

Explore the many benefits that work experience opportunities bring to businesses, young people, and the wider community.
Work experience is an opportunity to introduce young people to the reality of working life. The experience they get during their work placement can help them develop practical insight and skills to help them secure and sustain future employment.
By taking students on work experience, employers get an opportunity to engage, inspire, and inform young people about what working life is really like.
Offering work experience can bring a number of benefits to you as an employer:
Establishing your business as an employer that offers young people work experience opportunities will build a positive image of your company and one that people easily recognise.
Providing work experience opportunities will contribute to your CSR duty. This will be seen favourably by customers, suppliers, and the wider community.
By offering work experience opportunities to local schools and education providers you can add value to and make meaningful connections with your community.
Work experience programmes are a great way to tap into new talent as young people seek jobs following full-time education. Having an established connection with young people gives you a competitive edge over those employers that don’t offer work experience placements. You will also get insight into what potential recruits look for in an employer as generations evolve.
Involving your employees in the work experience placement and providing potential management opportunities can help your staff develop their supervisory and managerial skills. This will help staff feel motivated and invested in your business helping to contribute to staff retention.
Employers are not obligated to pay for work experience placements, so you have the opportunity to get additional help at no extra cost. This can be beneficial to both you and the work experience placement, for example, if you have a large project that requires additional resources. This also offers the opportunity to provide an enriched experience for the placement student.
Young people often bring fresh ideas and approaches which may open up new opportunities for your business. They may also be able to inject some innovation into your business and offer alternative solutions to challenges.
By offering work experience placements to young people from various backgrounds you will promote diversity in your workplace.
By establishing a relationship with local education providers and being viewed as an employer that provides young people with opportunities you will have a significant advantage over your competitors especially when it comes to recruitment.
There are a number of benefits that work experience placements can offer young people:
Work experience gives young people the opportunity to develop skills essential for working life such as time management, teamwork, business etiquette, communication, and problem-solving.
Young people can get an insight into what is required to work in certain industries when they take up a work experience placement. It will help them decide what career path to follow.
Work experience helps young people build transferrable skills that they will be able to use in other jobs. They will also gain confidence by taking on a new challenge.
Work experience provides young people with the opportunity to connect with local companies and meet new people who can help them on their career path.
Applying for a work placement provides the opportunity to learn about recruitment processes eg how to apply for a job, prepare for job interviews, and build a CV
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source work experience opportunities.
Alternatively, you may wish to use one of the following organisations to manage work experience opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers in arranging work experience placements for post-primary students.
You can host work experience opportunities through Speakers for School. They can help you advertise your opportunities and connect you with suitable work experience candidates.
Offer work experience opportunities with Speakers for School.
Business in the Community Work Inspiration is a national, employer-led campaign that aims to make work experience more meaningful, relevant, and inspiring for young people.
A number of schools and colleges encourage young people to find their own placement. However, there are occasions when careers teachers will source placements for the students.
Some schools and colleges have also developed partnerships with local employers. You could get in contact with schools in your area to see if you could establish a partnership for work experience.
Contact your local Education Authority office.
Issues to consider when thinking of taking part in work experience include:
Detailing work experience opportunities for young people and graduates.
There are ways you can source or advertise work experience opportunities for young people and graduates.
The Work Experience Programme provides employers with the opportunity to offer meaningful work experience which can provide a valuable contribution to the development of people’s employability skills and career aspirations.
Read full details on the Work Experience Programme.
Some universities and colleges establish partnerships with local employers to generate work experience placement opportunities for their students. You could get in contact with local universities and colleges to establish a work experience partnership for your business.
Find contact details for universities and colleges in Northern Ireland.
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person beforehand about what to expect.
Providing as much information as possible about the placement to the young person in advance gives them a clearer guide about what to expect and reduces their anxiety.
Before starting, the placement supervisor should try to inform the student about the following:
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
It would be beneficial both for you and the student to spend some time before the placement commences identifying different tasks, projects, and activities that they can work on.
To ensure a work experience placement, you should look at insurance, health and safety, risk assessment, and child protection issues.
There are a number of things you should ensure are in place before a young person starts their work placement.
You should ensure the young person is covered by your company's public liability and employer's liability insurance. Read more on liability insurance.
In addition:
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
You are responsible for the student's health and safety while they are on placement with you. See health and safety basics for businesses.
Read HSE guidance on work experience.
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
You should ensure your risk assessment is up-to-date to include work experience students. Read more on health and safety risk assessment.
Read HSE guidance on risk assessment.
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
It is worth taking time to plan activities for a work experience placement so that both you and the student will get the most out of the experience.
Work experience should be beneficial both to you and the young person, so it is essential they are given as much insight into the world of work as possible.
This will allow opportunities for professional development and ensure they can demonstrate their practical experience to potential employers in the future.
Some suggestions for the types of tasks include:
You could also ask the student directly if they have any suggestions for what they would like to do, or improvements they think could be made within your business.
How Causeway Coffee, based in Ballymoney, took on a work experience placement to help meet demands and develop new talent.
Causeway Coffee, a multi-award-winning speciality coffee roaster based in Ballymoney, County Antrim, roasts ethically sourced beans from around the world.
Graham Watts, Co-Founder and Managing Director, explains how Causeway Coffee developed staff through work experience placements and the positive impact on their business.
"Internal and external factors drove Causeway Coffee to explore work experience placements. Strong growth created a need for additional support, but tight margins prevented us from hiring a full-time employee. We also wanted to invest in future talent and find someone who could be a potential long-term member of our coffee family. Therefore, we found that work experience placements provided an ideal solution, allowing us to train individuals to our specific standards."
"A neighbouring company's positive experience with a work experience placement through Ulster Supported Employment Limited (USEL), a public body serving individuals with disabilities or health conditions, encouraged us to reconsider our recruitment strategies. My background in recruiting and managing large teams made my skills a natural fit for mentoring and developing someone seeking employment."
