If you are a business and is considering one or more employees redundant in order to observe the distribution of jurisdiction is in itself reduces the risk of labor disputes. In this article we work as a lawyer can help if you need to make redundancies.

Taking into account otherOptions

Making someone fired a difficult decision is taken to ensure that, before the procedure, it is worth assessing whether other options are available. For example, employees can work at another site or to make them work less hours, either on a temporary or permanent? If you think you may be able to offer employees an alternative to dismissal, a lawyer working to be able to talk to you about these opportunities and help ensurethat your proposals are in line with the occupation.

Collective redundancies – Consultation and selection

To respect the work, you must follow the correct procedure if the worker is fired. If a single employee or a large number of redundant employees to do, should be consulted. Their employment attorney can learn to follow the correct consultation procedures.

You should talk to your workLawyer about how you plan to staff for redundancy, why choose the process must be fair and respect the laws of placement authority.

For example, while normally an employee's attendance record, performance and disciplinary records to consider when you made ​​your selection, selection criteria, you must be consistent and make sure that you are not against the other aspects of employment law such as the Disability Discrimination Act. It is also necessaryknowledge of it, such as an employee for any reason may be that they are unfairly dismissed. For example you can not make an employee redundant, simply because he or she works part-time or on maternity leave. Your employment lawyer will be able to discuss what the unfair dismissal with you the details.

Once you go to staff who are selected for redundancy, you need to know. Your lawyer will tell you how this and thisHelp them write the letters necessary to ensure they are in line with the occupation.

Calculate compensation

At the time of discharge should tell them how much they are paid. Employees who have worked for your company, for two years or more legally legally require severance pay. The amount of money they receive is, depending on the number of years, so if you want, worked their age and height arewant to earn.

They are, lay off employees, you may have to condemn them to pay in advance (sometimes referred to as Pilon). The amount of money they receive on the amount of communication that said their termination of employment in the work that you gave them when they took their dependent.

Their lawyer work can help you find out what employees are entitled. You must alsoeach worker a written statement to show them how your compensation worked. Their lawyer letters project work can help to ensure that they comply with redundancy.

can not simply complain about the fee for the waiver of the right to a pension or payment for vacation or ill have earned are offered, the employee is already in possession, but must be something of value, in addition to any existing rights of the employee . An example would be the equivalent of a lump sum pay the employee a percentage of annual salary of an employee or penaltiesfor a specified period after termination. The signature of the employee and the continuation of consideration of the principle indicates your agreement to the terms of the contract.

Federal law, the OWBPA provides specific requirements for a "voluntary" release of ADEA claims to know and ensure that the employee waive any opportunity to make an informed choice about whether or not to sign. There are disclosure requirements under the Statute, if waivers arerequested by a group or class of workers. Even if they meet the exemption from the requirements, an exception in years of credits, as a waiver of Title VII and other discrimination is void and inapplicable if an employer fraud, used undue influence or other improper conduct in order to forcing employees to sign him, or if it contains a material error, omission or false information.

If a decision of employers, their workforce in order to reduce redundancy or dismissal of a group of employees, typicallydo this for two types of programs: "exit incentive programs" and "other post-employment programs." If the waiver is offered to employees in connection with any of these types of programs, the employer must provide sufficient information on factors that make for employees, which can be used to determine off, if older workers were terminated, and were younger managed were established. Even if you leave amicably with your employer, be sure to ask for advicethat you should sign, if the conditions are appropriate, and if you ask your employer to change the conditions. Make sure you understand what is given in return for severance pay or benefits. The employer has his lawyers, and human resources department is working against you. You need both human resources and legal expert at your side to help in the better-off!

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Design, consultancy and selection.

The process of redundancy can be divided into three main components, planning, consultation and selection. The key to successful implementation of the dismissal, which offer no possibility of mutual communication. Staff should be given about the intentions of the employer and the opportunity to express their opinion at any stage of the process air.

shows in the planning of redundancies, an employer must prepare a plan as to who hisredundant and give valid reasons why the person or persons were selected. These plans must be discussed with employees in good time so that employees a reasonable period to apply for a new position in the dispute or to have the proposal. It 'also the employer's responsibility to listen and consider alternatives to redundancies that make the employees.

