Employer guidance on TUPE legislation in Northern Ireland.
On 6 April 2006, the revised Transfer of Undertakings (Protection of Employment) Regulations 2006 (the "2006 Regulations") (S.I. 2006/246) and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (the "SPC Regulations") (S.R. 2006 No. 177) came into operation.
The legislation.gov.uk website presents the legislation in detail:
The 2006 Regulations made UK-wide provision for the treatment of employees and related matters, on the transfer of a business or undertaking, so that when all or part of a business is bought or sold, the terms and conditions of the employees who transfer in the sale may be preserved.
The 2006 Regulations also implemented certain service provision change elements, but within those regulations, these elements apply in Great Britain only. Separate regulations, namely the SPC Regulations, were required for Northern Ireland, as Great Britain did not have the necessary powers to legislate on this matter for Northern Ireland.
You take over certain responsibilities when an employee is transferred into your business.
Employees who transfer to your employment do so on their pre-existing terms and conditions and with their continuous employment preserved. This also applies to employees who have already transferred in a previous transfer.
You also take over responsibility/liability for any:
You do not have to offer transferred employees who are members of - or eligible to join - an occupational pension scheme (OPS) exactly the same pension rights.
However, you must still offer those employees a minimum level of occupational pension provision.
You can opt to provide access to an OPS or make employer contributions to a stakeholder pension scheme. If you choose a stakeholder or a defined contribution scheme, you will have to match the employee's contributions up to 6%. This can be increased if both parties agree.
All employers have to provide their employees with a workplace pension scheme. To read more about these obligations, see automatic enrolment into a workplace pension.
If you don't take over the previous business's shares, you won't be able to provide such shares to your staff. If the previous employer had share or share-option schemes, you must provide equivalent schemes.
Note that if you buy a privatised (previously public sector) undertaking, or win a contract to provide a service to a central or local government organisation, the government expects you to have pension arrangements that are broadly comparable to those enjoyed by the previously public-sector employees.
Don't change transferred employees' terms and conditions if the reason for the change is either the transfer itself, eg, to match those of your existing staff, or reasons connected to the transfer.
If you change an employee's terms and conditions in this way, this could amount to a breach of contract. The employee may then be able to resign and claim constructive dismissal.
If, however, the change is unconnected with the transfer, you should handle it like any other change of contract where there is provision for change in the contract or where change has been brought about by mutual agreement. For more information, see changing terms and conditions after a transfer and how to change an employee's terms of employment.
Labour Relations Agency (LRA) advice on agreeing and changing contracts of employment.
Even if you are taking on transferred employees, you must still inform and consult representatives of your existing employees who may be affected by the transfer.
In addition, you must give details to the previous employer of any action, step, or arrangement you intend to take that will affect the transferring employees. There are no set timescales; however, you must do this before the transfer takes place with adequate time for consultation.
See informing and consulting employees about business transfers.
What is and what is not included as a transfer for the purposes of TUPE.
A 'relevant transfer', ie, a transfer to which the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE) apply - occurs when:
An economic entity is defined as an organised grouping of resources, eg, a grouping of employees and assets such as premises and computer equipment that has the objective of pursuing an economic activity. Some transfers will qualify as both a business transfer and as a service provision change, eg, outsourcing a service will often meet both definitions.
Examples of service provision changes are where:
TUPE applies equally to relevant transfers of large and small businesses, and to public and private undertakings. This means there would be a relevant transfer if you sold your business or if your business bought and operated another business.
Note that TUPE generally applies to second and subsequent transfers of the same undertaking. This means that, if you sell a business or part of a business that you previously bought or relinquish a contract that you previously took over, the employees you took over will now transfer to the new employer, as per the Court of Justice of the European Union (CJEU) interpretation of TUPE.
Not all transfers are relevant transfers. TUPE does not apply when:
Whether TUPE applies in any particular case depends on all relevant circumstances. In the event of a dispute, only an industrial tribunal or a higher court can decide this.
Where TUPE applies, existing employees of the undertaking transferred automatically become employees of the business that takes the undertaking over. It is unlikely that agency workers fall within the definition of 'employee' for the purposes of TUPE, ie, they do not automatically transfer, it seems, under current law.
If you think you may become involved in a transfer situation to which TUPE applies, you should consider obtaining legal advice, as the legislation in this area can be complex. Choose a solicitor for your business.
The information you must provide to the new employer when you transfer employees out of your business.
When you transfer employees from your business, you must provide certain information about the employees who are transferring to the new employer. This is known as employee liability information.
This information aims to give the new employer time to understand their obligations towards the transferred employees.
You must provide all information in writing, not less than 14 days before the relevant transfer. This can be in electronic files as long as the new employer can readily access the information.
If there is not much information to pass on, eg, because only a few employees are transferring, you can provide the information by telephone. Consider asking the new employer which method they would prefer. It would be prudent to keep a full record of all such information, either way.
You can provide the information in stages. However, you must have given all the information before - ideally at least two weeks before - the completion of the transfer. You can also provide the information via a third party if you wish.
You cannot agree with the new employer not to supply this information.
If you do not provide employee liability information, the new employer can make a complaint to an industrial tribunal. This could lead to a compensatory award for any loss the new employer incurs due to not having the information. Compensation is usually at least £500 per employee affected.
You must provide:
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
What you have to do if all or some of your employees transfer to another employer.
You have important responsibilities to your employees if they are transferred out of your business.
Those who transfer are employees employed by the transferor and assigned to the organised grouping of resources that are going to be transferred.
Therefore those who cannot transfer are:
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE), you are required to inform and consult the representatives of those employees affected by the transfer. Inform and consult your employees.
Affected employees are not just those who are going to transfer - other employees in the business may be affected by the transfer and have a right to be informed and consulted too.
See informing and consulting employees about business transfers.
If an employee refuses to transfer with a business, they have not been dismissed but have effectively resigned. This means that they lose the right to claim certain employment rights.
See resignations connected with a business transfer.
When employees transfer out of your business, you must give the new employer certain information about those employees. See the transfer of employee liability information.
When you can change employees' terms and conditions of employment following a business transfer.
In a business transfer situation, employees' existing terms and conditions are transferred to the new employer from the start of the new employment.
Employees should therefore not be disadvantaged by a transfer, ie, by having less favourable terms and conditions in their new roles.
If you are the new employer, you can only vary a contract for a reason related to the transfer if it's an economic, technical, or organisational (ETO) reason entailing changes in the workforce.
There is no legal definition of an ETO reason. However, it might relate to, for example:
Note that you can't vary the contracts of the transferred employees in order to harmonise their terms and conditions with those of your existing employees in equivalent roles or grades. A pay cut does not count as an ETO. The transfer of a business subject to insolvency proceedings is a different matter, however - it is covered below. However, you could change terms and conditions - by agreement - if the changes are positive, eg, fewer working hours or additional holiday entitlement.
After a certain period, eg, six months, you might be tempted to consider it 'safe' to vary the contracts of the transferred employees as the reason for the change cannot have been by reason of the transfer.
However, there is no set period for this and no 'rule of thumb' used by the courts or specified in the regulations to define a period of time after which it is safe to assume that the transfer will not impact directly or indirectly on the employer's actions.
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
Continuity of employment, dismissals, and the ETO defence for a business transfer.
Employees who transfer have their continuity of employment preserved. This means that those who had, for example, 18 months of service with their previous employer have - at the time of the transfer - 18 months' service with the new employer.
This is important as it means that employees with enough continuous employment maintain their right to claim certain employment protection rights, eg, the right to claim unfair dismissal (one year's continuous employment). Employees also have the right to claim a statutory redundancy payment (two years). See continuous employment and employee rights.
An employee still transfers if they would have been employed in the undertaking immediately before the transfer had they not been unfairly dismissed, either because of the transfer or for a reason connected with the transfer.
The employee will be able to lodge a complaint at the Industrial Tribunal for unfair dismissal against either the previous or the new employer, as long as they have at least one year's continuous employment.
The Labour Relations Agency (LRA) provides an alternative to the Industrial Tribunal under the LRA 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.
Employers do, however, have the 'ETO defence' - see below.
If you dismiss a transferred employee either because of the transfer or a reason connected with it, their dismissal is automatically unfair.
In certain circumstances, individuals may require at least one year's continuous employment.
The LRA Arbitration Scheme can again provide an alternative to the Industrial Tribunal.
Employers do, however, have the 'ETO defence' - see below.
If there is an economic, technical or organisational (ETO) reason entailing changes in the workforce, a Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE)-related dismissal may be fair.
However, even with this defence, the dismissing employer must still follow a fair dismissal procedure. See dismissing employees.
ETO reasons are narrow in practice and effectively amount to a genuine redundancy situation, eg, insolvency of the transferred undertaking.
Which workplace representatives you must consult and what you should tell them.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (collectively known as TUPE), you are required to inform and consult the appropriate workplace representatives of those employees affected by the transfer.
Affected employees are not just those who are going to transfer - other employees in either business may be affected by the transfer and have a right to be informed and consulted too.
The appropriate representatives whom you must inform and consult are either:
If you have a pre-existing information and consultation (I&C) agreement in place, you have a duty to inform and consult employees or their representatives on - among other things - changes to the workforce. This means that you may have to inform and consult when planning to buy or sell a business.
However, you do not have to inform and consult at the same time under both TUPE and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the transfer legislation only.
The appropriate representatives must be informed of:
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
You must provide information to representatives long enough before the transfer date to give reasonable time for consultation.
The consultation must be undertaken with a view to seeking their agreement.
Representatives have the right to have:
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
What happens in situations where employees are being transferred as part of an insolvent business.
If you are transferring a business that is subject to insolvency proceedings and you owe money to the employees to be transferred, the responsibility to pay the full amount of the money owed does not transfer to the new employer.
The new employer is only responsible for the amount left after the employees have been paid from the Redundancy Payments Service (RPS). If you require further information or advice with an ongoing redundancy claim, you can call the Redundancy Payments Service Helpline on 028 9025 7562.
They should be able to make a claim through the RPS for:
They will not be able to claim statutory redundancy pay or pay in lieu of notice, as post-transfer, their job will not have ended.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
You or the new employer, or the insolvency practitioner can reduce pay and establish other less favourable terms and conditions after the transfer. These are known as permitted variations.
However, certain conditions must be met when doing this:
You should also consider the following:
Some negative effects of business transfers and how good staff relations and open communication can have a positive impact.
Transferring employees between businesses can affect staff morale. The result is often discontentment, not just in those transferred but also in staff left behind in the old business and existing employees in the new business.
If the process is not handled sensitively, the effects can include:
However, if both employers know and meet their responsibilities fully and communicate openly throughout the process, then good relations can be maintained with all employees concerned.
Research shows that effective consultation can lead to better decision-making and smoother implementation of decisions and proposals, boosting productivity. This is because if employees feel they have input into decision-making, they will be more satisfied and motivated at work. See employee engagement.
You should be especially careful to emphasise the positive benefits of the sale or purchase and try to show how the prospects for all will be improved by the changes.
Employer guidance on TUPE legislation in Northern Ireland.
On 6 April 2006, the revised Transfer of Undertakings (Protection of Employment) Regulations 2006 (the "2006 Regulations") (S.I. 2006/246) and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (the "SPC Regulations") (S.R. 2006 No. 177) came into operation.
The legislation.gov.uk website presents the legislation in detail:
The 2006 Regulations made UK-wide provision for the treatment of employees and related matters, on the transfer of a business or undertaking, so that when all or part of a business is bought or sold, the terms and conditions of the employees who transfer in the sale may be preserved.
The 2006 Regulations also implemented certain service provision change elements, but within those regulations, these elements apply in Great Britain only. Separate regulations, namely the SPC Regulations, were required for Northern Ireland, as Great Britain did not have the necessary powers to legislate on this matter for Northern Ireland.
You take over certain responsibilities when an employee is transferred into your business.
Employees who transfer to your employment do so on their pre-existing terms and conditions and with their continuous employment preserved. This also applies to employees who have already transferred in a previous transfer.
You also take over responsibility/liability for any:
You do not have to offer transferred employees who are members of - or eligible to join - an occupational pension scheme (OPS) exactly the same pension rights.
However, you must still offer those employees a minimum level of occupational pension provision.
You can opt to provide access to an OPS or make employer contributions to a stakeholder pension scheme. If you choose a stakeholder or a defined contribution scheme, you will have to match the employee's contributions up to 6%. This can be increased if both parties agree.
All employers have to provide their employees with a workplace pension scheme. To read more about these obligations, see automatic enrolment into a workplace pension.
If you don't take over the previous business's shares, you won't be able to provide such shares to your staff. If the previous employer had share or share-option schemes, you must provide equivalent schemes.
Note that if you buy a privatised (previously public sector) undertaking, or win a contract to provide a service to a central or local government organisation, the government expects you to have pension arrangements that are broadly comparable to those enjoyed by the previously public-sector employees.
Don't change transferred employees' terms and conditions if the reason for the change is either the transfer itself, eg, to match those of your existing staff, or reasons connected to the transfer.
If you change an employee's terms and conditions in this way, this could amount to a breach of contract. The employee may then be able to resign and claim constructive dismissal.
If, however, the change is unconnected with the transfer, you should handle it like any other change of contract where there is provision for change in the contract or where change has been brought about by mutual agreement. For more information, see changing terms and conditions after a transfer and how to change an employee's terms of employment.
Labour Relations Agency (LRA) advice on agreeing and changing contracts of employment.
Even if you are taking on transferred employees, you must still inform and consult representatives of your existing employees who may be affected by the transfer.
In addition, you must give details to the previous employer of any action, step, or arrangement you intend to take that will affect the transferring employees. There are no set timescales; however, you must do this before the transfer takes place with adequate time for consultation.
See informing and consulting employees about business transfers.
What is and what is not included as a transfer for the purposes of TUPE.