"We designed a tailored training plan. This approach maximised the benefits of the work experience placement for both the placement and our company. The plan prioritised developing the placement's communication skills and confidence by exposing them to sales and marketing. We also leveraged the placement's IT aptitude, giving them hands-on experience in e-commerce, social media management, and website development. This approach enabled the placement to apply and refine their IT skills in a real-world business environment."
"Taste Causeway, a local collaborative network for the food and hospitality industry, supported us throughout the process. The network facilitated informal discussions about the challenges and rewards of onboarding new team members, enabling us to exchange ideas and problem-solve. Additionally, employment advisors at the local Jobs & Benefits Office, from the Department for Communities, offered guidance."
"Because the work experience placement required no financial commitment, we faced minimal risk compared to hiring a permanent employee. However, we understood that a successful placement demanded a commitment of time and resources to develop their skills and knowledge, ensuring a truly beneficial experience."
"The work experience placement benefited both parties. It allowed Causeway Coffee to manage its workload with additional support, and it gave the placement a significant advantage in the job market. The placement developed skills, knowledge, and confidence that will make them invaluable in their future job search. Our team found the experience surprisingly rewarding for everyone involved."
"The placement's fresh perspective, with insightful questions and innovative ideas, prompted Causeway Coffee to reassess some operational methods. This experience underscored the importance of fostering an open-minded culture and empowering staff. We maximised the training plan's effectiveness by granting the placement autonomy within a supportive framework, which resulted in positive placement engagement and business benefits.."
"Although the placement lasted only 13 weeks, the training programme forced us to work quickly and focus on helping our placement gain experience in each aspect of our business. The programme's flexibility, which included frequent reassessments with the placement, created a dynamic learning environment. We often paused training to reassess our processes and make quick changes. This helped our placement work through ideas dynamically, with often immediate results. Clearly, Causeway Coffee benefited, as we tightened up and improved our systems and processes with fresh ideas."
You can monitor the work experience placement by ensuring a member of staff is assigned to support the student.
A member of staff should be identified as a point of contact to support, supervise, and mentor the student during their work experience.
This person can also liaise with the student's school or college during the placement.
The work experience placement supervisor should:
A teacher or representative from the school or college may want to make a visit during the placement or telephone to discuss how the placement is going and what the student is achieving.
On the last day, where possible you and/or the placement supervisor should meet with the student to discuss their placement.
You may wish to discuss the following:
You will usually be asked to complete a student assessment form. This is a very useful document for the student as it can be used in the future as a CV reference.
You may also be asked to complete an employer assessment form for evaluation purposes.
This will allow a critical analysis to be carried out. All suggested recommendations/improvements should be followed up by the school or college.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
An environmental charity, Keep Northern Ireland Beautiful campaigns directly to the public to bring about positive changes in behaviour.
Providing work experience opportunities is part of the organisation's ethos and in this video, Ian and Community Development Officer Nicola Murray, talk about how they prepare for new work experience students, tasks that the students get involved in, and challenges and benefits to the business.
In addition, work experience student Alastair Fenn, who has subsequently been employed by Keep Northern Ireland Beautiful in the role of Environmental Quality Assurance Officer, describes his experience of Business in the Community's Responsible Internship Programme and the opportunities it provided in helping to progress his career.
The further education colleges and three main universities in Northern Ireland offer a wide range of accredited and bespoke courses that can be tailored to your staff and business needs.
Further education (FE) colleges and universities in Northern Ireland offer a range of accredited and bespoke courses that can be tailored to the specific needs of your staff and business.
Further education courses can be delivered at a time and place to meet the demands of your business in order to assist your company with staff development. Further education courses can help your employees learn new skills or enhance existing skills that can lead to innovation and business growth.
Courses on offer at each of the further education colleges include:
To find out more about the achievements of the six further education colleges, download the leaflet on Northern Ireland further education colleges (PDF, 424K).
List of further education skills development programmes in Northern Ireland.
There are a range of further education (FE) skills development programmes on offer.
InnovateUs and Skills Focus are skills development programmes, funded by the Department for the Economy and delivered across Northern Ireland by the six FE colleges.
Find further details on InnovateUs and Skills Focus development programmes.
Connected is an initiative between the six FE colleges, Queen's University Belfast, the Ulster University and the Open University in Northern Ireland to help businesses and the wider community to improve their performance by providing access to a broad portfolio of knowledge and technology support services.
Connected makes available academic expertise and resources that can bring measurable benefits to a business. It aims to develop interaction and stimulate innovation to benefit local companies and the Northern Ireland economy by encouraging, easing and increasing potential knowledge exchange links between academia and industry, particularly small and medium-sized enterprises.
Innovation Vouchers provide up to £5,000 of funding support for small to medium-sized businesses in Northern Ireland to help them to innovate, develop and grow. Funded by Invest Northern Ireland, the Innovation Voucher enables companies to seek knowledge and expertise from colleges and universities.
Typical projects include:
Read more on Innovation Vouchers.
Product development and innovation are at the heart of growth, but often need costly technology support. Previously known as Fusion, Innovation Boost can provide that support by helping to fund a high-calibre science, engineering or technology graduate and partnering you with a third-level institution with specific expertise.
The graduate is employed by you and is based in your company throughout the project (12 - 18 months) with mentoring from the academic partner and InterTradeIreland Innovation Boost consultant.
Read more on Innovation Boost.
Foundation degrees are higher education qualifications mainly delivered in local colleges that combine academic and work-related learning.
See Foundation degrees: providing higher education qualifications to improve employees' skills.
Find out more about Assured Skills: delivering skilled employees through pre-employment training programmes.
A Higher Level Apprenticeship (HLA) is a workplace training programme which includes a combination of on and off-the-job training. The HLA programme currently offers qualifications from Level 4 up to Level 7, with FE colleges mainly delivering at Levels 4 and 5 and universities mainly delivering Levels 6 and 7. The majority of approved HLAs are at Level 5 (Foundation Degree), with some offering Level 6 (Honours Degree) and Level 7 (Master's Degree). HLAs may be available in the future at Level 8 (Post Graduate Award).
This is an all-age programme, with the apprentice in employment from the first day, and off-the-job training provided through the six local FE colleges, CAFRE or the three local universities.
