

How employers can adjust and take positive steps to recruit people with disabilities.
It can be challenging for someone with a disability to get into employment. Opening up your talent pool to make it easier for people with a disability to apply for jobs can bring many benefits to your business - see advantages of employing someone with a disability.
Employers can take a number of steps to make the recruitment process as fair as possible for all applicants by making reasonable adjustments so that applicants without a disability do not have an unfair advantage over those who do have a disability.
Employers must be aware of their legal obligations when recruiting. Under the Disability Discrimination Act, employers:
Employers must consider reasonable adjustments at every stage of the recruitment process:
If the format, layout or structure of the application form puts someone at a disadvantage you should consider having the application form available in large print, Braille or an audio version for someone who is partially sighted or blind.
You should consider making additional time available to complete aptitude tests for someone with a disability who requests a reasonable adjustment. Another adjustment could be allowing test answers to be given verbally.
Ensure the interview room is fully accessible to all applicants. Be aware that applicants may request a reasonable adjustment to be interviewed at a time when they are more alert or pain-free depending on their disability. Consider training for your interview panel that examines the impact of various disabilities on performance at the interview stage, eg how autism may provide a challenge to an applicant during an interview and how adjustments can be made to help them.
Employers can decide to take a step further in positively recruiting someone with a disability. Unlike other forms of equality legislation, the Disability Discrimination Act allows employers to treat people with a disability more favourably than others through positive action.
An employer is not legally obliged to take positive action but employers can lawfully take positive action steps to treat someone with a disability more favourably. There are a number of positive action measures which an employer can choose to take to recruit someone with a disability, including:
Positive action measures should be carefully planned with advice from appropriate support organisations. Employers must comply with other equality legislation - see avoid discrimination when recruiting staff.
There are a range of government initiatives to help employers take on staff with a disability and also help staff with a disability get the support they need in the workplace. For further information, see:
Discover the business benefits of employing someone with a disability.
Being a fair and equal opportunities employer not only ensures you meet your legal requirements to prevent discrimination, but you will also tap into a diverse talent pool that can bring many benefits to your business. Employing people with a disability can save you money and boost the profitability of your business.
By opening opportunities to people with disabilities you can widen your recruitment pool helping you to attract staff with the skills and talent that can enable your business to grow and thrive.
Hiring people with a disability enhances diversity in your workforce. It can help increase staff morale, motivation, and commitment by demonstrating a workplace culture that values all staff.
Staff with a disability may bring in specialist knowledge and skills such as understanding the needs of disabled customers, creative problem solving, and having particular attention to detail. Workers with disabilities possess skills and experiences that can offer employers a competitive edge.
People with disabilities tend to seek stable and reliable work when looking for a job and so tend to stay in their posts longer, helping to reduce staff turnover. This minimises recruitment and training costs incurred to take on new staff. You will also retain staff with years of experience and know-how.
Having a diverse workforce, including employing people with disabilities, can help you attract disabled customers and potentially a large revenue stream. Employees with a disability can help you look at things from a fresh perspective, develop empathy for customers’ needs, and gain a better understanding of what they value in a business or brand. When your business and its products and services are accessible, you can appeal to a much larger and much more diverse audience and customer base.
By employing people with a disability, you will be able to meet any social responsibility recruitment clauses that may apply to access particular tender opportunities and public procurement exercises. See understanding social value in public procurement.
Being an equal employer makes you look good. Consumers prefer to give their business to organisations that show a strong sense of corporate responsibility including employing a diverse workforce.
There can be a stigma to employing someone with a disability. Some employers may unfairly think that reasonable adjustments will be costly and take a lot of time to implement. However, most reasonable adjustments in the workplace can be simple, free, or low cost and there can be government help towards any costs that are incurred.
Employing people with a disability will help you see things from their perspective. It can encourage the adoption of best practices to create accessible environments using adaptive technologies that are useful to people with and without disabilities.
The specialist support available to help disabled people start or retain employment.
The Health & Work Support Branch (HWSB) staff offers help and advice to both employers and people with disabilities about the range of specialist support available to help people start and retain a job.
You may identify someone who has the skills for your job but have questions about how their disability may affect them in the workplace - such as how they will manage the job. HWSB advisers are located across Northern Ireland and can offer practical advice to help both you and the potential employee overcome any barriers to starting work.
The type of support available may include advice on the following:
Workable (NI) offers support and assistance to both employees and employers to help disabled people move into or retain work.
Workable (NI) provides a flexible range of long-term support and assists people who, due to their disability, encounter substantial barriers to staying in employment. Read more on Workable (NI).
The programme is delivered by three organisations contracted by the Department for Communities (DfC):
These organisations have extensive experience of meeting the vocational needs of people with disabilities. Read further information via the links above about Workable (NI) and the benefits to employers.
The provision under Workable (NI) can include support such as:
Access to Work (NI) can provide advice and guidance for your employee's disability needs and if appropriate, a financial grant towards the cost of support.
Access to Work (NI) can help by providing advice and guidance of your employee's disability needs in the workplace and, if appropriate, a financial grant towards the cost of necessary support.
For example, Access to Work (NI) may be able to pay towards the following:
Depending on your employee's circumstances, Access to Work (NI) may be able to provide support under more than one of these areas.
Read more on Access to Work - practical help at work.
Further help, advice, and guidance in areas relating to work, disability, and health.
The Department for Communities' Work Psychology Service (WPS) offers specialist consultancy to individuals and/or employers seeking advice and guidance in areas relating to disability and wellbeing in the context of work.
The WPS works closely with Work Coaches in Jobs & Benefits Offices to offer advice and guidance regarding individuals who have a disability or health condition and are seeking work or who are experiencing difficulties in work.
The WPS Assessment Service can provide advice to both employers and individuals regarding reasonable adjustments and possible alternative employment options, when the individual is at risk of losing their job as a result of their disability or health condition.
How JP Corry's Dromore branch has adapted its recruitment processes to take on a person with a disability.
JP Corry is one of Northern Ireland’s leading builder’s merchants, supplying building materials to the trade, self-build, DIY, and architectural markets. The business operates from a network of 17 branches across Northern Ireland and the Isle of Man, employing around 265 staff.
Stephen Gibson, Branch Manager at JP Corry in Dromore, explains how the organisation has adapted their employment policies and recruitment processes to take on and support a person with a disability.
"As a company, we strive to be inclusive and diverse. We want to make it easy for everyone to access our services, whether as a customer, supplier, or employee."
"JP Corry is proud to support the JAM Card scheme, which helps people with communication barriers and hidden disabilities receive tailored customer care. As a company whose purpose is to 'build our future by helping others build theirs', we believe in providing employment opportunities to disabled people."
"Our human resources team works closely with organisations that represent minority groups, such as Disability Action, NOW Group, and WOMEN'STEC, to ensure that they are informed of our employment opportunities."
"JP Corry has equal opportunities policies and diversity training to ensure that we recruit staff fairly. Offering a work trial to potential recruits, particularly disabled people, has benefited both the individual and the business."
"Working with Disability Action, we set up our first work trial, where a disabled person came to work with us to understand what it would be like to be employed in our company before applying for a job. The experience was positive, and we recognised the potential of the person during the work trial. They subsequently applied for and secured the job successfully."
"Other branches of JP Corry have also seen the advantages of work trials and have adopted a similar approach by using the Work Experience Programme provided by the Department for Communities to offer employment opportunities."
"Many local organisations have supported us along our journey with work trials. Some employees have completed a qualification in customer service through the NOW Group, providing insight into how disabled people can contribute to a high level of customer service. Disability Action has also been available to advise us when needed."
"To keep our organisation up-to-date and engaged, our HR team frequently attends employment conferences and training events. This continuous improvement activity along with the good relationships we have built with relevant charities and business support organisations ensures we have the support we need."
"The work trials have benefited the organisation and the staff that we have hired. Some work trials will not always result in longer-term opportunities, but that can be positive as you haven't started formal training or invested significant time and resources into developing an employee who does not fit the job. It is better to discover at the trial stage whether it will work rather than going through a recruitment and onboarding process for it not to work out and needing to go back to the beginning of the recruitment process."
