Employment law developments 2013 2014

HR for Smaller Businesses

Employment law on the horizon

2013 - 2014

Small Business HR

Tel: 01628 820515/6

Page | 2 © HRR Solutions Ltd 2013

ForwardForwardForwardForward

Bill Larke

Director

If you run a smaller business you might be forgiven for thinking that employment law is

stacked against you. The reality is that it isn’t, and the following pages may go some way to

allaying some of your concerns in this regard.

From this summer it’s going to get harder and more expensive for employees to bring

employment tribunal claims and potential and compensatory claims upper limits will, for the

vast majority of employees, be substantially lowered.

In my blue chip past I remember trying to help a company dismiss an employee in Italy with

less than 2 years’ service. It cost the company more than double the annual salary and the

management time invested was colossal. In the UK we have several fair categories of dismissal

(dependent only on the correct process being followed) and a two year run with an employee

before we really have to commit. That’s something the large HR companies (usually based

around insurance policies) would rather you didn’t know.

Complying with law is important (and we can help do that) but people performance is crucial

for small business, arguably more so than for blue chip companies. By focusing on good

practices and managing performance you’ll give your business the capability to grow margin

and customer base, and that’s what decent HR support should try to help you achieve.

Please feel free to call me for an informal discussion or to arrange a quote – we don’t employ

sales staff, so there’s no pressure & no obligation! Now on to the 2013-14 updates, many of

which will apply from ‘summer 2013’, and although July 12th

has been rumoured, we’re not

able to conform a precise date yet.

Bill Larke

Director

By email & on the web

[email protected]

www.myhrdept.co.uk

By phone

01628 820515

01628 820516

By post

Unit 3 The Switchback Office Park

Gardener Road

Maidenhead SL6 7RJ


“It’s a great service delivered through

very capable and trustworthy people.”

“We’ve been working with myhrdept for more than 2 years, and Bill supports us personally on

matters of strategy, although myhrdept also provide HR support from the ground up with

everything from holiday advice to compromise agreements, to HR systems.

It’s a great service delivered through very capable and trustworthy people. Their response

times are quick, their advice always pragmatic. We’ve got to know myhrdept very well and

feel that they understand us too. I’m happy to provide a reference as one very satisfied

customer.”

Scott Wotherspoon

Scott Wotherspoon is Chief Executive of Plum Baby UK, a business employing 20 staff

revolutionising the nutrition of the next generation.


Page Page Page Page Contents Contents Contents Contents

HR & Employment Law

2 Forward

5 Confidential termination discussions

7 ACAS Early Conciliation

8 Tribunal fees and awards

9 Employer penalties

10 Employee shareholders

11 Other changes

13 Choosing an HR outsourcing partner

14 Testimonials – what our clients say

15 HR Services from myhrdept


Confidential termination discussionsConfidential termination discussionsConfidential termination discussionsConfidential termination discussions

From ‘summer 2013’ employment legislation will be amended to ensure that employers can

confidentially discuss leaving arrangements with employees, without fear of the employee

resigning and claiming dismissal on grounds of breach of ‘trust and confidence’ and citing the

conversation as evidence.

In practice this means that the employer may approach an employee with a proposal to leave

usually in exchange for some money and accompanied by a ‘settlement agreement’ (a legal

document requiring ratification by a solicitor on behalf of the employee) as an alternative to

some other proceedings e.g. performance management, disciplinary discussions etc.

However there are some important factors that will need to be born in mind:

• These should never be used to effect an ‘automatically unfair dismissal’, i.e. one

involving a number of protected grounds including unlawful discrimination e.g. if the

dismissal is tainted by discrimination e.g. the employee is pregnant or is to be

dismissed because of their sex, age, sexual orientation, race etc.

• The conversations should be carried out in good faith, not in a threatening way or

using undue pressure. At least 7 working days are required for the employee to

consider the offer.