The next part of the dismissal, the process is the advice. In effect, this means that the employerinform workers' representatives such as trade unions to review the decision and reasons. Otherwise, this could result in a Labour Court to award a prize of worker protection. This means that to keep employees and the employer must continue to pay for a period of time, whether they actually work or not. There are also some procedures that depend on the number of employees who are laid off will follow. If the number to more than 20, butless than 100, the employer of the Department for Business Enterprise and Regulatory Reform (Berr) 30 days to verify before discharge. If the number of over 100, then Berr should know 90 days prior to any decision.

Fair and impartial.

The selection process must be seen to be fair and impartial. If you are based on all forms of discrimination on grounds of race, disability or age, then the potential for an employee in this way, treated to a claim for starting legalDismissal. Throughout the process employees must be informed of the reasons for his dismissal and to have enough time to react.

The alternative to dismissal by the employer's offer of alternative employment for workers in society, even if the employee has the right to refuse them. Work must pay offer similar capabilities and require similar operations under conditions similar to those of the previous work of the employee. If the alternative job offer is made, must be made before thefinish current work but not more than four weeks after it was finished. Much of the right of dismissal by the employer is the basis of common sense and courtesy of the round. However, he could ignore the finer points of legal conduct an investigation by a court dismissal.

The main problem was that it was not made clear how that figure was reached. There were three potential reasons why the Tribunal awarded her that amount:

* It was compensation for the loss of protection against unfair dismissal which it would have taken the employee until 17 May 2006 to acquire; or

* It was compensation for the loss of the right to long notice which she had built up with the employer and did not receive; or

* Both.

The employer appealed against the amount awarded to the Employment Appeals Tribunal (?EAT?). It argued that the Tribunal had erred in awarding the sum of ?1,420 for ?loss of statutory rights?. The employer said that in making this award the Tribunal had used the conventional label for compensation for loss of protection from unfair dismissal and such an award normally attracted an award of around ?250. By awarding the employee ?1,420 the Tribunal had wildly exceeded its discretion, perhaps due to undue sympathy for the employee.

The employee submitted that the Tribunal had acted within its powers and that the sum of ?1,420 was awarded to reflect the fact that she had lost her statutory rights. Considering she had been employed for over 10 years, she believed that she was entitled to 10 weeks notice which would take a further 10 years to build up again, and therefore the award was justified.

The appeal was allowed. The EAT ruled that the Tribunal had failed to explain why it had reached the conclusions which it had and had awarded almost six times the usual amount of compensation without an appropriate justification. Although the employee had been employed for more than 10 years and would have accordingly been entitled to compensation for the loss of the right to long notice, it was not appropriate to calculate the amount by applying the simple arithmetic multiplier which was relied upon by the Tribunal. In addition, there were no submissions made by the employee before the Tribunal regarding loss of right to long notice, and therefore an award should not have been made in this regard.

The EAT ruled that the award would be recalculated by the same Tribunal after hearing the appropriate submissions.

? RT COOPERS, 2006. This Briefing Note does not provide a comprehensive or complete statement of the law relating to the issues discussed nor does it constitute legal advice. It is intended only to highlight general issues. Specialist legal advice should always be sought in relation to particular circumstances.

Media Law & employment law firm advising media and entertainment industry films, TV, Television, Music lawyers, Media Lawyers, Entertainment Lawyers Media Contract, Employment solicitors, employment law, employment lawyers, employment law firm, Redundancies, Unfair Dismissals, Breach of Contract, Workplace Disputes, TUPE Transfers, Drafting Employment Contracts, Grievance Procedures, Disciplinary Procedures, Maternity Rights,Discrimination, Employment Disputes, suspensions, wrongful dismissal, Equal Pay, Media Copyright.

