Mental Health Charter

In this guide:

Mental ill health: support for employers

In this guide:

How to support employees with mental ill health

In this guide:

Advantages of creating a positive mental health culture

In this guide:

Problems caused by poor management of mental ill health

In this guide:

Advantages of dealing with conflict early on

In this guide:

  • Spotting signs of conflict

    Identifying the symptoms of conflict in the workplace.

    Conflict can arise at work for a number of reasons. For instance, two employees may have a personality clash, an employee may have a grievance against their manager, or a manager feels an employee is underperforming. Workplace conflict could also happen when there is a rivalry between teams or a lack of trust between workers and management.

    Sometimes the signs of the conflict can be visible - for example, in an argument between colleagues, a meeting that turns into a stand-off, or when colleagues send angry emails to each other. Other conflicts can be harder to discover - for example, one team could withdraw from contact with the rest of the business, or there might be an increase in staff absence from work.

    Signs of workplace conflict

    Conflict can have a negative impact on your employees, and this may be demonstrated by:

    • a lack of motivation - fewer people volunteer to take on new tasks, and there is little employee input at team meetings or briefings
    • unpleasant behaviour - people start to make derogatory remarks towards each other and there are fewer social events organised
    • falling productivity - there are likely to be more queries and complaints if people are not cooperating with each other
    • increased sick leave and absence of staff - unhappiness may lead to depression or stress
    • increased level of grievances from staff in a particular area/section
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  • Advantages of dealing with conflict early on

    Advantages of addressing conflict in the workplace as early as possible.

    By spotting signs of conflict early, you have a better chance of:

    • identifying the causes
    • resolving the conflict
    • reaching an agreement

    Some managers will find it easier than others to pick up signs of conflict, and there is often an element of doubt.

    As a manager you are more likely to be able to interpret the behaviour of your employees if you have regular channels for open communication and consultation. By listening to the views of your employees at an early stage - before issues become potential problems - you can gauge future reaction to proposed changes.

    Employee feedback forms or questionnaires may also help you to understand the situation and stop future conflict arising - see preventing conflict.

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  • Causes of conflict in the workplace

    By understanding and identifying the causes of conflict in the workplace you are better placed to prevent conflict.

    Every employee has needs and certain expectations at work, and conflict could arise in the workplace when people feel that these are not being met or are being ignored.

    What causes workplace conflict?

    Conflict in the workplace could be the result of:

    • poor management
    • unfair treatment
    • unclear job roles
    • inadequate training
    • poor communication
    • poor work environment
    • lack of equal opportunities
    • bullying and harassment
    • significant changes to products, organisational charts, appraisals or pay systems

    Major causes of workplace conflict

    Other major causes of conflict in the workplace include:

    Personality clashes

    The 'personality mix' within a team can be upset when a new member of staff joins or if two colleagues suddenly fall out. Individuals may also respond to difficult or challenging situations in an unhelpful or unproductive way.

    Unrealistic needs and expectations

    Conflict at work can often be caused when employers ignore the needs of employees or set unrealistic expectations. For example, arranging hours that make it difficult for employees to carry out childcare responsibilities.

    Business values

    Most people have very clear ideas about what they think is fair, and your organisation's procedures and policies must reflect this. For example, giving someone a fair hearing or explaining the reasoning behind a decision.

    Unresolved workplace issues

    For example, an employee might ask to be moved to another team because of their manager's 'aggressive' leadership style. However, the employee may have other reasons - for example, they may blame their manager for a lack of training or career progression.

    Increase in workload

    Sometimes workplace conflict is caused because people feel they are being pushed too hard and resentment sets in if they feel their workload is unmanageable.

    Establish the root cause of workplace conflict

    It is important to understand the root cause of an individual's or group's unhappiness. For example, a person in a team may seem to be struggling with an unmanageable workload, but they may be resentful of another employee who appears to have less work to do. It may also be a result of organisational changes, restructuring, or promotions given to other staff.

    To help you manage workplace conflict, look at the previous relationship between the employee and their manager, and their peers for signs of past conflict and feelings that may influence them.

    Prevent workplace conflict

    You can put policies and procedures in place to help prevent and manage workplace conflict. For more information see preventing conflict.

    Coping with change

    Change can make employees feel vulnerable and uncertain, as they worry about their future career prospects. Therefore, managers should communicate and consult with employees about future changes so that they don't feel alienated and raise grievances.

    Read more on change management.

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  • Preventing conflict

    How to learn from dealing with conflict and prevent it from happening.

    To minimise and prevent conflict in the workplace, you should try to learn as much as you can about why conflicts occur and develop processes to help you address them. Common action points that employers should consider are:

    • developing a strategy for managing conflict with managers, employees, and your representatives
    • having sound policies and procedures in place
    • explaining plans for change and plans for training to managers and employees to make everyone feel involved
    • listening and consulting with employees on decision-making - see inform and consult your employees
    • rewarding fairly with pay or bonus schemes - see implement staff incentive schemes
    • ensuring work safety and managing the welfare of your staff
    • ensuring that managers are properly trained and able to handle management responsibilities

    Improving workplace conditions

    You can also improve your working environment and develop interpersonal relationships by:

    • valuing employees and thinking about the business culture of the workplace
    • treating people fairly
    • communicating the law on harassment and discrimination
    • encouraging initiative
    • balancing employees' personal and business needs
    • asking Investors In People to assess your business and promote training and communication

    Continued communication

    It is also worth considering:

    • regularly giving out employee feedback forms or questionnaires
    • keeping regular channels of communication open
    • knowing your employees' different personalities

    See encourage feedback and ideas from employees.

    Equality policies

    Having a clear equality policy in your workplace may help to prevent feelings of unfair treatment, and so prevent conflict. Read more on equality and diversity workplace policies.

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  • Conflict between groups and individuals in the workplace

    Identify why workplace conflict might happen between groups and individuals.

    Conflicts in the workplace could occur between individuals or groups.

    Workplace conflict between individuals

    Conflicts in the workplace may arise between individuals because:

    • of a clash of personalities, difference of opinion, bullying or harassment
    • of an aggressive or weak management style
    • some employees may feel others are treated more favourably

    Managing conflict between individuals.

    Workplace conflict between groups

    Conflict in the workplace may arise between groups because of:

    • team rivalry, disagreements, or resentment
    • a 'them and us' mentality between large groups of employees and their managers
    • resentment of senior management, poor morale, low motivation, disagreement over pay, health and safety, redundancies, and lack of proper consultation

    Groups: patterns of behaviour

    Groups of people in a team tend to display a certain pattern of behaviour. The American psychological Bruce Tuckman suggested there were four distinct phases of a group or team's development:

    Forming

    As the team or group begins to form, there is a gradual growth of personal exchange and contact. People seek to find out about one another, wanting to uncover attitudes, values, and style. This process continues until each person makes a decision concerning the character of his or her involvement. At this stage, the team may appear to be acting effectively, progressing with its tasks, and forming what seems to be a friendly comradeship between members. However, usually this condition doesn't run deep.

    Storming

    At this stage the team has to decide how it is going to operate. All too often this is done by team members jostling for position with little explicit planning. On other occasions the atmosphere will get tense as 'real' challenges are made. The most important aspect at the storming stage is control; how control is exercised and who controls the team. The team must settle the control issues if it is to proceed successfully.

    Norming

    Following the successful resolution of the issues surrounding control, relationships and role, the team begins to operate within the agreed levels. People will begin to want to work with others in the team, respecting the roles and contribution of key members. This is an important stage because the team needs the support and interest of all members. Otherwise, the team will fail to grow stronger and often reverts back to the storming stage at the first sign of difficulty.

    Performing

    The members of a fully established team develop rapport and closeness following the rules they have created. Team members are prepared to extend themselves for their colleagues and real enjoyment of the task at hand is typical. Informality is often a keynote of a team at this stage, but it is based on positive regard for each of the other team members and the rules of engagement. There is a strong feeling that others would be willing to help if needed. Roles of team members have been identified and each person's contribution is distinctive.

    Managing conflict between groups.

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  • Managing conflict between individuals

    Guidance to help employers effectively manage and deal with conflict between individuals.

    When a workplace conflict arises, you should try to take a calm approach and not react in a challenging way. You should also not ignore the problem and hope that it will go away.

    The best way to handle workplace conflict is to face it and have a planned approach to help you deal with it in a practical way. If you have policies or procedures in place, you can use these to determine how you approach the issue causing the conflict or to give your employee an idea of how you will address the problem.

    Employee representative

    It may help to have an employee representative and/or a senior manager who can help if:

    • employees find it difficult to confront their managers and make a complaint
    • you are not able to speak to each employee individually

    Talk informally

    You should allow everyone to clear the air and have their say. Employees need to know who they can go to when they have issues or problems and that they will be taken seriously.

    Investigate formally

    It is important that you make an informed decision by gathering information from everyone involved with the issue causing the workplace conflict. You should think about what would be the best outcome for everyone involved, including the business itself.

    Use internal procedures

    You should make sure that your grievance procedure is up to date and communicated to all staff, discussed at team meetings and at individual appraisals. These procedures will also help deal with issues such as bullying, absence and misconduct. See grievance and disciplinary procedures and templates.

