When maternity leave can begin
In this guide:
- Maternity leave and pay
- The right to maternity leave
- Notification and confirmation of maternity leave
- When maternity leave can begin
- Terms and conditions during maternity leave
- Holiday and pensions during maternity leave
- Contact and work during maternity leave
- Changing a return date after maternity leave
- Returning to work from maternity leave
- Maternity leave and protection against detriment or dismissal
- Maternity pay
The right to maternity leave
Who qualifies for statutory maternity leave and how employers may offer enhanced leave rights.
All pregnant employees, ie those working under a contract of employment, are entitled to take up to 52 weeks of statutory maternity leave (SML) around the birth of their child. Employees automatically qualify for SML - it does not matter how long the employee has worked for you.
The 52-week SML period is made up of 26 weeks of ordinary maternity leave (OML) followed immediately by 26 weeks of additional maternity leave (AML).
Shared parental leave
In addition, an eligible mother can end her maternity leave early, and with her partner (this includes same-sex partners) or the child's father, opt for shared parental leave. Read more on shared parental leave and pay.
Compulsory maternity leave
An employee must take a minimum of two weeks' leave after the birth of her child - or four weeks if she works in a factory. You must not allow her to work during this time.
Multiple births
SML remains at 52 weeks regardless of the number of children resulting from a single pregnancy.
Stillbirth and miscarriage
If your employee gives birth to a stillborn baby, she is still entitled to maternity leave if the birth happens after 24 weeks of pregnancy.
If a miscarriage occurs before the end of the 24th week of pregnancy, the employee could take sick leave, or you could allow them to take compassionate leave, annual leave, or unpaid leave instead.
When a baby dies
If the baby is born alive at any point in the pregnancy but then later dies, the employee is still entitled to SML.
Parental Bereavement Leave and Pay
An employee may be eligible for Parental Bereavement Leave and Pay if they or their partner (this includes same-sex partners) either has a child who has died under 18 years old or had a stillbirth after 24 weeks.
Enhanced maternity leave
Employers can also provide enhanced maternity 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, but use caution when exercising discretion to avoid claims of unfair treatment or discrimination.
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Notification and confirmation of maternity leave
Employee and employer obligations regarding maternity leave notification.
Employees should tell you the following information no later than the end of the 15th week before the expected week of childbirth (EWC):
- The fact that she is pregnant.
- The expected date of the baby's birth.
- The intended start date of her maternity leave - this cannot be earlier than the beginning of the 11th week before the EWC. The expected date of birth is given on the MATB1 form that the employee receives from her registered doctor or midwife to confirm that she is pregnant. An employee can change the start date of her leave - see when maternity leave can begin.
The EWC is the week in which the expected date of the baby's birth falls - starting with the preceding Sunday and ending the following Saturday. If the baby is born on a Sunday, that date is the first day in the EWC. The qualifying week is referred to as the 15th week before the EWC.
You may request notification of statutory maternity leave (SML) in writing.
SML entitlement if the 15-week deadline is missed
A woman who realises she is pregnant later than 15 weeks before the EWC week is still entitled to SML. In this event, the employee is expected to tell you the information above as soon as possible after the 15-week deadline.
SML notification and claiming statutory maternity pay (SMP)
The start date for SMP is normally the same as the start date for SML. Therefore, many employees will find it convenient to notify you of the start date of their SMP at the same time as they notify you of the start date of their SML.
If the employee plans to take SML, she only needs to provide you with a MATB1 form so you can work out whether she qualifies for SMP. If she does not qualify, you must return the MATB1 form to her because she will need it to claim Maternity Allowance.
See maternity pay.
Failure to give the required notification
If an employee does not give you the required notification, you can postpone the date she has chosen to start her SML.
You do not have to accept shorter notice, but you may have to make an exception where it was not reasonably practicable for the employee to give you notice any earlier.
For example, the employee may not be able to notify you properly if her baby is born much earlier than expected, eg well before the qualifying week. In these circumstances, she still qualifies for 52 weeks' SML. See when maternity leave can begin.
Encouraging early notification
It benefits both you and the employee if she notifies you well in advance of the 15th week before the EWC as you:
- know she is entitled to paid time off for antenatal care
- know that particular health and safety rules apply
- can start making arrangements to cover the period while the employee is away
For further guidance, see pregnancy at work.
Confirming the end date of SML
After receiving her notification, you must in turn notify the employee of the date on which her SML will end. This will normally be 52 weeks from the intended start of her SML.
You must give the employee this information within 28 days of her notification unless the employee has since changed the date her leave will start. In that case, you must notify her of the end date within 28 days of the start of her leave.
If you fail to give the employee proper notification and she wants to change her return date, she may not be obliged to comply with the eight-week notice requirement - see changing a return date after maternity leave.
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When maternity leave can begin
Beginning maternity leave and reasons why the start date may need to be changed.
An employee can choose to begin her statutory maternity leave (SML) any time from 11 weeks before the expected week of childbirth (EWC) up until the birth itself.
For the rules on notification for SML, see notification and confirmation of maternity leave.
Pregnancy-related absence
An employee can choose when to start her maternity leave. The exception is if she is absent from work for a pregnancy-related reason and the absence is after the beginning of the fourth week before the EWC - but before the date she notified you that she intended to start her leave. In this case, you can start the maternity leave as soon as she is absent.
In these circumstances, her SML will begin the day after the first day of her pregnancy-related absence.
Pregnant employees are entitled to paid time off for antenatal care - see employees' right to paid time off for antenatal care.
Childbirth before maternity leave has begun
SML also begins on the day after the day of childbirth if the birth occurs before:
- the notified SML start date
- the employee has notified you of any SML start date
This applies even if the birth takes place before the start of the 11th week before the EWC. In these circumstances, the employee should give you notice - in writing if you request it - of:
- the date of the birth if it has already taken place
- the original expected date of birth
The employee can provide you with evidence of the actual and expected dates of birth on the maternity certificate (MATB1) provided by her doctor or midwife.
Changing the start date of SML
After giving you her notification, the employee can change her intended start date as long as she notifies you of the new start date. She must do this by whichever is the earlier of:
- 28 days before the date she originally intended to start her leave
- 28 days before the new date she wants to start her leave
However, if it is not reasonably practicable for her to give you this much notice, she does not have to. In these circumstances, she should give you as much notice as possible. You may request this notification in writing.
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Terms and conditions during maternity leave
Certain terms and conditions continue to apply during statutory maternity leave.
An employee's contract of employment continues throughout her 52 weeks of Statutory Maternity Leave (SML) unless either you or the employee expressly ends it or it expires.
During SML an employee has a statutory right to continue to benefit from all the terms and conditions of her employment that would have applied to her had she been at work.
The only exceptions are terms relating to wages or salary - though you must pay her statutory maternity pay if she's eligible. See maternity pay.
Contractual terms and conditions
Examples of contractual terms and conditions that continue during SML 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)
- childcare vouchers
- contractual annual leave (any annual leave the employee receives above the minimum 5.6 weeks per annum)
Whether or not you should pay a bonus to an employee on SML depends on the type of bonus and the terms of the particular bonus scheme. You should ensure that you do not withhold any bonus simply because the employee is pregnant or is on maternity leave.
An employee on SML may receive contractual pay if she works on a keeping-in-touch day - see contact and work during maternity leave.
Continuous employment, length of service, and maternity leave
SML does not break the continuity of employment.
This means the entire SML period counts towards an employee's period of continuous employment when determining eligibility for other statutory employment rights, eg the right to a redundancy payment.
Both ordinary maternity leave and additional maternity leave count for assessing seniority and personal length-of-service payments, such as pay increments, under their contracts of employment.
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Holiday and pensions during maternity leave
An employee's contractual benefits during maternity leave.
During statutory maternity leave (SML), an employee continues to accrue annual leave.
She will also continue to benefit from any occupational pension scheme contributions for some of the SML period, ie during the paid maternity leave period.
Accrual of annual leave during maternity leave
An employee continues to accrue both their full statutory annual leave entitlement of 5.6 weeks and any additional contractual entitlement throughout both ordinary maternity leave and additional maternity leave.
Employees will be able to carry over 5.6 weeks of leave into the next holiday year if they are unable to take the leave due to having taken maternity leave.
There is no legislative guidance on the right to carry over contractual leave in excess of the 5.6 weeks statutory leave.
An employee may not take annual leave during SML. You should instead allow the employee to take any untaken annual leave before and/or after her SML.
You cannot pay an employee in lieu of any untaken statutory annual leave unless the contract is terminated.
An employee's SML begins automatically if she gives birth during a period of annual leave - see when maternity leave can begin.
For more information on annual leave entitlements, see know how much holiday to give your staff.
Pension contributions during maternity leave
During ordinary maternity leave (whether or not the employee is receiving statutory and/or enhanced maternity pay) and any period of paid additional maternity leave, you should calculate the employer's contribution to an occupational pension scheme as if the employee is working normally and receiving the normal remuneration for doing so.
During any period that your employee is on additional maternity leave (AML) but not receiving any maternity pay, eg during the last 13 weeks of AML, 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 maternity leave, her contributions should be based on the amount of statutory and/or enhanced maternity pay she is receiving.
Employee contributions will therefore stop during any period of unpaid maternity leave - eg during the last 13 weeks of AML - but the occupational pension scheme rules may allow her to still make voluntary contributions.
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Contact and work during maternity leave
You can keep in contact with an employee during maternity leave and she may work up to ten keeping-in-touch days.
Reasonable contact
During the statutory maternity leave (SML) period you can make reasonable contact with an employee - and they may make contact with you.
In addition, an employee can work as a way of keeping in touch with workplace developments.
Contact with employees on SML
You can make contact with the employee 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 type of work and the employee's post
- any agreement that you might have reached with the employee before their leave began
- whether either party needs to communicate important information to the other, eg changes in the workplace that might affect the employee on her return
The amount of contact that is reasonable depends on whether the employee prefers to have frequent or minimal contact with you. It is a good idea to discuss how you will keep in touch with your employee before she begins her SML.
Remember that you must keep an employee informed of promotion opportunities and other information relating to her job that she would normally be made aware of if she was at work, eg organisation changes or redundancy situations.
Keeping in touch (KIT) days
Employees may, in agreement with you and on a voluntary basis, do up to ten days' work - known as keeping in touch (KIT) days - under their contract of employment during their SML period without it affecting their right to statutory maternity leave or pay.
An employee cannot use a KIT day during compulsory maternity leave - see the right to maternity leave.
During KIT days, employees can work for you. This could be her normal work or could be attending a conference, undertaking training, or attending a team meeting.
Any amount of work done on a KIT day counts as one KIT day. Therefore, if an employee comes in for a one-hour training session and does no other work that day, she will have used up one of her KIT days.
If work on a KIT 'day' spans midnight, this counts as one KIT day - as long as this is the employee's normal working pattern.
Payment for KIT days
You and the employee should agree on how much you will pay her for a KIT day - this could be set out in her contract of employment or you may decide on a discretionary, case-by-case basis.
If the employee is receiving statutory maternity pay (SMP) when she works a KIT day, you must continue to pay her SMP for that week.
The employee can work under her contract of service for the employer paying her SMP for up to ten days (KIT days) during her maternity pay period without losing any SMP.
If the employee has used her ten KIT days and she does any further work, she will lose a week's SMP for the week in which she has done that work. If a week in her maternity pay period contains only KIT days, she would be paid SMP for that week. If a week in her maternity pay period contains the last KIT day and she does a further day's work in the same week, she will lose SMP for that week.
The SMP the employee receives for the week in which she works a KIT day can count towards any contractual pay you agree with her for working that KIT day. However, you could agree that she will receive her normal daily rate in addition to the SMP for that week.
Whatever the arrangement, you can still continue to recover SMP from HM Revenue & Customs (HMRC) as normal - see maternity pay.
You will need to comply with your statutory obligations, such as paying at least the national minimum wage, as normal and ensuring women and men receive equal pay for work of equal value. See National Minimum Wage and National Living Wage - rates and overview.
KIT days: Protection against detriment or dismissal
An employee can only work a KIT day if she wants to and you agree to it - you cannot make an employee work a KIT day against her wishes, nor can the employee insist she works a KIT day if you do not agree to it.
It is unlawful for you to treat an employee unfairly or dismiss her because she:
- refused to work a KIT day
- worked - or considered working - a KIT day
If an employee believes that you have treated her unfairly or dismissed her under these circumstances, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in a tribunal claim for detrimental treatment, unfair dismissal and/or sex discrimination
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Changing a return date after maternity 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 she returns to work will normally be the first working day 52 weeks after her statutory maternity leave (SML) began.
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), she must give you notice at least eight weeks before her new return date. You can accept less or no notice at your discretion.
For example, if an employee was due to return to work after 52 weeks SML on 1 August, but then decided to return to work after 39 weeks of leave on 9 May, she would need to give you eight weeks' notice of the new date, ie by 14 March.
If you did not provide appropriate notification of when her leave should end, the employee does not have to give you eight weeks' notice - see notification and confirmation of maternity leave.
If the employee attempts to return to work earlier than planned without giving you notice, you can postpone her return by up to eight weeks. However, you may not postpone her return to a date later than the end of her 52-week SML period.
If the employee still comes to work during the period of postponement, you do not have to pay her.
Returning to work after the planned return date
If an employee wishes to return to work after the planned return date, she should give you notice of her new date of return at least eight weeks before the originally planned return date.
For example, if an employee originally notified you that she planned to return to work at the end of her ordinary maternity leave (ie after 26 weeks) on 1 October but - while on leave - decides that she wishes to take her full entitlement of 52 weeks, she must notify you of this eight weeks before 1 October, ie by 6 August.
If you didn't provide appropriate notification of when her leave should end, the employee does not have to give you eight weeks' notice - see notification and confirmation of maternity leave.
Employees who do not wish to return to work after maternity leave
An employee who does not wish to return to work at all after her SML must give you notice of this. This will be the same notice she would give for resignation in any other circumstances as required by her contract of employment.
However, as long as she specifies the date on which she wishes to terminate the contract (eg the date she was due back at work after SML), her SML continues.
In addition, if she terminates her contract before the end of the statutory maternity pay (SMP) period, you must continue to pay her SMP for the full 39-week SMP pay period, provided she has not started work for an employer who did not employ her in the 15th week before her expected week of childbirth.
Employees who don't return are not required to pay back any SMP they have received. See maternity pay.
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Returning to work from maternity leave
The automatic right to return to the same job depends on whether the employee is returning from ordinary maternity leave or additional maternity leave.
An employee is entitled to return to the same job that she had before going on statutory maternity leave (SML) if she only took ordinary maternity leave (OML), ie the initial 26-week period of SML. The rules are different where an employee takes all or some of her additional maternity leave (AML), ie the second 26-week period of SML.
Returning to work after OML
An employee who returns to work during or at the end of her OML period is entitled to return to the same job on the same terms and conditions of employment as if she had not been absent.
If you prevent an employee from returning to work, she may make a complaint of unfair dismissal and sex discrimination to an industrial and fair employment tribunal.
If she returns to work but you do not give her old job back, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in an industrial tribunal claim for sex discrimination or detrimental treatment
See maternity leave and protection against detriment or dismissal.
Returning to work after AML
An employee who returns to work during or at the end of her AML period is entitled to return to the same job on the same terms and conditions of employment as if she had not been absent.
However, if it is not reasonably practicable for you to let her return to her old job, you should offer her a job:
- that is both suitable and appropriate for her to do in the circumstances
- on terms and conditions that are no less favourable than those for her original job
If you offer the employee a job that fulfils the criteria above and she unreasonably refuses it, she will have effectively resigned.
If you offer the employee a job that does not fulfil the criteria, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in an industrial tribunal claim for sex discrimination or detrimental treatment
You should try to consult with employees during their SML about any proposed changes to their jobs in preparation for their return. See contact and work during maternity leave.
Taking parental leave after SML
Employees who qualify for parental leave may take some of this leave immediately following the end of their SML.
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 is not preceded by any AML
If the parental leave period is for longer than four weeks and/or is preceded by a period of AML, the employee is treated as though they were returning to work after AML. See parental leave and time off for dependants.
Breastfeeding
Your health and safety obligations towards a breastfeeding employee are the same as they were when the employee was pregnant.
Pregnant workers and breastfeeding mothers are entitled to more frequent rest breaks. You should talk to them so you can agree on the timing and frequency.
You must provide a suitable area where a breastfeeding employee can rest. It should:
- include somewhere to lie down if necessary
- be hygienic and private so they can express milk if they choose to - toilets are not a suitable place for this
- include somewhere to store their milk, eg a fridge
See breastfeeding and the workplace.
Pregnancy during SML
If a woman becomes pregnant during her SML, she must notify you of this in the normal way - see notification and confirmation of maternity leave.
It is possible for her subsequent period of SML to begin as soon as the current one ends. In these circumstances, her rights on her eventual return are the same as they would have been had she just taken a single period of SML.
Flexible working requests
An employee returning to work may make a request to work flexibly, eg to change start or finish times, work from home, or do part-time hours. If possible, you should discuss this with the employee prior to SML, or during the keeping in touch process. Read more on flexible working: the law and best practice.
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Maternity leave and protection against detriment or dismissal
You must not unfairly treat or dismiss employees because they are taking, took, or sought to take statutory maternity leave.
Employees are protected from suffering a detriment or dismissal for taking or seeking to take, statutory maternity leave (SML).
Detrimental treatment and Statutory Maternity Leave
You must not subject an employee to any detriment by acting or deliberately failing to act, because she:
- sought to take SML
- availed of SML
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 her detrimentally under these circumstances, she can take a claim of sex discrimination to an industrial tribunal.
Redundancy during Statutory Maternity Leave
If a redundancy situation arises at any stage during an employee's SML, you may not be able to continue employing her under her existing contract of employment.
In these circumstances, you must offer her - before that contract ends - any suitable alternative vacancy you have. 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:
- be suitable and appropriate for her to do in the circumstances, and
- the capacity and place in which she is to be employed and the terms and conditions of her employment are not substantially less favourable to her than if she had continued to be employed under the original contract
If you fail to comply with these requirements and dismiss the employee, the dismissal will be unfair. She may also have a claim for sex discrimination.
