What counts as pay?
In this guide:
- Staff pay
- What counts as pay?
- Issue pay slips to employees
- Statutory payments
- Guarantee pay: employee entitlement
- How to calculate guarantee pay
- Paying the National Minimum Wage and National Living Wage
- Paying workers holiday pay
- Making deductions from a worker's pay
- Direct Earnings Attachments (DEA): making deductions from an employee's salary
- Direct Earnings Attachment (DEA) payment schedule
- Calculate final pay when a worker leaves
What counts as pay?
Understand what counts as pay and what doesn't when paying a worker.
What is included as pay?
The following counts as pay:
- fees
- bonuses and commission
- holiday pay
- statutory payments, eg statutory sick, maternity, paternity, shared parental pay, adoption pay and parental bereavement pay
- overtime
- notice pay
What does not count as pay?
Pay does not include:
- loans to the worker
- refunds for expenses
- redundancy payments
- tips paid directly to the worker
- employer contributions to a pension scheme
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Issue pay slips to employees
Obligations for employers to issue itemised pay statements and penalties for not giving notice of variations in fixed deductions in staff pay.
As an employer, you are legally obliged to give each employee a written itemised pay statement, usually known as a payslip or wage slip. You must issue it at, or before, the time you pay your employee.
This right to receive an itemised pay statement does not apply to:
- people you pay who are not employees, eg freelancers and contractors
- certain other groups, including police and some people who work at sea
Pay slip: what you must include
An itemised pay statement or pay slip must show:
- gross wages or salary before deductions
- any fixed deductions - and the reasons for taking them - or the total figure for fixed deductions when you have provided a separate standing statement of the details
- any variable deductions - and the reasons for taking them
- net wages or salary payable after deductions
- a breakdown of each part-payment - such as part by cheque, part in cash
Standing statements of fixed deductions from pay
A pay statement does not have to include the amount and purpose of every separate fixed deduction every time.
However, if you don't issue a payslip that does this, you must give the employee a standing written statement of fixed deductions at least once every 12 months.
This must state for each item deducted:
- the amount
- the intervals at which the deduction is made
- the purpose or description, eg trade union subscription
You must give the employee this statement at, or before, the time of issuing any pay statement that quotes the total figure of fixed deductions.
Variations in fixed deductions
If there is any change to an employee's fixed deductions, you must give them either:
- notification in writing of the details of the change
- an amended standing statement of fixed deductions, which is then valid for up to 12 months
If a dispute occurs in the workplace between you and your employee, you may wish to seek advice and assistance from the Labour Relations Agency (LRA). The LRA may be able to help with resolving disputes before they escalate into a tribunal claim.
Tribunal claims in relation to pay statements
An employee may complain to an industrial tribunal where you have:
- Failed to give them any kind of pay statement.
- Not included all the required details in an itemised pay statement or standing statement of fixed deductions. As an employer, you can also apply to a tribunal for a decision on what should be included in a pay statement or standing statement.
- Dismissed them for seeking to enforce a right in relation to a pay statement. This right applies regardless of the employee's length of service.
Employees must make their complaint while employed by you or within three months of leaving your employment.
An industrial tribunal cannot deal with a question that is only about the accuracy of an amount in a statement.
Compensation for claims in relation to pay statements
A tribunal may award an employee compensation at its discretion if it finds that you made un-notified deductions of pay, ie deductions that did not appear on a pay statement or a standing statement.
The discretionary amount awarded will not exceed the total of the un-notified deductions during the 13 weeks immediately before the date the employee made their application to the tribunal.
All un-notified deductions enter into this calculation, whether or not they were made in breach of a contract of employment.
Arbitration services
The LRA provides an alternative to the Industrial Tribunal under the Labour Relations Agency 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.
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Statutory payments
Employee entitlement to statutory payments.
An individual may be entitled to a statutory payment if they:
- become a parent, including through adoption
- are off work due to illness
- are laid-off
- to deal with issues related to domestic abuse
To qualify for statutory payments, the individual must be an employed earner, ie someone working for an employer who is liable to pay secondary Class 1 National Insurance contributions on their wages or salary.
Statutory pay for parents
To be eligible for statutory maternity, statutory paternity, statutory adoption, statutory parental bereavement, or shared parental leave and pay, the individual must:
- meet certain qualifying criteria relating to minimum earnings, continuous employment, and - in paternity and adoption cases - their relationship with the child and the biological mother/other adoptive parent
- comply with certain notification rules
Statutory sick pay
Under certain conditions, you may have to pay statutory sick pay to an employee.
This is the minimum level of payment you must make to someone who is off work through illness. Their contract with you may also entitle them to more than this.
New pending legislation - Statutory Safe Leave
The passing into law of the Domestic Abuse (Safe Leave) Act (Northern Ireland 2022 will mean that employers in Northern Ireland will have the duty to offer at least 10 days of paid leave for victims of domestic abuse each leave year for the purposes of dealing with issues related to domestic abuse.
Although the commencement date of the legislation is yet to be confirmed, employers can take steps within their businesses to prepare for it by creating an environment where employees feel safe to disclose that they are experiencing domestic abuse. See workplace policy on domestic and sexual abuse.
Statutory payments: further information
Find out more about qualifying for:
- Maternity leave and pay
- Adoption leave and pay
- Paternity leave and pay
- Statutory sick pay and leave
- Shared parental leave and pay
- Parental Bereavement Leave and Pay
You can also call the HMRC Employer Helpline on Tel 0300 200 3200.
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Guarantee pay: employee entitlement
What guarantee pay is and who is eligible for it.
You may have to pay your employees a guarantee payment if you cannot provide them with employment on a day when they would normally work for you under their contract of employment.
This is to compensate for the loss, through no fault of their own, of what they would have earned in normal circumstances.
Entitlement to guarantee pay
Individuals are entitled to guarantee pay if they meet the following conditions:
- they are an employee, ie they are working under a contract of employment - see employment status
- they are not an excluded employee, as defined below
- they have worked for at least one month's continuing employment up to the day before the one that guarantee payment is being claimed for
- they have normal working hours and are normally required to work in accordance with their contract of employment
- the day they claim for is not a day they were on holiday, were sick, or not required to work under the contract of employment
- they must not have worked at all on what would be a normal working day (a day being the 24-hour period from midnight to midnight)
- the absence of work was not caused by industrial action, involving any of your other employees or employees working for your subsidiary or parent company
- the reason they did not work is because there was a recession in the employer's business or anything else disrupted the normal working of the employer's business, for example, a natural disaster or failing power supply
- they have not unreasonably refused an offer from you of suitable alternative work - this can be work other than what they normally do
- they have complied with any reasonable requirements imposed by you to ensure their services are available
Excluded employees
You do not have to pay guarantee pay to excluded employees. These are:
- masters and crew members involved in share fishing who are paid solely by a share in the profits or gross earnings of a fishing vessel
- members of the police service and armed forces
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How to calculate guarantee pay
How to work out the amount of guarantee pay you must pay your staff and what the exceptions are.
To calculate guarantee pay, multiply the number of hours your employee would normally have worked on the day in question (as stated in their terms and conditions of employment) by their hourly rate.
Statutory guarantee pay is subject to an upper limit of £38 per day. This amount changes every year. Statutory entitlement is limited to five days in any three-month period. This entitlement is reduced pro rata for employees who work fewer than five days a week.
You do not have to pay guarantee pay for voluntary overtime.
Exemptions from the statutory guarantee pay provisions
The Department for the Economy can grant an exemption from the statutory provisions if you have your own collective agreement. For this agreement to be valid, all parties to the agreement must be making the application for exemption, ie you and your employee, and the guarantee payment must be as favourable overall to your employees as the statutory provisions.
The agreement must also provide a complaints procedure that either includes a right to independent arbitration in the event of a deadlock or specifies that your employee may complain to an industrial tribunal - in which case the tribunal would have jurisdiction over the agreement.
The Employment Rights (NI Order) 1996 also provides for an exemption being granted by the Department of Agriculture, Environment & Rural Affairs (DAERA) where there is an Agricultural wages order under which employees to whom the order relates have a right to guaranteed remuneration.
You do not have to pay statutory guarantee pay on top of any contractual entitlement.
Employment protection rights
It is unlawful to dismiss an employee for seeking guarantee pay.
It is also unlawful not to pay guarantee pay to an employee if they are entitled to it.
In both of these cases, the employee can complain to an industrial tribunal.
Arbitration services
The Labour Relations Agency (LRA) provides an alternative to the Industrial Tribunal under the Labour Relations Agency Arbitration Scheme. Under the Arbitration 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.
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Paying the National Minimum Wage and National Living Wage
You must ensure you pay your workers at least the National Minimum Wage or National Living Wage depending on their eligibility.
Most workers who are above compulsory school age must be paid at least the National Minimum Wage or National Living Wage.
The rate you must pay varies depending on the worker's circumstances.
To find out how to calculate a worker's pay for the purpose of comparing it to the appropriate minimum wage rate, see National Minimum Wage and National Living Wage - calculating minimum wage pay.
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Paying workers holiday pay
Employees' entitlement to paid annual leave.
A worker is entitled to take at least 5.6 weeks paid annual leave.
This is equivalent to, for example:
- 28 days for those who work five days a week
- 16.8 days for those who work 3 days a week
Bank and public holidays
The minimum paid annual leave entitlement can include bank and public holidays.
Workers have no statutory right to take a day's leave on any bank or public holiday or to higher rates of pay if they work on such days.
You must set out in an employee's written statement of employment their holiday entitlement, including arrangements for bank and public holidays, and holiday pay.
Carrying over annual leave
Workers must take at least four weeks' annual leave. Any additional leave may be carried over to the following leave year where this is agreed by you and your worker.
Payment in lieu of annual leave
The only time you can make a payment in lieu of any outstanding holiday is when a worker's employment ends.
Rates of holiday pay
The rate of holiday pay is generally the normal rate for the worker. So for those workers who are paid monthly, their annual salary is divided into 12 equal payments and when they take a holiday it has no effect on their pay slip.
Case law has determined that guaranteed and non-guaranteed overtime should be considered when calculating a worker's statutory holiday pay. Further, the Court of Appeal in Northern Ireland determined that where voluntary overtime constitutes part of an employee's 'normal working week' - this also may need to be taken into account when calculating holiday pay.
You only have to work out a special payment where your workers have varying pay rates, such as piece work. In those cases, the holiday pay will be equal to the average rate over the 12 weeks before the holiday.
Any week in which no pay was due should be replaced by the last previous week in which pay was received to bring the total to twelve.
This only applies to the statutory holiday periods. If you offer extra leave over and above the 5.6 weeks (including bank and public holidays) the rate of pay for these can be whatever is agreed with your employees.
Rolled-up holiday pay
It is unlawful not to pay a worker while they are on holiday and instead include an amount for holiday pay in the hourly rate of pay - something known as 'rolled-up holiday pay'.
You must always pay a worker their normal pay while they are actually taking their leave.
No fixed hours
If your workers do casual work with no normal hours, for example, on a zero-hours contract, the holiday pay of each worker will be based on the average pay they got over the previous 12 weeks.
These should be weeks in which they were paid. If they were not paid in one of those 12 weeks, because they did not work, the last paid week before that should be used to calculate their holiday pay.
Term-time or part-year workers
Recent case law has determined workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term-time, are entitled to 5.6 weeks of leave each year. This entitlement applies regardless of the fact that there are some weeks in the year when they do not work.
In such instances holiday pay is calculated by averaging the pay received during the 12 weeks prior to the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker - this is compliant with the Part-Time Workers (Prevention of Less favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
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Making deductions from a worker's pay
Legally required deductions such as National Insurance and income tax.
You must not make deductions from a worker's pay unless:
- they are legally authorised, eg PAYE (Pay As You Earn) income tax, National Insurance contributions, deductions from earnings orders, student loan repayments
- they are allowed by the worker's contract - workers must have a copy of the relevant contractual term or a written explanation before you make the deduction
- they have agreed to the deduction in writing before the deduction was made
You don't always have to meet these conditions, for example, when:
- you make deductions to refund an overpayment of wages or expenses
- the worker is on strike
- the deduction is to satisfy a court order, eg to recover debts
Deductions for child maintenance
The Child Maintenance Service (CMS) of the Department for Communities (DfC) may ask you to make deductions from an employee's pay for child maintenance purposes. They may issue you with a deduction from the earnings order and ask you to establish a regular pattern of payments. See how to make child maintenance deductions from an employee's pay.
Direct Earnings Attachments
You may be asked as an employer to deduct benefit overpayments, including social fund loans, that an employee owes the Department for Communities (DfC) from their pay. Read more on Direct Earnings Attachments: making deductions from an employee's pay.
Deductions from the wages of retail workers
If your workers do retail work, you may make deductions from wages to recover cash shortages or stock deficiencies only if, in addition to meeting the above conditions, you:
- inform the worker, in writing, of the total shortfall you are recovering before you make the deduction
- issue a written demand on a payday for the repayment
- make the deduction - or the first in a series - no sooner than their first payday after telling them of the shortfall or, if you tell them on a payday, not before that day
- do not deduct more than one-tenth of the worker's gross pay on any given payday - you can recover any remaining shortfall on future paydays (note that one-tenth of gross pay does not apply when making the final payment on termination of employment)
- make the first deduction within 12 months of discovering the shortage
You should ensure that any deductions for shortages or stock deficiencies are not made unless you have conducted a thorough investigation to establish that the employee is liable for these. You should also take care when making any deductions not to breach minimum wage, as deductions must not reduce your employee's pay below the current minimum wage rate.