"Adapting our HR policies and practices to make it easier to recruit and support disabled people has enabled us to reach another talent pool and has enhanced our recruitment strategy. Our Dromore branch has benefited by getting a brilliant recruit who connects and engages with our customers. He brings positive energy to our team, and we have a better focus and understanding."
The Condition Management Programme helps those with a health condition manage symptoms to allow progress towards, moving into and staying in employment.
The Condition Management Programme helps those with a health condition manage symptoms to allow progress towards, move into and stay in employment. The programme is led by healthcare professionals, such as occupational therapists, physiotherapists and mental health nurses.
The Condition Management Programme (CMP) gives support and advice to help people manage conditions including:
The programme helps to:
It offers advice, education and support on:
If this support is something that you think you or your staff could benefit from see further details, including eligibility and how to apply, on the Condition Management Programme.
How employers can adjust and take positive steps to recruit people with disabilities.
It can be challenging for someone with a disability to get into employment. Opening up your talent pool to make it easier for people with a disability to apply for jobs can bring many benefits to your business - see advantages of employing someone with a disability.
Employers can take a number of steps to make the recruitment process as fair as possible for all applicants by making reasonable adjustments so that applicants without a disability do not have an unfair advantage over those who do have a disability.
Employers must be aware of their legal obligations when recruiting. Under the Disability Discrimination Act, employers:
Employers must consider reasonable adjustments at every stage of the recruitment process:
If the format, layout or structure of the application form puts someone at a disadvantage you should consider having the application form available in large print, Braille or an audio version for someone who is partially sighted or blind.
You should consider making additional time available to complete aptitude tests for someone with a disability who requests a reasonable adjustment. Another adjustment could be allowing test answers to be given verbally.
Ensure the interview room is fully accessible to all applicants. Be aware that applicants may request a reasonable adjustment to be interviewed at a time when they are more alert or pain-free depending on their disability. Consider training for your interview panel that examines the impact of various disabilities on performance at the interview stage, eg how autism may provide a challenge to an applicant during an interview and how adjustments can be made to help them.
Employers can decide to take a step further in positively recruiting someone with a disability. Unlike other forms of equality legislation, the Disability Discrimination Act allows employers to treat people with a disability more favourably than others through positive action.
An employer is not legally obliged to take positive action but employers can lawfully take positive action steps to treat someone with a disability more favourably. There are a number of positive action measures which an employer can choose to take to recruit someone with a disability, including:
Positive action measures should be carefully planned with advice from appropriate support organisations. Employers must comply with other equality legislation - see avoid discrimination when recruiting staff.
There are a range of government initiatives to help employers take on staff with a disability and also help staff with a disability get the support they need in the workplace. For further information, see:
Discover the business benefits of employing someone with a disability.
Being a fair and equal opportunities employer not only ensures you meet your legal requirements to prevent discrimination, but you will also tap into a diverse talent pool that can bring many benefits to your business. Employing people with a disability can save you money and boost the profitability of your business.
By opening opportunities to people with disabilities you can widen your recruitment pool helping you to attract staff with the skills and talent that can enable your business to grow and thrive.
Hiring people with a disability enhances diversity in your workforce. It can help increase staff morale, motivation, and commitment by demonstrating a workplace culture that values all staff.
Staff with a disability may bring in specialist knowledge and skills such as understanding the needs of disabled customers, creative problem solving, and having particular attention to detail. Workers with disabilities possess skills and experiences that can offer employers a competitive edge.
People with disabilities tend to seek stable and reliable work when looking for a job and so tend to stay in their posts longer, helping to reduce staff turnover. This minimises recruitment and training costs incurred to take on new staff. You will also retain staff with years of experience and know-how.
Having a diverse workforce, including employing people with disabilities, can help you attract disabled customers and potentially a large revenue stream. Employees with a disability can help you look at things from a fresh perspective, develop empathy for customers’ needs, and gain a better understanding of what they value in a business or brand. When your business and its products and services are accessible, you can appeal to a much larger and much more diverse audience and customer base.
By employing people with a disability, you will be able to meet any social responsibility recruitment clauses that may apply to access particular tender opportunities and public procurement exercises. See understanding social value in public procurement.
Being an equal employer makes you look good. Consumers prefer to give their business to organisations that show a strong sense of corporate responsibility including employing a diverse workforce.
There can be a stigma to employing someone with a disability. Some employers may unfairly think that reasonable adjustments will be costly and take a lot of time to implement. However, most reasonable adjustments in the workplace can be simple, free, or low cost and there can be government help towards any costs that are incurred.
Employing people with a disability will help you see things from their perspective. It can encourage the adoption of best practices to create accessible environments using adaptive technologies that are useful to people with and without disabilities.
The specialist support available to help disabled people start or retain employment.
The Health & Work Support Branch (HWSB) staff offers help and advice to both employers and people with disabilities about the range of specialist support available to help people start and retain a job.
You may identify someone who has the skills for your job but have questions about how their disability may affect them in the workplace - such as how they will manage the job. HWSB advisers are located across Northern Ireland and can offer practical advice to help both you and the potential employee overcome any barriers to starting work.
The type of support available may include advice on the following:
Workable (NI) offers support and assistance to both employees and employers to help disabled people move into or retain work.
Workable (NI) provides a flexible range of long-term support and assists people who, due to their disability, encounter substantial barriers to staying in employment. Read more on Workable (NI).
The programme is delivered by three organisations contracted by the Department for Communities (DfC):
These organisations have extensive experience of meeting the vocational needs of people with disabilities. Read further information via the links above about Workable (NI) and the benefits to employers.
The provision under Workable (NI) can include support such as:
Access to Work (NI) can provide advice and guidance for your employee's disability needs and if appropriate, a financial grant towards the cost of support.
Access to Work (NI) can help by providing advice and guidance of your employee's disability needs in the workplace and, if appropriate, a financial grant towards the cost of necessary support.
For example, Access to Work (NI) may be able to pay towards the following:
Depending on your employee's circumstances, Access to Work (NI) may be able to provide support under more than one of these areas.
Read more on Access to Work - practical help at work.
Further help, advice, and guidance in areas relating to work, disability, and health.
The Department for Communities' Work Psychology Service (WPS) offers specialist consultancy to individuals and/or employers seeking advice and guidance in areas relating to disability and wellbeing in the context of work.
The WPS works closely with Work Coaches in Jobs & Benefits Offices to offer advice and guidance regarding individuals who have a disability or health condition and are seeking work or who are experiencing difficulties in work.
The WPS Assessment Service can provide advice to both employers and individuals regarding reasonable adjustments and possible alternative employment options, when the individual is at risk of losing their job as a result of their disability or health condition.
How JP Corry's Dromore branch has adapted its recruitment processes to take on a person with a disability.
JP Corry is one of Northern Ireland’s leading builder’s merchants, supplying building materials to the trade, self-build, DIY, and architectural markets. The business operates from a network of 17 branches across Northern Ireland and the Isle of Man, employing around 265 staff.
Stephen Gibson, Branch Manager at JP Corry in Dromore, explains how the organisation has adapted their employment policies and recruitment processes to take on and support a person with a disability.
"As a company, we strive to be inclusive and diverse. We want to make it easy for everyone to access our services, whether as a customer, supplier, or employee."
"JP Corry is proud to support the JAM Card scheme, which helps people with communication barriers and hidden disabilities receive tailored customer care. As a company whose purpose is to 'build our future by helping others build theirs', we believe in providing employment opportunities to disabled people."
"Our human resources team works closely with organisations that represent minority groups, such as Disability Action, NOW Group, and WOMEN'STEC, to ensure that they are informed of our employment opportunities."
"JP Corry has equal opportunities policies and diversity training to ensure that we recruit staff fairly. Offering a work trial to potential recruits, particularly disabled people, has benefited both the individual and the business."
"Working with Disability Action, we set up our first work trial, where a disabled person came to work with us to understand what it would be like to be employed in our company before applying for a job. The experience was positive, and we recognised the potential of the person during the work trial. They subsequently applied for and secured the job successfully."