However, if you end up making an employee on SML redundant because you had no suitable alternative work to offer her, the dismissal may be fair.
On dismissal, her SML period comes to an end, but her entitlement to statutory maternity pay (SMP) continues until the end of the 39-week SMP period - assuming it has not already ended.
You must provide written reasons for dismissal to any woman you dismiss or make redundant while she is pregnant or on SML.
Pay rises during SML
An employee on SML is entitled to benefit from any general improvements to the rate of pay, or other terms and terms, which are introduced for their grade or class of work - as if they had not been away.
Flexible working requests
Providing they meet the qualifying criteria, an employee returning to work from maternity leave may make a request to work flexibly, eg to adjust their start or finish times, work from home or do part-time hours. See flexible working: the law and best practice.
Dismissal on or after return to work from Statutory Maternity Leave
The dismissal of an employee will be automatically unfair if you dismiss her - or select her for redundancy in preference to other comparable employees - solely or mainly because she:
- has taken SML
- benefited from the terms and conditions of employment to which she was entitled during that SML period
- failed to return from her SML on time because you failed to give her any or adequate notification of the end date of her leave - see notification and confirmation of maternity leave
Dismissal, selection for redundancy, or other detrimental treatment in these circumstances may also amount to sex discrimination, for which industrial tribunal compensation is uncapped.
However, a dismissal may be potentially fair if, on the employee's return from additional maternity leave:
- you could not offer her the old job
- you - or an associated employer - offered her suitable alternative employment but she unreasonably refused
See returning to work from maternity leave.
Dismissal on grounds unrelated to Statutory Maternity Leave
It is still possible for you to fairly dismiss an employee who is on - or who has recently returned from - SML. If the reason for the dismissal is:
- largely or wholly unrelated to her SML
- not for any other reason that is unfair or unlawfully discriminatory
You must provide written reasons for dismissal to any woman you dismiss or make redundant while she is pregnant or on SML.
Dismissal of replacement employees
You can fairly dismiss an employee you took on to replace an employee on maternity leave. You should ensure that you follow a fair dismissal procedure in doing so, including the statutory dismissal procedure.
However, make sure you inform them that their position is only for maternity cover before they start.
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Maternity pay
Eligibility for statutory maternity pay (SMP), how to recover SMP payments, and the option of enhancements to SMP.
Statutory maternity pay (SMP) is paid for up to 39 weeks and usually covers the first 39 weeks of an employee's maternity leave.
Eligibility for statutory maternity pay
To be eligible for SMP, a pregnant employee must meet certain qualifying conditions.
For more information, see Statutory Maternity Pay and Leave: eligibility and proof of pregnancy.
The meaning of the term 'employee' for SMP purposes is different from the meaning for statutory maternity leave (SML) and other employment rights. This means that some workers who are not employees, eg agency workers, may qualify for SMP, even though they do not qualify for SML.
Statutory maternity pay rates and recovery
For the first six weeks you must pay your employee SMP a weekly rate equal to 90% of their average weekly earnings (AWE).
For the next 33 weeks you must pay them the lower of the following:
- The standard weekly rate of £184.03
- 90% of their AWE
You can recover some or all of your SMP payments from HM Revenue & Customs (HMRC) - the proportion you can recover depends on the size of your annual National Insurance Contributions (NICs) liability.
Read more on statutory pay and leave.
Enhanced maternity pay
If you wish, you can offer enhanced maternity pay arrangements to attract and retain employees, which are more generous than the statutory entitlements.
For example, you could:
- pay more than SMP over a certain period, eg full pay for the first six weeks, half pay for the next ten weeks, SMP for the remaining 23 weeks
- make a bonus payment on the employee's return to work
You could change the qualification criteria for these enhancements, eg the employee needs a year's continuous service.
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis, but use caution when exercising discretion to avoid claims of unfair treatment or discrimination.
You can still recover from HMRC the SMP portion of any enhanced maternity pay.
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Notification and confirmation of maternity leave
In this guide:
- Maternity leave and pay
- The right to maternity leave
- Notification and confirmation of maternity leave
- When maternity leave can begin
- Terms and conditions during maternity leave
- Holiday and pensions during maternity leave
- Contact and work during maternity leave
- Changing a return date after maternity leave
- Returning to work from maternity leave
- Maternity leave and protection against detriment or dismissal
- Maternity pay
The right to maternity leave
Who qualifies for statutory maternity leave and how employers may offer enhanced leave rights.
All pregnant employees, ie those working under a contract of employment, are entitled to take up to 52 weeks of statutory maternity leave (SML) around the birth of their child. Employees automatically qualify for SML - it does not matter how long the employee has worked for you.
The 52-week SML period is made up of 26 weeks of ordinary maternity leave (OML) followed immediately by 26 weeks of additional maternity leave (AML).
Shared parental leave
In addition, an eligible mother can end her maternity leave early, and with her partner (this includes same-sex partners) or the child's father, opt for shared parental leave. Read more on shared parental leave and pay.
Compulsory maternity leave
An employee must take a minimum of two weeks' leave after the birth of her child - or four weeks if she works in a factory. You must not allow her to work during this time.
Multiple births
SML remains at 52 weeks regardless of the number of children resulting from a single pregnancy.
Stillbirth and miscarriage
If your employee gives birth to a stillborn baby, she is still entitled to maternity leave if the birth happens after 24 weeks of pregnancy.
If a miscarriage occurs before the end of the 24th week of pregnancy, the employee could take sick leave, or you could allow them to take compassionate leave, annual leave, or unpaid leave instead.
When a baby dies
If the baby is born alive at any point in the pregnancy but then later dies, the employee is still entitled to SML.
Parental Bereavement Leave and Pay
An employee may be eligible for Parental Bereavement Leave and Pay if they or their partner (this includes same-sex partners) either has a child who has died under 18 years old or had a stillbirth after 24 weeks.
Enhanced maternity leave
Employers can also provide enhanced maternity 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, but use caution when exercising discretion to avoid claims of unfair treatment or discrimination.
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Notification and confirmation of maternity leave
Employee and employer obligations regarding maternity leave notification.
Employees should tell you the following information no later than the end of the 15th week before the expected week of childbirth (EWC):
- The fact that she is pregnant.
- The expected date of the baby's birth.
- The intended start date of her maternity leave - this cannot be earlier than the beginning of the 11th week before the EWC. The expected date of birth is given on the MATB1 form that the employee receives from her registered doctor or midwife to confirm that she is pregnant. An employee can change the start date of her leave - see when maternity leave can begin.
The EWC is the week in which the expected date of the baby's birth falls - starting with the preceding Sunday and ending the following Saturday. If the baby is born on a Sunday, that date is the first day in the EWC. The qualifying week is referred to as the 15th week before the EWC.
You may request notification of statutory maternity leave (SML) in writing.
SML entitlement if the 15-week deadline is missed
A woman who realises she is pregnant later than 15 weeks before the EWC week is still entitled to SML. In this event, the employee is expected to tell you the information above as soon as possible after the 15-week deadline.
SML notification and claiming statutory maternity pay (SMP)
The start date for SMP is normally the same as the start date for SML. Therefore, many employees will find it convenient to notify you of the start date of their SMP at the same time as they notify you of the start date of their SML.
If the employee plans to take SML, she only needs to provide you with a MATB1 form so you can work out whether she qualifies for SMP. If she does not qualify, you must return the MATB1 form to her because she will need it to claim Maternity Allowance.
See maternity pay.
Failure to give the required notification
If an employee does not give you the required notification, you can postpone the date she has chosen to start her SML.
You do not have to accept shorter notice, but you may have to make an exception where it was not reasonably practicable for the employee to give you notice any earlier.
For example, the employee may not be able to notify you properly if her baby is born much earlier than expected, eg well before the qualifying week. In these circumstances, she still qualifies for 52 weeks' SML. See when maternity leave can begin.
Encouraging early notification
It benefits both you and the employee if she notifies you well in advance of the 15th week before the EWC as you:
- know she is entitled to paid time off for antenatal care
- know that particular health and safety rules apply
- can start making arrangements to cover the period while the employee is away
For further guidance, see pregnancy at work.
Confirming the end date of SML
After receiving her notification, you must in turn notify the employee of the date on which her SML will end. This will normally be 52 weeks from the intended start of her SML.
You must give the employee this information within 28 days of her notification unless the employee has since changed the date her leave will start. In that case, you must notify her of the end date within 28 days of the start of her leave.
If you fail to give the employee proper notification and she wants to change her return date, she may not be obliged to comply with the eight-week notice requirement - see changing a return date after maternity leave.
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When maternity leave can begin
Beginning maternity leave and reasons why the start date may need to be changed.
An employee can choose to begin her statutory maternity leave (SML) any time from 11 weeks before the expected week of childbirth (EWC) up until the birth itself.
For the rules on notification for SML, see notification and confirmation of maternity leave.
Pregnancy-related absence
An employee can choose when to start her maternity leave. The exception is if she is absent from work for a pregnancy-related reason and the absence is after the beginning of the fourth week before the EWC - but before the date she notified you that she intended to start her leave. In this case, you can start the maternity leave as soon as she is absent.
In these circumstances, her SML will begin the day after the first day of her pregnancy-related absence.
Pregnant employees are entitled to paid time off for antenatal care - see employees' right to paid time off for antenatal care.
Childbirth before maternity leave has begun
SML also begins on the day after the day of childbirth if the birth occurs before:
- the notified SML start date
- the employee has notified you of any SML start date
This applies even if the birth takes place before the start of the 11th week before the EWC. In these circumstances, the employee should give you notice - in writing if you request it - of:
- the date of the birth if it has already taken place
- the original expected date of birth
The employee can provide you with evidence of the actual and expected dates of birth on the maternity certificate (MATB1) provided by her doctor or midwife.
Changing the start date of SML
After giving you her notification, the employee can change her intended start date as long as she notifies you of the new start date. She must do this by whichever is the earlier of:
- 28 days before the date she originally intended to start her leave
- 28 days before the new date she wants to start her leave
However, if it is not reasonably practicable for her to give you this much notice, she does not have to. In these circumstances, she should give you as much notice as possible. You may request this notification in writing.
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Terms and conditions during maternity leave
Certain terms and conditions continue to apply during statutory maternity leave.
An employee's contract of employment continues throughout her 52 weeks of Statutory Maternity Leave (SML) unless either you or the employee expressly ends it or it expires.
During SML an employee has a statutory right to continue to benefit from all the terms and conditions of her employment that would have applied to her had she been at work.
The only exceptions are terms relating to wages or salary - though you must pay her statutory maternity pay if she's eligible. See maternity pay.
Contractual terms and conditions
Examples of contractual terms and conditions that continue during SML 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)
- childcare vouchers
- contractual annual leave (any annual leave the employee receives above the minimum 5.6 weeks per annum)
Whether or not you should pay a bonus to an employee on SML depends on the type of bonus and the terms of the particular bonus scheme. You should ensure that you do not withhold any bonus simply because the employee is pregnant or is on maternity leave.
An employee on SML may receive contractual pay if she works on a keeping-in-touch day - see contact and work during maternity leave.
Continuous employment, length of service, and maternity leave
SML does not break the continuity of employment.
This means the entire SML period counts towards an employee's period of continuous employment when determining eligibility for other statutory employment rights, eg the right to a redundancy payment.
Both ordinary maternity leave and additional maternity leave count for assessing seniority and personal length-of-service payments, such as pay increments, under their contracts of employment.
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Holiday and pensions during maternity leave
An employee's contractual benefits during maternity leave.
During statutory maternity leave (SML), an employee continues to accrue annual leave.
She will also continue to benefit from any occupational pension scheme contributions for some of the SML period, ie during the paid maternity leave period.
Accrual of annual leave during maternity leave
An employee continues to accrue both their full statutory annual leave entitlement of 5.6 weeks and any additional contractual entitlement throughout both ordinary maternity leave and additional maternity leave.
Employees will be able to carry over 5.6 weeks of leave into the next holiday year if they are unable to take the leave due to having taken maternity leave.
There is no legislative guidance on the right to carry over contractual leave in excess of the 5.6 weeks statutory leave.
An employee may not take annual leave during SML. You should instead allow the employee to take any untaken annual leave before and/or after her SML.
You cannot pay an employee in lieu of any untaken statutory annual leave unless the contract is terminated.
An employee's SML begins automatically if she gives birth during a period of annual leave - see when maternity leave can begin.
For more information on annual leave entitlements, see know how much holiday to give your staff.
Pension contributions during maternity leave
During ordinary maternity leave (whether or not the employee is receiving statutory and/or enhanced maternity pay) and any period of paid additional maternity leave, you should calculate the employer's contribution to an occupational pension scheme as if the employee is working normally and receiving the normal remuneration for doing so.
During any period that your employee is on additional maternity leave (AML) but not receiving any maternity pay, eg during the last 13 weeks of AML, 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 maternity leave, her contributions should be based on the amount of statutory and/or enhanced maternity pay she is receiving.
Employee contributions will therefore stop during any period of unpaid maternity leave - eg during the last 13 weeks of AML - but the occupational pension scheme rules may allow her to still make voluntary contributions.
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Contact and work during maternity leave
You can keep in contact with an employee during maternity leave and she may work up to ten keeping-in-touch days.
Reasonable contact
During the statutory maternity leave (SML) period you can make reasonable contact with an employee - and they may make contact with you.
In addition, an employee can work as a way of keeping in touch with workplace developments.
Contact with employees on SML
You can make contact with the employee 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 type of work and the employee's post
- any agreement that you might have reached with the employee before their leave began
- whether either party needs to communicate important information to the other, eg changes in the workplace that might affect the employee on her return
The amount of contact that is reasonable depends on whether the employee prefers to have frequent or minimal contact with you. It is a good idea to discuss how you will keep in touch with your employee before she begins her SML.
Remember that you must keep an employee informed of promotion opportunities and other information relating to her job that she would normally be made aware of if she was at work, eg organisation changes or redundancy situations.
Keeping in touch (KIT) days
Employees may, in agreement with you and on a voluntary basis, do up to ten days' work - known as keeping in touch (KIT) days - under their contract of employment during their SML period without it affecting their right to statutory maternity leave or pay.
An employee cannot use a KIT day during compulsory maternity leave - see the right to maternity leave.
During KIT days, employees can work for you. This could be her normal work or could be attending a conference, undertaking training, or attending a team meeting.
Any amount of work done on a KIT day counts as one KIT day. Therefore, if an employee comes in for a one-hour training session and does no other work that day, she will have used up one of her KIT days.
If work on a KIT 'day' spans midnight, this counts as one KIT day - as long as this is the employee's normal working pattern.
Payment for KIT days
You and the employee should agree on how much you will pay her for a KIT day - this could be set out in her contract of employment or you may decide on a discretionary, case-by-case basis.
If the employee is receiving statutory maternity pay (SMP) when she works a KIT day, you must continue to pay her SMP for that week.
The employee can work under her contract of service for the employer paying her SMP for up to ten days (KIT days) during her maternity pay period without losing any SMP.
If the employee has used her ten KIT days and she does any further work, she will lose a week's SMP for the week in which she has done that work. If a week in her maternity pay period contains only KIT days, she would be paid SMP for that week. If a week in her maternity pay period contains the last KIT day and she does a further day's work in the same week, she will lose SMP for that week.
The SMP the employee receives for the week in which she works a KIT day can count towards any contractual pay you agree with her for working that KIT day. However, you could agree that she will receive her normal daily rate in addition to the SMP for that week.
Whatever the arrangement, you can still continue to recover SMP from HM Revenue & Customs (HMRC) as normal - see maternity pay.
You will need to comply with your statutory obligations, such as paying at least the national minimum wage, as normal and ensuring women and men receive equal pay for work of equal value. See National Minimum Wage and National Living Wage - rates and overview.
KIT days: Protection against detriment or dismissal
An employee can only work a KIT day if she wants to and you agree to it - you cannot make an employee work a KIT day against her wishes, nor can the employee insist she works a KIT day if you do not agree to it.
It is unlawful for you to treat an employee unfairly or dismiss her because she:
- refused to work a KIT day
- worked - or considered working - a KIT day
If an employee believes that you have treated her unfairly or dismissed her under these circumstances, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in a tribunal claim for detrimental treatment, unfair dismissal and/or sex discrimination
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Changing a return date after maternity 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 she returns to work will normally be the first working day 52 weeks after her statutory maternity leave (SML) began.
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), she must give you notice at least eight weeks before her new return date. You can accept less or no notice at your discretion.
For example, if an employee was due to return to work after 52 weeks SML on 1 August, but then decided to return to work after 39 weeks of leave on 9 May, she would need to give you eight weeks' notice of the new date, ie by 14 March.
If you did not provide appropriate notification of when her leave should end, the employee does not have to give you eight weeks' notice - see notification and confirmation of maternity leave.
If the employee attempts to return to work earlier than planned without giving you notice, you can postpone her return by up to eight weeks. However, you may not postpone her return to a date later than the end of her 52-week SML period.
If the employee still comes to work during the period of postponement, you do not have to pay her.
Returning to work after the planned return date
If an employee wishes to return to work after the planned return date, she should give you notice of her new date of return at least eight weeks before the originally planned return date.
For example, if an employee originally notified you that she planned to return to work at the end of her ordinary maternity leave (ie after 26 weeks) on 1 October but - while on leave - decides that she wishes to take her full entitlement of 52 weeks, she must notify you of this eight weeks before 1 October, ie by 6 August.
If you didn't provide appropriate notification of when her leave should end, the employee does not have to give you eight weeks' notice - see notification and confirmation of maternity leave.
Employees who do not wish to return to work after maternity leave
An employee who does not wish to return to work at all after her SML must give you notice of this. This will be the same notice she would give for resignation in any other circumstances as required by her contract of employment.
However, as long as she specifies the date on which she wishes to terminate the contract (eg the date she was due back at work after SML), her SML continues.
In addition, if she terminates her contract before the end of the statutory maternity pay (SMP) period, you must continue to pay her SMP for the full 39-week SMP pay period, provided she has not started work for an employer who did not employ her in the 15th week before her expected week of childbirth.
Employees who don't return are not required to pay back any SMP they have received. See maternity pay.