• If the employee alleges that the conversation itself shows they have been dismissed,

that will be sufficient for a tribunal to regard the conversation as admissible.

• There may be (we don’t know yet) a right of accompaniment for employees during

discussions which could add further delays to the 7 working day consideration period.

There will be template letters available to employers who wish to have such confidential

conversations with employees, although at first sight we think these are likely to be quite

alarming for an employee on the receiving end. When the templates are finalised we


ConfidentialConfidentialConfidentialConfidential termination discussions termination discussions termination discussions termination discussions

will prepare versions with some explanatory notes for employees and employers, and these

will be available as usual on myhrdept for subscribers use, under our guidance of course.

We already have a legal instrument called a compromise agreement which to all intents and

purposes is similar to the new ‘settlement agreements’ and operates in a similar way.

A compromise agreement is a legal deed, usually drawn up by a lawyer or an HR advisor which

sets out the termination arrangements and payments in exchange for the employee agreeing

not to take legal action against the employer in a range of legal categories, including unfair

dismissal, discrimination etc.

It’s a complex thing but a very useful instrument in the right hands and can be used to end the

employment relationship with an employee in the absence of a valid dismissible reason or

alternatively where there might be a valid reason but where the employer (and employee)

would prefer to avoid the nastiness of a dismissal process.

With the correct advice in hand employers shouldn’t be too frightened of having these

discussions with employees, albeit with the same caveats that will apply to settlement

agreements (i.e. not using them to attempt to compromise unlawful discrimination etc.).

A typical routine for handling a comprise agreement (and a settlement agreement will be

similar):

1. Inform employee by letter/meeting (myhrdept to draft or advise on script) of the

issues and suggest a settlement as one option and if the employee wants to explore

this option further;

2. myhrdept drafts compromise agreement & reference

3. employer/employee agree terms as far as possible and reference wording

4. myhrdept prepares final pdf version of the compromise agreement

5. employee takes compromise agreement to solicitor who may charge employer (not

usually employee) a fixed amount, usually pre-determined in the agreement e.g. £250

6. Fully signed agreement (by employee and their solicitor) delivered back to the

employer

7. Employee leaves on designated date and all payments are subsequently made

The first £30K of compensation under such Agreements can be paid to the employee free of

tax.


ACAS Early ConciliationACAS Early ConciliationACAS Early ConciliationACAS Early Conciliation

Expected in 2014, Early Conciliation (EC) will apply to every employment tribunal claim, except

those being brought against the National Insurance fund e.g. for redundancy payments if the

Company has become insolvent. There are a few other limited exceptions too, but for our

purposes here we can see that EC will apply to the vast majority of cases.

If employees do not apply for EC their claims will be struck out.

How will it work?

1. The employee (or rarely, an employer) can fill in a short on-line EC form and submit it

2. If the employee (not the employer) does so then the ‘limitation clock’ (by which we

mean the time limits for bringing a tribunal complaint, normally 3 or 6 months) will

stop.

3. An ACAS officer will make contact with the complainant to gather details & to request

permission to contact the employer (either employee or employer may point ACAS

towards representatives at this stage.)

4. If conciliation is refused by either employee or employer, or it fails after a month, an

‘Early Conciliation Certificate’ will be issued and the employee is free to submit their

tribunal claim quoting the EC certificate number (no number = no claim.)

5. If the employee has applied for EC a further month is added to the limitation period

FROM THE DATE that the certificate is issued, e.g.

a. 1st

April – employee dismissed

b. 15th

May – employee submits EC form

c. 15th

June – conciliation fails and ACAS issues EC certificate

d. 30th June – the normal deadline for a tribunal unfair dismissal complaint

e. 14th July – the new deadline as a result of EC

There are several problems with the EC proposals. Firstly employees often get the formal

name of the employer wrong (or give a manager’s name) in which case the EC form and the

tribunal form may not tally (and the complaint may be rejected), secondly forms or reference

numbers could be lost, and thirdly a second round of EC may be required if, for example, the

employer dismisses an employee having a received an application for EC.