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Direct Earnings Attachments (DEA): making deductions from an employee's salary
The Department for Communities will write to you if you need to make DEA deductions for an employee.
Difficulty repaying a benefit or Welfare Supplementary Payment overpayment, Social Fund, or Discretionary Support Loan?
If your employee is having difficulty repaying their benefit overpayment, Social Fund, or Discretionary Support loan, they should act as soon as possible. Even if they have contacted the Department for Communities (DfC) before, they can get in touch to ask them to consider reducing the amount they repay.
If an employee is struggling financially or knows their repayments are no longer affordable, they can ask for them to be reduced by contacting Debt Management.
Further information is also available on financial support and advice from DfC.
As an employer, you may be asked to make deductions from an employee's pay towards benefit overpayments and Social Fund loans that the employee owes to the Department for Communities (DfC). This method of recovery is known as a Direct Earnings Attachment or DEA.
The DfC Debt Management will write to you with an instruction to set up and maintain a DEA if any of your employees are affected.
How a DEA works
Any instruction you receive from the DfC will state the total amount to be recovered from the employee's salary. It is important to note that this is the total amount owed to the DfC and not a deduction amount which must be calculated as a percentage of net earnings. To operate the DEA, you will need to take the following steps:
- for each salary cycle, calculate how much to deduct from your employee's salary
- check if your employee has other debt orders to pay and if they take priority over a DEA
- advise your employee that money will be deducted from their salary in respect of monies owed to the DfC
- deduct the money from your employee's salary
- pay the money to DfC no later than the 19th day of the month following deduction in your payroll
- continue to make employee deductions and payments to the DfC until the total amount stated in the instruction has been repaid or the DfC tells you to stop
Record keeping for DEA
You must keep a record of deductions and tell the DfC when an employee leaves your company.
You could be fined up to £1,000 if you don't make DEA deductions when requested to.
Download Direct Earnings Attachment employer guidance (PDF, 1.0MB).
Employer help with DEA or payments
You can also call the employer helpline if you have questions about how to run a DEA or pay the DfC:
Employer Helpline
0800 587 1322 (Monday to Friday, 9am to 4pm)
Calculating the DEA deduction
There are two deduction percentage rates which may be used for calculation - Standard Rate and Higher Rate.
The instruction from DfC Debt Management will let you know which of these rates to apply. The rate may change throughout the life of the DEA, from Standard to Higher and vice versa, and you will be notified of this by letter.
To calculate the deductions from your employee's salary, for each salary cycle you'll have to:
- work out the employee's earnings after tax, class 1 National Insurance, and workplace pension contributions (net earnings)
- check if the employee has other debt orders and if they take priority over a DEA
- use the tables below (standard or higher) to establish the appropriate percentage deduction rate
- multiply the net earnings figure by the percentage rate to calculate the DEA amount
Note: if you are calculating a DEA based on a daily rate, you must also multiply the daily rate figure by the number of days in the pay period.
If payments are made every two or four weeks, calculate weekly pay and deduct the percentage in the table.
If the total of all deductions is more than 40% of the employee's net earnings, the DEA must be adjusted.
Deductions from earnings rate
AMOUNT OF NET EARNINGS
(Net earnings are gross pay, less income tax, Class 1 National Insurance, and superannuation contributions)
Deduction from Earnings Rate
(Standard)
Rate to apply (% of net earnings)
Deduction from Earnings Rate
(Higher)
Rate to apply (% of net earnings)
Daily Earnings
Weekly Earnings
Monthly Earnings
Up to £15
Up to £100
Up to £430
Nil
5% Between £15.01 and £23
Between £100.01 and £160
Between £430.01 and £690
3%
6% Between £23.01 and £32
Between £160.01 and £220
Between £690.01 and £950
5%
10% Between £32.01 and £39
Between £220.01 and £270
Between £950.01 and £1,160
7%
14% Between £39.01 and £54
Between £270.01 and £375
Between £1,160.01 and £1,615
11%
22% Between £54.01 and £75
Between £375.01 and £520
Between £1,615.01 and £2,240
15%
30% £75.01 or more
£520.01 or more
£2,240.01 or more
20%
40%
What counts as earnings?
When calculating DEA payments, you should include as earnings:
- wages and salary
- fees
- bonuses
- commission
- overtime pay
- occupational pensions if paid with wages or salary
- compensation payments
- Statutory Sick Pay
- most other payments on top of wages
- pay in lieu of notice
Don't count:
- Statutory Maternity Pay
- Statutory Adoption Pay
- Ordinary or Additional Paternity Pay
- guaranteed minimum pension
- any money that the employee gets from the Government e.g. benefits, pensions or credits
- Statutory Redundancy Pay
- expenses
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Direct Earnings Attachment (DEA) payment schedule
The supporting payment schedule for a DEA that must be completed and issued in order to ensure that the correct payment is allocated to the correct debtor account.
The Department for Communities (DfC) requires that a supporting payment schedule for Direct Earnings Attachment (DEA) be completed and issued in order to ensure that the correct payment is allocated to the correct debtor account. This schedule is only required if you are making one overall payment in respect of several employees. However, if you are making a single DEA payment by cheque, you must send a payment schedule.
For a single DEA payment, please ensure that you include your employee's National Insurance number and not their name.
DfC Debt Management has introduced an email route to receive payment schedules from employers, this is the preferred way for payment schedules to be sent.
DEA payment schedule template
Download the payment schedule template for DEA (XLSX, 82K).
For data security reasons the data required for the email payment schedule is slightly different to that on the paper schedule. By restricting the data recorded on the email payment schedule DfC Debt Management will still have enough information to correctly allocate payments to our customer records, whilst minimising the risk of personal data being fraudulently used should the email fall into the hands of a third party. Schedules do not need to be encrypted before emailing.
The postal route for sending payment schedules remains in place and a schedule template for use when forwarding schedules is available in appendix 2 of the DEA: a guide for employers (PDF, 1.0MB).
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Calculate final pay when a worker leaves
Deductions to make from outstanding pay owed when an employee leaves the business.
When a worker leaves your employment, you must give them:
- any outstanding pay, including overtime
- pay in lieu for any untaken holiday
- bonus payments, if earned
- any statutory sick pay, if they are entitled to it
- pay instead of notice if you do not require them to work their notice period - note that the contract of employment must provide for this, otherwise the employee must agree to it
- redundancy payment, if due
If the worker leaves before or during their statutory maternity or adoption pay period, you must also start paying - or continue to pay - them statutory maternity or adoption pay.
You could also give them:
- a pension refund, depending on the rules of the scheme
- a lump-sum payment as compensation for loss of their job
- an enhanced redundancy payment if you have made them redundant - this might be either contractual or paid on a discretionary, and non-discriminatory, case-by-case basis
What you should deduct from a worker's final pay
You must deduct the following items from what you owe the worker:
- income tax
- relevant National Insurance contributions
You might also need to consider deductions in respect of matters such as:
- money given for season ticket loans
- any other outstanding loans
- amounts to be paid under any car leasing agreements
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Monitoring the work experience placement
In this guide:
- Providing work experience opportunities
- Benefits of work experience
- Work experience opportunities for students still at school
- Work experience opportunities for young people and graduates
- Preparing for the work experience placement
- Ensuring a safe work experience placement
- Work experience activities
- Monitoring the work experience placement
- Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
Benefits of work experience
Benefits of work experience for the employer, young person and society
Work experience is an opportunity to introduce young people to the reality of working life within a willing organisation, to help them secure and sustain employment.
By taking students on work experience, you get an opportunity to engage, inspire and inform young people about what working life is really like.
Benefits for employers
Offering work experience can bring a number of benefits to you as an employer:
- Raise your profile - being known as a business that offers work experience opportunities will raise the profile and appeal of your business and sector.
- Improve staff retention - investing in young people brings commitment and loyalty, which means they are more likely to stay with the business which helps maintain productivity and reduce recruitment costs.
- Grow your own talent - get access to the up and coming talent of the future.
- Develop employees - developing your employees by involving them in the placement and providing potential management opportunities can help employees feel motivated and loyal to the business.
- Get additional help at no cost - as an employer, you do not have to pay students on work experience.
- Achieve new perspective and ideas - young people often bring fresh ideas and approaches which may open up new and emerging markets for the business.
- Gain new understanding of modern learning - increase your understanding of modern learning processes and current educational qualifications.
Benefits for young people and society/industry
There are a number of benefits for young people and for the rest of society and industry:
- Increase in knowledge - work experience can increase students' occupational knowledge and understanding of the skills, attributes and qualifications required.
- Breaking the cycle - many young people find themselves in a situation where they cannot get a job because of lack of experience so taking part in a work placement gives them this valuable experience.
- Improvement in communication skills - work placements help young people to gain experience in working with people, enhancing their social and communication skills.
- Learning about the recruitment process - applying for a placement provides the opportunity to learn about recruitment eg how to apply for a job, prepare for job interviews and building a CV.
- Economic development - work experience contributes to economic development within the local community.
- Improve competitiveness - work experience opportunities can help industry to remain competitive.
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Work experience opportunities for students still at school
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source workplace opportunities.
School Employer Connections and Business in the Community Work Inspiration
Alternatively, you may wish to use one of the following organisations to manage opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers arrange work experience placements for post-primary students.
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.
Schools and colleges
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.
Arranging work experience
Issues to consider when thinking of taking part in work experience include:
- Duration of placement - most schools and colleges prefer a five day block placement, however, some may be open to three or four day placements.
- Age of students - most students go on work experience in year 12 (aged 15-16) and /or year 13 (age 16-17) or year 14 (age 17-18).
- No cost to employer - you do not have to pay students on work experience.
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Work experience opportunities for young people and graduates
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.
Training for Success
Training for Success has been developed by the Department for the Economy so that young people can obtain training and development to progress in the workplace.
Through the programme, you can provide work experience opportunities for school leavers aged 16-17 years (and up to age 22 and 24 for those with extended eligibility).
Read more on Training for Success: providing work experience for young people.
Work Experience Programme
Read full details on the Work Experience Programme: providing short work placements to support unemployed people.
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Preparing for the work experience placement
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person in advance 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:
- where to go on their first day
- who to report to
- start and finish time
- breaks
- lunchtimes
- canteen facilities or alternatives
- dress code (smart/casual can be confusing, so you could provide a few examples)
Placement Plan
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
- welcome and overview of company
- induction - health and safety, confidentiality
- provision of uniform/pass if required
- tour including canteen and toilets
- instruction in the safe use of any equipment including IT equipment
- timetable for the week
- what activities the student will be doing
- details of any projects they may have to complete
- review of placement when completed
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.
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Ensuring a safe work experience placement
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.
Insurance
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:
- you may be required to provide proof of this liability insurance to the school or college
- you may also have to sign an indemnity form which the school or college will provide
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
Health and safety
You are responsible for the student's health and safety while they are on placement with you. Read more on what you need to do about health and safety.
Read HSE guidance on work experience.
Legal constraints
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
- be asked to work outside the hours of 09:00 to 17:00
- be asked to work more than 36.25 hours per week, excluding travel or lunch breaks
- work for more than five days in any consecutive seven day period
- drive, manage, control or move mechanically propelled vehicles
- undertake work experience in a place where they are under the statutory age limit
- work in ways prohibited for under 18s eg on aeroplanes, the airport apron, boats/ships, or portside
- undertake placements working at heights, in confined spaces or with dangerous substances
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
Risk assessment
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.
Child protection
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
- Do you have you a child protection policy or procedure in place?
- Basic child protection training is required if there is a named supervisor with responsibility for trainees.
- Is the named supervisor checked through AccessNI? Read more on AccessNI criminal records checks.
- A Disclosure and Barring Service (DBS) check is required if the employee's specific job purpose includes looking after under 16 work experience students. Read more about the Disclosure and Barring Service.
- As part of the risk assessment with regards to the placement, have you considered the location, travel and access to confidential material?
- Instructions and guidance should be given to all employees in relation to bullying, inappropriate behaviour, language, including horseplay. Read more on bullying and harassment.
- The need for one-to-one work with a single adult should be avoided wherever possible.
Developed withActionsAlso on this siteContent category
Source URL
/content/ensuring-safe-work-experience-placement
Links
Work experience activities
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:
- offer them a project to work on during the placement
- identify some work shadowing or team working opportunities
- assign a task for them to work on which is supervised but with scope to use their own ideas and creativity
- some administrative tasks such as answering telephones, sending emails, minute taking or filing
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-activities
Links
Monitoring the work experience placement
You can monitor the work experience placement by ensuring a member of staff is identified to support the student
A member of staff should be identified as a Placement Supervisor to support, supervise and mentor the student during their work experience.
This person will also be the first point of contact for the school or college during the placement.
The Placement Supervisor should:
- create a placement plan for the student
- contact the student prior to placement and let them know where to go on their first day
- welcome the student and carry out their induction to the company
- ensure the student is treated as a young adult who is making a valuable contribution to the team
- be approachable and offer positive feedback
- be the first point of contact for the student in any instances of absence
- encourage the student to reflect on what they have learned on a daily basis and how these new skills could enhance their CV
- where possible, meet with the student at the start and end of each day
- liaise with the school or college before, during and after the placement
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.
Review meeting
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:
- the student's achievements
- lessons learned
- how the experience relates to their education and career plans
- if there are there any positions coming up the company they may be interested in
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.
Feedback
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/monitoring-work-experience-placement
Links
Providing work experience opportunities
Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
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.