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Returning to work from maternity leave
The automatic right to return to the same job depends on whether the employee is returning from ordinary maternity leave or additional maternity leave.
An employee is entitled to return to the same job that she had before going on statutory maternity leave (SML) if she only took ordinary maternity leave (OML), ie the initial 26-week period of SML. The rules are different where an employee takes all or some of her additional maternity leave (AML), ie the second 26-week period of SML.
Returning to work after OML
An employee who returns to work during or at the end of her OML period is entitled to return to the same job on the same terms and conditions of employment as if she had not been absent.
If you prevent an employee from returning to work, she may make a complaint of unfair dismissal and sex discrimination to an industrial and fair employment tribunal.
If she returns to work but you do not give her old job back, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in an industrial tribunal claim for sex discrimination or detrimental treatment
See maternity leave and protection against detriment or dismissal.
Returning to work after AML
An employee who returns to work during or at the end of her AML period is entitled to return to the same job on the same terms and conditions of employment as if she had not been absent.
However, if it is not reasonably practicable for you to let her return to her old job, you should offer her a job:
- that is both suitable and appropriate for her to do in the circumstances
- on terms and conditions that are no less favourable than those for her original job
If you offer the employee a job that fulfils the criteria above and she unreasonably refuses it, she will have effectively resigned.
If you offer the employee a job that does not fulfil the criteria, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in an industrial tribunal claim for sex discrimination or detrimental treatment
You should try to consult with employees during their SML about any proposed changes to their jobs in preparation for their return. See contact and work during maternity leave.
Taking parental leave after SML
Employees who qualify for parental leave may take some of this leave immediately following the end of their SML.
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 is not preceded by any AML
If the parental leave period is for longer than four weeks and/or is preceded by a period of AML, the employee is treated as though they were returning to work after AML. See parental leave and time off for dependants.
Breastfeeding
Your health and safety obligations towards a breastfeeding employee are the same as they were when the employee was pregnant.
Pregnant workers and breastfeeding mothers are entitled to more frequent rest breaks. You should talk to them so you can agree on the timing and frequency.
You must provide a suitable area where a breastfeeding employee can rest. It should:
- include somewhere to lie down if necessary
- be hygienic and private so they can express milk if they choose to - toilets are not a suitable place for this
- include somewhere to store their milk, eg a fridge
See breastfeeding and the workplace.
Pregnancy during SML
If a woman becomes pregnant during her SML, she must notify you of this in the normal way - see notification and confirmation of maternity leave.
It is possible for her subsequent period of SML to begin as soon as the current one ends. In these circumstances, her rights on her eventual return are the same as they would have been had she just taken a single period of SML.
Flexible working requests
An employee returning to work may make a request to work flexibly, eg to change start or finish times, work from home, or do part-time hours. If possible, you should discuss this with the employee prior to SML, or during the keeping in touch process. Read more on flexible working: the law and best practice.
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Maternity leave and protection against detriment or dismissal
You must not unfairly treat or dismiss employees because they are taking, took, or sought to take statutory maternity leave.
Employees are protected from suffering a detriment or dismissal for taking or seeking to take, statutory maternity leave (SML).
Detrimental treatment and Statutory Maternity Leave
You must not subject an employee to any detriment by acting or deliberately failing to act, because she:
- sought to take SML
- availed of SML
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 her detrimentally under these circumstances, she can take a claim of sex discrimination to an industrial tribunal.
Redundancy during Statutory Maternity Leave
If a redundancy situation arises at any stage during an employee's SML, you may not be able to continue employing her under her existing contract of employment.
In these circumstances, you must offer her - before that contract ends - any suitable alternative vacancy you have. 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:
- be suitable and appropriate for her to do in the circumstances, and
- the capacity and place in which she is to be employed and the terms and conditions of her employment are not substantially less favourable to her than if she had continued to be employed under the original contract
If you fail to comply with these requirements and dismiss the employee, the dismissal will be unfair. She may also have a claim for sex discrimination.
However, if you end up making an employee on SML redundant because you had no suitable alternative work to offer her, the dismissal may be fair.
On dismissal, her SML period comes to an end, but her entitlement to statutory maternity pay (SMP) continues until the end of the 39-week SMP period - assuming it has not already ended.
You must provide written reasons for dismissal to any woman you dismiss or make redundant while she is pregnant or on SML.
Pay rises during SML
An employee on SML is entitled to benefit from any general improvements to the rate of pay, or other terms and terms, which are introduced for their grade or class of work - as if they had not been away.
Flexible working requests
Providing they meet the qualifying criteria, an employee returning to work from maternity leave may make a request to work flexibly, eg to adjust their start or finish times, work from home or do part-time hours. See flexible working: the law and best practice.
Dismissal on or after return to work from Statutory Maternity Leave
The dismissal of an employee will be automatically unfair if you dismiss her - or select her for redundancy in preference to other comparable employees - solely or mainly because she:
- has taken SML
- benefited from the terms and conditions of employment to which she was entitled during that SML period
- failed to return from her SML on time because you failed to give her any or adequate notification of the end date of her leave - see notification and confirmation of maternity leave
Dismissal, selection for redundancy, or other detrimental treatment in these circumstances may also amount to sex discrimination, for which industrial tribunal compensation is uncapped.
However, a dismissal may be potentially fair if, on the employee's return from additional maternity leave:
- you could not offer her the old job
- you - or an associated employer - offered her suitable alternative employment but she unreasonably refused
See returning to work from maternity leave.
Dismissal on grounds unrelated to Statutory Maternity Leave
It is still possible for you to fairly dismiss an employee who is on - or who has recently returned from - SML. If the reason for the dismissal is:
- largely or wholly unrelated to her SML
- not for any other reason that is unfair or unlawfully discriminatory
You must provide written reasons for dismissal to any woman you dismiss or make redundant while she is pregnant or on SML.
Dismissal of replacement employees
You can fairly dismiss an employee you took on to replace an employee on maternity leave. You should ensure that you follow a fair dismissal procedure in doing so, including the statutory dismissal procedure.
However, make sure you inform them that their position is only for maternity cover before they start.
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Maternity pay
Eligibility for statutory maternity pay (SMP), how to recover SMP payments, and the option of enhancements to SMP.
Statutory maternity pay (SMP) is paid for up to 39 weeks and usually covers the first 39 weeks of an employee's maternity leave.
Eligibility for statutory maternity pay
To be eligible for SMP, a pregnant employee must meet certain qualifying conditions.
For more information, see Statutory Maternity Pay and Leave: eligibility and proof of pregnancy.
The meaning of the term 'employee' for SMP purposes is different from the meaning for statutory maternity leave (SML) and other employment rights. This means that some workers who are not employees, eg agency workers, may qualify for SMP, even though they do not qualify for SML.
Statutory maternity pay rates and recovery
For the first six weeks you must pay your employee SMP a weekly rate equal to 90% of their average weekly earnings (AWE).
For the next 33 weeks you must pay them the lower of the following:
- The standard weekly rate of £184.03
- 90% of their AWE
You can recover some or all of your SMP payments from HM Revenue & Customs (HMRC) - the proportion you can recover depends on the size of your annual National Insurance Contributions (NICs) liability.
Read more on statutory pay and leave.
Enhanced maternity pay
If you wish, you can offer enhanced maternity pay arrangements to attract and retain employees, which are more generous than the statutory entitlements.
For example, you could:
- pay more than SMP over a certain period, eg full pay for the first six weeks, half pay for the next ten weeks, SMP for the remaining 23 weeks
- make a bonus payment on the employee's return to work
You could change the qualification criteria for these enhancements, eg the employee needs a year's continuous service.
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis, but use caution when exercising discretion to avoid claims of unfair treatment or discrimination.
You can still recover from HMRC the SMP portion of any enhanced maternity pay.
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The right to maternity leave
In this guide:
- Maternity leave and pay
- The right to maternity leave
- Notification and confirmation of maternity leave
- When maternity leave can begin
- Terms and conditions during maternity leave
- Holiday and pensions during maternity leave
- Contact and work during maternity leave
- Changing a return date after maternity leave
- Returning to work from maternity leave
- Maternity leave and protection against detriment or dismissal
- Maternity pay
The right to maternity leave
Who qualifies for statutory maternity leave and how employers may offer enhanced leave rights.
All pregnant employees, ie those working under a contract of employment, are entitled to take up to 52 weeks of statutory maternity leave (SML) around the birth of their child. Employees automatically qualify for SML - it does not matter how long the employee has worked for you.
The 52-week SML period is made up of 26 weeks of ordinary maternity leave (OML) followed immediately by 26 weeks of additional maternity leave (AML).
Shared parental leave
In addition, an eligible mother can end her maternity leave early, and with her partner (this includes same-sex partners) or the child's father, opt for shared parental leave. Read more on shared parental leave and pay.
Compulsory maternity leave
An employee must take a minimum of two weeks' leave after the birth of her child - or four weeks if she works in a factory. You must not allow her to work during this time.
Multiple births
SML remains at 52 weeks regardless of the number of children resulting from a single pregnancy.
Stillbirth and miscarriage
If your employee gives birth to a stillborn baby, she is still entitled to maternity leave if the birth happens after 24 weeks of pregnancy.
If a miscarriage occurs before the end of the 24th week of pregnancy, the employee could take sick leave, or you could allow them to take compassionate leave, annual leave, or unpaid leave instead.
When a baby dies
If the baby is born alive at any point in the pregnancy but then later dies, the employee is still entitled to SML.
Parental Bereavement Leave and Pay
An employee may be eligible for Parental Bereavement Leave and Pay if they or their partner (this includes same-sex partners) either has a child who has died under 18 years old or had a stillbirth after 24 weeks.
Enhanced maternity leave
Employers can also provide enhanced maternity 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, but use caution when exercising discretion to avoid claims of unfair treatment or discrimination.
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Notification and confirmation of maternity leave
Employee and employer obligations regarding maternity leave notification.
Employees should tell you the following information no later than the end of the 15th week before the expected week of childbirth (EWC):
- The fact that she is pregnant.
- The expected date of the baby's birth.
- The intended start date of her maternity leave - this cannot be earlier than the beginning of the 11th week before the EWC. The expected date of birth is given on the MATB1 form that the employee receives from her registered doctor or midwife to confirm that she is pregnant. An employee can change the start date of her leave - see when maternity leave can begin.
The EWC is the week in which the expected date of the baby's birth falls - starting with the preceding Sunday and ending the following Saturday. If the baby is born on a Sunday, that date is the first day in the EWC. The qualifying week is referred to as the 15th week before the EWC.
You may request notification of statutory maternity leave (SML) in writing.
SML entitlement if the 15-week deadline is missed
A woman who realises she is pregnant later than 15 weeks before the EWC week is still entitled to SML. In this event, the employee is expected to tell you the information above as soon as possible after the 15-week deadline.
SML notification and claiming statutory maternity pay (SMP)
The start date for SMP is normally the same as the start date for SML. Therefore, many employees will find it convenient to notify you of the start date of their SMP at the same time as they notify you of the start date of their SML.
If the employee plans to take SML, she only needs to provide you with a MATB1 form so you can work out whether she qualifies for SMP. If she does not qualify, you must return the MATB1 form to her because she will need it to claim Maternity Allowance.
See maternity pay.
Failure to give the required notification
If an employee does not give you the required notification, you can postpone the date she has chosen to start her SML.
You do not have to accept shorter notice, but you may have to make an exception where it was not reasonably practicable for the employee to give you notice any earlier.
For example, the employee may not be able to notify you properly if her baby is born much earlier than expected, eg well before the qualifying week. In these circumstances, she still qualifies for 52 weeks' SML. See when maternity leave can begin.
Encouraging early notification
It benefits both you and the employee if she notifies you well in advance of the 15th week before the EWC as you:
- know she is entitled to paid time off for antenatal care
- know that particular health and safety rules apply
- can start making arrangements to cover the period while the employee is away
For further guidance, see pregnancy at work.
Confirming the end date of SML
After receiving her notification, you must in turn notify the employee of the date on which her SML will end. This will normally be 52 weeks from the intended start of her SML.
You must give the employee this information within 28 days of her notification unless the employee has since changed the date her leave will start. In that case, you must notify her of the end date within 28 days of the start of her leave.
If you fail to give the employee proper notification and she wants to change her return date, she may not be obliged to comply with the eight-week notice requirement - see changing a return date after maternity leave.
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When maternity leave can begin
Beginning maternity leave and reasons why the start date may need to be changed.
An employee can choose to begin her statutory maternity leave (SML) any time from 11 weeks before the expected week of childbirth (EWC) up until the birth itself.
For the rules on notification for SML, see notification and confirmation of maternity leave.
Pregnancy-related absence
An employee can choose when to start her maternity leave. The exception is if she is absent from work for a pregnancy-related reason and the absence is after the beginning of the fourth week before the EWC - but before the date she notified you that she intended to start her leave. In this case, you can start the maternity leave as soon as she is absent.
In these circumstances, her SML will begin the day after the first day of her pregnancy-related absence.
Pregnant employees are entitled to paid time off for antenatal care - see employees' right to paid time off for antenatal care.
Childbirth before maternity leave has begun
SML also begins on the day after the day of childbirth if the birth occurs before:
- the notified SML start date
- the employee has notified you of any SML start date
This applies even if the birth takes place before the start of the 11th week before the EWC. In these circumstances, the employee should give you notice - in writing if you request it - of:
- the date of the birth if it has already taken place
- the original expected date of birth
The employee can provide you with evidence of the actual and expected dates of birth on the maternity certificate (MATB1) provided by her doctor or midwife.
Changing the start date of SML
After giving you her notification, the employee can change her intended start date as long as she notifies you of the new start date. She must do this by whichever is the earlier of:
- 28 days before the date she originally intended to start her leave
- 28 days before the new date she wants to start her leave
However, if it is not reasonably practicable for her to give you this much notice, she does not have to. In these circumstances, she should give you as much notice as possible. You may request this notification in writing.
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Terms and conditions during maternity leave
Certain terms and conditions continue to apply during statutory maternity leave.
An employee's contract of employment continues throughout her 52 weeks of Statutory Maternity Leave (SML) unless either you or the employee expressly ends it or it expires.
During SML an employee has a statutory right to continue to benefit from all the terms and conditions of her employment that would have applied to her had she been at work.
The only exceptions are terms relating to wages or salary - though you must pay her statutory maternity pay if she's eligible. See maternity pay.
Contractual terms and conditions
Examples of contractual terms and conditions that continue during SML 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)
- childcare vouchers
- contractual annual leave (any annual leave the employee receives above the minimum 5.6 weeks per annum)
Whether or not you should pay a bonus to an employee on SML depends on the type of bonus and the terms of the particular bonus scheme. You should ensure that you do not withhold any bonus simply because the employee is pregnant or is on maternity leave.
An employee on SML may receive contractual pay if she works on a keeping-in-touch day - see contact and work during maternity leave.
Continuous employment, length of service, and maternity leave
SML does not break the continuity of employment.
This means the entire SML period counts towards an employee's period of continuous employment when determining eligibility for other statutory employment rights, eg the right to a redundancy payment.
Both ordinary maternity leave and additional maternity leave count for assessing seniority and personal length-of-service payments, such as pay increments, under their contracts of employment.
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Holiday and pensions during maternity leave
An employee's contractual benefits during maternity leave.
During statutory maternity leave (SML), an employee continues to accrue annual leave.
She will also continue to benefit from any occupational pension scheme contributions for some of the SML period, ie during the paid maternity leave period.
Accrual of annual leave during maternity leave
An employee continues to accrue both their full statutory annual leave entitlement of 5.6 weeks and any additional contractual entitlement throughout both ordinary maternity leave and additional maternity leave.
Employees will be able to carry over 5.6 weeks of leave into the next holiday year if they are unable to take the leave due to having taken maternity leave.
There is no legislative guidance on the right to carry over contractual leave in excess of the 5.6 weeks statutory leave.
An employee may not take annual leave during SML. You should instead allow the employee to take any untaken annual leave before and/or after her SML.
You cannot pay an employee in lieu of any untaken statutory annual leave unless the contract is terminated.
An employee's SML begins automatically if she gives birth during a period of annual leave - see when maternity leave can begin.
For more information on annual leave entitlements, see know how much holiday to give your staff.
Pension contributions during maternity leave
During ordinary maternity leave (whether or not the employee is receiving statutory and/or enhanced maternity pay) and any period of paid additional maternity leave, you should calculate the employer's contribution to an occupational pension scheme as if the employee is working normally and receiving the normal remuneration for doing so.
During any period that your employee is on additional maternity leave (AML) but not receiving any maternity pay, eg during the last 13 weeks of AML, 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 maternity leave, her contributions should be based on the amount of statutory and/or enhanced maternity pay she is receiving.
Employee contributions will therefore stop during any period of unpaid maternity leave - eg during the last 13 weeks of AML - but the occupational pension scheme rules may allow her to still make voluntary contributions.
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Contact and work during maternity leave
You can keep in contact with an employee during maternity leave and she may work up to ten keeping-in-touch days.
Reasonable contact
During the statutory maternity leave (SML) period you can make reasonable contact with an employee - and they may make contact with you.
In addition, an employee can work as a way of keeping in touch with workplace developments.
Contact with employees on SML
You can make contact with the employee 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 type of work and the employee's post
- any agreement that you might have reached with the employee before their leave began
- whether either party needs to communicate important information to the other, eg changes in the workplace that might affect the employee on her return
The amount of contact that is reasonable depends on whether the employee prefers to have frequent or minimal contact with you. It is a good idea to discuss how you will keep in touch with your employee before she begins her SML.
Remember that you must keep an employee informed of promotion opportunities and other information relating to her job that she would normally be made aware of if she was at work, eg organisation changes or redundancy situations.
Keeping in touch (KIT) days
Employees may, in agreement with you and on a voluntary basis, do up to ten days' work - known as keeping in touch (KIT) days - under their contract of employment during their SML period without it affecting their right to statutory maternity leave or pay.
An employee cannot use a KIT day during compulsory maternity leave - see the right to maternity leave.
During KIT days, employees can work for you. This could be her normal work or could be attending a conference, undertaking training, or attending a team meeting.
Any amount of work done on a KIT day counts as one KIT day. Therefore, if an employee comes in for a one-hour training session and does no other work that day, she will have used up one of her KIT days.
