Top five benefits of taking on an apprentice
In this guide:
- Apprenticeships: delivering work-based training and qualifications to employees
- Apprenticeships explained for employers
- Apprenticeships qualifications explained for employers
- Finances and funding for apprenticeships
- Business benefits of apprenticeships
- Company testimonies for apprenticeships
- Getting an apprentice started
- Top five benefits of taking on an apprentice
- Taking on and developing an apprentice - Mivan Ltd
Apprenticeships explained for employers
Apprenticeships in Northern Ireland is a demand-led, work-based programme designed around the needs of employers.

ApprenticeshipsNI is a work-based programme designed around the needs of employers that offers recognised training and qualifications to new and existing employees taking on new roles that require lots of training and development. The programme offers a wide range of apprenticeships at Level 2 and Level 3.
Opportunities are also available through Higher Level Apprenticeships for new employees or existing employees in a new job role wishing to gain qualifications from Level 4 to Level 7.
Who is eligible to take part in Apprenticeships?
Apprenticeships are open to new employees or existing employees taking on a new role within a Northern Ireland-based company.
Your apprentice needs to:
- be the minimum school leaving age in Northern Ireland
- be about to take up permanent paid employment as an apprentice with a Northern Ireland-based company, or be an existing employee in a Northern Ireland-based company who is about to undertake a new role that requires significant training and development
- employed by national companies that have operations in Northern Ireland who are employed at least 50% of their time in Northern Ireland and completing their directed training in Northern Ireland with an approved training contractor
- be permanently contracted to work a minimum of 21 hours per week (which includes time for 'off-the-job' training)
- meet the entry requirements of their chosen occupation; some apprenticeships require, for example, General Certificates of Secondary Education (GCSEs)
Your Higher Level Apprentice needs to, as a minimum:
- be employed or be about to take up permanent paid employment as an apprentice, or be an existing employee moving to a new job role, with a Northern Ireland-based company
- work a minimum of 21 hours per week (which includes time for ‘off-the-job’ training)
- have achieved all necessary entry qualifications determined by the relevant sector
- pass any entry tests specified by the relevant sector
- be the minimum school leaving age in Northern Ireland
Third-country nationals, including European Union (EU), European Economic Area (EEA), and Swiss nationals, are eligible to undertake a Higher Level Apprenticeship/Level 2 or 3 Apprenticeship if they already have a right to live and work in the UK.
Legal responsibility for establishing that the apprentice has a right to live and work in the UK rests with the employer. See further guidance on working in Northern Ireland.
Apprenticeship training
An apprenticeship is a work-based training programme, most of the training is 'on-the-job' with you as the employer. This is usually four days a week. The rest is provided 'off-the-job', one day a week.
All of the Level 2 and Level 3 apprenticeship qualifications are set out in a framework and are available at Levels 2 and 3. They have been developed in liaison with industry representatives and are therefore tailored to ensure they meet the needs of your industry. Further information is available at:
What is a training contractor/provider?
A number of training contractors including the six local further education colleges and College of Agriculture, Food and Rural Enterprise (CAFRE) based across Northern Ireland have been contracted to deliver training in a variety of apprenticeships at Level 2 and Level 3. There are around 100 Level 2 or Level 3 apprenticeship frameworks to choose from.
Higher Level Apprenticeships are delivered through the six local further education colleges, the College of Agriculture, Food and Rural Enterprise (CAFRE), and the three local universities. There are over 70 Higher Level Apprenticeships programmes available.
A training contractor/provider will help your apprentice achieve the qualifications and teach them the knowledge and skills to complement what they learn from you.
The training contractor/provider will meet with you and your apprentice to discuss their training needs and will then develop a training programme with them. They will be with your apprentice every step of the way throughout the apprenticeship to support them and ensure that are making progress.
The following links provide a tool to search for training contractors for Level 2 and Level 3 ApprenticeshipsNI frameworks, and a list of Higher Level Apprenticeships training providers including contact details and training offered in your area.
- Search for ApprenticeshipsNI Level 2 and Level 3 training contractors
- Higher Level Apprenticeships training providers on the nidirect website
What if your apprentice needs additional support?
As the apprentices are in employment when they start on the programme the Disability Discrimination Act applies making it illegal for employers to subject disabled job seekers and employees to disability discrimination. This includes failing to comply with the important duty to make reasonable adjustments and subjecting disabled people to disability-related harassment.
There are programmes available through the Department for Communities to support people into and to sustain work and these can be put in place for any eligible apprentice. See work schemes and programmes for people with disabilities
If additional support is needed for your apprentice during their time on directed training, for example, if they have a disability, your training contractor/provider will organise this for you with specially trained support providers. They will work closely together on behalf of your apprentice so that he or she can benefit fully from the training programme.
Organisation Address Contact Details Clanrye Group Limited Slieve Gullion Courtyard
Newry
BT35 8SWTel: 028 3089 8119 Disability Action 189 Airport Road West
Belfast
BT3 9EDTel: 028 9029 7880 Ulster Supported Employment Ltd. (USEL) 182-188 Cambrai Street
Belfast
BT13 3JHTel: 028 9035 6600 The Cedar Foundation Ravenhill Reach
1 Ravenhill Reach Close
Ormeau Embankment
Belfast
BT6 8RBTel: 028 9046 1834 Studyseed 27 Lurgan Road
Armagh
BT67 0LXTel: 075 9980 4844
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Apprenticeships qualifications explained for employers
An apprenticeship can give your employee the training and qualifications they need to meet your business needs.

An apprenticeship can give your employees the training and qualifications they need to meet your business needs. The qualifications for Level 2 and Level 3 apprenticeships are set out in a frameworks, which have been developed in liaison with industry representatives to ensure they are tailored to meet the needs of your business sector.
Level 2 and 3 Apprenticeships
The ApprenticeshipsNI programme offers three possible apprenticeship routes: either a standalone Level 2 apprenticeship framework, or a standalone Level 3 apprenticeship framework, or a combination of both levels known as a "Level 3 with a Level 2 En Route" apprenticeship.
The framework level your apprentice will undertake depends on a range of factors including their previous experience, their current level of skills, previous qualifications they have achieved, and of course the level of development they require to competently fulfil their new role in your business.
As part of their apprenticeship your apprentice will be supported and trained by a training contractor or FE College who has been approved by DfE to deliver ApprenticeshipsNI training in that occupational area. A useful search tool is available to help you find a suitable training contractor:
The training contractor will assess your apprentice's level of skills and qualifications when they register them on the programme and will advise what framework level they judge is the most appropriate for your apprentice to begin at.
Your training contractor or FE college will discuss the apprentice's level of qualification and skills and suggest the level of entry to the programme.
- Level 2 apprenticeship frameworks
- Level 3 apprenticeship frameworks
- Apprenticeships explained for employers
The apprenticeship framework
An ApprenticeshipsNI framework sets out the requirements your apprentice must meet to achieve their Full Framework ApprenticeshipsNI Certificate at that level.
All frameworks include a knowledge-based qualification, a competency-based qualification, Essential Skills requirements, and any other qualification deemed mandatory by the industry for example the AM2 Test for electrotechnical industry.
A small number of frameworks have additional requirements such as previous qualifications or experience but these are clearly outlined where applicable.
Your training contractor will ensure that your apprentice is registered for the appropriate qualifications and supported appropriately to complete the requirements of the framework in full.
There are around 60 Level 2 ApprenticeshipsNI frameworks and around 60 Level 3 ApprenticeshipsNI frameworks currently available.
If the apprenticeship you wish to offer is not included in the list of current frameworks linked to above, then it is unfortunately not currently available through the ApprenticeshipsNI programme. There may be further apprenticeships frameworks added in the future.
Higher Level Apprenticeships
Higher Level Apprenticeships currently offer qualifications from Level 4 up to Level 7. The majority are at Level 5 (Foundation Degree or equivalent) with some offering Level 6 (Honours Degree) and Level 7 (Masters Degree).
The qualifications required will depend on the level of apprenticeship being followed. Some apprenticeships require, for example, a General Certificate of Secondary Education (GCSEs) in order to be eligible to undertake the apprenticeship.
There are currently over 70 Higher Level Apprenticeships programmes to choose from, including childcare, computer science, electrical engineering, mechanical engineering, life sciences, hospitality and tourism, and accountancy.
For some, there are minimum entry requirements, for example, A levels. Your chosen training provider can advise you and your apprentice on this.
How long does it take to complete an apprenticeship?
It usually takes up to two years to complete one level and up to four years to complete the two levels at Levels 2 and 3 depending on their complexity; however, they may be completed more quickly depending on the ability of the apprentice.
Higher Level Apprenticeships may vary depending on their complexity however, they should normally take a minimum of two years to complete.
Framework provision is subject to confirmation.
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Finances and funding for apprenticeships
An incentive payment will be available for employers whose employees successfully complete the Level 2 and Level 3 Apprenticeship programmes.

Funding for the directed (or "off-the-job") training element of Level 2, Level 3 apprenticeships, and Level 4 and Level 5 Higher Level Apprenticeships is provided by the Department for the Economy (DfE).
An Employer Incentive Payment is also available to employers whose employees successfully complete their Level 2 and/or Level 3 Apprenticeship framework. Employers must contract apprentices to work at least 21 hours per week (to include day release for directed training) and are responsible for paying their apprentices at least the National Minimum Wage rate for apprentices.
How much does training cost?
The costs of the directed ('off-the-job') training element of the apprenticeship are funded by DfE.
Higher level Apprenticeships
The Department for the Economy (DfE) will pay training provider costs for the off-the-job training, however, the employer should pay the apprentice for the contracted hours including the day that they are training.
Employer Incentive Payments
Under the ApprenticeshipsNI programme an Employer Incentive Payment is available for employers whose apprentice successfully completes their full Level 2 or Level 3 apprenticeships framework. This incentive ranges from £670 to £2,008, depending on the complexity and level of the apprenticeship undertaken and the age of the apprentice on joining the programme. You will receive the payment upon the successful completion of your employee's apprenticeship framework.
What do I pay the apprentice?
Your apprentice will earn a wage agreed between you and them. It is important to remember that the National Minimum Wage (NMW) Regulations apply and that there are specific rates for apprentices and for different age groups.
The NMW is the minimum amount that workers in the UK are entitled to be paid. NMW rates are reviewed each year.
National Minimum Wage rates for 2026-27
- £12.71 - the National Living Wage for workers 21 years old and over
- £10.85 - the 18 to 20 years old rate
- £8.00 - the 16 to 17 years old rate for workers above school leaving age but under 18 years old
- £8.00 - the apprentice rate, for apprentices under 19 years old or 19 and over and in the first year of their apprenticeship (this rate does not apply to Higher Level Apprenticeships)
See National Minimum Wage and National Living Wage rates.
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Business benefits of apprenticeships
Apprenticeships can help all types of businesses across a wide range of sectors harness fresh new talent.

Apprenticeships can help all types of businesses across a wide range of sectors harness fresh new talent. They can help equip your workforce with the practical skills and qualifications that your organisation needs now and in the future and you will enjoy the benefits of having a loyal and motivated workforce that you have trained to meet your own specific business requirements.
Many employers have reported that by employing apprentices they have seen growth and improvement in productivity in their business. As well as this, they feel a real sense of contributing to the skills needs of the Northern Ireland economy.
What are the benefits of employing an apprentice?
There are many benefits to you in employing an apprentice:
- the full costs of the directed (off-the-job) training element of the apprenticeship are funded by the Department for the Economy (DfE).
- an Employer Incentive Payment is available to employers when their apprentice achieves all the targeted qualifications on their Level 2 or Level 3 apprenticeship framework, ranging from £670 to £2,008 (depending on the complexity and level of the apprenticeship undertaken and the age of the apprentice on joining the programme) (note: the employer incentive does not apply to Higher Level Apprenticeships)
- the DfE funded training and reduced National Minimum Wage rate for apprentices (not HLAs) means it is more cost-effective to employ an apprentice rather than skilled staff, plus you can train them right from the start to use the tried and tested methods that work for your individual business
- you benefit from increased enthusiasm, motivation, and loyalty as your apprentice has sought out this career path
- the mixture of on and off-the-job training means your apprentice benefits from experienced staff who know how your business works, while also developing new skills and the latest techniques from qualified trainers by developing your staff to their full potential you can realise increased productivity, improved competitiveness, and a competent workforce
- apprentices can help fill skills gaps by developing the specialist skills that you require for your business and can help you and your business keep abreast of new technology
Sounds good in theory but does it work in real life?
Many Northern Ireland companies have successfully trained apprentices through the ApprenticeshipsNI and Higher Level Apprenticeship programmes and their businesses have reaped the benefits. Read their stories at:
Advertise apprenticeship opportunities online
Now you appreciate the benefits apprenticeships can bring to your business, why not advertise your first apprentice vacancy online? JobApplyNI is a free website developed by the Department for Communities that enables employers to promote and advertise apprenticeship opportunities.
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Company testimonies for apprenticeships
Many Northern Ireland companies have successfully trained their apprentices through the Apprenticeships programme and their businesses have reaped the benefits.

Many Northern Ireland companies have successfully trained their apprentices through the Apprenticeships programme and their businesses have reaped the benefits. Find out more below.
Kainos
Paul Hamill, Head of HR said:
'Kainos has provided young people through the Apprenticeships programme with the opportunity to develop skills, achieve qualifications and enhance their career prospects in a stimulating IT environment.
The programme has helped us train and develop the apprentices we need for the long-term success of our business. Our apprentices add to our organisation making it more effective, competent, and competitive by addressing our skills gaps directly.'
Northern Ireland Electricity (NIE)
Joe O'Mahony, NIE Managing Director, said:
Many of our apprentices have attained additional skills, over and above their normal job roles. This has led to a multi-skilled workforce enabling NIE to improve productivity and business efficiency, meet government and regulatory targets, and deliver business benefits to the company.
A number of our senior managers started their career as apprentices proving that an apprenticeship provides an excellent platform for individuals to develop their career to the maximum potential."
Fusion Heating Ltd
Bill Cherry, Manager Director said:
'As a Small, Medium Enterprise business we need to be able to exploit all market sectors, and our apprentices, working through the Apprenticeships programme, are a vital part of the team in this regard.'
Phoenix Gas
Peter Dixon, Group Chief Executive, Phoenix Energy Holdings said:
'The Apprenticeships programme has helped us train and develop the apprentices we need for the long-term success of our business. Our apprentices add to our organisation making it more effective, competent, productive, and competitive by addressing our skills gaps directly.'
