

Understand what counts as pay and what doesn't when paying a worker.
The following counts as pay:
Pay does not include:
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:
An itemised pay statement or pay slip must show:
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:
You must give the employee this statement at, or before, the time of issuing the first pay statement that quotes the total figure of fixed deductions.
If there is any change to an employee's fixed deductions, you must give them:
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.
An employee may complain to an industrial tribunal where you have:
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.
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.
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.
Employee entitlement to statutory payments.
An individual may be entitled to a statutory payment if they:
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.
To be eligible for statutory maternity, statutory paternity, statutory adoption, statutory parental bereavement, or shared parental leave and pay, the individual must:
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.
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.
Find out more about qualifying for:
You can also call the HMRC Employer Helpline on Tel 0300 200 3200.
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.
Individuals are entitled to guarantee pay if they meet the following conditions:
You do not have to pay guarantee pay to excluded employees. These are:
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 £39 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.
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.
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.
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.
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.
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:
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.
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.
The only time you can make a payment in lieu of any outstanding holiday is when a worker's employment ends.
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.
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.
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.
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.
Legally required deductions such as National Insurance and income tax.
You must not make deductions from a worker's pay unless:
You don't always have to meet these conditions, for example, when:
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.
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.
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:
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.
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.
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:
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).
You can also call the employer helpline if you have questions about how to run a DEA or pay the DfC:
0800 587 1322 (Monday to Friday, 9am to 4pm)
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:
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.
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% |
When calculating DEA payments, you should include as earnings:
Don't count:
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.
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).
Deductions to make from outstanding pay owed when an employee leaves the business.
When a worker leaves your employment, you must give them:
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:
You must deduct the following items from what you owe the worker:
You might also need to consider deductions in respect of matters such as:
Explore the many benefits that work experience opportunities bring to businesses, young people, and the wider community.
Work experience is an opportunity to introduce young people to the reality of working life. The experience they get during their work placement can help them develop practical insight and skills to help them secure and sustain future employment.
By taking students on work experience, employers get an opportunity to engage, inspire, and inform young people about what working life is really like.
Offering work experience can bring a number of benefits to you as an employer:
Establishing your business as an employer that offers young people work experience opportunities will build a positive image of your company and one that people easily recognise.
Providing work experience opportunities will contribute to your CSR duty. This will be seen favourably by customers, suppliers, and the wider community.
By offering work experience opportunities to local schools and education providers you can add value to and make meaningful connections with your community.
Work experience programmes are a great way to tap into new talent as young people seek jobs following full-time education. Having an established connection with young people gives you a competitive edge over those employers that don’t offer work experience placements. You will also get insight into what potential recruits look for in an employer as generations evolve.
Involving your employees in the work experience placement and providing potential management opportunities can help your staff develop their supervisory and managerial skills. This will help staff feel motivated and invested in your business helping to contribute to staff retention.
Employers are not obligated to pay for work experience placements, so you have the opportunity to get additional help at no extra cost. This can be beneficial to both you and the work experience placement, for example, if you have a large project that requires additional resources. This also offers the opportunity to provide an enriched experience for the placement student.
Young people often bring fresh ideas and approaches which may open up new opportunities for your business. They may also be able to inject some innovation into your business and offer alternative solutions to challenges.
By offering work experience placements to young people from various backgrounds you will promote diversity in your workplace.
By establishing a relationship with local education providers and being viewed as an employer that provides young people with opportunities you will have a significant advantage over your competitors especially when it comes to recruitment.
There are a number of benefits that work experience placements can offer young people:
Work experience gives young people the opportunity to develop skills essential for working life such as time management, teamwork, business etiquette, communication, and problem-solving.
Young people can get an insight into what is required to work in certain industries when they take up a work experience placement. It will help them decide what career path to follow.
Work experience helps young people build transferrable skills that they will be able to use in other jobs. They will also gain confidence by taking on a new challenge.
Work experience provides young people with the opportunity to connect with local companies and meet new people who can help them on their career path.
Applying for a work placement provides the opportunity to learn about recruitment processes eg how to apply for a job, prepare for job interviews, and build a CV
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source work experience opportunities.
Alternatively, you may wish to use one of the following organisations to manage work experience opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers in arranging work experience placements for post-primary students.
You can host work experience opportunities through Speakers for School. They can help you advertise your opportunities and connect you with suitable work experience candidates.
Offer work experience opportunities with Speakers for School.
Business in the Community Work Inspiration is a national, employer-led campaign that aims to make work experience more meaningful, relevant, and inspiring for young people.
A number of schools and colleges encourage young people to find their own placement. However, there are occasions when careers teachers will source placements for the students.
Some schools and colleges have also developed partnerships with local employers. You could get in contact with schools in your area to see if you could establish a partnership for work experience.
Contact your local Education Authority office.
Issues to consider when thinking of taking part in work experience include:
Detailing work experience opportunities for young people and graduates.
There are ways you can source or advertise work experience opportunities for young people and graduates.
The Work Experience Programme provides employers with the opportunity to offer meaningful work experience which can provide a valuable contribution to the development of people’s employability skills and career aspirations.
Read full details on the Work Experience Programme.
Some universities and colleges establish partnerships with local employers to generate work experience placement opportunities for their students. You could get in contact with local universities and colleges to establish a work experience partnership for your business.
Find contact details for universities and colleges in Northern Ireland.
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person beforehand about what to expect.
Providing as much information as possible about the placement to the young person in advance gives them a clearer guide about what to expect and reduces their anxiety.
Before starting, the placement supervisor should try to inform the student about the following:
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
It would be beneficial both for you and the student to spend some time before the placement commences identifying different tasks, projects, and activities that they can work on.
To ensure a work experience placement, you should look at insurance, health and safety, risk assessment, and child protection issues.
There are a number of things you should ensure are in place before a young person starts their work placement.
You should ensure the young person is covered by your company's public liability and employer's liability insurance. Read more on liability insurance.
In addition:
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
You are responsible for the student's health and safety while they are on placement with you. See health and safety basics for businesses.
Read HSE guidance on work experience.
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
You should ensure your risk assessment is up-to-date to include work experience students. Read more on health and safety risk assessment.
Read HSE guidance on risk assessment.
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
It is worth taking time to plan activities for a work experience placement so that both you and the student will get the most out of the experience.
Work experience should be beneficial both to you and the young person, so it is essential they are given as much insight into the world of work as possible.
This will allow opportunities for professional development and ensure they can demonstrate their practical experience to potential employers in the future.
Some suggestions for the types of tasks include:
You could also ask the student directly if they have any suggestions for what they would like to do, or improvements they think could be made within your business.
How Causeway Coffee, based in Ballymoney, took on a work experience placement to help meet demands and develop new talent.
Causeway Coffee, a multi-award-winning speciality coffee roaster based in Ballymoney, County Antrim, roasts ethically sourced beans from around the world.
Graham Watts, Co-Founder and Managing Director, explains how Causeway Coffee developed staff through work experience placements and the positive impact on their business.
"Internal and external factors drove Causeway Coffee to explore work experience placements. Strong growth created a need for additional support, but tight margins prevented us from hiring a full-time employee. We also wanted to invest in future talent and find someone who could be a potential long-term member of our coffee family. Therefore, we found that work experience placements provided an ideal solution, allowing us to train individuals to our specific standards."