"Other branches of JP Corry have also seen the advantages of work trials and have adopted a similar approach by using the Work Experience Programme provided by the Department for Communities to offer employment opportunities."
"Many local organisations have supported us along our journey with work trials. Some employees have completed a qualification in customer service through the NOW Group, providing insight into how disabled people can contribute to a high level of customer service. Disability Action has also been available to advise us when needed."
"To keep our organisation up-to-date and engaged, our HR team frequently attends employment conferences and training events. This continuous improvement activity along with the good relationships we have built with relevant charities and business support organisations ensures we have the support we need."
"The work trials have benefited the organisation and the staff that we have hired. Some work trials will not always result in longer-term opportunities, but that can be positive as you haven't started formal training or invested significant time and resources into developing an employee who does not fit the job. It is better to discover at the trial stage whether it will work rather than going through a recruitment and onboarding process for it not to work out and needing to go back to the beginning of the recruitment process."
"Adapting our HR policies and practices to make it easier to recruit and support disabled people has enabled us to reach another talent pool and has enhanced our recruitment strategy. Our Dromore branch has benefited by getting a brilliant recruit who connects and engages with our customers. He brings positive energy to our team, and we have a better focus and understanding."
The Condition Management Programme helps those with a health condition manage symptoms to allow progress towards, moving into and staying in employment.
The Condition Management Programme helps those with a health condition manage symptoms to allow progress towards, move into and stay in employment. The programme is led by healthcare professionals, such as occupational therapists, physiotherapists and mental health nurses.
The Condition Management Programme (CMP) gives support and advice to help people manage conditions including:
The programme helps to:
It offers advice, education and support on:
If this support is something that you think you or your staff could benefit from see further details, including eligibility and how to apply, on the Condition Management Programme.
How employers can adjust and take positive steps to recruit people with disabilities.
It can be challenging for someone with a disability to get into employment. Opening up your talent pool to make it easier for people with a disability to apply for jobs can bring many benefits to your business - see advantages of employing someone with a disability.
Employers can take a number of steps to make the recruitment process as fair as possible for all applicants by making reasonable adjustments so that applicants without a disability do not have an unfair advantage over those who do have a disability.
Employers must be aware of their legal obligations when recruiting. Under the Disability Discrimination Act, employers:
Employers must consider reasonable adjustments at every stage of the recruitment process:
If the format, layout or structure of the application form puts someone at a disadvantage you should consider having the application form available in large print, Braille or an audio version for someone who is partially sighted or blind.
You should consider making additional time available to complete aptitude tests for someone with a disability who requests a reasonable adjustment. Another adjustment could be allowing test answers to be given verbally.
Ensure the interview room is fully accessible to all applicants. Be aware that applicants may request a reasonable adjustment to be interviewed at a time when they are more alert or pain-free depending on their disability. Consider training for your interview panel that examines the impact of various disabilities on performance at the interview stage, eg how autism may provide a challenge to an applicant during an interview and how adjustments can be made to help them.
Employers can decide to take a step further in positively recruiting someone with a disability. Unlike other forms of equality legislation, the Disability Discrimination Act allows employers to treat people with a disability more favourably than others through positive action.
An employer is not legally obliged to take positive action but employers can lawfully take positive action steps to treat someone with a disability more favourably. There are a number of positive action measures which an employer can choose to take to recruit someone with a disability, including:
Positive action measures should be carefully planned with advice from appropriate support organisations. Employers must comply with other equality legislation - see avoid discrimination when recruiting staff.
There are a range of government initiatives to help employers take on staff with a disability and also help staff with a disability get the support they need in the workplace. For further information, see:
Discover the business benefits of employing someone with a disability.
Being a fair and equal opportunities employer not only ensures you meet your legal requirements to prevent discrimination, but you will also tap into a diverse talent pool that can bring many benefits to your business. Employing people with a disability can save you money and boost the profitability of your business.
By opening opportunities to people with disabilities you can widen your recruitment pool helping you to attract staff with the skills and talent that can enable your business to grow and thrive.
Hiring people with a disability enhances diversity in your workforce. It can help increase staff morale, motivation, and commitment by demonstrating a workplace culture that values all staff.
Staff with a disability may bring in specialist knowledge and skills such as understanding the needs of disabled customers, creative problem solving, and having particular attention to detail. Workers with disabilities possess skills and experiences that can offer employers a competitive edge.
People with disabilities tend to seek stable and reliable work when looking for a job and so tend to stay in their posts longer, helping to reduce staff turnover. This minimises recruitment and training costs incurred to take on new staff. You will also retain staff with years of experience and know-how.
Having a diverse workforce, including employing people with disabilities, can help you attract disabled customers and potentially a large revenue stream. Employees with a disability can help you look at things from a fresh perspective, develop empathy for customers’ needs, and gain a better understanding of what they value in a business or brand. When your business and its products and services are accessible, you can appeal to a much larger and much more diverse audience and customer base.
By employing people with a disability, you will be able to meet any social responsibility recruitment clauses that may apply to access particular tender opportunities and public procurement exercises. See understanding social value in public procurement.
Being an equal employer makes you look good. Consumers prefer to give their business to organisations that show a strong sense of corporate responsibility including employing a diverse workforce.
There can be a stigma to employing someone with a disability. Some employers may unfairly think that reasonable adjustments will be costly and take a lot of time to implement. However, most reasonable adjustments in the workplace can be simple, free, or low cost and there can be government help towards any costs that are incurred.
Employing people with a disability will help you see things from their perspective. It can encourage the adoption of best practices to create accessible environments using adaptive technologies that are useful to people with and without disabilities.
The specialist support available to help disabled people start or retain employment.
The Health & Work Support Branch (HWSB) staff offers help and advice to both employers and people with disabilities about the range of specialist support available to help people start and retain a job.
You may identify someone who has the skills for your job but have questions about how their disability may affect them in the workplace - such as how they will manage the job. HWSB advisers are located across Northern Ireland and can offer practical advice to help both you and the potential employee overcome any barriers to starting work.
The type of support available may include advice on the following:
Workable (NI) offers support and assistance to both employees and employers to help disabled people move into or retain work.
Workable (NI) provides a flexible range of long-term support and assists people who, due to their disability, encounter substantial barriers to staying in employment. Read more on Workable (NI).
The programme is delivered by three organisations contracted by the Department for Communities (DfC):
These organisations have extensive experience of meeting the vocational needs of people with disabilities. Read further information via the links above about Workable (NI) and the benefits to employers.
The provision under Workable (NI) can include support such as:
Access to Work (NI) can provide advice and guidance for your employee's disability needs and if appropriate, a financial grant towards the cost of support.
Access to Work (NI) can help by providing advice and guidance of your employee's disability needs in the workplace and, if appropriate, a financial grant towards the cost of necessary support.
For example, Access to Work (NI) may be able to pay towards the following:
Depending on your employee's circumstances, Access to Work (NI) may be able to provide support under more than one of these areas.
Read more on Access to Work - practical help at work.
Further help, advice, and guidance in areas relating to work, disability, and health.
The Department for Communities' Work Psychology Service (WPS) offers specialist consultancy to individuals and/or employers seeking advice and guidance in areas relating to disability and wellbeing in the context of work.
The WPS works closely with Work Coaches in Jobs & Benefits Offices to offer advice and guidance regarding individuals who have a disability or health condition and are seeking work or who are experiencing difficulties in work.
The WPS Assessment Service can provide advice to both employers and individuals regarding reasonable adjustments and possible alternative employment options, when the individual is at risk of losing their job as a result of their disability or health condition.
How JP Corry's Dromore branch has adapted its recruitment processes to take on a person with a disability.
JP Corry is one of Northern Ireland’s leading builder’s merchants, supplying building materials to the trade, self-build, DIY, and architectural markets. The business operates from a network of 17 branches across Northern Ireland and the Isle of Man, employing around 265 staff.
Stephen Gibson, Branch Manager at JP Corry in Dromore, explains how the organisation has adapted their employment policies and recruitment processes to take on and support a person with a disability.