If work on a KIT 'day' spans midnight, this counts as one KIT day - as long as this is the employee's normal working pattern.
Payment for KIT days
You and the employee should agree on how much you will pay her for a KIT day - this could be set out in her contract of employment or you may decide on a discretionary, case-by-case basis.
If the employee is receiving statutory maternity pay (SMP) when she works a KIT day, you must continue to pay her SMP for that week.
The employee can work under her contract of service for the employer paying her SMP for up to ten days (KIT days) during her maternity pay period without losing any SMP.
If the employee has used her ten KIT days and she does any further work, she will lose a week's SMP for the week in which she has done that work. If a week in her maternity pay period contains only KIT days, she would be paid SMP for that week. If a week in her maternity pay period contains the last KIT day and she does a further day's work in the same week, she will lose SMP for that week.
The SMP the employee receives for the week in which she works a KIT day can count towards any contractual pay you agree with her for working that KIT day. However, you could agree that she will receive her normal daily rate in addition to the SMP for that week.
Whatever the arrangement, you can still continue to recover SMP from HM Revenue & Customs (HMRC) as normal - see maternity pay.
You will need to comply with your statutory obligations, such as paying at least the national minimum wage, as normal and ensuring women and men receive equal pay for work of equal value. See National Minimum Wage and National Living Wage - rates and overview.
KIT days: Protection against detriment or dismissal
An employee can only work a KIT day if she wants to and you agree to it - you cannot make an employee work a KIT day against her wishes, nor can the employee insist she works a KIT day if you do not agree to it.
It is unlawful for you to treat an employee unfairly or dismiss her because she:
- refused to work a KIT day
- worked - or considered working - a KIT day
If an employee believes that you have treated her unfairly or dismissed her under these circumstances, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in a tribunal claim for detrimental treatment, unfair dismissal and/or sex discrimination
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Changing a return date after maternity 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 she returns to work will normally be the first working day 52 weeks after her statutory maternity leave (SML) began.
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), she must give you notice at least eight weeks before her new return date. You can accept less or no notice at your discretion.
For example, if an employee was due to return to work after 52 weeks SML on 1 August, but then decided to return to work after 39 weeks of leave on 9 May, she would need to give you eight weeks' notice of the new date, ie by 14 March.
If you did not provide appropriate notification of when her leave should end, the employee does not have to give you eight weeks' notice - see notification and confirmation of maternity leave.
If the employee attempts to return to work earlier than planned without giving you notice, you can postpone her return by up to eight weeks. However, you may not postpone her return to a date later than the end of her 52-week SML period.
If the employee still comes to work during the period of postponement, you do not have to pay her.
Returning to work after the planned return date
If an employee wishes to return to work after the planned return date, she should give you notice of her new date of return at least eight weeks before the originally planned return date.
For example, if an employee originally notified you that she planned to return to work at the end of her ordinary maternity leave (ie after 26 weeks) on 1 October but - while on leave - decides that she wishes to take her full entitlement of 52 weeks, she must notify you of this eight weeks before 1 October, ie by 6 August.
If you didn't provide appropriate notification of when her leave should end, the employee does not have to give you eight weeks' notice - see notification and confirmation of maternity leave.
Employees who do not wish to return to work after maternity leave
An employee who does not wish to return to work at all after her SML must give you notice of this. This will be the same notice she would give for resignation in any other circumstances as required by her contract of employment.
However, as long as she specifies the date on which she wishes to terminate the contract (eg the date she was due back at work after SML), her SML continues.
In addition, if she terminates her contract before the end of the statutory maternity pay (SMP) period, you must continue to pay her SMP for the full 39-week SMP pay period, provided she has not started work for an employer who did not employ her in the 15th week before her expected week of childbirth.
Employees who don't return are not required to pay back any SMP they have received. See maternity pay.
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Returning to work from maternity leave
The automatic right to return to the same job depends on whether the employee is returning from ordinary maternity leave or additional maternity leave.
An employee is entitled to return to the same job that she had before going on statutory maternity leave (SML) if she only took ordinary maternity leave (OML), ie the initial 26-week period of SML. The rules are different where an employee takes all or some of her additional maternity leave (AML), ie the second 26-week period of SML.
Returning to work after OML
An employee who returns to work during or at the end of her OML period is entitled to return to the same job on the same terms and conditions of employment as if she had not been absent.
If you prevent an employee from returning to work, she may make a complaint of unfair dismissal and sex discrimination to an industrial and fair employment tribunal.
If she returns to work but you do not give her old job back, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in an industrial tribunal claim for sex discrimination or detrimental treatment
See maternity leave and protection against detriment or dismissal.
Returning to work after AML
An employee who returns to work during or at the end of her AML period is entitled to return to the same job on the same terms and conditions of employment as if she had not been absent.
However, if it is not reasonably practicable for you to let her return to her old job, you should offer her a job:
- that is both suitable and appropriate for her to do in the circumstances
- on terms and conditions that are no less favourable than those for her original job
If you offer the employee a job that fulfils the criteria above and she unreasonably refuses it, she will have effectively resigned.
If you offer the employee a job that does not fulfil the criteria, she may:
- resign and claim constructive dismissal
- raise a grievance with you, which may result in an industrial tribunal claim for sex discrimination or detrimental treatment
You should try to consult with employees during their SML about any proposed changes to their jobs in preparation for their return. See contact and work during maternity leave.
Taking parental leave after SML
Employees who qualify for parental leave may take some of this leave immediately following the end of their SML.
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 is not preceded by any AML
If the parental leave period is for longer than four weeks and/or is preceded by a period of AML, the employee is treated as though they were returning to work after AML. See parental leave and time off for dependants.
Breastfeeding
Your health and safety obligations towards a breastfeeding employee are the same as they were when the employee was pregnant.
Pregnant workers and breastfeeding mothers are entitled to more frequent rest breaks. You should talk to them so you can agree on the timing and frequency.
You must provide a suitable area where a breastfeeding employee can rest. It should:
- include somewhere to lie down if necessary
- be hygienic and private so they can express milk if they choose to - toilets are not a suitable place for this
- include somewhere to store their milk, eg a fridge
See breastfeeding and the workplace.
Pregnancy during SML
If a woman becomes pregnant during her SML, she must notify you of this in the normal way - see notification and confirmation of maternity leave.
It is possible for her subsequent period of SML to begin as soon as the current one ends. In these circumstances, her rights on her eventual return are the same as they would have been had she just taken a single period of SML.
Flexible working requests
An employee returning to work may make a request to work flexibly, eg to change start or finish times, work from home, or do part-time hours. If possible, you should discuss this with the employee prior to SML, or during the keeping in touch process. Read more on flexible working: the law and best practice.
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Maternity leave and protection against detriment or dismissal
You must not unfairly treat or dismiss employees because they are taking, took, or sought to take statutory maternity leave.
Employees are protected from suffering a detriment or dismissal for taking or seeking to take, statutory maternity leave (SML).
Detrimental treatment and Statutory Maternity Leave
You must not subject an employee to any detriment by acting or deliberately failing to act, because she:
- sought to take SML
- availed of SML
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 her detrimentally under these circumstances, she can take a claim of sex discrimination to an industrial tribunal.
Redundancy during Statutory Maternity Leave
If a redundancy situation arises at any stage during an employee's SML, you may not be able to continue employing her under her existing contract of employment.
In these circumstances, you must offer her - before that contract ends - any suitable alternative vacancy you have. 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:
- be suitable and appropriate for her to do in the circumstances, and
- the capacity and place in which she is to be employed and the terms and conditions of her employment are not substantially less favourable to her than if she had continued to be employed under the original contract
If you fail to comply with these requirements and dismiss the employee, the dismissal will be unfair. She may also have a claim for sex discrimination.
However, if you end up making an employee on SML redundant because you had no suitable alternative work to offer her, the dismissal may be fair.
On dismissal, her SML period comes to an end, but her entitlement to statutory maternity pay (SMP) continues until the end of the 39-week SMP period - assuming it has not already ended.
You must provide written reasons for dismissal to any woman you dismiss or make redundant while she is pregnant or on SML.
Pay rises during SML
An employee on SML is entitled to benefit from any general improvements to the rate of pay, or other terms and terms, which are introduced for their grade or class of work - as if they had not been away.
Flexible working requests
Providing they meet the qualifying criteria, an employee returning to work from maternity leave may make a request to work flexibly, eg to adjust their start or finish times, work from home or do part-time hours. See flexible working: the law and best practice.
Dismissal on or after return to work from Statutory Maternity Leave
The dismissal of an employee will be automatically unfair if you dismiss her - or select her for redundancy in preference to other comparable employees - solely or mainly because she:
- has taken SML
- benefited from the terms and conditions of employment to which she was entitled during that SML period
- failed to return from her SML on time because you failed to give her any or adequate notification of the end date of her leave - see notification and confirmation of maternity leave
Dismissal, selection for redundancy, or other detrimental treatment in these circumstances may also amount to sex discrimination, for which industrial tribunal compensation is uncapped.
However, a dismissal may be potentially fair if, on the employee's return from additional maternity leave:
- you could not offer her the old job
- you - or an associated employer - offered her suitable alternative employment but she unreasonably refused
See returning to work from maternity leave.
Dismissal on grounds unrelated to Statutory Maternity Leave
It is still possible for you to fairly dismiss an employee who is on - or who has recently returned from - SML. If the reason for the dismissal is:
- largely or wholly unrelated to her SML
- not for any other reason that is unfair or unlawfully discriminatory
You must provide written reasons for dismissal to any woman you dismiss or make redundant while she is pregnant or on SML.
Dismissal of replacement employees
You can fairly dismiss an employee you took on to replace an employee on maternity leave. You should ensure that you follow a fair dismissal procedure in doing so, including the statutory dismissal procedure.
However, make sure you inform them that their position is only for maternity cover before they start.
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Maternity pay
Eligibility for statutory maternity pay (SMP), how to recover SMP payments, and the option of enhancements to SMP.
Statutory maternity pay (SMP) is paid for up to 39 weeks and usually covers the first 39 weeks of an employee's maternity leave.
Eligibility for statutory maternity pay
To be eligible for SMP, a pregnant employee must meet certain qualifying conditions.
For more information, see Statutory Maternity Pay and Leave: eligibility and proof of pregnancy.
The meaning of the term 'employee' for SMP purposes is different from the meaning for statutory maternity leave (SML) and other employment rights. This means that some workers who are not employees, eg agency workers, may qualify for SMP, even though they do not qualify for SML.
Statutory maternity pay rates and recovery
For the first six weeks you must pay your employee SMP a weekly rate equal to 90% of their average weekly earnings (AWE).
For the next 33 weeks you must pay them the lower of the following:
- The standard weekly rate of £184.03
- 90% of their AWE
You can recover some or all of your SMP payments from HM Revenue & Customs (HMRC) - the proportion you can recover depends on the size of your annual National Insurance Contributions (NICs) liability.
Read more on statutory pay and leave.
Enhanced maternity pay
If you wish, you can offer enhanced maternity pay arrangements to attract and retain employees, which are more generous than the statutory entitlements.
For example, you could:
- pay more than SMP over a certain period, eg full pay for the first six weeks, half pay for the next ten weeks, SMP for the remaining 23 weeks
- make a bonus payment on the employee's return to work
You could change the qualification criteria for these enhancements, eg the employee needs a year's continuous service.
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis, but use caution when exercising discretion to avoid claims of unfair treatment or discrimination.
You can still recover from HMRC the SMP portion of any enhanced maternity pay.
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Holiday entitlement for employees on statutory family-related leave
In this guide:
- Know how much holiday to give your staff
- Advantages of managing staff holiday entitlement
- Holiday entitlement and statutory holiday pay
- Calculate holiday entitlement and holiday pay
- Calculating holiday entitlement for atypical workers
- Holiday entitlement for employees on statutory family-related leave
- Pay and time off on public and bank holidays
- Taking holiday - notice periods, restrictions and sickness
- Holiday pay on termination of employment
- Managing staff holiday entitlement: five top tips
Advantages of managing staff holiday entitlement
Details the advantages of managing holiday entitlement for workers in your business.
It is beneficial to both your business and your staff if you manage holiday entitlement correctly.
Disagreements over holidays and holiday pay are common if entitlements are not clearly agreed upon and set out in writing. These disagreements could lead to a deterioration in your relationship with your staff and possible complaints to industrial tribunals.
In addition, almost all workers above school leaving age are entitled to statutory paid holiday entitlement, so you should be aware of what this means for your business and manage how it is worked out for each worker.
Advantages of managing staff holiday entitlement
Effectively managing staff holiday entitlement can bring several business benefits:
- Staff who are able to take regular holidays can feel more valued and become more motivated about their work which helps them to perform more effectively.
- Having a break from the workplace ensures staff are less prone to accidents and less likely to suffer from stress because they have regular opportunities to rest.
- Having an annual leave policy and including paid holiday entitlement in employees' employment contracts ensures the rules and processes are clear to everyone. This will help you to take a consistent approach to annual leave across the business so that employees feel they have been treated fairly.
- Having a policy and appropriate procedures in place also minimises the opportunity for disputes. A worker is more likely to be granted an annual leave request if the appropriate procedure has been followed and they have given you sufficient notice of the leave so you can prepare for the absence.
- You should also experience a decrease in sick leave and staff turnover because staff feel more appreciated overall and are less likely to resort to sick leave when they need to take time off work.
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Holiday entitlement and statutory holiday pay
Minimum statutory annual leave entitlement, unused holidays, and how to set these arrangements out in writing.
Almost all workers above school leaving age - not just employees but also, for example, agency and casual workers - are entitled to 5.6 weeks of paid holiday per leave year (28 days for a worker working a five or six-day week).
The 5.6 weeks is a minimum holiday entitlement - you can choose to offer more.
You can count any days off for public or bank holidays towards a worker's statutory holiday entitlement - but only as long as you pay them for those days off. See bank and public holiday dates.
Workers below school leaving age must have a two-week break during school holidays. Read more on employing children and young people.
When leave years may start
You may decide to have one date when your business' leave year starts or have different start dates for individual workers (or groups of workers).
If you do not have written leave arrangements, a leave year will start on the date a worker's employment begins and on each subsequent anniversary of that date.
Holiday entitlement: staff working a six-day week
The statutory paid holiday entitlement is capped at 28 days.
Although 5.6 weeks would equal 33.6 days for someone working a six-day week (5.6 x 6), because of the cap, staff working a six-day week are only entitled to 28 days' paid holiday. However, that is the minimum statutory allowance. If you wish you can increase the holiday entitlement under an employee's contract of employment.
Holiday entitlement and the contract of employment
You must set out an employee's paid holiday entitlement in their written statement of terms and conditions of employment.
This should enable them to work out their entitlement and pay for any untaken holiday if they leave. See the employment contract.
Workers not entitled to the statutory minimum paid holiday entitlement
The following types of workers do not have the right to benefit from the minimum paid holiday entitlement:
- The genuinely self-employed, who can take as little or as much holiday as they choose.
- Those whose jobs may conflict with the requirement to take annual leave requirements, eg the armed forces, the police, and those involved in civil protection (these workers have to rely on their contracts of employment for their rights to holiday).
- Workers in some sectors are excluded from the Working Time Regulations (Northern Ireland) 2016 because they are covered by separate regulations. The entitlement to annual leave of mobile staff working in the civil aviation sector, for example, is governed by the Civil Aviation (Working Time) Regulations 2004.
Carrying over unused paid holiday
A worker may wish to carry over unused holidays from the current leave year to the next.
Under European Union (EU) derived law, a worker must take at least 4 weeks holiday per leave year. If they take less than this, they cannot carry it over.
However, in the UK, the statutory entitlement is 5.6 weeks. What a worker may do with the additional 1.6 weeks depends on their employer's arrangements. You can either:
- have an arrangement that workers must take their full statutory entitlement of 5.6 weeks in any leave year
- allow workers to carry over any of the additional 1.6 weeks that remain untaken into the next leave year - although they must take it by the end of the next leave year
If an employee has an additional contractual entitlement over and above the 5.6 weeks, it again depends on their contract of employment whether or not they can either carry it over or will receive pay in lieu for any of the entitlement that remains untaken.
If you do allow workers to carry over any contractual annual leave entitlement, you can have your own rules on when they must take it. For example, you could state that workers must take the carried-over leave within three months of the start of the next leave year.
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Calculate holiday entitlement and holiday pay
Guidance for employers on how to calculate holiday entitlement, calculate holiday pay, and what to do with untaken leave.
A worker's entitlement to paid annual leave starts on the first day of employment and is not subject to a minimum period of employment.
Holiday entitlement accrual
The Regulations permit an employer to operate a holiday accrual system for workers who are in their first year of employment (only). In practice, this means that a new worker will accrue one-twelfth of their annual holiday entitlement each month they are employed. This will apply from the start of each month.
Calculating holiday pay
For each week of leave accrued, workers are entitled to one week's normal pay. A week's pay is calculated according to the type of work carried out:
- for workers on fixed hours and pay, it equals the amount due for a week's work, averaged over the preceding 12 weeks
- for workers on fixed hours and variable pay (bonus, commission, or piece workers), it equals the average hourly rate (over the preceding 12 weeks) multiplied by the normal working hours in a week
- for shift workers, it equals the average weekly hours of work in the preceding 12 weeks at the average hourly rate
- for workers with no normal working hours, a week's pay is the average pay received over the preceding 12 weeks.
The 12-week reference period should be made up of 12 weeks in which pay was due to the worker. Any week in which no remuneration was payable to the worker should be discounted, as should any weeks where the employee was for any amount of time on sick leave, maternity leave, adoption leave, shared parental leave, parental leave, or paternity leave.
If any weeks are discounted, ie no pay was received for a particular week, or the worker was on statutory leave as outlined above, earlier weeks should be considered until you get as close to 12 weeks as possible. In these circumstances, the maximum period you go back is 24 weeks.
If the worker has been employed for less than 12 weeks, holiday pay is based on the number of complete weeks for which the worker has been employed.
Calculate holiday pay for hourly paid staff
To calculate the average hourly rate, you only count the hours where the worker was working and the pay that related to those hours.