Higher Level Apprenticeships are available in areas such as accountancy, digital marketing, applied industrial sciences, engineering, computing, construction, cyber security, software development, building services, child care, food and drink manufacture, hospitality and tourism, along with other occupational areas.
See Apprenticeships: delivering work-based training and qualifications to employees.
The Knowledge Transfer Partnership (KTP) scheme helps businesses to innovate and grow. It does this by linking them with a university and a graduate to work on a specific project.
Each KTP is a three-way partnership between a business, an academic institution and a graduate. The academic institution employs the recently qualified graduate who works at the company. The graduate, known as the 'associate', brings new skills and knowledge to the business.
A KTP can last between 12 and 36 months, depending on the project and the needs of the business. It is partly funded by a grant. The amount businesses need to contribute is different for SMEs and larger companies. For further information see Knowledge Transfer Partnerships guidance from UK Research & Innovation.
ApprenticeshipsNI is a workplace training programme which includes a combination of on and off-the-job training. The ApprenticeshipsNI programme offers vocational qualifications at Level 2 and Level 3 and is delivered by all FE colleges and a network of non-statutory training contractors.
The apprentice is in employment from the first day of the programme, which is open to new employees or those moving to a new job role. All ApprenticeshipsNI frameworks are open to those aged 16-24 years old, with a number of frameworks in priority economic areas also available to all ages. Off-the-job training is provided through the six local FE colleges or a non-statutory training contractor.
Apprenticeships are available in a wide range of occupational areas such as electrotechnical, food and drink manufacturing, engineering, hospitality, plumbing, health and social care, construction and many more.
See Apprenticeships: delivering work-based training and qualifications to employees.
How the InnovateUs and Skills Focus programmes can help employers develop the skills of their staff.
There are a range of further education (FE) skills development programmes on offer.
InnovateUs is a skills development programme, funded by the Department for the Economy and delivered across Northern Ireland by the six FE colleges.
The programme is designed to encourage and promote opportunities for small businesses and FE colleges to work together. In particular, the focus of the programme is to enable small businesses, with fewer than 50 employees, to acquire the skills necessary to engage in innovation activities. Businesses can avail of up to 60 hours of mentoring support from a college expert to work on a project aimed at developing a new or modified product, process or service in a wide range of sectors.
By gaining these skills, small businesses can then exploit innovative opportunities or undertake additional forms of innovation, which will contribute to growth and development.
Skills Focus is a skills development programme funded by the Department for the Economy (DfE) and delivered across Northern Ireland by the six FE colleges.
Skills Focus aims to support, promote and facilitate collaborative working between business and FE colleges, in order to provide tailored skills provision to small to medium enterprises with fewer than 250 employees. The purpose of Skills Focus is to meet business needs by increasing the skills levels and employability of the existing workforce to qualification level 2 and above.
Download further information on InnovateUs and Skills Focus (PDF, 276K).
The further education colleges and three main universities in Northern Ireland offer a wide range of accredited and bespoke courses that can be tailored to your staff and business needs.
Further education (FE) colleges and universities in Northern Ireland offer a range of accredited and bespoke courses that can be tailored to the specific needs of your staff and business.
Further education courses can be delivered at a time and place to meet the demands of your business in order to assist your company with staff development. Further education courses can help your employees learn new skills or enhance existing skills that can lead to innovation and business growth.
Courses on offer at each of the further education colleges include:
To find out more about the achievements of the six further education colleges, download the leaflet on Northern Ireland further education colleges (PDF, 424K).
List of further education skills development programmes in Northern Ireland.
There are a range of further education (FE) skills development programmes on offer.
InnovateUs and Skills Focus are skills development programmes, funded by the Department for the Economy and delivered across Northern Ireland by the six FE colleges.
Find further details on InnovateUs and Skills Focus development programmes.
Connected is an initiative between the six FE colleges, Queen's University Belfast, the Ulster University and the Open University in Northern Ireland to help businesses and the wider community to improve their performance by providing access to a broad portfolio of knowledge and technology support services.
Connected makes available academic expertise and resources that can bring measurable benefits to a business. It aims to develop interaction and stimulate innovation to benefit local companies and the Northern Ireland economy by encouraging, easing and increasing potential knowledge exchange links between academia and industry, particularly small and medium-sized enterprises.
Innovation Vouchers provide up to £5,000 of funding support for small to medium-sized businesses in Northern Ireland to help them to innovate, develop and grow. Funded by Invest Northern Ireland, the Innovation Voucher enables companies to seek knowledge and expertise from colleges and universities.
Typical projects include:
Read more on Innovation Vouchers.
Product development and innovation are at the heart of growth, but often need costly technology support. Previously known as Fusion, Innovation Boost can provide that support by helping to fund a high-calibre science, engineering or technology graduate and partnering you with a third-level institution with specific expertise.
The graduate is employed by you and is based in your company throughout the project (12 - 18 months) with mentoring from the academic partner and InterTradeIreland Innovation Boost consultant.
Read more on Innovation Boost.
Foundation degrees are higher education qualifications mainly delivered in local colleges that combine academic and work-related learning.
See Foundation degrees: providing higher education qualifications to improve employees' skills.
Find out more about Assured Skills: delivering skilled employees through pre-employment training programmes.
A Higher Level Apprenticeship (HLA) is a workplace training programme which includes a combination of on and off-the-job training. The HLA programme currently offers qualifications from Level 4 up to Level 7, with FE colleges mainly delivering at Levels 4 and 5 and universities mainly delivering Levels 6 and 7. The majority of approved HLAs are at Level 5 (Foundation Degree), with some offering Level 6 (Honours Degree) and Level 7 (Master's Degree). HLAs may be available in the future at Level 8 (Post Graduate Award).
This is an all-age programme, with the apprentice in employment from the first day, and off-the-job training provided through the six local FE colleges, CAFRE or the three local universities.
Higher Level Apprenticeships are available in areas such as accountancy, digital marketing, applied industrial sciences, engineering, computing, construction, cyber security, software development, building services, child care, food and drink manufacture, hospitality and tourism, along with other occupational areas.