PwC NI
Paul Terrington, Regional Chairman of PwC in Northern Ireland said:
'In 2012, we took the lead in piloting the Professional Services Higher Level Apprenticeships alongside our more usual graduate recruitment and the results have been remarkably successful. The standard of applicants has been high and they have excelled in a challenging and demanding work environment, so we are now accelerating our Higher Apprenticeship recruitment through our school-leaver entry programme. Apprentices earn while they learn, gain an internationally recognised professional qualification in less time than it takes to graduate from university, and have a lifetime career opportunity within the global PwC network.'
How do I go about employing an apprentice for my business?
Now you've read real examples of apprenticeships benefiting real businesses here in Northern Ireland, why not get started on recruiting your own apprentice? Find out more at the following links:
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Getting an apprentice started
How employers can go about finding apprentices, how to get them started, and find the support required.

You may already have a potential apprentice in mind or in your workforce. If not there are various methods of finding one.
Finding an apprentice
If you don't have a potential apprentice but would like to employ one, it is really like recruiting any other employee. For example you can:
- advertise apprenticeship opportunities on JobApplyNI
- contact your local Jobs and Benefits Office
- place an advertisement in the newspapers
- contact a training contractor/provider in your area who delivers training in the relevant occupational area, as they may be aware of potential employees
- look to your own staff - an existing employee is eligible for the ApprenticeshipsNI or Higher Level Apprenticeship programme if their new role requires substantial training and development
Advertise apprenticeship opportunities online
JobApplyNI is a free website developed by the Department for Communities that enables employers to promote and advertise apprenticeship opportunities.
You have your apprentice, what next?
Once you have identified your apprentice and they have agreed to take part in one of the Apprenticeship programmes, simply contact an ApprenticeshipsNI contractor or a Higher Level Apprenticeship training provider who has been approved to deliver the relevant apprenticeship training in your area.
The training contractor/provider will meet with you and your apprentice to discuss their training needs and will then develop a personal training programme. They will register your apprentice on the programme and ensure they are registered for any qualifications required as part of their framework. They will be with your apprentice every step of the way throughout the apprenticeship to support them and ensure they are making progress.
A useful search facility is available on the nidirect website to find a suitable training contractor in your local area to deliver Level 2 and Level 3 ApprenticeshipsNI training:
A list of training providers for Higher Level Apprenticeships is also available on the nidirect website:
Is additional support needed?
If additional support is needed for your apprentice during their time on the directed training element of the programme. As the apprentices are in employment when they start on the programme the Disability Discrimination Act applies making it illegal for employers to subject disabled job-seekers and employees to disability discrimination. This includes failing to comply with the important duty to make reasonable adjustments and subjecting disabled people to disability-related harassment.
There are programmes available through the Department for Communities to support people into and to sustain work and these can be put in place for any eligible apprentice. See work schemes and programmes for people with disabilities.
For example, if they have a disability, your training contractor will organise this for you with one of the specially trained Disability Support Services (DSS) contractors approved by DfE. A list of the current DSS contractors is available on the following page:
Other options
If Apprenticeships are not suitable for your business, why not check out some other employment and training programmes, such as:
- Skills for Life and Work: providing work experience for young people
- How to access a traineeship for employers
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Top five benefits of taking on an apprentice
Discover the business advantages of recruiting apprentices.
Employing apprentices can bring many benefits to your business. Apprenticeships can be a valuable strategy for businesses aiming to innovate, upskill, and maintain a competitive advantage.
Five benefits of recruiting apprentices
The top five benefits of taking on an apprentice are:
1. Develop skills that your business needs
Apprenticeships allow you to train individuals specifically for the skills your business requires, helping to fill critical skills gaps. This ensures that skills are well-aligned with your business goals, providing relevant, up-to-date expertise that experienced hires may lack.
2. Access fresh knowledge
Apprentices enable you to tap into a talent pool that offers fresh knowledge on emerging areas such as artificial intelligence (AI), cloud computing, and data analysis.
3. Increase productivity
Apprentices gain hands-on experience and learn your business processes and systems, enabling them to contribute effectively in a relatively short time. Apprentices often contribute new approaches and energy that encourage innovation and improved team efficiency.
4. Cost-effective workforce development
Apprenticeships often come with government financial support. This reduces recruitment and training costs while building a motivated and skilled workforce. See finances and funding for apprenticeships.
5. Boost employee morale and retention
Apprenticeships foster a culture of learning and offer staff opportunities to mentor, which can improve morale, loyalty, and reduce staff turnover.
See further details on getting an apprentice started.
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Apprenticeships: delivering work-based training and qualifications to employees
Taking on and developing an apprentice - Mivan Ltd
How the Antrim-based joinery and fit-out business recruits and develops apprentices to help grow their business.
Mivan is an internationally renowned bespoke joinery and interior fit-out company. The business, based in Antrim, offers complete turnkey fit-out service to many sectors.
Karen Anderson, HR Manager at Mivan, explains how the company employs around ten new apprentices each year. Karen explains the steps they take to recruit apprentices, how they help to develop apprentices, and the benefits apprentices bring to the success of their business.
Taking on apprentices
“Our apprentice programme is vital to the continuing expansion and success of the business. It enables Mivan to grow talent and develop the skilled and qualified workforce we need. We firmly believe that apprentices are key to the future of Mivan.”
“Our apprenticeship recruitment campaigns are very different from our regular recruitment activity. Apprentice recruitment runs from January to April each year.”
“We promote our apprentice programme with visits to local schools to raise awareness amongst pupils and teachers. We advertise in the local press and promote across social media. We also run an Apprentice Open Day at our facilities each March.”
“Every applicant is invited to attend an interview. Then the shortlisted candidates are invited to complete a set of tasks in a practical workshop. Following this, we will offer around ten successful candidates an apprentice role.”
Benefits of apprentices to our business
“The main advantage to employing apprentices is Mivan continues to grow its workforce of highly skilled craftspeople. It can be challenging to find people with the skills that we require. Our apprentice programme enables us to develop a workforce with the bespoke skills and industry-recognised qualifications we need.”
“Our apprentice programme also provides a solid foundation for those taking part to develop their skills and expand into other career paths within the business such as project management, design, estimating, and factory management.”
Supporting and developing our apprentices
“For many people, starting an apprenticeship is their first step into the workplace after school. To help with this transition, Mivan provides apprentices with a dedicated mentor, structured onboarding and development programmes, extensive training, and regular meetings and check-ins. Apprentices complete several projects, practical assessments, and progress reviews throughout their apprenticeship journey.”
“Once an apprentice is ready to move from the apprentice workshop to the main factory floor, the individual is paired with a mentor who continues to provide one-to-one training, development, and support throughout their apprenticeship and beyond.”
Measuring success
“Mivan apprentices undergo regular progress reviews to assess performance, identify training priorities, and provide the necessary support.”
“Our apprentices have won SkillsBuild NI inter-campus and regional awards. One of our apprentices was also selected to compete in the Skill Build UK National Final for joinery in November 2022.”
“The fact that many of our apprentices have progressed to management positions within the company is a testament to the success of Mivan’s apprentice programme.”
Looking to the future
“We are continually seeking new methods of improving and enhancing our apprenticeship scheme to keep up to date with developments within the industry. We also assess the progress of the current apprentices against previous years to ensure continual improvement.”
“Mivan’s apprenticeship programme has been running for over 20 years with a dedicated mentor and dedicated workshop. We will continue to develop our apprentice facilities and training programme as our business needs adapt to changes and opportunities in our industry.”
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Employing and supporting neurodivergent staff - AMC Training & Consultancy
Neurodivergent, neurodiversity and neurotypical: a guide to the terms
Explanation of neurodivergent, neurodiversity, and neurotypical, along with some common forms of neurological differences, including Autism, ADHD, Dyslexia, and Tourette's syndrome.
Neurodiversity refers to the differences in individual brain function and behavioural characteristics. This means that individuals experience, perceive, and interact with the world around them in many different ways.
Defining neurodiversity, neurodivergent, and neurotypical
Neurodiversity
Neurodiversity is an umbrella term that refers to all the diverse ways that different people may process information. It encompasses everyone and how each person thinks, learns, communicates, and experiences the world around them, which varies in many ways. Within the term neurodiversity, people may be classed as neurotypical or as neurodivergent.
Neurodivergent
Neurodivergent describes people whose minds function in a way that society deems to be atypical, or in a way that diverges from what society deems to be typical. Autistic people come within the class of neurodivergent people, although they are not the only ones. A range of other people with conditions such as, but not limited to, attention deficit hyperactivity disorder, dyslexia, dyspraxia, and dyscalculia, may also be described as neurodivergent.
Neurotypical
Neurotypical describes those people whose minds function in a way that society deems typical.
Types of neurodivergency
Some common forms of neurological differences include:
Autism or Autism Spectrum Condition (ASC)
Autism is a spectrum condition that affects people in different ways. People with autism may experience social interaction challenges, exhibit repetitive or restrictive behaviour, have sensory sensitivity, and experience extreme anxiety. What is autism?
Attention Deficit Hyperactivity Disorder (ADHD) or Attention Deficit Disorder (ADD)
People with ADHD or ADD can seem restless, may have trouble concentrating, and may act on impulse. People with ADHD may also experience additional challenges, such as sleep disorders and anxiety disorders.
Dyscalculia
Dyscalculia is a condition that makes it hard for an individual to do mathematics and tasks that involve maths.
Dyslexia
Dyslexia is a learning difficulty that primarily affects reading and writing skills. Dyslexic people may have difficulty processing and remembering information, which can affect learning and acquiring literacy skills. Many dyslexic people may show strengths in certain areas, such as reasoning and visual and creative fields. What is dyslexia?
Dyspraxia
Dyspraxia, or Developmental Coordination Disorder (DCD), affects an individual’s movement and coordination.
Dysgraphia
Dysgraphia is a condition that affects the ability to recognise and decipher written words, and the relationship between letter forms and the sounds they make. Individuals with dysgraphia can have difficulty converting the sounds of language into writing.
Misophonia
Misophonia is an extreme emotional reaction to certain everyday sounds that most people find relatively easy to ignore, such as keyboard tapping or rustling paper. People with misophonia experience reactions such as shortness of breath, tension, a racing heart, and feeling hot.
Slow processing speed
Slow processing speed is a condition where individuals may remain silent for a few seconds before responding to something or might take a long time to explain something. What is slow processing speed?
Tourette’s syndrome
Tourette’s syndrome is a neurological disorder characterised by tics, usually sudden, repetitive involuntary movements and sounds.
Bipolar disorder, depression, schizophrenia, and anxiety are sometimes also included under the umbrella of neurodivergence. See the Brain Charity’s A-Z of neurological conditions.
Symptoms of these neurodivergent conditions often overlap, meaning some individuals may experience more than one condition. You should also be aware that although individuals may have the same neurodivergent condition or conditions. The way these manifest in behaviour can be very different; for example, women may exhibit the signs of autism differently from men. It is best to ask the individual how the condition affects them.
Your staff as individuals
Recognise that each employee has a unique approach to processing information and completing tasks. Each individual will have a different communication style as well. By acknowledging and accommodating neuro differences, employers can create a supportive environment that enables all staff to reach their individual and collective potential.
Employers doing this can benefit from the rewards that neurodiversity can bring to their business. See the advantages and challenges of neurodivergency in the workplace.
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Advantages of neurodivergency in the workplace
Employers that understand neurodiversity and appropriately support their neurodivergent staff can reap the advantages that neurodiversity can bring to a business.
A business that values its employees' unique perspectives and actively supports them will reap significant benefits.
Recognised strengths of neurodivergent people
Neurodivergent individuals bring diverse strengths and skills that can significantly benefit the workplace. It is widely believed that neurodivergent individuals often excel in the following areas:
- attention to detail
- dependability
- high level of stamina
- information processing
- memory recall
- productivity and work quality
- loyalty
- honesty
When the right environment, culture, and support are provided for neurodivergent staff to excel, these strengths can contribute to many business advantages.
Benefits of employing neurodivergent staff
Neurodivergent employees bring a wide range of strengths, talents, and skills to businesses, including:
Increased innovation and creativity
With different ways of thinking, you will find that a diverse workforce provides the breeding ground for creative thinking and new ways to do things. Neurodivergency paves the way for innovation, leading to the discovery of more efficient processes and the creation of new products or services. Greater innovation can also lead the way to business growth and new markets.
Enhanced problem-solving
A diverse workforce brings a variety of perspectives to problem-solving, leading to more creative and effective solutions. Neurodivergent workers, particularly those on the autistic spectrum, often have a meticulous focus on attention to detail, strong recall of information, an ability to detect errors, and easily identify patterns that can aid problem-solving.
Increased productivity
When employers offer appropriate support and adjustments, neurodivergent employees can thrive and contribute to increased productivity and efficiency. The unique skills and cognitive abilities that neurodivergent people can bring to approaching tasks and solving problems can make your organisation more efficient in what it does.
A wider range of talent and skills
Some employees are strong communicators, others are analytical thinkers, and others excel in structured or competitive work. Recruiting from a neurodiverse pool of talent gives you access to a diverse skill set, making it easier to match the right individual to various job functions within your business.
More effective recruitment
Unfortunately, neurodivergent candidates often struggle to find employment, usually because the recruitment process is entirely geared toward neurotypical abilities. By making simple adjustments to support all applicants, you can attract and hire the best talent, strengthening your team.
Staff retention
Neurodivergent workers will show a greater commitment, trust, and loyalty to employers with an inclusive workplace culture that supports everyone. This reduces staff turnover and helps you retain valuable skills and experience. Employers focusing on recruiting and retaining neurodivergent talent make it clear to their workforce that thinking differently is recognised and valued.
Teamwork and inclusiveness
Many neurotypical workers appreciate learning about neurodivergent colleagues and will take pride in working in an inclusive workplace that embraces diverse ways of thinking and interacting. An inclusive workplace culture helps them better understand, connect with, and engage their neurodivergent colleagues. Many people don’t discover their neurological condition until they are adults. Fostering an open and inclusive workplace culture will make it easier for those workers to declare their condition and seek the support they need to thrive.
Build a strong business reputation
Some consumers prefer to do business with organisations that employ people with disabilities and other people from diverse backgrounds. Many of your customers will be neurodivergent people and prefer buying products or services from a company whose workers they identify with.