"As a company, we strive to be inclusive and diverse. We want to make it easy for everyone to access our services, whether as a customer, supplier, or employee."
"JP Corry is proud to support the JAM Card scheme, which helps people with communication barriers and hidden disabilities receive tailored customer care. As a company whose purpose is to 'build our future by helping others build theirs', we believe in providing employment opportunities to disabled people."
"Our human resources team works closely with organisations that represent minority groups, such as Disability Action, NOW Group, and WOMEN'STEC, to ensure that they are informed of our employment opportunities."
"JP Corry has equal opportunities policies and diversity training to ensure that we recruit staff fairly. Offering a work trial to potential recruits, particularly disabled people, has benefited both the individual and the business."
"Working with Disability Action, we set up our first work trial, where a disabled person came to work with us to understand what it would be like to be employed in our company before applying for a job. The experience was positive, and we recognised the potential of the person during the work trial. They subsequently applied for and secured the job successfully."
"Other branches of JP Corry have also seen the advantages of work trials and have adopted a similar approach by using the Work Experience Programme provided by the Department for Communities to offer employment opportunities."
"Many local organisations have supported us along our journey with work trials. Some employees have completed a qualification in customer service through the NOW Group, providing insight into how disabled people can contribute to a high level of customer service. Disability Action has also been available to advise us when needed."
"To keep our organisation up-to-date and engaged, our HR team frequently attends employment conferences and training events. This continuous improvement activity along with the good relationships we have built with relevant charities and business support organisations ensures we have the support we need."
"The work trials have benefited the organisation and the staff that we have hired. Some work trials will not always result in longer-term opportunities, but that can be positive as you haven't started formal training or invested significant time and resources into developing an employee who does not fit the job. It is better to discover at the trial stage whether it will work rather than going through a recruitment and onboarding process for it not to work out and needing to go back to the beginning of the recruitment process."
"Adapting our HR policies and practices to make it easier to recruit and support disabled people has enabled us to reach another talent pool and has enhanced our recruitment strategy. Our Dromore branch has benefited by getting a brilliant recruit who connects and engages with our customers. He brings positive energy to our team, and we have a better focus and understanding."
The Condition Management Programme helps those with a health condition manage symptoms to allow progress towards, moving into and staying in employment.
The Condition Management Programme helps those with a health condition manage symptoms to allow progress towards, move into and stay in employment. The programme is led by healthcare professionals, such as occupational therapists, physiotherapists and mental health nurses.
The Condition Management Programme (CMP) gives support and advice to help people manage conditions including:
The programme helps to:
It offers advice, education and support on:
If this support is something that you think you or your staff could benefit from see further details, including eligibility and how to apply, on the Condition Management Programme.
How employers can adjust and take positive steps to recruit people with disabilities.
It can be challenging for someone with a disability to get into employment. Opening up your talent pool to make it easier for people with a disability to apply for jobs can bring many benefits to your business - see advantages of employing someone with a disability.
Employers can take a number of steps to make the recruitment process as fair as possible for all applicants by making reasonable adjustments so that applicants without a disability do not have an unfair advantage over those who do have a disability.
Employers must be aware of their legal obligations when recruiting. Under the Disability Discrimination Act, employers:
Employers must consider reasonable adjustments at every stage of the recruitment process:
If the format, layout or structure of the application form puts someone at a disadvantage you should consider having the application form available in large print, Braille or an audio version for someone who is partially sighted or blind.
You should consider making additional time available to complete aptitude tests for someone with a disability who requests a reasonable adjustment. Another adjustment could be allowing test answers to be given verbally.
Ensure the interview room is fully accessible to all applicants. Be aware that applicants may request a reasonable adjustment to be interviewed at a time when they are more alert or pain-free depending on their disability. Consider training for your interview panel that examines the impact of various disabilities on performance at the interview stage, eg how autism may provide a challenge to an applicant during an interview and how adjustments can be made to help them.
Employers can decide to take a step further in positively recruiting someone with a disability. Unlike other forms of equality legislation, the Disability Discrimination Act allows employers to treat people with a disability more favourably than others through positive action.
An employer is not legally obliged to take positive action but employers can lawfully take positive action steps to treat someone with a disability more favourably. There are a number of positive action measures which an employer can choose to take to recruit someone with a disability, including:
Positive action measures should be carefully planned with advice from appropriate support organisations. Employers must comply with other equality legislation - see avoid discrimination when recruiting staff.
There are a range of government initiatives to help employers take on staff with a disability and also help staff with a disability get the support they need in the workplace. For further information, see:
Discover the business benefits of employing someone with a disability.
Being a fair and equal opportunities employer not only ensures you meet your legal requirements to prevent discrimination, but you will also tap into a diverse talent pool that can bring many benefits to your business. Employing people with a disability can save you money and boost the profitability of your business.
By opening opportunities to people with disabilities you can widen your recruitment pool helping you to attract staff with the skills and talent that can enable your business to grow and thrive.
Hiring people with a disability enhances diversity in your workforce. It can help increase staff morale, motivation, and commitment by demonstrating a workplace culture that values all staff.
Staff with a disability may bring in specialist knowledge and skills such as understanding the needs of disabled customers, creative problem solving, and having particular attention to detail. Workers with disabilities possess skills and experiences that can offer employers a competitive edge.
People with disabilities tend to seek stable and reliable work when looking for a job and so tend to stay in their posts longer, helping to reduce staff turnover. This minimises recruitment and training costs incurred to take on new staff. You will also retain staff with years of experience and know-how.
Having a diverse workforce, including employing people with disabilities, can help you attract disabled customers and potentially a large revenue stream. Employees with a disability can help you look at things from a fresh perspective, develop empathy for customers’ needs, and gain a better understanding of what they value in a business or brand. When your business and its products and services are accessible, you can appeal to a much larger and much more diverse audience and customer base.
By employing people with a disability, you will be able to meet any social responsibility recruitment clauses that may apply to access particular tender opportunities and public procurement exercises. See understanding social value in public procurement.
Being an equal employer makes you look good. Consumers prefer to give their business to organisations that show a strong sense of corporate responsibility including employing a diverse workforce.
There can be a stigma to employing someone with a disability. Some employers may unfairly think that reasonable adjustments will be costly and take a lot of time to implement. However, most reasonable adjustments in the workplace can be simple, free, or low cost and there can be government help towards any costs that are incurred.
Employing people with a disability will help you see things from their perspective. It can encourage the adoption of best practices to create accessible environments using adaptive technologies that are useful to people with and without disabilities.
The specialist support available to help disabled people start or retain employment.
The Health & Work Support Branch (HWSB) staff offers help and advice to both employers and people with disabilities about the range of specialist support available to help people start and retain a job.
You may identify someone who has the skills for your job but have questions about how their disability may affect them in the workplace - such as how they will manage the job. HWSB advisers are located across Northern Ireland and can offer practical advice to help both you and the potential employee overcome any barriers to starting work.
The type of support available may include advice on the following:
Workable (NI) offers support and assistance to both employees and employers to help disabled people move into or retain work.
Workable (NI) provides a flexible range of long-term support and assists people who, due to their disability, encounter substantial barriers to staying in employment. Read more on Workable (NI).
The programme is delivered by three organisations contracted by the Department for Communities (DfC):
These organisations have extensive experience of meeting the vocational needs of people with disabilities. Read further information via the links above about Workable (NI) and the benefits to employers.
The provision under Workable (NI) can include support such as:
Access to Work (NI) can provide advice and guidance for your employee's disability needs and if appropriate, a financial grant towards the cost of support.
Access to Work (NI) can help by providing advice and guidance of your employee's disability needs in the workplace and, if appropriate, a financial grant towards the cost of necessary support.
For example, Access to Work (NI) may be able to pay towards the following:
Depending on your employee's circumstances, Access to Work (NI) may be able to provide support under more than one of these areas.
Read more on Access to Work - practical help at work.
Further help, advice, and guidance in areas relating to work, disability, and health.
The Department for Communities' Work Psychology Service (WPS) offers specialist consultancy to individuals and/or employers seeking advice and guidance in areas relating to disability and wellbeing in the context of work.