A 'relevant transfer', ie, a transfer to which the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE) apply - occurs when:
An economic entity is defined as an organised grouping of resources, eg, a grouping of employees and assets such as premises and computer equipment that has the objective of pursuing an economic activity. Some transfers will qualify as both a business transfer and as a service provision change, eg, outsourcing a service will often meet both definitions.
Examples of service provision changes are where:
TUPE applies equally to relevant transfers of large and small businesses, and to public and private undertakings. This means there would be a relevant transfer if you sold your business or if your business bought and operated another business.
Note that TUPE generally applies to second and subsequent transfers of the same undertaking. This means that, if you sell a business or part of a business that you previously bought or relinquish a contract that you previously took over, the employees you took over will now transfer to the new employer, as per the Court of Justice of the European Union (CJEU) interpretation of TUPE.
Not all transfers are relevant transfers. TUPE does not apply when:
Whether TUPE applies in any particular case depends on all relevant circumstances. In the event of a dispute, only an industrial tribunal or a higher court can decide this.
Where TUPE applies, existing employees of the undertaking transferred automatically become employees of the business that takes the undertaking over. It is unlikely that agency workers fall within the definition of 'employee' for the purposes of TUPE, ie, they do not automatically transfer, it seems, under current law.
If you think you may become involved in a transfer situation to which TUPE applies, you should consider obtaining legal advice, as the legislation in this area can be complex. Choose a solicitor for your business.
The information you must provide to the new employer when you transfer employees out of your business.
When you transfer employees from your business, you must provide certain information about the employees who are transferring to the new employer. This is known as employee liability information.
This information aims to give the new employer time to understand their obligations towards the transferred employees.
You must provide all information in writing, not less than 14 days before the relevant transfer. This can be in electronic files as long as the new employer can readily access the information.
If there is not much information to pass on, eg, because only a few employees are transferring, you can provide the information by telephone. Consider asking the new employer which method they would prefer. It would be prudent to keep a full record of all such information, either way.
You can provide the information in stages. However, you must have given all the information before - ideally at least two weeks before - the completion of the transfer. You can also provide the information via a third party if you wish.
You cannot agree with the new employer not to supply this information.
If you do not provide employee liability information, the new employer can make a complaint to an industrial tribunal. This could lead to a compensatory award for any loss the new employer incurs due to not having the information. Compensation is usually at least £500 per employee affected.
You must provide:
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
What you have to do if all or some of your employees transfer to another employer.
You have important responsibilities to your employees if they are transferred out of your business.
Those who transfer are employees employed by the transferor and assigned to the organised grouping of resources that are going to be transferred.
Therefore those who cannot transfer are:
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE), you are required to inform and consult the representatives of those employees affected by the transfer. Inform and consult your employees.
Affected employees are not just those who are going to transfer - other employees in the business may be affected by the transfer and have a right to be informed and consulted too.
See informing and consulting employees about business transfers.
If an employee refuses to transfer with a business, they have not been dismissed but have effectively resigned. This means that they lose the right to claim certain employment rights.
See resignations connected with a business transfer.
When employees transfer out of your business, you must give the new employer certain information about those employees. See the transfer of employee liability information.
When you can change employees' terms and conditions of employment following a business transfer.
In a business transfer situation, employees' existing terms and conditions are transferred to the new employer from the start of the new employment.
Employees should therefore not be disadvantaged by a transfer, ie, by having less favourable terms and conditions in their new roles.
If you are the new employer, you can only vary a contract for a reason related to the transfer if it's an economic, technical, or organisational (ETO) reason entailing changes in the workforce.
There is no legal definition of an ETO reason. However, it might relate to, for example:
Note that you can't vary the contracts of the transferred employees in order to harmonise their terms and conditions with those of your existing employees in equivalent roles or grades. A pay cut does not count as an ETO. The transfer of a business subject to insolvency proceedings is a different matter, however - it is covered below. However, you could change terms and conditions - by agreement - if the changes are positive, eg, fewer working hours or additional holiday entitlement.
After a certain period, eg, six months, you might be tempted to consider it 'safe' to vary the contracts of the transferred employees as the reason for the change cannot have been by reason of the transfer.
However, there is no set period for this and no 'rule of thumb' used by the courts or specified in the regulations to define a period of time after which it is safe to assume that the transfer will not impact directly or indirectly on the employer's actions.
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
Continuity of employment, dismissals, and the ETO defence for a business transfer.
Employees who transfer have their continuity of employment preserved. This means that those who had, for example, 18 months of service with their previous employer have - at the time of the transfer - 18 months' service with the new employer.
This is important as it means that employees with enough continuous employment maintain their right to claim certain employment protection rights, eg, the right to claim unfair dismissal (one year's continuous employment). Employees also have the right to claim a statutory redundancy payment (two years). See continuous employment and employee rights.
An employee still transfers if they would have been employed in the undertaking immediately before the transfer had they not been unfairly dismissed, either because of the transfer or for a reason connected with the transfer.
The employee will be able to lodge a complaint at the Industrial Tribunal for unfair dismissal against either the previous or the new employer, as long as they have at least one year's continuous employment.
The Labour Relations Agency (LRA) provides an alternative to the Industrial Tribunal under the LRA 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.
Employers do, however, have the 'ETO defence' - see below.
If you dismiss a transferred employee either because of the transfer or a reason connected with it, their dismissal is automatically unfair.
In certain circumstances, individuals may require at least one year's continuous employment.
The LRA Arbitration Scheme can again provide an alternative to the Industrial Tribunal.
Employers do, however, have the 'ETO defence' - see below.
If there is an economic, technical or organisational (ETO) reason entailing changes in the workforce, a Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE)-related dismissal may be fair.
However, even with this defence, the dismissing employer must still follow a fair dismissal procedure. See dismissing employees.
ETO reasons are narrow in practice and effectively amount to a genuine redundancy situation, eg, insolvency of the transferred undertaking.
Which workplace representatives you must consult and what you should tell them.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (collectively known as TUPE), you are required to inform and consult the appropriate workplace representatives of those employees affected by the transfer.
Affected employees are not just those who are going to transfer - other employees in either business may be affected by the transfer and have a right to be informed and consulted too.
The appropriate representatives whom you must inform and consult are either:
If you have a pre-existing information and consultation (I&C) agreement in place, you have a duty to inform and consult employees or their representatives on - among other things - changes to the workforce. This means that you may have to inform and consult when planning to buy or sell a business.
However, you do not have to inform and consult at the same time under both TUPE and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the transfer legislation only.
The appropriate representatives must be informed of:
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
You must provide information to representatives long enough before the transfer date to give reasonable time for consultation.
The consultation must be undertaken with a view to seeking their agreement.
Representatives have the right to have:
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
What happens in situations where employees are being transferred as part of an insolvent business.
If you are transferring a business that is subject to insolvency proceedings and you owe money to the employees to be transferred, the responsibility to pay the full amount of the money owed does not transfer to the new employer.
The new employer is only responsible for the amount left after the employees have been paid from the Redundancy Payments Service (RPS). If you require further information or advice with an ongoing redundancy claim, you can call the Redundancy Payments Service Helpline on 028 9025 7562.
They should be able to make a claim through the RPS for:
They will not be able to claim statutory redundancy pay or pay in lieu of notice, as post-transfer, their job will not have ended.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
You or the new employer, or the insolvency practitioner can reduce pay and establish other less favourable terms and conditions after the transfer. These are known as permitted variations.
However, certain conditions must be met when doing this:
You should also consider the following:
Some negative effects of business transfers and how good staff relations and open communication can have a positive impact.
Transferring employees between businesses can affect staff morale. The result is often discontentment, not just in those transferred but also in staff left behind in the old business and existing employees in the new business.
If the process is not handled sensitively, the effects can include:
However, if both employers know and meet their responsibilities fully and communicate openly throughout the process, then good relations can be maintained with all employees concerned.
Research shows that effective consultation can lead to better decision-making and smoother implementation of decisions and proposals, boosting productivity. This is because if employees feel they have input into decision-making, they will be more satisfied and motivated at work. See employee engagement.
You should be especially careful to emphasise the positive benefits of the sale or purchase and try to show how the prospects for all will be improved by the changes.
Employer guidance on TUPE legislation in Northern Ireland.
On 6 April 2006, the revised Transfer of Undertakings (Protection of Employment) Regulations 2006 (the "2006 Regulations") (S.I. 2006/246) and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (the "SPC Regulations") (S.R. 2006 No. 177) came into operation.
The legislation.gov.uk website presents the legislation in detail:
The 2006 Regulations made UK-wide provision for the treatment of employees and related matters, on the transfer of a business or undertaking, so that when all or part of a business is bought or sold, the terms and conditions of the employees who transfer in the sale may be preserved.
The 2006 Regulations also implemented certain service provision change elements, but within those regulations, these elements apply in Great Britain only. Separate regulations, namely the SPC Regulations, were required for Northern Ireland, as Great Britain did not have the necessary powers to legislate on this matter for Northern Ireland.
You take over certain responsibilities when an employee is transferred into your business.
Employees who transfer to your employment do so on their pre-existing terms and conditions and with their continuous employment preserved. This also applies to employees who have already transferred in a previous transfer.
You also take over responsibility/liability for any:
You do not have to offer transferred employees who are members of - or eligible to join - an occupational pension scheme (OPS) exactly the same pension rights.
However, you must still offer those employees a minimum level of occupational pension provision.
You can opt to provide access to an OPS or make employer contributions to a stakeholder pension scheme. If you choose a stakeholder or a defined contribution scheme, you will have to match the employee's contributions up to 6%. This can be increased if both parties agree.
All employers have to provide their employees with a workplace pension scheme. To read more about these obligations, see automatic enrolment into a workplace pension.
If you don't take over the previous business's shares, you won't be able to provide such shares to your staff. If the previous employer had share or share-option schemes, you must provide equivalent schemes.
Note that if you buy a privatised (previously public sector) undertaking, or win a contract to provide a service to a central or local government organisation, the government expects you to have pension arrangements that are broadly comparable to those enjoyed by the previously public-sector employees.
Don't change transferred employees' terms and conditions if the reason for the change is either the transfer itself, eg, to match those of your existing staff, or reasons connected to the transfer.
If you change an employee's terms and conditions in this way, this could amount to a breach of contract. The employee may then be able to resign and claim constructive dismissal.
If, however, the change is unconnected with the transfer, you should handle it like any other change of contract where there is provision for change in the contract or where change has been brought about by mutual agreement. For more information, see changing terms and conditions after a transfer and how to change an employee's terms of employment.
Labour Relations Agency (LRA) advice on agreeing and changing contracts of employment.
Even if you are taking on transferred employees, you must still inform and consult representatives of your existing employees who may be affected by the transfer.
In addition, you must give details to the previous employer of any action, step, or arrangement you intend to take that will affect the transferring employees. There are no set timescales; however, you must do this before the transfer takes place with adequate time for consultation.
See informing and consulting employees about business transfers.
What is and what is not included as a transfer for the purposes of TUPE.
A 'relevant transfer', ie, a transfer to which the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE) apply - occurs when:
An economic entity is defined as an organised grouping of resources, eg, a grouping of employees and assets such as premises and computer equipment that has the objective of pursuing an economic activity. Some transfers will qualify as both a business transfer and as a service provision change, eg, outsourcing a service will often meet both definitions.
Examples of service provision changes are where:
TUPE applies equally to relevant transfers of large and small businesses, and to public and private undertakings. This means there would be a relevant transfer if you sold your business or if your business bought and operated another business.
Note that TUPE generally applies to second and subsequent transfers of the same undertaking. This means that, if you sell a business or part of a business that you previously bought or relinquish a contract that you previously took over, the employees you took over will now transfer to the new employer, as per the Court of Justice of the European Union (CJEU) interpretation of TUPE.
Not all transfers are relevant transfers. TUPE does not apply when:
Whether TUPE applies in any particular case depends on all relevant circumstances. In the event of a dispute, only an industrial tribunal or a higher court can decide this.
Where TUPE applies, existing employees of the undertaking transferred automatically become employees of the business that takes the undertaking over. It is unlikely that agency workers fall within the definition of 'employee' for the purposes of TUPE, ie, they do not automatically transfer, it seems, under current law.
If you think you may become involved in a transfer situation to which TUPE applies, you should consider obtaining legal advice, as the legislation in this area can be complex. Choose a solicitor for your business.
The information you must provide to the new employer when you transfer employees out of your business.
When you transfer employees from your business, you must provide certain information about the employees who are transferring to the new employer. This is known as employee liability information.
This information aims to give the new employer time to understand their obligations towards the transferred employees.
You must provide all information in writing, not less than 14 days before the relevant transfer. This can be in electronic files as long as the new employer can readily access the information.
If there is not much information to pass on, eg, because only a few employees are transferring, you can provide the information by telephone. Consider asking the new employer which method they would prefer. It would be prudent to keep a full record of all such information, either way.
You can provide the information in stages. However, you must have given all the information before - ideally at least two weeks before - the completion of the transfer. You can also provide the information via a third party if you wish.
You cannot agree with the new employer not to supply this information.
If you do not provide employee liability information, the new employer can make a complaint to an industrial tribunal. This could lead to a compensatory award for any loss the new employer incurs due to not having the information. Compensation is usually at least £500 per employee affected.
You must provide:
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
What you have to do if all or some of your employees transfer to another employer.
You have important responsibilities to your employees if they are transferred out of your business.
Those who transfer are employees employed by the transferor and assigned to the organised grouping of resources that are going to be transferred.
Therefore those who cannot transfer are:
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE), you are required to inform and consult the representatives of those employees affected by the transfer. Inform and consult your employees.
Affected employees are not just those who are going to transfer - other employees in the business may be affected by the transfer and have a right to be informed and consulted too.
See informing and consulting employees about business transfers.
If an employee refuses to transfer with a business, they have not been dismissed but have effectively resigned. This means that they lose the right to claim certain employment rights.
See resignations connected with a business transfer.
When employees transfer out of your business, you must give the new employer certain information about those employees. See the transfer of employee liability information.