Most likely though (and the main reason why EC is likely to be an ineffective mechanism) will

be employers refusing EC to see if the employee is really prepared to pursue a tribunal claim

and pay the fee – see next page.


Tribunal feesTribunal feesTribunal feesTribunal fees & awards& awards& awards& awards

Expected summer 2013, employees wishing to access the tribunal system will have to pay a

fee to do so. There are two tiers, the first concerning ‘minor claims’ and costing £160 to list

the second more serious claims (including unfair dismissal) at £250 to list.

That’s not the end of it though since if a case progresses to a hearing further fees will be due

of £230 and £950 respectively payable at a point (likely to be a few weeks) prior to the

hearing. Since most cases are settled soon before a hearing these fees will commonly be paid.

The net effect? Any employee (or their representative) wishing to bring an unfair dismissal

claim will need to be able to lay their hands on £1200, money they are not guaranteed to get

back even if they win their case.

Whilst some funding is available for ex-employees without the ability to pay, for various

reasons most will not be able to access it and so the ability to access justice will be severely

curtailed.

Another potential impact will be that settlement discussions are likely to have to include

employers reimbursing employee’s tribunal fees, pushing up the net cost of settlements by,

usually, £1200.

We think it’s highly likely then that employment tribunal cases will fall steeply once these

measures are introduced.

MediMediMediMediation feesation feesation feesation fees

One alternative to concluding a hearing is to engage in judicial mediation. ACAS provides a

service for £1000 and under the proposed changes tribunal judges will also offer to mediate a

settlement for a fee starting at £750 for a single claimant and increasing for cases involving

multiple claimants. (ACAS Early Conciliation is free of charge).

Tribunal awards

Tribunal awards are split into basic, additional and compensation awards. The changes

currently under discussion affect the compensation element which will be capped at a) either

one year’s salary (to the current max of £74,200); or b) the lower of one year’s actual salary or

the national median salary, currently £28,000. Neither option would affect the actual median

award made by tribunals (its less than £5,000) but may go some way to manage the

perceptions of employees thinking that litigation may lead to a jackpot payment.


Employer penalties Employer penalties Employer penalties Employer penalties

While a decrease in tribunal numbers could be construed as a good thing, it couldn’t all be

good news!

2014 will see the introduction of employer penalties under which employers will have to pay

the exchequer between £50 and £5,000 for breaching worker’s rights, and this penalty will

apply ‘per worker’. Although it’s too early to say what kind of breaches might attract

penalties, we can see that a breach affecting say 20 workers could cost the employer 20 X

£5,000 = £100,000.

Of note is the use of the term ‘worker’. Wider than ‘employee’ the ‘worker’ term

encompasses agency, casual, zero hour and a range of other categories of persons who are

personally engaged to provide services to employers.

So this is just another tax on employers then. It is also motivation in itself to ensure that all

employment practices are fair and legal, and not just those encompassing employees.


EmployeEmployeEmployeEmployee shareholderse shareholderse shareholderse shareholders

Encouraging employees to own a share in their businesses might seem like a good thing to do,

but all is not how it might first appear and this might be one cake prospective employees and

workers might want to leave on the shelf, but ironically potential employees might not be able

to.

Under the deal employers (who must be limited companies) must offer an ‘employee

shareholder’ £2,000 worth of shares, in exchange for which the employee signs away their

rights to:

• Unfair dismissal (except automatically unfair and discriminatory dismissals)

• Redundancy payments

• The right to request flexible working or time off for study/training

• The right to give 8 weeks’ notice of an early return from maternity leave – they would

have to instead give 16 weeks.