Staff should receive the same pay during any holiday period as they would if they were at work. Therefore, when calculating holiday pay for the 4 weeks of paid holiday leave derived from European law, an employer must include payments which are intrinsically linked to the performance of tasks the employee is obliged to carry out under the terms of the contract. This includes commission, bonuses, regularly paid allowances, and payment for additional hours the employee normally and repeatedly works. Other payments, such as overtime payments regularly paid to the employee should also be included, as should payments for professional or personal status relating to length of service, seniority, or professional qualifications. Employers may decide to extend this calculation to the full 5.6 weeks statutory paid holiday entitlement, but they do not have to.
However, case law has suggested all paid annual leave should be treated as a composite whole where each day of a holiday a worker takes includes, on a fractional basis, the various elements making up their total holiday entitlement (whether they be contractual or statutory). Employers should take this into account when making holiday payments where they are only applying the law on overtime, commission, allowances, bonuses etc (as outlined above) to the 4 weeks of holiday derived from European law to ensure underpayments of holiday pay are avoided.
The question of how much pay a worker is due during a period of holiday can be complex and has been the subject of several court judgments. Further information is available from the LRA Workplace Information Service on Tel 03300 555 300.
Calculate holiday entitlement for your employees.
Payments for untaken statutory holiday
In the UK, the statutory annual leave entitlement is 5.6 weeks. A worker must take at least four weeks' paid holiday per leave year.
What a worker does with the remaining 1.6 weeks depends on their employment contract.
For example, you could allow them to carry those 1.6 weeks into the next leave year or state that all 5.6 weeks must be taken by the end of the leave year.
However, you cannot make a payment in lieu for any days that remain untaken. The only time you can make a payment in lieu of the statutory holiday entitlement is when the contract of employment terminates, and the worker has accrued entitlement to holidays and is unable to take them before they leave.
Payments for untaken contractual holiday
At the end of a leave year, you may find you have an employee who has some untaken contractual annual leave, ie annual leave over and above the statutory minimum of 5.6 weeks.
Depending on their employment contract, the employee may be entitled to either carry over the untaken days, or receive a payment in lieu of those untaken days.
When to pay workers their statutory holiday pay
Workers must receive their statutory holiday pay at the time that leave is taken.
It's, therefore, unlawful to not pay a worker while they are on holiday and pay them an allowance as part of their wages or salary instead - a system known as rolled-up holiday pay.
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Calculating holiday entitlement for atypical workers
How to work out statutory paid annual leave for part-time staff, shift workers, casual workers, and others.
There are various ways of working out the holiday entitlement for workers who don't have regular working arrangements or patterns.
Part-time workers
Paid holiday entitlement is calculated pro-rata for part-time workers.
For example, if a member of staff works three days a week, they are entitled to 16.8 days (5.6 x 3).
Shift workers
It is sometimes easier to calculate holiday entitlement as shifts.
For example, if a member of staff works four 12-hour shifts followed by four days off, the average working week is 3.5 12-hour shifts. So 5.6 weeks' holiday is 5.6 x 3.5 = 19.6 12-hour shifts.
For other shift patterns, it may be easiest to calculate according to the established repeating pattern.
More irregular working patterns: calculating holidays in hours
Annualised hours
If a member of staff works annualised hours, you need to calculate how many hours a week they work on average over the whole year.
For example, if a member of staff works a total of 1,600 hours a year, or 34.48 hours a week over 46.4 weeks of the year, the holiday entitlement is 5.6 weeks x 34.48 hours a week = 193.09 hours of holiday for the year.
Compressed hours
For someone working compressed hours, for example, a 36-hour week over four days instead of five, their annual holiday entitlement is 36 hours x 5.6 weeks = 201.6 hours of holiday for the year.
Rather than taking a day's holiday, they would take the number of hours that they would have otherwise worked on that day (ie for 36 hours worked over four days, they would take nine hours' holiday for each day otherwise worked).
Calculating no fixed hours contracts (casual work, including zero-hours contracts)
To calculate the average hourly rate, only the hours worked and how much was paid for them should be counted. Take the average rate over the last 12 weeks.
A 'week' usually runs from Sunday to Saturday. Only use another 7-day period (like Thursday to Wednesday) if that's how a worker's pay is calculated.
You can also get further information from the LRA Workplace Information Service on Tel 03300 555 300.
Part days
Calculations may result in part days, eg 22.4 days for someone working four days a week. In some cases, it may be easier to work the holidays out in hours.
If this is the case, you could:
- Allow the worker to leave early or arrive late one day. For example, for someone working an eight-hour day taking 0.4 of a day's holiday, you could allow them to leave after working for four hours and 48 minutes (480 minutes x 0.6 of a working day = 288 minutes) or allow them to arrive three hours and 12 minutes late (0.4 of a working day).
- Round the entitlement up to the nearest full day - or half day if this is still easy for you to administer. You cannot round entitlements down.
- Allow the worker to carry the part day over into the next leave year (and then perhaps round up to the nearest full day).
- Pay them for a part day. However, you can only do this if the worker's paid holiday entitlement is more than 5.6 weeks as you cannot pay a worker in lieu of an untaken statutory holiday - see calculating and paying holiday pay.
Term time or part-year workers
Recent case law has determined workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term time, are entitled to 5.6 weeks of leave each year. This entitlement applies even though there are some weeks in the year when they do not work.
In such instances, holiday pay is calculated by averaging the pay received during the 12 weeks before the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker - this is compliant with the Part-Time Workers (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
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Holiday entitlement for employees on statutory family-related leave
Holiday entitlement for staff on family-related leave.
Employees taking statutory maternity, adoption, paternity, parental leave, and parental bereavement leave will continue to accrue statutory paid holiday and, in many cases, any contractual holiday entitlement. If, by the end of the current holiday year, an employee has been prevented from taking part or all of their holiday leave entitlement due to being on one of these types of statutory leave, they have a right to carry over up to 5.6 weeks untaken statutory holiday leave into the new holiday year.
Holiday entitlement and maternity/adoption leave
Employees on maternity or adoption leave continue to accrue both statutory and any contractual paid holiday during both ordinary and additional maternity/adoption leave.
A statutory paid holiday cannot be taken at the same time as maternity/adoption leave. When you are planning for the maternity/adoption leave, you may wish to discuss taking any outstanding holiday and perhaps delay the start of their maternity/adoption leave.
Alternatively, it may be possible for them to take holiday at the end of the maternity/adoption leave period.
If a new holiday year starts, the employee is on maternity/adoption leave and holidays haven't been taken, the employee has a right to carry over up to 5.6 weeks untaken statutory holiday leave to the new holiday year.
When you are planning, you should both be aware that maternity and adoption leave cannot start later than the date of the child's birth or placement for adoption, so an early birth or placement could shorten the amount of annual leave the employee is able to take.
Read more on maternity leave and pay and adoption leave and pay.
Holiday entitlement and paternity leave
Employees continue to accrue their statutory and any contractual paid holiday entitlement while they are on statutory paternity leave.
Read more on paternity leave and pay.
Holiday entitlement and shared parental leave
Employees continue to accrue their statutory and any contractual paid holiday entitlement while they are on shared parental leave.
Read more on shared parental leave and pay.
Holiday entitlement and parental leave
Employees continue to accrue their statutory paid holiday entitlement while they are on parental leave. They will also continue to accrue contractual holiday entitlement if this is provided for in their contract of employment.
See parental leave and time off for dependants.
Holiday entitlement and parental bereavement leave
Employees continue to accrue their statutory paid holiday entitlement while they are on parental bereavement leave. They will also continue to accrue contractual holiday entitlement if this is provided for in their contract of employment.
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Pay and time off on public and bank holidays
Including bank and public holidays as part of your workers' statutory paid holiday entitlement.
You do not have to give staff paid time off for bank and public holidays. However, you should set out in a worker's contract:
- any right to time off on bank and public holidays
- whether or not that time off is paid
- what you will pay them if they work one of these days, ie whether you will pay the normal rate of pay or an enhanced rate, eg time-and-a-half or double time
Note that if you allow a worker time off for bank and public holidays over a significant period of time, it may become an implied term of their contract via custom and practice, ie the term is not actually written in the contract document but is still part of the contract.
Part-time staff
Part-time staff have the same entitlement to leave as full-time workers. Therefore, if full-time staff are given paid leave for bank and public holidays, part-time workers should also receive this benefit on a pro-rata basis.
This can be a problem if most of the bank and public holidays fall on days when a part-time worker doesn't normally work.
A best practice example is as follows:
An employer has both part-time and full-time staff. In a particular year, there are ten bank/public holidays. The full-time staff work a five-day week, Monday to Friday. There are also part-time staff working a two-day week, some on Monday and Tuesday, some on Wednesday and Thursday, and some working varying days.
The employer allows all workers the day off in respect of all bank/public holidays falling on a day they would ordinarily have worked. Furthermore, for those part-time staff working Wednesday and Thursday (or varying days) who would never (or rarely) work on the day a bank/public holiday falls, the employer allows them a pro-rata entitlement of days off in lieu based on the number of days they work, by way of best practice. They, therefore, receive two-fifths of the ten-day entitlement.
This approach ensures that all workers enjoy a share of the benefits received by full-time staff.
Read more on employing part-time workers.
Bank and public holiday dates
When the Christmas and New Year public holidays fall at a weekend, other weekdays are declared public holidays. These are usually the following Monday and, if necessary, the Tuesday.
If a worker normally works weekends, and Christmas Day, Boxing Day or New Year's Day fall on a weekend, entitlement to time off depends on their employment contract. This may be something that is explicitly agreed upon in the terms of the contract or could have been incorporated through custom and practice.
However, entitlement will not depend on the contract if you are operating on the statutory entitlement of 5.6 weeks.
See bank and public holidays in Northern Ireland.
Special bank holidays
Dates of bank holidays can be changed or extra holidays declared to celebrate special occasions. For example, there was an extra bank holiday on Monday 8 May 2023 to mark the coronation of His Majesty King Charles III.
A worker's minimum paid annual leave entitlement is 5.6 weeks. There is no statutory time off for bank holidays and public holidays. However, you may choose to include these as part of that worker's entitlement.
Where a worker's contract states they are entitled to the statutory minimum annual leave, an extra bank holiday would not increase their paid holiday entitlement.
However, if a worker had a contract that entitles them to 20 days' annual leave plus all bank and public holidays, they should be entitled to the additional bank holiday as annual leave.
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Taking holiday - notice periods, restrictions and sickness
Holiday request procedures, notice periods what to do when workers are sick.
Workers must give you notice that they wish to take leave. You can agree the notice period with your workers and should set this out in writing.
If there is no agreement in place, they must give notice of at least twice the length of the intended leave period. You must reply within the same length of time as the intended leave.
For example, if the worker gives two days' notice for one day's leave, you must reply within one day. Even if the worker gives sufficient notice, you may still refuse the request - but be as reasonable as you can. You should retain a record of the refusal reason, and act consistently with respect to any refusals, within reason.
Restricting when holiday may be taken
You may restrict the taking of leave. Restrictions could:
- be stated in the employment contract
- have built up via custom and practice
- be negotiated with trade unions or employee representatives
Examples include:
- specifying periods when leave may or may not be taken
- capping the amount of leave that can be taken at any one time
- shutting down for certain periods, eg between Christmas and New Year or for two weeks in August
If you don't have an agreement for taking leave and you want workers to take all or part of their holiday entitlement on certain dates, you must give notice of at least twice as long as the leave period.
Resolve clashes between requests for leave by considering the needs of the business, eg peak season or a quieter period, the individual circumstances, or by setting out clear rules for booking leave. It may be helpful to formalise cover for key staff on annual leave.
If you set restrictions on when holidays can be taken, bear in mind the need to avoid indirect discrimination - read more on how to prevent discrimination and value diversity.
You should also note that it's unlawful to prevent a worker from taking their statutory paid holiday entitlement. Therefore, you may have to allow a worker's annual leave request right at the end of the leave year to ensure that they have taken their full entitlement of 5.6 weeks or 4 weeks where you have agreed carry over.
Workers will also be able to carry over up to 4 weeks of holiday leave where:
- the employer fails to recognise a worker's right to paid holiday leave
- the employer fails to give the worker reasonable opportunity to take holiday leave or to encourage them to do so
- the employer fails to inform the worker that any holiday leave not taken by the end of the holiday leave year, which can be carried over, will be lost
Accruing annual leave during sick leave
A worker continues to accrue their statutory minimum holiday entitlement as normal while absent from work due to sickness. This is regardless of how long the period of sickness lasts.
Depending on the terms of their employment contract, they may also accrue any additional contractual annual leave that they would normally be entitled to.
Taking annual leave during sick leave
A worker is entitled to take statutory annual leave while on sick leave.
If the worker chooses to take annual leave while they are on sick leave but they are not receiving any sick pay, you pay them their normal holiday pay.
A worker is most likely to choose to take annual leave while on sick leave if they are:
- not entitled to sick pay of any kind
- on sick leave for a long period and, as a result, you have stopped paying them sick pay
- due to return to work shortly before the end of the leave year and, as a result, would be unable to take their full holiday entitlement following their return to work
Changing annual leave to sick leave
A worker can choose to change a period of annual leave during which they are sick to sick leave. This would occur if they either:
- become sick while on annual leave
- have a period of sick leave that continues into a pre-arranged period of annual leave
Once the worker returns to work, they can then make arrangements to take the annual leave they missed at a later date.
Where a worker is on sick leave instead of annual leave, you should consider asking them for evidence of their sickness in line with your usual sickness absence procedures and in line with any eligibility criteria for statutory sick pay.
For example, to qualify for full pay while sick, you could:
- require a worker to inform you as soon as reasonably possible that they are sick
- request that they provide you with medical evidence of that sickness
For more information about sick pay, see understanding statutory sick pay.
Carrying over annual leave that is left untaken due to sickness
If a worker is unable to take all their statutory annual leave entitlement within a leave year because of illness, they will be entitled to carry forward up to 4 weeks of the unused statutory entitlement to the next leave year. Holiday leave carried over in this way must be taken by the end of the period of 18 months from the end of the holiday leave year in which the entitlement originally arose.
If you need further advice on sick leave and/or annual leave, you should contact the Labour Relations Agency Workplace Information Service on Tel 03300 555 300.
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Holiday pay on termination of employment
Calculating holiday pay when workers leave your employment.
When your workers leave a job - even if you have dismissed them without notice for gross misconduct - they must receive pay for any statutory leave they are entitled to in the current leave year but have not taken.
This entitlement is not subject to a minimum period of employment.
Formula to calculate pay due to workers who resign
You can work out the pay due using the simple formula (A x B) - C, where:
- A is the total holiday entitlement for the year
- B is the fraction of the year to the date of leaving
- C is the amount of holidays already taken
Example: Part-time worker
For example, a part-time worker works three days per week. Like all workers, they are entitled to 5.6 weeks of paid annual leave.
They leave a job seven months into the leave year having taken eight days off. This is the equivalent of 2.66 weeks (8 ÷ 3).
Applying the formula above: 5.6 x (7 ÷ 12) - 2.66 = 0.61 weeks' leave to be paid in lieu.
Note that, if you need to, you should round this figure up to prevent underpayment.
If you pay a worker on a daily basis, you can also work out their outstanding holiday entitlement in days.
Example: Full-time worker
For example, a worker working five days per week is entitled to 5.6 weeks per year, the equivalent of 28 days (5.6 x 5).
They leave a job three months into the year having taken four days off.
Applying the formula above: 28 x (3 ÷ 12) - 4 = 3 days' leave to be paid in lieu.
Note that, if you need to, you should round this figure up to prevent underpayment.
You need to get the worker's signed agreement to make a deduction from the final payment to them for any leave taken over their entitlement.
Calculate pay when workers fail to give the correct period of notice
Holiday pay would usually sit separately from notice entitlement and would be earned up to the date the worker leaves your employment.
However, if a worker leaves employment without giving the correct period of notice, they could be in breach of their employment contract if the contract contains a clause stating what will happen if this occurs eg deductions will be made from earned pay.
Calculating leave pay due to workers who you dismiss
If you dismiss a worker, they have the right to be paid for leave accrued during their period of employment, no matter how short it was.
To work out B when using the formula above, you need to know the worker's termination date.
If you dismiss a worker with notice, the termination date is the date the notice period expires.
If you dismiss a worker without notice, the termination date is the date you summarily dismissed the worker.
An employee's written statement of employment particulars should contain information to enable them to calculate their entitlement to accrued holiday pay when they leave.
Taking annual leave during the notice period
A worker may wish to take some or all of their outstanding annual leave as part of their notice period. This should be treated the same as for any other holiday request - taking into account your usual procedure for authorising annual leave. Read more on taking holiday - notice periods, restrictions and sickness.
You can also insist by giving appropriate notice or because it is clearly expressed in the contract of employment, that a worker takes any holiday owed to them as part of their notice period.
If a worker takes part of their paid leave entitlement during their notice period, you may reduce their notice pay by the amount of holiday pay, provided it is in respect of the same leave year.
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Managing staff holiday entitlement: five top tips
Follow these tips to help you successfully manage each worker’s holiday entitlement.
The majority of your workers are legally entitled to paid holidays. The following top tips will help you to successfully manage each worker's holiday entitlement.
Top tips for employers to manage staff holiday entitlement
1. Calculate holiday entitlement
A worker's statutory paid holiday entitlement starts on the first day of employment and is 5.6 weeks per year (28 days for a worker working a five or six-day week) - see holiday entitlement and statutory holiday pay.
2. Consider irregular hours
Ensure that you work out holiday entitlement for any staff who don't have regular working arrangements. These can include part-time workers, shift workers, and casual workers - see calculating holiday entitlement for atypical workers.
3. Include in employment contracts
Set out your employee's paid holiday entitlement in their employment contract to avoid any disagreements - see the employment contract.
4. Consider bank and public holidays
You do not have to give staff paid time off for bank or public holidays, but ensure that you include this in your employees' contracts. If you allow a worker time off for bank and public holidays over a significant period of time, be aware that it may become an implied term of their contract, even if it is not written in the contract of employment - see pay and time off on public and bank holidays.
5. Agree notice periods
Workers must give you notice if they wish to take leave. You can agree the notice period with them and you should set this out clearly in writing - see taking holiday - notice periods, restrictions, and sickness.