When you can change employees' terms and conditions of employment following a business transfer.
In a business transfer situation, employees' existing terms and conditions are transferred to the new employer from the start of the new employment.
Employees should therefore not be disadvantaged by a transfer, ie, by having less favourable terms and conditions in their new roles.
If you are the new employer, you can only vary a contract for a reason related to the transfer if it's an economic, technical, or organisational (ETO) reason entailing changes in the workforce.
There is no legal definition of an ETO reason. However, it might relate to, for example:
Note that you can't vary the contracts of the transferred employees in order to harmonise their terms and conditions with those of your existing employees in equivalent roles or grades. A pay cut does not count as an ETO. The transfer of a business subject to insolvency proceedings is a different matter, however - it is covered below. However, you could change terms and conditions - by agreement - if the changes are positive, eg, fewer working hours or additional holiday entitlement.
After a certain period, eg, six months, you might be tempted to consider it 'safe' to vary the contracts of the transferred employees as the reason for the change cannot have been by reason of the transfer.
However, there is no set period for this and no 'rule of thumb' used by the courts or specified in the regulations to define a period of time after which it is safe to assume that the transfer will not impact directly or indirectly on the employer's actions.
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
Continuity of employment, dismissals, and the ETO defence for a business transfer.
Employees who transfer have their continuity of employment preserved. This means that those who had, for example, 18 months of service with their previous employer have - at the time of the transfer - 18 months' service with the new employer.
This is important as it means that employees with enough continuous employment maintain their right to claim certain employment protection rights, eg, the right to claim unfair dismissal (one year's continuous employment). Employees also have the right to claim a statutory redundancy payment (two years). See continuous employment and employee rights.
An employee still transfers if they would have been employed in the undertaking immediately before the transfer had they not been unfairly dismissed, either because of the transfer or for a reason connected with the transfer.
The employee will be able to lodge a complaint at the Industrial Tribunal for unfair dismissal against either the previous or the new employer, as long as they have at least one year's continuous employment.
The Labour Relations Agency (LRA) provides an alternative to the Industrial Tribunal under the LRA 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.
Employers do, however, have the 'ETO defence' - see below.
If you dismiss a transferred employee either because of the transfer or a reason connected with it, their dismissal is automatically unfair.
In certain circumstances, individuals may require at least one year's continuous employment.
The LRA Arbitration Scheme can again provide an alternative to the Industrial Tribunal.
Employers do, however, have the 'ETO defence' - see below.
If there is an economic, technical or organisational (ETO) reason entailing changes in the workforce, a Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE)-related dismissal may be fair.
However, even with this defence, the dismissing employer must still follow a fair dismissal procedure. See dismissing employees.
ETO reasons are narrow in practice and effectively amount to a genuine redundancy situation, eg, insolvency of the transferred undertaking.
Which workplace representatives you must consult and what you should tell them.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (collectively known as TUPE), you are required to inform and consult the appropriate workplace representatives of those employees affected by the transfer.
Affected employees are not just those who are going to transfer - other employees in either business may be affected by the transfer and have a right to be informed and consulted too.
The appropriate representatives whom you must inform and consult are either:
If you have a pre-existing information and consultation (I&C) agreement in place, you have a duty to inform and consult employees or their representatives on - among other things - changes to the workforce. This means that you may have to inform and consult when planning to buy or sell a business.
However, you do not have to inform and consult at the same time under both TUPE and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the transfer legislation only.
The appropriate representatives must be informed of:
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
You must provide information to representatives long enough before the transfer date to give reasonable time for consultation.
The consultation must be undertaken with a view to seeking their agreement.
Representatives have the right to have:
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
What happens in situations where employees are being transferred as part of an insolvent business.
If you are transferring a business that is subject to insolvency proceedings and you owe money to the employees to be transferred, the responsibility to pay the full amount of the money owed does not transfer to the new employer.
The new employer is only responsible for the amount left after the employees have been paid from the Redundancy Payments Service (RPS). If you require further information or advice with an ongoing redundancy claim, you can call the Redundancy Payments Service Helpline on 028 9025 7562.
They should be able to make a claim through the RPS for:
They will not be able to claim statutory redundancy pay or pay in lieu of notice, as post-transfer, their job will not have ended.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
You or the new employer, or the insolvency practitioner can reduce pay and establish other less favourable terms and conditions after the transfer. These are known as permitted variations.
However, certain conditions must be met when doing this:
You should also consider the following:
Some negative effects of business transfers and how good staff relations and open communication can have a positive impact.
Transferring employees between businesses can affect staff morale. The result is often discontentment, not just in those transferred but also in staff left behind in the old business and existing employees in the new business.
If the process is not handled sensitively, the effects can include:
However, if both employers know and meet their responsibilities fully and communicate openly throughout the process, then good relations can be maintained with all employees concerned.
Research shows that effective consultation can lead to better decision-making and smoother implementation of decisions and proposals, boosting productivity. This is because if employees feel they have input into decision-making, they will be more satisfied and motivated at work. See employee engagement.
You should be especially careful to emphasise the positive benefits of the sale or purchase and try to show how the prospects for all will be improved by the changes.
Employer guidance on TUPE legislation in Northern Ireland.
On 6 April 2006, the revised Transfer of Undertakings (Protection of Employment) Regulations 2006 (the "2006 Regulations") (S.I. 2006/246) and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (the "SPC Regulations") (S.R. 2006 No. 177) came into operation.
The legislation.gov.uk website presents the legislation in detail:
The 2006 Regulations made UK-wide provision for the treatment of employees and related matters, on the transfer of a business or undertaking, so that when all or part of a business is bought or sold, the terms and conditions of the employees who transfer in the sale may be preserved.
The 2006 Regulations also implemented certain service provision change elements, but within those regulations, these elements apply in Great Britain only. Separate regulations, namely the SPC Regulations, were required for Northern Ireland, as Great Britain did not have the necessary powers to legislate on this matter for Northern Ireland.
You take over certain responsibilities when an employee is transferred into your business.
Employees who transfer to your employment do so on their pre-existing terms and conditions and with their continuous employment preserved. This also applies to employees who have already transferred in a previous transfer.
You also take over responsibility/liability for any:
You do not have to offer transferred employees who are members of - or eligible to join - an occupational pension scheme (OPS) exactly the same pension rights.
However, you must still offer those employees a minimum level of occupational pension provision.
You can opt to provide access to an OPS or make employer contributions to a stakeholder pension scheme. If you choose a stakeholder or a defined contribution scheme, you will have to match the employee's contributions up to 6%. This can be increased if both parties agree.
All employers have to provide their employees with a workplace pension scheme. To read more about these obligations, see automatic enrolment into a workplace pension.
If you don't take over the previous business's shares, you won't be able to provide such shares to your staff. If the previous employer had share or share-option schemes, you must provide equivalent schemes.
Note that if you buy a privatised (previously public sector) undertaking, or win a contract to provide a service to a central or local government organisation, the government expects you to have pension arrangements that are broadly comparable to those enjoyed by the previously public-sector employees.
Don't change transferred employees' terms and conditions if the reason for the change is either the transfer itself, eg, to match those of your existing staff, or reasons connected to the transfer.
If you change an employee's terms and conditions in this way, this could amount to a breach of contract. The employee may then be able to resign and claim constructive dismissal.
If, however, the change is unconnected with the transfer, you should handle it like any other change of contract where there is provision for change in the contract or where change has been brought about by mutual agreement. For more information, see changing terms and conditions after a transfer and how to change an employee's terms of employment.
Labour Relations Agency (LRA) advice on agreeing and changing contracts of employment.
Even if you are taking on transferred employees, you must still inform and consult representatives of your existing employees who may be affected by the transfer.
In addition, you must give details to the previous employer of any action, step, or arrangement you intend to take that will affect the transferring employees. There are no set timescales; however, you must do this before the transfer takes place with adequate time for consultation.
See informing and consulting employees about business transfers.
What is and what is not included as a transfer for the purposes of TUPE.
A 'relevant transfer', ie, a transfer to which the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE) apply - occurs when:
An economic entity is defined as an organised grouping of resources, eg, a grouping of employees and assets such as premises and computer equipment that has the objective of pursuing an economic activity. Some transfers will qualify as both a business transfer and as a service provision change, eg, outsourcing a service will often meet both definitions.
Examples of service provision changes are where:
TUPE applies equally to relevant transfers of large and small businesses, and to public and private undertakings. This means there would be a relevant transfer if you sold your business or if your business bought and operated another business.
Note that TUPE generally applies to second and subsequent transfers of the same undertaking. This means that, if you sell a business or part of a business that you previously bought or relinquish a contract that you previously took over, the employees you took over will now transfer to the new employer, as per the Court of Justice of the European Union (CJEU) interpretation of TUPE.
Not all transfers are relevant transfers. TUPE does not apply when:
Whether TUPE applies in any particular case depends on all relevant circumstances. In the event of a dispute, only an industrial tribunal or a higher court can decide this.
Where TUPE applies, existing employees of the undertaking transferred automatically become employees of the business that takes the undertaking over. It is unlikely that agency workers fall within the definition of 'employee' for the purposes of TUPE, ie, they do not automatically transfer, it seems, under current law.
If you think you may become involved in a transfer situation to which TUPE applies, you should consider obtaining legal advice, as the legislation in this area can be complex. Choose a solicitor for your business.
The information you must provide to the new employer when you transfer employees out of your business.
When you transfer employees from your business, you must provide certain information about the employees who are transferring to the new employer. This is known as employee liability information.
This information aims to give the new employer time to understand their obligations towards the transferred employees.
You must provide all information in writing, not less than 14 days before the relevant transfer. This can be in electronic files as long as the new employer can readily access the information.
If there is not much information to pass on, eg, because only a few employees are transferring, you can provide the information by telephone. Consider asking the new employer which method they would prefer. It would be prudent to keep a full record of all such information, either way.
You can provide the information in stages. However, you must have given all the information before - ideally at least two weeks before - the completion of the transfer. You can also provide the information via a third party if you wish.
You cannot agree with the new employer not to supply this information.
If you do not provide employee liability information, the new employer can make a complaint to an industrial tribunal. This could lead to a compensatory award for any loss the new employer incurs due to not having the information. Compensation is usually at least £500 per employee affected.
You must provide:
If any of this information changes before the transfer is complete, you must provide the changes in writing to the new employer.
What you have to do if all or some of your employees transfer to another employer.
You have important responsibilities to your employees if they are transferred out of your business.
Those who transfer are employees employed by the transferor and assigned to the organised grouping of resources that are going to be transferred.
Therefore those who cannot transfer are:
However, an employee can still transfer even if they don't spend all their time working for the grouping to be transferred.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE), you are required to inform and consult the representatives of those employees affected by the transfer. Inform and consult your employees.
Affected employees are not just those who are going to transfer - other employees in the business may be affected by the transfer and have a right to be informed and consulted too.
See informing and consulting employees about business transfers.
If an employee refuses to transfer with a business, they have not been dismissed but have effectively resigned. This means that they lose the right to claim certain employment rights.
See resignations connected with a business transfer.
When employees transfer out of your business, you must give the new employer certain information about those employees. See the transfer of employee liability information.
When you can change employees' terms and conditions of employment following a business transfer.
In a business transfer situation, employees' existing terms and conditions are transferred to the new employer from the start of the new employment.
Employees should therefore not be disadvantaged by a transfer, ie, by having less favourable terms and conditions in their new roles.
If you are the new employer, you can only vary a contract for a reason related to the transfer if it's an economic, technical, or organisational (ETO) reason entailing changes in the workforce.
There is no legal definition of an ETO reason. However, it might relate to, for example:
Note that you can't vary the contracts of the transferred employees in order to harmonise their terms and conditions with those of your existing employees in equivalent roles or grades. A pay cut does not count as an ETO. The transfer of a business subject to insolvency proceedings is a different matter, however - it is covered below. However, you could change terms and conditions - by agreement - if the changes are positive, eg, fewer working hours or additional holiday entitlement.
After a certain period, eg, six months, you might be tempted to consider it 'safe' to vary the contracts of the transferred employees as the reason for the change cannot have been by reason of the transfer.
However, there is no set period for this and no 'rule of thumb' used by the courts or specified in the regulations to define a period of time after which it is safe to assume that the transfer will not impact directly or indirectly on the employer's actions.
Note that there is greater flexibility to change terms and conditions if the business being transferred is insolvent - see transfers of insolvent businesses.
Continuity of employment, dismissals, and the ETO defence for a business transfer.
Employees who transfer have their continuity of employment preserved. This means that those who had, for example, 18 months of service with their previous employer have - at the time of the transfer - 18 months' service with the new employer.
This is important as it means that employees with enough continuous employment maintain their right to claim certain employment protection rights, eg, the right to claim unfair dismissal (one year's continuous employment). Employees also have the right to claim a statutory redundancy payment (two years). See continuous employment and employee rights.
An employee still transfers if they would have been employed in the undertaking immediately before the transfer had they not been unfairly dismissed, either because of the transfer or for a reason connected with the transfer.
The employee will be able to lodge a complaint at the Industrial Tribunal for unfair dismissal against either the previous or the new employer, as long as they have at least one year's continuous employment.
The Labour Relations Agency (LRA) provides an alternative to the Industrial Tribunal under the LRA 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.
Employers do, however, have the 'ETO defence' - see below.
If you dismiss a transferred employee either because of the transfer or a reason connected with it, their dismissal is automatically unfair.
In certain circumstances, individuals may require at least one year's continuous employment.
The LRA Arbitration Scheme can again provide an alternative to the Industrial Tribunal.
Employers do, however, have the 'ETO defence' - see below.
If there is an economic, technical or organisational (ETO) reason entailing changes in the workforce, a Transfer of Undertakings (Protection of Employment) Regulations 2006 and/or Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (known collectively as TUPE)-related dismissal may be fair.
However, even with this defence, the dismissing employer must still follow a fair dismissal procedure. See dismissing employees.