    Skills for dealing with conflict

    Having one-to-one conversations requires sensitivity and empathy. You should always make sure that you:

    • listen to what an employee says
    • question them calmly to understand any underlying problems
    • consider problems from a variety of perspectives
    • lead by example
    • comply with the latest employment laws
    • have up-to-date policies on dispute resolution procedures

    The Labour Relations Agency (LRA) employer training programme provides both live and pre-recorded webinars on relevant topics such as handling difficult conversations and dignity at work. See LRA events.

    Get external help and advice

    Resolving personal conflicts can be difficult if you feel you are too close to the problem.

    The LRA may be able to help by providing mediation. This involves an independent, impartial person helping two or more individuals or groups to discuss their problems and reach a solution that's acceptable to everyone.

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  • Managing conflict between groups

    Guidance to help employers effectively manage and deal with conflict between groups.

    Sometimes you do have to make difficult decisions about work practices, pay, and organisational rules and procedures, all of which may cause conflict in the workplace.

    Effective and clear communication

    You should ensure that all communication is relevant, concise, and delivered in a suitable way. Employees should be consulted before decisions are made. See engaging with staff.

    Representative structures

    If you can't talk to each person individually, set up 'sounding boards' of employee representatives such as:

    • Working groups to consider issues such as absence levels
    • Staff councils or consultative committees to look at issues like new products and training
    • Trade union representatives to negotiate terms and conditions of employment - in particular pay, hours and holidays are matters in law that must be discussed with any trade union recognised by the business. There can be legal repercussions if the trade union is bypassed in such a context. See work effectively with trade unions.

    See working with non-union representatives.

    Dispute resolution procedures

    It is also useful to have an agreement with your employees' trade union on how to resolve workplace conflicts in a systematic way. An agreement will generally cover:

    • scope of who is covered by the agreement
    • general principles and shared aims
    • subjects for discussion
    • stages for resolving a dispute
    • third party involvement and when you will ask for external help

    External help and advice

    Getting help early will give you more options for resolving conflict and more chances of reaching a resolution.

    If you do ask for help, you should decide whether you want someone to:

    • work with you to find your own solutions
    • advise you on how to resolve the problem
    • tell you what to do

    For external help in resolving workplace conflicts, you can contact the Labour Relations Agency (LRA) Workplace Information Service on Tel 03300 555 300. The LRA provides free, impartial, confidential, and independent information. See resolving workplace problems - LRA guidance.

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  • Managing conflict: formal complaints procedures

    How to keep staff and maintain morale by resolving grievances effectively and quickly.

    Grievances are concerns, problems, or complaints that your employees raise with you. Where possible, you should encourage employees to settle them informally with their line manager, but you should also have formal procedures available to your employees.

    Having formal grievance procedures in place allows you to give reasonable consideration to any issues which can't be resolved informally and to deal with them fairly and consistently. See:

    Your rules and procedures should be set out in writing and comply with the Labour Relations Agency Code of Practice on Disciplinary and Grievance Procedures. Failure to meet either of these requirements may result in extra compensation for the employee if they succeed in a tribunal claim.

    Read more on handling grievances.

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  • Managing conflict: five top tips

    The following top tips will help you to manage relationships within your business and minimise conflict.

    Conflict between members of staff can have a negative effect on the day-to-day working of your business. It could result in an employment dispute and even affect the health and wellbeing of your employees.

    Tips to minimise workplace conflict

    The following top tips will help you to manage relationships within your business and minimise conflict.

    1. Spot the signs of conflict

    Conflict can have a negative impact on your employees in several ways. These include a lack of motivation, unpleasant behaviour, falling productivity, and increased staff absence. Being proactive in spotting signs of conflict will help issues becoming a serious problem at a later stage.

    2. Address conflict early on

    By spotting the signs of conflict early, you have a better chance of identifying the causes and resolving the conflict. Some managers will find it easier than others to identify signs of the conflict but by addressing workplace conflict at an early stage you will prevent resentment from setting in amongst the affected parties and issues developing to a point where a resolution or common ground is much more difficult to find. See conflict between groups and individuals in the workplace.

    3. Be aware of the causes of conflict

    There are many causes of conflict including poor management, unclear job roles, inadequate training, lack of equal opportunities, and organisational change. Other causes include clash of personalities; increase in workload and needs and expectations not being met. See causes of conflict in the workplace.

    4. Try to prevent conflict

    As an employer, you should try to learn why conflicts occur and then develop processes to address them. Some areas to consider include developing a strategy for managing conflict, explaining plans for change, involving employees in decision-making, rewarding staff fairly, and ensuring managers are properly trained in conflict management and effective communication. It's also important to value employees, treat them fairly, encourage initiative, and try to balance employees' personal and business needs. See preventing conflict.

    5. Have a formal grievance procedure in place

    Where possible, you should encourage employees to settle any grievances informally, but you should also have formal procedures available to your employees. Doing this allows you to give reasonable consideration to any issues that cannot be resolved informally and deal with them fairly and consistently. See managing conflict: formal complaints procedures.

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8 tips for employing staff for the first time

In this guide:

  • Recruiting new staff and other alternatives

    Consider if you need more staff and what alternatives there are to taking on new staff.

    Before spending time and money on employing someone new, you should weigh up whether you really need to recruit new staff. To do this, look at your staffing needs in relation to the wider objectives of the business.

    You may need extra help immediately or you may simply be thinking about your future staffing requirements. In both cases, it's valuable to plan as far ahead as you can.

    What to consider when recruiting staff

    You should consider why you're looking for extra help and how long you will need it for.

    When considering staff recruitment ask yourself the following questions:

    • Are you considering taking on your first employee to help you grow your business or handle an increasing workload?
    • Are you replacing an employee who has left? If so, why did the previous employee leave and what skills and experience have you lost? Do you need to control staff turnover?
    • Do you need to bring in a new skill or skills to your business that none of your existing employees possess?
    • Has your workload increased? If so, is the workload likely to continue or is it just a temporary increase?
    • What will be the impact of taking on a new staff member? Do you have somewhere for them to sit? Will you need to buy new equipment for them?
    • Do you need cover for yourself in the long term?

    Registering as a new employer

    If you are taking on your first employee, you may be required to register as an employer with HM Revenue & Customs (HMRC). See how to employ someone: step-by-step guidance. This guidance provides information on what you will need to register as an employer and takes you through the registration process. Alternatively, you can call the HMRC New Employer Helpline on Tel 0300 200 3211 or Textphone 0300 200 3212.

    You can register as an employer online with HMRC.

    You are also required to check whether any potential employee is eligible to enter, stay, and work in the UK. See ensure your workers are eligible to work in the UK.

    Alternatives to taking on new staff

    Since recruitment can be expensive and time-consuming, other options you could consider include:

    • re-organising the company structure
    • sharing work among existing employees
    • upskilling staff which has the benefit of creating development opportunities in the form of temporary promotions
    • promoting existing staff
    • training existing employees so they attain the skills you require to grow your business - see staff training.
    • asking part-time employees if they would consider full-time work or some additional hours
    • improving the efficiency of the business, perhaps by rearranging tasks
    • offering overtime
    • adopting flexible working arrangements, eg allowing some staff to begin earlier/later to provide cover for a longer part of the day
    • hiring temporary workers from an employment agency
    • offering short-term opportunities - see advertise apprenticeship opportunities on JobApplyNI

    In term of employment relations, relying on the goodwill of staff to cover unforeseen extra duties may be fine as a short term solution. However, predictable staff shortages due to a lack of planning or in a deliberate attempt to save costs is likely to damage working relations with your existing workforce. It is also potentially damaging to your business reputation which in turn may make it harder to attract staff in the future.

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  • Help with recruiting staff

    Practical help for employers to recruit staff in Northern Ireland.

    If you need help with recruiting or retaining staff, the Department for Communities' (DfC) range of employer services and provision can offer support. See further information on the support available from DfC on finding staff.

    From multi-national companies to the shop-owner on the corner, DfC operates a tailored recruitment service across Northern Ireland that offers recruitment advice and support to employers.

    A team of highly experienced staff can discuss and tailor a level of service to meet your needs from start to finish. This service may include advice and guidance, advertisement and promotion of vacancies, CV sifting, and interview facilities, access to a range of employment and disability support provision, bespoke events, and inclusion within employability and skills initiatives.

    Dedicated staff to help with your recruitment needs

    Client Executives

    A dedicated Client Executive is appointed for large and public sector businesses offering employers a single point of contact for all their recruitment needs.

    Email: dfcemployerservices@communities.gov.uk
    Tel: 028 9037 6183

    Employer Adviser

    Small, medium, and micro-sized employers can avail of bespoke support from a dedicated Employer Adviser based within each local Jobs & Benefits office. See the contacts list for Employer Advisers in each Jobs & Benefits office. 

    Cross Border Partnership Employment Services (CBPES)

    Provides a one stop shop with information and guidance for people commuting across the border in order to work. Read more information on Cross Border Partnership Employment Services.

    Dedicated services to help with your recruitment needs 

    Participation at job fairs

    An opportunity for employers to showcase their vacancies and for jobseekers to speak with employers about job opportunities.

    Meet the Employer events

    This is an event where employers can come into our Jobs & Benefits offices to speak with job seekers about the vacancies and opportunities they offer and what it is like to work for them.

    Bespoke recruitment events

    Our employer engagement staff can facilitate employer recruitment events through the use of DfC's office’s facilities, offering pre-selection/application sifting, candidate matching, sourcing suitable applicants, interview facilities, and in-person assistance on the day.