See Apprenticeships: delivering work-based training and qualifications to employees.
The Knowledge Transfer Partnership (KTP) scheme helps businesses to innovate and grow. It does this by linking them with a university and a graduate to work on a specific project.
Each KTP is a three-way partnership between a business, an academic institution and a graduate. The academic institution employs the recently qualified graduate who works at the company. The graduate, known as the 'associate', brings new skills and knowledge to the business.
A KTP can last between 12 and 36 months, depending on the project and the needs of the business. It is partly funded by a grant. The amount businesses need to contribute is different for SMEs and larger companies. For further information see Knowledge Transfer Partnerships guidance from UK Research & Innovation.
ApprenticeshipsNI is a workplace training programme which includes a combination of on and off-the-job training. The ApprenticeshipsNI programme offers vocational qualifications at Level 2 and Level 3 and is delivered by all FE colleges and a network of non-statutory training contractors.
The apprentice is in employment from the first day of the programme, which is open to new employees or those moving to a new job role. All ApprenticeshipsNI frameworks are open to those aged 16-24 years old, with a number of frameworks in priority economic areas also available to all ages. Off-the-job training is provided through the six local FE colleges or a non-statutory training contractor.
Apprenticeships are available in a wide range of occupational areas such as electrotechnical, food and drink manufacturing, engineering, hospitality, plumbing, health and social care, construction and many more.
See Apprenticeships: delivering work-based training and qualifications to employees.
How the InnovateUs and Skills Focus programmes can help employers develop the skills of their staff.
There are a range of further education (FE) skills development programmes on offer.
InnovateUs is a skills development programme, funded by the Department for the Economy and delivered across Northern Ireland by the six FE colleges.
The programme is designed to encourage and promote opportunities for small businesses and FE colleges to work together. In particular, the focus of the programme is to enable small businesses, with fewer than 50 employees, to acquire the skills necessary to engage in innovation activities. Businesses can avail of up to 60 hours of mentoring support from a college expert to work on a project aimed at developing a new or modified product, process or service in a wide range of sectors.
By gaining these skills, small businesses can then exploit innovative opportunities or undertake additional forms of innovation, which will contribute to growth and development.
Skills Focus is a skills development programme funded by the Department for the Economy (DfE) and delivered across Northern Ireland by the six FE colleges.
Skills Focus aims to support, promote and facilitate collaborative working between business and FE colleges, in order to provide tailored skills provision to small to medium enterprises with fewer than 250 employees. The purpose of Skills Focus is to meet business needs by increasing the skills levels and employability of the existing workforce to qualification level 2 and above.
Download further information on InnovateUs and Skills Focus (PDF, 276K).
Overview of what bankruptcy means and who can become bankrupt.
Bankruptcy is one way of dealing with debts you cannot pay.
If you are declared bankrupt:
Anyone can become bankrupt including:
Only individuals can become bankrupt. There are different procedures for limited liability partnerships and companies.
If you are facing bankruptcy you should seek advice from a reputable source, including:
You should be wary of unsolicited approaches through the post or by telephone.
For more information, see get advice about bankruptcy.
How to declare bankruptcy in Northern Ireland and downloadable bankruptcy forms from the Insolvency Service.
In Northern Ireland you can only be declared bankrupt by the High Court in Belfast.
After you have presented the High Court with a bankruptcy petition, and the Court decides that bankruptcy is appropriate, you will be declared bankrupt using a bankruptcy order.
The bankruptcy petition is usually presented either by:
To petition for your own bankruptcy you need two forms, Form 6.30 (debtor's petition) and Form 6.31 (statement of affairs) - both are available to download from the Insolvency Service website.
A bankruptcy order can still be made even if you refuse to acknowledge it. You should therefore co-operate fully once the bankruptcy proceedings have begun.
You do not have to be present at the court when your bankruptcy order is made.
If you live or have lived in Northern Ireland over the past 3 years, a bankruptcy order can be issued against you.
Once the bankruptcy order has been made a bankruptcy notice will be placed in the Belfast Gazette (an official publication) and in the Belfast Telegraph.
Written notice will also be given to a number of other organisations.
Duties of a bankrupt individual and an overview of restrictions that are placed on a person who is declared bankrupt.
When a bankruptcy order has been made against you the Official Receiver for Northern Ireland will be appointed to deal with your bankruptcy. The Official Receiver is a civil servant in the Department for the Economy (DfE) and is an officer of the Court. They will also act as trustee of your estate unless an insolvency practitioner has been appointed.
The Official Receiver will look into your financial affairs before and during your bankruptcy. Details may be reported to the Court and to your creditors. They are also required to report any dishonest or criminal behaviour.
You must comply with any request made by the trustee which may include:
Some restrictions will also be placed on you. You must not:
For more information see bankruptcy restrictions.
You may also have to go to Court and explain why you are in debt. If you do not co-operate, you could be arrested.
During bankruptcy there is a non-payment rule to creditors, with a few exceptions including student loans.
If you are made bankrupt, you must not make payments directly to creditors.
Creditors to whom you owe money when you are made bankrupt should make a claim to the trustee of your bankruptcy estate. The trustee is either the Official Receiver or an insolvency practitioner.
Creditors should not ask you directly for payment. If you receive any requests for payment you should pass them immediately to your trustee to deal with and tell the creditor that you are bankrupt.
There are some exceptions to the non-payment rule. The main ones are payments to:
Any debts you incur after you have been made bankrupt must be paid. You must also pay any continuing commitments such as rent to a landlord if you rent your home.
Bankruptcy can affect your business, including taxes, registrations and employees.
If you are self-employed when you are made bankrupt your business may be closed down and your employees dismissed.
If you are a director in a company, you cannot continue to act in this capacity without permission from the High Court and you will need to resign your position. Find further information on how to tell Companies House about changes to your limited company.
Any business assets will be claimed by the trustee unless they are exempt - see how bankruptcy affects your assets and bank account.
Your employees may be able to make a claim to the National Insurance Fund for any of the following payments:
There is nothing to prevent a bankrupt from being self-employed.