ETO reasons are narrow in practice and effectively amount to a genuine redundancy situation, eg, insolvency of the transferred undertaking.
Which workplace representatives you must consult and what you should tell them.
Under the Transfer of Undertakings (Protection of Employment) Regulations 2006 and the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006 (collectively known as TUPE), you are required to inform and consult the appropriate workplace representatives of those employees affected by the transfer.
Affected employees are not just those who are going to transfer - other employees in either business may be affected by the transfer and have a right to be informed and consulted too.
The appropriate representatives whom you must inform and consult are either:
If you have a pre-existing information and consultation (I&C) agreement in place, you have a duty to inform and consult employees or their representatives on - among other things - changes to the workforce. This means that you may have to inform and consult when planning to buy or sell a business.
However, you do not have to inform and consult at the same time under both TUPE and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the transfer legislation only.
The appropriate representatives must be informed of:
You must consider and respond to any representations made by the appropriate representatives, stating your reasons if you reject any of them.
You must provide information to representatives long enough before the transfer date to give reasonable time for consultation.
The consultation must be undertaken with a view to seeking their agreement.
Representatives have the right to have:
Representatives may be eligible for reinstatement or compensation if unfairly dismissed or treated detrimentally because of their status or actions as representatives.
What happens in situations where employees are being transferred as part of an insolvent business.
If you are transferring a business that is subject to insolvency proceedings and you owe money to the employees to be transferred, the responsibility to pay the full amount of the money owed does not transfer to the new employer.
The new employer is only responsible for the amount left after the employees have been paid from the Redundancy Payments Service (RPS). If you require further information or advice with an ongoing redundancy claim, you can call the Redundancy Payments Service Helpline on 028 9025 7562.
They should be able to make a claim through the RPS for:
They will not be able to claim statutory redundancy pay or pay in lieu of notice, as post-transfer, their job will not have ended.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
You or the new employer, or the insolvency practitioner can reduce pay and establish other less favourable terms and conditions after the transfer. These are known as permitted variations.
However, certain conditions must be met when doing this:
You should also consider the following:
Some negative effects of business transfers and how good staff relations and open communication can have a positive impact.
Transferring employees between businesses can affect staff morale. The result is often discontentment, not just in those transferred but also in staff left behind in the old business and existing employees in the new business.
If the process is not handled sensitively, the effects can include:
However, if both employers know and meet their responsibilities fully and communicate openly throughout the process, then good relations can be maintained with all employees concerned.
Research shows that effective consultation can lead to better decision-making and smoother implementation of decisions and proposals, boosting productivity. This is because if employees feel they have input into decision-making, they will be more satisfied and motivated at work. See employee engagement.
You should be especially careful to emphasise the positive benefits of the sale or purchase and try to show how the prospects for all will be improved by the changes.
Selecting the most suitable candidate for a job and contacting unsuccessful applicants.
After you have completed the assessment stage, eg, the interviews and tests, you should make your final selection decision as soon as possible.
To help you reach that decision, you should take notes during the interview as questions are being answered. This will ensure that what is said is reflected as accurately as possible.
Immediately after the interview, you should then finalise your notes and other relevant details.
This is useful for both decision-making and providing feedback to the candidates if requested. Bear in mind that shortlisted candidates may request access to their interview notes or any other documentation related to the recruitment process as part of any legal process.
To make the decision-making process fair and avoid any potentially unlawful discrimination, you should choose the candidate who most closely meets your selection criteria.
To do this:
Once you've made your choice, you need to make the successful candidate a job offer. See making a job offer to the successful candidate.
Decide on second and third choices, if possible, in case your first choice turns down the position.
In addition, a reserve list could be compiled, giving you greater flexibility to make further appointments in the event that similar future vacancies arise during a defined period (eg, six months). Reference to a reserve list being compiled would need to be made in the advertisement.
You should let all unsuccessful applicants, whether shortlisted for assessment or not, know of your decision not to employ them as soon as possible.
If you are delayed in making your decision, eg, because you are waiting for your first choice to respond, let them know of the delay by phone, email, or letter.
Be prepared to give feedback to unsuccessful candidates. They might want to know their relative strengths and also where they might do better next time.
Unconditional job offers and what to do if the offer is subject to the candidate meeting certain conditions.
Once you've chosen who you'd like to employ, you may wish to make them a job offer by telephone. This can help you quickly establish if the individual wants to accept the post.
If that is the case, you can go on to discuss any terms of employment that need to be agreed upon - eg their salary, wages, and benefits.
If your chosen candidate accepts your offer of employment verbally, you should then send them a formal job offer letter including:
You should bear in mind that an offer letter can form part of an employee's employment contract. You must therefore ensure that the terms and conditions outlined in the offer letter are correct, as these can be contractually enforceable.
Sample letter of a job offer to the successful candidate (DOC, 12K).
You must also give new employees a written statement of their main terms and conditions of employment within two months of the starting date if they are going to be working with you for a period of one month or more.
For further information, see the employment contract.
Ask the candidate to send you a signed copy of the offer letter - this establishes the terms on which the offer was made, in case of any disputes.
Note that if the job offer is unconditional and the candidate accepts it, a contract of employment exists between you and them.
This means that they may benefit from certain employment-protection rights, eg, a claim of discrimination, even if they haven't actually started working for you.
However, you should note that the right to claim discrimination applies even if no job offer has been made.
Offers can be subject to candidates meeting certain conditions based on your pre-employment checks, such as:
Employment offers can also be made subject to the successful completion of a probationary period.
You will need to carry out the necessary checks as soon as possible and before the employment starts - most prospective workers won't wish to hand in their notice until they have had an unconditional offer of employment from you.
Assuming your first choice candidate meets all the conditions, you should send them another - unconditional - offer letter. If they can't meet the conditions, you can withdraw your offer and turn to your second-choice candidate if you have one.
You should ensure that no one is discouraged or excluded from accepting a job because of, for example, their gender, gender reassignment, marital or civil partnership status, religious belief or political opinion, disability, sexual orientation, race, pregnancy, ethnicity, or age.
If you are found to be operating discriminatory recruitment practices, an unsuccessful job applicant may be able to bring an unlawful discrimination claim to an industrial tribunal or fair employment tribunal - even if you were unaware of such practices.
If their claim is successful, there is no cap on the amount of compensation that the tribunal can award.
Job induction training can help maximise motivation and understanding of the work for a new employee.
Once your chosen candidate has accepted an unconditional offer of employment, you need to start planning their job induction training.
Job induction is the formal process of welcoming an employee to an organisation. Job induction usually involves highlighting the purpose, goals, and values of the organisation. You might also explain the function of various teams or departments within your organisation through the job induction process. The induction offers a good opportunity to identify any training that the new candidate may need to help them perform their role.
You should carry out induction training as it will help benefit new staff by helping them to:
Investing time in inducting new employees will give new workers a good grounding and help them make fewer mistakes in the long run. The highest level of staff turnover is among newer workers, so the early period spent with your business must leave a good impression on them.
You should also consider carrying out a basic induction for workers who are changing jobs within the business. For those workers returning after a long absence, eg, maternity leave or a period of illness, a welcome back meeting would be beneficial. See tailoring the induction to the worker and our induction templates:
For more information on job inductions, download the recruiting new employees section from the Employers' Handbook (PDF, 170K).
Prepare induction checklists, inform key workers, and ensure newcomers feel welcome.
Preparation is the key to a good staff induction.
Once you have established a good induction procedure, it is useful to set it out in writing and use it whenever a new person starts.
To help you devise your staff induction activities, download and use our sample induction plans:
Sort out bank details and health and safety information, confirm terms and conditions, and introduce staff.
You should provide information to a new worker at a rate that allows them to understand it properly. Explain what the business does and how they and their role fits in.
You may like to arrange an employee induction programme to include sessions with different members of staff so they can explain their role and their team's role in relation to the business activities. There are a number of business areas you could cover through your induction programme, which we have outlined below.
You may need to provide the new worker with:
It is a legal requirement for employers to give their employees a written statement of terms and conditions of employment within two months of starting work, except for those employees who will be working for less than one month.
It is a good idea to go through this with the new worker during the induction programme and give them details of issues such as:
You are legally required to provide workers with any health and safety information they need to carry out their job safely. Provide them with a copy of the business's health and safety policy and get them to sign it once they have read it. What should be in your health and safety policy?
You must inform new workers, preferably on the first day, of fire safety procedures and what to do if the fire alarm sounds. If there are particular hazards, eg, in a factory or on a building site, you must ensure that new workers are made aware of them and what precautions need to be taken.
New to the job - staying safe at work.
It is a good idea to show the new workers where they:
For more information, see workplace policies on smoking, drugs and alcohol.
If their job involves the use or operation of machinery, you must ensure that they are properly trained, that they understand any associated risks, and that they have appropriate safety equipment. Make sure the worker knows how to operate any equipment they will be using and show them where spares, replacements, and other materials they may need are kept.
Show new workers where they will be working and the location of any facilities they will need to access.
Introduce new workers to their team colleagues in turn, and to:
You should take them through what their job entails and how this fits in with the rest of the business. It may be a good idea to buddy them with an established member of staff who can show them how to perform certain work-related tasks. You may also find that regular catch-up meetings with the new staff member in the early stages of their employment will help you maintain their progression and address any problems or concerns they may have before they become a major issue.
What a new starter pack should contain, including documents such as a staff handbook or organisational chart.
It may be useful to put together a new starter pack of information which can be given to new staff. New starter packs could be either sent when they have accepted the job or given to the worker on the day they begin work.
A new starter pack could contain information about the organisation, employment documents, and facilities such as:
Alter your induction programme to suit the needs of different sorts of workers.
The majority of new staff will need a similar type of induction. However, some starters may need a programme that is tailored to take into account their special circumstances.
For instance, if you employ young people who are new to the workplace, you must ensure that they receive adequate information regarding health and safety in the workplace, as they may be unaware of the risks it presents.
For people returning to your employment after a long period away, you should make them aware of major new developments in the workplace, eg, reorganisations. If you have introduced new ways of working since they last worked for you, they may need additional training. If staff need to acquire updated knowledge, identify it fully and agree to an updated training programme with them. This will maximise involvement and commitment. See develop a staff training plan.
Directors will need to know more about the finances, strategy, and development objectives of the business than other workers. Read more on recruiting directors.
Workers with disabilities may have special needs in terms of access, using equipment, and communicating with colleagues. As such, you may be legally obliged to make reasonable adjustments to your premises and/or the worker's job. Employers will need to ensure that any induction process has been adjusted in order to accommodate any new starters with a disability. Read more on support if you employ someone who is disabled.
When planning an induction, you may also wish to take into account those whose first language is not English.
You should also be sensitive to cultural or religious customs and make sure your induction process is not discriminatory.
How the Dungannon-based business welcomes new staff through induction and training programmes.
Granville EcoPark is an enhanced anaerobic digestion facility that processes food waste to create renewable energy. The business based in Dungannon, County Tyrone, employs 33 people.
Pauline McCrory, HR and Marketing Manager, explains how Granville EcoPark welcomes and supports new staff through a range of steps, including a two-week induction with job shadowing, bespoke training and an assessment programme.
"With a small workforce of 33 staff, the company employs individuals with a diverse range of skills that are essential to the operation of a successful anaerobic digestion business."
"Our business is unique, so it can be a challenge to hire employees with the specific skills and experience required for our type of business operation. When we find the right staff, we recognise the importance of retaining them by welcoming them into the organisation and quickly identifying any training that is needed to help them perform their role."
"The first two weeks in a job are a crucial time for all new employees. This is when there is traditionally the highest level of staff turnover. We work to ensure that this early period is spent helping employees feel established via a structured programme of training and support."
"In the past, we had a less formal emphasis on staff induction. This relaxed 'hit the ground running' approach resulted in low retention rates of 58% and poor organisational culture."
"We took active steps to improve our retention rates and boost employee morale at the staff induction phase. We developed a tailored two-week induction timetable. This schedule uses a mix of training methods and aims to ensure that new employees establish themselves quickly and feel motivated to do well. During this induction period, the new recruit learns about company values, policies and procedures. We accompany this with job shadowing."
"Each new recruit is assigned an induction buddy, who will take the employee through the job role and shadow the experienced team member. Induction buddies aim to demonstrate our business values and help new staff understand what the company does and why we do it, as well as being a section within the induction. We have found this job shadowing system an excellent method of building a rapport between new staff and their future teammates."
"Every new operational employee will also receive ground-up training in the engineering and scientific process required for them to fulfil their job role. This bespoke training is followed by an assessment at the end of a six-month probationary period."
"The bespoke training programmes and assessments have been designed in-house by management team members. Our approach is to confirm understanding at every stage. All new operators receive a workbook folder at their three-month progress review. They have a further three months to complete it while working on the job and during this time, they are encouraged to ask anyone in the team for help in finding the answers."
"At the end of the six-month probationary period, each new operator will have an assessment of their development. We evaluate whether they meet the necessary standards through their workbooks and verbal exams. The verbal exams assess the individual's confidence and knowledge in each area. If a new operator passes these steps, they will be promoted to a position as a plant operator and receive a pay rise to reflect this."
"If a recruit fails to qualify for the next stage, they receive a two-month extension to develop their skills and re-take the assessment. We have found that this approach leads to an 80% pass rate for new employees. Our assessments are designed so that only the most suitable individuals will progress, which reflects the demanding and challenging job role that they are undertaking."
"Our revised approach to staff induction through job shadowing and formal training combined with assessment has delivered benefits to both new staff and Granville EcoPark. These improvements range from reducing employee turnover to increasing operational efficiency and boosting staff morale and organisational communication at all levels."
"Within eight months of implementing these changes alongside the creation of company committees and wellbeing programmes, the average staff retention rate has risen to 93%, an impressive increase of 60% in a short time."
Selecting the most suitable candidate for a job and contacting unsuccessful applicants.
After you have completed the assessment stage, eg, the interviews and tests, you should make your final selection decision as soon as possible.