    Dedicated recruitment website - JobApplyNI.com

    JobApplyNI.com is a free, government-supported website developed by DfC that allows you to advertise your job vacancies online. Connected to a network of 35 Jobs and Benefits Offices throughout Northern Ireland and staffed with a locally based customer service team JobApplyNI is well-placed to service your recruitment needs.

    Read more on how to register and advertise a job using JobApplyNI.com.

    To access DfC's service:

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  • Recruiting staff: your options

    Recruiting options for employers taking on new staff.

    You must consider the type of worker you wish to employ, depending on factors such as:

    • how constant the work is
    • how long the work will last
    • the number of hours of work each week

    Staff recruitment options

    You have a number of options for recruiting staff including:

    Permanent employees

    Permanent employees can be full-time or part-time. Permanent does not mean forever, it simply means there is no identified end date ie they have an open-ended employment contract with you. You have obligations to them, but they will be an investment in your business. See recruiting full-time or part-time employees.

    Fixed-term contract employees

    Fixed-term contract employees have an employment contract with you for a predetermined time or until a specific task has been completed. You'll still have employer obligations but only for the duration of the contract. See recruiting staff on fixed-term contracts.

    Employment agency

    Temporary staff are engaged by the agency and supplied to you. Your contract is with the employment agency to supply you with staff, but you still have certain legal responsibilities towards the agency worker. See recruiting agency workers.

    Self-employed freelancers, consultants, and contractors

    This gives you the minimum of employer obligations. But you need to be sure that the people are legally defined as self-employed. See am I legally classed as self-employed?

    Zero-hours contracts

    These allow you to employ people casually ie as and when required, and to have people on-call to work whenever necessary and mutually convenient. Generally, you are not obliged to offer work, nor is there a responsibility for the worker to accept any work. Look at the terms of any zero-hours contract carefully as it may affect the employment status of the worker and your responsibility towards them. See zero-hours contracts.

    Children or young people

    If you plan to employ children or young people, you must keep in mind that there are restrictions on the hours and types of work that they can legally carry out. See employing children and young people.

    You will have to make tax arrangements for all employees and may also have to make tax arrangements for workers directly engaged by you. See employment status.

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  • Recruiting full-time or part-time employees

    Employer responsibilities to full-time and part-time employees.

    Regardless of whether your employees are full-time or part-time, you will have responsibilities to them. Some apply straight away, others after a minimum period of continuous employment - see continuous employment and employee rights.

    What employers must provide to full-time and part-time staff

    Written statement of employment

    You must give them a written statement of the main terms and conditions of their contract of employment within two months of starting their employment where the contract of employment is to last more than one month. See the written statement of employment.

    Itemised pay statement

    You must give them an itemised pay statement at or before the time of payment. See pay: employer obligations.

    Health and safety

    You'll have to make sure the working environment is safe and secure. See safer ways of working.

    Insurance

    You must also have insurance to protect against claims for any illnesses, injuries, or diseases your employees may pick up as a result of working for you. See business insurance: the basics.

    Tax and payroll duties

    You'll need to register as an employer with HM Revenue & Customs (HMRC) to set up a payroll, deducting tax and National Insurance contributions from your employees' pay and forwarding the money to HMRC. See how to register as an employer.

    Breaks and holidays

    Your employees will be entitled to a minimum level of paid holiday, a maximum length of a working week (unless they opt out of this), and minimum levels of rest breaks. See hours, rest breaks, and the working week. Also, see know how much holiday to give your staff.

    Paying staff

    They must also be paid at least the national minimum wage. Find out the National Minimum Wage and National Living Wage rates.

    Sickness

    If members of your staff are off sick for more than three working days, they may be entitled to statutory sick pay. See manage absence and sickness.

    Statutory entitlements

    If your employee is pregnant or is about to or has recently become a parent, they may be entitled to maternity, paternity, adoption leave, or shared parental leave. They may also be entitled to parental leave during the first 18 years of their child's life (longer for a disabled child). Since April 2022, parents may also be eligible for parental bereavement leave and pay.

    Read more on statutory leave and pay entitlements.

    Flexible working

    You must also seriously consider any requests from employees who wish to work more flexibly. See flexible working: the law and best practice. Since April 2015, any eligible employee has the right to make a flexible working request, not just those with children or caring responsibilities.

    Fair treatment

    You must treat your employees fairly and avoid discrimination. If things do go wrong, all employees are entitled to fair treatment, whether you must dismiss them, make their position redundant, or if you're selling your business. Read more on how to prevent discrimination and value diversity.

    Reasonable adjustments

    If your employee is disabled, you must make 'reasonable' adjustments to reduce or remove the impact of physical features of your premises if they put the employee at a substantial disadvantage compared with non-disabled employees. Read more on disabled access and facilities in business premises.

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  • Recruiting staff on fixed-term employment contracts

    Advantages and disadvantages of using fixed-term employment contracts when recruiting new staff.

    There may be times when it's best for your business to take on somebody on a fixed-term employment contract.

    What is a fixed-term employment contract?

    A fixed-term employment contract is one which either:

    • lasts for a specified time, set in advance
    • ends with the completion of a specified task
    • ends when a specified event does or does not take place

    For example, if you're a shopkeeper you may want to take on someone for just three months to cover the busy run-up to Christmas. Or you may wish to employ someone specifically to cover for another person who is on maternity, adoption or parental leave.

    Employer considerations when using fixed-term employment contracts

    Fixed-term employment contracts give you the advantage of bringing in specific skills and labour as and when they are needed.

    It's important to remember that unless there are special circumstances that can be justified, you have a legal responsibility to treat fixed-term employees the same as comparable permanent employees. This means you must give them:

    • the same pay and conditions
    • the same or equivalent benefits package
    • the same or equivalent pension scheme
    • the same opportunity to apply for vacancies for permanent posts in the business

    Fixed-term employees also have access to the same employment rights as their permanent equivalents.

    Under the Fixed-term Employees (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2002, any employee who has been on a fixed-term contract for four or more years (excluding any period before 1 October 2002) will usually be classed in law as a permanent employee if their contract is renewed, or if they are re-engaged on a new fixed-term contract.

    The only exemptions to this are when employment on a further fixed-term contract is objectively justified to achieve a legitimate aim, eg a genuine business aim that can be objectively justified, and is also a necessary and appropriate way to achieve that aim, or the period of four years has been lengthened under a collective or workplace agreement.

    These regulations do not apply to apprentices, students on work experience of a year or less, or people on certain training courses and temporary work schemes.

    You will need to make the same tax arrangements for fixed-term employees that you would for permanent employees.

    See fixed-term employment contracts and 'equal treatment' principle.

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  • Recruiting agency workers

    Information about the employment rules and regulations related to using agency workers.

    Using agency staff can be ideal, especially when you need emergency temporary cover. It can cost more than employing a temporary staff member directly, but a big benefit is that all of the administration is handled by the recruitment agency.

    You usually pay the agency, and the agency pays the worker. The rate the agency charges you could include elements of National Insurance payments, holiday and sick pay, as well as an administration fee and profit margin.

    Rights of agency workers

    Under the Agency Workers Regulations (Northern Ireland) 2011, agency workers are entitled to the same basic working and employment conditions as permanent staff, provided that they have been in the same role with the same employer for 12 weeks.

    It is the recruitment agency's responsibility to ensure agency workers receive the rights they are entitled to such as those under the Working Time Regulations and national minimum wage law. See hours, rest breaks, and the working week and who should be paid the minimum wage.

    However, under the Agency Workers Regulations (Northern Ireland) 2011, agency workers are also entitled to equal access to their employer's collective facilities and job vacancies from the first day of their assignment. It will be your responsibility to ensure that these rights are met. Agency workers regulations NI guidance.

    You must also ensure that you do not discriminate against agency workers who are working on your business premises.

    In addition, under the Parental Leave (EU Directive) (Flexible Working) Regulations (Northern Ireland) 2013, employed agency workers who are returning to work from a period of parental leave are also extended the right to request flexible working. See flexible working: the law and best practice.

    Even though agency staff do not work directly for you, you are still responsible for their health and safety. In fact, they are likely to be at greater risk because they don't know the business well. See agency workers' health and safety for more information.

    Choosing an employment agency

    You should also do some research before using an employment agency to ensure you are happy with the agency's reputation.

    By law, employment agencies must comply with the Employment (Miscellaneous Provisions) (Northern Ireland) Order 1981 and the Conduct of Employment Agencies and Employment Businesses Regulations (Northern Ireland) 2005. These regulations stop them, for example, from charging workers fees for finding jobs. They must also ensure a worker has any qualifications legally required to do the work. See employment agencies.

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  • Recruiting freelancers and outside contractors

    Consider whether your business would benefit from the use of freelancers and outside contractors.

    One way your business can take advantage of extra skills and labour without taking on many of the responsibilities of an employer is to use freelancers or outside contractors. These are workers who are self-employed or belong to separate outside companies.

    For example, you might use an outside IT contractor to build your business website or hire a freelance PR consultant when you want a promotional push for your business.

    Advantages and disadvantages of freelancers and outside contractors

    An advantage of using freelancers and outside contractors is that in many cases they look after all their own income tax affairs and National Insurance contributions. But it's always a good idea to check that you won't be responsible for deducting tax and National Insurance from their payments. Read more on IR35 and other special rules.

    People who are genuinely self-employed may not be entitled to the same rights afforded to employees. However, depending on the contract under which they are providing services, they may qualify as workers. Under these circumstances, they would be entitled to workers' rights such as holidays and holiday pay. If you are in any doubt about a person's employment status, you should seek professional advice.