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Support and manage neurodivergent staff
Practical steps employers can take to develop an inclusive workplace that values and supports neurodivergent staff.
Maximising the contributions of neurodivergent employees requires implementing suitable adjustments and support systems within your organisation.
How to support neurodivergent staff
Employers can take several practical steps to foster an inclusive workplace culture that offers neurodivergent workers the support they need to thrive and reach their full potential.
Understand your legal obligations
It is likely that neurodivergent conditions, such as autism, would be deemed to be a disability for the purposes of the Disability Discrimination Act 1995. Employers must ensure they treat all employees and job applicants fairly, without subjecting them to unlawful discrimination, including unlawful disability discrimination. In the case of employees who are disabled, you will also have a legal duty to make reasonable adjustments. See discrimination against disabled people.
Does an employee need a diagnosis?
An employee doesn’t need a diagnosis to be considered disabled under the Disability Discrimination Act 1995. Employers should support employees, diagnosed or not, with reasonable adjustments for neurodivergence. Employers might request proof, like an NHS letter, but employees aren’t legally required to provide it, may lack proof, or have reasons for not sharing.
Many employees don’t have a diagnosis due to fear of stigma, not feeling it’s necessary, long NHS waiting times, or high private healthcare costs. Diagnosis can occur at any life stage, and events like menopause or long Covid can highlight neurodivergent traits. Even without a diagnosis, employees may need workplace support. Struggling without a diagnosis or adjusting to a new one can be tough, so sensitivity and support at work help.
Offer reasonable adjustments
Making reasonable adjustments empowers employees and interview candidates to demonstrate their full capabilities, aligning with legal requirements and sound business practices. Examples of reasonable adjustments for neurodivergent workers include flexible working, modifications to the physical environment, adjustments to your recruitment processes, provision of assistive technology, and specific training. Often, reasonable adjustments involve little or no cost to the business.
Prioritise individual needs when providing support for neurodivergent employees. Avoid assumptions and comparisons, as experiences and support requirements can vary significantly within the same neurodivergent category.
Embrace flexible working
Flexible working can help support neurodivergent employees with different needs and preferences for their work environment and schedule. Various ways of flexible working can help employers support neurodivergent staff to perform to the best of their ability.
Neurodivergent employees may benefit from flexible work options, allowing them to choose workspaces that cater to their sensory preferences, customise their work hours to align with their productivity patterns, and reduce the stress associated with commuting.
Create a workplace open and supportive of neurodiversity
Creating a culture of neurodiversity awareness and acceptance involves understanding and respecting diverse working styles and preferences. This fosters a supportive environment where employees feel at ease to seek support or reasonable adjustments without fear of judgement or misconceptions.
Provide training on neurodiversity
Implement training that educates employees about neurodivergency, the challenges for individuals with various conditions, and the valuable contributions a neurodiverse workforce can make to your business. This will foster a more inclusive and supportive workplace by increasing awareness, dispelling misconceptions, and promoting acceptance among colleagues. Consider incorporating sensitivity training and communication workshops into your training curriculum.
Develop a diversity, equality, and inclusion workplace policy
Develop a workplace policy that addresses neurodiversity. This will set out your views and support system available to all employees. It shows that, as an employer, you value cognitive diversity in the workplace and are willing to take steps to ensure inclusivity for neurodivergent staff. See equality and diversity workplace policies.
Adapt management styles for neurodiversity
A one-size-fits-all management style will not get the best from your staff. Managers should adopt a flexible and individualised approach to managing and supporting neurodivergent staff. Managers should ask neurodivergent employees about their preferred communication methods, eg, some neurodivergent staff may prefer email or instant messaging over phone or video calls. On the frequency of meetings, some staff may prefer weekly check-ins over daily catch-ups.
Managers should provide clear and specific guidance, instructions, and expectations to neurodivergent employees. Written guidelines or checklists for work tasks may be helpful for some staff. Provide managers with relevant training to enhance their understanding of neurodivergency and develop the skills needed to lead neurodiverse teams effectively.
Offer mental health support
Neurodivergent staff may be more vulnerable to mental health challenges, particularly in workplaces that lack flexibility and support. Prioritise mental health support for all staff by providing resources and promoting a culture of well-being. Invest in training that equips staff with mental health resilience skills, enabling them to recognise early warning signs and take proactive steps to address potential issues.
Remember, the support you provide to neurodivergent staff should be ongoing. Don’t make the mistake of thinking that once you’ve provided some initial support, you are finished. You should continue to listen and respond to each request for adjustments and help. See how to support employees with mental ill health.
Establish a neurodivergent employee resource group
You could encourage staff to set up an employee resource group for neurodivergent people and their allies. This can help establish a forum where individuals can share experiences and support each other. See more on creating staff forums.
Managing neurodivergency in the workplace
Take time, effort, and commitment to invest and effectively understand and support neurodivergent staff to fulfil their potential.
Consider staff needs at an individual level
To get the best from your neurodivergent staff, you will need to consider their needs and preferences at an individual level. A one-size-fits-all approach will be counterproductive. Considering individual needs will require investment in time and a flexible management style.
Adapt management style
Managers may need to adapt their management style to better understand and support neuro-inclusivity in the workplace. Training should be provided to help managers understand neurodivergency and how to support employees when and where they need it to help them excel in their job.
Match job roles with skills
If you assign workers to job roles they are unsuited to, you will heighten their stress levels and could end up with them leaving, so ensure that you sufficiently match job roles with an individual's skills and abilities. You should also give clear instructions on what an individual must do to meet their goals.
Workplace redesign
You could redesign your workplace to accommodate neurodivergent staff. For example, you could create sensory-friendly workspaces, agile workstations, and break-out areas.
Foster an inclusive workplace culture
Staff may be reluctant to disclose their neurodivergence, so it can be challenging to identify and understand the impact of neurodivergency in your workplace. However, establishing a positive, equal, and inclusive workplace culture will show that you value all your staff.
While there may be challenges, the rewards of valuing, embracing, and supporting all employees far outweigh the costs. See the advantages of neurodivergency in the workplace.ActionsAlso on this siteContent category
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Neurodiversity in the workplace
Employing and supporting neurodivergent staff - AMC Training & Consultancy
How AMC Training & Consultancy, based in Lisburn, recruited someone with a neurodivergent condition and supported them in the workplace to maximise their potential.
AMC Training & Consultancy Ltd, based in Lisburn, specialises in safety training, assessment, and workforce support services for the rail industry. They offer clients services, including training delivery, digital support systems, embedded train driver services, and consultancy support.
Matt Taylor, Managing Director, explains how AMC Training & Consultancy recruited Keith, a neurodivergent talent whose skills and strengths have driven the company's business growth.
Flexible recruitment process
"Our recruitment process is informal, but we always focus on finding the right person for the role and team fit. We don’t use rigid criteria in our recruitment process; instead, we take the time to understand what someone can bring to our team and whether they will thrive in the working environment we’ve built."
"We have learned and adapted as we’ve grown. Engaging with external advisers, like the Department for Communities, has opened our eyes to a much broader pool of talent that we might not have considered before. This has led us to become more open-minded and flexible in how we approach our hiring practices."
"We offer reasonable adjustments when recruiting, providing extra time to those who need it, offering different interview formats, and favouring a conversation over a formal interview process. We’re happy to accommodate any candidate who needs it. Our view is that if someone has the right mindset and something valuable to offer us, we’ll find a way to support them through the process."
Taking on neurodivergent talent
"We didn’t intentionally set out to attract neurodivergent talent. It happened by chance when we advertised for an administrative role. Keith had no background in the railway or training industry, but he quickly grasped the importance of training, competence, and safety in a highly regulated, safety-critical environment like rail."
"One of the biggest lessons we’ve learned is not to make any assumptions about someone’s background, capability, or team fit. When Keith first joined us, we didn’t know he was neurodivergent, and we weren’t actively thinking in those terms. However, we realised that if we’d followed a rigid recruitment process or judged him only by his CV, we might have missed the opportunity to hire him. The key lesson for us has been to stay open-minded, flexible, and focused on potential, not just experience."
Supporting neurodivergent talent
"We’ve always run AMC Training & Consultancy as an inclusive, family-oriented organisation, so we needed no major changes to our management style. My own son is neurodivergent, with autism and dyspraxia, so creating a supportive and understanding environment is a priority for me."
"We didn’t have a formal induction process in place when Keith joined, as we were still a small, fast-moving team. Instead, we took a gradual, flexible approach to help him settle in. This worked well, as it gave Keith the space to find his feet and start contributing to the business in a way that suited his strengths."
"We focus on flexibility, open communication, and giving people the space to work in a way that suits them. That meant trusting Keith to manage his workload, supporting him where needed, and making sure he felt valued and listened to. That approach has worked well right across our company. This flexibility in our management style enabled Keith’s talents to come to the fore, and he took the lead on developing our content management system (CMS)."
The benefits of neurodivergent talent to our business
"What became clear very quickly was that Keith’s way of thinking brought real value. He saw things differently, worked with real focus, and produced outcomes that exceeded all expectations. We recognised his talent early on when we saw how naturally he started picking up on industry challenges and turning them into simple, functional design concepts."
"What really stood out was Keith’s ability to understand complex problems, visualise a practical solution, and then design and develop clean, user-friendly software to solve it. He brought strong software skills, but in addition to that, he brought curiosity, adaptability, and a genuine commitment to do things well."
"We encouraged him to take the lead on developing our new CMS software. We provided support, including a specialist tech partner, to create the optimal environment for his success. His contribution has been nothing short of transformational. The system he built is not only robust and intuitive but also highly scalable, and it's now a vital component of our service offering."
"Keith’s exceptional talent for problem-solving - processing complex information, spotting inefficiencies, and then engineering clean, intuitive software - has not only given us a distinct commercial edge but also paved the way for new business growth."
"Our CMS has been so successful, we're launching a separate software company to advance it. In recognition of his talent, commitment, and central role in its development, we've invited Keith to become a fellow shareholder."
"For Keith, the role has provided him with a sense of ownership and progression. He’s not just part of the business; he’s actively shaping its future. The wider team has also benefited. Having Keith onboard has broadened everyone’s perspective and reinforced the importance of leveraging individual strengths. This has made us more open, more flexible, and ultimately more effective as a team."
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Check whether your worker needs an ATAS certificate
In this guide:
- UK visa sponsorship for employers
- UK visa sponsorship for employers - eligibility
- Job suitability for UK visa sponsorship
- Types of UK visa sponsorship licence
- UK visa sponsorship management roles
- Apply for your UK visa sponsorship licence
- Your UK visa sponsorship licence rating
- Check whether your worker needs an ATAS certificate
- Certificates of UK visa sponsorship
- Immigration skills charge and UK visa sponsorship
- Employer responsibilities for UK visa sponsorship
UK visa sponsorship for employers - eligibility
Eligibility criteria for employers applying for UK visa sponsorship licence.
To get a licence, you cannot have:
- unspent criminal convictions for immigration offences or certain other crimes, such as fraud or money laundering
- had a sponsor licence revoked in the last 12 months
You’ll need appropriate systems in place to monitor sponsored employees.
UK Visas and Immigration (UKVI) will review your application form and supporting documents. They may visit your business to make sure you’re trustworthy and capable of carrying out your duties.
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Job suitability for UK visa sponsorship
You can sponsor a worker if the job they’re going to do has a suitable rate of pay and skill level, or meets the other criteria needed for their visa.
You can sponsor a worker if the job they’re going to do:
- complies with the UK minimum wage and working time regulations - the worker’s visa may be refused and you may lose your sponsor licence if it does not
- meets the other criteria needed for their visa
Read more about job suitability, if you’re sponsoring:
- a skilled worker
- a health or care worker
- a worker on any type of ‘Global Business Mobility’ visa (senior or specialist worker, graduate trainee, secondment worker, UK expansion worker or service supplier)
- a scale-up worker
- a worker on a government-authorized exchange
- a seasonal worker
- a worker on an International Sportsperson visa
- a worker on an international agreement
- a creative worker
- a charity worker
- a minister of religion or religious worker
Additional requirements for religious workers
You’ll usually have to advertise any job you offer to someone with a Religious Worker visa, unless it’s a non-essential position or involves living within a religious order (such as a monk or nun).
When you do not need to advertise the job, you need to have records showing that there is not a suitable person who does not require sponsorship to take on the role.
There are rules you must follow about how to advertise jobs for religious workers.
Additional requirements for creative workers
Creative jobs done by someone on a Creative or Sporting Worker visa include:
- ballet dancers and other dancers
- film and TV performers
- theatre and opera performers
- film and TV workers
- models
For creative jobs, you must comply with the creative workers code of practice (if it exists for that occupation). Read section CRW4 of the guidance for sponsoring a creative worker.
If there is no code of practice for that occupation, both of the following must apply:
- the role is in the creative industries and listed in any of the tables in Appendix Skilled Occupations
- the worker can make a unique contribution to creative life in the UK, for example they’re an internationally famous artist
If you are sponsoring a creative worker under 16
You may need to get a child performance licence if the worker is taking part in:
- films, plays, concerts or other public performances that the audience pays to see, or that take place on licensed premises
- paid modelling assignments
You must make sure that the person running the event applies at least 21 days before the event.
Additional requirements for workers on an International Sportsperson visa
For sporting jobs that will be done by someone on the International Sportsperson visa, you must get an endorsement letter from the relevant governing body.
Additional requirements for care workers
If you’re recruiting for a job with occupation codes 6135 or 6136 based in England, you need to try and recruit a ‘displaced’ care worker first.
A care worker may become displaced if their:
- previous sponsor lost its licence
- current sponsor does not have enough work for them
How to recruit a displaced care worker
To find out if there’s any displaced care workers to recruit in your region, you can contact your regional partnership.
If there are no displaced care workers available or suitable for the role, you’ll need to ask your regional partnership to contact UKVI to let them know you tried.
Read ‘the care worker recruitment requirement’ in section SK4 of the guidance for sponsoring a skilled worker to find out more about recruiting a displaced care worker.
Sponsoring under-18s
You can only sponsor a foreign worker under 18 on:
- an International Sportsperson visa - they must be 16 or over
- a Creative Worker visa - there’s no minimum age
- a Government Authorised Exchange visa - there’s no minimum age
You cannot sponsor a foreign worker under 18 on any other visa.
Read more about your responsibilities if you sponsor a worker under 18.