Also on this siteCase StudyIan HumphreysContent category
Source URL
/content/providing-work-experience-opportunities-keep-northern-ireland-beautiful-video
Links
Work experience activities
In this guide:
- Providing work experience opportunities
- Benefits of work experience
- Work experience opportunities for students still at school
- Work experience opportunities for young people and graduates
- Preparing for the work experience placement
- Ensuring a safe work experience placement
- Work experience activities
- Monitoring the work experience placement
- Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
Benefits of work experience
Benefits of work experience for the employer, young person and society
Work experience is an opportunity to introduce young people to the reality of working life within a willing organisation, to help them secure and sustain employment.
By taking students on work experience, you get an opportunity to engage, inspire and inform young people about what working life is really like.
Benefits for employers
Offering work experience can bring a number of benefits to you as an employer:
- Raise your profile - being known as a business that offers work experience opportunities will raise the profile and appeal of your business and sector.
- Improve staff retention - investing in young people brings commitment and loyalty, which means they are more likely to stay with the business which helps maintain productivity and reduce recruitment costs.
- Grow your own talent - get access to the up and coming talent of the future.
- Develop employees - developing your employees by involving them in the placement and providing potential management opportunities can help employees feel motivated and loyal to the business.
- Get additional help at no cost - as an employer, you do not have to pay students on work experience.
- Achieve new perspective and ideas - young people often bring fresh ideas and approaches which may open up new and emerging markets for the business.
- Gain new understanding of modern learning - increase your understanding of modern learning processes and current educational qualifications.
Benefits for young people and society/industry
There are a number of benefits for young people and for the rest of society and industry:
- Increase in knowledge - work experience can increase students' occupational knowledge and understanding of the skills, attributes and qualifications required.
- Breaking the cycle - many young people find themselves in a situation where they cannot get a job because of lack of experience so taking part in a work placement gives them this valuable experience.
- Improvement in communication skills - work placements help young people to gain experience in working with people, enhancing their social and communication skills.
- Learning about the recruitment process - applying for a placement provides the opportunity to learn about recruitment eg how to apply for a job, prepare for job interviews and building a CV.
- Economic development - work experience contributes to economic development within the local community.
- Improve competitiveness - work experience opportunities can help industry to remain competitive.
Developed withActionsAlso on this siteContent category
Source URL
/content/benefits-work-experience
Links
Work experience opportunities for students still at school
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source workplace opportunities.
School Employer Connections and Business in the Community Work Inspiration
Alternatively, you may wish to use one of the following organisations to manage opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers arrange work experience placements for post-primary students.
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.
Schools and colleges
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.
Arranging work experience
Issues to consider when thinking of taking part in work experience include:
- Duration of placement - most schools and colleges prefer a five day block placement, however, some may be open to three or four day placements.
- Age of students - most students go on work experience in year 12 (aged 15-16) and /or year 13 (age 16-17) or year 14 (age 17-18).
- No cost to employer - you do not have to pay students on work experience.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-opportunities-students-still-school
Links
Work experience opportunities for young people and graduates
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.
Training for Success
Training for Success has been developed by the Department for the Economy so that young people can obtain training and development to progress in the workplace.
Through the programme, you can provide work experience opportunities for school leavers aged 16-17 years (and up to age 22 and 24 for those with extended eligibility).
Read more on Training for Success: providing work experience for young people.
Work Experience Programme
Read full details on the Work Experience Programme: providing short work placements to support unemployed people.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-opportunities-young-people-and-graduates
Links
Preparing for the work experience placement
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person in advance 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:
- where to go on their first day
- who to report to
- start and finish time
- breaks
- lunchtimes
- canteen facilities or alternatives
- dress code (smart/casual can be confusing, so you could provide a few examples)
Placement Plan
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
- welcome and overview of company
- induction - health and safety, confidentiality
- provision of uniform/pass if required
- tour including canteen and toilets
- instruction in the safe use of any equipment including IT equipment
- timetable for the week
- what activities the student will be doing
- details of any projects they may have to complete
- review of placement when completed
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/preparing-work-experience-placement
Links
Ensuring a safe work experience placement
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.
Insurance
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:
- you may be required to provide proof of this liability insurance to the school or college
- you may also have to sign an indemnity form which the school or college will provide
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
Health and safety
You are responsible for the student's health and safety while they are on placement with you. Read more on what you need to do about health and safety.
Read HSE guidance on work experience.
Legal constraints
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
- be asked to work outside the hours of 09:00 to 17:00
- be asked to work more than 36.25 hours per week, excluding travel or lunch breaks
- work for more than five days in any consecutive seven day period
- drive, manage, control or move mechanically propelled vehicles
- undertake work experience in a place where they are under the statutory age limit
- work in ways prohibited for under 18s eg on aeroplanes, the airport apron, boats/ships, or portside
- undertake placements working at heights, in confined spaces or with dangerous substances
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
Risk assessment
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.
Child protection
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
- Do you have you a child protection policy or procedure in place?
- Basic child protection training is required if there is a named supervisor with responsibility for trainees.
- Is the named supervisor checked through AccessNI? Read more on AccessNI criminal records checks.
- A Disclosure and Barring Service (DBS) check is required if the employee's specific job purpose includes looking after under 16 work experience students. Read more about the Disclosure and Barring Service.
- As part of the risk assessment with regards to the placement, have you considered the location, travel and access to confidential material?
- Instructions and guidance should be given to all employees in relation to bullying, inappropriate behaviour, language, including horseplay. Read more on bullying and harassment.
- The need for one-to-one work with a single adult should be avoided wherever possible.
Developed withActionsAlso on this siteContent category
Source URL
/content/ensuring-safe-work-experience-placement
Links
Work experience activities
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:
- offer them a project to work on during the placement
- identify some work shadowing or team working opportunities
- assign a task for them to work on which is supervised but with scope to use their own ideas and creativity
- some administrative tasks such as answering telephones, sending emails, minute taking or filing
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-activities
Links
Monitoring the work experience placement
You can monitor the work experience placement by ensuring a member of staff is identified to support the student
A member of staff should be identified as a Placement Supervisor to support, supervise and mentor the student during their work experience.
This person will also be the first point of contact for the school or college during the placement.
The Placement Supervisor should:
- create a placement plan for the student
- contact the student prior to placement and let them know where to go on their first day
- welcome the student and carry out their induction to the company
- ensure the student is treated as a young adult who is making a valuable contribution to the team
- be approachable and offer positive feedback
- be the first point of contact for the student in any instances of absence
- encourage the student to reflect on what they have learned on a daily basis and how these new skills could enhance their CV
- where possible, meet with the student at the start and end of each day
- liaise with the school or college before, during and after the placement
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.
Review meeting
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:
- the student's achievements
- lessons learned
- how the experience relates to their education and career plans
- if there are there any positions coming up the company they may be interested in
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.
Feedback
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/monitoring-work-experience-placement
Links
Providing work experience opportunities
Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
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.
Also on this siteCase StudyIan HumphreysContent category
Source URL
/content/providing-work-experience-opportunities-keep-northern-ireland-beautiful-video
Links
Preparing for the work experience placement
In this guide:
- Providing work experience opportunities
- Benefits of work experience
- Work experience opportunities for students still at school
- Work experience opportunities for young people and graduates
- Preparing for the work experience placement
- Ensuring a safe work experience placement
- Work experience activities
- Monitoring the work experience placement
- Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
Benefits of work experience
Benefits of work experience for the employer, young person and society
Work experience is an opportunity to introduce young people to the reality of working life within a willing organisation, to help them secure and sustain employment.
By taking students on work experience, you get an opportunity to engage, inspire and inform young people about what working life is really like.
Benefits for employers
Offering work experience can bring a number of benefits to you as an employer:
- Raise your profile - being known as a business that offers work experience opportunities will raise the profile and appeal of your business and sector.
- Improve staff retention - investing in young people brings commitment and loyalty, which means they are more likely to stay with the business which helps maintain productivity and reduce recruitment costs.
- Grow your own talent - get access to the up and coming talent of the future.
- Develop employees - developing your employees by involving them in the placement and providing potential management opportunities can help employees feel motivated and loyal to the business.
- Get additional help at no cost - as an employer, you do not have to pay students on work experience.
- Achieve new perspective and ideas - young people often bring fresh ideas and approaches which may open up new and emerging markets for the business.
- Gain new understanding of modern learning - increase your understanding of modern learning processes and current educational qualifications.
Benefits for young people and society/industry
There are a number of benefits for young people and for the rest of society and industry:
- Increase in knowledge - work experience can increase students' occupational knowledge and understanding of the skills, attributes and qualifications required.
- Breaking the cycle - many young people find themselves in a situation where they cannot get a job because of lack of experience so taking part in a work placement gives them this valuable experience.
- Improvement in communication skills - work placements help young people to gain experience in working with people, enhancing their social and communication skills.
- Learning about the recruitment process - applying for a placement provides the opportunity to learn about recruitment eg how to apply for a job, prepare for job interviews and building a CV.
- Economic development - work experience contributes to economic development within the local community.
- Improve competitiveness - work experience opportunities can help industry to remain competitive.
Developed withActionsAlso on this siteContent category
Source URL
/content/benefits-work-experience
Links
Work experience opportunities for students still at school
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source workplace opportunities.
School Employer Connections and Business in the Community Work Inspiration
Alternatively, you may wish to use one of the following organisations to manage opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers arrange work experience placements for post-primary students.
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.
Schools and colleges
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.
Arranging work experience
Issues to consider when thinking of taking part in work experience include:
- Duration of placement - most schools and colleges prefer a five day block placement, however, some may be open to three or four day placements.
- Age of students - most students go on work experience in year 12 (aged 15-16) and /or year 13 (age 16-17) or year 14 (age 17-18).
- No cost to employer - you do not have to pay students on work experience.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-opportunities-students-still-school
Links
Work experience opportunities for young people and graduates
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.
Training for Success
Training for Success has been developed by the Department for the Economy so that young people can obtain training and development to progress in the workplace.
Through the programme, you can provide work experience opportunities for school leavers aged 16-17 years (and up to age 22 and 24 for those with extended eligibility).
Read more on Training for Success: providing work experience for young people.
Work Experience Programme
Read full details on the Work Experience Programme: providing short work placements to support unemployed people.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-opportunities-young-people-and-graduates
Links
Preparing for the work experience placement
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person in advance 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:
- where to go on their first day
- who to report to
- start and finish time
- breaks
- lunchtimes
- canteen facilities or alternatives
- dress code (smart/casual can be confusing, so you could provide a few examples)
Placement Plan
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
- welcome and overview of company
- induction - health and safety, confidentiality
- provision of uniform/pass if required
- tour including canteen and toilets
- instruction in the safe use of any equipment including IT equipment
- timetable for the week
- what activities the student will be doing
- details of any projects they may have to complete
- review of placement when completed
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/preparing-work-experience-placement
Links
Ensuring a safe work experience placement
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.
Insurance
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:
- you may be required to provide proof of this liability insurance to the school or college
- you may also have to sign an indemnity form which the school or college will provide
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
Health and safety
You are responsible for the student's health and safety while they are on placement with you. Read more on what you need to do about health and safety.
Read HSE guidance on work experience.
Legal constraints
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
- be asked to work outside the hours of 09:00 to 17:00
- be asked to work more than 36.25 hours per week, excluding travel or lunch breaks
- work for more than five days in any consecutive seven day period
- drive, manage, control or move mechanically propelled vehicles
- undertake work experience in a place where they are under the statutory age limit
- work in ways prohibited for under 18s eg on aeroplanes, the airport apron, boats/ships, or portside
- undertake placements working at heights, in confined spaces or with dangerous substances
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
Risk assessment
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.
Child protection
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
- Do you have you a child protection policy or procedure in place?
- Basic child protection training is required if there is a named supervisor with responsibility for trainees.
- Is the named supervisor checked through AccessNI? Read more on AccessNI criminal records checks.
- A Disclosure and Barring Service (DBS) check is required if the employee's specific job purpose includes looking after under 16 work experience students. Read more about the Disclosure and Barring Service.
- As part of the risk assessment with regards to the placement, have you considered the location, travel and access to confidential material?
- Instructions and guidance should be given to all employees in relation to bullying, inappropriate behaviour, language, including horseplay. Read more on bullying and harassment.
- The need for one-to-one work with a single adult should be avoided wherever possible.
Developed withActionsAlso on this siteContent category
Source URL
/content/ensuring-safe-work-experience-placement
Links
Work experience activities
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:
- offer them a project to work on during the placement
- identify some work shadowing or team working opportunities
- assign a task for them to work on which is supervised but with scope to use their own ideas and creativity
- some administrative tasks such as answering telephones, sending emails, minute taking or filing
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-activities
Links
Monitoring the work experience placement
You can monitor the work experience placement by ensuring a member of staff is identified to support the student
A member of staff should be identified as a Placement Supervisor to support, supervise and mentor the student during their work experience.
This person will also be the first point of contact for the school or college during the placement.
The Placement Supervisor should:
- create a placement plan for the student
- contact the student prior to placement and let them know where to go on their first day
- welcome the student and carry out their induction to the company
- ensure the student is treated as a young adult who is making a valuable contribution to the team
- be approachable and offer positive feedback
- be the first point of contact for the student in any instances of absence
- encourage the student to reflect on what they have learned on a daily basis and how these new skills could enhance their CV
- where possible, meet with the student at the start and end of each day
- liaise with the school or college before, during and after the placement
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.
Review meeting
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:
- the student's achievements
- lessons learned
- how the experience relates to their education and career plans
- if there are there any positions coming up the company they may be interested in
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.