    Freelancers and contractors still have a right to the national minimum wage. But if they are being paid by their own firms so this will not affect you.

    As an employer, you still have responsibilities for the health and safety of freelancers and contractors. See how to write a health and safety policy for your business. Also, you should check whether your insurance is affected by having non-employees working on your premises.

    Remember too that you should avoid discrimination against anyone who carries out work for you, whether they are employed by you or self-employed. See how to prevent discrimination and value diversity.

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  • Zero-hours contracts

    Description of zero-hours contracts and employer responsibilities relating to them.

    There is no legal definition of a zero-hours contract in either Northern Ireland or Great Britain employment law. In general terms, a zero-hours contract is one in which you do not have to guarantee the individual any work and the individual is not obliged to accept any work offered by you.

    There is no exact legislation which specifically prohibits or addresses the unfair practices associated with the use of zero hours contracts. Zero hours contracts have attracted attention as they may leave some individuals who rely on them in a precarious position, where working does not bring the standard of living that it should. 

    Employer responsibilities under zero-hours contracts

    Zero-hours contracts are legal under domestic law. If you freely enter into a zero-hours contract with an individual, it is a legitimate form of contract between you and the individual.

    There are concerns that individuals who work under zero-hours contracts have no protection under domestic employment law, or that they cannot be an employee. This is not a correct assumption - as in any employment relationship, the employment rights which an individual is entitled to will depend on their employment status.

    It is likely that the majority of individuals on zero-hours contracts are either workers or employees.

    In many cases, a zero-hours contract staff member will be legally classified as a 'worker' and thus will have some of the rights that an employee has such as statutory holiday entitlement and National Minimum Wage. However, the way the relationship with that worker develops may enhance the employment status to that of an 'employee', who has additional employment rights such as accruing the right to take maternity leave or pay and the right to request flexible working.

    Advantages of zero-hours contracts

    As an employer, the advantages of zero-hours contracts include:

    Flexibility

    Zero-hours contracts allow you to adapt to changes in demand, eg offering more work when new orders arrive and being able to scale back when they do not. Furthermore, you could use zero-hours contracts to increase the range of services offered such as creating specialist roles or having staff available in different geographical locations.

    There are instances, such as students seeking summer employment, where, for example, the flexibility of a zero hours contract suits both parties and is therefore a situation that is broadly accepted.

    Supporting expansion plans

    Through this flexibility, your business could also grow, with limited risk in terms of recruiting permanent staff if you find that the additional services you planned are not taken up. On the other hand, if expansion is successful, zero-hours contracts provide a rapid pathway to fixed-term, annualised hours, full-time, or guaranteed hours of work.

    Retention of skills

    You could retain the skills and experience of staff who might wish to partially retire or who decide to work part-time.

    Knowledge of the company and its culture

    You could also retain a pool of trained and skilled staff, who know the culture of the business and its procedures, rather than agency staff who may not.

    Disadvantages of zero-hours contracts

    Sense of unfairness of zero-hours contracts

    You should be aware of the welfare of any individual you employ on a zero-hours contract.

    For example, not every zero-hours worker will be happy that they are on such a contract because of a lack of job security. In addition, the inclusion of exclusivity clauses, which means a worker cannot work anywhere else, in some zero-hours contracts has been banned in GB since 26 May 2015. This is currently under review by the Northern Ireland Assembly. Exclusivity clauses may in the future be banned in Northern Ireland in certain employment contracts.

    It should also be made clear when advertising or interviewing for a job, or in the contract itself, that an individual is hired on a zero-hours contract, or that there is a possibility they could be offered no work or 'zero-hours'.

    As an employer, you need to fulfil and understand your responsibilities towards individuals you hire on a zero-hours contract in terms of their employment rights such as the National Minimum Wage and holiday rights. See who should be paid the minimum wage and know how much holiday to give your staff.

    Inflexibility and short notice for staff

    Asking an individual to work at very short notice, which does not allow them to, for example, fulfil family commitments, eg to arrange childcare, could be problematic for them, causing tension, stress or upset. This can also lead to a feeling of always being on call and can make it difficult to plan ahead.

    You should note that where there are long-term zero-hours contracts in place, where work is regularly offered and accepted, there is the potential for difficulties regarding the actual employment status of the individual on the zero-hours contract.

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  • Recruiting directors and managers

    Skills directors and managers should have and the responsibilities they should be given.

    Directors

    Every limited company must have at least one director. Directors are appointed by the shareholders as the people who can best run the company on their behalf.

    Directors have a range of responsibilities in areas such as health and safety, tax, and employment law. There are serious penalties for not meeting these responsibilities which makes appointing the right director very important.

    There are also restrictions on who can become a director. People who may not become directors include anyone who:

    • has been disqualified by the courts from becoming a director
    • is an undischarged bankrupt, unless they have permission from the courts
    • is under 16 years of age

    For information on the appointment of directors, see recruiting company directors and running a company or partnership.

    Managers

    You may wish to take on someone to cover you while you're away so that you can spend more time growing the business. Consider whether it would be a good idea to appoint someone to whom you can delegate the day-to-day running of the business.

    When preparing the job description, the advert, and the interview questions, you will need to keep in mind the additional qualities, experience, and skills the candidate will need to take on the managerial role.

    See recruitment forms and templates.

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  • Recruiting seasonal staff

    As an employer, there are various options available to you to deal with a seasonal rush.

    You may find your business is subject to seasonal fluctuations in demand. For example, December is a busy time for many businesses, particularly retailers who have to deal with a spike in demand as the Christmas period approaches.

    Other areas of work that may be influenced by seasonal differences include farming, construction, and gardening.

    The simplest strategy is to try to make do with the existing workforce. Increasing overtime and offering weekend or evening work may be enough to bridge the gap. However, if more labour is needed, new people will have to be brought in. See employing staff for seasonal businesses.

    There are various options available to deal with this seasonal rush.

    Agency workers

    Using agency workers is one possibility. Employment agencies take much of the administrative burden of finding appropriate staff and can respond quickly to fluctuating demand.

    However, employers also need to be aware of the Agency Workers Regulations (Northern Ireland) 2011, which give workers entitlements to the same employment conditions as permanent employees after a 12-week qualification period.

    Read more on recruiting agency workers.

    Zero-hours contracts

    Zero-hours contracts can give great flexibility to employers and workers. Normally these contracts create an employment relationship in which there is no obligation for one side to offer work, nor the other to accept it.

    They avoid the cost of agency fees and make it straightforward to take on extra staff when needed. But it's important to point out that zero-hours workers have the same rights and protections as other workers, such as annual leave, the national minimum wage, and pay for work-related travel.

    Read more on zero-hours contracts.

    Short fixed-term contracts

    It may be more appropriate or effective to use short fixed-term contracts and buy in labour for a particular project or period.

    Fixed-term work terminates after a specified period, but contract workers are entitled to the same pay and conditions as permanent staff, equivalent benefits, information about permanent vacancies, and protection from unfavourable treatment.

    It's good practice to make notice provisions in fixed-term contracts in case employment needs to be terminated early.

    Read more on understanding fixed-term contracts.

    Pensions for seasonal and temporary workers

    Like other staff, seasonal and temporary workers must be assessed to see if they qualify for automatic enrolment into a workplace pension. Assessing these types of employees can take more time because of varying hours and earnings.

    Employers who know their staff will be working for them for less than three months can use postponement. This postpones the legal duty to assess staff for three months. During this postponement period, employers will not need to put staff into a pension unless they ask to be put into one. Employers who do delay have to tell their employees in writing. See the Pensions Regulator's guidance on employing seasonal or temporary staff.

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  • Recruiting staff and data protection issues

    How data protection procedures apply to staff recruitment information.

    The Data Protection Act covers information gathered during the recruitment and selection process - eg information in application forms or CVs. Staff involved in recruitment should handle any personal information gathered securely. Under the UK General Data Protection Regulations (UK GDPR), you must explain to job applicants what you do with their personal data. An applicant privacy notice should cover what you do with job applicants' personal data during an active recruitment process, and what you should do at the end of that process with the personal data of both unsuccessful applicants and successful applicants who do not accept the job they are offered.

    See the Information Commissioner's Office (ICO) guidance on the Data Protection Act 2018.

    You should also make sure that any recruitment advertisements clearly identify your organisation or the employment agency you are using.

    Application forms should not ask for irrelevant or unnecessary personal information, such as banking details. See advertising a job and interviewing candidates.

    Using recruitment information

    If you are going to use information gathered during recruitment processes for other purposes, such as marketing, you must explain this clearly to those involved. Information should not be shared with other organisations without the individual's consent.

    Sensitive data recorded for equal opportunities purposes - for example, concerning disabilities, race or sexual orientation - must be used for that purpose only.

    Finally, if you are going to check the information supplied by applicants, you should let them know why and how you plan to do so. For example, criminal record checks should always be done through AccessNI. See AccessNI criminal records checks.

    Giving references

    If someone asks you for information about a worker's record or for a reference for them, you should always check their identity and whether they are entitled to this information. You should only supply a confidential reference or information about a worker if you are absolutely sure that you have their explicit and unambiguous consent to do so.

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  • Recruiting staff: seven things you should know

    If you want to expand your business, one way to do this is to take on new staff.

    If you want to expand your business, one way to do this is to take on new staff. Recruiting new staff means taking a chance and investing in your business so it's essential that you choose the right recruitment methods to suit your individual business needs.