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Types of UK visa sponsorship licence
Types of licences for workers under the UK visa sponsorship including a worker licence and temporary worker licence.
The licence you need depends on whether the workers you want to fill your jobs are:
- ‘Workers’ - for those with long-term job offers
- ‘Temporary workers’ - for specific types of temporary employment
You can apply for a licence covering one or both types of worker.
Worker licence
A ‘Worker’ licence will let you sponsor people in different types of skilled employment. The skilled work can be for a short time, long-term or permanent depending on the worker’s visa.
The licence is split into:
- Skilled Worker - the role must meet the job suitability requirements
- Senior or Specialist Worker visa (Global Business Mobility) - for multinational companies which need to transfer established employees to the UK, previously the Intra-company Transfer visa
- Minister of Religion - for people coming to work for a religious organisation
- International Sportsperson - for elite sportspeople and coaches who will be based in the UK
Temporary Worker licence
A ‘Temporary Worker’ licence will let you sponsor people on a temporary basis, including for volunteering and job-shadowing. You can only get a Temporary Worker licence for specific types of employment and visas.
The licence is split into:
- Scale-up Worker - for people coming to work for a fast-growing UK business
- Creative Worker - to work in the creative industry, for example as an entertainer or artist (up to 2 years)
- Charity Worker - for unpaid workers at a charity (up to 1 year)
- Religious Worker - for those working in a religious order or organisation (2 years)
- Government Authorised Exchange - work experience (1 year), research projects or training, for example practical medical or scientific training (2 years) to enable a short-term exchange of knowledge
- International Agreement - where the worker is coming to do a job which is covered by international law, for example employees of overseas governments
- Graduate Trainee (Global Business Mobility) - for workers transferring to their employer’s UK branch as part of a graduate training programme
- Service Supplier (Global Business Mobility) - for workers with a contract to provide services for a UK company (6 or 12 months)
- UK Expansion Worker (Global Business Mobility) - for workers sent to the UK to set up a new branch or subsidiary of an overseas business
- Secondment Worker (Global Business Mobility) - for workers transferring from overseas to work for a different UK business as part of a high-value contract
- Seasonal Worker – allows people to come to the UK and work in horticulture (for example, picking fruit and vegetables) for up to 6 months, or poultry from 18 October to 31 December each year
If you’re sponsoring a scale-up worker
Your sponsorship responsibilities as a sponsor for a scale-up worker will end 6 months after they get permission to come to or stay in the UK.
After that, a scale-up worker can do any of the following until their visa expires:
- continue working for you without getting a new certificate of sponsorship
- change jobs without getting a new sponsor
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UK visa sponsorship management roles
You need to appoint people within your business to manage the sponsorship process when you apply for a UK visa sponsorship licence.
You need to appoint people within your business to manage the sponsorship process when you apply for a licence.
The main tool they’ll use is the sponsorship management system (SMS).
The roles are:
- authorising officer – a senior and competent person responsible for the actions of staff and representatives who use the SMS
- key contact – your main point of contact with UK Visas and Immigration (UKVI)
- level 1 user – responsible for all day-to-day management of your licence using the SMS
These roles can be filled by the same person or different people.
You can also appoint an optional level 2 user once you have your licence. This is an SMS user with more restricted access than a level 1 user, for example they cannot withdraw a certificate of sponsorship.
Suitability checks
You and your staff will be checked to make sure you’re suitable for these roles. You may not get your licence if anyone involved in sponsorship has:
- an unspent criminal conviction for an offence listed in the guidance for sponsors
- been fined by UKVI in the past 12 months
- been reported to UKVI
- broken the law
- been a ‘key person’ at a sponsor that had its licence revoked in the last 12 months
- failed to pay VAT or other excise duty
You and your allocated staff must also:
- be based in the UK most of the time
- not be a contractor or consultant contracted for a specific project
- not be subject to a bankruptcy restriction order or undertaking, or a debt relief restriction order or undertaking
- not have a history of non-compliance with sponsor requirements
Your allocated staff must usually be paid members of staff, or office holders.
Read the full guidance on appointing ‘key personnel’.
HR contractors and agency staff
At least one level 1 user must be an employee, partner or director in your organisation.
You can have additional level 1 or level 2 users who are employed by third-party organisations that provide you with HR services.
A temporary member of staff supplied by an agency can be a level 2 user.
UK-based legal representatives
You can allocate any of the roles to a UK-based legal representative, apart from the authorising officer role. Your representative must be qualified to give immigration advice or services.
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Apply for your UK visa sponsorship licence
How employers can apply for their UK visa sponsorship licence.
You need to apply online for your licence.
Once you’ve finished the online application, you need to send in:
- the submission sheet at the end of the application
- your supporting documents
Any affidavits or statutory declarations you send must be witnessed by a qualified, independent person - for example, a solicitor, Notary Public, Justice of the Peace, Commissioner for Oaths, or (in Scotland only) a Councillor.
How to send the documentsYou can scan or take pictures of your submission sheet and supporting documents and send them to the email address given on the submission sheet. Make sure your files:
- are in PDF, JPEG or PNG format
- have descriptive titles, with 25 or fewer characters
- are high enough quality to be read
If your documents are not in English or Welsh, they must be accompanied by a certified translation - there’s more information in the supporting evidence guidance for sponsors.
If you cannot scan and send the documents by email, contact UK Visas and Immigration (UKVI) using the contact details on the submission sheet.
Licence fees
You need to pay a fee when you apply. The fee depends on the type of licence you’re applying for and what type of organisation you are.
Type of licence Fee for small or charitable sponsors Fee for medium or large sponsors Worker £574 £1,579 Temporary Worker £574 £574 Worker and Temporary Worker £574 £1,579 Add a Worker licence to an existing Temporary Worker licence No fee £1,005 Add a Temporary Worker licence to an existing Worker licence No fee No fee
How to tell if you’re a small or charitable sponsor
You’re usually a small sponsor if at least 2 of the following apply:
- your annual turnover is £15 million or less
- your total assets are worth £7.5 million or less
- you have 50 employees or fewer
You’re a charitable sponsor if you’re:
- a registered charity in Northern Ireland - if you’re not on the register, you must provide proof of your charitable status for tax purposes from HM Revenue and Customs (HMRC)
- a registered charity in England or Wales
- a registered charity in Scotland
- an excepted charity
- an exempt charity
- an ecclesiastical corporation established for charitable purposes
If you’re not sure which category your business fits into, contact the Business Helpdesk:
Contact businesshelpdesk@homeoffice.gov.uk if you’re unsure which category your business fits into.
How long it takes to get a decision
Most applications are dealt with in less than 8 weeks. UKVI may need to visit your business.
You may be able to pay an extra £500 to get a decision within 10 working days. This service is limited to a small number of applications every working day. Faster decisions are allocated in the order that requests arrive (first come, first served).
You’ll be told how to ask for a faster decision after you apply.
Applications refused because of a mistake
You can apply to request a review of your application if you think it was refused because:
- the caseworker processing your application made a mistake
- your supporting documents were not considered
You cannot apply just because you disagree with the decision.
Help and advice
Sponsors can get advice from the sponsorship, employer and education helpline:
Sponsorship, employer and education helpline
Telephone: 0300 123 4699
Monday to Thursday, 10am to 3pm
Find out about call chargesYou can also join the premium customer service scheme to get extra support from a licence manager - this costs at least £8,000 a year.
UK businesses and Tier 1 (Investors) can get help from the Home Office Business Helpdesk:
Business Helpdesk
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Your UK visa sponsorship licence rating
Various ratings for a UK visa sponsorship licence and how to upgrade if your licence is downgraded.
You’ll get an A-rated licence if your application is approved.
A-rating - full sponsor licence
An A-rated licence lets you start assigning certificates of sponsorship.
Your business will be listed in the register of sponsors.
If you’re applying to sponsor a UK Expansion Worker
You’ll get a ‘provisional’ rating instead of an A-rating if your authorising officer is based outside the UK.
You’ll only be able to assign one certificate of sponsorship, which must be assigned to the authorising officer so they can enter the UK.
Once they’ve got their visa, you can upgrade your licence to an A-rating and request additional certificates of sponsorship using the sponsorship management system (SMS).
Downgrading to B-rating
Your A-rated licence may be downgraded to a B-rating at a later stage if you do not continue to meet your sponsor duties.
If this happens, you will not be able to issue new certificates of sponsorship until you’ve made improvements and upgraded back to an A-rating.
You’ll still be able to issue certificates to workers you already employ who want to extend their permission to stay.
Upgrade to an A-rating
You need to follow an ‘action plan’ provided by UK Visas and Immigration (UKVI) to upgrade your licence.
You have to pay £1,579 for an action plan.
You must pay the fee within 10 working days of the date UKVI tells you about the downgrade. If you do not, you’ll lose your licence.
At the end of the action plan
You’ll be upgraded to an A-rating if you complete all the steps and there’s nothing else you need to improve.
You’ll lose your licence if you do not complete all the steps.
If you need to make other improvements, you’ll be given another B-rating and will have to follow a new action plan. You’ll have to pay the fee again.
If you get a second B-rating
You can only have 2 B-ratings while your licence is valid. You’ll lose your licence if you still need to make improvements after your second action plan.
How to reapply
You cannot appeal if your licence is revoked, but you can reapply. You have to wait at least 12 months before reapplying.
You need to start a new application when you reapply.
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Check whether your worker needs an ATAS certificate
Before you assign a certificate of sponsorship to your worker, you may need to check whether the worker needs an Academic Technology Approval Scheme (ATAS) certificate.
Before you assign a certificate of sponsorship to your worker, you may need to check whether the worker needs an Academic Technology Approval Scheme (ATAS) certificate.
Who needs to do this
You’ll need to do this if you’re sponsoring a worker on any of the following:
- a Skilled Worker visa
- a Senior or Specialist Worker visa (Global Business Mobility)
- a Graduate Trainee visa (Global Business Mobility)
- a UK Expansion Worker visa (Global Business Mobility)
- a Service Supplier visa (Global Business Mobility)
- a Secondment Worker visa (Global Business Mobility)
- a Scale-up Worker visa
- a Government Authorised Exchange visa
- an International Agreement visa
If you’re sponsoring a worker on any other visa, you do not need to do anything.
What you need to do
If you do need to check, you must follow these steps.
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Check if the worker needs an ATAS certificate
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Answer the question on the certificate of sponsorship, confirming whether or not the worker needs an ATAS certificate. If they do not need an ATAS certificate, you may need to give a brief explanation of why.
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If the worker does need an ATAS certificate, you must tell them that they need to get one and include it in their visa application.
Check if the worker needs an ATAS certificate
The worker will need an ATAS certificate if all of the following are true:
- you have a Student sponsor licence
- you’re sponsoring the worker in a relevant occupation code
- the worker will be carrying out research at PhD level or above in a ‘relevant subject’ - check the relevant subject areas list in the worker sponsor guidance
- the worker’s nationality is not exempt from needing an ATAS certificate - check the exempt nationalities list in the worker sponsor guidance
If your worker does not need an ATAS certificate because they will not be doing research at PhD level or above in a relevant subject but all of the other points apply, you’ll need to add an explanation note.
You can either:
- add a note to the ‘job description’ field on your certificate of sponsorship
- add a sponsor note after you have assigned your certificate of sponsorship
Example explanation note
The worker does not need an ATAS certificate because the role does not involve research at PhD level or above.
If the worker needs an ATAS certificate
You must:
- tell the worker that they need to get an ATAS certificate and include it in their visa application
- make and keep a copy of the ATAS certificate, once it has been issued
You do not need to add an explanation or a sponsor note if your worker does need an ATAS certificate.
Tell the worker that they need an ATAS certificate
Tell the worker that they must apply for an ATAS certificate and include it in their visa application.
If the worker does not include their ATAS certificate, their visa application will be refused and you may lose your sponsor licences.
ATAS certificate applications for workers can take at least 2 weeks to be processed (3 weeks between April and September).
Make and keep a copy of the ATAS certificate
When the worker has received their ATAS certificate, you must keep a copy of either:
- the certificate
- the electronic approval notice the worker received from the Foreign, Commonwealth & Development Office (FCDO)
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Certificates of UK visa sponsorship
You must assign a certificate of sponsorship to each foreign worker you employ.
You must assign a certificate of sponsorship to each foreign worker you employ. This is an electronic record, not a physical document. Each certificate has its own number which a worker can use to apply for a visa.
When you assign the certificate to a worker, they must use it to apply for their visa within 3 months. They must not apply for their visa more than 3 months before the start date of the job listed on the certificate.
You may need to check if your worker needs an Academic Technology Approval Scheme (ATAS) certificate before you assign a certificate of sponsorship.
Defined certificates
These are for people applying on a Skilled Worker visa from outside the UK.
You must apply for defined certificates for these workers through the sponsorship management system (SMS). You’ll get access to this when you get your licence.
When you get the certificate
Applications are usually approved within one working day. It may take longer if UKVI need to carry out further checks on the information in your application.
Defined certificates will appear in your SMS account once they have been approved. You can then assign them to a worker.
Undefined certificates
These are for Skilled Workers applying from inside the UK, and applicants on all other visas.
When you apply for your licence you’ll be asked to estimate how many undefined certificates you’ll need for Workers and Temporary Workers in the first year.
If you’re sponsoring a UK Expansion Worker
If your licence has a provisional rating, you’ll only be able to assign one certificate of sponsorship. This must be assigned to the authorising officer so they can enter the UK.
Once they’ve got their visa, you can upgrade your licence to an A-rating and request up to 4 additional certificates of sponsorship using the sponsorship management system (SMS).
Certificate costs
You’ll need to pay a fee when you assign a certificate to a worker. How much a certificate will cost depends on the type of sponsor licence you have.
Type of certificate Cost per certificate Worker (except workers on the International Sportsperson visa) £525 Temporary Worker £55 International Sportsperson - where the certificate of sponsorship is assigned for more than 12 months £525 International Sportsperson - where the certificate of sponsorship is assigned for 12 months or less £55
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Immigration skills charge and UK visa sponsorship
You might have to pay an additional charge when you assign a certificate of sponsorship to someone applying for a Skilled Worker or Intra-company Transfer visa.
You might have to pay an additional charge when you assign a certificate of sponsorship to someone applying for a Skilled Worker or Intra-company Transfer visa. This is called the ‘immigration skills charge’.