You can start trading again but there are a number of restrictions you must comply with - see bankruptcy restrictions.
You must give the trustee all your accounting records. You will also be responsible for submitting any tax and VAT returns.
Any registration, licence or permission you hold in connection with your business may be affected by your bankruptcy. You should:
If any of these items have a value it may belong to the trustee.
If you are a home owner, bankruptcy can affect your home and it is a possibility that your home will have to be sold.
If you own your home any interest you have in it may have to be sold to pay your debts. The sale may be put off for 12 months after your bankruptcy.
Your spouse, partner, a relative or friend may be able to buy your interest in your home from the trustee. This would prevent the property being sold.
The benefit of any increase in value of your home will go to the trustee to pay your debts, even if it is sold after you have been discharged from bankruptcy.
Until your interest in the home is sold, or the trustee obtains a charging order over it, that interest will continue to belong to the trustee for a certain period, usually 3 years. This includes any increase in its value.
If the trustee cannot, for the time being, sell your home, they may obtain a charging order on your interest if it's worth more than £1,000.
If a charging order is obtained, your interest in the property will be returned to you, but the legal charge over your interest will remain.
After 3 years your home may be returned to you if your trustee has not:
See further information on how bankruptcy can affect your home from the Department for the Economy (DfE).
How bankruptcy affects your income, including income payment orders and income payment agreements.
You may have to make payments towards your bankruptcy debts from your income.
How much you will pay depends upon what you can afford after reasonable domestic needs have been taken into account. This amount will be based on allowable outgoings and expenses determined by the Insolvency Service.
Payments from your income can either be:
There are no fixed guidelines on IPAs or IPOs.
Your trustee may apply to Court for an IPO which requires you to make contributions towards your bankruptcy debts. An IPO will not be made if it would leave you without enough money to live on.
An IPO can:
An IPA is a written agreement between you and your trustee to pay a certain amount towards your bankruptcy debts. The agreement last for a certain period and cannot be longer than 3 years.
How bankruptcy affects your assets and bank account, including disposal of assets, recovering assets, bank accounts and life assurance.
If you are made bankrupt a trustee will take control of all your assets.
You must disclose the following items to the trustee:
The trustee may let you keep these items unless they can be replaced with a suitable alternative.
The trustee will take control of all your other assets. They will dispose of them and use the money to pay your creditors. Some of the money raised may be used to pay the insolvency practitioner's fee if one has been appointed.
The trustee may apply to the High Court for an order restoring property to them if you disposed of it in a way that was unfair to your creditors. For example, if you transferred property to a relative for less than it was worth.
Any property you obtain while you are bankrupt may also be claimed by the trustee.
You must give the trustee your bank cards, cheque books and credit cards. Your accounts will be frozen but the trustee may release:
After the bankruptcy order has been made you may open a new bank account. You should tell the bank that you are bankrupt.
The trustee may claim any interest you have in a life assurance policy. The trustee may be entitled to sell or surrender the policy and collect any proceeds on behalf of your creditors.
If the policy is held in joint names you should contact the trustee to discuss how the policy should be dealt with.
Overview of bankruptcy restrictions that are placed on a person who is declared bankrupt.
If you are made bankrupt you will have certain bankruptcy restrictions placed on you.
During your bankruptcy it is a criminal offence to:
There are some additional restrictions during your bankruptcy including, that you:
If you break any of these restrictions you may be prosecuted and/or the date that your bankruptcy ends may be delayed.
Bankruptcy lasts a maximum of 12 months but there is the option to end bankruptcy early or you may incur a delayed discharge by the Court.
If you comply with your bankruptcy terms, you will be automatically freed from bankruptcy (known as discharged) after a maximum of 12 months from the date of your bankruptcy order.
All restrictions in connection with your bankruptcy will be removed. However, you have a duty to continue to assist your trustee if required.
Discharge is usually automatic and you won't be sent a letter.
To get proof of discharge you can:
The Court may cancel your bankruptcy order and discharge you at any time if:
If you have not carried out your duties as a bankrupt the Official Receiver may apply to the High Court for your discharge to be postponed.
If the High Court agrees, your bankruptcy will only end when the suspension has been lifted.
Credit rating agencies will not be notified of your discharge. You should send them a copy of an official document detailing your discharge.
Bankruptcy deals with your debts on the date when the bankruptcy order is made. If you incur new debts this could result in:
Details the advantages of managing holiday entitlement for workers in your business.
It is beneficial to both your business and your staff if you manage holiday entitlement correctly.
Disagreements over holidays and holiday pay are common if entitlements are not clearly agreed upon and set out in writing. These disagreements could lead to a deterioration in your relationship with your staff and possible complaints to industrial tribunals.
In addition, almost all workers above school leaving age are entitled to statutory paid holiday entitlement, so you should be aware of what this means for your business and manage how it is worked out for each worker.
Effectively managing staff holiday entitlement can bring several business benefits:
Staff who can take regular holidays can feel more valued and become more motivated about their work, which helps them perform more effectively.
Having a break from the workplace ensures staff are less prone to mistakes or accidents and less likely to suffer from stress because they have regular opportunities to rest.
Having an annual leave policy and including paid holiday entitlement in employees' employment contracts ensures the rules and processes are clear to everyone. This will help you to take a consistent approach to annual leave across the business so that employees feel they have been treated fairly.
Having an annual leave policy and appropriate procedures in place also minimises the opportunity for disputes. A worker is more likely to be granted an annual leave request if the appropriate procedure has been followed and they have given you sufficient notice of the leave so you can prepare for the absence.
You should also experience a decrease in sick leave and staff turnover because staff feel more appreciated overall and are less likely to resort to sick leave when they need to take time off work.
Minimum statutory annual leave entitlement, unused holidays, and how to set these arrangements out in writing.
Almost all workers above school leaving age - not just employees but also, for example, agency and casual workers - are entitled to 5.6 weeks of paid holiday per leave year (28 days for a worker working a five or six-day week).
The 5.6 weeks is a minimum holiday entitlement - you can choose to offer more.