    Staff recruitment essentials

    1. Decide if you really need to recruit new staff

    You're going to be spending time and money on recruiting someone new, so look at your staffing needs in relation to your business objectives. Consider why you're looking for extra help and how long you will need it for. Could another option be more viable such as sharing work amongst existing employees, reorganising the company structure, or rearranging tasks? See recruiting new staff and the alternatives.

    2. Register as a new employer

    If you are taking on your first employee, you may be required to register as an employer with HM Revenue & Customs (HMRC). Most new employers can register online but some will need to register by email, by telephone, or with an HMRC office. See how to register as an employer.

    3. Consider the type of worker you wish to employ

    The options you have for employing a new worker will depend on factors such as how constant the work is, how long it will last, and the number of hours per week. There are a number of options available including permanent employees, fixed-term contract employees, self-employed freelancers or contractors, and employment agency staff. In addition, do you need someone there on a full-time or part-time basis? See recruiting staff: your options.

    4. Write a job description and person specification

    Preparing a job description is not a legal requirement but it can help with deciding the scope of the work, advertising the job, and clarifying what applicants will have to do in the job. It can also help to identify a new recruit's performance and identify their training needs. If you decide to include a person specification, you should include the essential and desirable knowledge, experience, and skills you are looking for. If you already have an existing job description and person specification for a role, these should be reviewed prior to a recruitment exercise to ensure they are still accurate. See writing a person specification and job description.

    5. Decide how much you should pay

    Offering a competitive salary and benefits will help you to attract the best person for the job. However, you should balance this with how low you need to keep your costs. Work out what you can afford and assess whether the job requires specialised skills that should be reflected in the wages. See how to set the right pay rates.

    6. Advertise and interview for the position

    There are many options available when advertising a job including newspapers, online recruitment sites, and employment agencies. Decide on the most appropriate option for your business, ensuring you reach as wide a group of suitably qualified potential candidates as you can. When you have the replies to your advertisement, compare the skills and experience against the job description, draw up a list of candidates, and invite them to interview. Carry out appropriate preparation for the interview so it will be as easy as possible for you and the candidate. See recruitment forms and templates.

    7. Make a job offer

    The final stage of the recruitment process involves choosing the successful candidate. You can inform them by telephone or email, followed up by a formal confirmation in a letter which should set out the main terms and conditions of the job. It should also state whether the offer is conditional, ie subject to the outcome of checks, or unconditional, ie not subject to any further checks. Once the offer is accepted, a contract of employment exists between you and the employee. See job offers and staff inductions.

    Further information on recruitment can be found in the Invest Northern Ireland Employers' Handbook which outlines both legal essentials and best practice guidelines for effective HR management.

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  • 8 tips for employing staff for the first time

    When you become an employer for the first time and take on a new employee, there are important checks you must make.

    When you become an employer for the first time and take on a new employee, there are important checks you must make. Here are eight key steps that you should consider when employing staff for the first time.

    Tips for employing staff for the first time

    1. Decide how much to pay your employee

    Almost all workers are legally entitled to the National Minimum Wage. The National Living Wage is higher than the National Minimum Wage - workers get it if they are 21 years old and over. See National Minimum Wage and National Living Wage - rates and overview.

    2. Carry out pre-employment checks

    You should carry out an initial identity check on workers and verify their references and qualifications. You may also wish to include health checks as part of your recruitment process. See pre-employment checks.

    3. Check if your employee has the right to work in the UK

    You must check whether your employee is legally entitled to work in the UK. See ensure your workers are eligible to work in the UK.

    4. Check if you need to apply for a criminal records check

    Certain types of employment (eg security or working with children or vulnerable adults) require an AccessNI criminal records check. See AccessNI criminal records checks.

    5. Get employment insurance

    You will need employers' liability insurance as soon as you become an employer. This insurance enables businesses to meet the costs of damages and legal fees for employees who are injured or fall ill at work through the fault of the employer. See employers' liability insurance.

    6. Send details of the job in writing to your employee

    Once you have chosen your new employee, you should send them details of the job in writing. This should set out the main terms and conditions of the job. You also need to give your employee a written statement of employment particulars if you're employing them for more than one month.

    7. Tell HM Revenue & Customs (HMRC) you are an employer

    If you employ someone, you will need to register as an employer with HMRC. See registering and getting started with PAYE.

    8. Check if you need to automatically enrol your employee into a workplace pension scheme

    All employers must provide workers with a qualifying workplace pension. Read more on automatic enrolment into a workplace pension.

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  • Recruiting effectively to grow your business (video)

    Advice on how effective recruitment will ensure you get the right people to grow your business.

    A short 2-minute video explaining how effective recruitment will ensure you get the right people to grow your business.

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Part of My New Business

Running your business checklist

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Surrogacy: notification and confirmation of adoption leave

In this guide:

  • Qualifying for adoption leave

    Who qualifies for Statutory Adoption Leave and how employers may offer enhanced leave rights.

    To qualify for Statutory Adoption Leave, an employee must meet certain qualifying criteria. The criteria differ for UK and overseas adoptions and for intended parents of surrogacy arrangements.

    Note there are additional notification and eligibility requirements for Statutory Adoption Pay.

    Definition of an adopter

    An 'adopter' is defined as 'a person who has been matched with a child for adoption'. An employee is 'matched with a child for adoption when an adoption agency decides that the employee would be a suitable adoptive parent for the child, either individually or jointly with another person'. Where two people have been matched jointly, the 'adopter' is 'whichever of them has elected to be the child's adopter for the purposes of the regulations. The employee becomes the child's adopter when he or she agrees with the other person, at the time at which they are matched with the child, that he or she will be the adopter.

    An adopter may therefore be an individual who adopts or one member of a couple where the couple adopts jointly. This means that where a couple adopts jointly only one member of that couple can claim adoption leave. However, the other member of the couple, or the partner (this includes same-sex partners) of an individual who adopts, may be entitled to paternity leave and pay. The fact that adoption leave is only available to those who have been matched with a child through an agency means that, for example, stepfathers and stepmothers who wish to adopt their stepchildren are not eligible for adoption leave.

    The definition of 'adopter' is modified slightly for overseas adoptions, to refer to 'a person by whom a child has been or is to be adopted' (as opposed to a person who has been matched with a child for adoption).

    UK adoptions

    An employee qualifies for 52 weeks' Statutory Adoption Leave when they adopt a child in the UK if they:

    • Have been matched with a child to be placed with them by a UK adoption agency. (This may, exceptionally, include cases where an adoption agency places a child with approved foster parents who are also approved, prospective adopters. The adoption agency will supply the foster parents with correspondence which can be shown to the employer explaining that they have met the relevant criteria for being matched with the child for the purposes of adoption leave and pay and other entitlements open to adopters. The usual notification and service criteria will apply).
    • Have notified the adoption agency that they agree that the child should be placed with them and agree with the date of placement.
    • Notify you of when they want to take their Statutory Adoption Leave no more than seven days after they are notified that they've been matched with a child - see UK adoptions: notification and confirmation of adoption leave.

    It does not matter how long the employee has worked for you.

    The Statutory Adoption Leave period is made up of 26 weeks of ordinary adoption leave followed immediately by 26 weeks of additional adoption leave.

    In addition, since the introduction of shared parental leave and pay on 5 April 2015, adopters can bring their adoption leave and pay to an early end to opt into shared parental leave and pay with their partner.

    Adopters are also entitled to time off to attend pre-adoptions appointments - see statutory time off work for parental reasons.

    Overseas adoptions

    An employee qualifies for 52 weeks' Statutory Adoption Leave when they adopt a child from overseas if they:

    • Have received official notification from the relevant UK authority of their eligibility to adopt a child from abroad.
    • Have given you the correct notification - see overseas adoptions: notification and confirmation of adoption leave.
    • Are the child's adopter. This is the person who will adopt or has adopted the child or, in a case where the child will be or has been adopted by two people jointly, whichever of the joint adopters has chosen to take statutory adoption leave in respect of the child.

    Official notification for overseas adoptions

    Official notification is written notification issued by or on behalf of the relevant domestic authority stating that the authority either is prepared to issue a certificate to the overseas authority dealing with the adoption of the child or has issued a certificate and sent it to that authority.

    In either case, the certificate confirms that the adopter has been approved by them as being a suitable adoptive parent to adopt a child from overseas.

    An employee needs to have 26 weeks of continuous employment at the date of the official notification.

    Joint and individual adoptions

    Where a couple is adopting jointly, they can choose who will take Statutory Adoption Leave and who (regardless of gender) will take Statutory Paternity Leave. They cannot both take Statutory Adoption Leave or Statutory Paternity Leave.

    If an employee is adopting individually, only they are eligible for Statutory Adoption Leave - although their partner (regardless of gender) may be eligible for Statutory Paternity Leave.

    See paternity leave and pay.

    Foster parents who adopt a child

    A foster parent may be able to take Statutory Adoption Leave if they go on to adopt a child, but only if:

    • The child that the employee fostered is then matched with them for adoption by a UK adoption agency. Adoption via a court order does not count.
    • The child is then actually placed with them for adoption.
    • The foster parents have not previously availed of adoption leave in respect of the same child in the circumstances described under the heading 'UK Adoptions' above.

    The usual notification criteria still apply. The adoption leave only relates to the actual placement for adoption - any period of ordinary foster care does not count.

