HR Practitioner’s Diary: Standards … continued
A client sought robust HR contracts, policies, and procedures after facing a costly tribunal case that was withdrawn pre-hearing. This article examines employment law trends, including a sharp rise in withdrawn claims and the importance of proper HR procedures in reducing legal risks.
HR Practitioner’s Diary: Standards
Sue Kingston shares her HR experiences managing an Investors in People reassessment for a local company. She redesigned the appraisal process to be more constructive and development-focused, condensing forms into user-friendly one-page reviews that emphasize training needs over past performance issues.
What’s the answer? TUPE with less than 12 months service? … continued
TUPE protections apply to all employees, but unfair dismissal claims require 12 months continuous service except in limited circumstances. Employers must still comply with information and consultation obligations regarding transfers, or face compensation claims up to 13 weeks’ pay per employee.
What’s the answer? TUPE with less than 12 months service?
When a company acquires another business with fewer than 12 months of service employees, TUPE protections generally apply if the business (not just shares) is transferred. However, employees with less than 11 months and three weeks of service may lack unfair dismissal claims, though discrimination claims remain possible regardless of tenure.
Colborn’s Corner: Reshuffles
HR consultant Quentin Colborn examines how government cabinet reshuffles would be handled in a typical business environment, exploring issues like workplace conduct policies, succession planning, and accountability standards that apply to ordinary employees but seemingly don’t govern political appointments.
Employment status problems – this year’s big issue
Employment status misclassification is becoming a critical issue for businesses using freelance and self-employed workers. Recent cases like Demibourne show HMRC now demands full tax settlements plus employer National Insurance contributions when reclassifying self-employed workers as employees, potentially creating liabilities up to 23.8% of amounts paid.
What I look for in an HR Manager: Jenneh Thomas, HR Director, Mondial UK
Jenneh Thomas, HR Director at Mondial UK, explains what she seeks in HR candidates—prioritizing commercial awareness and business alignment over qualifications like CIPD. She values professionals who engage confidently with senior leadership and apply technical skills to meet organizational objectives.
Employment status problems – this year’s big issue … continued
Employment status determinations are becoming increasingly difficult for employers, with tax authorities more reluctant to limit assessments to current years only. The Employment Status Indicator Tool offers some guidance but lacks legal binding authority, leaving smaller employers vulnerable to costly errors and backdated settlements.
Member’s tip: Strategies for age discrimination laws
Training consultant John Allan outlines a four-level strategy for implementing age discrimination compliance across organizations, combining consultancy, workshops, interactive theatre, and e-learning to ensure legal compliance and eliminate age-based bias in employment practices.
Gaynor’s Thoughts: Complexity, anarchy and self–management … continued
Gaynor explores how self-management and complexity theory can transform organizations, drawing parallels to anarchism’s success during the Spanish Civil War. She argues that Britain’s real challenge isn’t worker performance but outdated management approaches that stifle productivity and engagement.
Gaynor’s Thoughts: Complexity, anarchy and self–management
Roy Gaynor shares his experience implementing an innovative bonus scheme at a factory by collaborating directly with workers and union representatives, challenging traditional Theory X management approaches and demonstrating how self-management principles can improve productivity and morale.
Off the record: Dealing with employees on long-term sick leave … continued
Employers dismissing long-term sick employees must follow strict procedures, base decisions on current medical evidence, and consult the employee beforehand. Courts require treating affected workers with sympathy and understanding. Disabled employees receive additional legal protections under disability law.
Off the record: Dealing with employees on long-term sick leave
Employers can address dubious long-term sick leave by making sick pay discretionary and carefully documenting decisions, while considering disability protections and avoiding perverse or arbitrary conduct when exercising this discretion.
HR Tip: Open University course
Employers have no legal obligation to grant time off for Open University summer schools, but many choose to support employees’ education by offering additional leave or partial payment, especially when course subjects benefit the organization.
HR Careers: The rough guide … continued
HR careers can develop through various paths, with most HR professionals entering the field from diverse backgrounds outside HR. Success at senior levels depends on credibility with business leadership, generalist experience, and demonstrated impact on organizational performance.
HR Careers: The rough guide
New HR graduates have good career prospects, especially those with CIPD qualifications. Most start in generalist roles before specializing, though career progression benefits from both business experience and rounded HR expertise across multiple disciplines.
Management annual bonus plans: Determining the best approach … continued
Performance calibration is the most challenging aspect of annual bonus design, requiring balance between setting realistic targets that motivate management and avoiding manipulation of budgeted numbers. Self-funding mechanisms ensure payouts align with actual performance achieved, while thoughtful design through scenario modeling helps organizations avoid both excessive payouts and demotivation.
Management annual bonus plans: Determining the best approach
Annual bonus plans are effective incentive tools for motivating management to achieve short-term business results, though their success depends on clear performance metrics, transparent communication, and appropriate organizational context. Not all companies benefit equally—smaller firms may find administrative costs prohibitive, while fast-growing businesses struggle with setting achievable targets.
How Did I Get Here? Laraine Levin, Head of HR, QA
Laraine Levin, Head of HR at QA, discusses how HR serves as a strategic partner guiding business decisions through emotional intelligence and people management. She explains how HR builds credibility by remaining accessible, efficient, and aligned with organizational objectives to support company growth.
Reviewer profile: Simon Johnson
Simon Johnson is an Information Systems Manager with a Masters in Human Resource Management and expertise in Knowledge Management, Management Information Systems, and Data Protection. A Chartered Member of the British Computer Society, he specializes in HR, employment law, and recruitment topics.