The WPS works closely with Work Coaches in Jobs & Benefits Offices to offer advice and guidance regarding individuals who have a disability or health condition and are seeking work or who are experiencing difficulties in work.
The WPS Assessment Service can provide advice to both employers and individuals regarding reasonable adjustments and possible alternative employment options, when the individual is at risk of losing their job as a result of their disability or health condition.
How JP Corry's Dromore branch has adapted its recruitment processes to take on a person with a disability.
JP Corry is one of Northern Ireland’s leading builder’s merchants, supplying building materials to the trade, self-build, DIY, and architectural markets. The business operates from a network of 17 branches across Northern Ireland and the Isle of Man, employing around 265 staff.
Stephen Gibson, Branch Manager at JP Corry in Dromore, explains how the organisation has adapted their employment policies and recruitment processes to take on and support a person with a disability.
"As a company, we strive to be inclusive and diverse. We want to make it easy for everyone to access our services, whether as a customer, supplier, or employee."
"JP Corry is proud to support the JAM Card scheme, which helps people with communication barriers and hidden disabilities receive tailored customer care. As a company whose purpose is to 'build our future by helping others build theirs', we believe in providing employment opportunities to disabled people."
"Our human resources team works closely with organisations that represent minority groups, such as Disability Action, NOW Group, and WOMEN'STEC, to ensure that they are informed of our employment opportunities."
"JP Corry has equal opportunities policies and diversity training to ensure that we recruit staff fairly. Offering a work trial to potential recruits, particularly disabled people, has benefited both the individual and the business."
"Working with Disability Action, we set up our first work trial, where a disabled person came to work with us to understand what it would be like to be employed in our company before applying for a job. The experience was positive, and we recognised the potential of the person during the work trial. They subsequently applied for and secured the job successfully."
"Other branches of JP Corry have also seen the advantages of work trials and have adopted a similar approach by using the Work Experience Programme provided by the Department for Communities to offer employment opportunities."
"Many local organisations have supported us along our journey with work trials. Some employees have completed a qualification in customer service through the NOW Group, providing insight into how disabled people can contribute to a high level of customer service. Disability Action has also been available to advise us when needed."
"To keep our organisation up-to-date and engaged, our HR team frequently attends employment conferences and training events. This continuous improvement activity along with the good relationships we have built with relevant charities and business support organisations ensures we have the support we need."
"The work trials have benefited the organisation and the staff that we have hired. Some work trials will not always result in longer-term opportunities, but that can be positive as you haven't started formal training or invested significant time and resources into developing an employee who does not fit the job. It is better to discover at the trial stage whether it will work rather than going through a recruitment and onboarding process for it not to work out and needing to go back to the beginning of the recruitment process."
"Adapting our HR policies and practices to make it easier to recruit and support disabled people has enabled us to reach another talent pool and has enhanced our recruitment strategy. Our Dromore branch has benefited by getting a brilliant recruit who connects and engages with our customers. He brings positive energy to our team, and we have a better focus and understanding."
The Condition Management Programme helps those with a health condition manage symptoms to allow progress towards, moving into and staying in employment.
The Condition Management Programme helps those with a health condition manage symptoms to allow progress towards, move into and stay in employment. The programme is led by healthcare professionals, such as occupational therapists, physiotherapists and mental health nurses.
The Condition Management Programme (CMP) gives support and advice to help people manage conditions including:
The programme helps to:
It offers advice, education and support on:
If this support is something that you think you or your staff could benefit from see further details, including eligibility and how to apply, on the Condition Management Programme.
The duties employers must comply with on automatic enrolment of workplace pensions.
All employers must provide workers with a qualifying workplace pension. This is called automatic enrolment.
The Pensions Regulator has produced employer guidance on automatic enrolment with help specifically aimed at small and micro employers. If you already have a workplace pension scheme, check with the Pensions Regulator if you can use it for automatic enrolment.
You must enrol into the scheme all workers who:
You must make an employer's contribution to the pension scheme for those workers.
Any worker who falls outside the eligible age band - aged 16 to 21 years old, for example, or state pension age to 75 years old - may opt into workplace pension saving with a minimum contribution from you.
However, you don't have to contribute to the pension scheme if the worker earns these amounts or less:
When workers are enrolled into your pension scheme, you must:
You can't:
Like other employees, when recruiting seasonal staff or temporary workers, you must assess them 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. See the Pensions Regulator's guidance on employing seasonal or temporary staff.
When you automatically enrol workers into a workplace pension scheme, you must write to them. In the letter, you must tell them:
Where a worker is automatically enrolled in a defined contribution (DC) scheme or NEST (the National Employment Savings Trust), there will be a minimum contribution of 8% of qualifying earnings, of which the employer must pay a minimum of 3%. If the employer chooses to pay the minimum 3%, the worker will pay 4%, with a further 1% paid as tax relief by the government. Qualifying earnings are earnings between £6,240 and £50,270.
Understand final-salary pensions and their legal requirements.
Defined benefit pension schemes are also known as 'final salary' or 'salary-related' pensions. They promise to provide individuals with a certain amount each year upon retirement. How much is paid doesn't depend on investments.
The amount you'll get depends on your salary and on how long you've worked for your employer. The pension scheme administrator can give you more details.
Defined benefit pension schemes are usually based on an individual's final earnings at or near retirement - or when they leave the company if this is before retirement - and how long they were in the scheme. These are also known as salary-related or defined benefit schemes. See how to choose the right pension scheme.
Defined benefit pension schemes generally operate through a trust that receives contributions from the employer and employees and pays out members' benefits. The trust's objectives are set out in the trust deed, and the day-to-day decisions are made by the trustees.
There are a number of legal obligations governing the relationship between the employee, the trust, and the employer:
The Pensions Regulator provides a free, online learning programme called the Trustee toolkit.
An overview of money-purchase pensions and employers' responsibilities in respect of them.
In a defined contribution pension scheme, also known as a 'money purchase' scheme, the final pension amount will depend on:
Some employers provide occupational-defined contribution pension schemes for their employees. Both employers and employees can make payments into such a pension scheme. Once the employee leaves, these payments cease.
The investment risk is moved from the employer to the employee with an occupational defined contribution scheme and the risk that the employer will have to find substantial extra sums of money to fund the scheme because of poor investment performance is eliminated.
Occupational defined contribution schemes generally operate through a trust. Objectives are set out in the trust deed and day-to-day decisions are made by the trustees. Employers still have some key responsibilities, either as employers or as trustees - for example, on the level of employer contribution, or the extent of provision for dependants.
Defined contribution schemes must offer members the open market option whereby members can transfer funds at retirement to draw an immediate annuity with another provider. Members of a defined contribution scheme approaching retirement will need timely information on this option and other retirement income options.
Employees can also make regular payments for their retirement through individual personal pension schemes. These are defined contribution schemes and the risk of poor investment performance is carried by the employee. In some cases, employers will make payments into these schemes for the benefit of their employees.
Some employers may also arrange for a pension provider to set up a group personal pension (GPP) arrangement. In a GPP, employees contribute to individual personal pensions which are then grouped together and managed by the pension provider, to reduce costs. The employer may often pay the administration costs of running a GPP.
Employees can contribute up to 100% of their earnings and get tax relief. However, there is a limit on the amount of tax relief that may be given on pension scheme contributions and other increases in pension rights each year. The annual allowance for tax year 2025-26 is £60,000.
You will either get the tax relief automatically, or you will have to claim it yourself. It depends on the type of pension scheme you’re in, and the rate of Income Tax you pay. There are two kinds of pension schemes where you get relief automatically. Either:
Tax on your private pension contributions.
Employer contributions also generally qualify for tax relief as they can be set off as expenses, although employers should seek professional advice to make sure their contributions qualify as true business expenses. See how to choose the right pension scheme.
Most personal pension decisions are made by individual pension holders and the pension managers (the 'pension providers'), or investment specialists. However, employers are still legally obliged to ensure that employee contributions deducted from wages reach the fund within 19 days of the end of the month in which they were deducted.