Feedback
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/monitoring-work-experience-placement
Links
Providing work experience opportunities
Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
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.
Also on this siteCase StudyIan HumphreysContent category
Source URL
/content/providing-work-experience-opportunities-keep-northern-ireland-beautiful-video
Links
Ensuring a safe work experience placement
In this guide:
- Providing work experience opportunities
- Benefits of work experience
- Work experience opportunities for students still at school
- Work experience opportunities for young people and graduates
- Preparing for the work experience placement
- Ensuring a safe work experience placement
- Work experience activities
- Monitoring the work experience placement
- Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
Benefits of work experience
Benefits of work experience for the employer, young person and society
Work experience is an opportunity to introduce young people to the reality of working life within a willing organisation, to help them secure and sustain employment.
By taking students on work experience, you get an opportunity to engage, inspire and inform young people about what working life is really like.
Benefits for employers
Offering work experience can bring a number of benefits to you as an employer:
- Raise your profile - being known as a business that offers work experience opportunities will raise the profile and appeal of your business and sector.
- Improve staff retention - investing in young people brings commitment and loyalty, which means they are more likely to stay with the business which helps maintain productivity and reduce recruitment costs.
- Grow your own talent - get access to the up and coming talent of the future.
- Develop employees - developing your employees by involving them in the placement and providing potential management opportunities can help employees feel motivated and loyal to the business.
- Get additional help at no cost - as an employer, you do not have to pay students on work experience.
- Achieve new perspective and ideas - young people often bring fresh ideas and approaches which may open up new and emerging markets for the business.
- Gain new understanding of modern learning - increase your understanding of modern learning processes and current educational qualifications.
Benefits for young people and society/industry
There are a number of benefits for young people and for the rest of society and industry:
- Increase in knowledge - work experience can increase students' occupational knowledge and understanding of the skills, attributes and qualifications required.
- Breaking the cycle - many young people find themselves in a situation where they cannot get a job because of lack of experience so taking part in a work placement gives them this valuable experience.
- Improvement in communication skills - work placements help young people to gain experience in working with people, enhancing their social and communication skills.
- Learning about the recruitment process - applying for a placement provides the opportunity to learn about recruitment eg how to apply for a job, prepare for job interviews and building a CV.
- Economic development - work experience contributes to economic development within the local community.
- Improve competitiveness - work experience opportunities can help industry to remain competitive.
Developed withActionsAlso on this siteContent category
Source URL
/content/benefits-work-experience
Links
Work experience opportunities for students still at school
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source workplace opportunities.
School Employer Connections and Business in the Community Work Inspiration
Alternatively, you may wish to use one of the following organisations to manage opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers arrange work experience placements for post-primary students.
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.
Schools and colleges
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.
Arranging work experience
Issues to consider when thinking of taking part in work experience include:
- Duration of placement - most schools and colleges prefer a five day block placement, however, some may be open to three or four day placements.
- Age of students - most students go on work experience in year 12 (aged 15-16) and /or year 13 (age 16-17) or year 14 (age 17-18).
- No cost to employer - you do not have to pay students on work experience.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-opportunities-students-still-school
Links
Work experience opportunities for young people and graduates
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.
Training for Success
Training for Success has been developed by the Department for the Economy so that young people can obtain training and development to progress in the workplace.
Through the programme, you can provide work experience opportunities for school leavers aged 16-17 years (and up to age 22 and 24 for those with extended eligibility).
Read more on Training for Success: providing work experience for young people.
Work Experience Programme
Read full details on the Work Experience Programme: providing short work placements to support unemployed people.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-opportunities-young-people-and-graduates
Links
Preparing for the work experience placement
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person in advance 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:
- where to go on their first day
- who to report to
- start and finish time
- breaks
- lunchtimes
- canteen facilities or alternatives
- dress code (smart/casual can be confusing, so you could provide a few examples)
Placement Plan
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
- welcome and overview of company
- induction - health and safety, confidentiality
- provision of uniform/pass if required
- tour including canteen and toilets
- instruction in the safe use of any equipment including IT equipment
- timetable for the week
- what activities the student will be doing
- details of any projects they may have to complete
- review of placement when completed
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/preparing-work-experience-placement
Links
Ensuring a safe work experience placement
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.
Insurance
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:
- you may be required to provide proof of this liability insurance to the school or college
- you may also have to sign an indemnity form which the school or college will provide
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
Health and safety
You are responsible for the student's health and safety while they are on placement with you. Read more on what you need to do about health and safety.
Read HSE guidance on work experience.
Legal constraints
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
- be asked to work outside the hours of 09:00 to 17:00
- be asked to work more than 36.25 hours per week, excluding travel or lunch breaks
- work for more than five days in any consecutive seven day period
- drive, manage, control or move mechanically propelled vehicles
- undertake work experience in a place where they are under the statutory age limit
- work in ways prohibited for under 18s eg on aeroplanes, the airport apron, boats/ships, or portside
- undertake placements working at heights, in confined spaces or with dangerous substances
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
Risk assessment
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.
Child protection
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
- Do you have you a child protection policy or procedure in place?
- Basic child protection training is required if there is a named supervisor with responsibility for trainees.
- Is the named supervisor checked through AccessNI? Read more on AccessNI criminal records checks.
- A Disclosure and Barring Service (DBS) check is required if the employee's specific job purpose includes looking after under 16 work experience students. Read more about the Disclosure and Barring Service.
- As part of the risk assessment with regards to the placement, have you considered the location, travel and access to confidential material?
- Instructions and guidance should be given to all employees in relation to bullying, inappropriate behaviour, language, including horseplay. Read more on bullying and harassment.
- The need for one-to-one work with a single adult should be avoided wherever possible.
Developed withActionsAlso on this siteContent category
Source URL
/content/ensuring-safe-work-experience-placement
Links
Work experience activities
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:
- offer them a project to work on during the placement
- identify some work shadowing or team working opportunities
- assign a task for them to work on which is supervised but with scope to use their own ideas and creativity
- some administrative tasks such as answering telephones, sending emails, minute taking or filing
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-activities
Links
Monitoring the work experience placement
You can monitor the work experience placement by ensuring a member of staff is identified to support the student
A member of staff should be identified as a Placement Supervisor to support, supervise and mentor the student during their work experience.
This person will also be the first point of contact for the school or college during the placement.
The Placement Supervisor should:
- create a placement plan for the student
- contact the student prior to placement and let them know where to go on their first day
- welcome the student and carry out their induction to the company
- ensure the student is treated as a young adult who is making a valuable contribution to the team
- be approachable and offer positive feedback
- be the first point of contact for the student in any instances of absence
- encourage the student to reflect on what they have learned on a daily basis and how these new skills could enhance their CV
- where possible, meet with the student at the start and end of each day
- liaise with the school or college before, during and after the placement
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.
Review meeting
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:
- the student's achievements
- lessons learned
- how the experience relates to their education and career plans
- if there are there any positions coming up the company they may be interested in
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.
Feedback
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/monitoring-work-experience-placement
Links
Providing work experience opportunities
Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
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.
Also on this siteCase StudyIan HumphreysContent category
Source URL
/content/providing-work-experience-opportunities-keep-northern-ireland-beautiful-video
Links
Work experience opportunities for students still at school
In this guide:
- Providing work experience opportunities
- Benefits of work experience
- Work experience opportunities for students still at school
- Work experience opportunities for young people and graduates
- Preparing for the work experience placement
- Ensuring a safe work experience placement
- Work experience activities
- Monitoring the work experience placement
- Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
Benefits of work experience
Benefits of work experience for the employer, young person and society
Work experience is an opportunity to introduce young people to the reality of working life within a willing organisation, to help them secure and sustain employment.
By taking students on work experience, you get an opportunity to engage, inspire and inform young people about what working life is really like.
Benefits for employers
Offering work experience can bring a number of benefits to you as an employer:
- Raise your profile - being known as a business that offers work experience opportunities will raise the profile and appeal of your business and sector.
- Improve staff retention - investing in young people brings commitment and loyalty, which means they are more likely to stay with the business which helps maintain productivity and reduce recruitment costs.
- Grow your own talent - get access to the up and coming talent of the future.
- Develop employees - developing your employees by involving them in the placement and providing potential management opportunities can help employees feel motivated and loyal to the business.
- Get additional help at no cost - as an employer, you do not have to pay students on work experience.
- Achieve new perspective and ideas - young people often bring fresh ideas and approaches which may open up new and emerging markets for the business.
- Gain new understanding of modern learning - increase your understanding of modern learning processes and current educational qualifications.
Benefits for young people and society/industry
There are a number of benefits for young people and for the rest of society and industry:
- Increase in knowledge - work experience can increase students' occupational knowledge and understanding of the skills, attributes and qualifications required.
- Breaking the cycle - many young people find themselves in a situation where they cannot get a job because of lack of experience so taking part in a work placement gives them this valuable experience.
- Improvement in communication skills - work placements help young people to gain experience in working with people, enhancing their social and communication skills.
- Learning about the recruitment process - applying for a placement provides the opportunity to learn about recruitment eg how to apply for a job, prepare for job interviews and building a CV.
- Economic development - work experience contributes to economic development within the local community.
- Improve competitiveness - work experience opportunities can help industry to remain competitive.
Developed withActionsAlso on this siteContent category
Source URL
/content/benefits-work-experience
Links
Work experience opportunities for students still at school
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source workplace opportunities.
School Employer Connections and Business in the Community Work Inspiration
Alternatively, you may wish to use one of the following organisations to manage opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers arrange work experience placements for post-primary students.
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.
Schools and colleges
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.
Arranging work experience
Issues to consider when thinking of taking part in work experience include:
- Duration of placement - most schools and colleges prefer a five day block placement, however, some may be open to three or four day placements.
- Age of students - most students go on work experience in year 12 (aged 15-16) and /or year 13 (age 16-17) or year 14 (age 17-18).
- No cost to employer - you do not have to pay students on work experience.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-opportunities-students-still-school
Links
Work experience opportunities for young people and graduates
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.
Training for Success
Training for Success has been developed by the Department for the Economy so that young people can obtain training and development to progress in the workplace.
Through the programme, you can provide work experience opportunities for school leavers aged 16-17 years (and up to age 22 and 24 for those with extended eligibility).
Read more on Training for Success: providing work experience for young people.
Work Experience Programme
Read full details on the Work Experience Programme: providing short work placements to support unemployed people.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-opportunities-young-people-and-graduates
Links
Preparing for the work experience placement
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person in advance 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:
- where to go on their first day
- who to report to
- start and finish time
- breaks
- lunchtimes
- canteen facilities or alternatives
- dress code (smart/casual can be confusing, so you could provide a few examples)
Placement Plan
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
- welcome and overview of company
- induction - health and safety, confidentiality
- provision of uniform/pass if required
- tour including canteen and toilets
- instruction in the safe use of any equipment including IT equipment
- timetable for the week
- what activities the student will be doing
- details of any projects they may have to complete
- review of placement when completed
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/preparing-work-experience-placement
Links
Ensuring a safe work experience placement
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.
Insurance
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:
- you may be required to provide proof of this liability insurance to the school or college
- you may also have to sign an indemnity form which the school or college will provide
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
Health and safety
You are responsible for the student's health and safety while they are on placement with you. Read more on what you need to do about health and safety.
Read HSE guidance on work experience.
Legal constraints
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
- be asked to work outside the hours of 09:00 to 17:00
- be asked to work more than 36.25 hours per week, excluding travel or lunch breaks
- work for more than five days in any consecutive seven day period
- drive, manage, control or move mechanically propelled vehicles
- undertake work experience in a place where they are under the statutory age limit
- work in ways prohibited for under 18s eg on aeroplanes, the airport apron, boats/ships, or portside
- undertake placements working at heights, in confined spaces or with dangerous substances
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
Risk assessment
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.
Child protection
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
- Do you have you a child protection policy or procedure in place?
- Basic child protection training is required if there is a named supervisor with responsibility for trainees.
- Is the named supervisor checked through AccessNI? Read more on AccessNI criminal records checks.
- A Disclosure and Barring Service (DBS) check is required if the employee's specific job purpose includes looking after under 16 work experience students. Read more about the Disclosure and Barring Service.
- As part of the risk assessment with regards to the placement, have you considered the location, travel and access to confidential material?
- Instructions and guidance should be given to all employees in relation to bullying, inappropriate behaviour, language, including horseplay. Read more on bullying and harassment.
- The need for one-to-one work with a single adult should be avoided wherever possible.
Developed withActionsAlso on this siteContent category
Source URL
/content/ensuring-safe-work-experience-placement
Links
Work experience activities
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:
- offer them a project to work on during the placement
- identify some work shadowing or team working opportunities
- assign a task for them to work on which is supervised but with scope to use their own ideas and creativity
- some administrative tasks such as answering telephones, sending emails, minute taking or filing
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-activities
Links
Monitoring the work experience placement
You can monitor the work experience placement by ensuring a member of staff is identified to support the student
A member of staff should be identified as a Placement Supervisor to support, supervise and mentor the student during their work experience.
This person will also be the first point of contact for the school or college during the placement.
The Placement Supervisor should:
- create a placement plan for the student
- contact the student prior to placement and let them know where to go on their first day
- welcome the student and carry out their induction to the company
- ensure the student is treated as a young adult who is making a valuable contribution to the team
- be approachable and offer positive feedback
- be the first point of contact for the student in any instances of absence
- encourage the student to reflect on what they have learned on a daily basis and how these new skills could enhance their CV
- where possible, meet with the student at the start and end of each day
- liaise with the school or college before, during and after the placement
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.
