Have you ever employed someone you wish you hadn’t? Free half day seminar -18th of April

HR seminar  on 18^th April run jointly with Fruition IT in Bishops Waltham

Workshop Overview

Recruitment, managing performance and dealing with staff issues are all essential interlinked parts of business life and achieving business success.

As a manager or owner of a business, it is challenging to get this right. Have you ever employed someone you wish you hadn’t? Do you feel you could get more from the staff you employ or manage? Have you ever had staff problems you wish you could have avoided? Do you find it daunting to keep up with the continuing march of employment law? Are you worried about making costly mistakes?

Do you just want practical, pragmatic advice on how to deal with these effectively?

The purpose of this workshop is to reassure businesses and managers that people issues and problems can be managed like any other risk, performance improved and the likelihood of damaging costs reduced. The workshop includes the practical skills and knowledge for dealing with problems effectively.

The seminar is from 9:30-12:30 with lunch provided afterwards

Venue

Unit 3 Claylands Park, Claylands Road, Bishops Waltham, Hampshire, SO32 1BH

Further  details and booking are on the website http://www.fruitionpi.co.uk/Events2.html

Have you ever employed someone you wish you hadn’t? Free half day seminar

HR seminar  on 22 March run jointly with Fruition IT in Bishops Waltham

Workshop Overview

Recruitment, managing performance and dealing with staff issues are all essential interlinked parts of business life and achieving business success.

As a manager or owner of a business, it is challenging to get this right. Have you ever employed someone you wish you hadn’t? Do you feel you could get more from the staff you employ or manage? Have you ever had staff problems you wish you could have avoided? Do you find it daunting to keep up with the continuing march of employment law? Are you worried about making costly mistakes?

Do you just want practical, pragmatic advice on how to deal with these effectively?

The purpose of this workshop is to reassure businesses and managers that people issues and problems can be managed like any other risk, performance improved and the likelihood of damaging costs reduced. The workshop includes the practical skills and knowledge for dealing with problems effectively.

The seminar is from 9:30-12:30 with lunch provided afterwards

Venue: Unit 3 Claylands Park, Claylands Road, Bishops Waltham, Hampshire, SO32 1BH

 

Thanks and  Best wishes,

Jim

 

If you would like to know more please call 01329 519919 or go to www.morlangilhr.co.uk

“Home Office ‘blame game’ is a reminder to employers not to cut corners when dealing with workplace discipline, according to employment lawyers at Shakespeares.

The article by the Law Firm Shakespeares is a timely reminder to employers of the need to have and apply proper robust disciplinary and grievance procedures.  http://www.hrmagazine.co.uk/hro/news

The very public criticism of Brodie Clark by the Home Secretary has led to a claim of constructive dismissal.  The basis of his claim is that he was denied the opportunity to respond to the Home Secretary’s disparaging comments about him.

Disciplinary cases should always be investigated and dealt with in private and individuals given the opportunity to respond to any disciplinary allegations before a decision is made. Disciplinary procedures should always be followed.  Failing to do these is likely to result in an employers facing a claim before an Employment Tribunal and almost certainly losing. (Remember the Sharon Shoesmith case).

My advice is always have a clear disciplinary policy and procedure, and apply in fairly, and avoid knee jerk reaction to situations.”

If you would like to know more please call 01329 519919 or go to www.morlangilhr.co.uk

FREE HR Health Check

Have You Ever Employed Someone You Wish You Hadn’t?

As soon as you have staff, you have employment law demands.

Do you find it daunting to keep up with the continuing march of employment law? Are you worried about making costly mistakes? Do you just want practical, pragmatic advice on how to deal with issues or better still, avoid them altogether?

Staff problems, when they occur, can be costly both in terms of time required to deal and monetary cost. Inevitably, this impacts particularly on owners and managers who have significant other demands on their time. Quality recruitment, documentation and procedures are the key to compliance and reducing cost and risk.

MorlanGil Human Resources (MGHR), recommended by Franchise Development Services (FDS), will take care of your HR through its bespoke outsourced HR support service for both franchisors and franchise owners covering staff management and performance.

Read the full article here

To take advantage of a Free HR Health Check worth up to £250 and for more information, please contact Jim Gilhooley on 02392 658212 or email jim.gilhooley@morlangilhr.co.uk.

Fixed term Contracts – Redundancy

Redundancy

This means that the same criteria and terms apply to fixed term staff in a redundancy situation as permanent employees i.e. pay, etc.  The key considerations are:

• to qualify for statutory redundancy, fixed term employees must have been with an employer for a minimum of two years continuous (unbroken) service
• they cannot be selected for redundancy simply because they are fixed term employees only
• they cannot be offered different or reduced redundancy terms to permanent employees being made redundant in the same organisation because they are fixed-term employees: they must be offered the same terms, even if more generous than the statutory terms.

If you would like to know more please call 01329 519919 or go to www.morlangilhr.co.uk

Successive Fixed Term Contracts

 Successive fixed term contracts

1 Becoming permanent

If fixed-term employees have their contracts renewed or if they are re-engaged on a new fixed-term contract after four or more years of continuous unbroken employment, the renewal or new contract becomes permanent i.e. one contract lasting in excess of four years or a contract following immediately on a previous fixed-term contract which amounts to four years or longer in length. (There are a few particular exceptions where service can be broken i.e. strike action or appealing against unfair dismissal).(There are unusual situations where the four year rule can be changed but this is only done through a collective agreement with a trade union or representative association).

2 Avoiding redundancy

If an employee is employed on a fixed term contact of less than two years and it ceases and the employee leaves before then, they are not eligible for redundancy payments.  This would also apply if the employee leaves before two years and is then re-engaged after a period of time on a new fixed term contact.

Theoretically, this could continue indefinitely with an organisation avoiding any redundancy payment liability. However, there are risks; these are

• although not illegal, an employment tribunal could take a dim view if it felt that an organisation was doing this to avoid employing an individual permanently (i.e. a total of four years or more of successive fixed term contacts with only very short breaks in -between). It is unlikely a claim could be raised on this basis only, but
•  fixed term employees with more than one years’ service can claim unfair dismissal
• the break between termination and re-engagement would have to be of a sufficient period to demonstrate that there was a genuine break in employment.

Fixed Term Contracts – Employee rights

Employee rights

Under the Fixed-term Employees  (Prevention of Less Favourable Treatment) Regulations 2002, employees on fixed-term contracts have the right to be treated no less favourably than comparable permanent employees i.e. they have the right to the same terms and conditions of employment as comparable permanent employees. Employers must not treat fixed-term employees less favourably than permanent employees doing the same, or largely the same, job unless there is good reason to do so.

These rights cover:

• the same pay and conditions
• the same or equivalent benefits package
• access to an occupational (company) pension scheme (except perhaps where the fixed-term contract is for less than two years)
• be informed about permanent employment opportunities in the organisation
• not to be unfairly dismissed (after one year’s continuous employment)
• to a written statement of reasons for dismissal (after one year)
• protection against redundancy or dismissal because they are fixed-term.

If you would like to know more please call 01329 519919 or go towww.morlangilhr.co.uk