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Appeals against grievance decisions
Grievance procedures and the employment contract
How to communicate your grievance procedure and whether or not to make it contractual.
By law, you must inform each employee of:
- the name of the person to whom they should apply to seek redress for a grievance
- how they should make this application
This information can be included in the employee's written statement of employment or the written statement may refer the employee to a document where they may find it, eg in a staff handbook.
If you fail to provide this information to an employee, and they succeed in another industrial tribunal claim against you, eg unlawful discrimination, they could be awarded two or four weeks' pay for this lapse.
The contractual status of grievance procedures
Your grievance procedure may not form part of an employment contract. Therefore, an employee may not be able to claim a breach of contract if you fail to follow it. If there is a dispute over this, it will be up to an industrial tribunal to decide on the outcome.
However, if you do choose to make your procedure contractual and you fail to follow it when dealing with a grievance, the employee could bring a breach of contract claim against you.
Read more on the employment contract.
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Writing your grievance procedure
A grievance procedure deals with grievances in a fair and reasonable manner.
If an employee has concerns or complaints about their work, employment terms, working conditions, or relationships with colleagues, they may want to discuss them or bring them to your attention. They will then want you to address and, if possible, resolve these grievances.
The best way to do this is to have a grievance procedure. If it deals with grievances in a fair and reasonable manner, you're much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend any industrial tribunal claim for:
- constructive dismissal - see dismissing employees
- unlawful discrimination - see how to prevent discrimination and value diversity
The duty to provide a grievance procedure
You should provide each of your employees with a written grievance procedure. Your procedure should - at the very least - follow the good practice principles set out in the Labour Relations Agency (LRA) code of practice on disciplinary and grievance procedures.
If you unreasonably fail to follow the code and the issue ends up at an industrial tribunal, the tribunal could increase the employee's compensation by up to 50%.
The content of a grievance procedure
The exact nature of your procedure will depend on the size and structure of your organisation.
However, any grievance procedure should:
- Be simple and easy to follow.
- Allow for proceedings to be kept confidential.
- Aim to settle grievances fairly and quickly.
- State how and with whom to raise the grievance in the first place.
- Indicate that you will try to resolve most grievances informally, eg by discussions with the employee's immediate manager.
- Identify an alternative person with whom a grievance should be raised if the usual person is the subject of the grievance. For example, if the line manager is the person with whom grievances should be first raised but they are the subject of the grievance, the procedure should name someone else, eg the line manager's manager.
- Set out to whom the employee should appeal if they are not satisfied with the outcome of the initial grievance hearing - see appeals against grievance decisions.
- State that, if possible, a manager previously uninvolved in the matter will hear the appeal.
- Give time limits for each stage, particularly for lodging and hearing the appeal.
- Highlight that the employee has the right to be accompanied by a fellow worker or Trade Union Official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion.
Help to write a grievance procedure
If you require further help drawing up your grievance procedure, the LRA has a free employment document toolkit. Once employers are registered they can unlock free core employment guides to help them build documents, policies, and procedures for their own organisation. Find out how to access the LRA's free employment document toolkit.
Consulting employees on your grievance procedure
You should involve your employees and, where appropriate, their representatives, when putting together your grievance procedure.
If you have any workplace representatives, it may be advisable for you to carry out this consultation through them, ie either with the recognised trade union or, if there is none, elected employee representatives.
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Preparing for a grievance hearing
What you must do before you hold a grievance hearing to ensure that it runs as smoothly as possible.
Before you hold a grievance hearing:
- Read through your grievance procedure so that you apply it correctly.
- Read through the Labour Relations Agency (LRA) Code of Practice on Disciplinary and Grievance Procedures.
- Carry out a full investigation, if necessary, eg where the employee is accusing a colleague of sexual harassment.
- Obtain statements from any witnesses and share them with the employee.
- Make sure you have all relevant facts and documents available for the hearing.
- Arrange for someone to take notes.
- Arrange a suitable time, date, and venue for the hearing.
- Give the employee plenty of notice of the meeting so they can prepare their case and consult any representatives. Remind them that they have the right to be accompanied at the hearing by a colleague or trade union official.
- Where appropriate, interview any manager or witnesses.
It may be necessary to have more than one grievance meeting when dealing with a grievance.
You may not have access to all of the information listed above before the first meeting. For example, the employee may provide you with information on witnesses at the meeting and you may need to investigate further, interview the witnesses concerned, and meet again with the employee who has raised the grievance.
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Holding a grievance hearing
How to run a grievance hearing, informing the employee of its outcome and dealing with delays.
For any grievance hearing, you should:
- ensure that it's private and won't be interrupted
- if the grievance concerns a line manager, consider who else can hear the complaint
- tell the employee about the right to be accompanied by a work colleague or trade union official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion
- introduce everyone and explain why they are present
- explain the reason for the hearing and how it will be conducted
- listen carefully to the person's explanation of the problem - consider whether there is another issue that might be the root cause of the grievance
- listen to any conflicting points of view
- weigh up all the evidence to see whether there is an issue you need to address
- consider adjourning the meeting if further advice or information needs to be sought
- avoid snap decisions even if the solution initially seems obvious - consider possible repercussions
It's crucial that you deal with grievances sensitively and in the strictest confidence, particularly where they concern other employees. You'll need to develop specific procedures for very sensitive claims involving unfair treatment, eg discrimination, bullying, or harassment. Read more on bullying and harassment.
Making the decision
Once the hearing is over:
- decide what action to take - try to balance fairness to the person who raised the grievance without compromising the business or other employees
- inform the person who raised the grievance and, where appropriate, any other concerned parties - in writing - of your decision and the appeal process - read more on appeals against grievance decisions
- the person who raised the grievance should be given a full explanation as to how the decision was reached
- review your grievance procedure - if this particular claim has highlighted problems
Dealing with delays
If the employee is genuinely unable to attend the grievance hearing, eg because they are ill, offer them a reasonable date and time as an alternative.
You should let your employee know that decisions may be taken in their absence if they fail to attend rearranged meetings without good reason.
If the employee's companion cannot make the rearranged hearing, the employee must propose another date and time no more than five working days after the day proposed by you.
If the employee fails to attend the rearranged hearing without good reason, this stage of the procedure is complete and you can make your decision there and then. Don't forget that you will still have to tell the employee in writing of the decision and that they have the right to appeal.
If you cannot make the rearranged hearing, you must offer the employee a reasonable alternative date and time.
Dealing with long-term absence
An employee may become anxious and stressed in the run-up to a grievance hearing, for example, if their grievance relates to another employee and they have to face this person at work. This can lead in some cases to them being absent for weeks or even months due to stress-related illness.
If this situation arises, you can ask the employee's GP and/or an occupational health specialist for a medical report. You must gain the employee's agreement before doing so.
You should ask for the report to state whether or not the worker is fit enough to attend a hearing in the near future:
- If they are deemed fit enough, you should arrange the hearing with the employee in the normal way.
- If not, you might not be able to complete the grievance procedure without unreasonable delay. In this situation, depending on the circumstances, you may be able to treat the procedure as having been completed and make a decision in the employee's absence. However, you should still tell the worker that they can supply written representation or other material if they wish.
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Appeals against grievance decisions
What an employer can do when an employee appeals against the decision of the first grievance hearing.
An employee has the right to appeal against an employer's decision following the grievance hearing. You must notify them of this right when you write to give them your decision. Give them a deadline to notify you of their intention to appeal against the grievance, eg within five working days.
If the employee chooses to appeal, you must try to hold the appeal hearing without unnecessary delay.
Preparing for an appeal hearing
Before you hold an appeal hearing:
- Read through your grievance procedure to ensure that you are applying it correctly.
- Make sure you have all relevant facts and documents, especially if you have come across new evidence since the first hearing.
- Arrange for someone to take notes.
- Arrange a suitable date and venue for the appeal hearing.
- Inform the employee in plenty of time so they can prepare their case and consult any representatives. Remind them that they have the right to be accompanied at the hearing by a colleague or trade union official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion.
- If the appeal concerns new evidence it may be necessary to interview any manager and/or witnesses.
- This may involve obtaining additional statements.
Holding an appeal hearing
The principles for holding an appeal hearing are generally the same as for the initial grievance hearing - read more on holding a grievance hearing.
However, at the appeal hearing, you should also consider:
- the reasoning behind the appeal
- any new evidence since the earlier decision
Ideally the person hearing the appeal shouldn't be the same person who heard the initial grievance hearing, eg a more senior manager who has not been involved with the grievance process at all. They will be able to hear any appeal without having any assumptions.
However, where the person hearing the appeal is the same person who heard the first hearing, they should act impartially and make sure they review the original decision carefully.
You should write to the employee with your decision and the reason for it as soon as possible after the hearing. Make it clear, if this is the case, that the decision is final.
Dealing with delays to appeal hearings
If the employee is genuinely unable to attend the appeal hearing, eg because they are ill, offer them a reasonable date and time as an alternative.
If the employee's companion cannot make the rearranged hearing, the employee must propose another date and time no more than five working days after your proposed date.
If the employee fails to attend the rearranged hearing, this stage of the procedure is complete and you can make your decision there and then. Don't forget that you will still have to tell the employee in writing of the decision.
If you cannot make the rearranged hearing, you must offer the employee an alternative at a reasonable date and time.
It is important that you notify the employee as soon as possible of any delays to the appeal process. If you fail to do so, an industrial tribunal could increase any compensation awarded against you.
Alternative Dispute Resolution
There may be circumstances where the employer and employee feel it would be beneficial to involve a third party to help in resolving the issue, through, for example, mediation. In such instances the grievance procedure may be temporarily set aside. Where this is the case the procedure should explain where and when mediators may be used.
Mediation is a process whereby an independent third party intervenes in a workplace dispute to assist the parties to reach a satisfactory outcome. The Labour Relations Agency (LRA) can provide a mediation service to assist the parties. You can also contact the LRA directly on Tel 03300 555 300 for further information.
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Holding a grievance hearing
Grievance procedures and the employment contract
How to communicate your grievance procedure and whether or not to make it contractual.
By law, you must inform each employee of:
- the name of the person to whom they should apply to seek redress for a grievance
- how they should make this application
This information can be included in the employee's written statement of employment or the written statement may refer the employee to a document where they may find it, eg in a staff handbook.
If you fail to provide this information to an employee, and they succeed in another industrial tribunal claim against you, eg unlawful discrimination, they could be awarded two or four weeks' pay for this lapse.
The contractual status of grievance procedures
Your grievance procedure may not form part of an employment contract. Therefore, an employee may not be able to claim a breach of contract if you fail to follow it. If there is a dispute over this, it will be up to an industrial tribunal to decide on the outcome.
However, if you do choose to make your procedure contractual and you fail to follow it when dealing with a grievance, the employee could bring a breach of contract claim against you.
Read more on the employment contract.
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Source URL
/content/grievance-procedures-and-employment-contract
Links
Writing your grievance procedure
A grievance procedure deals with grievances in a fair and reasonable manner.
If an employee has concerns or complaints about their work, employment terms, working conditions, or relationships with colleagues, they may want to discuss them or bring them to your attention. They will then want you to address and, if possible, resolve these grievances.
The best way to do this is to have a grievance procedure. If it deals with grievances in a fair and reasonable manner, you're much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend any industrial tribunal claim for:
- constructive dismissal - see dismissing employees
- unlawful discrimination - see how to prevent discrimination and value diversity
The duty to provide a grievance procedure
You should provide each of your employees with a written grievance procedure. Your procedure should - at the very least - follow the good practice principles set out in the Labour Relations Agency (LRA) code of practice on disciplinary and grievance procedures.
If you unreasonably fail to follow the code and the issue ends up at an industrial tribunal, the tribunal could increase the employee's compensation by up to 50%.
The content of a grievance procedure
The exact nature of your procedure will depend on the size and structure of your organisation.
However, any grievance procedure should:
- Be simple and easy to follow.
- Allow for proceedings to be kept confidential.
- Aim to settle grievances fairly and quickly.
- State how and with whom to raise the grievance in the first place.
- Indicate that you will try to resolve most grievances informally, eg by discussions with the employee's immediate manager.
- Identify an alternative person with whom a grievance should be raised if the usual person is the subject of the grievance. For example, if the line manager is the person with whom grievances should be first raised but they are the subject of the grievance, the procedure should name someone else, eg the line manager's manager.
- Set out to whom the employee should appeal if they are not satisfied with the outcome of the initial grievance hearing - see appeals against grievance decisions.
- State that, if possible, a manager previously uninvolved in the matter will hear the appeal.
- Give time limits for each stage, particularly for lodging and hearing the appeal.
- Highlight that the employee has the right to be accompanied by a fellow worker or Trade Union Official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion.
Help to write a grievance procedure
If you require further help drawing up your grievance procedure, the LRA has a free employment document toolkit. Once employers are registered they can unlock free core employment guides to help them build documents, policies, and procedures for their own organisation. Find out how to access the LRA's free employment document toolkit.
Consulting employees on your grievance procedure
You should involve your employees and, where appropriate, their representatives, when putting together your grievance procedure.
If you have any workplace representatives, it may be advisable for you to carry out this consultation through them, ie either with the recognised trade union or, if there is none, elected employee representatives.
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Source URL
/content/writing-your-grievance-procedure
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Preparing for a grievance hearing
What you must do before you hold a grievance hearing to ensure that it runs as smoothly as possible.
Before you hold a grievance hearing:
- Read through your grievance procedure so that you apply it correctly.
- Read through the Labour Relations Agency (LRA) Code of Practice on Disciplinary and Grievance Procedures.
- Carry out a full investigation, if necessary, eg where the employee is accusing a colleague of sexual harassment.
- Obtain statements from any witnesses and share them with the employee.
- Make sure you have all relevant facts and documents available for the hearing.
- Arrange for someone to take notes.
- Arrange a suitable time, date, and venue for the hearing.
- Give the employee plenty of notice of the meeting so they can prepare their case and consult any representatives. Remind them that they have the right to be accompanied at the hearing by a colleague or trade union official.
- Where appropriate, interview any manager or witnesses.
It may be necessary to have more than one grievance meeting when dealing with a grievance.
You may not have access to all of the information listed above before the first meeting. For example, the employee may provide you with information on witnesses at the meeting and you may need to investigate further, interview the witnesses concerned, and meet again with the employee who has raised the grievance.
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Source URL
/content/preparing-grievance-hearing
Links
Holding a grievance hearing
How to run a grievance hearing, informing the employee of its outcome and dealing with delays.
For any grievance hearing, you should:
- ensure that it's private and won't be interrupted
- if the grievance concerns a line manager, consider who else can hear the complaint
- tell the employee about the right to be accompanied by a work colleague or trade union official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion
- introduce everyone and explain why they are present
- explain the reason for the hearing and how it will be conducted
- listen carefully to the person's explanation of the problem - consider whether there is another issue that might be the root cause of the grievance
- listen to any conflicting points of view
- weigh up all the evidence to see whether there is an issue you need to address
- consider adjourning the meeting if further advice or information needs to be sought
- avoid snap decisions even if the solution initially seems obvious - consider possible repercussions
It's crucial that you deal with grievances sensitively and in the strictest confidence, particularly where they concern other employees. You'll need to develop specific procedures for very sensitive claims involving unfair treatment, eg discrimination, bullying, or harassment. Read more on bullying and harassment.
Making the decision
Once the hearing is over:
- decide what action to take - try to balance fairness to the person who raised the grievance without compromising the business or other employees
- inform the person who raised the grievance and, where appropriate, any other concerned parties - in writing - of your decision and the appeal process - read more on appeals against grievance decisions
- the person who raised the grievance should be given a full explanation as to how the decision was reached
- review your grievance procedure - if this particular claim has highlighted problems
Dealing with delays
If the employee is genuinely unable to attend the grievance hearing, eg because they are ill, offer them a reasonable date and time as an alternative.
You should let your employee know that decisions may be taken in their absence if they fail to attend rearranged meetings without good reason.
If the employee's companion cannot make the rearranged hearing, the employee must propose another date and time no more than five working days after the day proposed by you.
If the employee fails to attend the rearranged hearing without good reason, this stage of the procedure is complete and you can make your decision there and then. Don't forget that you will still have to tell the employee in writing of the decision and that they have the right to appeal.
If you cannot make the rearranged hearing, you must offer the employee a reasonable alternative date and time.
Dealing with long-term absence
An employee may become anxious and stressed in the run-up to a grievance hearing, for example, if their grievance relates to another employee and they have to face this person at work. This can lead in some cases to them being absent for weeks or even months due to stress-related illness.
If this situation arises, you can ask the employee's GP and/or an occupational health specialist for a medical report. You must gain the employee's agreement before doing so.
You should ask for the report to state whether or not the worker is fit enough to attend a hearing in the near future:
- If they are deemed fit enough, you should arrange the hearing with the employee in the normal way.
- If not, you might not be able to complete the grievance procedure without unreasonable delay. In this situation, depending on the circumstances, you may be able to treat the procedure as having been completed and make a decision in the employee's absence. However, you should still tell the worker that they can supply written representation or other material if they wish.
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Source URL
/content/holding-grievance-hearing
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Appeals against grievance decisions
What an employer can do when an employee appeals against the decision of the first grievance hearing.
An employee has the right to appeal against an employer's decision following the grievance hearing. You must notify them of this right when you write to give them your decision. Give them a deadline to notify you of their intention to appeal against the grievance, eg within five working days.
If the employee chooses to appeal, you must try to hold the appeal hearing without unnecessary delay.
Preparing for an appeal hearing
Before you hold an appeal hearing:
- Read through your grievance procedure to ensure that you are applying it correctly.
- Make sure you have all relevant facts and documents, especially if you have come across new evidence since the first hearing.
- Arrange for someone to take notes.
- Arrange a suitable date and venue for the appeal hearing.
- Inform the employee in plenty of time so they can prepare their case and consult any representatives. Remind them that they have the right to be accompanied at the hearing by a colleague or trade union official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion.
- If the appeal concerns new evidence it may be necessary to interview any manager and/or witnesses.
- This may involve obtaining additional statements.