Review meeting
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:
- the student's achievements
- lessons learned
- how the experience relates to their education and career plans
- if there are there any positions coming up the company they may be interested in
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.
Feedback
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/monitoring-work-experience-placement
Links
Providing work experience opportunities
Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
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.
Also on this siteCase StudyIan HumphreysContent category
Source URL
/content/providing-work-experience-opportunities-keep-northern-ireland-beautiful-video
Links
Benefits of work experience
In this guide:
- Providing work experience opportunities
- Benefits of work experience
- Work experience opportunities for students still at school
- Work experience opportunities for young people and graduates
- Preparing for the work experience placement
- Ensuring a safe work experience placement
- Work experience activities
- Monitoring the work experience placement
- Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
Benefits of work experience
Benefits of work experience for the employer, young person and society
Work experience is an opportunity to introduce young people to the reality of working life within a willing organisation, to help them secure and sustain employment.
By taking students on work experience, you get an opportunity to engage, inspire and inform young people about what working life is really like.
Benefits for employers
Offering work experience can bring a number of benefits to you as an employer:
- Raise your profile - being known as a business that offers work experience opportunities will raise the profile and appeal of your business and sector.
- Improve staff retention - investing in young people brings commitment and loyalty, which means they are more likely to stay with the business which helps maintain productivity and reduce recruitment costs.
- Grow your own talent - get access to the up and coming talent of the future.
- Develop employees - developing your employees by involving them in the placement and providing potential management opportunities can help employees feel motivated and loyal to the business.
- Get additional help at no cost - as an employer, you do not have to pay students on work experience.
- Achieve new perspective and ideas - young people often bring fresh ideas and approaches which may open up new and emerging markets for the business.
- Gain new understanding of modern learning - increase your understanding of modern learning processes and current educational qualifications.
Benefits for young people and society/industry
There are a number of benefits for young people and for the rest of society and industry:
- Increase in knowledge - work experience can increase students' occupational knowledge and understanding of the skills, attributes and qualifications required.
- Breaking the cycle - many young people find themselves in a situation where they cannot get a job because of lack of experience so taking part in a work placement gives them this valuable experience.
- Improvement in communication skills - work placements help young people to gain experience in working with people, enhancing their social and communication skills.
- Learning about the recruitment process - applying for a placement provides the opportunity to learn about recruitment eg how to apply for a job, prepare for job interviews and building a CV.
- Economic development - work experience contributes to economic development within the local community.
- Improve competitiveness - work experience opportunities can help industry to remain competitive.
Developed withActionsAlso on this siteContent category
Source URL
/content/benefits-work-experience
Links
Work experience opportunities for students still at school
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source workplace opportunities.
School Employer Connections and Business in the Community Work Inspiration
Alternatively, you may wish to use one of the following organisations to manage opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers arrange work experience placements for post-primary students.
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.
Schools and colleges
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.
Arranging work experience
Issues to consider when thinking of taking part in work experience include:
- Duration of placement - most schools and colleges prefer a five day block placement, however, some may be open to three or four day placements.
- Age of students - most students go on work experience in year 12 (aged 15-16) and /or year 13 (age 16-17) or year 14 (age 17-18).
- No cost to employer - you do not have to pay students on work experience.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-opportunities-students-still-school
Links
Work experience opportunities for young people and graduates
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.
Training for Success
Training for Success has been developed by the Department for the Economy so that young people can obtain training and development to progress in the workplace.
Through the programme, you can provide work experience opportunities for school leavers aged 16-17 years (and up to age 22 and 24 for those with extended eligibility).
Read more on Training for Success: providing work experience for young people.
Work Experience Programme
Read full details on the Work Experience Programme: providing short work placements to support unemployed people.
Developed withActionsAlso on this siteContent category
Source URL
/content/work-experience-opportunities-young-people-and-graduates
Links
Preparing for the work experience placement
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person in advance 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:
- where to go on their first day
- who to report to
- start and finish time
- breaks
- lunchtimes
- canteen facilities or alternatives
- dress code (smart/casual can be confusing, so you could provide a few examples)
Placement Plan
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
- welcome and overview of company
- induction - health and safety, confidentiality
- provision of uniform/pass if required
- tour including canteen and toilets
- instruction in the safe use of any equipment including IT equipment
- timetable for the week
- what activities the student will be doing
- details of any projects they may have to complete
- review of placement when completed
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.
Developed withActionsAlso on this siteContent category
Source URL
/content/preparing-work-experience-placement
Links
Ensuring a safe work experience placement
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.
Insurance
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:
- you may be required to provide proof of this liability insurance to the school or college
- you may also have to sign an indemnity form which the school or college will provide
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
Health and safety
You are responsible for the student's health and safety while they are on placement with you. Read more on what you need to do about health and safety.
Read HSE guidance on work experience.
Legal constraints
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
- be asked to work outside the hours of 09:00 to 17:00
- be asked to work more than 36.25 hours per week, excluding travel or lunch breaks
- work for more than five days in any consecutive seven day period
- drive, manage, control or move mechanically propelled vehicles
- undertake work experience in a place where they are under the statutory age limit
- work in ways prohibited for under 18s eg on aeroplanes, the airport apron, boats/ships, or portside
- undertake placements working at heights, in confined spaces or with dangerous substances
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
Risk assessment
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.
Child protection
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
- Do you have you a child protection policy or procedure in place?
- Basic child protection training is required if there is a named supervisor with responsibility for trainees.
- Is the named supervisor checked through AccessNI? Read more on AccessNI criminal records checks.
- A Disclosure and Barring Service (DBS) check is required if the employee's specific job purpose includes looking after under 16 work experience students. Read more about the Disclosure and Barring Service.
- As part of the risk assessment with regards to the placement, have you considered the location, travel and access to confidential material?
- Instructions and guidance should be given to all employees in relation to bullying, inappropriate behaviour, language, including horseplay. Read more on bullying and harassment.
- The need for one-to-one work with a single adult should be avoided wherever possible.
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Work experience activities
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:
- offer them a project to work on during the placement
- identify some work shadowing or team working opportunities
- assign a task for them to work on which is supervised but with scope to use their own ideas and creativity
- some administrative tasks such as answering telephones, sending emails, minute taking or filing
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.
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Monitoring the work experience placement
You can monitor the work experience placement by ensuring a member of staff is identified to support the student
A member of staff should be identified as a Placement Supervisor to support, supervise and mentor the student during their work experience.
This person will also be the first point of contact for the school or college during the placement.
The Placement Supervisor should:
- create a placement plan for the student
- contact the student prior to placement and let them know where to go on their first day
- welcome the student and carry out their induction to the company
- ensure the student is treated as a young adult who is making a valuable contribution to the team
- be approachable and offer positive feedback
- be the first point of contact for the student in any instances of absence
- encourage the student to reflect on what they have learned on a daily basis and how these new skills could enhance their CV
- where possible, meet with the student at the start and end of each day
- liaise with the school or college before, during and after the placement
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.
Review meeting
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:
- the student's achievements
- lessons learned
- how the experience relates to their education and career plans
- if there are there any positions coming up the company they may be interested in
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.
Feedback
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.
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Providing work experience opportunities
Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
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.
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Statutory conditions for immunity when organising industrial action
In this guide:
- Industrial disputes
- Avoiding disputes with your workforce
- Dealing with industrial disputes
- Statutory conditions for immunity when organising industrial action
- Lawful industrial action
- Legal issues during industrial action
- Legal issues following industrial action
- Conducting negotiations to resolve disputes
- The legal consequences of failing to gain statutory immunity
- Conducting industrial action ballots
Avoiding disputes with your workforce
How open communication can help create a conflict-free working environment and prevent disputes from arising.
Good relations between you and your staff are key to creating a productive working environment. You should, therefore, seek to encourage a workplace culture that prevents conflicts from arising.
If you fail to do so, collective grievances could arise, which could, in turn, lead to workers making tribunal claims or calling for industrial action. See staff motivation.
Informing and consulting your workforce and their representatives
It is good practice to develop channels for informing and consulting your workforce and/or their representatives on employment matters and business developments. Indeed, in some cases, you are legally obliged to inform and consult them, eg about collective redundancy situations. See engaging with staff.
Depending on the size of the business, you could set up:
- voluntary recognition with a trade union for collective bargaining purposes
- regular consultations with a recognised trade union - an effective working relationship with union officials can pick up problems before they escalate
- a staff forum or joint working group to pass on information to, collect ideas from, and consult with workers
- an employee consultative body to discuss major issues as they arise
- team and group meetings and feedback sessions
Many employers, especially those which recognise trade unions, have written procedures in place to discuss collective grievances with representatives and other significant issues affecting all or part of the workforce. Procedures are important as they can help you to structure and address problems at an early stage.
If you already have such procedures, you should ensure you follow them effectively and consistently.
If you don't have such procedures, you could consider putting some together in consultation with workers and/or their representatives.
See managing conflict.
The role of Labour Relations Agency (LRA) in preventing disputes
The LRA is an independent statutory body whose role is to improve working life through better employment relations.
The LRA not only helps to resolve a dispute once it arises but also helps employers and workers (or their representatives) work together to prevent disputes from arising in the first place.
The LRA's Good Practice Facilitation and Advisory services are dedicated to preventing workplace disputes where a problem has arisen but has not yet developed into a serious dispute. It will facilitate and offer services such as - assisted bargaining, collaborative working, and joint problem-solving parties, with a view to helping to prevent a dispute by facilitating sustainable solutions that are acceptable to all parties. See LRA dispute resolution services.
The LRA also delivers training and runs briefings, seminars, webinars, and workshops aimed at helping organisations adopt or develop better employment relations practices. LRA good practice seminars.
Employment document toolkit
The LRA has a free online employment document toolkit, once employers are registered they can unlock our free core employment guides to help them build documents, policies, and procedures for their own organisation. Find out about the LRA's free employment document toolkit.
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Dealing with industrial disputes
Ways to resolve disputes with groups of workers through mediation, conciliation, and arbitration.
If a dispute arises, you should meet with representatives of your workers to resolve the problem as soon as possible. Where you have agreed on procedures to meet and discuss such matters with a recognised trade union or other representatives, these procedures should be followed.
The initial concerns of the meeting should be to:
- define the actual cause of the dispute
- clarify who speaks for each side
- explore what options are available to resolve the dispute
In many cases, this meeting, or negotiations that follow it, will resolve the dispute. However, if negotiations become deadlocked, it may be necessary to call in outside help, possibly from the Labour Relations Agency (LRA). Its services are free.
LRA collective conciliation
Collective conciliation is a voluntary process where the LRA conciliators attempt to help employers and employees (normally via trade unions) discuss their differences and reach mutually acceptable settlements of their collective disputes. Outcomes are not imposed or judgements made on the rights and wrongs of the matter in dispute.
The main issues referred for collective conciliation include annual pay reviews; other terms and conditions eg shift hours, bonuses, changes in working practices, redundancy selection; and trade union recognition. Collective conciliation is normally only appropriate when the parties have exhausted their own internal procedures, or they agree it's required.
LRA collective conciliation explained.
LRA mediation service
The mediation service focuses on restoring productive working relationships between individuals and/or groups where those have broken down. Mediation is delivered by the LRA in-house accredited workplace mediators. Mediation is especially suitable when the aim is to maintain the employment relationship. It is often most effective if used in the early stages of a dispute.
LRA arbitration service
The LRA offers the following arbitration services for industrial disputes:
- Industrial arbitrations - these are arranged by the LRA in accordance with its statutory powers under Article 84 of the Industrial Relations (Northern Ireland) Order 1992. In accepting such arbitrations the Agency must be satisfied that any negotiating procedures have been exhausted or are unlikely to resolve the issue and that the dispute cannot be settled by conciliation. This service is provided to employers and unions and, in exceptional circumstances, to individual employees.
- Procedural arbitrations - these are where national or sectoral negotiating procedures provide for arbitration as the final stage in the procedures.
Industrial arbitration is also voluntary but the parties accept in advance to be bound by the arbitrator's resolution, made within agreed terms of reference for the arbitrator. The decision, however, is not legally binding (unlike the LRA Arbitration Scheme, which is legally binding).
The decision to go to arbitration may be ad-hoc or may be an agreed stage in the parties' dispute resolution procedure.
LRA Arbitration and Independent Appeals.
Failure to resolve a collective workplace dispute
If you fail to resolve a dispute with a group of workers and/or their representatives, they may consider taking industrial action.
However, in order for such action to be lawful, it must meet a number of conditions. See lawful industrial action.
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Statutory conditions for immunity when organising industrial action
The statutory conditions for immunity when organising industrial action.
A union or individual must meet certain statutory conditions when organising industrial action.
1. The need for there to be a trade dispute
A person or trade union who calls for, threatens to call for, or otherwise organises industrial action, has immunity from civil action for inducing a breach of contract or interfering with a contract's performance only if acting in contemplation or furtherance of a 'trade dispute'.