The first immediate problem is how in a small business context do we know that ‘£2,000 of

shares’ is actually worth £2,000, and how would an employee challenge this? Irrespective of

signing away redundancy rights (which could in time be worth £13,500), the lack of certainty

seems to make this an unattractive option. Next is what happens to the shares if the employee

leaves or is dismissed….or the business is acquired by another business and the employee is

transferred over under TUPE? Could unscrupulous directors seek to devalue the company to

get rid of employees cheaply, making the shares worth less than the £2,000 starting price?

And lastly if a director says the shares are now worth say £500, who will know?

Perhaps the most controversial of the proposals is that if job seekers refuse an employee

shareholder job offer, their state funded income support allowances would be withdrawn,

effectively forcing some people into signing away their employment rights, whether they want

to or not. Progressive employment development practices? You decide.

Despite being rejected as a bad idea by commentators from pretty much every angle, the

government appears to want to push ahead with employee shareholder plans and although a

defeat in the House of Lords on 20th

March should have sound the death knell for the scheme,

a House of Commons vote in its favour in April put it firmly back on the table.


Other changes Other changes Other changes Other changes

Transfer of an Undertaking Protection of Employment (TUPE) Transfer of an Undertaking Protection of Employment (TUPE) Transfer of an Undertaking Protection of Employment (TUPE) Transfer of an Undertaking Protection of Employment (TUPE) –––– Autumn 2013Autumn 2013Autumn 2013Autumn 2013

From 2006 TUPE laws protected employment and terms when transferring a service contract

from one employer to another (or outsourcing or insourcing), but before then (and we’re

returning to this position under current proposals) it applied only to the transfer of a particular

entity – a part or whole of a business within which employees were wholly or mainly working.

So service contracts will not always be covered in the future, which will lead to a resurgence of

‘when is an ‘entity’ not an entity’ debates and old case law may again become relevant.

There is an often ignored quirk in TUPE law, which requires consultation to be carried out with

employee representatives. For very small businesses this requirement will be removed,

allowing them to consult directly with employees. In the case of small TUPE transfers it is

often more practical to regard all affected employees as representatives of themselves unless

they have a preference to nominate one from within themselves to act in that capacity.

Also under TUPE the current requirement for the transferor to supply employee information

to the transferee is to be scrapped. We believe this is a retrograde step as new potential

employers should have the right to know about employees they are inheriting – in future this

should be written into acquisition contracts as a condition of sale/purchase.

Finally if employees are dismissed as a result of a TUPE acquisition that results in a change of

location such dismissals will now normally be permitted under a technical excuse known as an

‘Economic, Technical or Organisational’ reason (an ETO) entailing a change in the workforce.

Criminal Records Checks (CRB) Criminal Records Checks (CRB) Criminal Records Checks (CRB) Criminal Records Checks (CRB) ---- TBCTBCTBCTBC

In future (we don’t know exactly when) CRB checks (which will be rebranded DBS after the

new Disclosure and Barring Service, replacing the CRB) will be portable between employers

which should save a lot of time. However employers should not accept certificates more than

a year old and discretion should be used with those 6 – 12 months old. Documents should be

checked as forgeries are common.


Other changes Other changes Other changes Other changes

WhistleblowingWhistleblowingWhistleblowingWhistleblowing –––– Summer 2013Summer 2013Summer 2013Summer 2013

Whistleblowing claims are becoming increasingly common because the normal 2-year time

limit to bring a tribunal case doesn’t apply and compensation awards are uncapped. They are

therefore often cited as a reason for bringing an unfair dismissal claim – ‘I was dismissed

because I reported……’

Under proposed amendments coming into force this summer employees will only be able to

benefit from the protection of the legislation if the disclosure is ‘in the reasonable belief of the

discloser in the public interest’.

Disclosures currently have to be made in good faith (i.e. with the intention of putting a wrong

right) but from summer this requirement will be scrapped – the fact that the action or event

being disclosed is disclosable is sufficient. Another amendment extends the vicarious liability

responsibility for bullying on grounds of having made a protected disclosure to employers.