"A neighbouring company's positive experience with a work experience placement through Ulster Supported Employment Limited (USEL), a public body serving individuals with disabilities or health conditions, encouraged us to reconsider our recruitment strategies. My background in recruiting and managing large teams made my skills a natural fit for mentoring and developing someone seeking employment."
"We designed a tailored training plan. This approach maximised the benefits of the work experience placement for both the placement and our company. The plan prioritised developing the placement's communication skills and confidence by exposing them to sales and marketing. We also leveraged the placement's IT aptitude, giving them hands-on experience in e-commerce, social media management, and website development. This approach enabled the placement to apply and refine their IT skills in a real-world business environment."
"Taste Causeway, a local collaborative network for the food and hospitality industry, supported us throughout the process. The network facilitated informal discussions about the challenges and rewards of onboarding new team members, enabling us to exchange ideas and problem-solve. Additionally, employment advisors at the local Jobs & Benefits Office, from the Department for Communities, offered guidance."
"Because the work experience placement required no financial commitment, we faced minimal risk compared to hiring a permanent employee. However, we understood that a successful placement demanded a commitment of time and resources to develop their skills and knowledge, ensuring a truly beneficial experience."
"The work experience placement benefited both parties. It allowed Causeway Coffee to manage its workload with additional support, and it gave the placement a significant advantage in the job market. The placement developed skills, knowledge, and confidence that will make them invaluable in their future job search. Our team found the experience surprisingly rewarding for everyone involved."
"The placement's fresh perspective, with insightful questions and innovative ideas, prompted Causeway Coffee to reassess some operational methods. This experience underscored the importance of fostering an open-minded culture and empowering staff. We maximised the training plan's effectiveness by granting the placement autonomy within a supportive framework, which resulted in positive placement engagement and business benefits.."
"Although the placement lasted only 13 weeks, the training programme forced us to work quickly and focus on helping our placement gain experience in each aspect of our business. The programme's flexibility, which included frequent reassessments with the placement, created a dynamic learning environment. We often paused training to reassess our processes and make quick changes. This helped our placement work through ideas dynamically, with often immediate results. Clearly, Causeway Coffee benefited, as we tightened up and improved our systems and processes with fresh ideas."
You can monitor the work experience placement by ensuring a member of staff is assigned to support the student.
A member of staff should be identified as a point of contact to support, supervise, and mentor the student during their work experience.
This person can also liaise with the student's school or college during the placement.
The work experience placement supervisor should:
A teacher or representative from the school or college may want to make a visit during the placement or telephone to discuss how the placement is going and what the student is achieving.
On the last day, where possible you and/or the placement supervisor should meet with the student to discuss their placement.
You may wish to discuss the following:
You will usually be asked to complete a student assessment form. This is a very useful document for the student as it can be used in the future as a CV reference.
You may also be asked to complete an employer assessment form for evaluation purposes.
This will allow a critical analysis to be carried out. All suggested recommendations/improvements should be followed up by the school or college.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
An environmental charity, Keep Northern Ireland Beautiful campaigns directly to the public to bring about positive changes in behaviour.
Providing work experience opportunities is part of the organisation's ethos and in this video, Ian and Community Development Officer Nicola Murray, talk about how they prepare for new work experience students, tasks that the students get involved in, and challenges and benefits to the business.
In addition, work experience student Alastair Fenn, who has subsequently been employed by Keep Northern Ireland Beautiful in the role of Environmental Quality Assurance Officer, describes his experience of Business in the Community's Responsible Internship Programme and the opportunities it provided in helping to progress his career.
Explore the many benefits that work experience opportunities bring to businesses, young people, and the wider community.
Work experience is an opportunity to introduce young people to the reality of working life. The experience they get during their work placement can help them develop practical insight and skills to help them secure and sustain future employment.
By taking students on work experience, employers get an opportunity to engage, inspire, and inform young people about what working life is really like.
Offering work experience can bring a number of benefits to you as an employer:
Establishing your business as an employer that offers young people work experience opportunities will build a positive image of your company and one that people easily recognise.
Providing work experience opportunities will contribute to your CSR duty. This will be seen favourably by customers, suppliers, and the wider community.
By offering work experience opportunities to local schools and education providers you can add value to and make meaningful connections with your community.
Work experience programmes are a great way to tap into new talent as young people seek jobs following full-time education. Having an established connection with young people gives you a competitive edge over those employers that don’t offer work experience placements. You will also get insight into what potential recruits look for in an employer as generations evolve.
Involving your employees in the work experience placement and providing potential management opportunities can help your staff develop their supervisory and managerial skills. This will help staff feel motivated and invested in your business helping to contribute to staff retention.
Employers are not obligated to pay for work experience placements, so you have the opportunity to get additional help at no extra cost. This can be beneficial to both you and the work experience placement, for example, if you have a large project that requires additional resources. This also offers the opportunity to provide an enriched experience for the placement student.
Young people often bring fresh ideas and approaches which may open up new opportunities for your business. They may also be able to inject some innovation into your business and offer alternative solutions to challenges.
By offering work experience placements to young people from various backgrounds you will promote diversity in your workplace.
By establishing a relationship with local education providers and being viewed as an employer that provides young people with opportunities you will have a significant advantage over your competitors especially when it comes to recruitment.
There are a number of benefits that work experience placements can offer young people:
Work experience gives young people the opportunity to develop skills essential for working life such as time management, teamwork, business etiquette, communication, and problem-solving.
Young people can get an insight into what is required to work in certain industries when they take up a work experience placement. It will help them decide what career path to follow.
Work experience helps young people build transferrable skills that they will be able to use in other jobs. They will also gain confidence by taking on a new challenge.
Work experience provides young people with the opportunity to connect with local companies and meet new people who can help them on their career path.
Applying for a work placement provides the opportunity to learn about recruitment processes eg how to apply for a job, prepare for job interviews, and build a CV
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source work experience opportunities.
Alternatively, you may wish to use one of the following organisations to manage work experience opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers in arranging work experience placements for post-primary students.
You can host work experience opportunities through Speakers for School. They can help you advertise your opportunities and connect you with suitable work experience candidates.
Offer work experience opportunities with Speakers for School.
Business in the Community Work Inspiration is a national, employer-led campaign that aims to make work experience more meaningful, relevant, and inspiring for young people.
A number of schools and colleges encourage young people to find their own placement. However, there are occasions when careers teachers will source placements for the students.
Some schools and colleges have also developed partnerships with local employers. You could get in contact with schools in your area to see if you could establish a partnership for work experience.
Contact your local Education Authority office.
Issues to consider when thinking of taking part in work experience include:
Detailing work experience opportunities for young people and graduates.
There are ways you can source or advertise work experience opportunities for young people and graduates.
The Work Experience Programme provides employers with the opportunity to offer meaningful work experience which can provide a valuable contribution to the development of people’s employability skills and career aspirations.
Read full details on the Work Experience Programme.
Some universities and colleges establish partnerships with local employers to generate work experience placement opportunities for their students. You could get in contact with local universities and colleges to establish a work experience partnership for your business.
Find contact details for universities and colleges in Northern Ireland.
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person beforehand about what to expect.