To help you reach that decision, you should take notes during the interview as questions are being answered. This will ensure that what is said is reflected as accurately as possible.
Immediately after the interview, you should then finalise your notes and other relevant details.
This is useful for both decision-making and providing feedback to the candidates if requested. Bear in mind that shortlisted candidates may request access to their interview notes or any other documentation related to the recruitment process as part of any legal process.
To make the decision-making process fair and avoid any potentially unlawful discrimination, you should choose the candidate who most closely meets your selection criteria.
To do this:
Once you've made your choice, you need to make the successful candidate a job offer. See making a job offer to the successful candidate.
Decide on second and third choices, if possible, in case your first choice turns down the position.
In addition, a reserve list could be compiled, giving you greater flexibility to make further appointments in the event that similar future vacancies arise during a defined period (eg, six months). Reference to a reserve list being compiled would need to be made in the advertisement.
You should let all unsuccessful applicants, whether shortlisted for assessment or not, know of your decision not to employ them as soon as possible.
If you are delayed in making your decision, eg, because you are waiting for your first choice to respond, let them know of the delay by phone, email, or letter.
Be prepared to give feedback to unsuccessful candidates. They might want to know their relative strengths and also where they might do better next time.
Unconditional job offers and what to do if the offer is subject to the candidate meeting certain conditions.
Once you've chosen who you'd like to employ, you may wish to make them a job offer by telephone. This can help you quickly establish if the individual wants to accept the post.
If that is the case, you can go on to discuss any terms of employment that need to be agreed upon - eg their salary, wages, and benefits.
If your chosen candidate accepts your offer of employment verbally, you should then send them a formal job offer letter including:
You should bear in mind that an offer letter can form part of an employee's employment contract. You must therefore ensure that the terms and conditions outlined in the offer letter are correct, as these can be contractually enforceable.
Sample letter of a job offer to the successful candidate (DOC, 12K).
You must also give new employees a written statement of their main terms and conditions of employment within two months of the starting date if they are going to be working with you for a period of one month or more.
For further information, see the employment contract.
Ask the candidate to send you a signed copy of the offer letter - this establishes the terms on which the offer was made, in case of any disputes.
Note that if the job offer is unconditional and the candidate accepts it, a contract of employment exists between you and them.
This means that they may benefit from certain employment-protection rights, eg, a claim of discrimination, even if they haven't actually started working for you.
However, you should note that the right to claim discrimination applies even if no job offer has been made.
Offers can be subject to candidates meeting certain conditions based on your pre-employment checks, such as:
Employment offers can also be made subject to the successful completion of a probationary period.
You will need to carry out the necessary checks as soon as possible and before the employment starts - most prospective workers won't wish to hand in their notice until they have had an unconditional offer of employment from you.
Assuming your first choice candidate meets all the conditions, you should send them another - unconditional - offer letter. If they can't meet the conditions, you can withdraw your offer and turn to your second-choice candidate if you have one.
You should ensure that no one is discouraged or excluded from accepting a job because of, for example, their gender, gender reassignment, marital or civil partnership status, religious belief or political opinion, disability, sexual orientation, race, pregnancy, ethnicity, or age.
If you are found to be operating discriminatory recruitment practices, an unsuccessful job applicant may be able to bring an unlawful discrimination claim to an industrial tribunal or fair employment tribunal - even if you were unaware of such practices.
If their claim is successful, there is no cap on the amount of compensation that the tribunal can award.
Job induction training can help maximise motivation and understanding of the work for a new employee.
Once your chosen candidate has accepted an unconditional offer of employment, you need to start planning their job induction training.
Job induction is the formal process of welcoming an employee to an organisation. Job induction usually involves highlighting the purpose, goals, and values of the organisation. You might also explain the function of various teams or departments within your organisation through the job induction process. The induction offers a good opportunity to identify any training that the new candidate may need to help them perform their role.
You should carry out induction training as it will help benefit new staff by helping them to:
Investing time in inducting new employees will give new workers a good grounding and help them make fewer mistakes in the long run. The highest level of staff turnover is among newer workers, so the early period spent with your business must leave a good impression on them.
You should also consider carrying out a basic induction for workers who are changing jobs within the business. For those workers returning after a long absence, eg, maternity leave or a period of illness, a welcome back meeting would be beneficial. See tailoring the induction to the worker and our induction templates:
For more information on job inductions, download the recruiting new employees section from the Employers' Handbook (PDF, 170K).
Prepare induction checklists, inform key workers, and ensure newcomers feel welcome.
Preparation is the key to a good staff induction.
Once you have established a good induction procedure, it is useful to set it out in writing and use it whenever a new person starts.
To help you devise your staff induction activities, download and use our sample induction plans:
Sort out bank details and health and safety information, confirm terms and conditions, and introduce staff.
You should provide information to a new worker at a rate that allows them to understand it properly. Explain what the business does and how they and their role fits in.
You may like to arrange an employee induction programme to include sessions with different members of staff so they can explain their role and their team's role in relation to the business activities. There are a number of business areas you could cover through your induction programme, which we have outlined below.
You may need to provide the new worker with:
It is a legal requirement for employers to give their employees a written statement of terms and conditions of employment within two months of starting work, except for those employees who will be working for less than one month.
It is a good idea to go through this with the new worker during the induction programme and give them details of issues such as:
You are legally required to provide workers with any health and safety information they need to carry out their job safely. Provide them with a copy of the business's health and safety policy and get them to sign it once they have read it. What should be in your health and safety policy?
You must inform new workers, preferably on the first day, of fire safety procedures and what to do if the fire alarm sounds. If there are particular hazards, eg, in a factory or on a building site, you must ensure that new workers are made aware of them and what precautions need to be taken.
New to the job - staying safe at work.
It is a good idea to show the new workers where they:
For more information, see workplace policies on smoking, drugs and alcohol.
If their job involves the use or operation of machinery, you must ensure that they are properly trained, that they understand any associated risks, and that they have appropriate safety equipment. Make sure the worker knows how to operate any equipment they will be using and show them where spares, replacements, and other materials they may need are kept.
Show new workers where they will be working and the location of any facilities they will need to access.
Introduce new workers to their team colleagues in turn, and to:
You should take them through what their job entails and how this fits in with the rest of the business. It may be a good idea to buddy them with an established member of staff who can show them how to perform certain work-related tasks. You may also find that regular catch-up meetings with the new staff member in the early stages of their employment will help you maintain their progression and address any problems or concerns they may have before they become a major issue.
What a new starter pack should contain, including documents such as a staff handbook or organisational chart.
It may be useful to put together a new starter pack of information which can be given to new staff. New starter packs could be either sent when they have accepted the job or given to the worker on the day they begin work.
A new starter pack could contain information about the organisation, employment documents, and facilities such as:
Alter your induction programme to suit the needs of different sorts of workers.
The majority of new staff will need a similar type of induction. However, some starters may need a programme that is tailored to take into account their special circumstances.
For instance, if you employ young people who are new to the workplace, you must ensure that they receive adequate information regarding health and safety in the workplace, as they may be unaware of the risks it presents.
For people returning to your employment after a long period away, you should make them aware of major new developments in the workplace, eg, reorganisations. If you have introduced new ways of working since they last worked for you, they may need additional training. If staff need to acquire updated knowledge, identify it fully and agree to an updated training programme with them. This will maximise involvement and commitment. See develop a staff training plan.
Directors will need to know more about the finances, strategy, and development objectives of the business than other workers. Read more on recruiting directors.
Workers with disabilities may have special needs in terms of access, using equipment, and communicating with colleagues. As such, you may be legally obliged to make reasonable adjustments to your premises and/or the worker's job. Employers will need to ensure that any induction process has been adjusted in order to accommodate any new starters with a disability. Read more on support if you employ someone who is disabled.
When planning an induction, you may also wish to take into account those whose first language is not English.
You should also be sensitive to cultural or religious customs and make sure your induction process is not discriminatory.
How the Dungannon-based business welcomes new staff through induction and training programmes.
Granville EcoPark is an enhanced anaerobic digestion facility that processes food waste to create renewable energy. The business based in Dungannon, County Tyrone, employs 33 people.
Pauline McCrory, HR and Marketing Manager, explains how Granville EcoPark welcomes and supports new staff through a range of steps, including a two-week induction with job shadowing, bespoke training and an assessment programme.
"With a small workforce of 33 staff, the company employs individuals with a diverse range of skills that are essential to the operation of a successful anaerobic digestion business."
"Our business is unique, so it can be a challenge to hire employees with the specific skills and experience required for our type of business operation. When we find the right staff, we recognise the importance of retaining them by welcoming them into the organisation and quickly identifying any training that is needed to help them perform their role."
"The first two weeks in a job are a crucial time for all new employees. This is when there is traditionally the highest level of staff turnover. We work to ensure that this early period is spent helping employees feel established via a structured programme of training and support."
"In the past, we had a less formal emphasis on staff induction. This relaxed 'hit the ground running' approach resulted in low retention rates of 58% and poor organisational culture."
"We took active steps to improve our retention rates and boost employee morale at the staff induction phase. We developed a tailored two-week induction timetable. This schedule uses a mix of training methods and aims to ensure that new employees establish themselves quickly and feel motivated to do well. During this induction period, the new recruit learns about company values, policies and procedures. We accompany this with job shadowing."
"Each new recruit is assigned an induction buddy, who will take the employee through the job role and shadow the experienced team member. Induction buddies aim to demonstrate our business values and help new staff understand what the company does and why we do it, as well as being a section within the induction. We have found this job shadowing system an excellent method of building a rapport between new staff and their future teammates."
"Every new operational employee will also receive ground-up training in the engineering and scientific process required for them to fulfil their job role. This bespoke training is followed by an assessment at the end of a six-month probationary period."
"The bespoke training programmes and assessments have been designed in-house by management team members. Our approach is to confirm understanding at every stage. All new operators receive a workbook folder at their three-month progress review. They have a further three months to complete it while working on the job and during this time, they are encouraged to ask anyone in the team for help in finding the answers."
"At the end of the six-month probationary period, each new operator will have an assessment of their development. We evaluate whether they meet the necessary standards through their workbooks and verbal exams. The verbal exams assess the individual's confidence and knowledge in each area. If a new operator passes these steps, they will be promoted to a position as a plant operator and receive a pay rise to reflect this."
"If a recruit fails to qualify for the next stage, they receive a two-month extension to develop their skills and re-take the assessment. We have found that this approach leads to an 80% pass rate for new employees. Our assessments are designed so that only the most suitable individuals will progress, which reflects the demanding and challenging job role that they are undertaking."
"Our revised approach to staff induction through job shadowing and formal training combined with assessment has delivered benefits to both new staff and Granville EcoPark. These improvements range from reducing employee turnover to increasing operational efficiency and boosting staff morale and organisational communication at all levels."
"Within eight months of implementing these changes alongside the creation of company committees and wellbeing programmes, the average staff retention rate has risen to 93%, an impressive increase of 60% in a short time."
Explanation of redundancy and the reasons for dismissing staff on the grounds of redundancy.
Redundancy is when you dismiss an employee because you no longer:
For a redundancy to be genuine, you must demonstrate that the employee's job will no longer exist.
In this situation, eligible employees would be entitled to receive a statutory redundancy payment (SRP) - read more on the rights of redundant employees. Some employers offer enhanced redundancy payments over and above the statutory amount as a goodwill gesture or part of a broader redundancy process. Unless the employer has a clear contractual entitlement or binding agreement, enhanced redundancy pay is often discretionary.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Alternatives to compulsory redundancy.
You should take reasonable steps to avoid compulsory redundancies by considering alternatives, such as:
Before considering redundancies, you should look at your business by assessing current performance and seeing whether there are other things you can do to improve its output and performance.
Are there areas of your business where you can save money? See:
Can your business do more to sell more products or services? See:
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Contractual and statutory issues for laying off employees, including statutory guarantee and redundancy payments.
You can lay off an employee when you temporarily cannot give them paid work.
You must expressly agree to it with them. This could be set out in:
National and collective agreements can only be enforced if they are incorporated into the employee's contract of employment.
You may also be able to lay off an employee:
Where there is no formal agreement in place and the employee refuses to agree to be laid off, you may have to consider other options, which could include terminating the employee's original contract and offering them a new, revised one.
Terminating the contract would be just one of the options that the employer should consider.
This involves dismissing the employee and could lead to a claim of unfair dismissal.
You will be in breach of contract if you lay off an employee without pay if there is no contractual agreement or the employee has not agreed to it.
The employee may:
Eligible employees are entitled to a statutory guarantee payment if you don't provide them with a full day's work during the time they would normally be required to work. The maximum payment is five days in any three months.
For more information, see guarantee pay: employee entitlement, calculation and exemptions.
Employees can claim a statutory redundancy payment if the lay-off runs for:
The employee must give you written notice in advance that they intend to make a claim for an SRP. The claim may be contested by the employer if normal working is likely to be resumed within four weeks and there is a reasonable prospect of work for not less than 13 weeks, during which the employee would not be laid off.
There is a strict timetable of requirements, one of which is the resignation of the employee, whereby the employee may ultimately complain to an Industrial Tribunal if they consider that they are entitled to a redundancy payment and it remains unpaid.
See temporary lay-off and short-time working.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Contract and statutory issues relating to short-time working, including statutory guarantee and redundancy payments.
Short-time working is where there is a reduction in the work provided for an employee in a week to the extent that their pay for that week is less than half a week's pay.
You can only put an employee on short-time working where you have expressly agreed to it with them. Such an agreement may be set out in:
National and collective agreements can only be enforced if they are incorporated into the employee's employment contract.
You may also be able to put an employee on short-time working:
Where there is no contractual agreement already in place and the employee refuses to agree to short-time working, you may have to consider other options, which would include terminating the employee's original contract and offering them a new, revised one.
Terminating the contract would only be one of the options that the employer should consider.
However, this involves dismissing the employee and could lead to a claim of unfair dismissal.