You can count any days off for public or bank holidays towards a worker's statutory holiday entitlement - but only as long as you pay them for those days off. See bank and public holiday dates.
Workers below school leaving age must have a two-week break during school holidays. Read more on employing children and young people.
You may decide to have one date when your business' leave year starts or have different start dates for individual workers (or groups of workers).
If you do not have written leave arrangements, a leave year will start on the date a worker's employment begins and on each subsequent anniversary of that date.
The statutory paid holiday entitlement is capped at 28 days.
Although 5.6 weeks would equal 33.6 days for someone working a six-day week (5.6 x 6), because of the cap, staff working a six-day week are only entitled to 28 days' paid holiday. However, that is the minimum statutory allowance. If you wish you can increase the holiday entitlement under an employee's contract of employment.
You must set out an employee's paid holiday entitlement in their written statement of terms and conditions of employment.
This should enable them to work out their entitlement and pay for any untaken holiday if they leave. See the employment contract.
The following types of workers do not have the right to benefit from the minimum paid holiday entitlement:
A worker may wish to carry over unused holidays from the current leave year to the next.
Under European Union (EU) derived law, a worker must take at least 4 weeks holiday per leave year. If they take less than this, they cannot carry it over.
However, in the UK, the statutory entitlement is 5.6 weeks. What a worker may do with the additional 1.6 weeks depends on their employer's arrangements. You can either:
If an employee has an additional contractual entitlement over and above the 5.6 weeks, it again depends on their contract of employment whether or not they can either carry it over or will receive pay in lieu for any of the entitlement that remains untaken.
If you do allow workers to carry over any contractual annual leave entitlement, you can have your own rules on when they must take it. For example, you could state that workers must take the carried-over leave within three months of the start of the next leave year.
Guidance for employers on how to calculate holiday entitlement, calculate holiday pay, and what to do with untaken leave.
A worker's entitlement to paid annual leave starts on the first day of employment and is not subject to a minimum period of employment.
The Regulations permit an employer to operate a holiday accrual system for workers who are in their first year of employment (only). In practice, this means that a new worker will accrue one-twelfth of their annual holiday entitlement each month they are employed. This will apply from the start of each month.
For each week of leave accrued, workers are entitled to one week's normal pay. A week's pay is calculated according to the type of work carried out:
The 12-week reference period should be made up of 12 weeks in which pay was due to the worker. Any week in which no remuneration was payable to the worker should be discounted, as should any weeks where the employee was for any amount of time on sick leave, maternity leave, adoption leave, shared parental leave, parental leave, paternity leave, or parental bereavement leave.
If any weeks are discounted, ie, no pay was received for a particular week, or the worker was on statutory leave as outlined above, earlier weeks should be considered until you get as close to 12 weeks as possible. In these circumstances, the maximum period you can go back is 24 weeks.
If the worker has been employed for less than 12 weeks, holiday pay is based on the number of complete weeks for which the worker has been employed.
To calculate the average hourly rate, you only count the hours where the worker was working and the pay that related to those hours.
Staff should receive the same pay during any holiday period as they would if they were at work. Therefore, when calculating holiday pay for the 4 weeks of paid holiday leave derived from European law, an employer must include payments which are intrinsically linked to the performance of tasks the employee is obliged to carry out under the terms of the contract. This includes commission, bonuses, regularly paid allowances, and payment for additional hours the employee normally and repeatedly works. Other payments, such as overtime payments regularly paid to the employee, should also be included, as should payments for professional or personal status relating to length of service, seniority, or professional qualifications. Employers may decide to extend this calculation to the full 5.6 weeks' statutory paid holiday entitlement, but they do not have to.
However, case law has suggested all paid annual leave should be treated as a composite whole where each day of a holiday a worker takes includes, on a fractional basis, the various elements making up their total holiday entitlement (whether they be contractual or statutory). Employers should take this into account when making holiday payments where they are only applying the law on overtime, commission, allowances, bonuses, etc (as outlined above) to the 4 weeks of holiday derived from European law to ensure underpayments of holiday pay are avoided.
The question of how much pay a worker is due during a period of holiday can be complex and has been the subject of several court judgments. Further information is available from the LRA Workplace Information Service on Tel 03300 555 300.
Calculate holiday entitlement for your employees.
In the UK, the statutory annual leave entitlement is 5.6 weeks. A worker must take at least four weeks' paid holiday per leave year.
What a worker does with the remaining 1.6 weeks depends on their employment contract.
For example, you could allow them to carry those 1.6 weeks into the next leave year or state that all 5.6 weeks must be taken by the end of the leave year.
However, you cannot make a payment in lieu of any days that remain untaken. The only time you can make a payment in lieu of the statutory holiday entitlement is when the contract of employment terminates, and the worker has accrued entitlement to holidays and is unable to take them before they leave.
At the end of a leave year, you may find you have an employee who has some untaken contractual annual leave, ie, annual leave over and above the statutory minimum of 5.6 weeks.
Depending on their employment contract, the employee may be entitled to either carry over the untaken days or receive a payment in lieu of those untaken days.
Workers must receive their statutory holiday pay at the time that leave is taken.
It's, therefore, unlawful not to pay a worker while they are on holiday and pay them an allowance as part of their wages or salary instead - a system known as rolled-up holiday pay.
How to work out statutory paid annual leave for part-time staff, shift workers, casual workers, and others.
There are various ways of working out the holiday entitlement for workers who don't have regular working arrangements or patterns.
Paid holiday entitlement is calculated pro rata for part-time workers.
For example, if a member of staff works three days a week, they are entitled to 16.8 days (5.6 x 3).
It is sometimes easier to calculate holiday entitlement as shifts.
For example, if a member of staff works four 12-hour shifts followed by four days off, the average working week is 3.5 12-hour shifts. So 5.6 weeks' holiday is 5.6 x 3.5 = 19.6 12-hour shifts.
For other shift patterns, it may be easiest to calculate according to the established repeating pattern.
If a member of staff works annualised hours, you need to calculate how many hours a week they work on average over the whole year.