Providing as much information as possible about the placement to the young person in advance gives them a clearer guide about what to expect and reduces their anxiety.
Before starting, the placement supervisor should try to inform the student about the following:
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
It would be beneficial both for you and the student to spend some time before the placement commences identifying different tasks, projects, and activities that they can work on.
To ensure a work experience placement, you should look at insurance, health and safety, risk assessment, and child protection issues.
There are a number of things you should ensure are in place before a young person starts their work placement.
You should ensure the young person is covered by your company's public liability and employer's liability insurance. Read more on liability insurance.
In addition:
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
You are responsible for the student's health and safety while they are on placement with you. See health and safety basics for businesses.
Read HSE guidance on work experience.
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
You should ensure your risk assessment is up-to-date to include work experience students. Read more on health and safety risk assessment.
Read HSE guidance on risk assessment.
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
It is worth taking time to plan activities for a work experience placement so that both you and the student will get the most out of the experience.
Work experience should be beneficial both to you and the young person, so it is essential they are given as much insight into the world of work as possible.
This will allow opportunities for professional development and ensure they can demonstrate their practical experience to potential employers in the future.
Some suggestions for the types of tasks include:
You could also ask the student directly if they have any suggestions for what they would like to do, or improvements they think could be made within your business.
How Causeway Coffee, based in Ballymoney, took on a work experience placement to help meet demands and develop new talent.
Causeway Coffee, a multi-award-winning speciality coffee roaster based in Ballymoney, County Antrim, roasts ethically sourced beans from around the world.
Graham Watts, Co-Founder and Managing Director, explains how Causeway Coffee developed staff through work experience placements and the positive impact on their business.
"Internal and external factors drove Causeway Coffee to explore work experience placements. Strong growth created a need for additional support, but tight margins prevented us from hiring a full-time employee. We also wanted to invest in future talent and find someone who could be a potential long-term member of our coffee family. Therefore, we found that work experience placements provided an ideal solution, allowing us to train individuals to our specific standards."
"A neighbouring company's positive experience with a work experience placement through Ulster Supported Employment Limited (USEL), a public body serving individuals with disabilities or health conditions, encouraged us to reconsider our recruitment strategies. My background in recruiting and managing large teams made my skills a natural fit for mentoring and developing someone seeking employment."
"We designed a tailored training plan. This approach maximised the benefits of the work experience placement for both the placement and our company. The plan prioritised developing the placement's communication skills and confidence by exposing them to sales and marketing. We also leveraged the placement's IT aptitude, giving them hands-on experience in e-commerce, social media management, and website development. This approach enabled the placement to apply and refine their IT skills in a real-world business environment."
"Taste Causeway, a local collaborative network for the food and hospitality industry, supported us throughout the process. The network facilitated informal discussions about the challenges and rewards of onboarding new team members, enabling us to exchange ideas and problem-solve. Additionally, employment advisors at the local Jobs & Benefits Office, from the Department for Communities, offered guidance."
"Because the work experience placement required no financial commitment, we faced minimal risk compared to hiring a permanent employee. However, we understood that a successful placement demanded a commitment of time and resources to develop their skills and knowledge, ensuring a truly beneficial experience."
"The work experience placement benefited both parties. It allowed Causeway Coffee to manage its workload with additional support, and it gave the placement a significant advantage in the job market. The placement developed skills, knowledge, and confidence that will make them invaluable in their future job search. Our team found the experience surprisingly rewarding for everyone involved."
"The placement's fresh perspective, with insightful questions and innovative ideas, prompted Causeway Coffee to reassess some operational methods. This experience underscored the importance of fostering an open-minded culture and empowering staff. We maximised the training plan's effectiveness by granting the placement autonomy within a supportive framework, which resulted in positive placement engagement and business benefits.."
"Although the placement lasted only 13 weeks, the training programme forced us to work quickly and focus on helping our placement gain experience in each aspect of our business. The programme's flexibility, which included frequent reassessments with the placement, created a dynamic learning environment. We often paused training to reassess our processes and make quick changes. This helped our placement work through ideas dynamically, with often immediate results. Clearly, Causeway Coffee benefited, as we tightened up and improved our systems and processes with fresh ideas."
You can monitor the work experience placement by ensuring a member of staff is assigned to support the student.
A member of staff should be identified as a point of contact to support, supervise, and mentor the student during their work experience.
This person can also liaise with the student's school or college during the placement.
The work experience placement supervisor should:
A teacher or representative from the school or college may want to make a visit during the placement or telephone to discuss how the placement is going and what the student is achieving.
On the last day, where possible you and/or the placement supervisor should meet with the student to discuss their placement.
You may wish to discuss the following:
You will usually be asked to complete a student assessment form. This is a very useful document for the student as it can be used in the future as a CV reference.
You may also be asked to complete an employer assessment form for evaluation purposes.
This will allow a critical analysis to be carried out. All suggested recommendations/improvements should be followed up by the school or college.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
An environmental charity, Keep Northern Ireland Beautiful campaigns directly to the public to bring about positive changes in behaviour.
Providing work experience opportunities is part of the organisation's ethos and in this video, Ian and Community Development Officer Nicola Murray, talk about how they prepare for new work experience students, tasks that the students get involved in, and challenges and benefits to the business.
In addition, work experience student Alastair Fenn, who has subsequently been employed by Keep Northern Ireland Beautiful in the role of Environmental Quality Assurance Officer, describes his experience of Business in the Community's Responsible Internship Programme and the opportunities it provided in helping to progress his career.
Explore the many benefits that work experience opportunities bring to businesses, young people, and the wider community.
Work experience is an opportunity to introduce young people to the reality of working life. The experience they get during their work placement can help them develop practical insight and skills to help them secure and sustain future employment.
By taking students on work experience, employers get an opportunity to engage, inspire, and inform young people about what working life is really like.
Offering work experience can bring a number of benefits to you as an employer:
Establishing your business as an employer that offers young people work experience opportunities will build a positive image of your company and one that people easily recognise.
Providing work experience opportunities will contribute to your CSR duty. This will be seen favourably by customers, suppliers, and the wider community.
By offering work experience opportunities to local schools and education providers you can add value to and make meaningful connections with your community.
Work experience programmes are a great way to tap into new talent as young people seek jobs following full-time education. Having an established connection with young people gives you a competitive edge over those employers that don’t offer work experience placements. You will also get insight into what potential recruits look for in an employer as generations evolve.
Involving your employees in the work experience placement and providing potential management opportunities can help your staff develop their supervisory and managerial skills. This will help staff feel motivated and invested in your business helping to contribute to staff retention.
Employers are not obligated to pay for work experience placements, so you have the opportunity to get additional help at no extra cost. This can be beneficial to both you and the work experience placement, for example, if you have a large project that requires additional resources. This also offers the opportunity to provide an enriched experience for the placement student.
Young people often bring fresh ideas and approaches which may open up new opportunities for your business. They may also be able to inject some innovation into your business and offer alternative solutions to challenges.
By offering work experience placements to young people from various backgrounds you will promote diversity in your workplace.
By establishing a relationship with local education providers and being viewed as an employer that provides young people with opportunities you will have a significant advantage over your competitors especially when it comes to recruitment.