    Special guardianships

    A special guardian is usually someone with a close relationship with the child, such as a family member, former foster carer, or family friend. They need to apply to a court which will consider their suitability and the child's needs, based on a report from the local authority.

    Statutory Adoption Leave is not available to special guardians.

    Surrogacy and adoption leave and pay

    An employee who becomes a parent through an arrangement with a surrogate mother is now also entitled to Statutory Adoption Leave and Statutory Adoption Pay.

    The intended parents in a surrogacy arrangement (also known as Parental Order) may be eligible for adoption leave and pay where they intend to apply for or have already obtained, a Parental Order making them the legal parents of the child. Where a couple applies for a Parental Order only one of the couple will be able to take adoption leave and/or pay in relation to the child.

    Eligibility criteria for adoption leave and pay

    The eligibility criteria for adoption leave and pay are:

    • they are an employee
    • they have obtained a Parental Order for the child or have, on the day of the child's birth, applied for or intend to apply for such an Order
    • the application for the Parental Order must be made within six months of the child's birth and the intended parents must expect the Parental Order to be made

    They will also be entitled to the right to request a flexible working arrangement from their employer. See the right to request flexible working: eligibility criteria.

    In a couple, the intended parent who does not take adoption leave and pay may be eligible for paternity leave and pay. Intended parents may also qualify for shared parental leave and pay where the parent who qualifies for adoption leave and pay chooses to return to work before the end of the adoption leave period.

    Intended parents may also be entitled to unpaid time off to attend ante-natal appointments with the surrogate mother - see statutory time off work for parental reasons.

    If they don't qualify for these, they could take annual leave or an agreed period of unpaid leave.

    Enhanced adoption leave

    Employers can make enhanced adoption leave arrangements to attract and retain employees, which are more generous than the statutory entitlements.

    For example, you could allow employees with more than a year's service to take more than 52 weeks' leave.

    You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis. When exercising discretion, caution should be taken to avoid claims of unfair treatment or discrimination.

    See the Invest Northern Ireland Employers' handbook guidance on adoption leave and pay (PDF, 48K).

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  • UK adoptions: notification and confirmation of adoption leave

    Employee and employer obligations regarding adoption leave notification.

    To qualify for Statutory Adoption Leave, an employee should notify you no more than seven days after they are notified of having been matched with a child:

    • that they intend to take Statutory Adoption Leave
    • when they intend to start it
    • the date the child is expected to be placed with them for adoption

    They can tell you earlier than this if they choose.

    If it is not reasonably practicable for them to meet this deadline, they should notify you as soon as possible.

    If the employee has not given you the correct notice, you can delay the start of their Statutory Adoption Leave (and pay) until they give the correct notice. However, you cannot postpone the start of leave beyond the date of placement.

    You may request this notification in writing.

    Many employees will find it convenient to give notice of the date for the start of Statutory Adoption Pay at the same time. The date for the start of Statutory Adoption Pay can be the same as the start date for Statutory Adoption Leave. See adoption pay.

    An employee can change the start date of their leave - see when adoption leave can begin.

    Evidence of adoption

    Employees do not have to prove that they are eligible for Statutory Adoption Leave unless you ask them to. However, they do need to provide evidence to prove eligibility for Statutory Adoption Pay - see adoption pay.

    If you choose to ask an employee to prove their eligibility for Statutory Adoption Leave, they must give you the documentation they were given by the adoption agency, which must contain the following:

    • the name and address of the agency
    • the date on which the employee was notified that he or she had been matched with the child
    • the date on which the agency expects to place the child with the employee

    Encouraging early notification

    If the employee notifies you as early as possible of their intention to take Statutory Adoption Leave, you can start making arrangements to cover the period while they are away.

    Giving the employee confirmation of the end date of their Statutory Adoption Leave

    After receiving their notification, you must in turn notify the employee of the date on which their Statutory Adoption Leave will end. This will normally be 52 weeks from the intended start of their Statutory Adoption Leave. This will inform the employee of when he or she has to return to work. Download our model adoption leave acknowledgement letter (DOC, 136K).

    You must give the employee this information within 28 days of their notification unless the employee has since changed the date their leave will start. In that case, you must notify them of the end date within 28 days of the start of their leave.

    If you fail to give the employee proper notification and the employee subsequently doesn't return to work on time, you cannot discipline them.

    In addition, if they want to change their return dates, they may not be obliged to comply with the notice requirements.

    Note that an employee may choose to take less than 52 weeks of Statutory Adoption Leave by notifying you of this:

    See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).

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  • Overseas adoptions: notification and confirmation of adoption leave

    Employees adopting a child from overseas must give you notice in three stages that they intend to take Statutory Adoption Leave.

    Employees adopting a child from overseas must give employers notice in three stages that they intend to take Statutory Adoption Leave.

    Employees must give you the information required in writing if you request it.

    If they are also entitled to Statutory Adoption Pay, they must give you the evidence required at the same time - see adoption pay.

    First notification stage for overseas adoptions

    The employee must inform you of the date:

    • on which they received official notification
    • the child is expected to enter Northern Ireland

    For an explanation of the official notification, see qualifying for adoption leave.

    They must give you this information within 28 days of receiving official notification. At this point, the employee should know roughly when the child will enter Northern Ireland.

    Second notification stage for overseas adoptions

    In all cases, the employee must give you at least 28 days' notice of the actual date they want their Statutory Adoption Leave (and Statutory Adoption Pay if they qualify) to start. They can give this notice at the first notification stage if they know the date. Statutory Adoption Leave cannot start before the child enters Northern Ireland.

    Employees can change their mind about the date on which they want their leave to start providing they tell you at least 28 days in advance of the new date, or as soon as is reasonably practicable.

    Third notification stage (after the child has entered Northern Ireland for adoption)

    Employees must tell you the date the child entered Northern Ireland. They must tell you this within 28 days of the child's date of entry. If the adopter is also claiming Statutory Adoption Pay, they will need to give evidence of the date of entry.

    Employees must tell you as soon as is reasonably practicable if they find out that the child will not be entering Northern Ireland.

    Confirmation of Statutory Adoption Leave

    You must respond to the employee's notification of the date they wish their Statutory Adoption Leave to start (the second notification stage) within 28 days, confirming the date their Statutory Adoption Leave will end. This will inform the employee of when he or she has to return to work. Download our model adoption leave acknowledgement letter (DOC, 136K).

    See the Invest Northern Ireland Employers' handbook guidance on adoption leave and pay (PDF, 48K).

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  • Surrogacy: notification and confirmation of adoption leave

    Notification and confirmation of adoption leave in relation to surrogacy cases.

    With surrogacy cases the employee must:

    • Give their employer the correct notice. Notice of entitlement to adoption leave must be given by the 15th week before the expected week of birth (and must be in writing, if requested).
    • If requested by the employer, provide a statutory declaration that they have obtained or have applied for, or intend to apply for within six months of the birth, a Parental Order in respect of the child they are having with the help of a surrogate and that they expect the court to make the Parental Order.
    • Provide the employer with the actual date of birth as soon as reasonably practicable after the birth.

    Confirmation of Statutory Adoption Leave

    You must respond to the employee's notification of the date they wish their Statutory Adoption Leave to start within 28 days, confirming the date their Statutory Adoption Leave will end. This will inform the employee of when he or she has to return to work. Download our model adoption leave surrogacy acknowledgement letter (DOC, 136K).

    See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).

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  • Adoption leave: when it can begin

    Beginning statutory adoption leave and changing the start date if the adoption doesn't take place as planned.

    When an employee can choose to start their Statutory Adoption Leave depends on whether they are adopting a child from within the UK or from overseas, or are an intended parent of a surrogacy arrangement.

    UK adoptions: when adoption leave can begin

    An employee can choose to begin their Statutory Adoption Leave (and Statutory Adoption Pay) on either of the following:

    • the date on which the child is placed with them for adoption
    • a pre-determined date no earlier than 14 days before the expected date of placement and no later than the expected date of placement

    If they have chosen to start their leave on the day the child is placed with them and they are at work on that day, the period of Statutory Adoption Leave and Statutory Adoption Pay can start on the next day. The leave can start on any day of the week.

    If the date of placement changes before the employee begins their Statutory Adoption Leave, they should:

    • discuss the situation with you as soon as possible
    • give the appropriate notice to change the start date - however, you can accept less notice

    If you are unable to agree on the dates of Statutory Adoption Leave, contact the Labour Relations Agency (LRA) Workplace Information Service on Tel 03300 555 300.

    Overseas adoptions: when adoption leave can begin

    Employees may choose to start their Statutory Adoption Leave from either the date the child enters Northern Ireland or a fixed date (as notified to you) no later than 28 days after the date the child enters Northern Ireland.

    If they have chosen to start their leave on the day the child is placed with them and they are at work on the day, the period of Statutory Adoption Leave and Statutory Adoption Pay can start on the next day. The adoption leave can start on any day of the week.

    Statutory Adoption Leave cannot be used to cover the period employees spend travelling overseas to arrange the adoption or visit the child. However, you could allow the employee to take annual leave or unpaid leave for these purposes.

    Surrogacy cases: when adoption leave can begin

    Adoption leave will commence on the day the child is born, but if the employee is at work on that day, then leave will commence on the next day.

    Statutory Adoption Leave: changing the start date

    This does not apply to surrogacy cases.

    The employee can change their intended Statutory Adoption Leave start date as long as they notify you of the new start date. They must do this by whichever is the earlier of:

    • 28 days before their original Statutory Adoption Leave start date.
    • 28 days before their new Statutory Adoption Leave start date.