For there to be a trade dispute:
- there must be a dispute between workers and their own employer
- the dispute must be wholly or mainly about specified employment-related matters such as:
(a) terms and conditions of employment, or the physical conditions in which any workers are required to work
(b) engagement or non-engagement, or termination or suspension of employment or the duties of employment, of one or more workers
(c) allocation of work or the duties of employment as between workers or groups of workers
(d) matters of discipline
(e) the membership or non-membership of a trade union on the part of a worker
(f) facilities for officials of trade unions
(g) machinery for negotiation or consultation, and other procedures, relating to any of the foregoing matters, including the recognition by employers or employers' associations of the right of a trade union to represent workers in any such negotiation or consultation or in the carrying out of such procedures
The relevant definition does not cover disputes:
- between workers and an employer other than their own employer
- not wholly or mainly about specified employment-related matters like pay and conditions
- between groups of workers or between trade unions, ie where no employer is involved in the dispute
- between a trade union and an employer, where none of that employer's workforce is in dispute with that employer
- relating to matters occurring overseas - except where workers taking action in the UK in support of the dispute are likely to be affected by its outcome
2. The need to hold an industrial action ballot
If a trade union decides to call on its members to take - or continue to take - industrial action, it will have no immunity unless it first holds a properly conducted secret ballot.
See conducting industrial action ballots.
3. The need to provide a notice of official industrial action to the employer
The union organising the industrial action must ensure that the employer receives written notice from the union which:
- Reaches the employer after the union has taken steps to notify the employer of the result of the industrial action ballot, but no less than seven days before the day - or the first of the days - specified in the notice.
- Specifies whether the union intends the industrial action to be 'continuous' or 'discontinuous'. The notice must also give the date on which any of the affected employees will be called on to begin the action (if continuous) or the dates on which any of them will be called on to take part (if discontinuous). Industrial action is 'discontinuous' if it involves industrial action other than on all the days when it might be taken by those concerned. An indefinite strike would, therefore, be continuous. However, an overtime ban might be continuous or discontinuous, depending on whether the ban applied to overtime working on all the days on which overtime would otherwise be worked or to overtime working on only some of those days.
- Provides a list of the categories and workplaces of the employees who are going to take part in the industrial action (the 'affected employees'), figures on the numbers of affected employees in each category, figures on the numbers of affected employees at each workplace and the total numbers of affected employees. The union must also explain how it worked out the figures it provides.
- Is given by any officer, official, or committee of the union which is inducing - and is therefore responsible for - the industrial action.
Note that the lists and figures mentioned above do not need to be provided in full where all of the affected workers pay their union subscriptions by deduction from pay at source, ie through the so-called 'check off' system.
In such circumstances, the notice must contain either:
- those same lists, figures, and explanations as set out above
- information that will allow the employer readily to work out the total number of workers concerned, the categories of workers to which they belong, the number of workers concerned in each of those categories, the workplaces at which the workers concerned work, and the number of them at each of these workplaces
Where only some of the affected workers pay their union subscriptions by the check-off, the union's notice may include both types of information, ie the lists, figures, and explanations should be provided for those who do not pay their subscriptions through the check-off, while information relating to check-off payments may suffice for those who do.
The lists and figures or information supplied should be as accurate as is reasonably practicable in the light of the information in the union's possession at the time when it complied with this requirement of the law.
4. The action is not 'secondary action'
It is unlawful for a union or others to call for, threaten to call for, or otherwise organise secondary industrial action.
Secondary action - which is sometimes referred to as 'sympathy' or 'solidarity' action - means industrial action by workers whose employer is not a party to the trade dispute to which the action relates.
For these purposes:
- where more than one employer is in dispute with its workers, the dispute between each employer and its workers is treated as a separate dispute
- industrial action which is 'primary' action - ie in contemplation or furtherance of a trade dispute between workers and their own employer - is not regarded as 'secondary' action simply because it has some effect on another dispute between workers and a different employer
- the calls on workers to breach, or interfere with the performance of contracts will not be regarded as calls to take secondary action if made in the course of attendance for the purpose of peaceful picketing as the law allows
Note that secondary action can be taken not only by those working under contracts of employment - eg employees - but also by someone working under any contract where they personally do work or perform services for another, eg an agency worker or freelancer. Therefore, such workers can also be at risk of taking unlawful secondary action.
5. The action is not to promote closed-shop practices or against non-union firms
It is unlawful for a union or others to call for, threaten to call for, or otherwise organise industrial action to establish or maintain any sort of union closed-shop practice.
This means that statutory immunity is therefore not available where the reason, or one of the reasons, for the industrial action is either:
- that an employer employs, has employed, or might employ a person who is not a member of a trade union
- to pressurise an employer into discriminating against a person on the grounds of non-membership of a trade union
'Trade union' here can mean any trade union, a particular trade union, or one of a number of particular trade unions.
An employer is discriminating against a person who is not a union member if its conduct in relation to its workers is:
- more favourable to those workers who are members
- different for union members and non-members
In addition, there is no immunity for a relevant act - such as calling for, threatening to call for, or otherwise organising industrial action - which is either:
- designed to exert pressure on an employer to persuade it to impose union-labour-only or recognition requirements on contractors
- taken by the workers of one employer and interferes with the supply (whether or not under a contract) of goods or services by a second employer where the reason, or one of the reasons, for the action, is that the supplier of the goods or services does not recognise, negotiate or consult with trade unions or trade union officials
6. The action is not in support of an employee dismissed for taking part in unofficial industrial action
A union or other person has no immunity if they call for, threaten to call for, or organise industrial action where both:
- the reason, or one of the reasons, for that action is the fact or belief that an employer has dismissed any employee
- the employee has no right to complain of unfair dismissal because they were dismissed while taking part in 'unofficial' industrial action
For these purposes, an 'employer' in relation to an employee includes, in the case where the employment has ceased, the employer they used to work for.
An 'employee' for these purposes who was a member of a union (other than for purposes unconnected with their employment) when they began to take the industrial action and/or at the time they were dismissed will be regarded as having been dismissed while taking 'unofficial' industrial action if, at the time of their dismissal, the act of calling for, threatening to call for or otherwise organising the industrial action, was not the act of the union.
This was because either:
- it was done by a person for whose acts the union was not responsible in law
- although done by a person for whose acts the union was responsible in law, their act has been 'effectively repudiated' by the union's executive committee, president, or general secretary
However, where the relevant act has been so 'repudiated', the employee is not regarded as taking 'unofficial' industrial action until a full working day has passed since the day the repudiation took place.
A 'working day' for these purposes means any day other than a Saturday, Sunday, Christmas Day, Good Friday, or a bank holiday as defined under the [1971 c. 80.] Banking and Financial Dealings Act 1971.
An employee who was not a union member when they began to take the industrial action in the course of which they were dismissed, and/or when they were actually dismissed, will not be regarded as having been dismissed while taking 'unofficial' action unless, at the time of dismissal, there were others also taking the action who were members of a union that had not authorised or endorsed the action.
7. The action doesn't involve unlawful picketing
For picketing to be lawful and therefore maintain the statutory immunity of those organising the industrial action, certain conditions must be met.
See legal issues during industrial action.
Failure to gain statutory immunity
Where a union or individual fails to meet any or all of the conditions set out above, any resulting industrial action will not be covered by statutory immunity.
As a result, employers and others who are damaged - or likely to be damaged - by the action may take civil proceedings in the courts against the union/individual.
See the legal consequences of failing to gain statutory immunity.
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Lawful industrial action
The need to meet certain conditions before a union or individual can lawfully call for industrial action.
When a worker takes industrial action, they will usually be in breach of their contract of employment or contract for services.
This means that if a trade union calls for, threatens to call for, or otherwise organises industrial action, it is - in practice - calling for the breach, or interference with the performance, of employment contracts.
They may also be interfering with the ability of the employer of those taking the industrial action, and of other employers, to fulfil commercial contracts.
It is unlawful in civil law to induce - or threaten to induce - people to break a contract or to interfere with the performance of a contract. This means that a trade union would face legal action and claims for damages for calling for industrial action.
Therefore, to allow trade unions or others to call for, threaten to call for, or otherwise organise industrial action lawfully, the law expressly gives them immunity from legal actions under civil law.
However, to obtain this immunity, they must meet certain statutory conditions when organising industrial action. These conditions are that:
- the action is called by someone authorised to do so, as set out in the Trade Union rule book
- there needs to be a 'trade dispute'
- an industrial action ballot must be held
- a notice of industrial action must be provided to the employer
- the action is not 'secondary action'
- the action is not to promote closed-shop practices
- the action is not in support of an employee dismissed for taking unofficial industrial action
- the action is not to enforce trade union membership against non-union firms
- the action doesn't involve unlawful picketing
See statutory conditions for immunity when organising industrial action.
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Legal issues during industrial action
The rules for dismissal during industrial action or picketing, and pay for striking workers.
You need to be aware of your own and your workers' legal position during industrial action.
1. Picketing
When pickets try to persuade people not to go to work or not to deliver or collect goods, they may - in effect - be inducing them to break or interfere with the performance of their employment contracts.
They may also be interfering with the ability of the employers of those people to fulfil their commercial contracts.
Such inducement in the course of picketing is not itself lawful simply because the industrial action supported by the picketing is lawfully organised. For the picketing to be lawful, it must satisfy certain conditions laid down by the law.
These conditions include the following:
- that the picketing is at or near the pickets' own place of work
- that the purpose of the picketing is to peacefully obtain or communicate information, or to peacefully persuade a person to work or not to work
However, there are three exceptions to the rule that an inducement in the course of picketing has immunity only if it is done at or near the pickets' own place of work:
- a trade union official may accompany a member of their union whom they represent so long as the member is picketing at their own place of work
- a person - eg a mobile worker - who does not normally work at one particular place, or for whom it is impracticable to picket at their actual place of work, may picket at the premises of the employer for whom they work or from which the work is administered
- a person who is not in employment may picket at their former place of work in contemplation or furtherance of a trade dispute, but only if the termination of their employment gave rise to - or is connected with - the dispute in support of which they are picketing
Picketing that is not peaceful and, for example, leads to violent or abusive behaviour, intimidation, or obstruction of the highway, is likely to involve offences under the criminal law. The law gives no protection to people who commit such offences in the course of picketing and they may be arrested and prosecuted by the police.
The Department for the Economy's statutory code of practice on picketing recommends that pickets and their organisers should ensure that in general, the number of pickets does not exceed six at any entrance to a workplace.
Failure to observe the provisions of the code does not in itself render a union, or anyone else, liable to any legal proceedings. However, where proceedings are brought against a union, the provisions of the code are admissible in evidence and may be taken into account by a court if they appear relevant to any question before it.
2. Notifying the employer before industrial action resumes
Where continuous industrial action is suspended, eg for further negotiations between the employer and union, the union must normally give the employer further notice before resuming the action.
The exception to this requirement is where the union agrees with the employer that the industrial action will cease to be authorised or endorsed with effect from a date specified in the agreement but that it may be authorised or endorsed again on or after another date specified in the agreement and the union:
- ceases to authorise or endorse the action with effect from the specified date
- subsequently reauthorises or re-endorses the action from a date on or after the originally specified date or such later date as may be agreed with the employer
For this exception to apply, the resumed industrial action must be of the same kind as covered in the original notice. This condition will not be met if, for example, the later action is taken by different or additional descriptions of workers. In order to avoid misunderstanding, both parties should put an agreement in writing.
3. Dismissal for taking industrial action
The dismissal of any striking employee during the first 12 weeks of lawfully organised official industrial action - the 'protected period' - will be deemed unfair if your reason for doing so is because the employee took industrial action.
The dismissal will also be unfair if the employee is dismissed after the protected period, but has stopped taking part in the industrial action before the end of the period.
If you 'lock out' your workforce during the protected period, the lock-out days are not counted when calculating the 12-week period.
The dismissal will also be unfair if:
- the employee is dismissed after the protected period - but had not stopped taking part in the industrial action before the end of the period
- you had failed to take reasonable steps to resolve the dispute
A dismissal can therefore be fair after the protected period if you can show that you made genuine attempts to negotiate a settlement with the trade union - including the proper use of any joint dispute resolution procedure, and have not unreasonably refused requests for third party conciliation or mediation.
Unfair dismissal claims may also be brought if you discriminate between employees by:
- dismissing some of those taking part in the action, but not others
- offering re-engagement selectively to some employees but not others within three months of the dismissal
An employee dismissed while taking part in unofficial action can't generally claim unfair dismissal. This is regardless of whether the employer has discriminated between those taking such action by dismissing - or re-engaging - only some of them.
However, there are cases where an employee who is dismissed during the course of unofficial industrial action will still be able to make a claim for unfair dismissal if they allege that the employer dismissed them for another reason. Generally, these cases relate to family reasons, health and safety, employee representation, and whistleblowing.
See dismissing employees.
4. Pay during industrial action
Where workers take strike action, they are in breach of contract and usually lose their right to pay for the hours they did not work. This may depend on the terms of the employment contract and the nature of the industrial action which the worker has taken.
The situation is more complex when workers take action short of an all-out strike, eg refusing to carry out particular duties. You may refuse to accept this conduct as satisfactory. However, if you accept partial performance of duties, you can't refuse to pay the worker for the part of the job they've carried out.
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Legal issues following industrial action
Re-engaging employees after a strike.
An employer may re-engage an employee dismissed during official industrial action on whatever terms the employer chooses, provided it offers the same terms to all dismissed workers.
During the three months following dismissal, an employer cannot selectively re-engage some employees and not others.
However, after three months, the employer can offer to re-engage any of the employees dismissed.
Any week during which an employee takes part in a strike doesn't count towards their continuous employment. This means that a calculation of an employee's length of employment will not include those days on which the employee was on strike. This could be important if an employee later needs to rely on their total length of employment to claim certain rights, eg statutory redundancy pay or unfair dismissal. See continuous employment and employee rights.
However, taking part in a strike won't break an employee's continuity of employment. This means that the terms and conditions of their employment contract won't be discontinued during the strike and then restarted afterward, but will effectively continue during the strike action.