You must pay the immigration skills charge if they’re applying for a visa from:
- outside the UK to work in the UK for 6 months or more
- inside the UK for any length of time
When you do not need to pay
You will not have to pay the charge if you’re sponsoring someone with one of the following occupation codes:
- chemical scientists (2111)
- biological scientists (2112)
- biochemists and biomedical scientists (2113)
- physical scientists (2114)
- social and humanities scientists (2115)
- natural and social science professionals not elsewhere classified (2119)
- research and development managers (2161)
- other researchers, unspecified discipline (2162)
- higher education teaching professionals (2311)
You also might not have to pay the charge if you’re sponsoring a worker who was assigned a certificate before 6 April 2017 - there’s more information in the immigration skills charge guidance for sponsors.
You will not need to pay the charge for any of the worker’s dependants, for example their partner or child.
If you’re sponsoring someone to switch to a work visa from a visa that allows them to study
You will not have to pay the charge if they switch to either a Skilled Worker or Senior or Specialist Worker visa and then extend their stay on the new visa.
If you’re sponsoring someone on the Global Business Mobility Senior or Specialist Worker route
You will not have to pay the charge if all of the following apply to the worker you’re sponsoring:
- they were assigned a certificate of sponsorship on or after 1 January 2023
- they are a national of an EU country or hold a Latvian non-citizen’s passport
- they normally work in the EU for your EU business but have been temporarily transferred to work in the UK
- the end date of the temporary transfer, as specified on the certificate of sponsorship, is no more than 36 months after the start date
If the person you’re sponsoring changes jobs
If you’ve assigned a certificate of sponsorship to someone in your organisation who then moves to a new job in your organisation, you’ll need to assign them a new certificate. They will use this to apply for a new visa.
You only need to do this if the new job has a different occupation code.
You must pay the immigration skills charge for the full length of their visa. If the new certificate of sponsorship allows the worker more time on their visa, you’ll need to pay for this extra time.
You do not need to pay the additional immigration skills charge if the new certificate of sponsorship does not extend the time on your sponsored worker’s visa.
Example
A worker has a visa from 1 January 2021 to 1 January 2023. You pay the immigration skills charge for that 2 year period. The worker gets a new job in your organisation and you assign them a new certificate of sponsorship that extends their visa to 1 July 2023.
In this example, you would need to pay an additional immigration skills charge to cover the extra 6 months (1 January 2023 to 1 July 2023).
How to pay
You pay the immigration skills charge when you assign a certificate of sponsorship to the worker.
How much it costs
The amount you need to pay is based on:
- the size of your organisation
- how long the worker will work for you, using the start and end dates on their sponsorship certificate
Period Small or charitable sponsors Medium or large sponsors First 12 months £364 £1,000 Each additional 6 months £182 £500
How to tell if you’re a small or charitable sponsorYou’re usually a small sponsor if at least 2 of the following apply:
- your annual turnover is £15 million or less
- your total assets are worth £7.5 million or less
- you have 50 employees or fewer
You’re a charitable sponsor if you’re:
- a registered charity in Northern Ireland - if you’re not on the register, you must provide proof of your charitable status for tax purposes from HM Revenue and Customs (HMRC)
- a registered charity in England or Wales
- a registered charity in Scotland
- an excepted charity
- an exempt charity
- an ecclesiastical corporation established for charitable purposes
If you’re not sure which category your business fits into, contact the Business Helpdesk:
Contact businesshelpdesk@homeoffice.gov.uk if you’re unsure which category your business fits into.
How much to pay based on how long the worker will work for you
If the worker will be in the UK for longer than 6 months but less than a year, you must pay for at least 12 months.
You must pay the full charge in one go.
The longest you can sponsor a worker for is 5 years, so the most you’ll have to pay is:
- £1,820 (5 x £364) if you’re a small or charitable sponsor
- £5,000 (5 x £1,000) if you’re a medium or large sponsor
UK Visas and Immigration (UKVI) will contact you if you do not pay the charge or pay the wrong amount. You’ll have 10 working days to pay the charge - the worker’s visa application will be refused if you do not.
Refunds
You’ll get a full refund if the worker’s visa application is:
- refused or withdrawn
- successful, but they do not come to work for you
You’ll get a partial refund if the worker:
- gets less time on their visa than you sponsored them for
- starts working for you but then changes to another sponsor
- leaves their job before the end date on their certificate of sponsorship
You’ll also get a partial refund if you paid the medium or large sponsor fee when assigning the certificate, but had already notified UKVI that you’re now a small or charitable sponsor.
How long it takes
You usually get a refund within 90 days of:
- telling UKVI that the worker did not come to work for you
- the expiration date on the worker’s certificate of sponsorship, if they did not use it to apply for a visa
- the date the worker’s visa application is refused or withdrawn
- the date you assigned the certificate of sponsorship, if you had already notified UKVI that you became a small or charitable sponsor
If the worker’s visa application is refused, they can ask for the decision to be reviewed. This is known as an ‘administrative review’.
If they do not ask for an administrative review, you’ll get a refund within 90 days of the deadline for applying for one.
You’ll get a refund within 90 days of the administrative review being dismissed if the worker applied for one and were unsuccessful.
Contact UKVI if your refund is not paid within 90 days.
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Employer responsibilities for UK visa sponsorship
Employers have a number of responsibilities that they must meet when employing someone on a UK visa sponsorship.
You must:
- check that your foreign workers have the necessary skills, qualifications or professional accreditations to do their jobs, and keep copies of documents showing this
- only assign certificates of sponsorship to workers when the job is suitable for sponsorship
- tell UK Visas and Immigration (UKVI) if your sponsored workers are not complying with the conditions of their visa
- comply with UK employment law for jobs you’re offering
- meet any specific requirements for workers under 18, scale-up workers or offshore workers
Your licence may be downgraded, suspended or withdrawn if you do not meet them.
Read the full guidance on sponsor requirements and duties and check workers have the right to work in the UK.
Monitoring employees
You must have HR systems in place that let you:
- monitor your employees’ immigration status
- keep copies of relevant documents for each employee, including evidence you’ve carried out the relevant right to work checks
- track and record employees’ attendance
- keep employee contact details up to date
- report to UKVI if there is a problem, for example if your employee stops coming to work
Changes to your business
You must report any significant changes in your own circumstances within 20 working days, for example if you:
- stop trading or become insolvent
- substantially change the nature of your business
- are involved in a merger or take-over
- make changes that affect your relationship with any overseas businesses that have sent workers to you
- make any changes to a contract covering secondment workers or service suppliers
You must also tell UKVI if you’re changing your details, like your address or allocated roles.
If you’re sponsoring a UK Expansion Worker and have a ‘provisional’ rating
You must tell UKVI when your authorising officer’s visa is granted. You’ll need to update their immigration status and address in the UK.
How to report changes
To register a change of circumstances use the sponsorship management system (SMS).
Requests can take up to 18 weeks. You can register a change within 5 working days instead if you use the priority service. It costs £200.
Sponsoring under-18s
You must make sure that foreign workers under 18 have suitable care arrangements for their:
- travel to the UK
- arrival in the UK
- living arrangements in the UK
You must also get a letter from their parents giving consent to the care arrangements.
You must get an Access NI criminal record check on any of your workers who need it.
You’ll lose your licence if you do not do this.
Children under 16
You can only sponsor foreign workers under 16 if they’re on either:
- a Creative Worker visa - they may also need a performance licence
- a Government Authorised Exchange visa
You also need to check:
- the rules about how many hours children can work
- if the child needs an employment permit from their local council
Sponsoring a scale-up worker
Your responsibilities as a sponsor for a scale-up worker start on the date you assign them a certificate of sponsorship. Your responsibilities end 6 calendar months after either:
- the ‘valid from’ date on your worker’s visa - if they were outside the UK when they applied
- the date they are told they have permission to stay - if they were inside the UK when they applied
You must tell UKVI your worker’s start date using the sponsorship management system (SMS).
Example
A scale-up worker gets their permission to come to or stay in the UK on 1 October 2022. Your sponsorship responsibilities for that worker will end at 11:59pm on 1 April 2023.
Sponsoring an offshore worker
You must tell UKVI when the worker you’re sponsoring:
- first arrives in UK waters at the beginning of the job
- leaves UK waters at the end of the job
Tell UKVI using the sponsorship management system (SMS).
You must not tell UKVI before they arrive or leave. You must do it up to 10 working days after the dates they arrive and leave.
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Boosting business and talent through a work experience placement - Causeway Coffee
In this guide:
- Providing work experience opportunities
- Benefits of work experience
- Work experience opportunities for students still at school
- Work experience opportunities for young people and graduates
- Preparing for the work experience placement
- Ensuring a safe work experience placement
- Work experience activities
- Boosting business and talent through a work experience placement - Causeway Coffee
- Monitoring the work experience placement
- Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
Benefits of work experience
Explore the many benefits that work experience opportunities bring to businesses, young people, and the wider community.
Work experience is an opportunity to introduce young people to the reality of working life. The experience they get during their work placement can help them develop practical insight and skills to help them secure and sustain future employment.
By taking students on work experience, employers get an opportunity to engage, inspire, and inform young people about what working life is really like.
Benefits of providing work experience for employers
Offering work experience can bring a number of benefits to you as an employer:
Promotes your company profile
Establishing your business as an employer that offers young people work experience opportunities will build a positive image of your company and one that people easily recognise.
Contribute to your corporate and social responsibility (CSR)
Providing work experience opportunities will contribute to your CSR duty. This will be seen favourably by customers, suppliers, and the wider community.
Better connection with your community
By offering work experience opportunities to local schools and education providers you can add value to and make meaningful connections with your community.
Find new talent
Work experience programmes are a great way to tap into new talent as young people seek jobs following full-time education. Having an established connection with young people gives you a competitive edge over those employers that don’t offer work experience placements. You will also get insight into what potential recruits look for in an employer as generations evolve.
Skills development
Involving your employees in the work experience placement and providing potential management opportunities can help your staff develop their supervisory and managerial skills. This will help staff feel motivated and invested in your business helping to contribute to staff retention.
Get additional help at no cost
Employers are not obligated to pay for work experience placements, so you have the opportunity to get additional help at no extra cost. This can be beneficial to both you and the work experience placement, for example, if you have a large project that requires additional resources. This also offers the opportunity to provide an enriched experience for the placement student.
Innovation and new ideas
Young people often bring fresh ideas and approaches which may open up new opportunities for your business. They may also be able to inject some innovation into your business and offer alternative solutions to challenges.
Promoting diversity
By offering work experience placements to young people from various backgrounds you will promote diversity in your workplace.
Gain a competitive edge
By establishing a relationship with local education providers and being viewed as an employer that provides young people with opportunities you will have a significant advantage over your competitors especially when it comes to recruitment.
Work experience benefits for young people
There are a number of benefits that work experience placements can offer young people:
Skills development
Work experience gives young people the opportunity to develop skills essential for working life such as time management, teamwork, business etiquette, communication, and problem-solving.
Career path
Young people can get an insight into what is required to work in certain industries when they take up a work experience placement. It will help them decide what career path to follow.
Personal development
Work experience helps young people build transferrable skills that they will be able to use in other jobs. They will also gain confidence by taking on a new challenge.
Connections
Work experience provides young people with the opportunity to connect with local companies and meet new people who can help them on their career path.
Insight into recruitment
Applying for a work placement provides the opportunity to learn about recruitment processes eg how to apply for a job, prepare for job interviews, and build a CV
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Work experience opportunities for students still at school
Employer guidance on arranging work experience placements for students still at school.
There are various ways that you can advertise or source work experience opportunities.
Alternatively, you may wish to use one of the following organisations to manage work experience opportunities on your behalf. These organisations provide a brokerage service to support employers and school career teachers in arranging work experience placements for post-primary students.
Speakers for School
You can host work experience opportunities through Speakers for School. They can help you advertise your opportunities and connect you with suitable work experience candidates.
Offer work experience opportunities with Speakers for School.
Business in the Community Work Inspiration
Business in the Community Work Inspiration is a national, employer-led campaign that aims to make work experience more meaningful, relevant, and inspiring for young people.
Schools and colleges
A number of schools and colleges encourage young people to find their own placement. However, there are occasions when careers teachers will source placements for the students.
Some schools and colleges have also developed partnerships with local employers. You could get in contact with schools in your area to see if you could establish a partnership for work experience.
Contact your local Education Authority office.
Arranging work experience
Issues to consider when thinking of taking part in work experience include:
- Duration of placement - most schools and colleges prefer a five-day block placement, however, some may be open to three or four-day placements.
- Age of students - most students go on work experience in year 12 (age 15-16 years old) and/or year 13 (age 16-17 years old) or year 14 (age 17-18 years old).
- You do not have to pay students on work experience a wage.
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Work experience opportunities for young people and graduates
Detailing work experience opportunities for young people and graduates.
There are ways you can source or advertise work experience opportunities for young people and graduates.
Work Experience Programme
The Work Experience Programme provides employers with the opportunity to offer meaningful work experience which can provide a valuable contribution to the development of people’s employability skills and career aspirations.
Read full details on the Work Experience Programme.
Connect with local universities and colleges
Some universities and colleges establish partnerships with local employers to generate work experience placement opportunities for their students. You could get in contact with local universities and colleges to establish a work experience partnership for your business.
Find contact details for universities and colleges in Northern Ireland.
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Preparing for the work experience placement
When preparing for a work experience placement, you should ensure a placement plan has been drawn up and communicate with the young person beforehand about what to expect.
Providing as much information as possible about the placement to the young person in advance gives them a clearer guide about what to expect and reduces their anxiety.
Before starting, the placement supervisor should try to inform the student about the following:
- where to go on their first day
- who to report to
- start and finish time
- breaks
- lunchtimes
- canteen facilities or alternatives
- dress code (smart/casual can be confusing, so you could provide a few examples)
Placement Plan
Placement plans provide both the supervisor and student with a placement structure.
You may wish to consider incorporating the following into the placement plan:
- welcome and overview of the company
- induction - health and safety, confidentiality
- provision of uniform/pass if required
- tour including canteen and toilets
- instruction in the safe use of any equipment including IT equipment
- timetable for the week
- what activities the student will be doing
- details of any projects they may have to complete
- review of placement when completed
It would be beneficial both for you and the student to spend some time before the placement commences identifying different tasks, projects, and activities that they can work on.
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Ensuring a safe work experience placement
To ensure a work experience placement, you should look at insurance, health and safety, risk assessment, and child protection issues.