    If it is not reasonably practicable for them to give you this much notice, they should give you as much notice as possible.

    You may request this notification in writing.

    See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).

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  • Adoption leave: terms and conditions during leave

    Certain terms and conditions continue to apply during statutory adoption leave.

    Adoption leave is made up of 26 weeks' Ordinary Adoption Leave followed by 26 weeks' Additional Adoption Leave. An employee's employment contract continues throughout both Ordinary Adoption Leave and Additional Adoption Leave unless either you or the employee expressly ends it or it expires.

    During both Ordinary Adoption Leave and Additional Adoption Leave, ie the entire Statutory Adoption Leave period, an employee has a statutory right to continue to benefit from all the terms and conditions of employment which would have applied to them had they been at work. The only exceptions are terms relating to wages or salary - though you are still obliged to pay them statutory adoption pay if they are eligible. See adoption pay.

    Adoption leave: continuous contractual terms and conditions

    Examples of contractual terms and conditions that continue during Statutory Adoption Leave include:

    • gym membership
    • participation in share schemes
    • reimbursement of professional subscriptions
    • the use of a company car or mobile phone (unless provided for business use only)

    Whether or not you should pay a bonus to an employee on Statutory Adoption Leave depends on the type of bonus and the terms of the particular bonus scheme.

    Adoption leave: continuous employment and length of service

    Statutory Adoption Leave doesn't break the continuity of employment.

    Similarly, the entire Statutory Adoption Leave period counts towards an employee's period of continuous employment for the purposes of entitlement to other statutory employment rights, eg the right to a redundancy payment.

    Both Ordinary Adoption Leave and Additional Adoption Leave count for assessing seniority and personal length-of-service payments, such as pay increments, under the contracts of employment of employees who have had a child placed with them for adoption on or after 5 October 2008, or who have a child adopted from overseas that entered (or will enter) Northern Ireland on or after 5 October 2008.

    However, for employees who had a child placed with them before 5 October 2008, you only had to count the period of Ordinary Adoption Leave for assessing the length of service payments.

    Therefore, when assessing the length of service for a pay raise for example, it's possible that an employee who has adopted twice or more while in your employment could have a later period of Additional Adoption Leave count towards their length of service but not an earlier one.

    See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).

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  • Adoption leave: annual leave and occupational pensions

    An employee's contractual benefits continue during ordinary and additional adoption leave.

    During Statutory Adoption Leave, an employee continues to accrue annual leave. They may also continue to benefit from occupational pension scheme contributions.

    Accrual of annual leave

    An employee continues to accrue their full statutory paid annual leave entitlement of 5.6 weeks and any additional contractual entitlement throughout both Ordinary Adoption Leave and Additional Adoption Leave.

    Employees will be able to carry over 5.6 weeks leave into the next holiday year if they are unable to take the leave due to having taken adoption leave.

    An employee may not take annual leave during Statutory Adoption Leave. You should instead allow the employee to take any untaken annual leave before and/or after their Statutory Adoption Leave.

    Note that you cannot pay an employee in lieu of any untaken statutory annual leave unless the contract is terminated.

    Also, note that an employee's Statutory Adoption Leave begins automatically if the child is unexpectedly placed with them for adoption during a period of annual leave - see when adoption leave can begin.

    For more information on annual leave entitlements, see know how much holiday to give your staff.

    Contributions to an occupational pension scheme

    During Ordinary Adoption Leave (whether or not the employee is receiving statutory and/or enhanced adoption pay) and any period of paid Additional Adoption Leave, you should calculate the employer's contribution to an occupational pension scheme contributions as if the employee is working normally and receiving the normal remuneration for doing so.

    During any period that your employee is on Additional Adoption Leave but not receiving any adoption pay - eg during the last 13 weeks of Additional Adoption Leave - you do not have to make any employer contributions to an occupational pension scheme unless the contract of employment provides otherwise.

    If the occupational pension scheme rules require employee contributions to continue during Statutory Adoption Leave, their contributions should be based on the amount of statutory and/or enhanced adoption pay they are receiving.

    Employee contributions will therefore stop during any period of unpaid adoption leave - eg during the last 13 weeks of Additional Adoption Leave - but the occupational pension scheme rules may allow them to still make voluntary contributions.

    See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).

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  • Reasonable contact and work during adoption leave

    Making reasonable contact with an employee during Statutory Adoption Leave.

    During the Statutory Adoption Leave period, as an employer, you can make reasonable contact with an employee during their leave period - and they can choose to make contact with you.

    In addition, an employee can come to work as a way of keeping in touch with workplace developments.

    Adoption leave: contact with employees

    Employers can make reasonable contact with the employee on adoption leave by any means, eg telephone, email, letter, or a meeting in the workplace.

    The frequency and nature of any contact with them will depend on things like:

    • the nature of the work and the employee's post
    • any agreement that you might have reached with the employee before their adoption leave began
    • whether either party needs to communicate important information to the other, eg changes in the workplace that might affect the employee on their return

    What amount of contact is reasonable depends on the employee and whether they prefer to have frequent or minimal contact with you and the workplace issues to be discussed. You should discuss this with your employee before the Statutory Adoption Leave period begins, as part of your planning for the employee's Statutory Adoption Leave.

    Remember that you must keep an employee informed of promotion opportunities and other information relating to their job that they would normally be made aware of if they were at work, eg redundancy situations.

    Adoption leave: keeping-in-touch days

    Employees may, in agreement with you, work for up to ten days - known as keeping-in-touch days - under their employment contract during their adoption leave period without it affecting their right to Statutory Adoption Leave or Statutory Adoption Pay.

    During keeping-in-touch days, employees can actually carry out work for you. This could be their normal day-to-day work or could, for example, be attending a conference, undertaking training, or attending a team meeting.

    Any amount of work done on a keeping-in-touch day counts as one keeping-in-touch day. Therefore, if an employee comes in for a one-hour training session and does no other work that day, they will have used up one of their keeping-in-touch days.

    If work on a keeping-in-touch 'day' spans midnight, this counts as one keeping-in-touch day - as long as this is the employee's normal working pattern.

    Payment for keeping-in-touch days

    You and the employee should agree on how much you will pay them for a keeping-in-touch day - this could be set out in their employment contract or you may decide on a discretionary, case-by-case basis. When exercising discretion, caution should be taken to avoid claims of unfair treatment or discrimination.

    If the employee is receiving Statutory Adoption Pay when they work a keeping-in-touch day, you must continue to pay their Statutory Adoption Pay for that week.

    If the employee does more than ten days' work for you in their Statutory Adoption Pay period, they are not entitled to Statutory Adoption Pay for any week in which they work if they have already worked ten keeping-in-touch days. You do not have to pay them Statutory Adoption Pay for any week in which they have worked both the last of their keeping-in-touch days and any additional days.

    The Statutory Adoption Pay the employee receives for the week in which they work a keeping-in-touch day can count towards any contractual pay you agree with them for working that keeping-in-touch day. However, you could agree that they will receive their normal daily rate in addition to the Statutory Adoption Pay for that week.

    Whatever the arrangement, you can still continue to recover Statutory Adoption Pay from HM Revenue & Customs as normal - see adoption pay.

    You will need to comply with your statutory obligations, such as paying at least the national minimum wage and ensuring women and men receive equal pay for work of equal value. See National Minimum Wage and National Living Wage - rates and overview.

    Keeping-in-touch days: protection against detriment or dismissal

    An employee can only work a keeping-in-touch day if they want to and you agree to it - you cannot make an employee work a keeping-in-touch day against their wishes, nor can the employee insist they work a keeping-in-touch day if you don't agree to it.

    It is unlawful for you to treat an employee unfairly or dismiss them because they:

    • refused to work a keeping-in-touch day
    • worked - or considered working - a keeping-in-touch day

    If an employee believes that you have treated them unfairly or dismissed them under these circumstances, they may do either of the following:

    • resign and claim constructive dismissal - the employee may raise a grievance about this with you first
    • raise a grievance with you, which may result in an industrial tribunal claim for detrimental treatment and/or unfair dismissal if you fail to address it - see handling grievances

    See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).

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  • Employee notification of change of planned return date from adoption leave

    Notification from employees regarding changes to their return date or if they don't intend to return to work at all.

    Unless the employee has notified you otherwise, the date on which they return to work will normally be the first working day 52 weeks after their Statutory Adoption Leave began.

    Adoption leave: returning to work before the planned return date

    If an employee wishes to return to work before the planned return date (usually the date you confirmed to them before they went on leave), they must give you notice at least eight weeks before their new return date - although you can accept less or no notice .

    For example, if an employee was due to return to work after 52 weeks Statutory Adoption Leave on 1 August, but then decided to return to work after 39 weeks of leave on 9 May, they would need to give you eight weeks' notice of the new date, ie by 14 March.

    Note that if you didn't provide appropriate notification of when their adoption leave should end, the employee does not have to give you eight weeks' notice - see UK adoptions: notification and confirmation of adoption leave.

    If the employee attempts to return to work earlier than planned without giving you notice, you can postpone their return until after the eight weeks have elapsed.

    However, you may not postpone their return to a date later than the end of their 52-week Statutory Adoption Leave period.

    If the employee still comes to work during the period of postponement, you do not have to pay them.

    Adoption leave: returning to work after the planned return date

    If an employee wishes to return to work after the planned return date, they should give you notice of this new date of return at least eight weeks before the originally planned return date.