See temporary lay-offs and short-time working.
You will be in breach of contract if you put an employee on short-time work without a contractual agreement or if the employee has not agreed to it.
As a result, the employee may:
Eligible employees are entitled to statutory guarantee payment if you don't provide them with work on a day on which they would normally be required to work. The maximum payment is five days in any three months.
See guarantee pay: employee entitlement.
Employees can claim a statutory redundancy payment if the short-time working runs for:
Under the short-time working provisions of the legislation, employees who are put on short-time working and receive less than half a week's pay for four consecutive weeks, or any six weeks (no more than three of the weeks being consecutive eg the six weeks cannot be made up of a four week and a two week period) in a thirteen week period, may also claim a redundancy payment from their employer. The claim must be in writing and may be contested by the employer if normal working is likely to be resumed within four weeks and there is a reasonable prospect of work for not less than 13 weeks, during which the employee would not be put on short-time.
There is a strict timetable of requirements, one of which is the resignation of the employee, whereby the employee may ultimately complain to an Industrial Tribunal if they consider that they are entitled to a redundancy payment and it remains unpaid.
The employee must give you written notice in advance that they intend to make a claim for an SRP.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Pros and cons of voluntary redundancy and early retirement options.
Non-compulsory redundancy covers voluntary redundancy.
You could ask employees if they would like to volunteer for redundancy, and then select those from the list of volunteers to be made redundant.
See redundancy letters, forms, and templates.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
The LRA also has a free employment document toolkit. Once employers are registered, they can unlock free employment guides to help them build documents, policies, and procedures for their own organisation. Find out about the LRA's employment document toolkit.
How employers can fairly select employees for compulsory redundancy.
If you decide to make compulsory redundancies, you will need to:
The criteria that can be used to select employees for redundancy can include:
If attendance or disciplinary records are to be used as a basis for choosing people for redundancy, it will be necessary to make sure that they are accurate and not indirectly discriminatory. Before choosing people because of their attendance, it is important to know the reasons for and extent of any absences. This is particularly important when considering sickness absence.
The Disability Discrimination Act 1995 makes it illegal for an employer to treat a disabled person less favourably because of a reason relating to their disability, without a justifiable reason. Employers must make reasonable adjustments to working conditions or the workplace where that would help a particular disabled person. Employers should take account of this law when considering making a disabled person redundant.
Criteria used should be verifiable, ie, you should have supporting, objective evidence of it. It should be precisely defined, non-discriminatory, and applied consistently to avoid the possibility of unlawful discrimination.
Download redundancy procedure (PDF, 319K) and sample redundancy selection matrix template (DOC, 17K).
Some criteria will make any subsequent redundancy dismissal automatically unfair.
You should not select an employee for redundancy because of issues related to:
For a complete list, see unfair dismissal.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Redundancy consultation and other employer legal obligations during the redundancy process.
If you fail to consult employees in a redundancy situation, any redundancies made will almost certainly be unfair.
A collective redundancy is when you plan to make 20 or more employees redundant at one establishment within a 90-day period.
Steps you must take:
Fill in the advance notification of redundancies form HR1. You must provide advance notification of redundancies to the Northern Ireland Statistics and Research Agency by completing the online form. This information is collated and passed on to the Department for the Economy (DfE) and the Department for Communities (DfC) for information.
Employers must send a copy of form HR1 to the representatives of the employees being consulted on redundancy.
These may be either trade union representatives and/or elected employee representatives for those employees not represented by a union. If your employees choose not to elect employee representatives, you must give the relevant information directly to each individual.
Consultation must start when you are developing redundancy proposals and at least:
An employer who has already begun consultations about one group of proposed redundancy dismissals and later finds it necessary to make a further group redundant does not have to add the number of employees together to calculate the minimum period for either group.
It is not necessary that the consultation should last for all of that time. Further, where consultation has not been completed by the end of the 30 or 90-day period, employers should continue the consultation beyond the 30 or 90-day period.
In other words, the consultation has either resulted in an agreement with employee representatives or has otherwise reached its conclusion. If consultation has been completed within the 30 or 90-day period, the employer may issue the notices of dismissal at that point. As referred to above, employers should consult beyond the 30 or 90-day minimum where the consultations are not yet complete, but in some cases, it could be longer where the combination of the consultation and the notice exceeds the period. This timetable can be shortened when an employee decides to leave early or take voluntary redundancy.
The obligations may apply even when an employer intends to offer alternative employment on different terms and conditions to some or all of the employees, with the result that the number actually dismissed is less than twenty or in fact where no dismissals occur; this will be the case if employees are to be re-deployed on such radically different terms and conditions that accepting the new posts amounts to dismissal and re-engagement.
The obligations apply to compulsory redundancies, but in some circumstances may also apply to 'voluntary' redundancies if an employee has no real choice whether to stay or to leave.
If you fail to carry out collective redundancy consultation, affected employees may claim a protective award from an Industrial Tribunal - see potential problems following redundancy.
It is good practice to consult employee or trade union representatives even if fewer than 20 redundancies are planned.
In addition, where there are no representatives present or when there are no representatives elected to conduct consultation, it is good practice to meet with all individuals who are at risk of redundancy, regardless of whether it affects more or fewer than 20 employees.
DfE must receive the advanced notification of redundancies on form HR1 at least:
Late notification, or failure to notify, is an offence and you may be liable to a fine of up to £5,000.
If you have an I&C agreement in place, you have a duty to inform and consult employees or their representatives on changes to the workforce. This means that you may have to inform and consult on any proposed redundancies.
You do not have to inform and consult at the same time under both the redundancy and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the redundancy legislation only.
At the start of the consultation, you must provide written details of:
Consultation does not have to end in agreement, but it must be properly carried out with a view to reaching an agreement, including ways of avoiding redundancies or reducing their effect.
As well as those areas outlined above and in the interests of good employment relations practice, matters on which employers may want to consult employees and, where appropriate, negotiate will usually cover:
Negotiation might also cover special arrangements for transferring apprenticeships. Only as a last resort should apprentices be treated as part of the workforce for the purposes of redundancy selection.
You should consult employees individually, regardless of the number you plan to make redundant and the size of the organisation. While there are no fixed timescales within which this consultation must take place, it should be of a sufficient timescale to be meaningful in the individual circumstances.
If you fail to do so, any subsequent dismissals may be unfair - see unfair dismissal.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
The employee's right to statutory redundancy payments, other redundancy-related rights, and how employers can calculate payments.
Redundant employees have a number of rights and may be entitled to receive a statutory redundancy payment (SRP).
To receive an SRP, an individual must:
Temporary lay-off and short-time working - Labour Relations Agency (LRA) guidance.
A redundant employee also has the right to receive a written statement setting out the amount of any redundancy payment and how you worked it out.
You must make the payment when or soon after you dismiss the employee.
An SRP is based on an employee's age and length of employment and is counted back from the date of dismissal. For each complete year of service, up to 20 years, employees are entitled to:
Their length of service is capped at 20 years. Weekly pay is subject to the statutory limit, which is £783 (since 6 April 2026). The maximum SRP payable is £23,490 (since 6 April 2026). These figures are normally reviewed each financial year.
Calculate the statutory redundancy pay due to your employee.
SRP is not taxable, as it's not more than £30,000. Any redundancy payment you make in addition to SRP is subject to tax and National Insurance (NI).
Other termination payments made to the employee at the same time, like payment in lieu of holiday, must have tax and NI deducted.
If an employee disagrees with the amount, or if you fail to pay SRP, the employee has six months from the date their employment ended to make a claim for payment to an Industrial Tribunal.
All other complaints relating to payments received on termination of employment due to redundancy, for example, notice pay or holiday pay, must be made to an Industrial Tribunal within three months of the date the employment ended.
If they fail to make the claim for redundancy payment in time, a tribunal still has the power for a further six months to decide whether or not the employee should receive an SRP.
Employees under a notice of redundancy also have the right to:
Even if you have selected an employee for redundancy, you could still avoid dismissals by offering them alternative work.
For an offer to be valid:
Employees who accept an offer of alternative work are allowed a four-week trial period to see if the work is suitable. The four-week trial period can be extended by agreement for training purposes only.
An agreement for an extended trial period must be in writing and be made before the employee starts work under the new contract. It must state the date on which the period of retraining will end and specify the terms and conditions of employment that will apply after the end of the retraining period.
They may still claim a statutory redundancy payment (SRP) if you both agree that the work is not suitable. If you think the job is suitable but the employee unreasonably refuses to take it, they may lose any entitlement to an SRP.
Alternatives to redundancy (PDF, 33K).
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Practical advice and support for employees facing redundancy.
Try to find ways of helping employees come to terms with their situation.
You could:
If you require further information or advice with an ongoing redundancy claim, you can call the Department for the Economy's Redundancy Payments Service on Tel 028 9025 7562 or email: rpsquery@economy-ni.gov.uk.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
The Department for Communities (DfC) offers a Redundancy Service to help employers and employees through the process of redundancy. A redundancy clinic webinar is also available to help employers and employees affected by redundancy.
For further help, you can also email: dfcemployerservices@communities-ni.gov.uk.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Avoid claims of unfair dismissal and help with redundancy payments.
An eligible employee can claim unfair dismissal if they feel employers:
Employees may also be able to claim a protective award if employers fail to properly consult with employee representatives, ie, trade union or elected employee representatives in collective redundancy situations. See rights of redundant employees.
An employee will have been automatically unfairly dismissed if you select them for redundancy for certain reasons, eg, involving discrimination or whistleblowing. If you select the employee for redundancy for any of these reasons, they will be able to make an unfair dismissal claim regardless of how long they have been in your employment.
If you fail to properly carry out collective redundancy consultation, a complaint may be made to an Industrial Tribunal by:
The tribunal may award up to 90 days' pay to each affected employee.
See the redundancy consultation process.
The Department for the Economy (DfE) may also prosecute you for failure to notify the proposed redundancies in advance.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
If you require further information or advice with an ongoing redundancy claim, you can call DfE's Redundancy Payments Service on Tel 028 9025 7562 or email rpsquery@economy-ni.gov.uk.
For general information on redundancies, you can contact the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
Explanation of redundancy and the reasons for dismissing staff on the grounds of redundancy.
Redundancy is when you dismiss an employee because you no longer:
For a redundancy to be genuine, you must demonstrate that the employee's job will no longer exist.
In this situation, eligible employees would be entitled to receive a statutory redundancy payment (SRP) - read more on the rights of redundant employees. Some employers offer enhanced redundancy payments over and above the statutory amount as a goodwill gesture or part of a broader redundancy process. Unless the employer has a clear contractual entitlement or binding agreement, enhanced redundancy pay is often discretionary.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Alternatives to compulsory redundancy.
You should take reasonable steps to avoid compulsory redundancies by considering alternatives, such as:
Before considering redundancies, you should look at your business by assessing current performance and seeing whether there are other things you can do to improve its output and performance.
Are there areas of your business where you can save money? See:
Can your business do more to sell more products or services? See:
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Contractual and statutory issues for laying off employees, including statutory guarantee and redundancy payments.
You can lay off an employee when you temporarily cannot give them paid work.
You must expressly agree to it with them. This could be set out in:
National and collective agreements can only be enforced if they are incorporated into the employee's contract of employment.
You may also be able to lay off an employee:
Where there is no formal agreement in place and the employee refuses to agree to be laid off, you may have to consider other options, which could include terminating the employee's original contract and offering them a new, revised one.
Terminating the contract would be just one of the options that the employer should consider.
This involves dismissing the employee and could lead to a claim of unfair dismissal.
You will be in breach of contract if you lay off an employee without pay if there is no contractual agreement or the employee has not agreed to it.
The employee may:
Eligible employees are entitled to a statutory guarantee payment if you don't provide them with a full day's work during the time they would normally be required to work. The maximum payment is five days in any three months.
For more information, see guarantee pay: employee entitlement, calculation and exemptions.
Employees can claim a statutory redundancy payment if the lay-off runs for:
The employee must give you written notice in advance that they intend to make a claim for an SRP. The claim may be contested by the employer if normal working is likely to be resumed within four weeks and there is a reasonable prospect of work for not less than 13 weeks, during which the employee would not be laid off.
There is a strict timetable of requirements, one of which is the resignation of the employee, whereby the employee may ultimately complain to an Industrial Tribunal if they consider that they are entitled to a redundancy payment and it remains unpaid.
See temporary lay-off and short-time working.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Contract and statutory issues relating to short-time working, including statutory guarantee and redundancy payments.
Short-time working is where there is a reduction in the work provided for an employee in a week to the extent that their pay for that week is less than half a week's pay.
You can only put an employee on short-time working where you have expressly agreed to it with them. Such an agreement may be set out in:
National and collective agreements can only be enforced if they are incorporated into the employee's employment contract.
You may also be able to put an employee on short-time working:
Where there is no contractual agreement already in place and the employee refuses to agree to short-time working, you may have to consider other options, which would include terminating the employee's original contract and offering them a new, revised one.
Terminating the contract would only be one of the options that the employer should consider.
However, this involves dismissing the employee and could lead to a claim of unfair dismissal.
See temporary lay-offs and short-time working.
You will be in breach of contract if you put an employee on short-time work without a contractual agreement or if the employee has not agreed to it.
As a result, the employee may:
Eligible employees are entitled to statutory guarantee payment if you don't provide them with work on a day on which they would normally be required to work. The maximum payment is five days in any three months.
See guarantee pay: employee entitlement.
Employees can claim a statutory redundancy payment if the short-time working runs for:
Under the short-time working provisions of the legislation, employees who are put on short-time working and receive less than half a week's pay for four consecutive weeks, or any six weeks (no more than three of the weeks being consecutive eg the six weeks cannot be made up of a four week and a two week period) in a thirteen week period, may also claim a redundancy payment from their employer. The claim must be in writing and may be contested by the employer if normal working is likely to be resumed within four weeks and there is a reasonable prospect of work for not less than 13 weeks, during which the employee would not be put on short-time.