There are a number of things you should ensure are in place before a young person starts their work placement.
Insurance
You should ensure the young person is covered by your company's public liability and employer's liability insurance. Read more on liability insurance.
In addition:
- you may be required to provide proof of this liability insurance to the school or college
- you may also have to sign an indemnity form which the school or college will provide
For further information, download the Health and Safety Executive (HSE) Employers' Liability guide (PDF, 305K).
Health and safety
You are responsible for the student's health and safety while they are on placement with you. See health and safety basics for businesses.
Read HSE guidance on work experience.
Legal constraints
Employers should be mindful also of the following legal constraints in place to protect the student.
Students should not:
- be asked to work outside the hours of 9am to 5pm
- be asked to work more than 36.25 hours per week, excluding travel or lunch breaks
- work for more than five days in any consecutive seven-day period
- drive, manage, control or move mechanically propelled vehicles
- undertake work experience in a place where they are under the statutory age limit
- work in ways prohibited for under 18 year olds eg on aeroplanes, the airport apron, boats/ships, or portside
- undertake placements working at heights, in confined spaces or with dangerous substances
Read more on employing children and young people.
Read HSE guidance on what the law says about young people at work.
Risk assessment
You should ensure your risk assessment is up-to-date to include work experience students. Read more on health and safety risk assessment.
Read HSE guidance on risk assessment.
Child protection
Your staff should be made aware of your organisation's child protection policy.
You should consider the following:
- Do you have a child protection policy or procedure in place?
- Basic child protection training is required if there is a named supervisor with responsibility for trainees.
- Is the named supervisor checked through AccessNI? Read more on AccessNI criminal records checks.
- A Disclosure and Barring Service (DBS) check is required if the employee's specific job purpose includes looking after under 16 work experience students. Read more about the Disclosure and Barring Service.
- As part of the risk assessment with regards to the placement, have you considered the location, travel and access to confidential material?
- Instructions and guidance should be given to all employees in relation to bullying, inappropriate behaviour, and language, including horseplay. Read more on bullying and harassment.
- The need for one-to-one work with a single adult should be avoided wherever possible.
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Work experience activities
It is worth taking time to plan activities for a work experience placement so that both you and the student will get the most out of the experience.
Work experience should be beneficial both to you and the young person, so it is essential they are given as much insight into the world of work as possible.
This will allow opportunities for professional development and ensure they can demonstrate their practical experience to potential employers in the future.
Work experience tasks
Some suggestions for the types of tasks include:
- offer them a project to work on during the placement
- identify some work shadowing or team working opportunities
- assign a task for them to work on which is supervised but with scope to use their own ideas and creativity
- some administrative tasks such as answering telephones, sending emails, minute taking or filing
You could also ask the student directly if they have any suggestions for what they would like to do, or improvements they think could be made within your business.
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Providing work experience opportunities
Boosting business and talent through a work experience placement - Causeway Coffee
How Causeway Coffee, based in Ballymoney, took on a work experience placement to help meet demands and develop new talent.
Causeway Coffee, a multi-award-winning speciality coffee roaster based in Ballymoney, County Antrim, roasts ethically sourced beans from around the world.
Graham Watts, Co-Founder and Managing Director, explains how Causeway Coffee developed staff through work experience placements and the positive impact on their business.
Why we explored work experience placements
"Internal and external factors drove Causeway Coffee to explore work experience placements. Strong growth created a need for additional support, but tight margins prevented us from hiring a full-time employee. We also wanted to invest in future talent and find someone who could be a potential long-term member of our coffee family. Therefore, we found that work experience placements provided an ideal solution, allowing us to train individuals to our specific standards."
"A neighbouring company's positive experience with a work experience placement through Ulster Supported Employment Limited (USEL), a public body serving individuals with disabilities or health conditions, encouraged us to reconsider our recruitment strategies. My background in recruiting and managing large teams made my skills a natural fit for mentoring and developing someone seeking employment."
How we helped our work experience placement get started
"We designed a tailored training plan. This approach maximised the benefits of the work experience placement for both the placement and our company. The plan prioritised developing the placement's communication skills and confidence by exposing them to sales and marketing. We also leveraged the placement's IT aptitude, giving them hands-on experience in e-commerce, social media management, and website development. This approach enabled the placement to apply and refine their IT skills in a real-world business environment."
Local help and support
"Taste Causeway, a local collaborative network for the food and hospitality industry, supported us throughout the process. The network facilitated informal discussions about the challenges and rewards of onboarding new team members, enabling us to exchange ideas and problem-solve. Additionally, employment advisors at the local Jobs & Benefits Office, from the Department for Communities, offered guidance."
Benefits of taking on a work experience placement
"Because the work experience placement required no financial commitment, we faced minimal risk compared to hiring a permanent employee. However, we understood that a successful placement demanded a commitment of time and resources to develop their skills and knowledge, ensuring a truly beneficial experience."
"The work experience placement benefited both parties. It allowed Causeway Coffee to manage its workload with additional support, and it gave the placement a significant advantage in the job market. The placement developed skills, knowledge, and confidence that will make them invaluable in their future job search. Our team found the experience surprisingly rewarding for everyone involved."
"The placement's fresh perspective, with insightful questions and innovative ideas, prompted Causeway Coffee to reassess some operational methods. This experience underscored the importance of fostering an open-minded culture and empowering staff. We maximised the training plan's effectiveness by granting the placement autonomy within a supportive framework, which resulted in positive placement engagement and business benefits.."
"Although the placement lasted only 13 weeks, the training programme forced us to work quickly and focus on helping our placement gain experience in each aspect of our business. The programme's flexibility, which included frequent reassessments with the placement, created a dynamic learning environment. We often paused training to reassess our processes and make quick changes. This helped our placement work through ideas dynamically, with often immediate results. Clearly, Causeway Coffee benefited, as we tightened up and improved our systems and processes with fresh ideas."
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Monitoring the work experience placement
You can monitor the work experience placement by ensuring a member of staff is assigned to support the student.
A member of staff should be identified as a point of contact to support, supervise, and mentor the student during their work experience.
This person can also liaise with the student's school or college during the placement.
The work experience placement supervisor should:
- create a placement plan for the student
- contact the student prior to placement and let them know where to go on their first day
- welcome the student and carry out their induction to the company
- ensure the student is treated as a young adult who is making a valuable contribution to the team
- be approachable and offer positive feedback
- be the first point of contact for the student in any instance of absence
- encourage the student to reflect on what they have learned on a daily basis and how these new skills could enhance their CV
- where possible, meet with the student at the start and end of each day
- liaise with the school or college before, during, and after the placement
A teacher or representative from the school or college may want to make a visit during the placement or telephone to discuss how the placement is going and what the student is achieving.
Work experience review meeting
On the last day, where possible you and/or the placement supervisor should meet with the student to discuss their placement.
You may wish to discuss the following:
- the student's achievements
- lessons learned
- how the experience relates to their education and career plans
- if there are any positions coming up in the company they may be interested in
You will usually be asked to complete a student assessment form. This is a very useful document for the student as it can be used in the future as a CV reference.
Work experience feedback
You may also be asked to complete an employer assessment form for evaluation purposes.
This will allow a critical analysis to be carried out. All suggested recommendations/improvements should be followed up by the school or college.
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Providing work experience opportunities
Providing work experience opportunities - Keep Northern Ireland Beautiful (video)
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
Ian Humphreys, Chief Executive of Keep Northern Ireland Beautiful, explains how providing work experience opportunities has benefited their organisation.
An environmental charity, Keep Northern Ireland Beautiful campaigns directly to the public to bring about positive changes in behaviour.
Providing work experience opportunities is part of the organisation's ethos and in this video, Ian and Community Development Officer Nicola Murray, talk about how they prepare for new work experience students, tasks that the students get involved in, and challenges and benefits to the business.
In addition, work experience student Alastair Fenn, who has subsequently been employed by Keep Northern Ireland Beautiful in the role of Environmental Quality Assurance Officer, describes his experience of Business in the Community's Responsible Internship Programme and the opportunities it provided in helping to progress his career.
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Employing staff waiting for visa extensions: Section 3C leave
Check a job applicant's entitlement to work in the UK
How employers must take steps to ensure that a worker is allowed to work for you.
A new immigration system applies to people arriving in the UK from 1 January 2021. EU citizens moving to the UK to work will need to get a visa in advance. Employers need a sponsor licence to hire most workers from outside the UK. See employing EU citizens in the UK.
You must check that a job applicant is allowed to work for you in the UK before you employ them.
You can:
- check the applicant’s right to work online, if they’ve given you their share code
- check the applicant’s original documents
You can also check an applicant’s right to work by using an identity service provider that offers Identity Document Validation Technology (IDVT). You can find out more about IDVT in the employer’s guide to right to work checks.
British and Irish citizens cannot get an online share code to prove their right to work. You’ll need to check their original documents - for example, their passport or passport card - or use an identity service provider instead.
You do not need to do checks for existing employees from the EU, EEA or Switzerland if they came to the UK before 1 July 2021.
You’ll also need a sponsor licence to employ EEA and Swiss citizens coming to the UK to work from 1 January 2021.
You could face a civil penalty if you employ an illegal worker and have not carried out a correct right to work check.
You must not discriminate against anyone because of where they’re from. Sign up for email updates about the right to work policy.
Checking the applicant’s original documents
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Ask to see the applicant’s original documents.
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Check that the documents are valid with the applicant present.
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Make and keep copies of the documents and record the date you made the check.
What to check
You need to check that:
- the documents are genuine, original and unchanged and belong to the person who has given them to you
- photos are the same across all documents and look like the applicant
- dates of birth are the same across all documents
- if 2 documents give different names, the applicant has supporting documents showing why they’re different, such as a marriage certificate or divorce decree
If the applicant is not a British or Irish citizen, you’ll also need to check that:
- the dates for the applicant’s right to work in the UK have not expired
- the applicant has permission to do the type of work you’re offering (including any limit on the number of hours they can work)
- for students you see evidence of their study and vacation times
Read the guidance on how to carry out right to work checks and what documents you can accept.
Follow-up checks
If your employee’s right to work is time-limited, you’ll need to check their documents again when it’s due to expire.
Taking a copy of the documents
When you copy the documents:
- make a copy that cannot be changed, for example a photocopy
- make sure the copy is clear enough to read
- for passports, copy any page with the expiry date and applicant’s details (for example nationality, date of birth and photograph) including endorsements, for example a work visa
- for all other documents you must make a complete copy
- keep copies during the applicant’s employment and for 2 years after they stop working for you
- record the date the check was made
Make sure you follow data protection law.
If the job applicant cannot show their documents
You must ask the Home Office to check an employee’s or potential employee’s immigration status if they cannot show their documents or online immigration status.
This could be, for example, because they:
- have an outstanding appeal, review or application with the Home Office
- arrived in the UK before 1989 and do not have documents to prove their immigration status or right to work
You must also ask the Home Office to check their status if they have:
- a digital or non-digital Certificate of Application that says you need to ask the Home Office to check their right to work
- an Application Registration Card
Application Registration Cards must state that the work the employer is offering is permitted.
The Home Office will send you a ‘Positive Verification Notice’ to confirm that the applicant has the right to work. You must keep this document.
If you need more help
Read the employer’s guidance on right to work checks if you need more help.
You can also contact the Home Office.
Employer Enquiry helpline
Telephone: 0300 790 6268
Monday to Thursday, 9am to 4:45pm
Friday, 9am to 4:30pm
Find out about call chargesFor application questions as a business (or representative) or a Tier 1 investor, contact the business helpdesk.
Business helpdesk
businesshelpdesk@homeoffice.gov.uk
For application questions, if you’re an educational provider or student sponsor, contact the educators helpdesk.
Educators helpdesk
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Keeping records of workers' documents
Records employers must make and keep to prove their workers are eligible to work in the UK.
A new immigration system applies to people arriving in the UK from 1 January 2021. EU citizens moving to the UK to work will need to get a visa in advance. Employers need a sponsor licence to hire most workers from outside the UK. See employing EU citizens in the UK.
When a prospective worker gives you their relevant documents to prove that they have the right to work in the UK, you must ensure they are valid and keep a record of them. You can keep a record of these documents by either photocopying them or scanning and saving them electronically.
You could face a civil penalty if you employ an illegal worker and haven't carried out a correct right to work check. See right to work checks: employer guidance.
Make sure the workers' documents are valid
You need to check that:
- the documents are originals and belong to the person who has given them to you
- the dates for the worker's right to work in the UK haven't expired
- photos are the same across all documents and look like the applicant
- dates of birth are the same across all documents
- the person has permission to do the type of work you're offering (including any limit on the number of hours they can work)
- for students you see evidence of their study and vacation times
- if two documents give different names, the person has supporting documents showing why they are different, eg marriage certificate or divorce decree
See check if a document allows someone to work in the UK and view a job applicant's right to work details.
You don't have to do further checks if the person has no restrictions on their right to work in the UK. You will have to make additional checks if they have a limited right to work in the UK - check if a document allows someone to work in the UK.
Take a copy of the documents for record-keeping
When you copy the documents:
- make a copy that cannot be changed, eg a photocopy or scanned electronic version
- for passports, copy any page with the expiry date, and applicant's details (eg nationality date of birth, and photograph) including endorsements, eg a work visa or Certificate of Entitlement to the right of abode in the UK
- for all other documents, you must make a complete copy
- keep copies during the worker's employment and for two years after they stop working for you
See right to work checklist and right to work checks: employer guidance.
You must ensure you comply with the General Data Protection Regulation (GDPR) and that you keep the right staff records for the correct time period.
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Penalties for employing illegal workers
Penalties you could face if you are found to have employed an illegal worker.
A new immigration system applies to people arriving in the UK from 1 January 2021. EU citizens moving to the UK to work will need to get a visa in advance. Employers need a sponsor licence to hire most workers from outside the UK. See employing EU citizens in the UK.
You can be sent to jail for 5 years and have to pay an unlimited fine if you’re found guilty of employing someone who you knew or had ‘reasonable cause to believe’ did not have the right to work in the UK.
This includes, for example, if you had any reason to believe that:
- they did not have leave (permission) to enter or remain in the UK
- their leave had expired
- they were not allowed to do certain types of work
- their papers were incorrect or false
Check your employees have the right to work in the UK and make sure their documents are valid.
Check your employees properly
You can also be penalised if you employ someone who does not have the right to work and you did not do the correct checks, or you did not do them properly.