There are a number of benefits that work experience placements can offer young people:
Work experience gives young people the opportunity to develop skills essential for working life such as time management, teamwork, business etiquette, communication, and problem-solving.
Young people can get an insight into what is required to work in certain industries when they take up a work experience placement. It will help them decide what career path to follow.
Work experience helps young people build transferrable skills that they will be able to use in other jobs. They will also gain confidence by taking on a new challenge.
Work experience provides young people with the opportunity to connect with local companies and meet new people who can help them on their career path.
Applying for a work placement provides the opportunity to learn about recruitment processes eg how to apply for a job, prepare for job interviews, and build a CV
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source work experience opportunities.
Alternatively, you may wish to use one of the following organisations to manage work experience opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers in arranging work experience placements for post-primary students.
You can host work experience opportunities through Speakers for School. They can help you advertise your opportunities and connect you with suitable work experience candidates.
Offer work experience opportunities with Speakers for School.
Business in the Community Work Inspiration is a national, employer-led campaign that aims to make work experience more meaningful, relevant, and inspiring for young people.
A number of schools and colleges encourage young people to find their own placement. However, there are occasions when careers teachers will source placements for the students.
Some schools and colleges have also developed partnerships with local employers. You could get in contact with schools in your area to see if you could establish a partnership for work experience.
Contact your local Education Authority office.
Issues to consider when thinking of taking part in work experience include:
Detailing work experience opportunities for young people and graduates.
There are ways you can source or advertise work experience opportunities for young people and graduates.
The Work Experience Programme provides employers with the opportunity to offer meaningful work experience which can provide a valuable contribution to the development of people’s employability skills and career aspirations.
Read full details on the Work Experience Programme.
Some universities and colleges establish partnerships with local employers to generate work experience placement opportunities for their students. You could get in contact with local universities and colleges to establish a work experience partnership for your business.
Find contact details for universities and colleges in Northern Ireland.
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person beforehand about what to expect.
Providing as much information as possible about the placement to the young person in advance gives them a clearer guide about what to expect and reduces their anxiety.
Before starting, the placement supervisor should try to inform the student about the following:
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
It would be beneficial both for you and the student to spend some time before the placement commences identifying different tasks, projects, and activities that they can work on.
To ensure a work experience placement, you should look at insurance, health and safety, risk assessment, and child protection issues.
There are a number of things you should ensure are in place before a young person starts their work placement.
You should ensure the young person is covered by your company's public liability and employer's liability insurance. Read more on liability insurance.
In addition:
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
You are responsible for the student's health and safety while they are on placement with you. See health and safety basics for businesses.
Read HSE guidance on work experience.
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
You should ensure your risk assessment is up-to-date to include work experience students. Read more on health and safety risk assessment.
Read HSE guidance on risk assessment.
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
It is worth taking time to plan activities for a work experience placement so that both you and the student will get the most out of the experience.
Work experience should be beneficial both to you and the young person, so it is essential they are given as much insight into the world of work as possible.
This will allow opportunities for professional development and ensure they can demonstrate their practical experience to potential employers in the future.
Some suggestions for the types of tasks include:
You could also ask the student directly if they have any suggestions for what they would like to do, or improvements they think could be made within your business.
How Causeway Coffee, based in Ballymoney, took on a work experience placement to help meet demands and develop new talent.
Causeway Coffee, a multi-award-winning speciality coffee roaster based in Ballymoney, County Antrim, roasts ethically sourced beans from around the world.
Graham Watts, Co-Founder and Managing Director, explains how Causeway Coffee developed staff through work experience placements and the positive impact on their business.
"Internal and external factors drove Causeway Coffee to explore work experience placements. Strong growth created a need for additional support, but tight margins prevented us from hiring a full-time employee. We also wanted to invest in future talent and find someone who could be a potential long-term member of our coffee family. Therefore, we found that work experience placements provided an ideal solution, allowing us to train individuals to our specific standards."
"A neighbouring company's positive experience with a work experience placement through Ulster Supported Employment Limited (USEL), a public body serving individuals with disabilities or health conditions, encouraged us to reconsider our recruitment strategies. My background in recruiting and managing large teams made my skills a natural fit for mentoring and developing someone seeking employment."
"We designed a tailored training plan. This approach maximised the benefits of the work experience placement for both the placement and our company. The plan prioritised developing the placement's communication skills and confidence by exposing them to sales and marketing. We also leveraged the placement's IT aptitude, giving them hands-on experience in e-commerce, social media management, and website development. This approach enabled the placement to apply and refine their IT skills in a real-world business environment."
"Taste Causeway, a local collaborative network for the food and hospitality industry, supported us throughout the process. The network facilitated informal discussions about the challenges and rewards of onboarding new team members, enabling us to exchange ideas and problem-solve. Additionally, employment advisors at the local Jobs & Benefits Office, from the Department for Communities, offered guidance."
"Because the work experience placement required no financial commitment, we faced minimal risk compared to hiring a permanent employee. However, we understood that a successful placement demanded a commitment of time and resources to develop their skills and knowledge, ensuring a truly beneficial experience."
"The work experience placement benefited both parties. It allowed Causeway Coffee to manage its workload with additional support, and it gave the placement a significant advantage in the job market. The placement developed skills, knowledge, and confidence that will make them invaluable in their future job search. Our team found the experience surprisingly rewarding for everyone involved."
"The placement's fresh perspective, with insightful questions and innovative ideas, prompted Causeway Coffee to reassess some operational methods. This experience underscored the importance of fostering an open-minded culture and empowering staff. We maximised the training plan's effectiveness by granting the placement autonomy within a supportive framework, which resulted in positive placement engagement and business benefits.."
"Although the placement lasted only 13 weeks, the training programme forced us to work quickly and focus on helping our placement gain experience in each aspect of our business. The programme's flexibility, which included frequent reassessments with the placement, created a dynamic learning environment. We often paused training to reassess our processes and make quick changes. This helped our placement work through ideas dynamically, with often immediate results. Clearly, Causeway Coffee benefited, as we tightened up and improved our systems and processes with fresh ideas."
You can monitor the work experience placement by ensuring a member of staff is assigned to support the student.
A member of staff should be identified as a point of contact to support, supervise, and mentor the student during their work experience.
This person can also liaise with the student's school or college during the placement.
The work experience placement supervisor should:
A teacher or representative from the school or college may want to make a visit during the placement or telephone to discuss how the placement is going and what the student is achieving.
On the last day, where possible you and/or the placement supervisor should meet with the student to discuss their placement.
You may wish to discuss the following:
You will usually be asked to complete a student assessment form. This is a very useful document for the student as it can be used in the future as a CV reference.
You may also be asked to complete an employer assessment form for evaluation purposes.
This will allow a critical analysis to be carried out. All suggested recommendations/improvements should be followed up by the school or college.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
An environmental charity, Keep Northern Ireland Beautiful campaigns directly to the public to bring about positive changes in behaviour.
Providing work experience opportunities is part of the organisation's ethos and in this video, Ian and Community Development Officer Nicola Murray, talk about how they prepare for new work experience students, tasks that the students get involved in, and challenges and benefits to the business.
In addition, work experience student Alastair Fenn, who has subsequently been employed by Keep Northern Ireland Beautiful in the role of Environmental Quality Assurance Officer, describes his experience of Business in the Community's Responsible Internship Programme and the opportunities it provided in helping to progress his career.