That means that an employer could be held responsible for employees bullying another

employee who made a disclosure (and did so because they had made it) even if the employer

knew nothing of the bullying. It will then be for the employer to show that they had in place

suitable arrangements to have prevented the behaviour from happening – the ‘due diligence

defence’, which would always include having a suitable policy in place, ‘Bullying and

Harassment’ in this case.

Equality Act 2010 Equality Act 2010 Equality Act 2010 Equality Act 2010 –––– TBCTBCTBCTBC

Changes are afoot (though we don’t know when) to the Equality Act which include the

removal of statutory discrimination questionnaires, previously used by employees to ask

questions of their employers in an attempt to identify whether discriminatory practices exist.

Other changes are likely to see the abolition of ‘third party harassment’ where an employer

could be held liable for the discriminatory behaviour of a third party, e.g. a customer, in

situations where a) they knew of it b) it had happened at least twice before and c) the

employer did nothing to stop it.


Choosing an HR Outsource partner Choosing an HR Outsource partner Choosing an HR Outsource partner Choosing an HR Outsource partner –––– tips for small business tips for small business tips for small business tips for small business

“I didn’t want a call centre, I wanted a personal HR

relationship with someone I can work with, and

with myhrdept that’s what I’ve got.”

Stephen Collyer, European MD, Ocean Trawlers

Outsourcing is becoming more common with banks and advisors encouraging businesses to

outsource non-core activity, like payroll and HR. But it pays to look before you leap.

The bigger HR companies have more marketing clout and presence, but in the main don’t

factor personal contact into their service plans, and that might not suit you if you’re looking

for a provider to take time to get to know you, your staff and your company.

Beware the one man/woman bandBeware the one man/woman bandBeware the one man/woman bandBeware the one man/woman band

Does the lone operator have the skills to advise you properly on the range of issues you might

have to deal with? If they’re away, how will you get support? An ‘HR friend’ can be very handy,

but availability and up to date knowledge may be an issue. Many regard ‘CIPD qualified’ as

essential, but in reality it’s quite a lightweight qualification and no substitute for experience.

Think localThink localThink localThink local

Whilst we have national clients we do factor in sufficient time to make sure that we have some

room for personal contact. HR is a people business and personal contact is important.

Check the contractCheck the contractCheck the contractCheck the contract

If you’re being asked to sign a 3 - 5 year deal at the outset, be wary, and don’t assume you can

give notice – you can’t. Better to sign for a year and then think about a longer term

relationship if the service works well for you.

Is insurance worth it, Is insurance worth it, Is insurance worth it, Is insurance worth it, and will the provider do anything else?and will the provider do anything else?and will the provider do anything else?and will the provider do anything else?

Many large HR companies are in reality an insurance policy + some template documents.

Despite what they may tell you the risks of tribunal hearings and huge awards against small

business are very, very small. It’s nearly always better to invest in developing good practice

and due diligence defences and spend your money on developing your business and people.

For a fuller guide to HR outsourcing, go to http://www.myhrdept.co.uk/hr-outsourcing-tips-

for-getting-it-right.


TestimonialsTestimonialsTestimonialsTestimonials (a small selection gathered in 2013) (a small selection gathered in 2013) (a small selection gathered in 2013) (a small selection gathered in 2013)

We found the HR audit session at the start of our contract really useful, not just to identify the

areas we needed to work on, but also to discuss the aspects of our business and people that

myhrdept could help us with. The session was followed with a clear list of actions which

between myhrdept and ourselves we are working through. Our HR advisor is taking the time to

work through the contracts and other HR docs to make sure we have a system we’re happy

with, and has introduced us to some other potentially useful contacts to help in other areas,

e.g. health and safety & payroll.

Sarah Clements, MD, Contender Systems Ltd, an IT business employing 10 staff in Brighton.

We’ve entered into our second service agreement with myhrdept, this time for a 3 year term.

The team have really got to know our business and have delivered great results, helping me at

a strategic level and providing on the ground support to my team, who have universally praised

the service.