For example, if a member of staff works a total of 1,600 hours a year, or 34.48 hours a week over 46.4 weeks of the year, the holiday entitlement is 5.6 weeks x 34.48 hours a week = 193.09 hours of holiday for the year.
For someone working compressed hours, for example, a 36-hour week over four days instead of five, their annual holiday entitlement is 36 hours x 5.6 weeks = 201.6 hours of holiday for the year.
Rather than taking a day's holiday, they would take the number of hours that they would have otherwise worked on that day (ie for 36 hours worked over four days, they would take nine hours' holiday for each day otherwise worked).
To calculate the average hourly rate, only the hours worked and how much was paid for them should be counted. Take the average rate over the last 12 weeks.
A 'week' usually runs from Sunday to Saturday. Only use another 7-day period (like Thursday to Wednesday) if that's how a worker's pay is calculated.
You can also get further information from the LRA Workplace Information Service on Tel 03300 555 300.
Calculations may result in part days, eg 22.4 days for someone working four days a week. In some cases, it may be easier to work the holidays out in hours.
If this is the case, you could:
Recent case law has determined that workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term time, are entitled to 5.6 weeks of leave each year. This entitlement applies even though there are some weeks in the year when they do not work.
In such instances, holiday pay is calculated by averaging the pay received during the 12 weeks before the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded, and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker, this is compliant with the Part-Time Workers (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
Holiday entitlement for staff on family-related leave.
Employees taking statutory maternity, adoption, paternity, parental leave, and parental bereavement leave will continue to accrue statutory paid holiday and, in many cases, any contractual holiday entitlement. If, by the end of the current holiday year, an employee has been prevented from taking part or all of their holiday leave entitlement due to being on one of these types of statutory leave, they have a right to carry over up to 5.6 weeks untaken statutory holiday leave into the new holiday year.
Employees on maternity or adoption leave continue to accrue both statutory and any contractual paid holiday during both ordinary and additional maternity/adoption leave.
A statutory paid holiday cannot be taken at the same time as maternity/adoption leave. When you are planning for the maternity/adoption leave, you may wish to discuss taking any outstanding holiday and perhaps delay the start of their maternity/adoption leave.
Alternatively, it may be possible for them to take holiday at the end of the maternity/adoption leave period.
If a new holiday year starts, the employee is on maternity/adoption leave and holidays haven't been taken, the employee has a right to carry over up to 5.6 weeks of untaken statutory holiday leave to the new holiday year.
When you are planning, you should be aware that maternity and adoption leave cannot start later than the date of the child's birth or placement for adoption, so an early birth or placement could shorten the amount of annual leave the employee is able to take.
Read more on maternity leave and pay and adoption leave and pay.
Employees continue to accrue their statutory and any contractual paid holiday entitlement while they are on statutory paternity leave.
Read more on paternity leave and pay.
Employees continue to accrue their statutory and any contractual paid holiday entitlement while they are on shared parental leave.
Read more on shared parental leave and pay.
Employees continue to accrue their statutory paid holiday entitlement while they are on parental leave. They will also continue to accrue contractual holiday entitlement if this is provided for in their contract of employment.
See parental leave and time off for dependants.
Employees continue to accrue their statutory paid holiday entitlement while they are on parental bereavement leave. They will also continue to accrue contractual holiday entitlement if this is provided for in their contract of employment.
Including bank and public holidays as part of your workers' statutory paid holiday entitlement.
You do not have to give staff paid time off for bank and public holidays. However, you should set out in a worker's contract:
Note that if you allow a worker time off for bank and public holidays over a significant period of time, it may become an implied term of their contract via custom and practice, ie, the term is not actually written in the contract document but is still part of the contract.
Part-time staff have the same entitlement to leave as full-time workers. Therefore, if full-time staff are given paid leave for bank and public holidays, part-time workers should also receive this benefit on a pro-rata basis.
This can be a problem if most of the bank and public holidays fall on days when a part-time worker doesn't normally work.
A best practice example is as follows:
An employer has both part-time and full-time staff. In a particular year, there are ten bank/public holidays. The full-time staff work a five-day week, Monday to Friday. There are also part-time staff working a two-day week, some on Monday and Tuesday, some on Wednesday and Thursday, and some working varying days.
The employer allows all workers a day off in respect of all bank/public holidays falling on a day they would ordinarily have worked. Furthermore, for those part-time staff working Wednesday and Thursday (or varying days) who would never (or rarely) work on the day a bank/public holiday falls, the employer allows them a pro-rata entitlement of days off in lieu based on the number of days they work, by way of best practice. They, therefore, receive two-fifths of the ten-day entitlement.
This approach ensures that all workers enjoy a share of the benefits received by full-time staff.
Read more on employing part-time workers.
When the Christmas and New Year public holidays fall on a weekend, other weekdays are declared public holidays. These are usually the following Monday and, if necessary, the Tuesday.
If a worker normally works weekends, and Christmas Day, Boxing Day or New Year's Day fall on a weekend, entitlement to time off depends on their employment contract. This may be something that is explicitly agreed upon in the terms of the contract or could have been incorporated through custom and practice.
However, entitlement will not depend on the contract if you are operating on the statutory entitlement of 5.6 weeks.
See bank and public holidays in Northern Ireland.
Dates of bank holidays can be changed or extra holidays declared to celebrate special occasions. For example, there was an extra bank holiday on Monday 8 May 2023 to mark the coronation of His Majesty King Charles III.
A worker's minimum paid annual leave entitlement is 5.6 weeks. There is no statutory time off for bank holidays and public holidays. However, you may choose to include these as part of that worker's entitlement.
Where a worker's contract states they are entitled to the statutory minimum annual leave, an extra bank holiday would not increase their paid holiday entitlement.
However, if a worker had a contract that entitles them to 20 days' annual leave plus all bank and public holidays, they should be entitled to the additional bank holiday as annual leave.
Holiday request procedures, notice periods what to do when workers are sick.
Workers must give you notice that they wish to take leave. You can agree on the notice period with your workers and should set this out in writing.
If there is no agreement in place, they must give notice of at least twice the length of the intended leave period. You must reply within the same length of time as the intended leave.