Explore the many benefits that work experience opportunities bring to businesses, young people, and the wider community.
Work experience is an opportunity to introduce young people to the reality of working life. The experience they get during their work placement can help them develop practical insight and skills to help them secure and sustain future employment.
By taking students on work experience, employers get an opportunity to engage, inspire, and inform young people about what working life is really like.
Offering work experience can bring a number of benefits to you as an employer:
Establishing your business as an employer that offers young people work experience opportunities will build a positive image of your company and one that people easily recognise.
Providing work experience opportunities will contribute to your CSR duty. This will be seen favourably by customers, suppliers, and the wider community.
By offering work experience opportunities to local schools and education providers you can add value to and make meaningful connections with your community.
Work experience programmes are a great way to tap into new talent as young people seek jobs following full-time education. Having an established connection with young people gives you a competitive edge over those employers that don’t offer work experience placements. You will also get insight into what potential recruits look for in an employer as generations evolve.
Involving your employees in the work experience placement and providing potential management opportunities can help your staff develop their supervisory and managerial skills. This will help staff feel motivated and invested in your business helping to contribute to staff retention.
Employers are not obligated to pay for work experience placements, so you have the opportunity to get additional help at no extra cost. This can be beneficial to both you and the work experience placement, for example, if you have a large project that requires additional resources. This also offers the opportunity to provide an enriched experience for the placement student.
Young people often bring fresh ideas and approaches which may open up new opportunities for your business. They may also be able to inject some innovation into your business and offer alternative solutions to challenges.
By offering work experience placements to young people from various backgrounds you will promote diversity in your workplace.
By establishing a relationship with local education providers and being viewed as an employer that provides young people with opportunities you will have a significant advantage over your competitors especially when it comes to recruitment.
There are a number of benefits that work experience placements can offer young people:
Work experience gives young people the opportunity to develop skills essential for working life such as time management, teamwork, business etiquette, communication, and problem-solving.
Young people can get an insight into what is required to work in certain industries when they take up a work experience placement. It will help them decide what career path to follow.
Work experience helps young people build transferrable skills that they will be able to use in other jobs. They will also gain confidence by taking on a new challenge.
Work experience provides young people with the opportunity to connect with local companies and meet new people who can help them on their career path.
Applying for a work placement provides the opportunity to learn about recruitment processes eg how to apply for a job, prepare for job interviews, and build a CV
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source work experience opportunities.
Alternatively, you may wish to use one of the following organisations to manage work experience opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers in arranging work experience placements for post-primary students.
You can host work experience opportunities through Speakers for School. They can help you advertise your opportunities and connect you with suitable work experience candidates.
Offer work experience opportunities with Speakers for School.
Business in the Community Work Inspiration is a national, employer-led campaign that aims to make work experience more meaningful, relevant, and inspiring for young people.
A number of schools and colleges encourage young people to find their own placement. However, there are occasions when careers teachers will source placements for the students.
Some schools and colleges have also developed partnerships with local employers. You could get in contact with schools in your area to see if you could establish a partnership for work experience.
Contact your local Education Authority office.
Issues to consider when thinking of taking part in work experience include:
Detailing work experience opportunities for young people and graduates.
There are ways you can source or advertise work experience opportunities for young people and graduates.
The Work Experience Programme provides employers with the opportunity to offer meaningful work experience which can provide a valuable contribution to the development of people’s employability skills and career aspirations.
Read full details on the Work Experience Programme.
Some universities and colleges establish partnerships with local employers to generate work experience placement opportunities for their students. You could get in contact with local universities and colleges to establish a work experience partnership for your business.
Find contact details for universities and colleges in Northern Ireland.
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person beforehand about what to expect.
Providing as much information as possible about the placement to the young person in advance gives them a clearer guide about what to expect and reduces their anxiety.
Before starting, the placement supervisor should try to inform the student about the following:
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
It would be beneficial both for you and the student to spend some time before the placement commences identifying different tasks, projects, and activities that they can work on.
To ensure a work experience placement, you should look at insurance, health and safety, risk assessment, and child protection issues.
There are a number of things you should ensure are in place before a young person starts their work placement.
You should ensure the young person is covered by your company's public liability and employer's liability insurance. Read more on liability insurance.
In addition:
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
You are responsible for the student's health and safety while they are on placement with you. See health and safety basics for businesses.
Read HSE guidance on work experience.
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
You should ensure your risk assessment is up-to-date to include work experience students. Read more on health and safety risk assessment.
Read HSE guidance on risk assessment.
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
It is worth taking time to plan activities for a work experience placement so that both you and the student will get the most out of the experience.
Work experience should be beneficial both to you and the young person, so it is essential they are given as much insight into the world of work as possible.
This will allow opportunities for professional development and ensure they can demonstrate their practical experience to potential employers in the future.
Some suggestions for the types of tasks include:
You could also ask the student directly if they have any suggestions for what they would like to do, or improvements they think could be made within your business.
How Causeway Coffee, based in Ballymoney, took on a work experience placement to help meet demands and develop new talent.
Causeway Coffee, a multi-award-winning speciality coffee roaster based in Ballymoney, County Antrim, roasts ethically sourced beans from around the world.
Graham Watts, Co-Founder and Managing Director, explains how Causeway Coffee developed staff through work experience placements and the positive impact on their business.
"Internal and external factors drove Causeway Coffee to explore work experience placements. Strong growth created a need for additional support, but tight margins prevented us from hiring a full-time employee. We also wanted to invest in future talent and find someone who could be a potential long-term member of our coffee family. Therefore, we found that work experience placements provided an ideal solution, allowing us to train individuals to our specific standards."
"A neighbouring company's positive experience with a work experience placement through Ulster Supported Employment Limited (USEL), a public body serving individuals with disabilities or health conditions, encouraged us to reconsider our recruitment strategies. My background in recruiting and managing large teams made my skills a natural fit for mentoring and developing someone seeking employment."
"We designed a tailored training plan. This approach maximised the benefits of the work experience placement for both the placement and our company. The plan prioritised developing the placement's communication skills and confidence by exposing them to sales and marketing. We also leveraged the placement's IT aptitude, giving them hands-on experience in e-commerce, social media management, and website development. This approach enabled the placement to apply and refine their IT skills in a real-world business environment."
"Taste Causeway, a local collaborative network for the food and hospitality industry, supported us throughout the process. The network facilitated informal discussions about the challenges and rewards of onboarding new team members, enabling us to exchange ideas and problem-solve. Additionally, employment advisors at the local Jobs & Benefits Office, from the Department for Communities, offered guidance."
"Because the work experience placement required no financial commitment, we faced minimal risk compared to hiring a permanent employee. However, we understood that a successful placement demanded a commitment of time and resources to develop their skills and knowledge, ensuring a truly beneficial experience."
"The work experience placement benefited both parties. It allowed Causeway Coffee to manage its workload with additional support, and it gave the placement a significant advantage in the job market. The placement developed skills, knowledge, and confidence that will make them invaluable in their future job search. Our team found the experience surprisingly rewarding for everyone involved."
