Advantages of employing part-time workers
Advantages of employing part-time workers
The benefits to employers of employing a part-time worker.
Employing part-time workers has a range of potential business benefits, such as:
- being an efficient way to keep costs down in areas where you don't yet need full-time cover
- increasing recruitment and retention of staff by offering family-friendly working practices
- being able to show potential clients and customers that you value having a diverse workforce and ethical employment practices
- allowing you to bring in highly skilled and experienced staff members even when you have a fixed budget and can't afford to bring someone in on a full-time basis
- expanding the pool of potential recruits - part-time work tends to attract parents with younger children and older people, who may not want to work full-time but can bring a wealth of skills, experience and expertise
- increasing the ability of your business to respond to change and peaks of demands - for example, you can use more workers at peak times and extend your operating hours by using part-time workers in the evening or at weekends
- helping to reduce the workloads of other workers, eg when you don't have enough work for a new full-time position but are regularly using overtime to meet demands - this can reduce your overtime costs and help prevent the negative effects of stress and fatigue
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Options for part-time working
Considering term-time-only workers and job sharing as options for part-time working.
The most obvious form of part-time working is where the worker simply works fewer than the normal basic full-time hours.
For example, they could work:
- every weekday morning, afternoon or evening
- a full day every Monday, Tuesday and Thursday
- weekend shifts and the occasional evening shift in the week
However, there are other part-time working options that may suit your business needs:
- term-time-only workers tend to be parents who work during term time and take paid or unpaid leave during school holidays
- job-sharing is where two or more people share the responsibilities, pay and benefits of a full-time job - see introducing job-sharing
Alternatives to part-time working
If you feel that part-time working doesn't suit a particular job or your business as a whole, you could consider other types of flexible working.
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Recruiting and managing part-time workers
How employers can bring part-time workers into their business.
If you decide to employ part-time workers, you should ensure that:
- the roles suit part-time working arrangements
- your recruitment process is convenient for potential candidates
- you can effectively communicate with and manage part-time workers
Designing part-time jobs
When designing a job for a part-time worker, you first need to specify what you want the jobholder to achieve.
Think carefully about the tasks that they need to do to achieve these objectives. These will determine how much flexibility there is around the hours the jobholder must work.
When determining working hours, consider:
- how much time is needed to do each task
- whether the tasks require someone to work at a specific time or can be done at any time
- how the jobholder will fit into the existing structure of your business
It is important to consider the skills and personal attributes needed to perform the role effectively and specify these in the person specification.
Do not include any requirements that are not necessary to succeed in the post and that might exclude some candidates.
Recruiting for part-time jobs
When advertising for jobs, make it clear whether the job is either purely part-time or part of a job-share - see introducing job-sharing.
Think creatively about how to reach experienced workers who may be looking for part-time work, eg parents with young children, carers, and older people.
Try to arrange interviews and other stages of the recruitment process at times that are convenient for those applying for the job, eg if the job is for part-time evening work, hold interviews during the evening.
Managing part-time workers
Make sure that:
- your part-time workers receive all staff communications
- you inform them of all major decisions affecting their jobs
This may require you to contact - by phone, email, or text message - those part-time workers who are not in the workplace when you send out messages for the first time.
You could consider setting core hours during the week when all staff will be present. This is a time when you can hold meetings and make or communicate important decisions.
If there isn't a time when all workers are in the workplace, vary the times of key meetings so everyone can attend at least some of the time. Ensure that the outcomes of meetings are shared with workers who were not there.
To help you manage your part-time workers more easily, try to find out if they:
- have any flexibility to work additional hours on major projects or to attend meetings outside their scheduled hours
- are happy for you to contact them outside of their normal working hours
Make sure that any part-time staff has opportunities to attend training courses offered to full-time staff.
This might mean you have to offer training courses that can be delivered more flexibly. For example, a course could:
- have an element of home study time
- be condensed into two days instead of three
- be made up of short units that the worker can complete whenever they are at work
External help for introducing part-time working
There are a number of organisations that can advise you on introducing part-time employment in your business.
The Labour Relations Agency (LRA) provides free advice and guidance on the employment rights of part-time workers.
The Jobs & Benefits Office can help you fill both part-time and full-time vacancies. Support varies from recruitment planning right through to practical vacancy filling, including matching and sorting of application forms.
In many regions, there are specialist organisations that can help employers to implement flexible working - including part-time working - and to recruit suitable candidates.
For more information on the provision in your area, you should contact your local enterprise agency.
You could also try picking up tips from other employers that have already employed part-time workers successfully.
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Part-time workers' rights
The right of part-time workers to receive the same pay, equal treatment and pro rata contractual benefits.
All workers have basic employment protection rights - regardless of whether they work full or part-time.
Part-time workers must be treated equally to comparable full-time workers who work for the same employer and do similar work under the same type of employment contract.
Pay for part-time workers
Compared with full-time workers, part-time workers should receive equal:
Rates of pay
Part-time workers must receive the same rate of pay as full-time workers carrying out work of equal value.
Overtime pay
But only once they have worked more than the normal full-time hours of a comparable full-time worker, eg if a comparable full-time worker normally works 40 hours per week, a part-time worker working 20 hours per week would have to work another 20 hours before receiving overtime pay.
Enhanced rates of pay
For working outside normal contractual hours, eg bonus pay, shift allowances, unsocial hours payments and weekend payments.
Equal treatment of part-time workers
Compared with full-time workers, part-time workers should receive equal:
- access to any occupational pension scheme
- access to training and career development - when scheduling training courses, you should do as much as possible to include part-time workers
- rights to career breaks
- rights to receive enhanced sick, maternity, paternity and adoption leave and pay
- parental leave and other time off rights eg dependents' leave
- consideration for promotion
- the fact that an employee works part-time cannot be used as a reason for selection for transfer or redundancy
Pro rata contractual benefits
Part-time workers have the right to receive contractual benefits pro rata, ie in proportion to the hours they work.
This applies to benefits such as:
- paid annual leave above the statutory minimum
- company cars
- staff discounts
- health insurance
- subsidised mortgages
- profit-sharing and share-option schemes
For example, if you allow your full-time workers 30 days' paid annual leave, a part-time worker working three days a week would be entitled to 18 days.
If you cannot easily divide a benefit, eg health insurance or a car, you could withhold it from part-time workers. However, you must justify this decision on objective grounds.
The best thing to do is to work out the cash value of the benefit and give the appropriate pro rata amount to the part-time worker. For example, you could calculate the financial benefit of a company car and pay half that amount to part-time workers who work half the number of hours of full-time workers.
Term-time / part-year workers
Case law has determined that workers employed on a continuous contract throughout the year, and who work for varying hours during certain weeks of the year, such as those who work only term time, are entitled to 5.6 weeks of leave each year. This entitlement applies regardless of the fact that there are some weeks in the year when they do not work.
In such instances, holiday pay is calculated by averaging the pay received during the 12 weeks prior to the commencement of their leave. If there are weeks during the 12-week period where no pay was received, these weeks are disregarded and the employer must count back to include a total of 12 weeks in which pay was received.
Although there may be times when a part-year worker receives a higher payment than a full-time worker, this is compliant with the Part-time Workers (Prevention of Less Favourable Treatment) Regulations (Northern Ireland) 2000, as the part-time worker is not being treated less favourably. There is no legislative provision to prevent part-time workers from being treated more favourably.
Justifying less favourable treatment
You should generally treat full-time and part-time workers equally. You will only be able to justify less favourable treatment if it can be shown objectively that it is necessary and appropriate to achieve a legitimate business objective.
For instance, you may be justified in withholding health insurance if you can show that the cost of providing this benefit is disproportionate.
In the case of share-option schemes, you may be able to justify the exclusion of a part-time worker where the value of the share options is so small that the potential benefit to the part-timer of the options is less than the likely cost of realising them.
Complaints of less favourable treatment
Part-time workers who believe you have treated them less favourably can ask you for a written statement of reasons for this. You have 21 days in which to respond.
Part-time workers who still believe you are treating them less favourably, and don't believe you have objectively justified this, can make a complaint to an industrial tribunal. A tribunal can make you pay compensation if they find it in the part-time worker's favour.
The Labour Relations Agency provides an alternative to the Industrial Tribunal under the Labour Relations Agency Arbitration Scheme. Under the Scheme, claimants and respondents can choose to refer a claim to an arbitrator to decide instead of going to a tribunal. The arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
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Introducing job-sharing
Job-sharing is a good way of allowing part-time workers to cover full-time job positions.
Job-sharing is an increasingly popular way for people who used to work full-time to move into part-time work.
What is job-sharing?
Job-sharing is when two - or sometimes more - people share the responsibility, pay, and benefits of a full-time job.
The job sharers share the pay and benefits in proportion to the hours each works. They may work split days, split weeks, or alternate weeks, or their hours may overlap.
For example, one job sharer could work Monday, Tuesday, and Wednesday, while the other works either the Thursday and Friday or the Wednesday, Thursday, and Friday, using the Wednesday as a handover period.
The benefits of job-sharing
As an employer, the benefits of job-sharing include:
- retention of valued workers who can no longer work full-time and may otherwise leave
- a wider range of skills, experience, views and ideas
- increased flexibility to meet peaks in demand
- greater continuity when one worker is sick or on holiday
- a wider pool from which to recruit
- increased commitment and loyalty
- a potential reduction in absenteeism, sickness and stress
The advantages of job-sharing for workers include:
- less stress, particularly if they are parents or carers
- a greater sense of responsibility and control of working life
Introducing job-sharing arrangements
Once you have decided that a job-sharing arrangement may be suitable, you may need to agree with workplace representatives on how it will work.
During the recruitment process, you should aim to choose candidates who have demonstrated that they can work well with others, and have complementary skills and experience.
Managing job-sharing arrangements
Once the job sharers are in place, you need to ensure that:
- you divide the work fairly
- you explain how holidays, particularly customary days, will work
- there are clear lines of responsibility
- the job sharers have clear lines of communication between themselves to ensure continuity - eg introducing a log to supplement face-to-face communication between the job sharers
Measure both job sharers' performance against full-time members of staff. If there are performance issues, deal with them evenly rather than placing the responsibility on one job sharer rather than the other.
Don't forget to plan ahead for hiring a replacement - it may take you longer to recruit a suitable individual who can work the required hours if one of the job sharers leaves.
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Considering requests to change working hours
Points to think about when workers ask to work part-time or any other flexible working pattern.
All employees, who have 26 weeks of service at the date of application, have the statutory right to request to work flexibly.
This includes working part-time or under some other form of flexible working arrangement, eg working from home.
You have a legal duty to consider any such request seriously - and you may only reject it on a limited number of specified business grounds.
For more information on statutory flexible working requests, see flexible working - the law and best practice.
Considering whether part-time working is appropriate
Before taking a decision, you need to consider:
- if a job-share would be appropriate and whether there is a suitable candidate to work as the other job sharer - see introducing job-sharing
- whether someone needs to be present in the post during all hours of work
- whether all the necessary work can be done in the number of hours the worker wants to work
- whether there is a similar type of job the worker could do part-time
- the cost of recruiting and training a replacement if a compromise cannot be found
- the business benefits of a part-time arrangement
- the consequences on the business' systems, procedures and resources
- reaching agreement with workers and/or their representatives before making changes
- any effects on other staff
Bear in mind that, once you agree to a part-time working arrangement, this is a permanent change to the worker's terms and conditions of employment (unless you agree otherwise). You should notify the worker of this, pointing out in particular that they will receive less pay as a result.
Requests from part-time workers to work full-time
If a part-time worker requests a change to full-time hours, you have no legal duty to agree to - or even consider - such a request unless otherwise agreed.
However, it is best practice to at least ask the worker to provide you with a good reason as to why this would help your business.
You could then consider whether or not:
- there is sufficient work for the increased hours
- you could use the extra hours to reorganise a number of jobs to make them more effective
- your business could afford the increase in pay, bearing in mind that you could offset any increase against saving money on recruitment and/or training
If you refuse the request, you should explain why and/or look for alternative ways of reshaping the job.
Flexible working policies
If you don't have one already, consider putting together a policy for dealing with all flexible-working requests. This will help you deal with such requests consistently and fairly.
Your policy should also cover recruitment and part-time working, ie how you would consider requests to work part-time from both internal and external job applicants applying for full-time positions.
You should, if possible, assess all the jobs in your business - including skilled and managerial ones - to determine which, if any, could be performed part-time or under a job-sharing arrangement.