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On one occasion in 2000, the employee applied for a vacancy as a bar manager. He was informed that the position no longer existed due to the restructuring of the catering department. Following the restructuring in 2004, the position was again advertised both externally and internally. This new position was for the management of three bars which existed within the hotel. The employee expressed a desire to take on the management of the cocktail bar, but no such position existed. The employer said that bar manager role was for all three bars. As the employee did not want to manage all three, he did not apply for the role.

The employee then commenced grievance proceedings against the employer and resigned in early December 2004. He complained that he had been continually overlooked for the position as bar manager. He issued proceedings before the Employment Tribunal (Tribunal). He argued the following:

* The failure to promote him to bar manager was due to racial discrimination by the employer; and

* The grievance procedure was tainted by racial discrimination.

The Tribunal ruled against the employee as there was insufficient evidence to prove racial discrimination by the employer. The employee subsequently appealed to the Employment Appeals Tribunal (EAT). The appeal was dismissed.

The EAT found the following based on the facts presented before them:

* The positions had been advertised both internally and externally

* The applicants who had been assigned to the positions had actually applied for them

* The employee had not applied for those positions; and

* When the employee had applied for the position of bar manager, the position did not exist.

The EAT held that the applicants who had been appointed to the positions would have been treated in the same way as the employee. In those circumstances, the employee failed to make out a case for racial discrimination. The Tribunal was entitled to rule that there was no discrimination.

RT COOPERS, 2006. This Briefing Note does not provide a comprehensive or complete statement of the law relating to the issues discussed nor does it constitute legal advice. It is intended only to highlight general issues. Specialist legal advice should always be sought in relation to particular circumstances.

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The employees marriage with his wife broke down. He was summarily dismissed for gross misconduct on 10 September 2005. A number of issues relating to his conduct were complained of, the most material of which was the allegation that on 7 September he had taken the sum of 600 from the employers safe without consent. He appealed against his dismissal but was unsuccessful. The employee then began Tribunal proceeding on the grounds that he had been unfairly and wrongfully dismissed.

At a pre-hearing review, the Tribunal struck out the employees two claims on the grounds that they had no reasonable prospect of success. From the answers given to the Tribunal by the employee, the Tribunal adduced that he had in fact taken the 600, an act which clearly amounted to gross misconduct, and that therefore his dismissal had been within the reasonable range of responses available to the employer. The employee appealed to the Employment Appeals Tribunal (EAT).

The employee argued that the Tribunal had erred in taking for granted the employers reason for his dismissal, especially as the employee had disputed its genuineness. He had made it clear that the allegations leading to his dismissal had been linked to the breakdown of his marriage. In such circumstances the Tribunal should have adopted a different procedure.

The appeal was allowed. The EAT ruled:-

* that the Tribunal had not heard evidence from the parties before reaching its decision.

* As the employee had made allegations concerning the impropriety of the proceedings brought by the employer, the case was not suitable for the summary procedure used by the Tribunal.

* The tribunal should have considered that even though the taking of the sum of 600 from the safe could have amounted to gross misconduct, the employee may not have needed permission to do so as he was a director of the employer company.

* Furthermore, the Tribunal had neglected to consider the procedural fairness of the dismissal.

Under the above circumstances, the Tribunal had erred in striking out the employees claim. The EAT ruled that the should be heard before a fresh tribunal for reconsideration.

RT COOPERS, 2006. This Briefing Note does not provide a comprehensive or complete statement of the law relating to the issues discussed nor does it constitute legal advice. It is intended only to highlight general issues. Specialist legal advice should always be sought in relation to particular circumstances.

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The main problem was that it was not made clear how that figure was reached. There were three potential reasons why the Tribunal awarded her that amount:

* It was compensation for the loss of protection against unfair dismissal which it would have taken the employee until 17 May 2006 to acquire; or

* It was compensation for the loss of the right to long notice which she had built up with the employer and did not receive; or

* Both.

The employer appealed against the amount awarded to the Employment Appeals Tribunal (EAT). It argued that the Tribunal had erred in awarding the sum of 1,420 for loss of statutory rights. The employer said that in making this award the Tribunal had used the conventional label for compensation for loss of protection from unfair dismissal and such an award normally attracted an award of around 250. By awarding the employee 1,420 the Tribunal had wildly exceeded its discretion, perhaps due to undue sympathy for the employee.