There is a strict timetable of requirements, one of which is the resignation of the employee, whereby the employee may ultimately complain to an Industrial Tribunal if they consider that they are entitled to a redundancy payment and it remains unpaid.
The employee must give you written notice in advance that they intend to make a claim for an SRP.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Pros and cons of voluntary redundancy and early retirement options.
Non-compulsory redundancy covers voluntary redundancy.
You could ask employees if they would like to volunteer for redundancy, and then select those from the list of volunteers to be made redundant.
See redundancy letters, forms, and templates.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
The LRA also has a free employment document toolkit. Once employers are registered, they can unlock free employment guides to help them build documents, policies, and procedures for their own organisation. Find out about the LRA's employment document toolkit.
How employers can fairly select employees for compulsory redundancy.
If you decide to make compulsory redundancies, you will need to:
The criteria that can be used to select employees for redundancy can include:
If attendance or disciplinary records are to be used as a basis for choosing people for redundancy, it will be necessary to make sure that they are accurate and not indirectly discriminatory. Before choosing people because of their attendance, it is important to know the reasons for and extent of any absences. This is particularly important when considering sickness absence.
The Disability Discrimination Act 1995 makes it illegal for an employer to treat a disabled person less favourably because of a reason relating to their disability, without a justifiable reason. Employers must make reasonable adjustments to working conditions or the workplace where that would help a particular disabled person. Employers should take account of this law when considering making a disabled person redundant.
Criteria used should be verifiable, ie, you should have supporting, objective evidence of it. It should be precisely defined, non-discriminatory, and applied consistently to avoid the possibility of unlawful discrimination.
Download redundancy procedure (PDF, 319K) and sample redundancy selection matrix template (DOC, 17K).
Some criteria will make any subsequent redundancy dismissal automatically unfair.
You should not select an employee for redundancy because of issues related to:
For a complete list, see unfair dismissal.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Redundancy consultation and other employer legal obligations during the redundancy process.
If you fail to consult employees in a redundancy situation, any redundancies made will almost certainly be unfair.
A collective redundancy is when you plan to make 20 or more employees redundant at one establishment within a 90-day period.
Steps you must take:
Fill in the advance notification of redundancies form HR1. You must provide advance notification of redundancies to the Northern Ireland Statistics and Research Agency by completing the online form. This information is collated and passed on to the Department for the Economy (DfE) and the Department for Communities (DfC) for information.
Employers must send a copy of form HR1 to the representatives of the employees being consulted on redundancy.
These may be either trade union representatives and/or elected employee representatives for those employees not represented by a union. If your employees choose not to elect employee representatives, you must give the relevant information directly to each individual.
Consultation must start when you are developing redundancy proposals and at least:
An employer who has already begun consultations about one group of proposed redundancy dismissals and later finds it necessary to make a further group redundant does not have to add the number of employees together to calculate the minimum period for either group.
It is not necessary that the consultation should last for all of that time. Further, where consultation has not been completed by the end of the 30 or 90-day period, employers should continue the consultation beyond the 30 or 90-day period.
In other words, the consultation has either resulted in an agreement with employee representatives or has otherwise reached its conclusion. If consultation has been completed within the 30 or 90-day period, the employer may issue the notices of dismissal at that point. As referred to above, employers should consult beyond the 30 or 90-day minimum where the consultations are not yet complete, but in some cases, it could be longer where the combination of the consultation and the notice exceeds the period. This timetable can be shortened when an employee decides to leave early or take voluntary redundancy.
The obligations may apply even when an employer intends to offer alternative employment on different terms and conditions to some or all of the employees, with the result that the number actually dismissed is less than twenty or in fact where no dismissals occur; this will be the case if employees are to be re-deployed on such radically different terms and conditions that accepting the new posts amounts to dismissal and re-engagement.
The obligations apply to compulsory redundancies, but in some circumstances may also apply to 'voluntary' redundancies if an employee has no real choice whether to stay or to leave.
If you fail to carry out collective redundancy consultation, affected employees may claim a protective award from an Industrial Tribunal - see potential problems following redundancy.
It is good practice to consult employee or trade union representatives even if fewer than 20 redundancies are planned.
In addition, where there are no representatives present or when there are no representatives elected to conduct consultation, it is good practice to meet with all individuals who are at risk of redundancy, regardless of whether it affects more or fewer than 20 employees.
DfE must receive the advanced notification of redundancies on form HR1 at least:
Late notification, or failure to notify, is an offence and you may be liable to a fine of up to £5,000.
If you have an I&C agreement in place, you have a duty to inform and consult employees or their representatives on changes to the workforce. This means that you may have to inform and consult on any proposed redundancies.
You do not have to inform and consult at the same time under both the redundancy and the I&C legislation - you can choose instead to 'opt out' of your I&C agreement and consult under the redundancy legislation only.
At the start of the consultation, you must provide written details of:
Consultation does not have to end in agreement, but it must be properly carried out with a view to reaching an agreement, including ways of avoiding redundancies or reducing their effect.
As well as those areas outlined above and in the interests of good employment relations practice, matters on which employers may want to consult employees and, where appropriate, negotiate will usually cover:
Negotiation might also cover special arrangements for transferring apprenticeships. Only as a last resort should apprentices be treated as part of the workforce for the purposes of redundancy selection.
You should consult employees individually, regardless of the number you plan to make redundant and the size of the organisation. While there are no fixed timescales within which this consultation must take place, it should be of a sufficient timescale to be meaningful in the individual circumstances.
If you fail to do so, any subsequent dismissals may be unfair - see unfair dismissal.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
The employee's right to statutory redundancy payments, other redundancy-related rights, and how employers can calculate payments.
Redundant employees have a number of rights and may be entitled to receive a statutory redundancy payment (SRP).
To receive an SRP, an individual must:
Temporary lay-off and short-time working - Labour Relations Agency (LRA) guidance.
A redundant employee also has the right to receive a written statement setting out the amount of any redundancy payment and how you worked it out.
You must make the payment when or soon after you dismiss the employee.
An SRP is based on an employee's age and length of employment and is counted back from the date of dismissal. For each complete year of service, up to 20 years, employees are entitled to:
Their length of service is capped at 20 years. Weekly pay is subject to the statutory limit, which is £783 (since 6 April 2026). The maximum SRP payable is £23,490 (since 6 April 2026). These figures are normally reviewed each financial year.
Calculate the statutory redundancy pay due to your employee.
SRP is not taxable, as it's not more than £30,000. Any redundancy payment you make in addition to SRP is subject to tax and National Insurance (NI).
Other termination payments made to the employee at the same time, like payment in lieu of holiday, must have tax and NI deducted.
If an employee disagrees with the amount, or if you fail to pay SRP, the employee has six months from the date their employment ended to make a claim for payment to an Industrial Tribunal.
All other complaints relating to payments received on termination of employment due to redundancy, for example, notice pay or holiday pay, must be made to an Industrial Tribunal within three months of the date the employment ended.
If they fail to make the claim for redundancy payment in time, a tribunal still has the power for a further six months to decide whether or not the employee should receive an SRP.
Employees under a notice of redundancy also have the right to:
Even if you have selected an employee for redundancy, you could still avoid dismissals by offering them alternative work.
For an offer to be valid:
Employees who accept an offer of alternative work are allowed a four-week trial period to see if the work is suitable. The four-week trial period can be extended by agreement for training purposes only.
An agreement for an extended trial period must be in writing and be made before the employee starts work under the new contract. It must state the date on which the period of retraining will end and specify the terms and conditions of employment that will apply after the end of the retraining period.
They may still claim a statutory redundancy payment (SRP) if you both agree that the work is not suitable. If you think the job is suitable but the employee unreasonably refuses to take it, they may lose any entitlement to an SRP.
Alternatives to redundancy (PDF, 33K).
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Practical advice and support for employees facing redundancy.
Try to find ways of helping employees come to terms with their situation.
You could:
If you require further information or advice with an ongoing redundancy claim, you can call the Department for the Economy's Redundancy Payments Service on Tel 028 9025 7562 or email: rpsquery@economy-ni.gov.uk.
For general advice on redundancies, you can get help from the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
The Department for Communities (DfC) offers a Redundancy Service to help employers and employees through the process of redundancy. A redundancy clinic webinar is also available to help employers and employees affected by redundancy.
For further help, you can also email: dfcemployerservices@communities-ni.gov.uk.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
Avoid claims of unfair dismissal and help with redundancy payments.
An eligible employee can claim unfair dismissal if they feel employers:
Employees may also be able to claim a protective award if employers fail to properly consult with employee representatives, ie, trade union or elected employee representatives in collective redundancy situations. See rights of redundant employees.
An employee will have been automatically unfairly dismissed if you select them for redundancy for certain reasons, eg, involving discrimination or whistleblowing. If you select the employee for redundancy for any of these reasons, they will be able to make an unfair dismissal claim regardless of how long they have been in your employment.
If you fail to properly carry out collective redundancy consultation, a complaint may be made to an Industrial Tribunal by:
The tribunal may award up to 90 days' pay to each affected employee.
See the redundancy consultation process.
The Department for the Economy (DfE) may also prosecute you for failure to notify the proposed redundancies in advance.
The Labour Relations Agency (LRA) redundancy webinar recording provides useful information on the topic of redundancy and how to ensure the redundancy process is managed fairly and in line with employment legislation.
If you require further information or advice with an ongoing redundancy claim, you can call DfE's Redundancy Payments Service on Tel 028 9025 7562 or email rpsquery@economy-ni.gov.uk.
For general information on redundancies, you can contact the Labour Relations Agency (LRA) Helpline on Tel 03300 555 300.
Types of higher education qualifications that are available to help develop staff skills.
Higher education qualifications are generally viewed as being Levels 4-8 of the Framework for Higher Education Qualifications (FHEQ):
Higher education offers a diverse range of courses and qualifications to help develop your employees.
Other support available to businesses through higher education includes some of the following.
There are also learning programmes that are explicitly marketed as supporting workforce development.
These usually try to develop technical knowledge and skills, and can range from non-accredited short courses, eg, days or weeks, to undergraduate and postgraduate qualifications with a vocational focus.
These may include CPD (Continuing Professional Development) and opportunities to gain professional qualifications.
The higher education sector can also provide business advice and staff training at all levels, including distance or e-learning, or part-time courses on a wide variety of topics, eg, leadership and management skills, HR, finance, marketing, and customer service.
Courses may be taught or held in various places, depending on who provides the course. For example, higher education courses may be taught at universities or further education colleges. The Northern Ireland universities partner with further education colleges, where students register at a university but are taught at a partner college.
The Knowledge Transfer Partnerships (KTP) scheme helps businesses improve their competitiveness, productivity, and performance through better use of knowledge, technology, and skills.
Find out more about Knowledge Transfer Partnerships.
Types of higher education qualifications and how they can improve staff productivity and motivation.
Many higher education or vocational training programmes can be tailored for your business or sector needs.
Some courses can be held in part or in whole at your business premises or may involve substantial use of e-learning, while vocational courses may be taught at these or specialist institutions.
Higher education brings many benefits to your business. In addition to the specialist knowledge that a higher qualification brings, your business will have employees who have the confidence and ability to assess existing business practices and alternative approaches. This can help incorporate operational improvements and best practices within your business.
In addition, your business can:
Higher education can enable your employees to:
Funding options when using higher education to boost staff skills.
The Department for the Economy (DfE) provides funding towards higher education provision in Northern Ireland.
Find out more about higher education finance and governance.
Your business may also be able to link up with other local businesses that are interested in a specific type of training, to group smaller learner numbers and share some of the costs.
Some Sector Skills Councils (SSCs) and Chambers of Commerce and Industry can assist with such arrangements as part of their work to help businesses and their employees improve their skills. In some cases, this may involve employers in a supply chain or across an industrial sub-sector collaborating this way. SSCs are government-sponsored, employer-led organisations that cover specific industry sectors.
Skill Up offers opportunities for businesses to retrain and upskill their staff by taking advantage of a range of free accredited courses. The training will be delivered by the local further and higher education providers in Northern Ireland.
For further details, see Skill Up programme: Retrain and upskill your staff.
How to take on higher education students, including through internships.
Studying for a degree involves time management, communication and organisational skills, and the ability to learn quickly. Graduates should be equipped with these skills, along with more specific knowledge and experiences that can be valuable to your business.
However, finding the right person for your needs can be difficult. Offering internships, work placements, or undergraduate projects for students can enable you to test out the talent before committing to hiring individuals.
The higher education sector is very good at matching students to work experience and project work opportunities. Many have placement advisers/officers working within the university's career service or a dedicated team that can help. If you have an opportunity to offer, contacting your local university would be a good place to start.
Who qualifies for statutory paternity leave for births and how employers may offer enhanced leave rights.
An employee qualifies for paternity leave of up to two weeks and pay provided they meet certain conditions:
A partner includes the spouse or civil partner of the pregnant woman and a person, of either sex, in a long-term relationship with her. The right applies whether the child is conceived naturally or through donor insemination.
In addition, they must:
However, an employee will not qualify for paternity leave if they have previously taken shared parental leave in respect of the child.
You should treat the employee as having the necessary length of service if:
If you think the employee does not qualify for paternity leave and they dispute this, contact the Labour Relations Agency (LRA) Workplace Information Service on Tel 03300 555 300.
For more information on how much paternity leave eligible employees can take and when their leave can start, see the start and duration of paternity leave - births and surrogacy births.
For information on how eligible employees should notify you that they intend to take paternity leave, see employee notification of paternity leave - births.
Paternity leave remains at up to two weeks regardless of the number of children resulting from a single pregnancy.
If an employee's wife or partner gives birth to a stillborn baby, they are still entitled to paternity leave - but only if the birth happens after 24 weeks of pregnancy.
The employee is still entitled to paternity leave if they would have been entitled to it but for the fact that the mother of the baby has died.