James Birch, MD, Heartstone Inns, a food led group of inns employing 180 across South West

England

It was a difficult case, involving someone whose repeated mistakes resulted in our company

being fined. myhrdept conducted a case analysis and although the person wasn’t yet on a final

warning, helped us reach our desired goal. We had tried training and support, but this

particular employee wasn’t responding and we felt dismissal was the only way to protect our

business. The employee had a history of litigation so we had to tread carefully but with

myhrdept’s help we dismissed the employee safely, without being sued or taken to a tribunal.

This has taken a huge weight from our business, has lifted morale, and it was something

myhrdept gave us the confidence to tackle head on.

Our Client, a business employing 50 and engaged in distribution services, were happy to

supply this quote but asked to remain anonymous.

We had a contract with ******* for HR. They were expensive and the advice was patchy – we

turned to Bill for advice on difficult issues, even though we had HR cover elsewhere. When the

cover ceased we took out a service agreement with myhrdept and we’ve been with them now

for 7 years. Excellent service, fast response and in reality they’re part of the team.

Darrel Bluck, MD Adelante Software Ltd, a business supplying payment systems employing

20 in Berkshire.

Renewing our contract with myhrdept was a very easy decision. It’s a very cost effective way

of accessing top quality HR support, and they’re involved routinely in a variety of projects and

initiatives. I didn’t want a call centre, I wanted a personal HR relationship with someone I can

work with, and with myhrdept that’s what I’ve got.

Stephen Collyer, European MD, Ocean Trawlers, a Seafood business employing 25 in

Berkshire and 50 world-wide.


HR Services from myhrdeptHR Services from myhrdeptHR Services from myhrdeptHR Services from myhrdept (since 2002)(since 2002)(since 2002)(since 2002)

For more than a decade we’ve been the HR

department for hundreds of businesses with

friendly expert HR support and advice at the core

of what we offer. Our customers range from

start-ups who need legal compliance advice (and

an HR Support Advisor to talk to once in a while),

to companies with 200+ employees using our full

HR support service to supplement or replace

their own HR staff.

Whilst we normally provide on-going annual support (which helps us form relationships with

our clients) we also offer an internet only ‘premium’ package and fixed price packages for

dealing with tricky issues from disciplinary cases to complex multiple redundancies. Our

subscription packages ensure we have the time available to deliver value added services such

as forming a recruitment strategy or designing incentive plans.

We have the skills, knowledge and experience to help our customers get the right result for

their business. Our expertise at applying complex legislation in creative ways is what sets us

apart. Still though we’re a small team, 6 and growing at Maidenhead, but that means personal

service and that’s why many of our customers chose us.

HR Support SubscriptionsHR Support SubscriptionsHR Support SubscriptionsHR Support Subscriptions

We’ve developed HR Support subscription packages offering different levels of HR service, so

that you only pay for what you need.

Premium (internet) + occasional support if desired – Provides a year of unlimited web

services including access to our extensive HR resource site with customisable documents and

our unique employee database, giving you everything you need to guide you in building your

own HR system. Ideal for very small businesses and start-ups and those on the tightest of

budgets, customers can choose to add occasional HR support (email) for a very reasonable

price. (The Premium package is attractively priced at £299 per annum, £399 with HR support).

Individual documents are also singly available for purchase.

Premium Plus (supported HR service) – A customised HR support service normally includes an

on-site HR audit, case management services including document drafting, project

management, bespoke employment contracts and HR policies plus expert help and advice

available from your personal HR Advisor. A part or fully managed HR system integration is

available for larger businesses (typically 30+) if required. The Premium Plus package is typically

£100 - £1,200 per month, depending on employer size and type of business.