See how to set up employment policies for your business.
Practical measures to facilitate part-time working
If you are a larger employer, you could consider:
- offering a contribution towards childcare costs
- providing childcare facilities on site, eg a nursery
See childcare support for your staff.
If you have new employees who are parents, and who would like to find out if they are entitled to any other form of financial support with their childcare costs, the Employers for Childcare Family Benefits Advice Service can help - Tel 028 9267 8200 for free, impartial and confidential advice (lines open Monday to Friday 8am-5pm).
You might also consider introducing other flexible forms of working, such as term-time working, lunchtime working, flexi-time and home-working. See flexible working: the law and best practice.
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Changing an employee's working hours
How an employer can reach an agreement with a worker when you want to change their working hours.
At some point, you may want to change the hours a worker works perhaps as a result of changing business needs or demands.
Can an employer change an employee's working hours?
A change to a worker's working hours amounts to a change to their terms and conditions of employment. As such, you need the worker to agree to any changes. See how to change an employee's terms of employment.
Requesting a change to working hours
Before requesting a change to a worker's working hours, you should look at the individual circumstances of the worker. For example, a change from part-time to full-time work may affect their care arrangements, while a reduction in hours may cause them financial problems.
You should notify the worker of your proposed changes to their working hours as soon as possible and explain to them why these alterations are necessary. If you do this, they may be more willing to consider and agree to your plans.
You should then consult with the worker and/or their representatives, eg trade union representatives or representatives of any relevant information and consultation forum, to reach an agreement. See how to inform and consult your employees.
Worker refuses the change to working hours
If the worker refuses to agree to your proposed change in hours, you could terminate the whole contract and offer employment on the revised terms.
However, this amounts to a dismissal - and could potentially be unfair. Therefore, you need to:
- follow a fair and reasonable procedure when dismissing the worker with appropriate notice, prior to the start date of the new contract - see dismissing employees
- terminate the contract by giving the worker proper notice - see how to issue the correct periods of notice
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Continuous employment when there is a change of employer
In this guide:
- Continuous employment and employee rights
- What does continuous employment mean?
- Continuous employment and breaks in work
- Continuous employment for statutory payments
- Reinstating or re-engaging an employee
- Continuous employment when there is a change of employer
- Minimum periods of continuous employment and qualification dates for employment rights
What does continuous employment mean?
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
When does continuous employment begin and end?
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
- breaks in employment that don't break the continuity of employment
- periods which don't count towards the total length of continuous employment but also don't break continuity
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
Notice periods and continuous employment
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
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Continuous employment and breaks in work
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
Industrial action
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Employment overseas
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
Military service
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks when there is no contract
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
- work ceases temporarily
- an employee is away from work sick or injured and is then re-engaged within 26 weeks of the contract being terminated
- the employee is away in circumstances in which their employment is regarded as continuing for some purposes, by arrangement or custom
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Continuous employment for statutory payments
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
- statutory redundancy pay (SRP)
- statutory maternity pay (SMP)
- statutory paternity pay (SPP)
- statutory adoption pay (SAP)
- statutory shared parental pay (ShPP)
- statutory parental bereavement pay (SPBP)
Continuous service for SRP
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
Continuous service for SMP, SPP, SAP, ShPP, and SPBP
For more on the continuous service requirements for these payments, see our guidance on:
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Reinstating or re-engaging an employee
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
- an order of a tribunal which has found the dismissal unfair
- a claim made under a dismissals procedure designated by the Department for the Economy (DfE)
- an agreement reached with the help of a Labour Relations Agency (LRA) conciliator or the LRA arbitration scheme
- a compromise agreement under the relevant legislation
- an applicable statutory dispute resolution procedure
See dismissing employees.
Reinstating military reservists
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
- the reservist applies for reinstatement in due time
- your business continues unchanged
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
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Continuous employment when there is a change of employer
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
- under an Act of Parliament or Northern Ireland Assembly, one corporate body takes over from another as the employer
- the employer dies and their personal representatives or trustees keep the employee on
- there is a change in the partners, personal representatives, or trustees who employ the employee
- the employee moves from one employer to another when, at the time of the move, the two employers are associated employers
- the employee of a health service employer moves to another health service employer while undergoing training
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
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Minimum periods of continuous employment and qualification dates for employment rights
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right Minimum period of continuous employment needed to qualify Qualification date Further information Guarantee payment One month. The day before that in respect of which the guarantee payment is claimed. Pay: employer obligations Remuneration on suspension on medical grounds One month. The day before that on which the suspension begins. Notice of termination One month. Date notice is given. Issue the correct periods of notice Written statement of the particulars of employment One month. The written statement Maternity pay 26 weeks. End of the 15th week before the expected week of childbirth. Maternity leave and pay Paternity leave and pay (births) 26 weeks. End of the 15th week before the expected week of childbirth. Paternity leave and pay Paternity leave and pay (UK adoptions) 26 weeks. End of the week in which the main adopter was notified of having been matched with the child for adoption. Paternity leave and pay Paternity leave and pay (overseas adoptions) 26 weeks. End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Paternity leave and pay Adoption leave and pay (UK adoptions) 26 weeks in respect of adoption pay but adoption leave is a day one right. End of the week which adopter was notified of having been matched with the child for adoption. Adoption leave and pay Adoption leave and pay (overseas adoptions) 26 weeks in respect of adoption pay and adoption leave. End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Adoption leave and pay Parental bereavement leave and pay 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. Parental Bereavement Leave and Pay Right to make a flexible working request 26 weeks. Date of application. Flexible working: the law and best practice Parental leave One year. The start date of their first period of parental leave. Parental leave and time off for dependants Written statement of reasons for dismissal One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). Generally, the last day on which the employee worked. Dismissing employees Right to claim unfair dismissal Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Dismissing employees Redundancy payment Two years. The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Redundancy: the options Paid time off to look for work or to arrange training when being made redundant Two years. If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. Redundancy: the options To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this Four years unless continuation of the fixed-term contract can be objectively justified. The date on which the employee acquired four years of continuous service. Recruiting staff
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Reinstating or re-engaging an employee
In this guide:
- Continuous employment and employee rights
- What does continuous employment mean?
- Continuous employment and breaks in work
- Continuous employment for statutory payments
- Reinstating or re-engaging an employee
- Continuous employment when there is a change of employer
- Minimum periods of continuous employment and qualification dates for employment rights
What does continuous employment mean?
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
When does continuous employment begin and end?
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
- breaks in employment that don't break the continuity of employment
- periods which don't count towards the total length of continuous employment but also don't break continuity
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
Notice periods and continuous employment
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
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Continuous employment and breaks in work
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
Industrial action
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Employment overseas
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
Military service
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks when there is no contract
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
- work ceases temporarily
- an employee is away from work sick or injured and is then re-engaged within 26 weeks of the contract being terminated
- the employee is away in circumstances in which their employment is regarded as continuing for some purposes, by arrangement or custom
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Continuous employment for statutory payments
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
- statutory redundancy pay (SRP)
- statutory maternity pay (SMP)
- statutory paternity pay (SPP)
- statutory adoption pay (SAP)
- statutory shared parental pay (ShPP)
- statutory parental bereavement pay (SPBP)
Continuous service for SRP
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
Continuous service for SMP, SPP, SAP, ShPP, and SPBP
For more on the continuous service requirements for these payments, see our guidance on:
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Reinstating or re-engaging an employee
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
- an order of a tribunal which has found the dismissal unfair
- a claim made under a dismissals procedure designated by the Department for the Economy (DfE)
- an agreement reached with the help of a Labour Relations Agency (LRA) conciliator or the LRA arbitration scheme
- a compromise agreement under the relevant legislation
- an applicable statutory dispute resolution procedure
See dismissing employees.
Reinstating military reservists
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
- the reservist applies for reinstatement in due time
- your business continues unchanged
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
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Continuous employment when there is a change of employer
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
- under an Act of Parliament or Northern Ireland Assembly, one corporate body takes over from another as the employer
- the employer dies and their personal representatives or trustees keep the employee on
- there is a change in the partners, personal representatives, or trustees who employ the employee
- the employee moves from one employer to another when, at the time of the move, the two employers are associated employers
- the employee of a health service employer moves to another health service employer while undergoing training
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
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Minimum periods of continuous employment and qualification dates for employment rights
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right Minimum period of continuous employment needed to qualify Qualification date Further information Guarantee payment One month. The day before that in respect of which the guarantee payment is claimed. Pay: employer obligations Remuneration on suspension on medical grounds One month. The day before that on which the suspension begins. Notice of termination One month. Date notice is given. Issue the correct periods of notice Written statement of the particulars of employment One month. The written statement Maternity pay 26 weeks. End of the 15th week before the expected week of childbirth. Maternity leave and pay Paternity leave and pay (births) 26 weeks. End of the 15th week before the expected week of childbirth. Paternity leave and pay Paternity leave and pay (UK adoptions) 26 weeks. End of the week in which the main adopter was notified of having been matched with the child for adoption. Paternity leave and pay Paternity leave and pay (overseas adoptions) 26 weeks. End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Paternity leave and pay Adoption leave and pay (UK adoptions) 26 weeks in respect of adoption pay but adoption leave is a day one right. End of the week which adopter was notified of having been matched with the child for adoption. Adoption leave and pay Adoption leave and pay (overseas adoptions) 26 weeks in respect of adoption pay and adoption leave. End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Adoption leave and pay Parental bereavement leave and pay 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. Parental Bereavement Leave and Pay Right to make a flexible working request 26 weeks. Date of application. Flexible working: the law and best practice Parental leave One year. The start date of their first period of parental leave. Parental leave and time off for dependants Written statement of reasons for dismissal One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). Generally, the last day on which the employee worked. Dismissing employees Right to claim unfair dismissal Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Dismissing employees Redundancy payment Two years. The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Redundancy: the options Paid time off to look for work or to arrange training when being made redundant Two years. If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. Redundancy: the options To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this Four years unless continuation of the fixed-term contract can be objectively justified. The date on which the employee acquired four years of continuous service. Recruiting staff
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Continuous employment for statutory payments
In this guide:
- Continuous employment and employee rights
- What does continuous employment mean?
- Continuous employment and breaks in work
- Continuous employment for statutory payments
- Reinstating or re-engaging an employee
- Continuous employment when there is a change of employer
- Minimum periods of continuous employment and qualification dates for employment rights
What does continuous employment mean?
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
When does continuous employment begin and end?
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
- breaks in employment that don't break the continuity of employment
- periods which don't count towards the total length of continuous employment but also don't break continuity
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
Notice periods and continuous employment
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
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Continuous employment and breaks in work
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
Industrial action
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Employment overseas
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
Military service
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks when there is no contract
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
- work ceases temporarily
- an employee is away from work sick or injured and is then re-engaged within 26 weeks of the contract being terminated
- the employee is away in circumstances in which their employment is regarded as continuing for some purposes, by arrangement or custom
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Continuous employment for statutory payments
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
- statutory redundancy pay (SRP)
- statutory maternity pay (SMP)
- statutory paternity pay (SPP)
- statutory adoption pay (SAP)
- statutory shared parental pay (ShPP)
- statutory parental bereavement pay (SPBP)
Continuous service for SRP
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
Continuous service for SMP, SPP, SAP, ShPP, and SPBP
For more on the continuous service requirements for these payments, see our guidance on:
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Reinstating or re-engaging an employee
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
- an order of a tribunal which has found the dismissal unfair
- a claim made under a dismissals procedure designated by the Department for the Economy (DfE)
- an agreement reached with the help of a Labour Relations Agency (LRA) conciliator or the LRA arbitration scheme
- a compromise agreement under the relevant legislation
- an applicable statutory dispute resolution procedure
See dismissing employees.