The employee submitted that the Tribunal had acted within its powers and that the sum of 1,420 was awarded to reflect the fact that she had lost her statutory rights. Considering she had been employed for over 10 years, she believed that she was entitled to 10 weeks notice which would take a further 10 years to build up again, and therefore the award was justified.

The appeal was allowed. The EAT ruled that the Tribunal had failed to explain why it had reached the conclusions which it had and had awarded almost six times the usual amount of compensation without an appropriate justification. Although the employee had been employed for more than 10 years and would have accordingly been entitled to compensation for the loss of the right to long notice, it was not appropriate to calculate the amount by applying the simple arithmetic multiplier which was relied upon by the Tribunal. In addition, there were no submissions made by the employee before the Tribunal regarding loss of right to long notice, and therefore an award should not have been made in this regard.

The EAT ruled that the award would be recalculated by the same Tribunal after hearing the appropriate submissions.

RT COOPERS, 2006. This Briefing Note does not provide a comprehensive or complete statement of the law relating to the issues discussed nor does it constitute legal advice. It is intended only to highlight general issues. Specialist legal advice should always be sought in relation to particular circumstances.

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The applicants original application was presented to the Employment Tribunal on 13th January 2004 he claimed discrimination and victimisation. On 17th January the Employment Tribunal dismissed the claim orally on the ground that it had been presented after the three month time limit. The Employment Tribunal also said it would not be just and equitable to extend the time limit. In addition, at a full hearing on 4th March, it was considered whether the other claims made by the applicant should be struck out due to the Employment Tribunal not having jurisdiction to hear them. Eventually, at the full hearing, the Employment Tribunal decided against the applicant who promptly stormed out of the room.

The respondents made an application for costs. The tribunal declined to consider the costs application in the absence of the applicant, and adjourned the case until 20th May. When the case came to be heard, one of the lay members who was present on 17th and 4th was absent, and the applicant was not happy to proceed with just two members.

A new lay member was appointed and the Employment Tribunal heard oral and written evidence from both sides, as well as a witness statements and oral evidence from the applicant.

The Employment Tribunal held that the costs of the hearings on the 4th and 20th were attributable to applicants unreasonable conduct in bringing his remaining claims which were both misconceived and unreasonable. The applicant appealed to the Employment Appeals Tribunal.

His appeal was dismissed for the following reasons:

* For the purposes of the three month time limit, time ran from the date of the act of discrimination or victimisation. The act which the applicant was relying on in bringing the claim was the failure by the respondent to shortlist him for a position on the training course. This occurred at the very latest by 6th October, when he received the letter rejecting him. As the original application was presented to the Employment Tribunal only on 13th January, the deadline had been missed and the Employment Tribunal had not erred in treating the application as being out of time.

* It was clear that the Employment Tribunal had considered not proceeding with the claim. They decided that in the interests of the overriding objective they should appoint a new lay member in order to dispose of the issues before them fairly and expeditiously. The new Employment Tribunal heard extensive and new submissions from the applicant. This meant it was not inappropriate for them to consider the issues of fact relating to the March hearing, despite the Employment Tribunal being made up of only two of the original three members.

RT COOPERS, 2006. This Briefing Note does not provide a comprehensive or complete statement of the law relating to the issues discussed nor does it constitute legal advice. It is intended only to highlight general issues. Specialist legal advice should always be sought in relation to particular circumstances.

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The employees contract stipulated a number of things:

* He had to show evidence that he held the technical qualifications required to work in the position of maintenance worker

* He was expected to take part in the on-call system; and

* The employer retained the right to vary the terms of his employment.

The employer asked the employee to show evidence of his qualifications. It came into question whether the employee was able to provide this evidence. As a result of this, the employer removed the employee from the rota for the on-call system on the grounds of safety. The employee therefore no longer received the extra payment for being on-call.

The employee relied on s13 of the Employment Rights Act 1996 and claimed that the employer had unlawfully deducted from his pay.