    For example, if an employee was due to return to work at the end of their Ordinary Adoption Leave (ie after 26 weeks) on 1 October but - while on leave - decides that they wish to take their full entitlement of 52 weeks, they must notify you of this eight weeks before 1 October, ie by 6 August.

    Employees who do not wish to return to work after adoption leave

    An employee who does not wish to return to work after their Statutory Adoption Leave must give you notice of this. This will be the usual notice of resignation as required by their employment contract.

    However, as long as they specify the date on which they wish to terminate the contract (eg the date they were due back at work after Statutory Adoption Leave), their adoption leave continues.

    In addition, if they terminate their contract before the end of their Statutory Adoption Pay period, you must continue to pay them Statutory Adoption Pay, provided they have not started work for another employer.

    Employees who don't return to work are not required to pay back any statutory adoption pay they have received. See adoption pay.

    See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).

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  • Returning to work from adoption leave

    Whether or not an employee has the automatic right to return to the same job.

    An employee is entitled to return to the same job that they had before going on Statutory Adoption Leave if they take only Ordinary Adoption Leave, ie the initial 26-week period of leave. The rules are different where an employee takes all or some of their Additional Adoption Leave, ie the second 26-week period of leave.

    Return to work after Ordinary Adoption Leave

    An employee who returns to work during, or at the end of, their Ordinary Adoption Leave is entitled to return to the same job on the same terms and conditions of employment as if they had not been absent unless a redundancy situation has arisen.

    If you prevent an employee from returning to work, they may make a complaint of unfair dismissal to an industrial tribunal.

    If they return to work but you don't give them their old job back, they may do either of the following:

    • raise a grievance with you, which may result in an industrial tribunal claim for detrimental treatment if you fail to address it
    • resign and claim constructive dismissal - the employee may raise a grievance about this with you first - see handling grievances

    See adoption leave and protection against detriment or dismissal.

    Return to work after Additional Adoption Leave

    An employee who returns to work during or at the end of their Additional Adoption Leave period is entitled to return to the same job on the same terms and conditions of employment as if they had not been absent.

    However, if it is not reasonably practicable for you to let them return to their old job, you should offer them a job:

    • that is both suitable and appropriate for them
    • on terms and conditions that are no less favourable than those for their original job

    If you offer the employee a job that fulfils the criteria above and they unreasonably refuse it, they will have effectively resigned.

    If you offer the employee a job that doesn't fulfil the criteria, they may do either of the following:

    • resign and claim constructive dismissal - the employee may raise a grievance about this with you first
    • raise a grievance with you, which may result in an industrial tribunal claim for detrimental treatment if you fail to address it

    You should try to consult with employees during their Statutory Adoption Leave about any proposed changes to their job in preparation for their return. See the page in this guide on reasonable contact and work during adoption leave.

    Return to work where parental leave is taken immediately after Statutory Adoption Leave

    Employees who qualify for parental leave may take some of this leave immediately following the end of their Statutory Adoption Leave.

    An employee is entitled to return to the same job as before if the parental leave meets both of the following conditions:

    • it is for four weeks or less
    • it isn't preceded by any Additional Adoption Leave

    If the parental leave period is longer than four weeks and/or is preceded by a period of Additional Adoption Leave, the employee is treated as though they were returning to work after Additional Adoption Leave.

    See parental leave and time off for dependants.

    Pay rises during Statutory Adoption Leave

    An employee on Statutory Adoption Leave is entitled to benefit from any general improvements to the rate of pay, or other terms and conditions, which are introduced for their grade or class of work - as if they hadn't been away.

    Flexible working requests

    Providing they meet the qualifying criteria, an employee returning to work may make a request to work flexibly, eg to adjust their start or finish times, work from home, or do part-time hours. Read more on flexible working: the law and best practice.

    See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).

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  • Adoption leave and protection against detriment or dismissal

    You must not unfairly treat or dismiss employees because they are taking, took, or seeking to take Statutory Adoption Leave.

    Employees are protected from suffering a detriment or dismissal for taking or seeking to take, Statutory Adoption Leave.

    Statutory Adoption Leave and detrimental treatment

    You must not subject an employee to any detriment by acting, or deliberately failing to act, because they:

    • sought to take Statutory Adoption Leave
    • availed of Statutory Adoption Leave

    Examples of detrimental treatment include denial of promotion, facilities, or training opportunities that you would normally have made available to the employee.

    If an employee believes you have treated them unfairly under these circumstances, they may:

    • resign and claim constructive dismissal - the employee may raise a grievance about this with you first
    • raise a grievance with you, which may result in an industrial tribunal claim for detrimental treatment if you fail to address it - see handling grievances

    Redundancy during Statutory Adoption Leave

    If a redundancy situation arises at any stage during an employee's adoption leave, you may not be able to continue to employ them under their existing contract of employment.

    In these circumstances, an employee has the right to be offered (before that contract ends) any suitable alternative vacancy, where one is available. This includes a vacancy with an associated employer or with a successor to the original employer.

    The new job must start immediately after the end of the original one and must both:

    • be suitable and appropriate for them to do in the circumstances
    • have terms and conditions that are not substantially less favourable to them than if they had continued to be employed under the original employment contract

    If you fail to comply with these requirements and dismiss the employee, the dismissal will be automatically unfair if the reason or principal reason for the dismissal is redundancy.

    If you end up making an employee on adoption leave redundant because you had no suitable alternative work to offer them, the dismissal may be potentially fair.

    Note that, on dismissal, the employee's adoption leave period comes to an end, but their entitlement to Statutory Adoption Pay continues until the end of the 39-week Statutory Adoption Pay period (if it hasn't already ended) or they start working for another employer, whichever is earlier.

    See redundancy: the options.

    Dismissal on or after return to work from adoption leave

    The dismissal of an employee will automatically be an unfair dismissal if you dismiss them - or select them for redundancy in preference to other comparable employees - solely or mainly because they:

    • have taken adoption leave
    • have benefited from the terms and conditions of employment to which they were entitled to during that leave
    • failed to return from their adoption leave on time because you failed to give them any or adequate notification of the end date of their leave - see UK adoptions: notification and confirmation of adoption leave

    However, a dismissal may be potentially fair if, on the employee's return from additional adoption leave, you:

    • could not offer them their old job back
    • you - or an associated employer - offered them suitable alternative employment which they unreasonably refused - see fair dismissal

    See returning to work from adoption leave.

    Dismissal on grounds unrelated to adoption leave

    It is still possible for you to fairly dismiss an employee who is on - or who has recently returned from - adoption leave if the reason for the dismissal is not:

    • largely or wholly unrelated to their adoption leave
    • for any other reason that is unfair or discriminatory

    You must comply with the correct statutory procedure when dismissing employees.

    Dismissal of replacement employees

    You can fairly dismiss an employee you took on to replace an employee on adoption leave. However, make sure you inform them that their position is only for adoption cover before they start and that the arrangement with you will end when the individual returns from leave. You should also comply with the statutory dismissal procedure when ending the employment.

    See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).

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  • Adoption pay

    Who qualifies for Statutory Adoption Pay, and how employers may recover payments and offer enhanced adoption pay.

    Statutory Adoption Pay is paid for 39 weeks and usually covers the first 39 weeks of an employee's adoption leave.

    There are different eligibility criteria for Statutory Adoption Pay for UK and overseas adoptions. See adoption pay and leave: eligibility.

    Adoption pay and foster parents

    In Northern Ireland, in exceptional cases, adoption pay may be payable where an adoption agency places a child with approved foster parents who are also approved, prospective adopters. The adoption agency will supply the foster parents with correspondence which can be shown to the employer explaining that they have met the relevant criteria for being matched with the child for the purposes of adoption leave and pay, and other entitlements open to adopters. The usual notification and service criteria will apply.

    Statutory Adoption Pay rates and recovery

    For the first six weeks, you must pay your employee Statutory Adoption Pay a weekly rate equal to 90% of their average weekly earnings.

    For the next 33 weeks, you must pay them the lower of the following:

    • the standard weekly rate - £184.03
    • 90% of their average weekly earnings

    You can recover some or all of your Statutory Adoption Pay payments from HM Revenue & Customs (HMRC) - the proportion you can recover depends on the size of your annual National Insurance Contributions liability.

    Enhanced adoption pay

    If you wish, you can offer enhanced adoption pay arrangements to attract and retain employees which are more generous than the statutory entitlements. For example, you could:

    • pay more than Statutory Adoption Pay over a certain period, eg full pay for the first six weeks, half pay for the next ten weeks, Statutory Adoption Pay for the remaining 23 weeks
    • make a bonus payment on the employee's return to work

    You could change the qualification criteria for these adoption pay enhancements, eg the employee needs a year's continuous service.

    You can offer these enhanced adoption pay arrangements either as a contractual right or on a discretionary, case-by-case basis. When exercising discretion caution should be taken to avoid claims of unfair treatment or discrimination.

    You can still recover from HMRC the Statutory Adoption Pay portion of any enhanced adoption pay.

    See the Invest Northern Ireland Employers' Handbook guidance on adoption leave and pay (PDF, 48K).

    Developed with
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    Labour Relations Agency
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    Adoption leave and pay | Employers’ Handbook (PDF, 48K)
    Adoption Leave | Labour Relations Agency guidance
    Adoption pay and leave | GOV.UK
    Statutory Adoption Pay | nidirect
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    Continuous employment and employee rights
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