Reinstating military reservists
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
- the reservist applies for reinstatement in due time
- your business continues unchanged
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
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Continuous employment when there is a change of employer
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
- under an Act of Parliament or Northern Ireland Assembly, one corporate body takes over from another as the employer
- the employer dies and their personal representatives or trustees keep the employee on
- there is a change in the partners, personal representatives, or trustees who employ the employee
- the employee moves from one employer to another when, at the time of the move, the two employers are associated employers
- the employee of a health service employer moves to another health service employer while undergoing training
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
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Minimum periods of continuous employment and qualification dates for employment rights
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right Minimum period of continuous employment needed to qualify Qualification date Further information Guarantee payment One month. The day before that in respect of which the guarantee payment is claimed. Pay: employer obligations Remuneration on suspension on medical grounds One month. The day before that on which the suspension begins. Notice of termination One month. Date notice is given. Issue the correct periods of notice Written statement of the particulars of employment One month. The written statement Maternity pay 26 weeks. End of the 15th week before the expected week of childbirth. Maternity leave and pay Paternity leave and pay (births) 26 weeks. End of the 15th week before the expected week of childbirth. Paternity leave and pay Paternity leave and pay (UK adoptions) 26 weeks. End of the week in which the main adopter was notified of having been matched with the child for adoption. Paternity leave and pay Paternity leave and pay (overseas adoptions) 26 weeks. End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Paternity leave and pay Adoption leave and pay (UK adoptions) 26 weeks in respect of adoption pay but adoption leave is a day one right. End of the week which adopter was notified of having been matched with the child for adoption. Adoption leave and pay Adoption leave and pay (overseas adoptions) 26 weeks in respect of adoption pay and adoption leave. End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Adoption leave and pay Parental bereavement leave and pay 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. Parental Bereavement Leave and Pay Right to make a flexible working request 26 weeks. Date of application. Flexible working: the law and best practice Parental leave One year. The start date of their first period of parental leave. Parental leave and time off for dependants Written statement of reasons for dismissal One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). Generally, the last day on which the employee worked. Dismissing employees Right to claim unfair dismissal Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Dismissing employees Redundancy payment Two years. The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Redundancy: the options Paid time off to look for work or to arrange training when being made redundant Two years. If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. Redundancy: the options To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this Four years unless continuation of the fixed-term contract can be objectively justified. The date on which the employee acquired four years of continuous service. Recruiting staff
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Continuous employment and breaks in work
In this guide:
- Continuous employment and employee rights
- What does continuous employment mean?
- Continuous employment and breaks in work
- Continuous employment for statutory payments
- Reinstating or re-engaging an employee
- Continuous employment when there is a change of employer
- Minimum periods of continuous employment and qualification dates for employment rights
What does continuous employment mean?
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
When does continuous employment begin and end?
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
- breaks in employment that don't break the continuity of employment
- periods which don't count towards the total length of continuous employment but also don't break continuity
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
Notice periods and continuous employment
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
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Continuous employment and breaks in work
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
Industrial action
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Employment overseas
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
Military service
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks when there is no contract
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
- work ceases temporarily
- an employee is away from work sick or injured and is then re-engaged within 26 weeks of the contract being terminated
- the employee is away in circumstances in which their employment is regarded as continuing for some purposes, by arrangement or custom
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Continuous employment for statutory payments
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
- statutory redundancy pay (SRP)
- statutory maternity pay (SMP)
- statutory paternity pay (SPP)
- statutory adoption pay (SAP)
- statutory shared parental pay (ShPP)
- statutory parental bereavement pay (SPBP)
Continuous service for SRP
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
Continuous service for SMP, SPP, SAP, ShPP, and SPBP
For more on the continuous service requirements for these payments, see our guidance on:
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/content/continuous-employment-statutory-payments
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Reinstating or re-engaging an employee
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
- an order of a tribunal which has found the dismissal unfair
- a claim made under a dismissals procedure designated by the Department for the Economy (DfE)
- an agreement reached with the help of a Labour Relations Agency (LRA) conciliator or the LRA arbitration scheme
- a compromise agreement under the relevant legislation
- an applicable statutory dispute resolution procedure
See dismissing employees.
Reinstating military reservists
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
- the reservist applies for reinstatement in due time
- your business continues unchanged
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
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Continuous employment when there is a change of employer
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
- under an Act of Parliament or Northern Ireland Assembly, one corporate body takes over from another as the employer
- the employer dies and their personal representatives or trustees keep the employee on
- there is a change in the partners, personal representatives, or trustees who employ the employee
- the employee moves from one employer to another when, at the time of the move, the two employers are associated employers
- the employee of a health service employer moves to another health service employer while undergoing training
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
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Minimum periods of continuous employment and qualification dates for employment rights
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right Minimum period of continuous employment needed to qualify Qualification date Further information Guarantee payment One month. The day before that in respect of which the guarantee payment is claimed. Pay: employer obligations Remuneration on suspension on medical grounds One month. The day before that on which the suspension begins. Notice of termination One month. Date notice is given. Issue the correct periods of notice Written statement of the particulars of employment One month. The written statement Maternity pay 26 weeks. End of the 15th week before the expected week of childbirth. Maternity leave and pay Paternity leave and pay (births) 26 weeks. End of the 15th week before the expected week of childbirth. Paternity leave and pay Paternity leave and pay (UK adoptions) 26 weeks. End of the week in which the main adopter was notified of having been matched with the child for adoption. Paternity leave and pay Paternity leave and pay (overseas adoptions) 26 weeks. End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Paternity leave and pay Adoption leave and pay (UK adoptions) 26 weeks in respect of adoption pay but adoption leave is a day one right. End of the week which adopter was notified of having been matched with the child for adoption. Adoption leave and pay Adoption leave and pay (overseas adoptions) 26 weeks in respect of adoption pay and adoption leave. End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Adoption leave and pay Parental bereavement leave and pay 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. Parental Bereavement Leave and Pay Right to make a flexible working request 26 weeks. Date of application. Flexible working: the law and best practice Parental leave One year. The start date of their first period of parental leave. Parental leave and time off for dependants Written statement of reasons for dismissal One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). Generally, the last day on which the employee worked. Dismissing employees Right to claim unfair dismissal Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Dismissing employees Redundancy payment Two years. The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Redundancy: the options Paid time off to look for work or to arrange training when being made redundant Two years. If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. Redundancy: the options To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this Four years unless continuation of the fixed-term contract can be objectively justified. The date on which the employee acquired four years of continuous service. Recruiting staff
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What does continuous employment mean?
In this guide:
- Continuous employment and employee rights
- What does continuous employment mean?
- Continuous employment and breaks in work
- Continuous employment for statutory payments
- Reinstating or re-engaging an employee
- Continuous employment when there is a change of employer
- Minimum periods of continuous employment and qualification dates for employment rights
What does continuous employment mean?
How continuous employment is defined, how to treat short breaks in employment and related employee rights.
Continuous employment usually means working for the same employer without a break, or with short breaks that don't interrupt continuity of employment. These breaks may include time out of service due to strikes, lock-outs, and even unfair dismissal where the employee is reinstated or re-engaged into the service.
Employment can sometimes also be treated as continuous if your employee has previously been with a different employer, for example following the transfer of a business or undertaking. See responsibilities to employees if you buy or sell a business.
When does continuous employment begin and end?
To work out how long an employee has been continuously employed, you should first establish the date on which they qualify for a particular right - their qualification date - for the entitlement in question. The qualification date is defined differently for each entitlement.
See a table showing minimum periods of continuous employment and qualification dates for employment rights.
Once you have established the qualification date, you should count back from that date to the date of their first day of work with you.
However, remember that time with a previous employer can sometimes be added to the time with a present employer - see the effect a change of employer has on continuous employment.
Within the period of continuous employment, there may be:
- breaks in employment that don't break the continuity of employment
- periods which don't count towards the total length of continuous employment but also don't break continuity
See continuous employment and breaks in work.
An industrial tribunal can settle any dispute about the length of an employee's continuous service. Generally, the tribunal will assume the employment was continuous until it is shown otherwise.
Notice periods and continuous employment
The 'effective date of termination' - for the purpose of calculating the length of service - is the date on which employment ends following the notice period. If you do not give an employee any notice, the effective date of termination will be the date on which that statutory notice would have expired if you had given them notice.
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Continuous employment and breaks in work
Industrial action, employment overseas and military service can affect how an employee's start date is calculated.
To find out whether an employee's full-service period - from the start of their employment to the qualification date - has been continuous and whether it all counts, you must consider it week by week.
For this purpose, a week is a period of seven days ending on a Saturday. If at any point continuity has been broken, the weeks before the most recent break will not count towards the employee's continuous employment.
A week normally counts towards a period of continuous employment if, in that week, the employee actually works or the employee's relations with the employer are governed by a contract of employment.
Absence from work because of sickness, maternity, paternity, adoption, and parental leave, temporary lay-off and annual leave all count towards continuous employment automatically, provided the contract continues throughout.
Industrial action
If an employee takes part in a strike, you should treat their starting date as postponed by the number of days between the last working day before the employee was on strike and the day on which they resumed work.
The starting date is not, however, postponed by periods of lockout, ie where the employer prevents employees from entering the workplace.
The employee's period on strike does not break the continuity of employment, except in some circumstances where the employer dismisses the employee during the strike.
Employment overseas
Service abroad generally counts towards continuous employment. In determining rights to a statutory redundancy payment, a week of this service only counts if the employee was classed as an employed earner during that week.
An 'employed earner' is someone for whom you pay Class 1 National Insurance contributions (NICs) - or for whom you would pay Class 1 NICs if they earned above the lower earnings threshold. Rates and thresholds for employers 2024 to 2025.
Military service
If you employ a member of the volunteer reserve forces who is returning from a period of military service, you must reinstate them in their old job or a similar position.
If you terminate a person's employment solely or mainly because of their liability to be mobilised for military service, you will be committing an offense, and a court can order you to pay compensation as well as levying a fine.
See if a Reservist employee is called up for service.
Weeks when there is no contract
Weeks during which an employee has no contract of employment may count towards continuous employment - and will not break the continuity of employment - if one of the following occurs:
- work ceases temporarily
- an employee is away from work sick or injured and is then re-engaged within 26 weeks of the contract being terminated
- the employee is away in circumstances in which their employment is regarded as continuing for some purposes, by arrangement or custom
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Continuous employment for statutory payments
Employees need to meet certain criteria in order to qualify for a statutory redundancy or parental payment.
Employees must meet qualification criteria to receive certain statutory payments, namely:
- statutory redundancy pay (SRP)
- statutory maternity pay (SMP)
- statutory paternity pay (SPP)
- statutory adoption pay (SAP)
- statutory shared parental pay (ShPP)
- statutory parental bereavement pay (SPBP)
Continuous service for SRP
Redundant employees have a number of rights, the main one being the right to receive SRP. In order to qualify for SRP, they must have at least two years of continuous service.
Employment may be treated as continuous for redundancy pay purposes if, for example, an individual is employed by a specified local government employer and moves to another specified employer within Northern Ireland. Similar legislative provisions operate in Great Britain, but there is currently no reciprocal arrangement between Great Britain and Northern Ireland.
Continuous service is counted backward from the 'relevant date' - usually the date the notice you give to your employee expires. If you give less than the legal minimum notice, the extra notice you should have given is added on.
SRP is based on an employee's amount of continuous service - up to a maximum of 20 years. Certain absences - eg sickness or lay-offs - can count towards continuous service even if the contract of employment was suspended. See continuous employment and breaks in work.
When working out continuous service for SRP, you should deduct any strike days from the total length of service. Note that going on strike does not actually break the continuity of employment.
If an employee is made redundant and is due to start another job (under a new employment contract) with the same employer then continuity of employment will be preserved so long as they start their new job within four weeks of the effective date of termination of their previous employment contract. Note that the offer to start the new job with the same employer must be made prior to the dismissal taking effect.
Continuous service for SMP, SPP, SAP, ShPP, and SPBP
For more on the continuous service requirements for these payments, see our guidance on:
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Reinstating or re-engaging an employee
Conditions when reinstating or re-engaging an employee after they have been unfairly dismissed classes as continuous employment.
If you reinstate or re-engage an employee who has complained of unfair dismissal, the weeks between the dismissal taking effect and the resumption of work will count towards continuous employment. It works as though there had never been a dismissal, and continuity of employment is maintained.
However, this depends on the reinstatement or re-engagement arising from one of the following:
- an order of a tribunal which has found the dismissal unfair
- a claim made under a dismissals procedure designated by the Department for the Economy (DfE)
- an agreement reached with the help of a Labour Relations Agency (LRA) conciliator or the LRA arbitration scheme
- a compromise agreement under the relevant legislation
- an applicable statutory dispute resolution procedure
See dismissing employees.
Reinstating military reservists
After a reservist has been mobilised, you must reinstate that employee in their old job on their return from service provided that:
- the reservist applies for reinstatement in due time
- your business continues unchanged
If you cannot reinstate the reservist in their original role, you must offer a suitable alternative position with the same terms and conditions of service.
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Continuous employment when there is a change of employer
Transfer of a business from one employer to another and other such changes do not break continuity in employment.
Normally, when an employee changes employer, this breaks continuity and their continuous employment must begin again.