The Employment Tribunal held that the employer had been entitled to remove the employee from the rota on the grounds of safety. However, it was not entitled to deduct from his pay. The Tribunal had based its decision on three authorities upon which the parties had not relied nor made submissions. The employer appealed to the Employment Appeals Tribunal (EAT).

The employer submitted that the Tribunal had erred in its application of s13(3). Having found that the employer was entitled to remove the employee from the rota, the Tribunal should have found that the employer was entitled to deduct from the employees pay. As the employee was removed from the rota, he should not have continued to be paid. In addition, the employer argued that the Tribunal should not have relied on three authorities supporting its judgment upon which the parties had not had any opportunity to make submissions.

The appeal was allowed for the following reasons:

* The Tribunal should not have relied on any authority which the parties did not have an opportunity to make a submission. There had therefore been a material irregularity in the proceedings as neither the employer nor the employee had even mentioned the three authorities.

* The Tribunal had erred in its application of s13(3).

* The Tribunal should have concluded that there had been no unauthorised deduction of pay by the employer. If the employer was legally able to remove the employee from the rota, the employee was no longer entitled to the extra pay.

The decision would therefore reversed.

RT COOPERS, 2006. This Briefing Note does not provide a comprehensive or complete statement of the law relating to the issues discussed nor does it constitute legal advice. It is intended only to highlight general issues. Specialist legal advice should always be sought in relation to particular circumstances.

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Following the initial hearings, the employer released a quarterly newsletter which outlined that it was spending a large amount of money on defending employment claims. It made particular reference to two tribunal hearings which had cost in excess of 60,000. It also criticised employees and the trade union for pursuing unfounded allegations and making unwarranted demands for money. The two employees lodged grievances in response to the newsletter. They claimed the following:

* The employer had initiated the attempts at settlement;

* The employer had raised the prospect of financial settlement; and

* The newsletter had amounted to victimisation.

The grievance committee heard oral evidence on the discussions between the parties in their attempts to reach a settlement, however, it was decided that the grounds for the grievance had not been established. The employees then began new tribunal proceedings.

At the new hearings the employer challenged the admissibility of the evidence relied upon before the grievance committee by the employees. The employer argued that the evidence concerning the settlement discussions were protected by without prejudice privilege. The tribunal concluded in favour of the employer, and held that the evidence should have been inadmissible. It should be noted however that the tribunal also held that the references to the discussions in the grievance committees report would be admissible. If they were not, the case for the employees would be prejudiced. The employer appealed and the employees cross appealed.

The employer submitted that the references to the discussions in the grievance committees report should have benefited from the without prejudice privilege. They argued that the privilege was of more importance than the due administration of justice in relation to putting the case of the employees under severe prejudice.

The employees submitted that they should be allowed to use the references to the discussions in the grievance committees report, as that was the only evidence of what happened in the settlement discussions in support of their victimisation claims. They claimed that the allegations of unwarranted demands for money were not supported by what had occurred in the settlement discussions. Therefore, they argued that they should have been able to rely on the settlement discussions, despite them technically being subject to the without prejudice privilege, because there was an overriding public interest in eradicating the evils of victimisation. If they could not rely on the evidence they would not be able to present their case for victimisation.

The employment appeal tribunal held that the employees claims would have been too severely hampered were they not permitted to rely on the settlement discussions as evidence against the allegations that they had not made unwarranted demands for money. The employer, through the publication of the newsletter had brought the matter into the public domain, and subsequently could not rely on the without prejudice privilege. To prevent the employees from relying on the evidence in support of their victimisation claims would have been a clear abuse of a privileged occasion. The eradication of discrimination and victimisation was deemed more important than the protection of the without prejudice privilege. Therefore the appeal was dismissed and the cross appeal allowed.

RT COOPERS, 2006. This Briefing Note does not provide a comprehensive or complete statement of the law relating to the issues discussed nor does it constitute legal advice. It is intended only to highlight general issues. Specialist legal advice should always be sought in relation to particular circumstances.

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