HR Services from myhrdeptHR Services from myhrdeptHR Services from myhrdeptHR Services from myhrdept (since 2002)(since 2002)(since 2002)(since 2002)

Outsourced Outsourced Outsourced Outsourced HR Support HR Support HR Support HR Support Services (onServices (onServices (onServices (on----site) site) site) site)

By supporting or replacing existing on-site HR staff (for businesses normally of 80+) we can

increase HR efficiency giving your organisation greater breadth and depth of HR support and

access to specialist expertise when needed. For full outsource projects we expect to save

clients 20 - 30% on costs over an in-house HR department while increasing efficiency and

reducing headcount.

For one such customer (with 260 employees) we replaced their 2 full time HR staff with one

highly experienced consultant working a 3 day week, with support from our offices in

Maidenhead. The plan also included the installation of a web based HR system (to reduce

admin) and outsourcing payroll. The net result was a substantial increase in quality of service

whilst reducing overall cost to the client. This contract is about to enter its second year.

OOOOnenenene----offoffoffoff, fixed fee, fixed fee, fixed fee, fixed fee HR Support ServicesHR Support ServicesHR Support ServicesHR Support Services

Some clients just want one-off support to deal with a particular employment situation. Our

fixed fee packages represent substantial savings over the cost of using a lawyer or law firm and

the fee rates vary by issue. Examples of fixed fee projects include contract or policy drafting,

disciplinary or grievance investigations (or hearings), responding to a tribunal application, case

management services for an absence, stress or poor performance case.

TrainingTrainingTrainingTraining

A capable company needs capable managers and our cost effective workshops are designed to

up-skill owners and managers not just to meet their employment law obligations but to

develop a high performance workforce. Our half and one day workshops (with complimentary

HR toolkits) are delivered in Maidenhead on a price per head basis (with substantial discounts

for subscribers to our other services) and cover Recruitment Skills & Strategy, Managing

Performance, Disciplinary & Grievance Case Management (1 day), Disciplinary & Grievance

investigations and Understanding Employment Law for Small Business.

Employment Litigation Employment Litigation Employment Litigation Employment Litigation InsuranceInsuranceInsuranceInsurance

We take the view that employment litigation insurance is rarely worth the money paid (and

tribunal statistics reinforce this opinion). However some customers prefer the peace of mind

of a policy and so while we don’t offer our own, we are an officially recognised partner of an

FSA approved business insurance broker, with whom we entrust our own insurance

requirements. We are happy to make a direct introduction and help our customers evaluate

whether the policy proposed has value to them.


By email & on the web

[email protected]

www.myhrdept.co.uk

By phone

01628 820515

01628 820516

By post

Unit 3 The Switchback Office Park

Gardner Road

Maidenhead SL6 7RJ


Notices

1) Copyright. © HRR Solutions Ltd 2013. No part of this document may be reproduced, stored or

transmitted by electronic or other means except with prior written permission of HRR Solutions Ltd, or

except as is expressly allowed under our full terms and conditions of supply, or in the case of

photocopying, under the terms of license issued by the Copyright Licencing Agency.

2) About this guide. This guide aims to provide accurate (at the time of writing in April 2013) summary

information on the subjects it covers. It is however a summary and is not intended as an authoritative

guide to law and it may become out of date. We have whole shelves of books and spend thousands

each year on updates and other resources to keep ourselves updated - no single guide will ever be a

comprehensive source of information and unless you are a lawyer or an experienced HR practitioner,

you should not when dealing with employment cases expect to use this guide as an alternative to the

services of a lawyer or a suitably experienced HR professional.

3) About the myhrdept logo. The red white and black 'myhrdept.co.uk' logo is a registered trademark of

HRR Solutions Limited. All rights reserved.

4) About our liability to you. All liability of HRR Solutions Ltd (including liability for negligence) for

direct, indirect or secondary damage suffered as a result of relying on any of the content of this guide

(whether accurate or inaccurate) or of any of the content contained on or within the myhrdept.co.uk

website or as a consequence of impossibility of access to or use thereof or links to other websites, is

hereby declined.

Employment law developments 2013 2014

Documents

Transcript of Employment law developments 2013 2014