The responsibility for registering the pension scheme rests with the pension provider. You must also keep employees informed about pensions.
Overview of stakeholder pensions for employers.
Stakeholder pensions work in the same way as personal pension arrangements and are normally accessed through an employer, although they can also be bought directly from the pension provider.
The rules for stakeholder pensions changed on 1 October 2012. Employers are no longer required to designate a stakeholder scheme for their employees. However, stakeholder pension schemes can be used by employers for automatic enrolment purposes provided the scheme meets the necessary criteria.
If you had employees in a stakeholder pension scheme before 1 October 2012, you must carry on taking workers' contributions from their pay and send them to the scheme if the worker wants you to.
Ways employers can promote their schemes without infringing financial regulations.
You may be thinking of offering, or have already offered, your employees a stakeholder or group personal pension scheme. You may want to promote your pension scheme to them or find that they are looking to you for help. But as financial services are regulated, you may be unsure about what you can do.
The Financial Conduct Authority (FCA) regulates financial services in the UK. They offer information about what you can do to promote your stakeholder or group personal pension scheme to your employees and how you can give them further help or advice without needing to be authorised. Download an FCA employers' guide on promoting pensions to employees (PDF, 165K).
The FCA guide only covers stakeholder pension schemes and group personal pension schemes. It does not cover occupational pension schemes.
When you need to keep employees informed of changes to your workplace pension scheme.
You now have a duty to inform and consult your employees about significant changes in any occupational pension scheme you offer, or personal pension schemes you contribute to, by a direct payment arrangement on behalf of your staff.
For occupational schemes, you need to inform and consult on changes about:
For personal pension schemes, you need to inform and consult on changes about:
You have to provide information to affected members and/or their representatives in writing before the changes occur. You must describe the changes and their effect on members, accompany it with relevant background information and indicate the timescale. At least 60 days of consultation must be allowed before the decision to make the change is made. Consultation must be conducted with a view to cooperation.
There are some exceptions to the consulting requirement. It does not apply to:
If you are consulting with employee representatives, you must give them paid time to undertake their duties and must not subject them to dismissal or any other detriment due to their need for such time - otherwise, they can take you to an industrial tribunal.
See how to inform and consult your employees.
Contracting-out of the additional State Pension ended on 6 April 2016.
On 6 April 2016, the Pensions Act 2014 and the Pensions Act (Northern Ireland) 2015 introduced a new State Pension in Great Britain and Northern Ireland for people reaching State Pension age on or after 6 April 2016.
This scheme replaces the basic and additional State Pension and ends contracting-out and the National Insurance rebate.
To assist employers and employees, factsheets and overviews in relation to the ending of contracting out have been prepared by the Department for Work and Pensions and HM Revenue & Customs.
References in the guidance to the Pensions Act 2014 should be taken as including references to the Pensions Act (Northern Ireland) 2015.
Download an overview for employers on the new State Pension from 6 April 2016 (PDF, 122K).
When employers will receive a deduction from earnings order from CMS, what they should do with it and why it might need to be amended.
You must deduct the amount of child maintenance stated on the deduction from earnings order (DEO) from your employee’s net earnings or pension.
By law you must send payments to the Child Maintenance Service. They’ll send the money to the other parent to help cover their child’s living costs.
If you’re unable to deduct the full amount from their protected earnings, you must send an updated payment schedule to the Child Maintenance Service.
You must make sure that your deduction leaves your employee with at least 60% of their net earnings (known as ‘protected earnings’).
You can still deduct the £1 administrative cost if it takes your employee’s income below their protected earnings rate - but not if it takes their income below the National Minimum Wage.
Deduct the full amount from your employee’s earnings if it does not affect their protected earnings. Send it to the Child Maintenance Service as soon as you make the deduction.
The amount your employee owes in child maintenance is £150 a month.
Your employee’s net earnings are £1,200 a month.
Their protected earnings are £720 a month.
Net earnings of £1,200 minus the protected earnings of £720 = £480.
In this case, the employee has enough left for you to deduct the full amount of £150.
If you cannot deduct the full amount, you must:
You must calculate the unpaid difference, plus the regular amount your employee owes in child maintenance the next time you pay them. You must still leave your employee with their protected earnings.
The amount your employee owes in child maintenance is £250 a month.
Your employee’s net earnings are £500 a month.
Their protected earnings are £300 a month.
Net earnings of £500 minus the protected earnings of £300 = £200.
In this case, the employee does not have enough left for you to deduct the full amount of £250.
You must send £200 to the Child Maintenance Service.
The unpaid difference of £50 is carried forward to the next time you pay your employee.
If the unpaid difference is carried forward for several weeks before being repaid, keep a record of the ongoing amount.
You’ll have to:
The earnings include 1 week’s pay plus 2 weeks’ holiday pay paid in advance.
Your employee has net earnings of £160 a week.
The amount your employee owes in child maintenance is £32 a week and the protected earnings are £96 a week.
Your employee’s net earnings are £160 x 3 = £480 (1 week’s pay + 2 weeks’ holiday pay).
Net earnings of £480 minus the protected earnings of £96 x 3 (£288) = £192
In this case, the employee has enough left for you to deduct the full amount of £96 (£32 x 3).
If your employee has other debt to pay, for example, council tax debt, a court can issue:
How you prioritise a deduction depends on which country the order was issued in.
In England, Wales, and Northern Ireland, a DEO takes priority unless you have received a priority Attachment of Earnings Order (AEO) for your employee.
In Scotland, a DEO takes priority over other deductions.
How CMS calculates earnings for the purposes of deduction from earnings orders.
A Deduction from Earnings Order (DEO) can only be made from an employee's net earnings.
When calculating a DEO amount, net earnings means earnings after the deduction of:
You can make a deduction from the following earnings:
Statutory pay is money that your employees are entitled to by law. Contractual pay is what you agree with your employees in addition to statutory pay.
You cannot make a deduction from any of the following:
If any of these payments are your employee's only income, do not make a deduction. You should update your payment schedule.
How and when employers should make child maintenance payments to the Child Maintenance Service.
Send deduction from earnings order (DEO) payments to the Child Maintenance Service as soon as you make a deduction.
If you cannot make the full deduction you must send an updated payment schedule to the Child Maintenance Service by post or online.
If you have more than one employee with a DEO, send each payment separately.
You can be fined £500 for each missed payment and up to £1,000 for not providing information you’ve been asked for.
You can pay by:
You can manage your Child Maintenance Service payments online. You need to contact the Child Maintenance Service Employer Payment Team to register.
Phone the Child Maintenance Service Employer Payment Team.
Child Maintenance Service Employer Payment Team
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
You can make a transfer from your bank account by either Bacs, Faster Payments or CHAPS.
You should use:
You'll need to give the employee's National Insurance number as the reference.
Send a cheque made payable to ‘Child Maintenance Service’.
Child Maintenance Service 21
Mail Handling Site A
Wolverhampton
WV98 2BU
The cheque must:
If you have more than one employee with a DEO, send a copy of your payment schedule with the cheque.
You can either:
Child Maintenance Service Employer Payment Team
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
You must tell your employee in writing about each deduction when you give them their pay statement. Include whether you have taken £1 administrative costs.
How to update your payment schedule when making child maintenance deductions from employee pay.
You’ll get a monthly payment schedule by post after you’ve been sent a deduction from earnings order (DEO).
It will tell you all your employees who have a DEO and the amount due for each employee.
You must send an updated payment schedule to the Child Maintenance Service if you cannot send the full deduction amount.
You must include how much you’ve deducted and why you’ve not been able to deduct the full amount.
You can update your payment schedule online.
You can also fill in the form you received in the post and send or email it to the Child Maintenance Service Employer Payment Team.
Child Maintenance Service Employer Payment Team
2012scheme.employerservice@dwp.gov.uk
Child Maintenance Service Employer Payment Team
Child Maintenance Service 21
Mail Handling Site A
Wolverhampton
WV98 2BU
In which circumstances an employer must contact the Child Maintenance Service.