However, continuous employment is preserved if:
- under an Act of Parliament or Northern Ireland Assembly, one corporate body takes over from another as the employer
- the employer dies and their personal representatives or trustees keep the employee on
- there is a change in the partners, personal representatives, or trustees who employ the employee
- the employee moves from one employer to another when, at the time of the move, the two employers are associated employers
- the employee of a health service employer moves to another health service employer while undergoing training
Continuous employment is also preserved when a business or an undertaking - or part of a business - is transferred from one employer to another. Continuity will also be preserved where there is a service provision change, such as a service previously undertaken by an employer being awarded to another contractor.
See responsibilities to employees if you buy or sell a business.
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Minimum periods of continuous employment and qualification dates for employment rights
Table setting out the minimum periods of continuous employment needed to qualify for certain statutory employment rights.
The following table sets out the minimum periods of continuous employment an employee needs to qualify for certain statutory employment rights. It also gives the relevant date on which an employee qualifies for that right.
Note that any statutory employment rights not listed here have no minimum service requirement. For example, an employee has the right to take statutory maternity leave or paid annual leave from day one of their employment.
Statutory employment right Minimum period of continuous employment needed to qualify Qualification date Further information Guarantee payment One month. The day before that in respect of which the guarantee payment is claimed. Pay: employer obligations Remuneration on suspension on medical grounds One month. The day before that on which the suspension begins. Notice of termination One month. Date notice is given. Issue the correct periods of notice Written statement of the particulars of employment One month. The written statement Maternity pay 26 weeks. End of the 15th week before the expected week of childbirth. Maternity leave and pay Paternity leave and pay (births) 26 weeks. End of the 15th week before the expected week of childbirth. Paternity leave and pay Paternity leave and pay (UK adoptions) 26 weeks. End of the week in which the main adopter was notified of having been matched with the child for adoption. Paternity leave and pay Paternity leave and pay (overseas adoptions) 26 weeks. End of the week in which the main adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Paternity leave and pay Adoption leave and pay (UK adoptions) 26 weeks in respect of adoption pay but adoption leave is a day one right. End of the week which adopter was notified of having been matched with the child for adoption. Adoption leave and pay Adoption leave and pay (overseas adoptions) 26 weeks in respect of adoption pay and adoption leave. End of the week in which the adopter received an official notification or by the time their leave/pay is due to begin, whichever is later. Adoption leave and pay Parental bereavement leave and pay 26 weeks in respect of parental bereavement pay but parental bereavement leave is a day-one right. The employee or worker must have been continuously employed by you for at least 26 weeks up to the end of the ‘relevant week’. The ‘relevant week’ is the week (ending with a Saturday) immediately before the week of the death or stillbirth. Parental Bereavement Leave and Pay Right to make a flexible working request 26 weeks. Date of application. Flexible working: the law and best practice Parental leave One year. The start date of their first period of parental leave. Parental leave and time off for dependants Written statement of reasons for dismissal One year (none if dismissal occurs during an employee's pregnancy or statutory maternity leave). Generally, the last day on which the employee worked. Dismissing employees Right to claim unfair dismissal Generally, one year, but dismissals for an automatically unfair reason require no minimum length of service, eg dismissals relating to pregnancy or maternity. (One month where medical suspension could apply). The date when an employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Dismissing employees Redundancy payment Two years. The date when the employee's contractual notice or statutory minimum notice expires (or would have expired), whichever is later. Redundancy: the options Paid time off to look for work or to arrange training when being made redundant Two years. If the employer gives redundancy notice in person, the notice period should start from the next day. If the notice is given by email or post, the notice period should start when the employee has had time to read it. Redundancy: the options To become a permanent employee on the renewal of a fixed-term contract (or re-engagement on a new fixed-term contract) and to a written statement confirming this Four years unless continuation of the fixed-term contract can be objectively justified. The date on which the employee acquired four years of continuous service. Recruiting staff
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Current tribunal and arbitration compensation limits
In this guide:
- Trade union membership rights
- Trade union membership rights of job applicants - employers
- Trade union membership rights of job applicants - employment agencies
- Tribunal claims: unlawful refusal of employment or employment agency services on TU membership grounds
- Trade union membership rights in the workplace
- Tribunal claims: discrimination against workers on TU membership grounds
- Rights of workers relating to trade union activities and services
- Tribunal claims: discrimination regarding trade union activities and services
- Time-off rights for union officials and members
- Rights of union learning representatives
- Blacklisting of trade union members
- Current tribunal and arbitration compensation limits
Trade union membership rights of job applicants - employers
The right of job applicants not to be treated unfairly by a prospective employer as a result of trade union membership status.
An individual has the right not to be refused employment because:
- they are not a member of a trade union, or will not agree to become a member
- they are a member of a trade union or will not agree to cease being a member
- they will not agree to make a payment - eg to a union or charity - in lieu of union membership or to allow a prospective employer to deduct a sum of money from their pay to make such a payment
It is unlawful for an employer to refuse employment in contravention of any of these rights.
What types of employment are covered?
'Employment' means employment under a contract of service or apprenticeship.
It does not include self-employment under a contract for services.
What is meant by the term 'trade union'?
The term 'trade union' means:
- any trade union
- a particular trade union
- one of a number of particular trade unions
- a particular branch or section of a trade union
- one of a number of particular branches or sections of a trade union
Refusal of employment
A person will be regarded as having been refused the employment they are seeking if the prospective employer or agent acting on the employer's behalf:
- refuses or deliberately omits to deal with their application or enquiry
- causes them to withdraw or stop pursuing their application or enquiry - eg by making threats or discouraging remarks
- refuses or deliberately omits to offer them employment of the kind they are seeking
- makes them an offer of employment of the kind they are seeking but on terms - eg the rate of pay - that no reasonable employer who wished to fill the vacancy would offer, and which is not accepted
- makes them an offer of employment of the kind they are seeking but withdraws it or causes them not to accept it - eg by making threats or discouraging remarks
Where a person is offered employment subject to any of the requirements listed below and they do not accept the offer because they do not satisfy the requirement, or are unwilling to comply with it, they will be regarded as having been unlawfully refused employment for that reason.
The requirements are that:
- they are or should remain a member of a trade union
- they should take steps to become a member of a trade union
- they are not, or should not become, a member of a trade union
- they should take steps to cease to be a member of a trade union
- they should make payments or suffer deductions in lieu of union membership
Job advertisements specifying union membership requirements
Where a job advertisement appears specifying any of the union membership or non-membership requirements listed above, a person who does not satisfy the requirements, or is unwilling to comply with them, and who applies for and is refused the job, will be presumed to have been refused it unlawfully.
'Advertisement' means every form of advertisement or notice, whether to the public or not. For example, it could be an advertisement in a newspaper or periodical, or a notice posted in or outside a factory.
Recruitment through trade unions
Where there is an arrangement or practice under which an employer recruits only people who have been supplied - ie put forward or approved - by a trade union from among its membership, a person who is not a member of the trade union concerned and who is refused the employment because they have not been supplied by the union, will be regarded as having been refused employment because they are not a union member.
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Trade union membership rights of job applicants - employment agencies
The right of job applicants not to be treated unfairly by an employment agency as a result of trade union membership status.
An individual has the right not to be refused the services of an employment agency because:
- they are not a member of a trade union, or will not agree to become a member
- they are a member of a trade union or will not agree to cease being a member
It is unlawful for an employment agency to refuse its services in contravention of any of these rights.
What is meant by the term 'trade union'?
The term 'trade union' means:
- any trade union
- a particular trade union
- one of a number of particular trade unions
- a particular branch or section of a trade union
- one of a number of particular branches or sections of a trade union
What is meant by an 'employment agency'?
'Employment agency' means any person or organisation that provides services - whether for profit or not - for the purpose of finding employment for workers or supplying employers with workers.
A trade union is not regarded as an employment agency if it provides services only to its own members to assist them in finding employment.
However, if a trade union provides such services to non-members, it will be regarded as an employment agency.
Refusal of the services of an employment agency
A person who seeks to use the services of an employment agency will be regarded as having been refused that service if the agency:
- refuses or deliberately omits to make the service available to them
- does not provide the service to them on the same terms as it provides the service to other people
- causes them not to make use of the service, or to stop making use of it, eg by making threats or discouraging remarks
Where a person is offered the service of an employment agency, subject to any of the requirements listed below, and they do not accept the offer because they do not satisfy the requirement, or are unwilling to comply with it, they will be regarded as having been unlawfully refused the service for that reason.
The requirements are that:
- they are - or should - remain a member of a trade union
- they should take steps to become a member of a trade union
- they are not - or should not - become a member of a trade union
- they should take steps to cease being a member of a trade union
Employment agency advertisements specifying trade union membership requirements
Where an advertisement about the services of an employment agency specifies any of the union membership or non-membership requirements listed above, a person who does not satisfy the requirements or is unwilling to comply with them, and who seeks to use and is refused the services, will be presumed to have been refused them unlawfully.
'Advertisement' means every form of advertisement or notice, whether to the public or not. For example, it could be a list of job vacancies supplied by an employment agency to people who have registered with that agency.
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Tribunal claims: unlawful refusal of employment or employment agency services on TU membership grounds
Industrial tribunal claims where an individual has been refused employment or the services of an employment agency.
Individuals can make an industrial tribunal claim if they think they have been unlawfully refused employment or the services of an employment agency on trade union membership grounds - see trade union membership rights of job applicants - employers and trade union membership rights of job applicants - employment agencies.
An individual - the claimant - can bring a claim against either or both a prospective employer and an employment agency where the claim arises out of the same situation.
If a claimant brings a claim against only one of them, either the employer/employment agency or the claimant can ask the tribunal to join the other - ie either the employment agency or employer - as a party to the proceedings.
A tribunal will grant such a request if it is made before the hearing begins. However, the tribunal may refuse the request if it is not made until after the start of the hearing. This 'request for joinder' cannot be made after the tribunal has decided whether or not the claim was well founded.
If a claimant brings a claim against both an employer and an employment agency or if joinder has been granted and the tribunal finds the claim to be well founded against both the employer and the agency, the tribunal can order any compensation it may award to be paid only by the employment agency, paid only by the employer or divided between the two.
Pressure exerted by a trade union or other person
If the prospective employer or employment agency claims that they were induced to act unlawfully by pressure exerted on them by a trade union or other person - eg by threatening or organising industrial action - they can ask the Industrial Tribunal to join the trade union or other person as a party to the proceedings.
The claimant can also ask that a trade union or other person be joined as a party to the proceedings if they believe that they induced the employer or employment agency by these means to act unlawfully.
A tribunal will grant such a request for joinder - made by either the prospective employer/employment agency or the claimant - if the request is made before the hearing begins. However, the tribunal may refuse the request if it is made after the start of the hearing.
A request for joinder cannot be made after the tribunal has decided whether or not the claim was well-founded.
Where a trade union or other person has been joined to the proceedings and the tribunal finds the claim to be well-founded, it will also consider whether pressure was exerted on the prospective employer or employment agency, as alleged.
If the tribunal finds that such pressure was exerted, it can order the trade union or other person to pay some or all of any compensation it may award.
Remedies for unlawful refusal of employment or the services of an employment agency
If a tribunal finds that an individual has been unlawfully refused employment or the services of an employment agency because of their membership or non-membership of a trade union, it will make a declaration to that effect.
The tribunal may also:
- award the claimant compensation to be paid by the prospective employer and/or employment agency
- recommend that the prospective employer or employment agency takes action to remedy the adverse effect of their unlawful refusal on the claimant, eg by recommending that the employer considers the claimant for a job vacancy
Compensation
The tribunal will assess and award compensation as it sees fit. It may include compensation for injury to feelings.
In cases where a claim is made and upheld against a party and they fail without reasonable justification to comply with a recommendation to take action, the tribunal may increase its award of compensation, or make an award if it has not already done so.
The amount of compensation payable, including any additional compensation awarded for failure to comply with a recommendation, is subject to an upper limit.
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Trade union membership rights in the workplace
The rights of those in work not to be treated unfairly as a result of trade union membership or non-membership.
You must not treat employees and other workers unfairly on the grounds of trade union membership or non-membership. Unfair treatment includes dismissal and subjecting a worker to a detriment.
What is meant by the term 'trade union'?
The term 'trade union' includes:
- any trade union
- a particular trade union
- one of a number of particular trade unions
- a particular branch or section of a trade union
- one of a number of particular branches or sections of a trade union
What is meant by the term 'detriment'?
