BEGINNING EMPLOYMENT
1 Recruitment
Seeking to attract the ‘right’ people to your organisation is a worthy ambition but often an elusive one. This chapter discusses the first steps in the recruiting process including job analysis, recruitment advertisement, application forms, discrimination and much more. A number of useful example documents are provided including an Example Recruitment Policy and Procedure and an Example Person Specification.
2 Selection
Selection examines the process of selecting the ‘best fit’ applicant to fill the job vacancy including the process of shortlisting from application forms or CVs against the person specification criteria and then looking at the other selection methods available, such as interviewing and testing. An Example Selection Criteria Form and Example Letter Requesting a Reference are amongst the many example documents supplied.
3 Contracts of employment
The contract of employment may be as flexible or rigid as the parties think is suitable but the written statement of particulars must be presented in accordance with legislation. This chapter discusses both these important documents and concepts such as offer, consideration, acceptance and termination are examined. An Example Contract of Employment in short and long forms are included to be adapted to your needs.
4 Induction
Induction is a process that is used by employers to introduce employees to their organisation. Induction programmes will vary enormously from one organisation to another but this chapter aims to provide an overview of the topic and discussion of what should be considered when drawing together the policy and procedure. The example documents provided are: an Example Induction Policy and Procedure and an Example Induction Checklist.
DURING EMPLOYMENT
5 Equal opportunities
Sometimes an organisation must support certain values and ethics because they are enshrined in the law, but increasingly organisations are choosing to recognise positive values such as diversity because of their beneficial impact and not they must. This chapter discusses the legislation that supports equality for workers on the grounds of: sex, race, disability, sexual orientation and religion or belief. It also looks at the important issues of harassment and bullying. An Example Equality and Diversity policy and an Example Inappropriate Behaviour Policy are also included.
6 Atypical and part-time working
The days of working 9 to 5 are over de to all sorts of reasons: people need and want to shape their working lives around everything else they do and often organisations too must function on a varied timetable to meet business requirements. This chapter looks into some of the many aspects of this topic including: agency workers, teleworking, home working and the right to request to work flexibly. The example documents provided are an Example Job-share Scheme, an Example Flexible Working Policy and an Example Part-time Working Policy and Procedure.
7 Training and development
The process of writing and implementing a training and development policy will differ based on an organisation’s unique business requirements, however, there are some basic issues that must be considered by all employers, no matter what sector or type of organisation they are. This chapter addresses issues such as the link with the overall business plan, having a meaningful and well-thought-through training and development budget, deciding what training and development is appropriate and how that will be delivered and the role of employees and managers. An Example Training and Development Policy and Procedure are provided for adaptation amongst other useful example documents.
8 Reward
A key aspect of the employment relationship is the reward package agreed in exchange for the work to be done. Reward will be part of an employee’s attraction to a post, an aspect of why an employee stays or goes elsewhere for work and his or her motivation to continue working. This chapter discusses different good practices and legal issues connected to reward such as pay, allowances, incentives and benefits. The example documents provided are: an Example Pay Policy and an Example Extract from a Written Statement of Terms and Conditions of Employment.
9 Performance management
In most organisations people are the crucial commodity and as individuals they will respond to change, challenge, workload and so forth very differently. To be able to ensure that all employees understand their roles, can do them effectively and know how their performances need to develop performance management is crucial. An Example Performance Management Procedure and an Example Appraisal Scheme are two of the example documents provided.
10 Discipline
Disciplinary problems are NOT inevitably destined to lead to unsatisfactory outcomes, although sometimes it is difficult to believe otherwise. This chapter differentiates conduct issues from capability and examines issues such as gross misconduct, right of accompaniment and the overlap between discipline and grievance procedures. Example Disciplinary Procedures for Medium to Large and Small Organisations are provided for you to adapt and use immediately.
11 Capability
If an employee’s underperformance is due to reasons beyond his or her control, it may be an issue of capability. This chapter considers the procedure that should be followed to handle a capability problem and explains in detail how and why this procedure should differentiate from a disciplinary one. Useful example documents that are provided for immediate application include an Example Capability Procedure (Including Ill-Health) for Medium to Large Organisations and an Example Medical Report Consent Form.