If this happens, you might get a ‘referral notice’ to let you know your case is being considered and that you might have to pay a civil penalty (fine) of up to £60,000 for each illegal worker.
You’ll be sent a ‘civil penalty notice’ if you’re found liable and you’ll have 28 days to respond.
The notice will tell you how to pay, what to do next, and how to object to the decision.
Your business’s details may be published by Immigration Enforcement as a warning to other businesses not to employ illegal workers.
Read more about illegal working penalties.
You will not have to pay the civil penalty if you can show you made the correct ‘right to work’ checks.
Get help and advice
Call or email for help and advice on preventing illegal working.
Phone
Telephone: 0300 790 6268
Monday to Thursday, 9am to 4:45pm
Friday, 9am to 4:30pm
Find out about call chargesEmail
businesshelpdesk@homeoffice.gov.uk - if you’re an employer or Tier 1 investor
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eVisa
An eVisa is a digital record of an individual's identity and immigration status.
A new immigration system applies to people arriving in the UK from 1 January 2021. EU citizens moving to the UK to work will need to get a visa in advance. Employers need a sponsor licence to hire most workers from outside the UK. See employing EU citizens in the UK.
What is an eVisa?
An eVisa is a digital record of:
- an individual's identity and immigration status - for example, the type of visa they have or if they have indefinite leave to remain (settlement) in the UK
- the conditions of their status - for example, if they’re allowed to work or study in the UK
Biometric residence permits (BRPs) were replaced by eVisas on 2 June 2025.
eVisas and employers
An eVisa shows an individual's identity and immigration status, including their rights to work in the UK. The eVisa gives the individual a share code that they can provide to their employer to prove their immigration status.
For more information, see eVisas: access and use your online immigration status.
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Employing staff waiting for visa extensions: Section 3C leave
How employers can confirm their employees’ right to work while they’re on section 3C leave.
Section 3C leave allows individuals to remain in the UK while awaiting a decision on their visa extension application. This status is also referred to as Section 3C of the Immigration Act 1971.
When is an individual eligible for section 3C leave?
Section 3C leave is automatically granted when an individual submits an application to extend their UK leave to remain before their current permission expires (i.e., an "in-time" application).
Section 3C leave ensures their immigration status continues under the same conditions until a Home Office decision is made on their application. Due to processing times, an employee can wait for up to 12 months for a decision.
The employee will not receive a formal notification of their 3C leave status, but their right to work remains valid.
How to check an employees right to work
If an individual with 3C leave cannot obtain a share code to demonstrate their right to work, you can conduct a manual right-to-work check using the Home Office's Employer Checking Service (ECS).
You have 28 days to complete the ECS check. However, it's recommended that you use the ECS to confirm their continuing right to work as soon as you are aware the employee has 3C leave.
You are legally allowed to employ someone while awaiting the result, provided they have presented evidence that they made a valid, in-time application for further leave to remain. This will usually be an automated email from the Home Office confirming receipt of their application.
Provided the date of the email is earlier than the expiry date of the employee's previous leave to remain, their application is in-time.
ECS results can take up to seven days to process but may be longer during busy periods. You can continue to employ the person while awaiting confirmation.
What is considered a valid immigration application?
A valid immigration application can include:
- Visa extension applications made before the current visa expires.
- Indefinite Leave to Remain applications made before the current visa expires.
- Fee waiver applications made before the current visa expires if the individual cannot afford the application fee.
As long as the employee has made a valid application, their section 3C leave will continue and they can keep working until their application is processed. The Home Office acknowledges all applications with an automated email. The key thing to note is the date of the email i.e., the date of the person’s application.
Avoid unnecessary suspensions under section 3C leave
You should provide an employee with reasonable opportunity to prove that they continue to have a right to work. An employer should not suspend an employee on 3C leave without doing an ECS check. Provided the employee has evidence of submitting an in-time application and you have a positive ECS result, they may continue working. You only need to take action if the ECS check returns a negative result.
Further help
Read the employer’s guide to right to work checks.
You can contact the Home Office’s Employer Enquiry helpline on Tel 0300 790 6268 or email businesshelpdesk@homeoffice.gov.uk.
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InnovateUs and Skills Focus development programmes
Staff and business development: further education courses
The further education colleges and three main universities in Northern Ireland offer a wide range of accredited and bespoke courses that can be tailored to your staff and business needs.
Further education (FE) colleges and universities in Northern Ireland offer a range of accredited and bespoke courses that can be tailored to the specific needs of your staff and business.
Further education courses can be delivered at a time and place to meet the demands of your business in order to assist your company with staff development. Further education courses can help your employees learn new skills or enhance existing skills that can lead to innovation and business growth.
Further education courses
Courses on offer at each of the further education colleges include:
- Higher Education Degrees
- Foundation Degrees
- Higher National Diplomas and Certificates
- Higher Level Apprenticeships
- BTEC Diplomas at Level 1 and 2 and Level 3 Extended Diplomas
- Apprenticeships and Training programmes
- Professional and technical training
- Bespoke training for businesses
- Essential Skills - numeracy, literacy, ICT
- ESOL - English for Speakers of Other Languages
To find out more about the achievements of the six further education colleges, download the leaflet on Northern Ireland further education colleges (PDF, 424K).
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Further education: skills development programmes
List of further education skills development programmes in Northern Ireland.
There are a range of further education (FE) skills development programmes on offer.
InnovateUs and Skills Focus
InnovateUs and Skills Focus are skills development programmes, funded by the Department for the Economy and delivered across Northern Ireland by the six FE colleges.
Find further details on InnovateUs and Skills Focus development programmes.
Connected
Connected is an initiative between the six FE colleges, Queen's University Belfast, the Ulster University and the Open University in Northern Ireland to help businesses and the wider community to improve their performance by providing access to a broad portfolio of knowledge and technology support services.
Connected makes available academic expertise and resources that can bring measurable benefits to a business. It aims to develop interaction and stimulate innovation to benefit local companies and the Northern Ireland economy by encouraging, easing and increasing potential knowledge exchange links between academia and industry, particularly small and medium-sized enterprises.
Innovation Vouchers
Innovation Vouchers provide up to £5,000 of funding support for small to medium-sized businesses in Northern Ireland to help them to innovate, develop and grow. Funded by Invest Northern Ireland, the Innovation Voucher enables companies to seek knowledge and expertise from colleges and universities.
Typical projects include:
- ideas for new or improved products, processes and services
- product and service testing
- access to information and expertise on new materials
- tapping into research and scientific expertise
Read more on Innovation Vouchers.
Innovation Boost
Product development and innovation are at the heart of growth, but often need costly technology support. Previously known as Fusion, Innovation Boost can provide that support by helping to fund a high-calibre science, engineering or technology graduate and partnering you with a third-level institution with specific expertise.
The graduate is employed by you and is based in your company throughout the project (12 - 18 months) with mentoring from the academic partner and InterTradeIreland Innovation Boost consultant.
Funding available
- 18-month support package - worth up to £56,000/€67,900 typically in the area of new product/service development
- 12-month support project - worth £39,000/€47,400 typically in the area of process improvement
Read more on Innovation Boost.
Foundation degrees
Foundation degrees are higher education qualifications mainly delivered in local colleges that combine academic and work-related learning.
See Foundation degrees: providing higher education qualifications to improve employees' skills.
Assured Skills Academies
Assured Skills Academies are fully funded pre-employment training courses designed in conjunction with participating companies and delivered across Northern Ireland by the six further education colleges.
Find out more about Assured Skills: delivering skilled employees through fully funded pre-employment training programmes.
Higher Level Apprenticeships
A Higher Level Apprenticeship (HLA) is a workplace training programme which includes a combination of on and off-the-job training. The HLA programme currently offers qualifications from Level 4 up to Level 7, with FE colleges mainly delivering at Levels 4 and 5 and universities mainly delivering Levels 6 and 7. The majority of approved HLAs are at Level 5 (Foundation Degree), with some offering Level 6 (Honours Degree) and Level 7 (Master's Degree). HLAs may be available in the future at Level 8 (Post Graduate Award).
This is an all-age programme, with the apprentice in employment from the first day, and off-the-job training provided through the six local FE colleges, CAFRE or the three local universities.
Higher Level Apprenticeships are available in areas such as accountancy, digital marketing, applied industrial sciences, engineering, computing, construction, cyber security, software development, building services, child care, food and drink manufacture, hospitality and tourism, along with other occupational areas.
See Apprenticeships: delivering work-based training and qualifications to employees.
Knowledge Transfer Partnerships
The Knowledge Transfer Partnership (KTP) scheme helps businesses to innovate and grow. It does this by linking them with a university and a graduate to work on a specific project.
Each KTP is a three-way partnership between a business, an academic institution and a graduate. The academic institution employs the recently qualified graduate who works at the company. The graduate, known as the 'associate', brings new skills and knowledge to the business.
A KTP can last between 12 and 36 months, depending on the project and the needs of the business. It is partly funded by a grant. The amount businesses need to contribute is different for SMEs and larger companies. For further information see Knowledge Transfer Partnerships guidance from UK Research & Innovation.
ApprenticeshipsNI
ApprenticeshipsNI is a workplace training programme which includes a combination of on and off-the-job training. The ApprenticeshipsNI programme offers vocational qualifications at Level 2 and Level 3 and is delivered by all FE colleges and a network of non-statutory training contractors.
The apprentice is in employment from the first day of the programme, which is open to new employees or those moving to a new job role. All ApprenticeshipsNI frameworks are open to those aged 16-24 years old, with a number of frameworks in priority economic areas also available to all ages. Off-the-job training is provided through the six local FE colleges or a non-statutory training contractor.
Apprenticeships are available in a wide range of occupational areas such as electrotechnical, food and drink manufacturing, engineering, hospitality, plumbing, health and social care, construction and many more.
See Apprenticeships: delivering work-based training and qualifications to employees.
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InnovateUs and Skills Focus development programmes
How the InnovateUs and Skills Focus programmes can help employers develop the skills of their staff.
There are a range of further education (FE) skills development programmes on offer.
InnovateUs
InnovateUs is a skills development programme, funded by the Department for the Economy and delivered across Northern Ireland by the six FE colleges.
The programme is designed to encourage and promote opportunities for small businesses and FE colleges to work together. In particular, the focus of the programme is to enable small businesses, with fewer than 50 employees, to acquire the skills necessary to engage in innovation activities. Businesses can avail of up to 60 hours of mentoring support from a college expert to work on a project aimed at developing a new or modified product, process or service in a wide range of sectors.
By gaining these skills, small businesses can then exploit innovative opportunities or undertake additional forms of innovation, which will contribute to growth and development.
Skills Focus
Skills Focus is a skills development programme funded by the Department for the Economy (DfE) and delivered across Northern Ireland by the six FE colleges.
Skills Focus aims to support, promote and facilitate collaborative working between business and FE colleges, in order to provide tailored skills provision to small to medium enterprises with fewer than 250 employees. The purpose of Skills Focus is to meet business needs by increasing the skills levels and employability of the existing workforce to qualification level 2 and above.
Download further information on InnovateUs and Skills Focus (PDF, 276K).
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Promoting staff health and wellbeing - Riada Resourcing
In this guide:
- Support employee work-life balance
- Advantages of improved work-life balance
- Identify work-life balance problems
- Create a healthy work-life balance
- Work-life balance: Implement a flexible working policy
- Seven tips to improve work-life balance for employees
- Promoting staff health and wellbeing - Riada Resourcing
- Introducing flexible and family-focused workplace policies - Adventures Day Nursery
Advantages of improved work-life balance
List of benefits that promoting a healthy work-life balance brings to your business and your staff.
Promoting a healthy work-life balance through effective employment policies, a positive organisational culture, and practical support can deliver significant benefits to both your business and your staff.
Work-life balance advantages for employees
A good work-life balance helps employees feel more in control of their working life and supports:
- increased productivity
- better time management
- improved personal physical and mental health and overall wellbeing
- reduction in sickness absence and lower rates of absenteeism
- a happier and less stressed workforce
- staff feeling valued with their personal and family life respected
- higher levels of engagement, loyalty, and motivation
- reduced likelihood of staff turnover
- greater opportunities for career development and personal growth
Work-life balance advantages for businesses
Work-life balance initiatives can positively impact business performance by helping you:
- lower absence, sickness, and stress-related costs
- motivate and energise your workforce
- identify and implement more efficient working practices
- increase productivity, outputs, and competitive advantage
- boost staff morale
- improve customer service
- maximise operational flexibility to meet market demands through shift work, part-time work, and flexitime
- better manage seasonal peaks and troughs in business activity
- foster a more committed and positive workforce attitude
- reduce staff turnover, minimising recruitment and training expenses - see control staff turnover
- establish your business as an employer of choice, attracting top talent
By focusing on work-life balance, employers can build a happier, healthier, and more productive workforce, which directly translates into enhanced business success and a stronger competitive position.
See how Adventures Day Nursery introduced flexible and family-focused workplace policies.
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Identify work-life balance problems
Signs that can tell employers that their staff are suffering from a poor work-life balance.
Employers often find it challenging to gauge whether their employees are struggling to balance work and personal life. Recognising the signs of poor work-life balance early can help you take the right steps to support your staff and improve overall wellbeing and productivity.
Common signs of poor employee work-life balance
If your staff are exhibiting several of the following symptoms, it may indicate an unhealthy work-life balance:
- missed deadlines
- unachieved targets or goals
- untidy or disorganised workspaces
- frequency of mistakes increasing
- decline in productivity and workplace engagement
- employees rarely taking holidays or adequate breaks
- signs of exhaustion with staff appearing withdrawn, fatigued, or stressed
- frequent overtime or working beyond contracted hours
- increased absenteeism due to stress, sickness, or emergencies related to dependants
- higher incidence of workplace conflict or tension among staff
- elevated employee turnover rates
Additional behavioural and health indicators
Beyond work output, poor work-life balance can manifest as:
- physical symptoms such as headaches, trouble sleeping, and general fatigue
- emotional signs like irritability, impatience, or mood swings
- employees feel guilty about taking breaks or time off
- loss of interest in hobbies and personal activities outside work
Timely recognition matters
Ignoring these warning signs can lead to long-term consequences, including burnout, reduced engagement, deteriorating mental and physical health, and ultimately higher costs for your business in turnover and lost productivity. Creating and promoting a healthy work-life balance is crucial to prevent these issues from escalating. If you observe several of these indicators within your workforce, consider taking proactive steps to foster better work-life balance by implementing flexible working policies, encouraging rest breaks
If you recognise a number of these symptoms affecting your staff and your business, you may need to take action to create a healthy work-life balance in your workplace.