Where a pregnancy ends before 24 weeks and the child does not survive, the father (or the mother's spouse, civil partner, or partner) will not be eligible for paternity leave. They may be eligible for Parental Bereavement Leave and Pay.
If the baby is born alive but then later dies, the employee is still entitled to paternity leave. Bereaved parents are also entitled to two weeks' statutory paid leave following the death of a child, stillbirth or miscarriage. Since 6 April 2026, an employee is entitled to this from the first day of employment. See Parental Bereavement Leave and Pay.
If you wish, you can have enhanced paternity leave arrangements to attract and retain employees, which are more generous than the statutory entitlements.
For example, you may consider allowing all employees to take two weeks of paternity leave, regardless of their length of service.
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis. If exercising discretion, caution should be taken to avoid claims of unfair treatment or discrimination.
In addition, fathers, spouses, civil partners, or partners may be eligible for shared parental leave and pay, which was introduced in Northern Ireland in April 2015.
Who qualifies for statutory paternity leave for adoptions and surrogacy and how employers may offer enhanced leave rights.
To qualify for paternity leave, an employee must meet certain qualifying criteria. The criteria differ for UK and overseas adoptions.
An employee qualifies for paternity leave when adopting a child from the UK if they:
However, an employee will not qualify for paternity leave if:
If you think the employee doesn't qualify for paternity leave, you must tell them in writing within 28 days, and can use the Statutory Paternity Pay: non-payment explanation (SPP1) form. Should they dispute this, contact the Labour Relations Agency (LRA) Workplace Information Service on Tel 03300 555 300.
An employee qualifies for paternity leave when adopting a child from overseas if they:
However, an employee will not qualify for paternity leave if they have previously taken shared parental leave in respect of the child.
For more information on how much paternity leave eligible employees can take and when their leave can start, see the start and duration of paternity leave - adoptions.
Official notification is a written notification issued by or on behalf of the relevant domestic authority (usually the Department of Health) that the authority either:
In either case, the notification certificate confirms that the other or main adopter:
The intended parents in a surrogacy arrangement may be eligible for adoption leave and pay and paternity leave and pay where they are eligible for and intend to apply for a parental order, which transfers legal parenthood to them (or have already obtained such).
If one of the intended parents is eligible for paternity leave and pay, they can take one week or two consecutive weeks of leave and pay. The leave and pay must be taken within the first 56 days of birth (ie, before the baby is nine weeks old).
To qualify for paternity leave, the intended parent must:
However, an employee will not qualify for paternity leave if they are taking adoption leave and pay or have already taken shared parental leave or pay in respect of the child.
If you wish, you can have enhanced paternity leave arrangements, which are more generous than the statutory entitlements, to attract and retain employees.
For example, you could allow all employees to take paternity leave, regardless of their length of service.
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis. If exercising discretion, caution should be taken to avoid claims of unfair treatment or discrimination.
In addition, fathers, spouses, civil partners, or partners (including same sex partners) may be eligible for shared parental leave and pay.
Employee and employer obligations for statutory paternity leave notification.
To qualify for paternity leave, an employee should notify you no later than the end of the 15th week before the expected week of childbirth (EWC), or as soon as is reasonably practicable, of:
The EWC is the week in which the expected date of the baby's birth falls, starting with the preceding Sunday and ending the following Saturday. If the birth date falls on a Sunday, that date is the first day in the EWC.
The employee does not have to give you any medical evidence of the pregnancy.
Once the notice is received by the employer, it is advisable to discuss the date the employee is expected to return to work from paternity leave. However, you are not under any legal obligation to give the employee confirmation of the end date of their paternity leave.
You may request notification of paternity leave in writing.
Many employees will find it convenient to claim statutory paternity pay at the same time. However, to do this, they must also make a declaration - see statutory paternity pay.
If you receive this declaration for payment no later than the end of the 15th week before the EWC, the employee has complied with the leave notification requirements anyway.
The employee should tell you the actual date of birth, and in writing if you request it. However, the employee does not have to give you any medical evidence of the birth.
Statutory paternity leave for an adoption or surrogacy arrangement notification obligations for employees and employers.
The notification requirements for paternity leave differ for surrogacy births and UK and overseas adoptions.
To qualify for paternity leave when adopting a child from within the UK, an employee should notify you no more than seven days after the adopter is notified they've been matched with a child:
If it is not reasonably practicable for them to meet this deadline, they should notify you as soon as possible.
Once you receive employee notification, it is advisable to discuss the date the employee is expected to return to work from paternity leave. However, you are not under any legal obligation to give the employee confirmation of the end date of their paternity leave.
Employees intending to take paternity leave when adopting a child from overseas must give you notice in three stages that they intend to take paternity leave.
Employees must give you the information required in writing if you request it. If the employee is also entitled to statutory paternity pay (SPP), they must give you the evidence required at the same time.
In the first stage, the employee must inform you of:
Where the employee already has the necessary 26 weeks' qualifying service when the adopter receives official notification, they must give you this information within 28 days of the adopter receiving official notification. At this point, the employee should know roughly when the child will enter Northern Ireland.
Where the employee receives official notification before they have the necessary qualifying service, they must give you notice within 28 days of completing the 26 weeks' qualifying service. Again, at this point, the employee should know roughly when the child will enter Northern Ireland.
In the second stage, the employee must give you at least 28 days' notice of the actual date they want their paternity leave (and statutory paternity pay if they qualify) to start. They can give this notice at the first notification stage if they know the date. Paternity leave cannot start before the child has entered Northern Ireland.
Employees can change their mind about the date on which they want their paternity leave to start, provided they tell you at least 28 days in advance of the new date, or as soon as is reasonably practicable.
For the third stage, which is after the child has entered Northern Ireland, for adoption, the employee must tell you the date the child entered Northern Ireland. They must tell you this within 28 days of the child's date of entry.
If they are also claiming statutory paternity pay, they will need to give evidence of the date of entry.
Employees must tell you as soon as is reasonably practicable if they find out that the child will not be entering Northern Ireland.
The intended parent who will take paternity leave and/or statutory paternity pay must notify their employer of their entitlement by the 15th week before the expected week of birth. They must provide:
If requested by their employer, the employee must supply a declaration within 14 days of receipt of the request that:
As soon as practicable after the child is born, the employee must notify you of the date of birth.
You may request notification of paternity leave in writing.
Many employees will find it convenient to claim statutory paternity pay at the same time. However, to do this, they must also make a declaration. If the employee makes this declaration for statutory paternity pay, they have complied with the notification requirements.
If the employee is not eligible for statutory paternity pay but you still want written notification, you can ask the employee to give you a completed self-certificate, Statutory Paternity Pay and Leave: becoming a birth parent (form SC3). You should accept this unless you have strong reasons for suspecting that it is false.
Employees can choose when they want their paternity leave to begin but can change this date if they give enough notice.
Eligible employees can choose to take a single block of either one week or two consecutive weeks' paternity leave. They cannot take it as odd days or as two separate weeks.
The duration of paternity leave remains the same regardless of the number of children resulting from a single pregnancy.
An employee cannot start their paternity leave until the birth of the baby. Otherwise, an employee can choose to start their leave:
Employees must give you the required notice of their paternity leave - see employee notification of paternity leave - births and employee notification of paternity leave - adoptions and surrogacy arrangements.
If an employee specifies the date of birth as the day they wish to start their leave and they are at work on that day, their leave will begin on the next day.
In circumstances where the employee decides to change the start date of their paternity leave, they must give you the following notice where they want to change their leave, so it starts on:
If they cannot give the notice in time, they should tell you as soon as is reasonably practicable.
Where an employee has changed the start date of their leave, they should fill in a new self-certificate - see statutory paternity pay.
As long as the employee has given the required notice, their paternity leave can start on any day of the week. However, their leave must finish:
How an employee can choose and change leave dates for statutory paternity leave for adoptions.
Eligible employees can choose to take a single block of either one week or two consecutive weeks' paternity leave. They cannot take it as odd days or as two separate weeks.
Paternity leave (and pay) can begin any time from the date of the child's placement with the adopter but must be completed within 56 days of this date.
The employee can choose to begin paternity leave on one of the following:
In the circumstances where an employee decides to change the start date of their paternity leave, they must give you the following notice where they want to change their leave, so it starts on:
If they cannot give the notice in time (eg, the adoption agency alters the date of placement at short notice), they should tell you as soon as is reasonably practicable.
Where an employee has changed the start date of their leave, they should fill in a new self-certificate - see statutory paternity pay.
If you are unable to agree on the dates of paternity leave, contact the Labour Relations Agency (LRA) Workplace Information Service on Tel 03300 555 300.
An employee adopting a child from overseas may choose to start their paternity leave from:
They must complete their leave within 56 days of the date the child enters Northern Ireland. They can start their leave on any day of the week.
Paternity leave is not meant to be used to cover the period employees spend travelling overseas to arrange the adoption or visit the child. However, you could allow the employee to take annual leave or unpaid leave for these purposes.
If the employee wants to change the start date of their paternity leave, they must give you 28 days' notice of the change.
You can ask for this notification in writing.
Where an employee has changed the start date of their leave, they should fill in a new self-certificate - see statutory paternity pay.
Almost all existing terms and conditions continue to apply during statutory paternity leave.
An employee's contract of employment continues throughout paternity leave unless either you or the employee expressly ends it or it expires.
During paternity leave, an employee has a statutory right to continue to benefit from all the terms and conditions of employment which would have applied to them had they been at work, except for the terms relating to wages or salary (unless their contract provides otherwise).
Examples of contractual terms and conditions that continue during paternity leave include:
Paternity leave counts towards an employee's period of continuous employment for the purposes of entitlement to other statutory employment rights, eg, the right to a redundancy payment.
It also counts towards assessing seniority and personal length-of-service payments, such as pay increments, under the contract of employment.
An employee continues to accrue both full statutory annual leave (ie, 5.6 weeks or pro-rata equivalent) and any additional contractual leave throughout the period of paternity leave.
An employee may not take annual leave during paternity leave, but may take it immediately before or after paternity leave.
While your employee is on paternity leave, employer contributions to an occupational pension scheme should continue as if they are working normally and receiving normal pay for doing so. This is regardless of whether or not the employee is receiving ordinary statutory and/or enhanced paternity pay.
If the pension scheme rules require employee contributions to continue during paternity leave, the employee's contributions should be based on the amount of ordinary statutory and/or contractual paternity pay they are receiving.
Employee contributions will therefore stop if the employee is not receiving any paternity pay, but the pension scheme rules may still allow them to make voluntary contributions.
An employee returning to work at the end of statutory paternity leave is entitled to return to the same job.
An employee is entitled to return to the same job on the same terms and conditions of employment as if they had not been absent on paternity leave.
They are also entitled to benefit from any general improvements to the rate of pay or other terms and conditions introduced while they are away.
In addition, fathers, spouses, civil partners, or partners may be eligible for shared parental leave and pay.
Employees who qualify for parental leave may take some of this leave immediately after the end of their paternity leave - see parental leave and time off for dependants.
A period of parental leave of four weeks or less has no impact on the employee's right of return.
An employee who takes a period of parental leave of more than four weeks straight after the end of their paternity leave is entitled to return to the same job on the same terms and conditions of employment as if they had not been absent.
However, if it is not reasonably practicable for you to let them return to their old job, you should offer them a job:
If you offer the employee a job that fulfils the criteria above and they unreasonably refuse it, they will have effectively resigned. You should put the offer in writing and retain a copy. The offer should be as detailed as possible.
If you offer the employee a job that does not fulfil the above criteria, the employee may:
You should try to consult with employees during their paternity-parental leave about any proposed changes to their job in preparation for their return.
Providing they meet the qualifying criteria, an employee returning to work may make a request to work flexibly, eg, to work from home or do part-time hours. Read more on flexible working: the law and best practice.
You must not unfairly treat or dismiss employees because they are taking, took, or seeking to take statutory paternity leave.
Employees are protected from suffering a detriment or dismissal for taking or seeking to take paternity leave.
You must not subject an employee to any detriment by acting, or deliberately failing to act, because they:
Examples of detrimental treatment include denial of promotion, facilities, or training opportunities that would normally have been made available to the employee.
If an employee believes you have treated them detrimentally under these circumstances, they may raise a grievance with you. This may result in an industrial tribunal claim for detrimental treatment if you fail to address it.
You must not:
If you dismiss an employee in these circumstances, they may take a complaint of unfair dismissal to an industrial tribunal, regardless of their length of service.
If there is a redundancy situation at the same time as an employee's paternity leave, you must treat them the same as any other employee under the circumstances. This might be consulting them about the redundancy or considering them for any other suitable job vacancies.
Who qualifies for SPP, how to recover SPP payments, and offering SPP enhancements.
For information about eligibility criteria for statutory paternity pay (SPP) see statutory paternity pay and leave.
Note that in Northern Ireland, in exceptional cases, statutory paternity pay may be payable where an adoption agency places a child with approved foster parents who are also approved, prospective adopters. The agency will supply the foster parents with correspondence that can be shown to the employer explaining that they have met the relevant criteria for being matched with the child for the purposes of paternity leave and pay, and other entitlements open to adopters. The usual notification and service criteria will apply.
Note that the meaning of the term 'employee' for SPP purposes is different from the meaning of paternity leave and other employment rights. This means that some workers who are not employees, eg, agency workers, may qualify for SPP, even though they do not qualify for paternity leave.
Someone legally classed as a worker who is not entitled to statutory paternity pay might still want to take time off after a birth. You should discuss other options with them, for example, paid holiday or special leave, paid or unpaid.
You must pay eligible employees the lower of:
You can recover some or all of your SPP payments from HM Revenue & Customs - the proportion you can recover depends on the size of your annual National Insurance Contributions liability.
If you wish, you can have enhanced paternity pay arrangements, which are more generous than the statutory entitlements, to attract and retain employees.
For example, you could:
You can offer these arrangements either as a contractual right or on a discretionary, case-by-case basis. Be careful when using discretion to avoid complaints of unfair treatment or discrimination.