"The placement's fresh perspective, with insightful questions and innovative ideas, prompted Causeway Coffee to reassess some operational methods. This experience underscored the importance of fostering an open-minded culture and empowering staff. We maximised the training plan's effectiveness by granting the placement autonomy within a supportive framework, which resulted in positive placement engagement and business benefits.."
"Although the placement lasted only 13 weeks, the training programme forced us to work quickly and focus on helping our placement gain experience in each aspect of our business. The programme's flexibility, which included frequent reassessments with the placement, created a dynamic learning environment. We often paused training to reassess our processes and make quick changes. This helped our placement work through ideas dynamically, with often immediate results. Clearly, Causeway Coffee benefited, as we tightened up and improved our systems and processes with fresh ideas."
You can monitor the work experience placement by ensuring a member of staff is assigned to support the student.
A member of staff should be identified as a point of contact to support, supervise, and mentor the student during their work experience.
This person can also liaise with the student's school or college during the placement.
The work experience placement supervisor should:
A teacher or representative from the school or college may want to make a visit during the placement or telephone to discuss how the placement is going and what the student is achieving.
On the last day, where possible you and/or the placement supervisor should meet with the student to discuss their placement.
You may wish to discuss the following:
You will usually be asked to complete a student assessment form. This is a very useful document for the student as it can be used in the future as a CV reference.
You may also be asked to complete an employer assessment form for evaluation purposes.
This will allow a critical analysis to be carried out. All suggested recommendations/improvements should be followed up by the school or college.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
An environmental charity, Keep Northern Ireland Beautiful campaigns directly to the public to bring about positive changes in behaviour.
Providing work experience opportunities is part of the organisation's ethos and in this video, Ian and Community Development Officer Nicola Murray, talk about how they prepare for new work experience students, tasks that the students get involved in, and challenges and benefits to the business.
In addition, work experience student Alastair Fenn, who has subsequently been employed by Keep Northern Ireland Beautiful in the role of Environmental Quality Assurance Officer, describes his experience of Business in the Community's Responsible Internship Programme and the opportunities it provided in helping to progress his career.
Explore the many benefits that work experience opportunities bring to businesses, young people, and the wider community.
Work experience is an opportunity to introduce young people to the reality of working life. The experience they get during their work placement can help them develop practical insight and skills to help them secure and sustain future employment.
By taking students on work experience, employers get an opportunity to engage, inspire, and inform young people about what working life is really like.
Offering work experience can bring a number of benefits to you as an employer:
Establishing your business as an employer that offers young people work experience opportunities will build a positive image of your company and one that people easily recognise.
Providing work experience opportunities will contribute to your CSR duty. This will be seen favourably by customers, suppliers, and the wider community.
By offering work experience opportunities to local schools and education providers you can add value to and make meaningful connections with your community.
Work experience programmes are a great way to tap into new talent as young people seek jobs following full-time education. Having an established connection with young people gives you a competitive edge over those employers that don’t offer work experience placements. You will also get insight into what potential recruits look for in an employer as generations evolve.
Involving your employees in the work experience placement and providing potential management opportunities can help your staff develop their supervisory and managerial skills. This will help staff feel motivated and invested in your business helping to contribute to staff retention.
Employers are not obligated to pay for work experience placements, so you have the opportunity to get additional help at no extra cost. This can be beneficial to both you and the work experience placement, for example, if you have a large project that requires additional resources. This also offers the opportunity to provide an enriched experience for the placement student.
Young people often bring fresh ideas and approaches which may open up new opportunities for your business. They may also be able to inject some innovation into your business and offer alternative solutions to challenges.
By offering work experience placements to young people from various backgrounds you will promote diversity in your workplace.
By establishing a relationship with local education providers and being viewed as an employer that provides young people with opportunities you will have a significant advantage over your competitors especially when it comes to recruitment.
There are a number of benefits that work experience placements can offer young people:
Work experience gives young people the opportunity to develop skills essential for working life such as time management, teamwork, business etiquette, communication, and problem-solving.
Young people can get an insight into what is required to work in certain industries when they take up a work experience placement. It will help them decide what career path to follow.
Work experience helps young people build transferrable skills that they will be able to use in other jobs. They will also gain confidence by taking on a new challenge.
Work experience provides young people with the opportunity to connect with local companies and meet new people who can help them on their career path.
Applying for a work placement provides the opportunity to learn about recruitment processes eg how to apply for a job, prepare for job interviews, and build a CV
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source work experience opportunities.
Alternatively, you may wish to use one of the following organisations to manage work experience opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers in arranging work experience placements for post-primary students.
You can host work experience opportunities through Speakers for School. They can help you advertise your opportunities and connect you with suitable work experience candidates.
Offer work experience opportunities with Speakers for School.
Business in the Community Work Inspiration is a national, employer-led campaign that aims to make work experience more meaningful, relevant, and inspiring for young people.
A number of schools and colleges encourage young people to find their own placement. However, there are occasions when careers teachers will source placements for the students.
Some schools and colleges have also developed partnerships with local employers. You could get in contact with schools in your area to see if you could establish a partnership for work experience.
Contact your local Education Authority office.
Issues to consider when thinking of taking part in work experience include:
Detailing work experience opportunities for young people and graduates.
There are ways you can source or advertise work experience opportunities for young people and graduates.
The Work Experience Programme provides employers with the opportunity to offer meaningful work experience which can provide a valuable contribution to the development of people’s employability skills and career aspirations.
Read full details on the Work Experience Programme.
Some universities and colleges establish partnerships with local employers to generate work experience placement opportunities for their students. You could get in contact with local universities and colleges to establish a work experience partnership for your business.
Find contact details for universities and colleges in Northern Ireland.
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person beforehand about what to expect.
Providing as much information as possible about the placement to the young person in advance gives them a clearer guide about what to expect and reduces their anxiety.
Before starting, the placement supervisor should try to inform the student about the following:
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
It would be beneficial both for you and the student to spend some time before the placement commences identifying different tasks, projects, and activities that they can work on.
To ensure a work experience placement, you should look at insurance, health and safety, risk assessment, and child protection issues.
There are a number of things you should ensure are in place before a young person starts their work placement.
You should ensure the young person is covered by your company's public liability and employer's liability insurance. Read more on liability insurance.
In addition:
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
You are responsible for the student's health and safety while they are on placement with you. See health and safety basics for businesses.
Read HSE guidance on work experience.
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
You should ensure your risk assessment is up-to-date to include work experience students. Read more on health and safety risk assessment.
Read HSE guidance on risk assessment.
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
It is worth taking time to plan activities for a work experience placement so that both you and the student will get the most out of the experience.
Work experience should be beneficial both to you and the young person, so it is essential they are given as much insight into the world of work as possible.
This will allow opportunities for professional development and ensure they can demonstrate their practical experience to potential employers in the future.
Some suggestions for the types of tasks include:
You could also ask the student directly if they have any suggestions for what they would like to do, or improvements they think could be made within your business.
How Causeway Coffee, based in Ballymoney, took on a work experience placement to help meet demands and develop new talent.
Causeway Coffee, a multi-award-winning speciality coffee roaster based in Ballymoney, County Antrim, roasts ethically sourced beans from around the world.
Graham Watts, Co-Founder and Managing Director, explains how Causeway Coffee developed staff through work experience placements and the positive impact on their business.