You must contact the Child Maintenance Service within 10 days if:
You can either:
Child Maintenance Service Employer Payment Team
Email: 2012scheme.employerservice@dwp.gov.uk
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
When employers will receive a deduction from earnings order from CMS, what they should do with it and why it might need to be amended.
You must deduct the amount of child maintenance stated on the deduction from earnings order (DEO) from your employee’s net earnings or pension.
By law you must send payments to the Child Maintenance Service. They’ll send the money to the other parent to help cover their child’s living costs.
If you’re unable to deduct the full amount from their protected earnings, you must send an updated payment schedule to the Child Maintenance Service.
You must make sure that your deduction leaves your employee with at least 60% of their net earnings (known as ‘protected earnings’).
You can still deduct the £1 administrative cost if it takes your employee’s income below their protected earnings rate - but not if it takes their income below the National Minimum Wage.
Deduct the full amount from your employee’s earnings if it does not affect their protected earnings. Send it to the Child Maintenance Service as soon as you make the deduction.
The amount your employee owes in child maintenance is £150 a month.
Your employee’s net earnings are £1,200 a month.
Their protected earnings are £720 a month.
Net earnings of £1,200 minus the protected earnings of £720 = £480.
In this case, the employee has enough left for you to deduct the full amount of £150.
If you cannot deduct the full amount, you must:
You must calculate the unpaid difference, plus the regular amount your employee owes in child maintenance the next time you pay them. You must still leave your employee with their protected earnings.
The amount your employee owes in child maintenance is £250 a month.
Your employee’s net earnings are £500 a month.
Their protected earnings are £300 a month.
Net earnings of £500 minus the protected earnings of £300 = £200.
In this case, the employee does not have enough left for you to deduct the full amount of £250.
You must send £200 to the Child Maintenance Service.
The unpaid difference of £50 is carried forward to the next time you pay your employee.
If the unpaid difference is carried forward for several weeks before being repaid, keep a record of the ongoing amount.
You’ll have to:
The earnings include 1 week’s pay plus 2 weeks’ holiday pay paid in advance.
Your employee has net earnings of £160 a week.
The amount your employee owes in child maintenance is £32 a week and the protected earnings are £96 a week.
Your employee’s net earnings are £160 x 3 = £480 (1 week’s pay + 2 weeks’ holiday pay).
Net earnings of £480 minus the protected earnings of £96 x 3 (£288) = £192
In this case, the employee has enough left for you to deduct the full amount of £96 (£32 x 3).
If your employee has other debt to pay, for example, council tax debt, a court can issue:
How you prioritise a deduction depends on which country the order was issued in.
In England, Wales, and Northern Ireland, a DEO takes priority unless you have received a priority Attachment of Earnings Order (AEO) for your employee.
In Scotland, a DEO takes priority over other deductions.
How CMS calculates earnings for the purposes of deduction from earnings orders.
A Deduction from Earnings Order (DEO) can only be made from an employee's net earnings.
When calculating a DEO amount, net earnings means earnings after the deduction of:
You can make a deduction from the following earnings:
Statutory pay is money that your employees are entitled to by law. Contractual pay is what you agree with your employees in addition to statutory pay.
You cannot make a deduction from any of the following:
If any of these payments are your employee's only income, do not make a deduction. You should update your payment schedule.
How and when employers should make child maintenance payments to the Child Maintenance Service.
Send deduction from earnings order (DEO) payments to the Child Maintenance Service as soon as you make a deduction.
If you cannot make the full deduction you must send an updated payment schedule to the Child Maintenance Service by post or online.
If you have more than one employee with a DEO, send each payment separately.
You can be fined £500 for each missed payment and up to £1,000 for not providing information you’ve been asked for.
You can pay by:
You can manage your Child Maintenance Service payments online. You need to contact the Child Maintenance Service Employer Payment Team to register.
Phone the Child Maintenance Service Employer Payment Team.
Child Maintenance Service Employer Payment Team
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
You can make a transfer from your bank account by either Bacs, Faster Payments or CHAPS.
You should use:
You'll need to give the employee's National Insurance number as the reference.
Send a cheque made payable to ‘Child Maintenance Service’.
Child Maintenance Service 21
Mail Handling Site A
Wolverhampton
WV98 2BU
The cheque must:
If you have more than one employee with a DEO, send a copy of your payment schedule with the cheque.
You can either:
Child Maintenance Service Employer Payment Team
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
You must tell your employee in writing about each deduction when you give them their pay statement. Include whether you have taken £1 administrative costs.
How to update your payment schedule when making child maintenance deductions from employee pay.
You’ll get a monthly payment schedule by post after you’ve been sent a deduction from earnings order (DEO).
It will tell you all your employees who have a DEO and the amount due for each employee.
You must send an updated payment schedule to the Child Maintenance Service if you cannot send the full deduction amount.
You must include how much you’ve deducted and why you’ve not been able to deduct the full amount.
You can update your payment schedule online.
You can also fill in the form you received in the post and send or email it to the Child Maintenance Service Employer Payment Team.
Child Maintenance Service Employer Payment Team
2012scheme.employerservice@dwp.gov.uk
Child Maintenance Service Employer Payment Team
Child Maintenance Service 21
Mail Handling Site A
Wolverhampton
WV98 2BU
In which circumstances an employer must contact the Child Maintenance Service.
You must contact the Child Maintenance Service within 10 days if:
You can either:
Child Maintenance Service Employer Payment Team
Email: 2012scheme.employerservice@dwp.gov.uk
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
When employers will receive a deduction from earnings order from CMS, what they should do with it and why it might need to be amended.
You must deduct the amount of child maintenance stated on the deduction from earnings order (DEO) from your employee’s net earnings or pension.
By law you must send payments to the Child Maintenance Service. They’ll send the money to the other parent to help cover their child’s living costs.
If you’re unable to deduct the full amount from their protected earnings, you must send an updated payment schedule to the Child Maintenance Service.
You must make sure that your deduction leaves your employee with at least 60% of their net earnings (known as ‘protected earnings’).
You can still deduct the £1 administrative cost if it takes your employee’s income below their protected earnings rate - but not if it takes their income below the National Minimum Wage.
Deduct the full amount from your employee’s earnings if it does not affect their protected earnings. Send it to the Child Maintenance Service as soon as you make the deduction.
The amount your employee owes in child maintenance is £150 a month.
Your employee’s net earnings are £1,200 a month.
Their protected earnings are £720 a month.
Net earnings of £1,200 minus the protected earnings of £720 = £480.
In this case, the employee has enough left for you to deduct the full amount of £150.
If you cannot deduct the full amount, you must:
You must calculate the unpaid difference, plus the regular amount your employee owes in child maintenance the next time you pay them. You must still leave your employee with their protected earnings.
The amount your employee owes in child maintenance is £250 a month.
Your employee’s net earnings are £500 a month.
Their protected earnings are £300 a month.
Net earnings of £500 minus the protected earnings of £300 = £200.
In this case, the employee does not have enough left for you to deduct the full amount of £250.
You must send £200 to the Child Maintenance Service.
The unpaid difference of £50 is carried forward to the next time you pay your employee.
If the unpaid difference is carried forward for several weeks before being repaid, keep a record of the ongoing amount.
You’ll have to:
The earnings include 1 week’s pay plus 2 weeks’ holiday pay paid in advance.
Your employee has net earnings of £160 a week.
The amount your employee owes in child maintenance is £32 a week and the protected earnings are £96 a week.
Your employee’s net earnings are £160 x 3 = £480 (1 week’s pay + 2 weeks’ holiday pay).
Net earnings of £480 minus the protected earnings of £96 x 3 (£288) = £192
In this case, the employee has enough left for you to deduct the full amount of £96 (£32 x 3).
If your employee has other debt to pay, for example, council tax debt, a court can issue:
How you prioritise a deduction depends on which country the order was issued in.
In England, Wales, and Northern Ireland, a DEO takes priority unless you have received a priority Attachment of Earnings Order (AEO) for your employee.
In Scotland, a DEO takes priority over other deductions.
How CMS calculates earnings for the purposes of deduction from earnings orders.