A person can be subjected to a detriment through either an act or a deliberate decision not to act by an employer. Whether a worker has suffered a detriment is for an industrial tribunal to decide.
Examples of a detriment include withholding a pay increase, discrimination in promotion, transfer or training opportunities, or threats of dismissal. For a worker who is not an employee, a detriment could also be ending their employment.
In addition, a detriment could be the failure to confer a benefit on a person who failed to accept an unlawful inducement that would have been conferred on them had they accepted the offer.
For example, if an employer offered £1,000 to workers with the sole or main purpose of inducing them to give up their trade union membership, any worker who did not accept that offer and was therefore not paid the £1,000 would have been subjected to a detriment of £1,000.
Right not to belong to a trade union
No person has to join or remain a member of, a trade union.
All employees have the right:
- not to be dismissed, or selected for redundancy, for not belonging to a trade union or for refusing to join one
- not to be dismissed, or selected for redundancy, for failing to accept an offer made by their employer with the sole or main purpose of inducing them to be or become a trade union member
In addition, all employees and other workers have the right:
- not to be subjected to a detriment by their employer (for not being or refusing to become a trade union member)
- not to be made an offer by their employer where the sole or main purpose of the employer is to induce them to be or to become a trade union member
- not to be subjected to a detriment for failing to accept such an offer
Right not to make payments in lieu of union membership
Employees have the right not to be dismissed for refusing to make a payment, eg to a union or a charity, in lieu of union membership or for objecting to their employer deducting a sum of money from their pay to make such a payment.
Employees and other workers have the right not to have other action taken by their employer to force them to make such a payment. If their employer deducts a sum of money from their pay, this counts as an action to force them to make such a payment.
Right to belong to a trade union
All employees have the right:
- not to be dismissed, or selected for redundancy, for being a member of an independent trade union or for proposing to become a member
- not to be dismissed, or selected for redundancy, for failing to accept an offer made by their employer with the sole or main purpose of inducing them not to be or become a trade union member
In addition, all employees and other workers have the right:
- not to be subjected to a detriment by their employer, to prevent or deter them from belonging to an independent trade union or from seeking to become a member, or to penalise them for doing so
- not to be made an offer by their employer where the sole or main purpose of the offer is to induce them not to be (or seek to become) a member
- not to be subjected to a detriment for failing to accept such an offer
Right of complaint to an Industrial Tribunal
Individuals who think that any of their rights as set out above have been infringed can make an industrial tribunal claim. For more information, see tribunal claims: discrimination against workers on TU membership grounds.
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Tribunal claims: discrimination against workers on TU membership grounds
Industrial tribunal claims when workers are discriminated against due to trade union membership.
Individuals who think that any of their rights (as set out in trade union membership rights in the workplace) have been infringed can make an Industrial Tribunal claim.
If an employee has been dismissed - including cases where they have been dismissed on grounds of redundancy - their claim is one of unfair dismissal.
If an employee or other worker considers that they have been subjected to a detriment by an act, or deliberate failure to act, by their employer, their claim is one of detriment.
For the detriment to be unlawful, the person must have been subjected to it with the intention of putting pressure on them in respect of non-membership or membership of a union, or for other unlawful purposes relating to failure to accept unlawful inducements.
If a worker believes that you have made an unlawful inducement relating to trade union membership as described above, their claim is one of unlawful inducement.
Pressure exerted by a trade union or other person
An employer who faces a claim of unfair dismissal may have dismissed the employee concerned as a result of pressure applied by a union or other person because the employee was not a member of a trade union. The pressure could be in the form of actual or threatened industrial action.
If the employer or the employee making the complaint claims this is so, either of them may make a request to the tribunal for the union or other person concerned to be joined - ie brought in as a party - to the proceedings.
A request by either an employer or a dismissed employee for a trade union or other person in unfair dismissal proceedings to be joined in this way will be granted by the tribunal if it is made before the hearing begins. However, the tribunal may refuse the request if it is made after the start of the hearing.
If the tribunal finds the dismissal unfair and the claim of pressure well founded, it may make any award of compensation wholly or partly against the union or other person concerned instead of - or as well as - against the employer.
Compensation
The compensatory awards for the claims in relation to union membership, non-membership, and unlawful inducements vary. For more information, see current tribunal and arbitration compensation limits.
Note that in cases where a worker makes a related claim to the tribunal concerning detriment and the tribunal upholds that claim, the tribunal may award compensation for the detriment suffered.
In deciding the amount of such compensation, a tribunal may not make a reduction on the ground that a complainant:
- contributed to their loss by accepting or not accepting an unlawful inducement
- has received or is entitled to an award on the grounds that an unlawful inducement has been made to them
Status of contractual changes resulting from unlawful inducements
If a worker has accepted an unlawful inducement, but any consequent agreement by them to vary their terms and conditions has not yet been effected, the agreement to vary the terms and conditions is not enforceable.
In such circumstances, the employer cannot recover any cash paid or other benefits conferred on the worker concerned.
However, in cases where the agreed variation of terms and conditions has been effected, those variations are enforceable.
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Rights of workers relating to trade union activities and services
The right of workers who are union members not to be treated unfairly when interacting with their union.
You must not treat employees and other workers unfairly on the grounds that they have taken part in the activities of the trade union to which they belong or have made use of their union's services at an appropriate time.
Unfair treatment includes dismissal and subjecting a worker to a detriment.
What is meant by the term 'trade union'?
The term 'trade union' includes:
- any trade union
- a particular trade union
- one of a number of particular trade unions
- a particular branch or section of a trade union
- one of a number of particular branches or sections of a trade union
What is meant by the term 'detriment'?
Detriment can be either an act or a deliberate decision not to act by an employer. Whether an employee or other worker has suffered a detriment is for a tribunal to decide.
Examples of a detriment would be withholding a pay increase, discrimination in promotion, transfer or training opportunities, or threats of dismissal. For a worker who is not an employee, detriment could also take the form of dismissal.
In addition, a detriment could be the failure to confer a benefit on a person who failed to accept an unlawful inducement that would have been conferred on them had they accepted the offer.
For example, if an employer offered £1,000 to workers not to take advice from their union, any worker who did not accept that offer and was therefore not paid the £1,000 would have been subjected to a detriment of £1,000.
Right to take part in trade union activities
All employees have the following rights relating to their trade union activities:
- Not to be dismissed or selected for redundancy, for taking part - or proposing to take part - in the activities of an independent trade union at an appropriate time.
- Not to be dismissed or selected for redundancy because they failed to accept an offer made by their employer. The sole or main purpose of the offer must be to induce them not to take part in the activities of an independent trade union at an appropriate time.
In addition, all employees and other workers have the right:
- not to be subjected to a detriment by their employer to prevent or deter them from taking part in trade union activities at an appropriate time, or to penalise them for doing so
- not to be made an offer by their employer, the sole or main purpose of which is to induce them not to take part in an independent trade union's activities at an appropriate time
- not to be subjected to a detriment for failing to accept such an offer
The kinds of union activity a worker may take part in are not set out in law. However, union activities involving a worker acting on behalf of the union would be covered, eg a shop steward representing a union that is recognised for collective bargaining purposes or activities connected with the election or appointment of union officials.
Right to make use of trade union services
All employees have the following rights relating to the use they make of their union's services:
- not to be dismissed, or selected for redundancy, for making use, or proposing to make use, of the services of an independent trade union at an appropriate time
- not to be dismissed, or selected for redundancy, because they failed to accept an offer made by their employer, the sole or main purpose of which was to induce them not to use the services of an independent trade union at an appropriate time
In addition, all employees and other workers have the right:
- not to be subjected to a detriment by their employer to prevent or deter them from using their union's services at an appropriate time or to penalise them for doing so
- not to be made an offer by their employer, the sole or main purpose of which is to induce them not to make use of an independent trade union's services at an appropriate time
- not to be subjected to a detriment by their employer for failing to accept such an offer
'Trade union services' are services made available to an employee or other worker by virtue of their membership of an independent trade union. They include the union agreeing to raise a matter on behalf of the employee or other worker by, for example, writing to the employer about a grievance.
However, such services do not include having a member's terms and conditions determined by collective agreement.
The 'appropriate time' for the union member to take part in union activities or to make use of their union's services is time either:
- outside the member's working hours - this could cover activities that take place or services which are used when the person is on the employer's premises but not actually required to be working, eg during lunch breaks
- within the member's working hours where the employer has agreed that the worker may take part in trade union activities or use the trade union's services
Rights to reasonable time off for trade union duties and activities also exist where an employer recognises a union for collective bargaining. For more information on collective bargaining, see meaning and types of trade union recognition.
Right of complaint to an Industrial Tribunal
Individuals who think that any of their rights as set out above have been infringed can complain to an industrial tribunal. See tribunal claims: discrimination regarding trade union activities and services.
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Tribunal claims: discrimination regarding trade union activities and services
Industrial tribunal claims due to discrimination relating to trade union activities and services.
Individuals who think that any of their rights (as in rights of workers relating to trade union activities and services) have been infringed can complain to an industrial tribunal.
If an employee has been dismissed - including cases where they have been dismissed on grounds of redundancy - their complaint is one of unfair dismissal.
If employees or other workers consider that they have been subjected to a detriment by an act, or deliberate failure to act, by their employer, their complaint is one of detriment.
If employees or other workers consider that you have made an unlawful inducement relating to trade union activities and services, their complaint is one of unlawful inducement.
Compensation
The compensatory awards for the claims in relation to dismissal and detriment vary. A tribunal can make an award to an individual for claims of unlawful inducements in relation to trade union membership/non-membership, activities, or collective bargaining. For more information, see current tribunal and arbitration compensation limits.
Note that in cases where an employee or other worker makes a related complaint to the tribunal concerning detriment, and the tribunal upholds that complaint, the tribunal may award compensation for the detriment suffered.
In deciding the amount of such compensation, a tribunal may not make a reduction on the ground that a complainant:
- contributed to their loss by accepting or not accepting an unlawful inducement
- has received or is entitled to an award on the grounds that an unlawful inducement has been made to them
Status of contractual changes resulting from unlawful inducements
If an employee or other worker accepts an unlawful inducement, but any consequent agreement by them to vary their terms and conditions has not yet been effected, the agreement to vary the terms and conditions is not enforceable.
Also, in such circumstances, the employer cannot recover any cash paid or other benefits conferred on the employee or worker concerned.
However, in cases where the agreed variation of terms and conditions has been effected, those variations are enforceable.
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Time-off rights for union officials and members
Rights to time off for union duties and activities and the circumstances under which this should be paid time off.
Trade union officials and members have rights to time off under certain circumstances. The time off may or may not be paid.
The right to paid time off for union duties
You must give an employee who is an official of a recognised union reasonable paid time off:
- to carry out their union duties
- for training related to union duties
A trade union official's typical duties may include:
- recruiting, organising and representing members of a trade union, either individually or collectively
- attending meetings with members of the workforce and management
- accompanying workers to disciplinary and grievance hearings
- negotiating with the employer on terms and conditions of employment or matters of discipline
The right to time off for union activities
You must give union officials and members reasonable unpaid time off for carrying out union activities.
Such activities might include:
- voting in union elections
- meeting full-time officials to discuss issues relevant to the workplace
- attending workplace meetings to discuss and vote on the outcome of negotiations
Right of complaint to an Industrial Tribunal
Individuals who think that any of these rights have been infringed can complain to an industrial tribunal.
If the tribunal finds the complaint well founded, it will make a declaration to that effect and award compensation as it sees fit.
In cases where the employer has failed to pay the employee for the time off, it will order the employer to pay the amount due.
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Rights of union learning representatives
The rights of union learning representatives, including arranging and undertaking training.
What are union learning representatives?
Union learning representatives have the same status as union officials and are allowed paid time off to carry out their duties.
Union learning representatives are:
- representatives of a recognised union who provide advice to union members about their training, educational, and developmental needs
- elected or appointed in accordance with the union's rules
- trained in line with statutory training conditions
- notified to the employer in writing
Rights of union learning representatives
Union learning representatives have a legal right to reasonable paid time off during working hours to carry out their duties, which may include:
- undertaking relevant training
- analysing the learning or training needs of union members
- providing information and advice on learning or training
- arranging learning or training
- consulting the employer about learning and training
- preparing for the above
The law does not assign a negotiating role to union learning representatives. However, some employers have voluntarily negotiated learning agreements with their union learning representatives.