"Internal and external factors drove Causeway Coffee to explore work experience placements. Strong growth created a need for additional support, but tight margins prevented us from hiring a full-time employee. We also wanted to invest in future talent and find someone who could be a potential long-term member of our coffee family. Therefore, we found that work experience placements provided an ideal solution, allowing us to train individuals to our specific standards."
"A neighbouring company's positive experience with a work experience placement through Ulster Supported Employment Limited (USEL), a public body serving individuals with disabilities or health conditions, encouraged us to reconsider our recruitment strategies. My background in recruiting and managing large teams made my skills a natural fit for mentoring and developing someone seeking employment."
"We designed a tailored training plan. This approach maximised the benefits of the work experience placement for both the placement and our company. The plan prioritised developing the placement's communication skills and confidence by exposing them to sales and marketing. We also leveraged the placement's IT aptitude, giving them hands-on experience in e-commerce, social media management, and website development. This approach enabled the placement to apply and refine their IT skills in a real-world business environment."
"Taste Causeway, a local collaborative network for the food and hospitality industry, supported us throughout the process. The network facilitated informal discussions about the challenges and rewards of onboarding new team members, enabling us to exchange ideas and problem-solve. Additionally, employment advisors at the local Jobs & Benefits Office, from the Department for Communities, offered guidance."
"Because the work experience placement required no financial commitment, we faced minimal risk compared to hiring a permanent employee. However, we understood that a successful placement demanded a commitment of time and resources to develop their skills and knowledge, ensuring a truly beneficial experience."
"The work experience placement benefited both parties. It allowed Causeway Coffee to manage its workload with additional support, and it gave the placement a significant advantage in the job market. The placement developed skills, knowledge, and confidence that will make them invaluable in their future job search. Our team found the experience surprisingly rewarding for everyone involved."
"The placement's fresh perspective, with insightful questions and innovative ideas, prompted Causeway Coffee to reassess some operational methods. This experience underscored the importance of fostering an open-minded culture and empowering staff. We maximised the training plan's effectiveness by granting the placement autonomy within a supportive framework, which resulted in positive placement engagement and business benefits.."
"Although the placement lasted only 13 weeks, the training programme forced us to work quickly and focus on helping our placement gain experience in each aspect of our business. The programme's flexibility, which included frequent reassessments with the placement, created a dynamic learning environment. We often paused training to reassess our processes and make quick changes. This helped our placement work through ideas dynamically, with often immediate results. Clearly, Causeway Coffee benefited, as we tightened up and improved our systems and processes with fresh ideas."
You can monitor the work experience placement by ensuring a member of staff is assigned to support the student.
A member of staff should be identified as a point of contact to support, supervise, and mentor the student during their work experience.
This person can also liaise with the student's school or college during the placement.
The work experience placement supervisor should:
A teacher or representative from the school or college may want to make a visit during the placement or telephone to discuss how the placement is going and what the student is achieving.
On the last day, where possible you and/or the placement supervisor should meet with the student to discuss their placement.
You may wish to discuss the following:
You will usually be asked to complete a student assessment form. This is a very useful document for the student as it can be used in the future as a CV reference.
You may also be asked to complete an employer assessment form for evaluation purposes.
This will allow a critical analysis to be carried out. All suggested recommendations/improvements should be followed up by the school or college.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
An environmental charity, Keep Northern Ireland Beautiful campaigns directly to the public to bring about positive changes in behaviour.
Providing work experience opportunities is part of the organisation's ethos and in this video, Ian and Community Development Officer Nicola Murray, talk about how they prepare for new work experience students, tasks that the students get involved in, and challenges and benefits to the business.
In addition, work experience student Alastair Fenn, who has subsequently been employed by Keep Northern Ireland Beautiful in the role of Environmental Quality Assurance Officer, describes his experience of Business in the Community's Responsible Internship Programme and the opportunities it provided in helping to progress his career.
Explore the many benefits that work experience opportunities bring to businesses, young people, and the wider community.
Work experience is an opportunity to introduce young people to the reality of working life. The experience they get during their work placement can help them develop practical insight and skills to help them secure and sustain future employment.
By taking students on work experience, employers get an opportunity to engage, inspire, and inform young people about what working life is really like.
Offering work experience can bring a number of benefits to you as an employer:
Establishing your business as an employer that offers young people work experience opportunities will build a positive image of your company and one that people easily recognise.
Providing work experience opportunities will contribute to your CSR duty. This will be seen favourably by customers, suppliers, and the wider community.
By offering work experience opportunities to local schools and education providers you can add value to and make meaningful connections with your community.
Work experience programmes are a great way to tap into new talent as young people seek jobs following full-time education. Having an established connection with young people gives you a competitive edge over those employers that don’t offer work experience placements. You will also get insight into what potential recruits look for in an employer as generations evolve.
Involving your employees in the work experience placement and providing potential management opportunities can help your staff develop their supervisory and managerial skills. This will help staff feel motivated and invested in your business helping to contribute to staff retention.
Employers are not obligated to pay for work experience placements, so you have the opportunity to get additional help at no extra cost. This can be beneficial to both you and the work experience placement, for example, if you have a large project that requires additional resources. This also offers the opportunity to provide an enriched experience for the placement student.
Young people often bring fresh ideas and approaches which may open up new opportunities for your business. They may also be able to inject some innovation into your business and offer alternative solutions to challenges.
By offering work experience placements to young people from various backgrounds you will promote diversity in your workplace.
By establishing a relationship with local education providers and being viewed as an employer that provides young people with opportunities you will have a significant advantage over your competitors especially when it comes to recruitment.
There are a number of benefits that work experience placements can offer young people:
Work experience gives young people the opportunity to develop skills essential for working life such as time management, teamwork, business etiquette, communication, and problem-solving.
Young people can get an insight into what is required to work in certain industries when they take up a work experience placement. It will help them decide what career path to follow.
Work experience helps young people build transferrable skills that they will be able to use in other jobs. They will also gain confidence by taking on a new challenge.
Work experience provides young people with the opportunity to connect with local companies and meet new people who can help them on their career path.
Applying for a work placement provides the opportunity to learn about recruitment processes eg how to apply for a job, prepare for job interviews, and build a CV
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source work experience opportunities.
Alternatively, you may wish to use one of the following organisations to manage work experience opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers in arranging work experience placements for post-primary students.
You can host work experience opportunities through Speakers for School. They can help you advertise your opportunities and connect you with suitable work experience candidates.
Offer work experience opportunities with Speakers for School.
Business in the Community Work Inspiration is a national, employer-led campaign that aims to make work experience more meaningful, relevant, and inspiring for young people.
A number of schools and colleges encourage young people to find their own placement. However, there are occasions when careers teachers will source placements for the students.
Some schools and colleges have also developed partnerships with local employers. You could get in contact with schools in your area to see if you could establish a partnership for work experience.
Contact your local Education Authority office.
Issues to consider when thinking of taking part in work experience include:
Detailing work experience opportunities for young people and graduates.
There are ways you can source or advertise work experience opportunities for young people and graduates.
The Work Experience Programme provides employers with the opportunity to offer meaningful work experience which can provide a valuable contribution to the development of people’s employability skills and career aspirations.
Read full details on the Work Experience Programme.