Holding an appeal hearing
The principles for holding an appeal hearing are generally the same as for the initial grievance hearing - read more on holding a grievance hearing.
However, at the appeal hearing, you should also consider:
- the reasoning behind the appeal
- any new evidence since the earlier decision
Ideally the person hearing the appeal shouldn't be the same person who heard the initial grievance hearing, eg a more senior manager who has not been involved with the grievance process at all. They will be able to hear any appeal without having any assumptions.
However, where the person hearing the appeal is the same person who heard the first hearing, they should act impartially and make sure they review the original decision carefully.
You should write to the employee with your decision and the reason for it as soon as possible after the hearing. Make it clear, if this is the case, that the decision is final.
Dealing with delays to appeal hearings
If the employee is genuinely unable to attend the appeal hearing, eg because they are ill, offer them a reasonable date and time as an alternative.
If the employee's companion cannot make the rearranged hearing, the employee must propose another date and time no more than five working days after your proposed date.
If the employee fails to attend the rearranged hearing, this stage of the procedure is complete and you can make your decision there and then. Don't forget that you will still have to tell the employee in writing of the decision.
If you cannot make the rearranged hearing, you must offer the employee an alternative at a reasonable date and time.
It is important that you notify the employee as soon as possible of any delays to the appeal process. If you fail to do so, an industrial tribunal could increase any compensation awarded against you.
Alternative Dispute Resolution
There may be circumstances where the employer and employee feel it would be beneficial to involve a third party to help in resolving the issue, through, for example, mediation. In such instances the grievance procedure may be temporarily set aside. Where this is the case the procedure should explain where and when mediators may be used.
Mediation is a process whereby an independent third party intervenes in a workplace dispute to assist the parties to reach a satisfactory outcome. The Labour Relations Agency (LRA) can provide a mediation service to assist the parties. You can also contact the LRA directly on Tel 03300 555 300 for further information.
Developed withActionsAlso on this siteContent category
Source URL
/content/appeals-against-grievance-decisions
Links
Preparing for a grievance hearing
Grievance procedures and the employment contract
How to communicate your grievance procedure and whether or not to make it contractual.
By law, you must inform each employee of:
- the name of the person to whom they should apply to seek redress for a grievance
- how they should make this application
This information can be included in the employee's written statement of employment or the written statement may refer the employee to a document where they may find it, eg in a staff handbook.
If you fail to provide this information to an employee, and they succeed in another industrial tribunal claim against you, eg unlawful discrimination, they could be awarded two or four weeks' pay for this lapse.
The contractual status of grievance procedures
Your grievance procedure may not form part of an employment contract. Therefore, an employee may not be able to claim a breach of contract if you fail to follow it. If there is a dispute over this, it will be up to an industrial tribunal to decide on the outcome.
However, if you do choose to make your procedure contractual and you fail to follow it when dealing with a grievance, the employee could bring a breach of contract claim against you.
Read more on the employment contract.
Developed withActionsAlso on this siteContent category
Source URL
/content/grievance-procedures-and-employment-contract
Links
Writing your grievance procedure
A grievance procedure deals with grievances in a fair and reasonable manner.
If an employee has concerns or complaints about their work, employment terms, working conditions, or relationships with colleagues, they may want to discuss them or bring them to your attention. They will then want you to address and, if possible, resolve these grievances.
The best way to do this is to have a grievance procedure. If it deals with grievances in a fair and reasonable manner, you're much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend any industrial tribunal claim for:
- constructive dismissal - see dismissing employees
- unlawful discrimination - see how to prevent discrimination and value diversity
The duty to provide a grievance procedure
You should provide each of your employees with a written grievance procedure. Your procedure should - at the very least - follow the good practice principles set out in the Labour Relations Agency (LRA) code of practice on disciplinary and grievance procedures.
If you unreasonably fail to follow the code and the issue ends up at an industrial tribunal, the tribunal could increase the employee's compensation by up to 50%.
The content of a grievance procedure
The exact nature of your procedure will depend on the size and structure of your organisation.
However, any grievance procedure should:
- Be simple and easy to follow.
- Allow for proceedings to be kept confidential.
- Aim to settle grievances fairly and quickly.
- State how and with whom to raise the grievance in the first place.
- Indicate that you will try to resolve most grievances informally, eg by discussions with the employee's immediate manager.
- Identify an alternative person with whom a grievance should be raised if the usual person is the subject of the grievance. For example, if the line manager is the person with whom grievances should be first raised but they are the subject of the grievance, the procedure should name someone else, eg the line manager's manager.
- Set out to whom the employee should appeal if they are not satisfied with the outcome of the initial grievance hearing - see appeals against grievance decisions.
- State that, if possible, a manager previously uninvolved in the matter will hear the appeal.
- Give time limits for each stage, particularly for lodging and hearing the appeal.
- Highlight that the employee has the right to be accompanied by a fellow worker or Trade Union Official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion.
Help to write a grievance procedure
If you require further help drawing up your grievance procedure, the LRA has a free employment document toolkit. Once employers are registered they can unlock free core employment guides to help them build documents, policies, and procedures for their own organisation. Find out how to access the LRA's free employment document toolkit.
Consulting employees on your grievance procedure
You should involve your employees and, where appropriate, their representatives, when putting together your grievance procedure.
If you have any workplace representatives, it may be advisable for you to carry out this consultation through them, ie either with the recognised trade union or, if there is none, elected employee representatives.
Developed withActionsContent category
Source URL
/content/writing-your-grievance-procedure
Links
Preparing for a grievance hearing
What you must do before you hold a grievance hearing to ensure that it runs as smoothly as possible.
Before you hold a grievance hearing:
- Read through your grievance procedure so that you apply it correctly.
- Read through the Labour Relations Agency (LRA) Code of Practice on Disciplinary and Grievance Procedures.
- Carry out a full investigation, if necessary, eg where the employee is accusing a colleague of sexual harassment.
- Obtain statements from any witnesses and share them with the employee.
- Make sure you have all relevant facts and documents available for the hearing.
- Arrange for someone to take notes.
- Arrange a suitable time, date, and venue for the hearing.
- Give the employee plenty of notice of the meeting so they can prepare their case and consult any representatives. Remind them that they have the right to be accompanied at the hearing by a colleague or trade union official.
- Where appropriate, interview any manager or witnesses.
It may be necessary to have more than one grievance meeting when dealing with a grievance.
You may not have access to all of the information listed above before the first meeting. For example, the employee may provide you with information on witnesses at the meeting and you may need to investigate further, interview the witnesses concerned, and meet again with the employee who has raised the grievance.
Developed withActionsAlso on this siteContent category
Source URL
/content/preparing-grievance-hearing
Links
Holding a grievance hearing
How to run a grievance hearing, informing the employee of its outcome and dealing with delays.
For any grievance hearing, you should:
- ensure that it's private and won't be interrupted
- if the grievance concerns a line manager, consider who else can hear the complaint
- tell the employee about the right to be accompanied by a work colleague or trade union official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion
- introduce everyone and explain why they are present
- explain the reason for the hearing and how it will be conducted
- listen carefully to the person's explanation of the problem - consider whether there is another issue that might be the root cause of the grievance
- listen to any conflicting points of view
- weigh up all the evidence to see whether there is an issue you need to address
- consider adjourning the meeting if further advice or information needs to be sought
- avoid snap decisions even if the solution initially seems obvious - consider possible repercussions
It's crucial that you deal with grievances sensitively and in the strictest confidence, particularly where they concern other employees. You'll need to develop specific procedures for very sensitive claims involving unfair treatment, eg discrimination, bullying, or harassment. Read more on bullying and harassment.
Making the decision
Once the hearing is over:
- decide what action to take - try to balance fairness to the person who raised the grievance without compromising the business or other employees
- inform the person who raised the grievance and, where appropriate, any other concerned parties - in writing - of your decision and the appeal process - read more on appeals against grievance decisions
- the person who raised the grievance should be given a full explanation as to how the decision was reached
- review your grievance procedure - if this particular claim has highlighted problems
Dealing with delays
If the employee is genuinely unable to attend the grievance hearing, eg because they are ill, offer them a reasonable date and time as an alternative.
You should let your employee know that decisions may be taken in their absence if they fail to attend rearranged meetings without good reason.
If the employee's companion cannot make the rearranged hearing, the employee must propose another date and time no more than five working days after the day proposed by you.
If the employee fails to attend the rearranged hearing without good reason, this stage of the procedure is complete and you can make your decision there and then. Don't forget that you will still have to tell the employee in writing of the decision and that they have the right to appeal.
If you cannot make the rearranged hearing, you must offer the employee a reasonable alternative date and time.
Dealing with long-term absence
An employee may become anxious and stressed in the run-up to a grievance hearing, for example, if their grievance relates to another employee and they have to face this person at work. This can lead in some cases to them being absent for weeks or even months due to stress-related illness.
If this situation arises, you can ask the employee's GP and/or an occupational health specialist for a medical report. You must gain the employee's agreement before doing so.
You should ask for the report to state whether or not the worker is fit enough to attend a hearing in the near future:
- If they are deemed fit enough, you should arrange the hearing with the employee in the normal way.
- If not, you might not be able to complete the grievance procedure without unreasonable delay. In this situation, depending on the circumstances, you may be able to treat the procedure as having been completed and make a decision in the employee's absence. However, you should still tell the worker that they can supply written representation or other material if they wish.
Developed withActionsAlso on this siteContent category
Source URL
/content/holding-grievance-hearing
Links
Appeals against grievance decisions
What an employer can do when an employee appeals against the decision of the first grievance hearing.
An employee has the right to appeal against an employer's decision following the grievance hearing. You must notify them of this right when you write to give them your decision. Give them a deadline to notify you of their intention to appeal against the grievance, eg within five working days.
If the employee chooses to appeal, you must try to hold the appeal hearing without unnecessary delay.
Preparing for an appeal hearing
Before you hold an appeal hearing:
- Read through your grievance procedure to ensure that you are applying it correctly.
- Make sure you have all relevant facts and documents, especially if you have come across new evidence since the first hearing.
- Arrange for someone to take notes.
- Arrange a suitable date and venue for the appeal hearing.
- Inform the employee in plenty of time so they can prepare their case and consult any representatives. Remind them that they have the right to be accompanied at the hearing by a colleague or trade union official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion.
- If the appeal concerns new evidence it may be necessary to interview any manager and/or witnesses.
- This may involve obtaining additional statements.
Holding an appeal hearing
The principles for holding an appeal hearing are generally the same as for the initial grievance hearing - read more on holding a grievance hearing.
However, at the appeal hearing, you should also consider:
- the reasoning behind the appeal
- any new evidence since the earlier decision
Ideally the person hearing the appeal shouldn't be the same person who heard the initial grievance hearing, eg a more senior manager who has not been involved with the grievance process at all. They will be able to hear any appeal without having any assumptions.
However, where the person hearing the appeal is the same person who heard the first hearing, they should act impartially and make sure they review the original decision carefully.
You should write to the employee with your decision and the reason for it as soon as possible after the hearing. Make it clear, if this is the case, that the decision is final.
Dealing with delays to appeal hearings
If the employee is genuinely unable to attend the appeal hearing, eg because they are ill, offer them a reasonable date and time as an alternative.
If the employee's companion cannot make the rearranged hearing, the employee must propose another date and time no more than five working days after your proposed date.
If the employee fails to attend the rearranged hearing, this stage of the procedure is complete and you can make your decision there and then. Don't forget that you will still have to tell the employee in writing of the decision.
If you cannot make the rearranged hearing, you must offer the employee an alternative at a reasonable date and time.
It is important that you notify the employee as soon as possible of any delays to the appeal process. If you fail to do so, an industrial tribunal could increase any compensation awarded against you.
Alternative Dispute Resolution
There may be circumstances where the employer and employee feel it would be beneficial to involve a third party to help in resolving the issue, through, for example, mediation. In such instances the grievance procedure may be temporarily set aside. Where this is the case the procedure should explain where and when mediators may be used.
Mediation is a process whereby an independent third party intervenes in a workplace dispute to assist the parties to reach a satisfactory outcome. The Labour Relations Agency (LRA) can provide a mediation service to assist the parties. You can also contact the LRA directly on Tel 03300 555 300 for further information.
Developed withActionsAlso on this siteContent category
Source URL
/content/appeals-against-grievance-decisions
Links
Grievance procedures and the employment contract
Grievance procedures and the employment contract
How to communicate your grievance procedure and whether or not to make it contractual.
By law, you must inform each employee of:
- the name of the person to whom they should apply to seek redress for a grievance
- how they should make this application
This information can be included in the employee's written statement of employment or the written statement may refer the employee to a document where they may find it, eg in a staff handbook.
If you fail to provide this information to an employee, and they succeed in another industrial tribunal claim against you, eg unlawful discrimination, they could be awarded two or four weeks' pay for this lapse.
The contractual status of grievance procedures
Your grievance procedure may not form part of an employment contract. Therefore, an employee may not be able to claim a breach of contract if you fail to follow it. If there is a dispute over this, it will be up to an industrial tribunal to decide on the outcome.
However, if you do choose to make your procedure contractual and you fail to follow it when dealing with a grievance, the employee could bring a breach of contract claim against you.
Read more on the employment contract.
Developed withActionsAlso on this siteContent category
Source URL
/content/grievance-procedures-and-employment-contract
Links
Writing your grievance procedure
A grievance procedure deals with grievances in a fair and reasonable manner.
If an employee has concerns or complaints about their work, employment terms, working conditions, or relationships with colleagues, they may want to discuss them or bring them to your attention. They will then want you to address and, if possible, resolve these grievances.
The best way to do this is to have a grievance procedure. If it deals with grievances in a fair and reasonable manner, you're much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend any industrial tribunal claim for:
- constructive dismissal - see dismissing employees
- unlawful discrimination - see how to prevent discrimination and value diversity
The duty to provide a grievance procedure
You should provide each of your employees with a written grievance procedure. Your procedure should - at the very least - follow the good practice principles set out in the Labour Relations Agency (LRA) code of practice on disciplinary and grievance procedures.
If you unreasonably fail to follow the code and the issue ends up at an industrial tribunal, the tribunal could increase the employee's compensation by up to 50%.
The content of a grievance procedure
The exact nature of your procedure will depend on the size and structure of your organisation.
However, any grievance procedure should:
- Be simple and easy to follow.
- Allow for proceedings to be kept confidential.
- Aim to settle grievances fairly and quickly.
- State how and with whom to raise the grievance in the first place.
- Indicate that you will try to resolve most grievances informally, eg by discussions with the employee's immediate manager.
- Identify an alternative person with whom a grievance should be raised if the usual person is the subject of the grievance. For example, if the line manager is the person with whom grievances should be first raised but they are the subject of the grievance, the procedure should name someone else, eg the line manager's manager.
- Set out to whom the employee should appeal if they are not satisfied with the outcome of the initial grievance hearing - see appeals against grievance decisions.
- State that, if possible, a manager previously uninvolved in the matter will hear the appeal.
- Give time limits for each stage, particularly for lodging and hearing the appeal.
- Highlight that the employee has the right to be accompanied by a fellow worker or Trade Union Official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion.
Help to write a grievance procedure
If you require further help drawing up your grievance procedure, the LRA has a free employment document toolkit. Once employers are registered they can unlock free core employment guides to help them build documents, policies, and procedures for their own organisation. Find out how to access the LRA's free employment document toolkit.
Consulting employees on your grievance procedure
You should involve your employees and, where appropriate, their representatives, when putting together your grievance procedure.
If you have any workplace representatives, it may be advisable for you to carry out this consultation through them, ie either with the recognised trade union or, if there is none, elected employee representatives.
Developed withActionsContent category
Source URL
/content/writing-your-grievance-procedure
Links
Preparing for a grievance hearing
What you must do before you hold a grievance hearing to ensure that it runs as smoothly as possible.
Before you hold a grievance hearing:
- Read through your grievance procedure so that you apply it correctly.
- Read through the Labour Relations Agency (LRA) Code of Practice on Disciplinary and Grievance Procedures.
- Carry out a full investigation, if necessary, eg where the employee is accusing a colleague of sexual harassment.
- Obtain statements from any witnesses and share them with the employee.
- Make sure you have all relevant facts and documents available for the hearing.
- Arrange for someone to take notes.
- Arrange a suitable time, date, and venue for the hearing.
- Give the employee plenty of notice of the meeting so they can prepare their case and consult any representatives. Remind them that they have the right to be accompanied at the hearing by a colleague or trade union official.
- Where appropriate, interview any manager or witnesses.
It may be necessary to have more than one grievance meeting when dealing with a grievance.
You may not have access to all of the information listed above before the first meeting. For example, the employee may provide you with information on witnesses at the meeting and you may need to investigate further, interview the witnesses concerned, and meet again with the employee who has raised the grievance.
Developed withActionsAlso on this siteContent category
Source URL
/content/preparing-grievance-hearing
Links
Holding a grievance hearing
How to run a grievance hearing, informing the employee of its outcome and dealing with delays.
For any grievance hearing, you should:
- ensure that it's private and won't be interrupted
- if the grievance concerns a line manager, consider who else can hear the complaint
- tell the employee about the right to be accompanied by a work colleague or trade union official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion
- introduce everyone and explain why they are present
- explain the reason for the hearing and how it will be conducted
- listen carefully to the person's explanation of the problem - consider whether there is another issue that might be the root cause of the grievance
- listen to any conflicting points of view
- weigh up all the evidence to see whether there is an issue you need to address
- consider adjourning the meeting if further advice or information needs to be sought
- avoid snap decisions even if the solution initially seems obvious - consider possible repercussions
It's crucial that you deal with grievances sensitively and in the strictest confidence, particularly where they concern other employees. You'll need to develop specific procedures for very sensitive claims involving unfair treatment, eg discrimination, bullying, or harassment. Read more on bullying and harassment.
Making the decision
Once the hearing is over:
- decide what action to take - try to balance fairness to the person who raised the grievance without compromising the business or other employees
- inform the person who raised the grievance and, where appropriate, any other concerned parties - in writing - of your decision and the appeal process - read more on appeals against grievance decisions
- the person who raised the grievance should be given a full explanation as to how the decision was reached
- review your grievance procedure - if this particular claim has highlighted problems
Dealing with delays
If the employee is genuinely unable to attend the grievance hearing, eg because they are ill, offer them a reasonable date and time as an alternative.