Advantages of union learning representatives for employers
Union learning representatives can be a source of expert advice. They cost you comparatively little and can help with identifying the training needs of staff and encouraging a learning culture within the company.
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Blacklisting of trade union members
Description of the law that prohibits the blacklisting of trade unionists.
From 6 April 2014 the Employment Relations (Northern Ireland) Order 1999 (Blacklists) Regulations (Northern Ireland) 2014 came into operation which prohibits the blacklisting of trade unionists.
The Regulations make it unlawful to compile, supply, sell or use a 'prohibited list' (ie a blacklist).
Employers and employment agencies cannot:
- refuse a person employment for a reason related to a blacklist
- dismiss an employee for a reason related to a blacklist
- subject a person to any other detriment for a reason related to a blacklist
- refuse the services of an employment agency to a person for a reason related to a blacklist.
What is a blacklist?
A blacklist must:
- Contain 'details' about current or former trade union members or of persons who are taking part or have taken part in trade union activities. These 'details' could include names, addresses, National Insurance numbers, occupations or work histories.
- Have been compiled for employers or employment agencies to use in order to discriminate on grounds of trade union membership or activities when recruiting or during employment.
Blacklists would include any index or other set of items whether recorded manually, electronically or in other forms, and can include haphazard or unstructured collections of information with a common connection - such as a shared purpose.
You can act unlawfully if you indirectly access a blacklist. It may not be a defence for you to claim that you did not know you were using information from a blacklist.
Everyone on a blacklist is protected, even non-trade union members.
There are some incidences where the law does not prohibit blacklists. It is lawful if you:
- Supply a blacklist in circumstances where you could not reasonably be expected to know it was a prohibited list.
- Compile, supply or use a blacklist in order to draw attention to possible or actual blacklisting activity. For this to apply, no information about the person on the list should have been published without their consent, and the activity is justified in the public interest.
- Compiled, sold, supplied or used a prohibited list for the sole or main purpose of appointing or electing an office-holder in a trade union; or appointing a person to a post or office where the appointee must have experience or knowledge of trade unions, and it is reasonable to apply such a requirement.
- Compile, sell, supply or use a blacklist to comply with a statutory or legal requirement or to obey a court order.
It is also lawful to access a blacklist either:
- in connection with legal proceedings
- to obtain or provide legal advice about blacklisting compliance
Industrial Tribunal claims
If an employer is suspected of blacklisting, or an employment agency refuses employment based on blacklist information, they could be taken to an industrial tribunal.
If successful in an Industrial Tribunal, the claimant could be awarded compensation.
Court claims
A claim to a court can be made by anyone if they have suffered loss or been threatened by a potential loss.
If a complaint is successful, the court can award damages and compensation for injury to feelings. They are also empowered to make orders to stop organisations from blacklisting or using blacklists.
An individual cannot make a complaint to an Industrial Tribunal and the court in relation to the same conduct. However, if a complaint is made to an industrial tribunal, the same complainant could also ask the court to restrain or prevent an employer from blacklisting.
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Current tribunal and arbitration compensation limits
Minimum and maximum amounts that may be ordered to be paid by a tribunal.
The following table lists the different tribunal and arbitration compensation awards and the most recent changes to their limits in the Employment Rights (Increase of Limits) Order (Northern Ireland) 2024.
Table of increase of limits
Compensation From 6 April 2023 From 6 April 2024 Maximum basic award for unfair dismissal (30 weeks' pay, subject to the limit on a week's pay) £20,070 £21,870 Minimum additional award for failure to comply with a tribunal's order to reinstate or re-employ an employee who has been unfairly dismissed (26 weeks' pay, subject to the limit on a week's pay) £17,394 £18,954 Maximum additional award for failure to comply with a tribunal's order to reinstate or re-employ an employee who has been unfairly dismissed (52 weeks' pay, subject to the limit on a week's pay) £34,788 £37,908 Maximum amount of 'a week's pay' for the purpose of calculating a redundancy payment or for various awards including the basic or additional award of compensation for unfair dismissal £669 £729 Minimum amount of basic award of compensation where dismissal is unfair £8,139 £8,863 Limit on amount of compensatory award for unfair dismissal £105,915 £115,341 Limit on guarantee pay (per day) £35 £38 Amount of award for unlawful inducement relating to trade union membership, activities, or services, or for unlawful inducement relating to collective bargaining £5,382 £5,861 Minimum amount of compensation where an individual is expelled from a union in contravention of Article 38 of the Trade Union and Labour Relations (Northern Ireland) Order 1995 and not readmitted by date of tribunal application £12,206 £13,292 Limit on amount in respect of any one week payable to an employee in respect of debt to which Part XIV of the 1996 Order applies and which is referable to a period of time £669 £729
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How to write a good job advert
Write a job description and person specification
Details that you should include in job descriptions and person specifications when recruiting new staff.
A job description outlines the overall purpose of a job role and the main tasks to be carried out by the job holder. A person specification lists the qualifications, skills and experience needed by the candidate to perform the job role.
Job description
Preparing a job description is not a legal requirement but it will help you to decide what type of person you are looking for and to write the job advert.
A job description should include:
- the job title
- the main duties and purpose of the role
- information about the company and what it does
- the job location
If you are recruiting a manager, decide what their additional responsibilities will be and the specific skills they will need - eg line management or team leadership experience.
The person specification
It is not a legal requirement to include a person specification in your job advert. Howver, a person specification can help ensure all applicants are scrutinised systematically using the same criteria. This will ensure that your selected shortlist can be justified on objective criteria if an appointment is challenged following the conclusion of the recruitment process.
If you do decide to have a person specification, include the essential and desirable knowledge, experience and skills you would like the successful applicant to have.
It is essential to not discriminate when writing your job description or person specification - see how to prevent discrimination and value diversity.
Read guidance on recruitment and advertising from the Equality Commission.
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How to write a good job advert
Tips for employers on what to include in an effective job advertisement.
A well-written job advertisement that clearly outlines the job role, what your company does, and what qualifications and experience are required from a successful candidate will help you attract the right talent and simplify your recruitment process.
What to include in a job advert
A good job advertisement should:
- provide a company background
- list the perks and benefits that your company provides to staff
- give enough information so that candidates can decide whether to apply and include appropriate details on the following
- summary of job role
- job duties and responsibilities
- job location and whether there is flexible working
- working hours
- pay range
- length of contract - whether it is a permanent or fixed-term role
- contract type - whether it is a part-time or full-time role
- state the skills and experience needed for the job role
- use language that is clear, simple and non-discriminatory eg use job titles that are gender neutral and avoid job titles with age-related connotations
- state if applicants should send a CV or complete an application form
- provide a clear deadline for responses
- outline how the applicant can respond whether it be by post, by email or completing an online application form
- provide contact details
See writing a person specification and job description.
Read guidance on recruitment advertising from the Equality Commission.
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Advertise your job vacancy
Where and how to advertise your job vacancy to maximise your chances of getting the right person to work for you.
There are a range of options available to you when advertising a job vacancy. These include:
- JobApplyNI.com
- online job and recruitment sites
- newspapers and magazines
- your website and social media channels
- Jobs and Benefits office and JobCentre network
- employment agencies
- social media channels
Decide what's appropriate for you
Think about who you want to read the advertisement, how long it should run for, how quickly you want a response, and how much you can afford to pay.
Consider the costs. Advertising ina newspaper can be expensive but may not be as effective as some online methods that may cost very little to advertise on. Time the advertisement of your job vacancy carefully, eg avoid advertising during holiday periods including Chistmas and the busiest periods for summer holidays.
Government support to find staff
The network of 35 Jobs and Benefits offices throughout Northern Ireland offers a range of no-cost services to help you find suitable staff.
Find your local Jobs & Benefits Office.
Register your business with JobApplyNI.com and submit your vacancies online.
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Using employment agencies to find staff
The information you should provide to an employment agency when recruiting new staff.
Employment agencies can find you either temporary or permanent staff, depending on your needs.
You should agree fees and terms before you appoint an employment agency to find candidates on your behalf.
Questions your employment agency should ask
Your agency should ask the following questions each time you ask them to fill a vacancy:
- Name of your organisation and the work that it does.
- Dates that work will start and finish.
- Position and type of work.
- Location of the job.
- The hours the work-seeker will be required to work.
- Known risks to health and safety and preventative measures in place.
- Experience, training, qualifications and any authorisation required by you, the law or any professional body to do the job.
- Any expenses payable by or to the work-seeker.
In addition, when using an agency to recruit permanent members of staff, the agency should also ask:
- The minimum rate of pay and any other benefits the person can expect.
- Where applicable, the length of notice the worker will be required to give and expect to receive.
Advantages of using employment agencies
- You can take someone on for a set period of time.
- You can try out temporary workers before employing them permanently.
- The agency will pay the temporary workers and take care of tax issues.
- For permanent recruitment, your agency may offer a rebate or replacement if a candidate starts but proves to be unsuitable.
Disadvantages of using employment agencies
- For permanent recruitment you may have to pay a one-off placement fee to the agency which will usually be based on a percentage of the employee's annual salary.
- Temporary workers who work on an ongoing basis have certain employment rights.
- If you do choose to directly employ a temporary worker who has been getting supplied to you by an agency, you may have to pay the agency a 'temp to perm' transfer fee if you employ the worker during whichever of the following periods ends later:
(a) Eight weeks from the day after the day on which they were last supplied to you by the agency
(b) Fourteen weeks from the first day on which the worker was supplied to you by the agency
How to complain about an employment agency
Employment agencies must comply with the Employment (Miscellaneous Provisions) (NI) Order 1981 (as amended) and the Conduct of Employment Agencies and Employment Businesses Regulations (NI) 2005 (as amended).
If you are unhappy with your agency, you can make a complaint by contacting the Department for the Economy (DfE) Employment Agency Inspectorate Helpline on Tel 028 9025 7796.
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Application forms vs CVs in the recruitment process
Employers can weigh up the options for recruiting new staff either by requesting CVs or using job application forms.
Employers have two main options for inviting applications from candidates for job vacancies:
- providing a job application form for applicants to complete and return to you
- asking applicants to send a copy of their CV (Curriculum Vitae) and a covering letter explaining why they are suitable for the job role
Application forms in the recruitment process
Advantages of application forms for recruitment
- You can ask for the exact information you need to know from the job applicant.
- It is easy to compare the skills and experience of different applicants.
- You can reuse application forms by tailoring them to specific roles for future recruitment activities, saving you time.
- Applicants can complete online application forms from any location and on any device. They can also save their progress to complete at times that are convenient to them.
- Online applications can be processed faster than hard copies.
- You'll have instant access to digital data.
- Online application forms also demonstrate that you are a modern and progressive employer.
Disadvantages of application forms for recruitment
- Application forms can be challenging to design when creating one for the first time.
- It can be time-consuming to review application form answers especially if you have attracted a large number of applicants.
- It can be difficult to decide on the right questions to ask on the application form to enable you to attract the right candidates.
- Application forms can hinder candidate creativity as they are more restrictive than a CV.
- Lengthy application forms can be off-putting for potential candidates.
- You will need to ensure data security and confidentiality with online application forms.
Information to request on a job application form
- Name, address, telephone number, and email address.
- Qualifications and history of education.
- Work experience.
- Relevant skills or experience.
- Names and addresses of referees.
- If the applicant has a criminal record.
- If the applicant has the right to work in the UK.
- Questions that will help determine if the candidate has the right experience and competencies for the job role.
Download a sample job application form (DOC, 18K).
You must avoid asking discriminatory questions. See how to prevent discrimination and value diversity. Equality Commission guidance on the application process.
Requesting CVs in the recruitment process
Advantages of requesting CVs
- There is no need to develop suitable questions and produce an application form.
- CVs provide a quick overview of a candidate's qualifications, skills, and work history.
- It can save you time rather than having to assess answers on an application form.
- The way candidates present their CVs may give you an idea of their personality and characteristics.
- Some applicants may see an application form as a barrier to applying for a job so requesting a CV may open you up to a larger pool of candidates.
- CVs are a quick way for employers to determine suitable candidates for interview. The interview then provides the opportunity for employers to ask specific questions about skills and competencies.
Disadvantages of requesting CVs
- There can be more emphasis on the skills to create a CV rather than focusing on the skills required for the role. There may be a danger of attracting people who are good at making CVs but not necessarily a good fit for your company.
- It is harder to compare the skills and experience of different candidates.
- You may not get a true sense of whether a candidate is suitable for the job and the skills required to perform their role.