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Create a healthy work-life balance
Practical ways that employers could improve the work-life balance of their staff.
There is no one-size-fits-all formula for an ideal work-life balance, as it depends on your business’s operational needs and your employees’ unique circumstances. However, employers can take several practical steps to support staff in achieving a healthier balance between work and personal life.
How to support staff with a healthy work-life balance
Set clear working hours and boundaries
Ensure employees clearly understand their working hours and any flexible arrangements. Define expectations around maximum working hours and encourage staff to avoid overworking or exceeding contracted hours to prevent burnout.
Clearly define job roles and goals
Use the SMART system to set goals that are specific, measurable, achievable, realistic, and time-based. Clear job roles and well-defined targets help employees focus on essential tasks and minimise time wasted on low-priority activities, boosting productivity and reducing stress.
Streamline work processes for efficiency
Review and simplify complex workflows to cut down unnecessary steps, allowing staff to complete tasks more efficiently without compromising quality. Streamlined processes reduce workload pressure and free up time for personal commitments.
Lead by example
Managers and senior leaders should model healthy work-life habits by taking full annual leave, respecting rest breaks, and disconnecting from work communications outside office hours. Showing this balance encourages employees to adopt similar behaviours.
Recognise and reward employee contribution
Acknowledging and rewarding good work increases staff motivation, engagement, and job satisfaction. Explain how individual and team efforts contribute to business success to foster a sense of value and belonging.
Foster open and effective communication
Create a supportive workplace culture where employees feel comfortable discussing work-life challenges. Regular, two-way communication between managers and staff helps identify early signs of imbalance and address issues proactively.
Provide support and training
Equip employees with the skills and resources they need to manage their time effectively. Offer training in time management, stress reduction, and resilience. Train managers to recognise signs of poor work-life balance and respond appropriately.
Offer flexible working options
Flexible working arrangements, including flexi-time, remote work, part-time roles, job sharing, and hybrid schedules, allow employees to tailor work around their personal lives. Flexibility enhances autonomy, trust, and productivity while supporting diverse needs, including neurodiversity. All eligible employees have the right to request flexible working.
Promote staff health and wellbeing
Support physical, mental, and emotional wellbeing through wellness programmes, workshops on healthy habits, stress management, and financial planning. Encourage breaks away from screens and physical activity during the workday to boost energy and reduce stress.
Cultivate a culture that respects work-life balance
Encourage boundaries, such as no need for immediate responses to emails outside working hours. Make work enjoyable by allowing staff to focus on preferred tasks and rotate roles to maintain interest. Organise informal social events like coffee catch-ups or family-inclusive gatherings to strengthen team bonds.
By implementing these strategies, employers can create an environment where employees feel valued, balanced, and motivated, leading to improved productivity, retention, and overall business success.
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Work-life balance: Implement a flexible working policy
How employers can implement a flexible working policy to help promote a healthy work-life balance for their staff - includes a flexible working policy template.
Achieving a healthy work-life balance is not just a one-off exercise, but a long-term commitment to operating your business in a way that respects your employees' responsibilities outside of their work commitments. Workplace policies designed to help your staff achieve and maintain a healthy work-life balance need to be tailored to your business and your employees.
Outline workplace flexible working rules
Drawing up a clear workplace policy on flexible working can have a positive impact on management by making it clear the circumstances in which a request for flexible working will be considered and approved. This saves management time and means that inconsistencies in management decisions are removed. It can also help employees by explaining their rights around flexible working.
Develop a flexible working policy
Employers looking to implement a flexible working policy to promote a healthy work-life balance should develop a clear, tailored policy that business needs with employee flexibility. Key steps include:
- Assess core business requirements: Identify what your business needs operationally to maintain productivity and service quality while allowing flexible arrangements.
- Consult employees and stakeholders: Engage your staff to understand their flexible working needs and preferences, and consult trade unions or staff associations if applicable.
- Define scope and eligibility: Decide which employees can participate and ensure your policy complies with employment law and does not discriminate unfairly.
- Outline clear procedures: Your policy should clearly explain:
- What flexible working is and the types of arrangements available (eg, flexi-time, remote work, hybrid working, job sharing.)
- The formal process for employees to request flexible working, including the requirement for written requests.
- The timeframe for responding to requests.
- How employees can appeal decisions.
- Maintain management support and leadership: Secure backing from senior management and demonstrate commitment through leadership example and communication.
- Communicate and train: Explain the policy clearly to all staff and update them on legal changes that may affect them. Provide training to managers on handling requests and recognising work-life balance issues.
- Implement trial periods: Consider piloting flexible working arrangements to gauge effectiveness and make adjustments before full implementation.
- Measure success: Use staff feedback, monitor performance metrics such as productivity, absenteeism, turnover rates, and customer satisfaction to evaluate the policy’s impact.
Read more on flexible working: the law and best practice.
Flexible working policy template resources
You can use a template to get you started with writing a flexible working policy that fits your organisation:
- The Equality Commission for Northern Ireland provides a model policy and procedure template on handling requests for flexible working (PDF, 1.07MB) suitable for employers to adapt for their business needs.
- Acas offers a comprehensive flexible working policy template, including guidance on handling requests, refusal grounds, and appeals.
Flexible working request templates
- Acas flexible request acknowledgement letter template.
- Acas flexible working request outcome letter request.
By following these guidelines and using established templates, employers can create a robust, flexible working policy that supports employee wellbeing, ensures legal compliance, and fosters a positive, productive workplace culture centred on healthy work-life balance.
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Seven tips to improve work-life balance for employees
Practical tips to help employers encourage a work-life balance amongst their staff.
By applying the following tips, employers can foster happier, more energised employees who are better able to focus, contribute, and stay loyal, benefiting both staff wellbeing and business success.
Tips to encourage a healthy work-life balance for your staff
Here are seven practical steps employers can take to develop a workplace that encourages a healthy work-life balance for all their employees.
1. Develop an inclusive workplace culture
Create a culture that respects diversity and values employees as whole individuals. When employees feel safe and supported in discussing their life outside work, including family commitments and personal interests, employers can better tailor support to their needs. Inclusive workplaces foster stronger engagement and wellbeing. See diversity, equality, and inclusion in the workplace.
2. Set realistic, clear goals using SMART criteria
Ensure staff know their targets and support them to achieve these. Set goals using the SMART system that makes targets specific, measurable, achievable, realistic, and time-based. Review employee performance regularly, including discussions to address potential problems, if they exist, so they can be dealt with early. See agreeing performance objectives with staff.
3. Maintain open and regular communication
Encourage ongoing conversations between your employees and managers to discuss progress, workloads, and challenges. This open dialogue helps identify stress or work-like conflicts early and allows timely adjustments and support. Provide time management training to staff to help improve efficiency and reduce overload. See engaging with staff.
4. Offer flexible working options
Flexible working arrangements such as remote working, hybrid schedules, flexi-time, job sharing, and part-time roles, empower staff to balance personal and professional demands. Flexibility improves autonomy, trust, and productivity and is a top factor for employee satisfaction and retention.
5. Promote and protect holidays
Encourage staff to take their full annual leave allocation. Instruct staff to disconnect from work when on leave by ensuring they don’t bring work phones or laptops on holiday. Employers can set a good example to their staff by taking their total allocation of holidays each year and assigning someone to manage things when they are on leave. See know how much holiday to give your staff.
6. Encourage regular breaks and physical activity
Support staff in taking short, frequent breaks, especially if jobs involve long periods of sitting. Integrating light exercise or movement improves mental clarity and reduces fatigue, enhancing daily productivity. Regular breaks and physical activity during the working day help sustain energy and focus. See hours, rest breaks and the working week
7. Make work enjoyable
Work is a major part of daily life, so making the workplace enjoyable boosts morale and lowers stress. Encourage employee feedback on improvements, facilitate team connections through projects, and organise social or wellbeing events such as health talks or charity fundraisers. See staff feedback, ideas, and forums.
For further details, see create a healthy work-life balance.
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Support employee work-life balance
Promoting staff health and wellbeing - Riada Resourcing
How Riada Resourcing, based in Coleraine and Ballymena, has cultivated a culture of health and wellbeing, benefiting both employees and the business.
For over 24 years, Riada Resourcing, with offices in both Coleraine and Ballymena, has been connecting top talent with leading companies across the UK and Ireland. As an Investors in People Gold organisation, Riada Resourcing is committed to fostering a thriving work environment that prioritises employee wellbeing, inclusivity, and professional growth.
Clare Budd, Marketing Manager and Riada Wellbeing Champion, alongside Arlene McConaghie, Riada Managing Director, share insights into how Riada Resourcing has cultivated a culture of health and wellbeing, benefiting both employees and the business.
Making staff health and wellbeing a business priority
"At Riada Resourcing, we're dedicated to supporting the health and wellbeing of our staff. Our management team recognises that a thriving workforce is essential to achieving shared success in today's dynamic workplace. We understand the direct correlation between employee wellness and productivity."
"We have integrated staff health and wellbeing into every aspect of our business model, making it a core value of the company. We provide comprehensive resources to address the physical, mental, and emotional needs of all our employees."
Gaining support and buy-in from staff
"Our journey to enhancing employee health and wellbeing was a collaborative effort, informed by valuable feedback from our staff and a deep understanding of modern workplace needs. Recognising the increasing demands of work-life balance and the holistic nature of wellbeing, Riada Resourcing actively engaged with employees through surveys, focus groups, and open discussions. This collaborative approach enabled us to design health and wellbeing initiatives that resonate with our employees' expectations and needs."
Introducing practical initiatives to promote employee health and wellbeing
"Riada Resourcing is proud to have three certified Health Champions who actively promote healthier lifestyles and foster a supportive work environment. These champions lead initiatives to address stress management, mindfulness, financial wellness, and mental health first aid. Our buddy system further enhances this support network by providing confidential spaces for colleagues to connect."
"Riada Resourcing has implemented initiatives to foster a culture of recognition and appreciation. Our Value VIP peer recognition programme celebrates employees who embody our core values, fostering a sense of camaraderie and mutual respect."
"The Riada Wellbeing Hub offers a wide range of resources to all staff, including expert advice, informative webinars, and access to local support services. This comprehensive approach gives our employees the tools and resources they need to thrive."
"To foster a strong sense of community, we organise various social events throughout the year, such as beach walks, couch-to-5K runs, breakfast mornings, and charity events. These events strengthen team bonds and cultivate a vibrant, collaborative culture."
"To further enhance our employee wellness programme, we've introduced enhanced maternity/paternity pay, flexible hybrid working options, dedicated wellbeing hours, and team-building days. We've also implemented performance-based bonuses and milestone recognition for birthdays and work anniversaries. In 2024, we expanded our benefits package to include private healthcare for all staff."
Work Well Live Well accreditation
"Our commitment to staff wellbeing has been recognised with the prestigious Work Well Live Well accreditation, a joint initiative of Northern Ireland Chest Heart and Stroke (NICHS) and the Public Health Agency (PHA). This accreditation acknowledges our proactive approach to creating a supportive work environment and has guided the development of a three-year Work Well Live Well action plan that prioritises staff wellness as a core business principle."
The impact of prioritising staff wellbeing
"Prioritising employee health and wellbeing has welcomed significant benefits for individual employees and the organisation. This includes improved health outcomes, boosted morale, and a more motivated, productive workforce. Our activity has increased retention rates and enhanced our ability to attract top talent. We're proud to have a workplace where our employees can thrive."
"With the unwavering support of our senior management, we have cultivated a positive and supportive workplace environment, strengthened team cohesion, and enhanced collaboration. This has empowered our employees to feel valued and supported in both their professional and personal lives."
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Support employee work-life balance
Introducing flexible and family-focused workplace policies - Adventures Day Nursery
How Adventures Day Nursery in Belfast has implemented family-friendly initiatives in the workplace.
Adventures Day Nursery is a private children's nursery in Belfast. The business opened in 2006 and since then has grown to employ over 25 full-time and part-time staff.
Maria McDonagh, Manager at Adventures Day Nursery, explains how they introduced family-friendly initiatives to help and support their employees.
Prioritise your policies
"During the last five years, we have introduced workplace initiatives to ensure our staff have the best possible work-life balance. We encourage employees to suggest workplace schemes that will benefit them.
Our challenge has been to implement rewarding initiatives that are low-cost. For example, we offer job-sharing and have implemented support so that pregnant employees have the option to transfer to lighter duties and shorter shifts. We also have an open-door policy so that management is available to staff at all times.
We have introduced initiatives to reduce stress and offer staff support on a personal level. We ensure we have adequate cover when employees need to take time off work at short notice. To help reduce financial pressures for our staff, we enable them, if needed, to receive part of their salary in the middle of the month rather than having to wait until payday.
Our 'special leave' policy allows staff paid time off during a bereavement or family celebration. Employees may also take unpaid leave when needed. We also have a 'sunshine hours' policy - this allows staff to finish shifts early on a rotational basis whenever the weather is good."
Consult and communicate with staff
"A big challenge we have faced in implementing family-friendly initiatives has come from ensuring that our policies are fair to all our staff. Not all of our employees have dependent children, so we have made sure to have other initiatives that benefit and appeal to all workers.
Our staff are always involved in helping to create new initiatives. Schemes are proposed through our staff suggestion scheme, and at the monthly one-to-one meetings.
The rules for each initiative are discussed and agreed upon with all staff to ensure a high degree of fairness across all policies.
Also, as a service provider, we must ensure our staff initiatives do not negatively affect the quality of service we provide to our customers. We minimise business risks by creating a supportive environment, where staff are happy to assist and support each other.
All staff are made aware of workplace initiatives at their induction programme, their monthly meetings, and through the monthly staff newsletters."
Review and update your policies
"We regularly review our policies to ensure that we are compliant with legislation. As the nursery manager, I attend seminars and conferences to ensure we maintain our legal responsibilities."
Measure success
"We use questionnaires and one-to-one meetings to get feedback from staff. These help us to identify the initiatives that have benefited the organisation. The measures we evaluate against the schemes include improved morale in the business, lowered sickness and absence rates, low staff turnover, and customer satisfaction.
We have also won awards for our commitment to supporting our staff, and for the service, we offer our customers."
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