Some universities and colleges establish partnerships with local employers to generate work experience placement opportunities for their students. You could get in contact with local universities and colleges to establish a work experience partnership for your business.
Find contact details for universities and colleges in Northern Ireland.
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person beforehand about what to expect.
Providing as much information as possible about the placement to the young person in advance gives them a clearer guide about what to expect and reduces their anxiety.
Before starting, the placement supervisor should try to inform the student about the following:
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
It would be beneficial both for you and the student to spend some time before the placement commences identifying different tasks, projects, and activities that they can work on.
To ensure a work experience placement, you should look at insurance, health and safety, risk assessment, and child protection issues.
There are a number of things you should ensure are in place before a young person starts their work placement.
You should ensure the young person is covered by your company's public liability and employer's liability insurance. Read more on liability insurance.
In addition:
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
You are responsible for the student's health and safety while they are on placement with you. See health and safety basics for businesses.
Read HSE guidance on work experience.
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
You should ensure your risk assessment is up-to-date to include work experience students. Read more on health and safety risk assessment.
Read HSE guidance on risk assessment.
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
It is worth taking time to plan activities for a work experience placement so that both you and the student will get the most out of the experience.
Work experience should be beneficial both to you and the young person, so it is essential they are given as much insight into the world of work as possible.
This will allow opportunities for professional development and ensure they can demonstrate their practical experience to potential employers in the future.
Some suggestions for the types of tasks include:
You could also ask the student directly if they have any suggestions for what they would like to do, or improvements they think could be made within your business.
How Causeway Coffee, based in Ballymoney, took on a work experience placement to help meet demands and develop new talent.
Causeway Coffee, a multi-award-winning speciality coffee roaster based in Ballymoney, County Antrim, roasts ethically sourced beans from around the world.
Graham Watts, Co-Founder and Managing Director, explains how Causeway Coffee developed staff through work experience placements and the positive impact on their business.
"Internal and external factors drove Causeway Coffee to explore work experience placements. Strong growth created a need for additional support, but tight margins prevented us from hiring a full-time employee. We also wanted to invest in future talent and find someone who could be a potential long-term member of our coffee family. Therefore, we found that work experience placements provided an ideal solution, allowing us to train individuals to our specific standards."
"A neighbouring company's positive experience with a work experience placement through Ulster Supported Employment Limited (USEL), a public body serving individuals with disabilities or health conditions, encouraged us to reconsider our recruitment strategies. My background in recruiting and managing large teams made my skills a natural fit for mentoring and developing someone seeking employment."
"We designed a tailored training plan. This approach maximised the benefits of the work experience placement for both the placement and our company. The plan prioritised developing the placement's communication skills and confidence by exposing them to sales and marketing. We also leveraged the placement's IT aptitude, giving them hands-on experience in e-commerce, social media management, and website development. This approach enabled the placement to apply and refine their IT skills in a real-world business environment."
"Taste Causeway, a local collaborative network for the food and hospitality industry, supported us throughout the process. The network facilitated informal discussions about the challenges and rewards of onboarding new team members, enabling us to exchange ideas and problem-solve. Additionally, employment advisors at the local Jobs & Benefits Office, from the Department for Communities, offered guidance."
"Because the work experience placement required no financial commitment, we faced minimal risk compared to hiring a permanent employee. However, we understood that a successful placement demanded a commitment of time and resources to develop their skills and knowledge, ensuring a truly beneficial experience."
"The work experience placement benefited both parties. It allowed Causeway Coffee to manage its workload with additional support, and it gave the placement a significant advantage in the job market. The placement developed skills, knowledge, and confidence that will make them invaluable in their future job search. Our team found the experience surprisingly rewarding for everyone involved."
"The placement's fresh perspective, with insightful questions and innovative ideas, prompted Causeway Coffee to reassess some operational methods. This experience underscored the importance of fostering an open-minded culture and empowering staff. We maximised the training plan's effectiveness by granting the placement autonomy within a supportive framework, which resulted in positive placement engagement and business benefits.."
"Although the placement lasted only 13 weeks, the training programme forced us to work quickly and focus on helping our placement gain experience in each aspect of our business. The programme's flexibility, which included frequent reassessments with the placement, created a dynamic learning environment. We often paused training to reassess our processes and make quick changes. This helped our placement work through ideas dynamically, with often immediate results. Clearly, Causeway Coffee benefited, as we tightened up and improved our systems and processes with fresh ideas."
You can monitor the work experience placement by ensuring a member of staff is assigned to support the student.
A member of staff should be identified as a point of contact to support, supervise, and mentor the student during their work experience.
This person can also liaise with the student's school or college during the placement.
The work experience placement supervisor should:
A teacher or representative from the school or college may want to make a visit during the placement or telephone to discuss how the placement is going and what the student is achieving.
On the last day, where possible you and/or the placement supervisor should meet with the student to discuss their placement.
You may wish to discuss the following:
You will usually be asked to complete a student assessment form. This is a very useful document for the student as it can be used in the future as a CV reference.
You may also be asked to complete an employer assessment form for evaluation purposes.
This will allow a critical analysis to be carried out. All suggested recommendations/improvements should be followed up by the school or college.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
An environmental charity, Keep Northern Ireland Beautiful campaigns directly to the public to bring about positive changes in behaviour.
Providing work experience opportunities is part of the organisation's ethos and in this video, Ian and Community Development Officer Nicola Murray, talk about how they prepare for new work experience students, tasks that the students get involved in, and challenges and benefits to the business.
In addition, work experience student Alastair Fenn, who has subsequently been employed by Keep Northern Ireland Beautiful in the role of Environmental Quality Assurance Officer, describes his experience of Business in the Community's Responsible Internship Programme and the opportunities it provided in helping to progress his career.
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.
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:
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 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.
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.
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:
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.
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.
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.
The LRA offers the following arbitration services for industrial disputes:
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.
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.
The statutory conditions for immunity when organising industrial action.
A union or individual must meet certain statutory conditions when organising industrial action.
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:
The relevant definition does not cover disputes:
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.
The union organising the industrial action must ensure that the employer receives written notice from the union which:
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:
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.
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:
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.
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:
'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:
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:
A union or other person has no immunity if they call for, threaten to call for, or organise industrial action where both:
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:
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.
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.
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.
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:
See statutory conditions for immunity when organising 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.
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:
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:
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.
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:
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.
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:
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:
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.
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.
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.
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.
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.
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.
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:
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.
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.
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:
For these purposes:
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:
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:
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.
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 |
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:
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.
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.
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.
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:
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:
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:
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.
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:
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.
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:
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:
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:
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.
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:
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:
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.
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:
Majority support means the majority of those who actually vote, not the majority of those entitled to vote.
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:
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.
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:
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.
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.
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.
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.
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:
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.
Under certain circumstances, you must inform - and consult with - representatives of a recognised trade union about:
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.
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.
You may have to inform and consult other workplace representatives - known as employee representatives - where you:
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.
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.
If you negotiate terms and conditions and consult on workplace issues with a recognised union:
In turn, these may help your business by improving retention rates.
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.
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.
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.
It is a good idea to:
You have specific legal obligations to inform and consult union representatives on certain matters - see the role of trade unions and their representatives.
To help union representatives carry out their duties, you could:
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.
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'.
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.
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.
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 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.
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.