You should let your employee know that decisions may be taken in their absence if they fail to attend rearranged meetings without good reason.
If the employee's companion cannot make the rearranged hearing, the employee must propose another date and time no more than five working days after the day proposed by you.
If the employee fails to attend the rearranged hearing without good reason, this stage of the procedure is complete and you can make your decision there and then. Don't forget that you will still have to tell the employee in writing of the decision and that they have the right to appeal.
If you cannot make the rearranged hearing, you must offer the employee a reasonable alternative date and time.
Dealing with long-term absence
An employee may become anxious and stressed in the run-up to a grievance hearing, for example, if their grievance relates to another employee and they have to face this person at work. This can lead in some cases to them being absent for weeks or even months due to stress-related illness.
If this situation arises, you can ask the employee's GP and/or an occupational health specialist for a medical report. You must gain the employee's agreement before doing so.
You should ask for the report to state whether or not the worker is fit enough to attend a hearing in the near future:
- If they are deemed fit enough, you should arrange the hearing with the employee in the normal way.
- If not, you might not be able to complete the grievance procedure without unreasonable delay. In this situation, depending on the circumstances, you may be able to treat the procedure as having been completed and make a decision in the employee's absence. However, you should still tell the worker that they can supply written representation or other material if they wish.
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Appeals against grievance decisions
What an employer can do when an employee appeals against the decision of the first grievance hearing.
An employee has the right to appeal against an employer's decision following the grievance hearing. You must notify them of this right when you write to give them your decision. Give them a deadline to notify you of their intention to appeal against the grievance, eg within five working days.
If the employee chooses to appeal, you must try to hold the appeal hearing without unnecessary delay.
Preparing for an appeal hearing
Before you hold an appeal hearing:
- Read through your grievance procedure to ensure that you are applying it correctly.
- Make sure you have all relevant facts and documents, especially if you have come across new evidence since the first hearing.
- Arrange for someone to take notes.
- Arrange a suitable date and venue for the appeal hearing.
- Inform the employee in plenty of time so they can prepare their case and consult any representatives. Remind them that they have the right to be accompanied at the hearing by a colleague or trade union official (who may be either a full-time official employed by a union or a lay union official who has been reasonably certified in writing by his/her union as having experience of or as having received training in, acting as a worker's companion.
- If the appeal concerns new evidence it may be necessary to interview any manager and/or witnesses.
- This may involve obtaining additional statements.
Holding an appeal hearing
The principles for holding an appeal hearing are generally the same as for the initial grievance hearing - read more on holding a grievance hearing.
However, at the appeal hearing, you should also consider:
- the reasoning behind the appeal
- any new evidence since the earlier decision
Ideally the person hearing the appeal shouldn't be the same person who heard the initial grievance hearing, eg a more senior manager who has not been involved with the grievance process at all. They will be able to hear any appeal without having any assumptions.
However, where the person hearing the appeal is the same person who heard the first hearing, they should act impartially and make sure they review the original decision carefully.
You should write to the employee with your decision and the reason for it as soon as possible after the hearing. Make it clear, if this is the case, that the decision is final.
Dealing with delays to appeal hearings
If the employee is genuinely unable to attend the appeal hearing, eg because they are ill, offer them a reasonable date and time as an alternative.
If the employee's companion cannot make the rearranged hearing, the employee must propose another date and time no more than five working days after your proposed date.
If the employee fails to attend the rearranged hearing, this stage of the procedure is complete and you can make your decision there and then. Don't forget that you will still have to tell the employee in writing of the decision.
If you cannot make the rearranged hearing, you must offer the employee an alternative at a reasonable date and time.
It is important that you notify the employee as soon as possible of any delays to the appeal process. If you fail to do so, an industrial tribunal could increase any compensation awarded against you.
Alternative Dispute Resolution
There may be circumstances where the employer and employee feel it would be beneficial to involve a third party to help in resolving the issue, through, for example, mediation. In such instances the grievance procedure may be temporarily set aside. Where this is the case the procedure should explain where and when mediators may be used.
Mediation is a process whereby an independent third party intervenes in a workplace dispute to assist the parties to reach a satisfactory outcome. The Labour Relations Agency (LRA) can provide a mediation service to assist the parties. You can also contact the LRA directly on Tel 03300 555 300 for further information.
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Why does bullying and harassment occur?
In this guide:
- Bullying and harassment
- What is meant by bullying and harassment?
- Why does bullying and harassment occur?
- The impact of bullying and harassment
- Recognising bullying or harassment
- Preventing bullying and harassment
- Drawing up an anti-bullying and harassment policy
- Dealing with bullying and harassment claims
What is meant by bullying and harassment?
Offensive or insulting behaviour such as verbal abuse or public humiliation can make employees unhappy or fearful.
Harassment - in relation to employment - has a legal definition, but bullying does not.
Bullying
There is no single legal definition of bullying, but it can include:
- offensive or insulting behaviour by another employee which makes an individual feel threatened, or taken advantage of
- humiliation of an employee
- less obvious ways of making an employee feel frightened or demoralised
Common forms of bullying
Some common forms of bullying are:
- verbal abuse - eg persistent taunting
- physical violence or violent gestures
- public humiliation of an employee
Subtle forms of bullying
However, bullying can be more subtle, such as:
- giving someone an impossible deadline
- removing an employee's responsibilities and giving them more menial tasks
- withholding information or giving false information
- excluding them from a meeting or meetings relevant to them
Harassment
Harassment on the grounds of, or in some cases, related to the following is explicitly prohibited in employment and vocational training:
- sex, including pregnancy and maternity
- marital/civil partnership status
- gender reassignment
- race, including colour, nationality, and ethnic or national origins
- disability
- religion/belief or political opinion
- sexual orientation
- age
- sexual harassment
- trade union membership or non-membership
- status as a fixed-term or part-time worker
Definition of harassment
Harassment is defined as any unwanted conduct related to these protected social identities that has the purpose or effect of either:
- violating the dignity of an individual
- creating an intimidating, hostile, degrading, humiliating, or offensive environment for an individual
Note that an employee can claim harassment even if the harassment was not actually directed at them, eg when a female worker overhears a female colleague being verbally harassed by a male colleague and it violates their dignity.
Sexual harassment
Sexual harassment is defined as any form of unwanted verbal, non-verbal, or physical conduct of a sexual nature that has the purpose or effect of either:
- violating an individual's dignity
- creating an intimidating, hostile, degrading, humiliating, or offensive environment for an individual
It can also occur when an individual:
- rejects the unwanted conduct mentioned above or unwanted conduct related to gender reassignment or sex, and
- is treated unfairly as a result
It's important to note that, while sexual harassment is commonly committed by a man against a woman, it can also be committed by a woman against a man, by a man against another man, or by a woman against another woman.
Third-party harassment
It is unlawful to allow an employee to be persistently sexually harassed by a third party, eg a client or customer.
However, you may only be liable for such harassment if:
- you know that the employee has been sexually harassed in the course of their employment on at least two other occasions by a third party, and
- you have not taken reasonable steps to stop it from happening to that person again
Note that it does not matter whether the third party is the same or a different person on each occasion.
Examples of third-party sexual harassment include:
- embarrassing or otherwise offensive jokes
- unwelcome physical contact or sexual advances
- the expression of sexist views
- lewd comments and innuendo
- the sending of offensive emails, text messages, etc
- displays of pornographic material
It is possible that some incidents of harassment may not be covered by the anti-discrimination legislation, as they may actually be incidents of bullying. However, if an employer fails to deal with any form of bullying or harassment, the victim could resign and claim constructive dismissal. Read more on the impact of bullying and harassment.
It is good practice for employers to have a bullying and harassment policy giving written examples of what is unacceptable behaviour in their organisation. See drawing up an anti-bullying and harassment policy.
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Why does bullying and harassment occur?
A look at the reasons why people bully and harass others in the workplace.
Bullying and harassment may occur because of underlying problems in the workplace
Underlying problems that may contribute to bullying and harassment
- Poor job design and work relationships.
- Lack of accountability.
- Existence of a particular culture at work.
- Over-competitive environment.
- Climate of insecurity, for example, fear of redundancy.
- Rigid management style.
- Abuse of power.
- Lack of procedure for resolving problems.
If bullying and/or harassment is a problem in your workplace, try to find out why it's happening before taking action.
Challenge unacceptable behaviour
For example, if a number of employees have started to complain of being on the receiving end of sexist jokes, it may be that there is a culture of sexist banter in your workplace. If so, you could:
- Intervene and caution that such banter is inappropriate and will not be tolerated in the workplace. You could initially deal with this matter informally by indicating the potential for formal action.
- Take some form of disciplinary action against those telling the jokes, eg verbal or written warnings.
- Remind all your staff about your bullying/harassment policy, eg that bullying and harassing colleagues is a serious disciplinary matter.
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The impact of bullying and harassment
A business may be guilty of discrimination, breach of contract or a criminal offence if an employee is bullied or harassed.
Employers should be aware of the potential legal implications of bullying and harassment in the workplace.
Harassment of an employee is a stand-alone offence, but it can amount to:
- unlawful discrimination on the grounds of race, including colour, nationality and ethnic or national origins, sex, including pregnancy and maternity, marital/civil partnership status, gender reassignment, disability, religion/belief or political opinion, sexual orientation, age, trade union membership or non-membership or status as a fixed-term or part-time worker
- a breach of contract, ie a breach of one of the implied terms of any employment contract, such as the duty to provide a safe working environment or to maintain trust and confidence in the employer
- a criminal offence
You could be liable for the actions of your employees unless you have taken reasonable steps to prevent bullying or harassment. Action could still also be taken against you even after a person has left your employment.
Negative impact of bullying and harassment on a business
Bullying and harassment can also have a serious adverse effect on the success of the business leading to reduced productivity and profits.
This is because bullying and harassment can cause:
- low morale and poor employee relations
- loss of respect for managers
- reduced productivity and profits
- increased absenteeism and turnover of staff
- damage to the image/reputation of the business
- irreparably harmed working relationships
- stress-related complaints, absences and claims
- industrial tribunal or other civil court claims
- expensive litigation
- negative publicity
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Recognising bullying or harassment
Look out for absenteeism or a change in behaviour if you suspect an employee is being bullied or harassed.
Bullying and harassment can often be hard for employers to recognise, particularly as it may not be obvious to colleagues of the person being bullied or harassed.
This may be because:
- the harassment or bullying is done in subtle ways
- staff may think it's part of the 'culture' of the workplace
An individual may also be too frightened to report an incident.
A good employer should be aware of this, and keep an eye out for some of the possible signs of bullying and harassment.
Signs of bullying and harassment
Signs of bullying and harassment may include:
Absenteeism
If staff absenteeism is more frequent, or for longer periods than usual.
High staff turnover
Especially if high staff turnover occurs in a specific team area or where staff work for a particular manager.
Stress symptoms
Staff displaying symptoms of stress including fatigue, anxiety, depression, immune system suppression, aches, pains, numbness and panic attacks.
Change in behaviour or performance
A change in an individual's behaviour or a drop in performance at work.
Relationships
Strained relationships and uneasy working relationships, friction and factions.
You should not ignore or leave unchallenged an incident just because the individual does not raise a grievance.
How bullying and harassment can be carried out
Bullying and harassment may be carried out face-to-face. However, it may be done in more underhand ways, such as:
- by letter
- electronically, by email or social networking sites
- by phone or text message
- at work-related social functions
Social media bullying and harassment
Employers need to be aware of the potential for social media to be used for cyber bullying and harassment purposes.
Online bullying and harassment could include:
- Social exclusion - limiting interaction to cliques/groups.
- Posting offensive or threatening comments.
- Posting photographs or videos.
Online bullying may breach an employer's bullying/harassment policy and so should be treated in the same way as if it had occurred in the workplace. If the harassment is related to a particular characteristic of the individual, eg race, sex, religion etc it is prohibited under anti-discrimination legislation.
Dignity at work webinar
The Labour Relations Agency (LRA) dignity at work webinar provides useful information on the topic of bullying and harassment. The webinar addresses the issue of bullying and harassment in the workplace by looking at core issues such as distinguishing bullying from harassment, the law and liability, and the formal and informal approaches to dealing with bullying and harassment. The webinar is suitable for both employers and employees.
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Preventing bullying and harassment
A properly implemented bullying and harassment policy is essential to your business.
Employers are responsible for preventing bullying and harassment, so it is in your interest to have a policy to avoid it and put procedures in place to implement the policy. See drawing up an anti-bullying and harassment policy.
Your responsibility to ensure the policy is implemented
It is your responsibility to make sure that any policy has been properly implemented, is understood by staff, and is being developed, used, and monitored properly. If a tribunal believes that all reasonable steps have been taken by the employer to prevent bullying and harassment, it may avoid liability.
You should make sure that:
- All the management team have a working knowledge of and are seen to be fully committed to the policy.
- You identify who is in overall charge, and in day-to-day charge, of implementing the policy.
- You advise all employees, including managers, of their responsibilities under the policy.
- You have set aside time to train those in charge on their responsibilities.
- The policy covers all the areas covered by anti-discrimination law. See how to prevent discrimination and value diversity.
- The policy is linked to other relevant procedures such as discipline/grievance/social media and any appraisal system for managers.
- You use all appropriate ways to highlight and raise awareness of the policies to your workforce including any induction process.
- You keep a note of complaints so you can detect any patterns of inappropriate behaviour. Remember that an absence of any complaints does not necessarily mean that bullying and harassment are not going on.
- You review the policy from time to time to take account of changes in the law and make sure it's working properly.
- The employee's attention is drawn regularly to aspects of the policy focusing on, for example, the potential for sexual harassment at social events and the protocols regarding this.
- You have been seen to put the procedure into practice eg dealt informally with any inappropriate banter in the workplace.
Dignity at work webinar
The Labour Relations Agency (LRA) dignity at work webinar provides useful information on the topic of bullying and harassment. The webinar addresses the issue of bullying and harassment in the workplace by looking at core issues such as distinguishing bullying from harassment, the law and liability, and the formal and informal approaches to dealing with bullying and harassment. The webinar is suitable for both employers and employees.
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Drawing up an anti-bullying and harassment policy
Consult staff and trade unions when creating procedures to deal with harassment and bullying.
Ideally you should draw up a bullying and harassment policy in consultation with staff and/or their representatives.
For example, trade unions may help you as they may well have experience in handling bullying and harassment cases.
What to include in your bullying and harassment policy
Your policy on bullying and harassment could include:
- An explanation of what the terms mean and that harassment covers all the areas protected by the anti-discrimination laws. See how to prevent discrimination and value diversity.
- Examples of behaviour that could be considered bullying and harassment.
- A statement that bullying and harassment will not be tolerated, and could result in the bully or harasser being subjected to disciplinary action, which may result in dismissal.
- A clear statement on appropriate use of social media and an explanation that inappropriate comments made on social media sites eg Facebook, X, LinkedIn etc about work colleagues, clients, customers or suppliers could lead to disciplinary action being taken against those involved even if made away from the workplace.
- A statement pointing out that bullying and harassment will not be tolerated at work-related events, eg Christmas parties, or training courses - even if they are away from the normal workplace.
- Details of the procedures to be followed if bullying and/or harassment occurs, including both informal and formal approaches and relevant timescales that should be linked to your discipline and grievance procedures.
- Assurance that any complaint will be taken seriously, and treated confidentially and that employees making complaints will be protected from retaliation.
- Assurance that a thorough and fair investigation of a claim will take place.
- A statement that where matters are being handled formally, there will be a meeting with the complainant to discuss the matter further, a decision issued as a result of the meeting and that the employee will have the right of appeal.
- Sources of guidance and support.
- Where the company has trained harassment contact officers/counsellors, the employee could be encouraged to discuss their issues with them in the first instance.
You should also include the name of the person the employee should contact if they wish to raise a complaint about bullying/harassment. This would normally be the line manager or another manager if the employee is uncomfortable raising the issue with their line manager.
Download the Equality Commission's model harassment and bullying policy (DOC, 68K).
Dignity at work webinar
The Labour Relations Agency (LRA) dignity at work webinar provides useful information on the topic of bullying and harassment. The webinar addresses the issue of bullying and harassment in the workplace by looking at core issues such as distinguishing bullying from harassment, the law and liability, and the formal and informal approaches to dealing with bullying and harassment. The webinar is suitable for both employers and employees.
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Dealing with bullying and harassment claims
Set up policies to deal with grievances fairly and sensitively and protect both the complainant and the alleged bully.
You should take bullying or harassment complaints seriously as you can be held liable for harassment suffered by your employees at work or at work-related events.
Draw up an anti-bullying and harassment policy
You should know, and make known to your employees, what approach you will take, for example, by issuing a policy that:
- encourages victims of bullying or harassment to come forward
- provides for an informal route to complain within a formal procedure and balances the interests of the victim and the alleged bully/harasser
- tells staff and trains managers as to what they should do if they become aware of someone being bullied or harassed - see drawing up an anti-bullying and harassment policy
Investigate claims thoroughly and fairly
Bear in mind that a claim could be malicious - to investigate it thoroughly and fairly you should:
- use an impartial, trained investigator
- consider a paid precautionary suspension of the alleged bully or harasser on full pay while the investigation is carried out (such suspension should only be imposed after careful consideration, and only if alternatives, such as transfer to other duties, redeployment without loss of pay or the taking of annual holidays to which the employee is entitled, cannot be agreed)
- review any action taken to ensure it is not unnecessarily protracted - it will be made clear that any action taken is not considered a disciplinary action
- allow both parties to be accompanied to a hearing by a work colleague or accredited trade union representative of their choice
Carefully decide what action to take
Following substantiated claims of bullying and harassment, decide carefully what action you are going to take and whether the employment contract provides for it - whether against the complainant or bully/harasser.
This could be:
- counselling or training
- a formal warning
- suspension
- transfer - only the guilty party should be transferred
- dismissal
Trade union role
Trade unions may have a role in cases of bullying and harassment.
They can provide:
- support for claims
- guidance and support for the complainant or the alleged bully or harasser
- accompaniment to hearings
- help in eliminating a bullying culture
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