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Conducting negotiations to resolve disputes
The importance of effective negotiating styles and skills when dealing with disputes.
Unless you have internal expertise, you may need external specialist negotiators to resolve some disputes.
Who should conduct the negotiations?
In most disputes, negotiating with your workers or their representatives face-to-face will be the quickest, cheapest, and easiest way of sorting out the problem. Both parties to the dispute will know what the issues are and can look for solutions that fit your needs.
Where written procedures exist, they will usually specify who should undertake the negotiations at the various stages and how they should be conducted. Such procedures will be the norm where trade unions are recognised.
In larger, more complex disputes, it may be better to enlist trained people to help with the negotiations.
Trade unions can supply their full-time officers to act as negotiators for their members. Employers' organisations and some firms of solicitors or other professional advisers can supply negotiators to employers. See choose a solicitor for your business.
It might be more cost-effective to train particular staff in negotiating skills. Trade unions also provide such training to their workplace representatives.
The Labour Relations Agency can help facilitate negotiations through collective conciliation.
Negotiating styles
There are two main ways to approach negotiations, and which one is used can affect how fast a dispute is resolved.
The first is the positional win-lose approach. Each negotiator will start by making demands, then each will try to trade off demands against concessions at the best rate they can. All possibilities will be considered as each side will put all their demands as early as possible to get them into the bargain, but this can sometimes be acrimonious and it can lead to long negotiations as each demand is discussed in detail.
The second style employed by negotiators is the principled win-win approach. The two sides compare their overall objectives to find common areas of benefit that can be agreed upon. Often this can be achieved by looking beyond the initial demands to discover the underlying ones.
For instance, do you really want to cut your wages bill or are you actually trying to find a way to increase profitability? Do your workers really want shorter hours or are they looking for more family-friendly and flexible working patterns? The win-win approach is less confrontational but risks being seen as a compromise that may not be the best result for anyone.
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The legal consequences of failing to gain statutory immunity
How the law works when the statutory immunities do not apply, making any subsequent industrial action unlawful.
Where statutory immunity for organising industrial action has not been met, eg because a union or individual has failed to organise a proper secret ballot, employers and others (such as their customers and suppliers) who are damaged - or likely to be damaged - by the action may take civil proceedings in the courts against the union or individual.
However, the person wishing to bring civil proceedings must still show that:
- an unlawful, unprotected act has been done or is threatened
- they are party to a contract which will be - or has been - broken or interfered with by the unlawful act
- they are likely to suffer - or have suffered - loss as a result
In addition, an individual deprived of goods or services because of the unlawful organisation of industrial action can also bring proceedings to stop this happening.
However, for this purpose, the individual does not need to show that they are party to a contract, which will be - or has been - broken or interfered with by the unlawful act.
Who can be sued as a result of unlawful industrial action?
Civil proceedings will normally be taken against the trade union or individual organising the industrial action.
However, in the case of picketing, it may be possible to sue the individual pickets as well as those who organised the unlawful picketing. This is because the pickets are inducing interference with the performance of contracts.
Note that even if it's a union that is responsible for organising unlawful industrial action, this does not prevent legal proceedings from being brought against the individual organisers.
Trade union liability for inducing breach of contract
The law states the circumstances in which a trade union is to be held responsible for a relevant act, eg inducing - or threatening to induce - a breach or interference with the performance of a contract.
Where these circumstances apply, a union will be held responsible for a relevant act regardless of any term or condition to the contrary in its own rules, or in any other contractual provision or rule of law.
A union will be liable for any relevant act, which is done, authorised, or endorsed by:
- its executive committee
- its general secretary or president
- any person given power under the union's own rules to do so
- any other committee of the union or any official of the union
For these purposes:
- A 'committee of the union' is any group of persons constituted in accordance with the rules of the union.
- A relevant act will be taken to have been done, authorised, or endorsed by an official if it was done, authorised, or endorsed by a group of persons, or any member of a group, to which an official belonged at the relevant time if the group's purposes include organising or co-ordinating industrial action.
- An 'official' is any person who is an officer of the union or a branch or section of the union or any person who is elected or appointed in accordance with the union's rules to be a representative of its members. This includes any person elected or appointed who is an employee of the same employer as the members, or one or more of the members, they are elected to represent, eg a shop steward.
However, if a relevant act that is done (or authorised or endorsed) by such a committee or official is 'effectively repudiated' by the union's executive committee, general secretary, or president, the union will not be held liable.
In order to avoid liability in this way, the executive committee, president, or general secretary of the union must repudiate the act as soon as reasonably practicable after it has come to the knowledge of any of them, and the union must, without delay:
- give written notice of the repudiation to the committee or official in question
- do its best to give individual written notice of the fact and date of the repudiation to every member of the union who it has reason to believe is taking part - or might otherwise take part - in industrial action as a result of the act and give similar written notice to the employer of every such member
The written notice of repudiation given to the union's members must contain the following statement:
"Your union has repudiated the call (or calls) for industrial action to which this notice relates and will give no support to unofficial industrial action taken in response to it (or them). If you are dismissed while taking unofficial industrial action, you will have no right to complain of unfair dismissal."
However, even if it takes these steps, a union will not be considered to have 'effectively repudiated' an act if:
- the executive committee, president, or general secretary subsequently behaves in a way that is inconsistent with the repudiation
- at any time up to three months after the repudiation, a party to a commercial contract that has been, or maybe, interfered with by the relevant act, requests the union's executive committee, president, or general secretary to confirm that the act has been repudiated, and written confirmation is not then given
Remedies
Where statutory immunity does not apply, those party to contracts which are broken, or the performance of which is interfered with, by the organisation of - or a threat to organise - industrial action, may seek an injunction against the organisers from the courts.
A court may, after examining the circumstances, grant an injunction on an interim basis pending a full hearing of the case. However, the union or individual against whom the order is sought will have the legal right to be given a chance to put their case forward.
If an injunction is not obeyed, those who sought it can go back to court and ask to have those concerned declared in contempt of court.
Anyone found to be in contempt of court may face heavy fines or other penalties which the court may consider appropriate. For example, a union may be deprived of its assets through sequestration. This is where the funds are placed in the control of a person appointed by the court who may, in particular, pay any fines or legal costs arising from the court proceedings.
It is also possible to claim damages for losses suffered - which may, but need not, be preceded by an application for an injunction - if the basis of the proceedings is a claim that an act involved breach, or interference with the performance of contracts.
Note that there are upper limits on the amounts a court can award by way of damages in any proceedings against a trade union. These limits depend on the size of the union concerned.
Limits on awards for damages against a union organising unlawful industrial action
Number of trade union members Upper limit on award for damages Fewer than 5,000 £10,000 5,000 - 24,999 £50,000 25,000 - 99,999 £125,000 100,000 or more £250,000
Other unlawful acts during industrial action
Those who have organised lawful industrial action are only protected from legal action for a relevant act, eg inducing breaches, or interference with the performance of contracts.
As such, there is no immunity for strikers or their organisers who commit other civil wrongs or criminal offences.
For example:
- if strikers or their organisers commit a criminal offence, such as intentional damage to property, they are liable to be arrested and prosecuted by the police in the same way as anyone else who commits such an offence
- if strikers or their organisers commit an unlawful trespass, eg by entering premises without authority or by staging a 'sit-in', they are liable to be sued for that and any other unlawful acts involved just like any other members of the public who occupy premises unlawfully
Also, note that the union has immunity only if the sole ground of liability is a relevant act - such as inducing a breach of contract. If some other non-protected ground of liability exists, immunity will be lost.
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Conducting industrial action ballots
How a union must conduct a ballot before it can call for official industrial action.
If the employer and the union have exhausted all other available means of resolving a dispute, the union may feel that there is no alternative but to call on its members to take industrial action.
However, for the industrial action to be lawful, it must meet certain conditions. One of these is that the union calling for the action must hold a properly conducted secret ballot.
For information on the other conditions, see lawful industrial action.
The law sets out certain requirements that the union must satisfy for the ballot to be legitimate. These requirements are set out below.
1. Independent scrutiny
For a ballot where more than 50 members have the right to vote, the union must appoint a qualified independent person as the scrutineer of the ballot. Information on who qualifies as a scrutineer is available from the Labour Relations Agency (LRA) - contact the LRA.
The total number of members with the right to vote can be an aggregate number of members from one - or more than one - workplace and where this is more than 50, scrutiny procedures must be followed.
A scrutineer must be, to the best belief of the union, independent of the union and able to carry out their duties competently.
The scrutineer's terms of appointment must include producing a report on the conduct of the ballot. They must produce the report as soon as reasonably practicable after the date of the ballot - and not later than four weeks after that date.
The union must provide a copy of the scrutineer's report to any union member who was entitled to vote in the ballot and any employer of such a member who requests one within six months of the date of the ballot.
The copy must be supplied as soon as reasonably practicable and free of charge - or on payment of a reasonable fee specified by the union. The scrutineer's report must say whether or not the ballot has been conducted fairly and lawfully.
See the Department for the Economy's code of practice on industrial action ballots and notice to employers for further information on scrutineers.
2. Sending employers notice of the ballot and a sample voting paper
The union must take such steps as are reasonably necessary to ensure that any employer of any union members who are entitled to vote receives certain information.
The union must send this information not later than the seventh day before the intended opening day of the ballot, ie the first day when a voting paper is sent to any person entitled to vote.
The notice must be in writing and must:
- state that the union intends to hold the ballot
- specify the date which the union reasonably believes will be the opening day of the ballot
- provide a list of the categories of employee to which the employees concerned belong, a list of the workplaces at which the employees concerned work, figures on the number of employees in each category, the number of employees at each workplace, the total number of employees concerned plus an explanation of how these figures were arrived at
Note that the lists and figures mentioned above do not need to be provided in full where the workers concerned pay their union subscriptions by deduction from pay at source, ie through the so-called 'check off' system.
In such circumstances, the notice must contain either:
- those same lists, figures, and explanations as set out above
- information that will allow the employer to easily work out the total number of employees concerned, the categories of employee to which they belong, the number of employees concerned in each of those categories, the workplaces at which the employees concerned work, and the number of them at each of these workplaces
The 'employees concerned' are those whom the union reasonably believes will be entitled to vote in the ballot.
Not later than the third day before the intended opening day of the ballot, the union must send the employer a sample of the voting paper (and any variants of it) which will be sent to the workers concerned.
The paper must:
- state the name of the independent scrutineer, where appropriate
- give the return address, and the date, it is to be returned by
- have a number, which is one of a series of consecutive numbers used to give a different number to each voting paper
- make it clear whether voters are being asked if they are prepared to take part in - or to continue to take part in - industrial action which consists of a strike, or industrial action short of a strike (which includes overtime bans and call-out bans)
- specify the person(s) and/or class(es) of person(s) who the union intends to have authority to make the first call for industrial action relating to the ballot, if the vote is in favour of industrial action
The paper must also contain the following statement: "If you take part in strike or other industrial action, you may be in breach of your contract of employment. However, if you are dismissed for taking part in a strike or other industrial action which is called officially and is otherwise lawful, the dismissal will be unfair if it takes place fewer than twelve weeks after you started taking part in the action, and depending on the circumstances may be unfair if it takes place later."
That statement must not be qualified or commented upon by anything else on the voting paper.
3. Timing of the ballot and related action
If members vote in favour of industrial action, the action must begin within four weeks of the date of the ballot.
However, a union may be allowed to make its first call for industrial action more than four weeks after the date of the ballot if either:
- the employer and union agree on an extension of up to a further four weeks, eg to continue with talks that are making progress
- an injunction granted by a court (or an undertaking given by the union to the court) prohibits the union from calling for industrial action during some part, or the whole, of the four weeks following the date of the ballot, and the injunction subsequently lapses or is set aside, or the union is released from its undertaking
In the latter case, a union may apply for a court order which, if granted, would provide that the period of the prohibition would not count towards the four-week period for which ballots are normally effective.
The union must apply to the court no more than eight weeks after the date of the ballot. In such cases, the ballot cannot be effective if a union's first call for industrial action is made more than 12 weeks after the date of the ballot.
If the court believes that the result of a ballot no longer represents the views of union members, or that something has happened or is likely to happen that would result in union members voting against taking, or continuing with, action if there were a fresh ballot, it may not make such an order.
Note that a union cannot gain statutory immunity merely by holding a properly conducted secret ballot after previously calling for industrial action without one.
4. Entitlement to vote
All those members whom the union - at the time of the ballot - reasonably believes will be induced by the union to take part in or continue with the industrial action, must be given the equal entitlement to vote. No one else may be given a vote - otherwise, the ballot will be invalid.
The union may choose whether or not to give a vote to 'overseas members', ie members other than merchant seamen and offshore workers who are outside Northern Ireland at the time of the ballot.
However, members who are in Great Britain throughout the voting period for an industrial action ballot and who will be called upon to take part in, or continue with the industrial action must be given entitlement to vote in the ballot if either:
- their place of work is in Northern Ireland and the ballot is of members at their place of work
- the industrial action to which the ballot relates will involve members in Great Britain as well as Northern Ireland and the ballot is a general one covering workplaces in both Great Britain and Northern Ireland
Members required to be given entitlement to vote by either of these requirements do not count as 'overseas members' for the purposes of the law on industrial action balloting.