12 Grievances
Providing disgruntled employees an outlet for their grievances makes procedural sense but it is also a good sign that your organisation is ‘forward thinking’. This chapter describes the purpose of a grievance procedure and the legal and good practices that should be considered while drafting one. An Example Grievance and Disputes Procedure for Unionised Organisations and one for Non-Unionised Organisations are provided amongst the useful example documents designed to be adapted by you.
13 Data protection
Safeguarding the privacy of individuals while trying to run your organisation efficiently might sometimes feel like a precarious balancing act. This chapter explains the sources of regulation in this area and some practical solutions to apply to your workplace. An Example Employee Data Policy and Procedure is supplied for adaptation.
14 Health and safety
There is an implied term in every contract of employment that an employer will take responsibility for certain health and safety provisions for its employees. This chapter examines this topic with the intention of guiding the reader through the design of health and safety policies. An Example Health and Safety Policy Statement and an Example Risk Assessment Checklist are two of the useful example documents supplied.
15 Time off
There are a wide variety of reasons time off from employment is required. This chapter discusses many of the statutory provisions including holiday, jury service and family friendly time off rights. It also discusses the provisions that some organisations are choosing to offer such as time off for fertility treatment and religious festivals. The example documents provided are: an Example Management of Religion or Belief in the Workplace Policy and Example Family Friendly Policies.
16 Employee involvement and communications
Organisations that communicate openly are also likely to be employers of choice. This chapter covers direct and indirect communication mechanisms that can be adopted by a variety of organisations. This includes important topics such as the requirements of the Companies Act 1989, works councils, health and safety, business transfers, redundancies and pensions. The example documents provided are: an Example Internal Communications Policy, an Example Joint Consultative Committee Constitution, an Example European Works Council Policy and an Example Collective Agreement.
17 Employee handbook
The employee handbook should be an essential employee management tool for all organisations. It should be used to ensure all employees understand the policies and procedures of their organisation and that they are easily accessible in one document. This chapter considers how to draw together the required information for an employee handbook, format it and communicate its contents to the appropriate recipients. An Example Employee Handbook is provided that can be shaped into a document appropriate for your organisation.
ENDING EMPLOYMENT
18 Resignations and retirements
Employees will choose to leave an organisation and it is worthwhile to be prepared in advance. This chapter discusses the legal and practical details of retiring and resigning including giving notice, garden leave, pay in lieu of notice, references, the Data Protection Act 1998 and more. The example documents provided are: an Example Letter Acknowledging Receipt of Resignation, an Example Retirement Policy, an Example Reference Checklist for Former Employees and an Example Exit Interview Proforma.
19 Dismissal
It is often a difficult decision to make, but dismissal is a necessary event in the world of work. This chapter explains the systems and documents that enable an organisation to dismiss fairly. Important aspects of the topic such as the notice period, tax implications and unfair dismissal claims are considered alongside the inter-relationship between disciplinary, capability, grievance procedures and dismissal. The example documents provided are: an Example Statement of Reasons for Dismissal in Response to a Request by an Employee and an Example Compromise Agreement.
20 Redundancy
In the competitive and volatile world of work there are few organisations that avoid making redundancies at some stage. This chapter covers the redundancy process and includes discussion on topics such as fair selection, consultation and alternative employment. The example documents provided are: an Example Record of 1:1 Consultation Meeting, an Example Redundancy Notification Letter and an Example Security of Employment Policy and Procedure.
21 Pensions
Pensions should no longer be ‘the’ overlooked benefit particularly as of October 2001 when it was made a legal requirement that all employers with five or more employees offer ‘relevant employees’ access to a stakeholder pension scheme unless a suitable alternative was being offered. This chapter covers stakeholder pensions and group personal pensions providing example documents including: an Example Stakeholder Consultation Letter, an Example Salary Deduction Authorisation and Employee Procedure Statement and an Example Announcement Insert: Scaled Employer Contribution.