- Gaps in education or work can be hidden more easily by the job applicant.
- Qualifications are given excessive importance on CVs therefore leading to discrimination based on where candidates went to school or university.
- You may end up appointing an unsuitable candidate for the job.
Monitoring forms
Registered employers in Northern Ireland with more than ten full-time employees have a legal duty to monitor the composition of their workforce and of those applying to fill vacancies. Download a sample monitoring questionnaire for job applicants (DOC, 20K).
Read Equality Commission guidance on recruitment advertising.
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Flexible working: employee protection against dismissal and discrimination
In this guide:
- Flexible working: the law and best practice
- The right to request flexible working: eligibility criteria
- Advantages of flexible working
- Flexible working policy
- Types of flexible working
- Application for flexible working
- Considering flexible working requests
- Reaching a decision on a flexible working request
- Refusing a flexible working request
- Flexible working refusal: employee's appeal
- Flexible working: extensions to time limits and withdrawals
- Unresolved flexible working requests
- Flexible working: employee protection against dismissal and discrimination
- Promoting flexible working - Advanced Electronic Solutions (video)
- Introducing a four-day working week - Smiley Monroe
The right to request flexible working: eligibility criteria
Who qualifies for the right to make a flexible working request and what are the types of requests.
Certain employees have the statutory right to make a flexible working request. To be eligible to make a flexible working request a person must:
- be an employee
- have worked for you continuously for at least 26 weeks on the date they make their request
- not have made another statutory request during the past 12 months (unless it relates to a request to consider reasonable adjustments on account of disability under the Disability Discrimination Act 1995.)
Further, employed agency workers returning to work from a period of parental leave also have the right to request flexible working.
The right to make a flexible working request is open to all those who meet the above eligibility requirements. It can be made for any reason, and it is not restricted to parents or carers.
The frequency of flexible working requests
Employees can make one application every 12 months unless it relates to a request to consider reasonable adjustments on account of disability under the Disability Discrimination Act 1995.
The 12-month period runs from the date the most recent application was made.
Before making a subsequent request, the employee must still meet the eligibility criteria as outlined above.
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Advantages of flexible working
The advantages for your business when introducing a flexible working policy.
Introducing a flexible working policy can benefit your business as well as your employees.
Flexible working: business benefits
Many employers believe that promoting flexible working makes good business sense and brings the following improvements:
- Greater cost-effectiveness and efficiency, such as savings on overheads when employees work from home or less downtime for machinery when 24-hour shifts are worked.
- The chance to have extended operating hours.
- Ability to attract a higher level of skills because the business is able to attract and retain a skilled and more diverse workforce. Also, recruitment costs are reduced.
- More job satisfaction and better staff morale.
- Reduced levels of sickness absence.
- Greater continuity as staff, who might otherwise have left, are offered hours they can manage. Many employers find that a better work-life balance has a positive impact on staff retention, and on employee relations, motivation, and commitment. High rates of retention mean that you keep experienced staff who can often offer a better overall service.
- Increased customer satisfaction and loyalty as a result of the above.
- Improved competitiveness, such as being able to react to changing market conditions more effectively.
Flexible working: benefits for employees
The main benefit of working flexibly for your employees is that it gives them the chance to fit other commitments and activities around work and make better use of their free time.
Flexible working can help you as an employer promote a healthy work-life balance for your staff.
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Flexible working policy
Considerations for employers when introducing a flexible working policy and example templates.
Introducing a flexible working policy
You should inform and consult your employees before you introduce a flexible working policy. This may help them understand how flexible working arrangements may impact your business.
When planning to implement a flexible working policy, you will need to consider the following:
- What flexible working arrangements will suit the business?
- What are the legal requirements?
- How will you deal with applications, eg who will attend the meetings and how will the administration work?
- Are there jobs that might be difficult to do under a flexible working arrangement, eg jobs that don't suit homeworking?
- If there are, what is the nature of the obstacle, and can you perhaps overcome it?
- How flexible are your IT arrangements, eg can employees access their email away from the workplace?
Flexible working policy templates
The Equality Commission for Northern Ireland has developed a model policy and procedure template for employers on handling requests for flexible working (PDF, 1.07MB) - you can download and personalise this to your business needs.
The Equality Commission for Northern Ireland also hosts free training courses on flexible working on a regular basis as part of its Employer Training Programme.
Find out how to set up employment policies for your business.
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Types of flexible working
Different types of flexible working, such as part-time work, flexi-time, zero-hour contracts, and job sharing.
The term flexible working covers flexibility in terms of the hours that are worked and the location and includes the following:
Flexible working: different types
Type of flexible work Explanation Annualised hours Employees' contracted hours are calculated over a year. While the majority of shifts are allocated, the remaining hours are kept in reserve so that workers can be called in at short notice as required. See minimum wage for different types of work - paid by the hour. Compressed working hours Employees can cover their standard working hours in fewer working days. See calculating holiday entitlement for atypical workers. Flexi-time Employees have the freedom to work in any way they choose outside a set core of hours determined by the employer. Part-time working Employees are contracted to work less than standard, basic, full-time hours. See options for part-time working. Job sharing One full-time job is split between two employees who agree on the hours between them. See introducing job-sharing. Remote or hybrid working Employees spend all or part of their working week from home or somewhere else away from the normal workplace. See employees working from home. Sabbatical/career break Employees are allowed to take an extended period of time off, either paid or unpaid. Self rostering Employees nominate the shifts they'd prefer, leaving you to compile shift patterns matching their individual preferences while covering all required shifts. Shift swapping Employees arrange shifts among themselves, provided all required shifts are covered. Shift working Work that takes place on a schedule outside the traditional 9am - 5pm working day. It can involve evening or night shifts, early morning shifts, and rotating shifts. Staggered hours Employees have different start, finish, and break times, allowing a business to open longer hours. Term-time working An employee remains on a permanent contract but can take paid/unpaid leave during school holidays. See considering requests to change working hours. V-time working Employees agree to reduce their hours for a fixed period with a guarantee of full-time work when this period ends.
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Application for flexible working
Information an employee must provide when making a flexible working request.
An employee's application should set out their desired working pattern and how they think you can accommodate it.
Information that must be included in a flexible working application
In order for a flexible working application to be valid, it must:
- be dated and in writing
- state that it is being made under the statutory right to make a flexible working request
- specify the flexible working pattern applied for
- explain what effect the proposed change may have on your business and how you can deal with any such effect
- state the date on which they want the change to start
- be the only request made in the last 12 months
The employee should allow plenty of time between the date of the application and the date they expect the flexible working arrangement to start. This is to allow you time to look at their application and assess whether or not you can accommodate it.
See form FW (A): Flexible Working Application Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
Flexible working requests and the contract of employment
If you accept an employee's flexible working request, this will be a permanent change to their contractual terms and conditions unless you agree otherwise. See change an employee's terms of employment.
If you or the employee are concerned about this, you could either suggest that they work flexibly over a trial period or agree that the arrangement will be temporary.
Note that employees do not need to provide a reason for their application for flexible working.
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Considering flexible working requests
Responding to an employee's flexible working request and arranging a meeting to discuss it.
You should acknowledge receipt of the employee's flexible working request in writing.
All statutory flexible working requests must be seriously considered with the aim of deciding whether your business can accommodate the requested work pattern.
Under the statutory procedure, you should hold a meeting with the employee to discuss their request. If you cannot accommodate the requested working pattern, you may still wish to explore alternatives to find a working pattern suitable to you both.
You can also agree to a flexible working request simply on the basis of the application itself without the need for a meeting, but it would be good practice to meet with the employee to discuss any practical issues for implementation.
Incomplete flexible working application
If the application is incomplete, you can ask the employee to resubmit it and inform them that you do not have to consider the application until it is resubmitted.
If the employee refuses to provide you with the information needed, you can treat the application as withdrawn. The employee will not be able to make another application for another 12 months. See the right to request flexible working: eligibility criteria.
Meeting to discuss the flexible working application
You should arrange a meeting with the employee within 28 days of receiving their valid flexible working application. If it is difficult to arrange a meeting within this period, seek the employee's agreement to extend it.
Failure to hold a meeting within the 28-day period or any extension, without the employee's agreement, will be a breach of the procedure.
You should arrange the meeting at an appropriate time and place that is convenient for all.
The right to be accompanied
The employee has the right to be accompanied at the meeting by a single companion who is a worker employed by the same employer as the employee who chooses them.
The companion can address the meeting and confer with the employee during it, but may not answer questions on behalf of the employee.
If the companion is unable to attend the meeting, the employee must seek to rearrange the meeting. It should take place within seven days of the date of the original meeting.
You must pay both the employee and their companion for the time off from their normal working duties to attend the meeting.
What happens if the employee fails to attend the meeting?
If the employee is unable to attend the meeting, they should contact you as soon as possible to explain their absence and allow you to rearrange it for the next mutually convenient time.
If the employee fails to attend the meeting more than once without a reasonable explanation, you can treat their application as withdrawn and you should write to them to confirm this.
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Reaching a decision on a flexible working request
Accepting and refusing an employee's request and trial periods.
You must notify an employee of your decision within 14 days of the meeting to discuss their flexible working request.
If you need more time to consider the request, you must agree this with the employee.
If you cannot agree to the working pattern asked for, you can still try to reach an agreement with the employee on an alternative arrangement.
Accepting a flexible working request
If you accept an employee's flexible working request, you must write to them:
- detailing their new working pattern
- stating the date on which it will start
- ensuring that this notice is dated
- stating that the arrangement means a permanent change to the employee's terms and conditions of employment (unless agreed otherwise)
Flexible working trial periods
If you or the employee are not sure that the proposed flexible working pattern will work in practice, you could try a different working arrangement or consider a trial period for flexible working.
Trial periods can happen at two stages before a formal agreement is reached on the flexible working request:
- If you know that your employee will be applying, then you can agree to a trial period before they submit a formal written flexible working request. If you do this, the formal procedure will still be available to the employee in the future.
- If the employee makes a formal written application, you could agree to an extension of time for you to make a decision and the trial period could happen before you reach a final agreement. In this case, the rest of the formal procedure would still be available to the employee.
Informal temporary flexible working arrangements
If you and the employee think that a statutory flexible working arrangement resulting in a permanent change to their contract of employment may not be the best solution, you could consider an informal temporary arrangement.
For example, this may be appropriate when the employee suddenly becomes the carer of an adult with a terminal illness, or they have to care for someone with a fluctuating condition like Parkinson's disease.
You should put any such agreement in writing.
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Refusing a flexible working request
Reasons employers may refuse a flexible working request and how this must be communicated to the employee.
If you decide that you cannot accommodate any kind of flexible working for an employee, you must write to them:
- stating which of the listed business ground(s) apply as to why you cannot accept the request
- providing an explanation of why the business reasons apply in the circumstances
- setting out the appeal procedure
This written notice must be dated.
The business grounds for rejecting a flexible working request
You can only reject a flexible working request on a limited number of set grounds.
These are:
- planned structural changes
- burden of additional costs
- detrimental impact on quality
- inability to recruit additional staff
- detrimental impact on performance
- inability to reorganise work amongst existing staff
- detrimental effect on ability to meet customer demand
- insufficient work for the periods the employee proposes to work
Explaining your refusal of a flexible working request
In your written refusal of a flexible working request, you must explain why the business ground applies in the circumstances. If an employee understands why a business reason is relevant, they are more likely to accept the outcome and be satisfied that you have considered their application seriously - even if it isn't the outcome they wanted.
You do not have to go into a lot of detail, but you should include the key facts about why the business ground applies.
If you make a decision to reject a flexible working application based on incorrect facts, this will give the employee grounds to make a complaint to an industrial tribunal.
See form FW (C): Flexible Working Application Rejection Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
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Flexible working refusal: employee's appeal
How an employee should request an appeal if their flexible working request is refused and how an employer must deal with that request.
If an employee believes that you have not properly considered their flexible working request they may want to appeal your decision to reject it.
Flexible working: employee's notice of appeal
The employee must make their appeal in writing within 14 days of receiving your written notice refusing their flexible working request - read more on reaching a decision on a flexible working request.
In the appeal notice, the employee must set out the grounds for making the appeal and ensure that the appeal is dated.
For example, an employee might appeal because they want to:
- challenge a fact you gave to explain why the business reason applies
- bring your attention to something you weren't aware of when you rejected the application, eg that another member of staff is now willing to cover the hours the employee no longer wishes to work
There are no restrictions on the grounds for appeal.