A Deduction from Earnings Order (DEO) can only be made from an employee's net earnings.
When calculating a DEO amount, net earnings means earnings after the deduction of:
You can make a deduction from the following earnings:
Statutory pay is money that your employees are entitled to by law. Contractual pay is what you agree with your employees in addition to statutory pay.
You cannot make a deduction from any of the following:
If any of these payments are your employee's only income, do not make a deduction. You should update your payment schedule.
How and when employers should make child maintenance payments to the Child Maintenance Service.
Send deduction from earnings order (DEO) payments to the Child Maintenance Service as soon as you make a deduction.
If you cannot make the full deduction you must send an updated payment schedule to the Child Maintenance Service by post or online.
If you have more than one employee with a DEO, send each payment separately.
You can be fined £500 for each missed payment and up to £1,000 for not providing information you’ve been asked for.
You can pay by:
You can manage your Child Maintenance Service payments online. You need to contact the Child Maintenance Service Employer Payment Team to register.
Phone the Child Maintenance Service Employer Payment Team.
Child Maintenance Service Employer Payment Team
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
You can make a transfer from your bank account by either Bacs, Faster Payments or CHAPS.
You should use:
You'll need to give the employee's National Insurance number as the reference.
Send a cheque made payable to ‘Child Maintenance Service’.
Child Maintenance Service 21
Mail Handling Site A
Wolverhampton
WV98 2BU
The cheque must:
If you have more than one employee with a DEO, send a copy of your payment schedule with the cheque.
You can either:
Child Maintenance Service Employer Payment Team
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
You must tell your employee in writing about each deduction when you give them their pay statement. Include whether you have taken £1 administrative costs.
How to update your payment schedule when making child maintenance deductions from employee pay.
You’ll get a monthly payment schedule by post after you’ve been sent a deduction from earnings order (DEO).
It will tell you all your employees who have a DEO and the amount due for each employee.
You must send an updated payment schedule to the Child Maintenance Service if you cannot send the full deduction amount.
You must include how much you’ve deducted and why you’ve not been able to deduct the full amount.
You can update your payment schedule online.
You can also fill in the form you received in the post and send or email it to the Child Maintenance Service Employer Payment Team.
Child Maintenance Service Employer Payment Team
2012scheme.employerservice@dwp.gov.uk
Child Maintenance Service Employer Payment Team
Child Maintenance Service 21
Mail Handling Site A
Wolverhampton
WV98 2BU
In which circumstances an employer must contact the Child Maintenance Service.
You must contact the Child Maintenance Service within 10 days if:
You can either:
Child Maintenance Service Employer Payment Team
Email: 2012scheme.employerservice@dwp.gov.uk
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
When employers will receive a deduction from earnings order from CMS, what they should do with it and why it might need to be amended.
You must deduct the amount of child maintenance stated on the deduction from earnings order (DEO) from your employee’s net earnings or pension.
By law you must send payments to the Child Maintenance Service. They’ll send the money to the other parent to help cover their child’s living costs.
If you’re unable to deduct the full amount from their protected earnings, you must send an updated payment schedule to the Child Maintenance Service.
You must make sure that your deduction leaves your employee with at least 60% of their net earnings (known as ‘protected earnings’).
You can still deduct the £1 administrative cost if it takes your employee’s income below their protected earnings rate - but not if it takes their income below the National Minimum Wage.
Deduct the full amount from your employee’s earnings if it does not affect their protected earnings. Send it to the Child Maintenance Service as soon as you make the deduction.
The amount your employee owes in child maintenance is £150 a month.
Your employee’s net earnings are £1,200 a month.
Their protected earnings are £720 a month.
Net earnings of £1,200 minus the protected earnings of £720 = £480.
In this case, the employee has enough left for you to deduct the full amount of £150.
If you cannot deduct the full amount, you must:
You must calculate the unpaid difference, plus the regular amount your employee owes in child maintenance the next time you pay them. You must still leave your employee with their protected earnings.
The amount your employee owes in child maintenance is £250 a month.
Your employee’s net earnings are £500 a month.
Their protected earnings are £300 a month.
Net earnings of £500 minus the protected earnings of £300 = £200.
In this case, the employee does not have enough left for you to deduct the full amount of £250.
You must send £200 to the Child Maintenance Service.
The unpaid difference of £50 is carried forward to the next time you pay your employee.
If the unpaid difference is carried forward for several weeks before being repaid, keep a record of the ongoing amount.
You’ll have to:
The earnings include 1 week’s pay plus 2 weeks’ holiday pay paid in advance.
Your employee has net earnings of £160 a week.
The amount your employee owes in child maintenance is £32 a week and the protected earnings are £96 a week.
Your employee’s net earnings are £160 x 3 = £480 (1 week’s pay + 2 weeks’ holiday pay).
Net earnings of £480 minus the protected earnings of £96 x 3 (£288) = £192
In this case, the employee has enough left for you to deduct the full amount of £96 (£32 x 3).
If your employee has other debt to pay, for example, council tax debt, a court can issue:
How you prioritise a deduction depends on which country the order was issued in.
In England, Wales, and Northern Ireland, a DEO takes priority unless you have received a priority Attachment of Earnings Order (AEO) for your employee.
In Scotland, a DEO takes priority over other deductions.
How CMS calculates earnings for the purposes of deduction from earnings orders.
A Deduction from Earnings Order (DEO) can only be made from an employee's net earnings.
When calculating a DEO amount, net earnings means earnings after the deduction of:
You can make a deduction from the following earnings:
Statutory pay is money that your employees are entitled to by law. Contractual pay is what you agree with your employees in addition to statutory pay.
You cannot make a deduction from any of the following:
If any of these payments are your employee's only income, do not make a deduction. You should update your payment schedule.
How and when employers should make child maintenance payments to the Child Maintenance Service.
Send deduction from earnings order (DEO) payments to the Child Maintenance Service as soon as you make a deduction.
If you cannot make the full deduction you must send an updated payment schedule to the Child Maintenance Service by post or online.
If you have more than one employee with a DEO, send each payment separately.
You can be fined £500 for each missed payment and up to £1,000 for not providing information you’ve been asked for.
You can pay by:
You can manage your Child Maintenance Service payments online. You need to contact the Child Maintenance Service Employer Payment Team to register.
Phone the Child Maintenance Service Employer Payment Team.
Child Maintenance Service Employer Payment Team
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
You can make a transfer from your bank account by either Bacs, Faster Payments or CHAPS.
You should use:
You'll need to give the employee's National Insurance number as the reference.
Send a cheque made payable to ‘Child Maintenance Service’.
Child Maintenance Service 21
Mail Handling Site A
Wolverhampton
WV98 2BU
The cheque must:
If you have more than one employee with a DEO, send a copy of your payment schedule with the cheque.
You can either:
Child Maintenance Service Employer Payment Team
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers
You must tell your employee in writing about each deduction when you give them their pay statement. Include whether you have taken £1 administrative costs.
How to update your payment schedule when making child maintenance deductions from employee pay.
You’ll get a monthly payment schedule by post after you’ve been sent a deduction from earnings order (DEO).
It will tell you all your employees who have a DEO and the amount due for each employee.
You must send an updated payment schedule to the Child Maintenance Service if you cannot send the full deduction amount.
You must include how much you’ve deducted and why you’ve not been able to deduct the full amount.
You can update your payment schedule online.
You can also fill in the form you received in the post and send or email it to the Child Maintenance Service Employer Payment Team.
Child Maintenance Service Employer Payment Team
2012scheme.employerservice@dwp.gov.uk
Child Maintenance Service Employer Payment Team
Child Maintenance Service 21
Mail Handling Site A
Wolverhampton
WV98 2BU
In which circumstances an employer must contact the Child Maintenance Service.
You must contact the Child Maintenance Service within 10 days if:
You can either:
Child Maintenance Service Employer Payment Team
Email: 2012scheme.employerservice@dwp.gov.uk
Telephone: 0800 232 1961
Text relay number: 18001 0800 171 2345
Monday to Friday, 8am to 5pm
nidirect guidance on contacting 08 and 03 telephone numbers