The ballot will also be invalid if anyone denied entitlement to vote is subsequently called on to take part in the action by the union with the exception of union members who either:
- were not members at the time of the ballot
- were members at the time of the ballot but who it was not reasonable for the union to expect to be called upon to take action, eg because they changed jobs after the ballot
Where the members of a union with different workplaces are to be balloted, a separate ballot will be necessary for each workplace unless one of the conditions set out below is met. It will be unlawful for the union to organise industrial action at any such workplace where a majority of those voting in the ballot for that workplace have not voted 'Yes' in response to the relevant required question(s). If a worker works at or from a single set of premises, their workplace is those premises. If not, it is the premises with which their employment has the closest connection.
In summary, the conditions for holding a single ballot for more than one workplace are that:
- at each of the workplaces covered by the single ballot there is at least one member of the union affected by the dispute
- entitlement to vote in the single ballot is given and limited to all of a union's members who, according to the union's reasonable belief, are employed in a particular occupation or occupations by one employer or any of a number of employers with whom the union is in dispute
- entitlement to vote in the single ballot is given and limited to all of a union's members who are employed by a particular employer or any of a number of employers with whom the union is in dispute
It is possible for a union to hold more than one ballot on a dispute at a single workplace. If the conditions above are met, some or all of those ballots may also cover members in other workplaces.
5. Voting procedures
Voting must be made by the marking of a voting paper. The union should have sent the employer a sample of this at least three days before the start of the voting.
Those voting must be allowed to do so without interference from or constraint imposed by the union or any of its members, officials, or workers.
So far as is reasonably practicable, every member properly entitled to vote must be:
- able to vote in secret
- given a convenient opportunity to vote by post at no direct cost to themselves
- sent a voting paper by post to their home address or any other address which they have asked the union, in writing, to treat as their postal address
There is a limited exception to these rules for the balloting of union members who are merchant seamen and the union reasonably believes that they will be employed in a ship at sea (or outside Northern Ireland) at some time during the voting period and that it will be convenient for them to vote while on the ship or where the ship is.
The voting paper must ask whether or not the voter is prepared to take part in - or continue to take part in - either:
- a strike
- action short of a strike, eg, an overtime or call-out ban
While the question(s) may be framed in different ways, the voter must be able to answer either 'Yes' or 'No' to indicate whether they are willing to take part in - or continue with - the industrial action.
The voting paper must specify the person(s) or description of the person(s) who the union intends to have authority to call for industrial action to which the ballot relates if the vote is in favour of industrial action.
For this purpose, anyone so specified need not be authorised under the union's rules to call on members to take industrial action but must be among those for whose acts the union is responsible in law.
6. Majority support
Majority support must be obtained in response to the question(s) on the voting paper that is appropriate to the type of industrial action concerned, ie:
- in the case of a strike, majority support must be obtained in response to a question on the voting paper which asks if members are prepared to take part in (or continue with) strike action
- in the case of action short of a strike, majority support must be obtained in response to a question on the voting paper which asks if members are prepared to take part in (or continue with) action short of a strike
- if the action consists or may consist of a strike and other industrial action, majority support must be obtained for each type of action in response to separate questions on the voting paper asking if members are prepared to take part in (or continue with) each type
Majority support means the majority of those who actually vote, not the majority of those entitled to vote.
7. Announcing ballot results
A union must, as soon as reasonably practicable after holding an industrial action ballot, take steps to inform all those entitled to vote, and their employer(s), of the number of:
- votes cast in the ballot
- spoiled voting papers
- individuals answering 'No' to the required question(s)
- individuals answering 'Yes' to the required question(s)
Where separate workplace ballots are required, these details must be notified separately to those entitled to vote at each workplace.
If overseas members of a trade union have been given entitlement to vote in an industrial action ballot, the detailed information about its result need not be sent to them. However, the information supplied to non-overseas members in accordance with the statutory requirements must give separate details relating to overseas and non-overseas members. For these purposes, members in Great Britain given entitlement to vote do not count as overseas members.
8. Consequences of a union's failure to meet balloting requirements
If a union fails to satisfy the statutory requirements relating to the ballot or to give employers notice of industrial action (apart from certain small accidental failures that are unlikely to affect the result), this failure will give grounds for proceedings against a union by:
- a customer
- an employer
- a supplier of an employer
- an individual member of the public claiming that an effect or likely effect of the industrial action would be to prevent or delay the supply of goods or services to them or to reduce the quality of goods or services supplied
With the exception of failures to comply with the requirements to give notice to employers, such failures will also give grounds for action by the union's members.
If a union fails only to provide the required notice of intent to ballot or the sample voting paper to a particular employer who should have received it, only that employer or any individual deprived of goods or services because of the industrial action can bring proceedings.
Failure to satisfy any other balloting requirements will expose the union to proceedings brought by others, eg by its own members.
9. Calls for industrial action from individuals unspecified on the voting paper
A ballot will not give a union statutory immunity from legal proceedings if industrial action is called by a person not specified or described on the voting paper.
Therefore, if someone calls for action other than a specified person and no call is made by a specified person, the union would be at risk of proceedings being brought against it unless it effectively repudiated the call.
10. Statutory code of practice on industrial action notices and ballots
The Department for the Economy's statutory code of practice for industrial ballots and notice to employers promotes good practice in the conduct of industrial action ballots arranged by a trade union and in the preparation of notices to employers.
Failure to observe the provisions of the code does not in itself render a union, or anyone else, liable to any legal proceedings. However, where proceedings are brought against a union, the provisions of the code are admissible in evidence and may be taken into account by a court if they appear relevant to any question before it.
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Payment into trade union political funds
The role of trade unions and their representatives
How employers can work with trade unions on collective bargaining, information and consultation, and attendance at disciplinary and grievance hearings.
Although trade unions look after the interests of their members, they also recognise the advantages of working in partnership with employers. This is because a successful, profitable business is good for workers and therefore good for the union and its members.
An employer and a recognised trade union interact with the workplace in a number of ways, as set out below.
Trade unions: negotiating collective agreements
If you recognise a trade union in your workplace, you will probably have agreed with the union to bargain with it about the terms and conditions of employment of those workers who fall within a defined bargaining unit.
Sometimes, that bargaining unit will include all workers but it is common for the unit to include just certain categories of workers, eg production line operatives or technicians.
The objective of such collective bargaining is to conclude a collective agreement with the trade union. Where an independent trade union is recognised, the employer is obliged to disclose information to the trade union to facilitate the bargaining process.
Read Labour Relations Agency guidance on disclosure of information to trade unions for collective bargaining purposes.
A collective agreement is between a recognised trade union (or group of unions) and an employer (or groups of employers). Most typically, they set out the terms and conditions - eg pay, benefits, and working time - to be included in the employment contracts of the workers in the bargaining unit. Other collective agreements are purely procedural and regulate the working relationship between the union(s) and the employer(s).
A collective agreement isn't legally enforceable unless it:
- is in writing
- states that it's meant to be legally enforceable
In the UK, most collective agreements are not legally enforceable.
For more information on collective bargaining and collective agreements, see recognising and derecognising a trade union.
Trade unions: Informing and consulting
Under certain circumstances, you must inform - and consult with - representatives of a recognised trade union about:
- collective redundancies - see redundancy: the options
- transfers of business ownership - see responsibilities to employees if you buy or sell a business
- occupational and personal pension schemes - see know your legal obligations on pensions
- health and safety - see consult your employees on health and safety
However, you could enter a voluntary agreement with a trade union to inform and consult the union about broader business and workplace issues on a regular, ongoing basis. The union may want to set up a joint consultative committee specifically for this purpose.
For further information, see how to inform and consult your employees.
Trade unions: representing workers at disciplinary and grievance hearing
Employees and other workers have the right to be accompanied at a disciplinary or grievance hearing. They can choose to be accompanied by a co-worker or a union representative. Often, the union representative will be a workplace representative who is also a co-worker.
Non and partly unionised workplaces
You may have to inform and consult other workplace representatives - known as employee representatives - where you:
- Don't recognise any trade union in your workplace.
- Do recognise a union (or unions) in your workplace but not all your workers are represented by that union (or those unions). This may be because they do not belong to the bargaining unit for which the trade union is recognised.
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Advantages of trade union recognition
How a recognised union can advise employers and workers on key issues.
Some employers prefer to deal directly with their workers - or their elected representatives - without trade union involvement.
However, recognising and working closely with a trade union has a number of advantages.
Single point of contact
Having a single body for negotiating terms and conditions for workers is simpler than dealing with workers individually.
However, once you have agreed to this collective style of negotiating, you'll be obliged to disclose certain information to the union for collective bargaining purposes - see recognising and derecognising a trade union.
Worker involvement
If you negotiate terms and conditions and consult on workplace issues with a recognised union:
- your workers are likely to feel more involved in the way the business is run
- you can encourage trust and commitment among the workforce
In turn, these may help your business by improving retention rates.
Experience of employment relations
Trade unions represent not only the workers in your business but many others in similar, related organisations. Therefore, they're likely to have a broad perspective on many issues affecting your organisation.
Union representatives with experience in employment relations in particular are a useful source of legal and good-practice advice on HR and employment law issues. This experience may be especially useful during difficult times, eg during proposed collective redundancies or business transfers - see the role of trade unions and their representatives.
If you can show the union representatives that you are interested to hear about your workers' concerns, they in turn may help get your message across to their members. Even unpopular decisions may be more acceptable to your workers if you can persuade them and their union that a change is necessary for the continued health of the business. For more information, see how to inform and consult your employees.
Informing and consulting with experienced union representatives - together with input from workers - can also help you make better-informed business decisions in general, eg in relation to shift patterns or the kind of equipment you should invest in.
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Improving relations with trade union representatives
How to ensure that relations with trade union officials run as smoothly as possible.
As an employer you have certain responsibilities towards union representatives who are your employees. However, you can improve relations with representatives and their union members by offering them help to carry out their administrative duties.
Time off work for trade union duties
If you recognise a trade union, it is normal for that trade union to appoint or elect one or more local workplace representative(s).
Employees who are such representatives of an independent, recognised trade union are entitled to reasonable time off work with pay for union duties and to undergo union training at an appropriate time.
In addition, such workplace representatives, in common with other members of the recognised trade union, are entitled to reasonable time off without pay to engage in union activities, eg to attend the annual conference of the trade union.
When arranging time off, union representatives and the employer are expected to consider the effect of their absence in terms of health and safety, inconvenience for the employer and the safety of the public. See trade union membership rights.
Read Labour Relations Agency (LRA) guidance on time off for trade union duties and activities.
Information and consultation
It is a good idea to:
- inform representatives of recognised trade unions about important developments in the business that may affect their working conditions
- consult them before implementing such changes
You have specific legal obligations to inform and consult union representatives on certain matters - see the role of trade unions and their representatives.
Use of company facilities
To help union representatives carry out their duties, you could:
- allow them use of company facilities, eg office space, telephone and email access
- help with union administration, eg by deducting subscriptions from employees' wages, something known as 'check-off'
If relations with trade unions break down
If relations between you and your employees and/or their unions deteriorate and you can't find a solution, outside help may be needed, eg from the Labour Relations Agency (LRA), to improve relations or settle any dispute. See our guide on industrial disputes.
The LRA offers voluntary collective conciliation services to employees and employers experiencing collective disputes.
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Paying trade union subscriptions
How you can help your workers make payments to their union via your payroll system.
Some trade union members pay their union subscriptions by deduction from their wages. The employer passes these payments directly to their union. These arrangements are commonly known as the 'check-off'.
Administering the check-off
Where check-off arrangements exist, you may lawfully make deductions only where the worker has given you their written consent and has not subsequently withdrawn that consent.
The consent must be signed and dated and contain their authorisation to check-off deductions being made from their wages. The authorisation document is effective from the date on which the worker signs it and remains valid until it is withdrawn.
You can pre-print consent forms as long as the worker signs and dates the form personally.
A union can obtain the written authorisation and then forward it to you. However, you remain responsible for ensuring that deductions are not made unlawfully.
A worker who has union subscriptions deducted from their wages by their employer may make a complaint to an industrial tribunal against the employer if the deduction was made without proper authorisation.
The duration of check-off arrangements
You are not obliged to keep making check-off deductions indefinitely. Check-off is a voluntary arrangement, and you have no statutory duty either to operate it at all or to continue to do so having started.
However, if you have entered into a contractual agreement with workers to operate check-off, you could be in breach of contract if you stopped the arrangement.
Worker's withdrawal of consent to the check-off
If a worker wants to withdraw their consent to the check-off, they must write to you notifying you that they no longer wish to have check-off deductions made. They must allow you reasonable time to stop the deductions.
The role of the union
The union has no statutory role in administering the check-off.
However, you can involve the union in carrying out your statutory duties with regard to check-off.
You could, for example, ask the union to help you get initial consent from its members. You may also choose to charge the union for the administration involved in providing the service of collecting its members' subscriptions.
However, it remains your responsibility to ensure that you act lawfully when you make check-off deductions.
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Payment into trade union political funds
How you can help your workers make payments to their trade union’s political funds.
Some trade unions have established 'political funds', which they use to finance their political activities. Where individual union members pay subscriptions into a political fund, via the so-called political levy, the employer often collects it at the same time as the member's other union subscriptions.
Northern Ireland trade union members are legally exempt from contributing to a trade union's political fund. Any member who wishes to pay the political levy must 'contract in' to the political fund. This requirement applies to all Northern Ireland union members, regardless of where their union is headquartered.
A member who does not contract in, or having contracted in subsequently contracts out, is exempt from contributing to the political fund. Any deduction by a trade union of an amount to be paid to a political fund, without a written 'contracting in' notice is unlawful.
A member who initially contracts in and then subsequently decides to contract out must do so in writing.
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