For example, if the worker gives two days' notice for one day's leave, you must reply within one day. Even if the worker gives sufficient notice, you may still refuse the request - but be as reasonable as you can. You should retain a record of the refusal reason, and act consistently with respect to any refusals, within reason.
You may restrict the taking of leave. Restrictions could:
Examples include:
If you don't have an agreement for taking leave and you want workers to take all or part of their holiday entitlement on certain dates, you must give notice of at least twice as long as the leave period.
Resolve clashes between requests for leave by considering the needs of the business, eg peak season or a quieter period, the individual circumstances, or by setting out clear rules for booking leave. It may be helpful to formalise cover for key staff on annual leave.
If you set restrictions on when holidays can be taken, bear in mind the need to avoid indirect discrimination - read more on how to prevent discrimination and value diversity.
You should also note that it's unlawful to prevent a worker from taking their statutory paid holiday entitlement. Therefore, you may have to allow a worker's annual leave request right at the end of the leave year to ensure that they have taken their full entitlement of 5.6 weeks or 4 weeks where you have agreed carry over.
Workers will also be able to carry over up to 4 weeks of holiday leave where:
A worker continues to accrue their statutory minimum holiday entitlement as normal while absent from work due to sickness. This is regardless of how long the period of sickness lasts.
Depending on the terms of their employment contract, they may also accrue any additional contractual annual leave that they would normally be entitled to.
A worker is entitled to take statutory annual leave while on sick leave.
If the worker chooses to take annual leave while they are on sick leave, but they are not receiving any sick pay, you pay them their normal holiday pay.
A worker is most likely to choose to take annual leave while on sick leave if they are:
A worker can choose to change a period of annual leave during which they are sick to sick leave. This would occur if they either:
Once the worker returns to work, they can then make arrangements to take the annual leave they missed at a later date.
Where a worker is on sick leave instead of annual leave, you should consider asking them for evidence of their sickness in line with your usual sickness absence procedures and in line with any eligibility criteria for statutory sick pay.
For example, to qualify for full pay while sick, you could:
For more information about sick pay, see understanding statutory sick pay.
If a worker is unable to take all their statutory annual leave entitlement within a leave year because of illness, they will be entitled to carry forward up to 4 weeks of the unused statutory entitlement to the next leave year. Holiday leave carried over in this way must be taken by the end of the period of 18 months from the end of the holiday leave year in which the entitlement originally arose.
If you need further advice on sick leave and/or annual leave, you should contact the Labour Relations Agency Workplace Information Service on Tel 03300 555 300.
Calculating holiday pay when workers leave your employment.
When your workers leave a job - even if you have dismissed them without notice for gross misconduct - they must receive pay for any statutory leave they are entitled to in the current leave year but have not taken.
This entitlement is not subject to a minimum period of employment.
You can work out the pay due using the simple formula (A x B) - C, where:
For example, a part-time worker works three days per week. Like all workers, they are entitled to 5.6 weeks of paid annual leave.
They leave a job seven months into the leave year, having taken eight days off. This is the equivalent of 2.66 weeks (8 ÷ 3).
Applying the formula above: 5.6 x (7 ÷ 12) - 2.66 = 0.61 weeks' leave to be paid in lieu.
Note that, if you need to, you should round this figure up to prevent underpayment.
If you pay a worker on a daily basis, you can also work out their outstanding holiday entitlement in days.
For example, a worker working five days per week is entitled to 5.6 weeks per year, the equivalent of 28 days (5.6 x 5).
They leave a job three months into the year, having taken four days off.
Applying the formula above: 28 x (3 ÷ 12) - 4 = 3 days' leave to be paid in lieu.
Note that, if you need to, you should round this figure up to prevent underpayment.
You need to get the worker's signed agreement to make a deduction from the final payment to them for any leave taken over their entitlement.
Holiday pay would usually sit separately from notice entitlement and would be earned up to the date the worker leaves your employment.
However, if a worker leaves employment without giving the correct period of notice, they could be in breach of their employment contract if the contract contains a clause stating what will happen if this occurs eg deductions will be made from earned pay.
If you dismiss a worker, they have the right to be paid for leave accrued during their period of employment, no matter how short it was.
To work out B when using the formula above, you need to know the worker's termination date.
If you dismiss a worker with notice, the termination date is the date the notice period expires.
If you dismiss a worker without notice, the termination date is the date you summarily dismissed the worker.
An employee's written statement of employment particulars should contain information to enable them to calculate their entitlement to accrued holiday pay when they leave.
A worker may wish to take some or all of their outstanding annual leave as part of their notice period. This should be treated the same as for any other holiday request - taking into account your usual procedure for authorising annual leave. Read more on taking holiday - notice periods, restrictions and sickness.
You can also insist by giving appropriate notice, or because it is clearly expressed in the contract of employment, that a worker takes any holiday owed to them as part of their notice period.
If a worker takes part of their paid leave entitlement during their notice period, you may reduce their notice pay by the amount of holiday pay, provided it is in respect of the same leave year.
Follow these tips to help you successfully manage each worker’s holiday entitlement.
The majority of your workers are legally entitled to paid holidays. The following top tips will help you to successfully manage each worker's holiday entitlement.
A worker's statutory paid holiday entitlement starts on the first day of employment and is 5.6 weeks per year (28 days for a worker working a five or six-day week) - see holiday entitlement and statutory holiday pay.
Ensure that you work out holiday entitlement for any staff who don't have regular working arrangements. These can include part-time workers, shift workers, and casual workers - see calculating holiday entitlement for atypical workers.
Set out your employee's paid holiday entitlement in their employment contract to avoid any disagreements - see the employment contract.
You do not have to give staff paid time off for bank or public holidays, but ensure that you include this in your employees' contracts. If you allow a worker time off for bank and public holidays over a significant period of time, be aware that it may become an implied term of their contract, even if it is not written in the contract of employment - see pay and time off on public and bank holidays.
Workers must give you notice if they wish to take leave. You can agree the notice period with them and you should set this out clearly in writing - see taking holiday - notice periods, restrictions, and sickness.
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.
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.