See form FW (D): Flexible Working Appeal Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
Arranging an appeal meeting
You must arrange the appeal meeting within 14 days of receiving the employee's appeal notice with regard to their flexible working application.
A different manager should ideally hear this appeal, usually at a higher level, than the manager who made the initial decision to reject the flexible working request.
The principles on the right to be accompanied, payment for attending the meeting, and what happens if the employee fails to attend are the same as for the initial meeting - see considering flexible working requests.
Notifying an employee of your decision following the appeal meeting
You must inform the employee of the outcome of the flexible working request appeal in writing within 14 days after the date of the appeal meeting.
If you change your mind and choose to accept their flexible working request, this notification must:
- be dated
- include a description of the new working pattern
- state the date from which the new working pattern is to take effect
If you choose to uphold the decision to refuse the flexible working request, this notification must:
- be dated
- state the grounds for the decision - these must be in direct response to the employee's grounds for making the appeal
- explain why the grounds for refusal apply in the circumstances - your explanation should provide the kind of detail required in your explanation following the initial meeting.
This notice amounts to your final decision and ends the formal right to request a flexible working procedure.
See form FW (E): Flexible Working Appeal Reply Form in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
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Flexible working: extensions to time limits and withdrawals
Extending the time limit to decide on a flexible working request.
There may be occasions where you need more time than the formal statutory procedure allows in order to reach your decision on an employee's request for flexible working.
There are also situations where you may treat the employee's application as withdrawn.
Extension of time limits to consider a flexible working request
There are two circumstances where the time limits for giving decisions and raising appeals on flexible working requests can be extended.
Through agreement by the employer and the employee
You might need to extend time limits where, for example, you need more time to consult with other staff or you agree to a trial period to check the suitability of the proposed flexible working arrangement.
The written record of the agreement must:
- be dated
- be sent to the employee
- specify what period the extension relates to
- specify the date on which the extension is to end
Through absence of the employer
An automatic extension applies where the individual who normally deals with the flexible working request is absent from work due to leave or illness. Where this is the case, the 28-day period within which a meeting shall be held to discuss a flexible working application commences on the day the individual returns to work, or 28 days after the application is made, whichever is the sooner.
There are no other circumstances where an automatic extension to any period applies.
See form FW (F): Extension of Time Limit in the Labour Relations Agency's (LRA) guidance and templates on flexible working: the right to request and duty to consider.
Treating a flexible working application as withdrawn
There are three circumstances where you can treat an employee's application for flexible working as withdrawn:
1. The employee unreasonably refuses to provide the information you need to consider their application. You should confirm in writing the withdrawal of the application.
2. The employee twice fails to attend a meeting to discuss a request (or a meeting to discuss an appeal) without reasonable cause. You should confirm in writing the withdrawal of the application. However, you should be flexible where - on both occasions - the employee cannot attend due to unforeseen circumstances.
3. The employee decides to withdraw the application. They should notify you as soon as possible in writing. If you don't receive written notification, ask them to confirm their intention verbally and then confirm this in writing. The employee will not be eligible to make another application for 12 months.
In all circumstances a written record must be made. See form FW(G): Notice of Withdrawal in the LRA's guidance and templates on flexible working: the right to request and duty to consider.
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Unresolved flexible working requests
What happens if you can't reach an agreement on flexible working using the statutory right-to-request procedure.
There may be occasions where an employee feels that their employer has not dealt with their flexible working application to their satisfaction.
Informal resolution
You should first try to sort out any problems with a flexible working application informally to discourage the employee from taking more formal action.
If an employee feels that the issue has not been resolved using informal methods, they may use your grievance procedure. Read more on handling grievances.
Third-party conciliation/mediation
If you cannot resolve the issue internally, you could try using an external third-party mediator or conciliator, eg Labour Relations Agency (LRA) or a union representative.
The LRA may offer to resolve the dispute through its Arbitration Scheme.
The LRA Arbitration Scheme
The LRA Arbitration Scheme provides an alternative to having a case heard by a tribunal to resolve an employment-related dispute (for example, claims relating to flexible working arrangements, unfair dismissal, breach of contract, or discrimination).
The scheme is quicker, confidential, non-legalistic, less formal and more cost-effective than a tribunal hearing.
Under the scheme, an arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.
Find out more about the LRA Arbitration Scheme.
Early Conciliation
Anyone who wishes to lodge a claim with the Industrial or Fair Employment Tribunal must first notify the LRA and discuss the option of Early Conciliation. A claimant will not be able to proceed to tribunal without at least considering this option.
Tribunal claims
Where all other methods have failed, the employee may feel that an industrial tribunal claim is necessary.
An employee may make a complaint to an industrial tribunal where either:
- your decision to reject a flexible working application was based on incorrect facts, although this issue should first be covered in the appeal meeting - see flexible working refusal: employee's appeal
- you didn't follow the procedure properly, eg you failed to hold the meeting to discuss the application within the timescale (where no extension had been agreed) or where you failed to provide a complete and proper explanation to the employee of your decision to refuse their request
An employee cannot make a complaint where they simply disagree with the business grounds you give.
The industrial tribunal does not have the power to question your business reasons, although it can examine the facts on which the business reason was based to see if they are factually correct. If a case is brought jointly with other legislation, eg the Sex Discrimination (Northern Ireland) Order 1976 or other discrimination legislation, an industrial tribunal may seek to examine how the request was considered.
Note that applications to tribunals have time limits. The LRA can provide information about tribunal time limits - contact the LRA.
Remedies and compensation
An industrial tribunal or LRA arbitration can order you to:
- pay an award to the employee
- reconsider an application by following the procedure correctly
The maximum level of compensation is eight weeks' pay - although there is a statutory cap on the amount of a week's pay.
There is a separate award of up to two weeks' pay where you failed to allow the employee to be accompanied at a meeting.
There may be an additional award of compensation if the employee is successful in a joint claim, eg taken under Sex Discrimination legislation - as set out above.
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Flexible working: employee protection against dismissal and discrimination
An employee's protection against detrimental treatment and dismissal in relation to their flexible working request.
You must not subject an employee to a detriment or dismiss them for a reason relating to their flexible working request. In addition, you should note that rejecting a flexible working request could give rise to a discrimination claim.
Protection against detriment/dismissal for requesting flexible working
Employees are protected from suffering a detriment or being dismissed because:
- they have made an application to work flexibly
- they exercised a right under the flexible working request procedure
- they have made a complaint to an industrial tribunal in respect of their flexible working application
- they exercised their right to be accompanied at a meeting to discuss their request or they accompanied another employee to such a meeting
A detriment is where you act in a way that results in unfair treatment of an employee because they did something protected by law, such as exercising a statutory employment right.
Dismissal means your termination of their employment, with or without notice, including redundancy selection and the non-renewal of a fixed-term contract. It could also include constructive dismissal, ie where the employee resigns believing you have substantially breached their contract of employment. Read more on dismissing employees.
Employees who suffer a detriment or are dismissed in these circumstances may make a complaint to an industrial tribunal.
Discrimination and flexible working requests
In some circumstances, rejecting an employee's flexible working request could open up the possibility of a claim for discrimination on grounds of sex, gender reassignment, marital status or civil partnership, race, religion or belief, political opinion, sexual orientation, disability, or age.
For example, if you reject the request of a woman returning from maternity leave to work part-time, this could be seen as indirect sex discrimination. This is on the grounds that a greater proportion of women than men have the main parental caring responsibility - and requiring the employee to work full time potentially puts her at a disadvantage compared with her male colleagues.
However, even if the employee is put at a disadvantage by your flexible working refusal, you can still justify your actions at a tribunal if you can show that they were a proportionate means of achieving a legitimate aim.
Read more on how to prevent discrimination and value diversity.
Part-time employee discrimination
You must not treat part-time employees less favourably in their contractual terms and conditions than comparable full-timers - unless you can objectively justify that treatment.
So, if you agree to a request to work fewer hours, bear in mind that the employee is still entitled to the same pay and benefits (on a pro-rata basis) and access to training and promotion opportunities.
Find out more about employing part-time workers.
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Flexible working: the law and best practice
Promoting flexible working - Advanced Electronic Solutions (video)
Paul Creighton, director of Advanced Electronic Solutions (AES), talks about how the company introduced and benefited from flexible working practices.
Advanced Electronic Solutions (AES) has been providing security products throughout the UK and Ireland since 2004. Based in Cookstown, Co. Tyrone, they provide and install a wide range of products and services, from wire-free alarms, to CCTV and gate automation. Flexible working benefits both employees and the business by ensuring a happy and more productive workforce.
Here, director Paul Creighton talks about how the company introduced and benefited from flexible working practices.
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Flexible working: the law and best practice
Introducing a four-day working week - Smiley Monroe
How Lisburn-based employer Smiley Monroe introduced a four-day working week into their business.
Smiley Monroe is a manufacturer of customised endless conveyor belts, cut rubber, and plastic parts supplying mobile equipment manufacturers in the crushing and screening sector. Smiley Monroe has three global production facilities and is headquartered in Lisburn with 128 employees.
Jayne Peters, Director of People and Culture at Smiley Monroe, explains how the company has adopted a four-day working week with all staff enjoying Friday off. She outlines how they have addressed challenges along the way and the benefits this has presented to the company and their staff.
Encouraging and acting on staff feedback
"At Smiley Monroe, we value feedback from our employees, and one of the mechanisms to gather ideas is through our engagement team, who meet regularly. This group comprises representatives from all areas of our business. They are responsible for planning employee events, communicating updates throughout our teams, and finding ways to develop and safeguard our company culture. A four-day working week is an example of an idea suggested during one of the engagement meetings."
"While it took some time to work out the practical aspects of how this would work for our business, we were keen to explore how a change in working patterns could help our employees achieve a better work-life balance without negatively impacting our customers. In a challenging labour market, we also identified that this could give us a competitive advantage when recruiting and retaining talent."
Addressing the challenges of a four-day working week
"We initially implemented a six-month trial period for a four-day working week. This approach was crucial to minimise potential inconvenience to our customers during its introduction. While planning, we made gradual adjustments to address possible adverse impacts of the new working pattern. For example, we reduced Friday deliveries as many customers had already adopted Friday as a shorter working day. By doing so, we could maintain production and not negatively affect our customer service."
"To streamline the transition to a four-day working week, we gradually implemented it across different teams. The customer support team was the last to adopt this new work schedule. We informed our customers about the future changes, and the feedback we received was overwhelmingly positive. Many customers showed interest in adopting this new work schedule within their operations."
"In taking a phased approach to reduce Friday working hours, we had already made changes to our delivery and export schedules. This strategy managed customer expectations and meant when the four-day week finally came into effect, the change was minimal."
"An additional consideration included making efficiencies within our processes to maintain the same level of productivity in a shorter period. We made gradual changes to ensure that our operations remained unaffected."
"We considered how to ensure a four-day working week would positively impact our employee work-life balance. It was not an option for staff to condense their traditional five-day working week into four days, as this would have the opposite effect. It was important for staff to still find time between Monday and Thursday to fulfil family commitments and enjoy their hobbies."
Better employee work-life balance
"One of our central values is 'One Big Family' - meaning our employees' families are an extension of our business. Our decision to reduce the core working hours in all departments instead of just condensing them into four days is based on company values of a healthy work-life balance for all employees every day of the week."
"Some businesses choose a staggered approach to a four-day week, where different employees are off on different days, but the business stays open across the five days. However, we believe our approach and closing on a Friday allows our staff to switch off without the urge to check emails, for example."
"Overall, our current employees love the new-working pattern. Whether to spend an extra day at home with their kids, carve out time for a hobby that has been side-lined or even do volunteer work."
Competitive advantage in the jobs market
"The new four-day working pattern combined with an attractive benefits package and a positive company culture has been a competitive advantage when attracting talent. In today’s job market, employees want more than a competitive salary. Candidates are increasingly choosing employers who align with their values and ambitions."
Success of our four-day working week
"We opted to reduce the core working hours, with no reduction in salary. Again, the motivation here was to maintain high levels of employee satisfaction and ensure they could fully enjoy the benefits of a shorter working week. We are pleased with the positive reception of the new four-day working week by staff, customers, and suppliers. Since its introduction, we have found employees to be more motivated to get the job done more efficiently."
“We have been able to measure the success of our four-day working week through the positive customer and employee feedback we have received. We have identified that tasks are being completed within expected timeframes while maintaining operational efficiency levels since the introduction of the four-day week. We will continue to monitor the success of our new way of working through employee engagement surveys.”
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