select employees for compulsory redundancy.
If you decide to make compulsory redundancies you will need to:
The criteria that can be used to select employees for redundancy can include:
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).
Some criteria will make any subsequent redundancy dismissal automatically unfair.
You should not select an employee for redundancy because of issues related to:
For a complete list, see unfair dismissal.
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.
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.
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:
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.
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.
Consultation must start when you are developing redundancy proposals and at least:
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:
Late notification, or failure to notify, is an offence and you may be liable to a fine of up to £5,000.
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.
At the start of the consultation, you must provide written details of:
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.
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.
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.
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).
To receive an SRP, an individual must:
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.
An SRP is based on an employee's age and length of employment and is counted back from the date of dismissal. Employees receive:
Their length of service is capped at 20 years. Weekly pay is subject to the statutory limit which is £749 (since 6 April 2025). The maximum SRP payable is £22,470 (since 6 April 2025). These figures are normally reviewed each financial year.
Calculate the statutory redundancy pay due to your employee.
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.
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.
Employees under a notice of redundancy also have the right to:
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:
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).
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.
Practical advice and support for employees facing redundancy.
Try to find ways of helping employees come to terms with their situation.
You could:
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.
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.
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.
Avoid claims of unfair dismissal and help with redundancy payments.
An eligible employee can claim unfair dismissal if they feel employers:
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.
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.
If you fail to properly carry out collective redundancy consultation, a complaint may be made to an Industrial Tribunal by:
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.
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.
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.
Types of higher education qualifications that are available to help develop staff skills.
Higher education qualifications are generally viewed as being Levels 4-8 of the Framework for Higher Education Qualifications (FHEQ):
Higher education offers a diverse range of courses and qualifications to help develop your employees.
Other support available to businesses through higher education includes some of the following.
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, eg, 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.
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, eg, leadership and management skills, HR, finance, marketing, and customer service.
Courses may be taught or held in various places, depending on who provides the course. For example, higher education courses may be taught at universities or 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.
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.
Types of higher education qualifications and how they can improve staff productivity and motivation.
Many higher education or vocational training programmes can be tailored for your business or sector needs.
Some courses can be held in part or in whole at your business premises or may involve substantial use of e-learning, while vocational courses may be taught at these or specialist institutions.
Higher education brings many 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:
Higher education can enable your employees to:
Funding options when using higher education to boost staff skills.
The Department for the Economy (DfE) provides funding towards higher education provision in Northern Ireland.
Find out more about higher education finance and governance.
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.
Skill Up offers opportunities for businesses to retrain and upskill their staff by taking advantage of a range of free accredited courses. The training will be delivered by the local further and higher education providers in Northern Ireland.
For further details, see Skill Up programme: Retrain and upskill your staff.
How to take on higher education students, including through internships.
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.
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.