This letter confirms what has been agreed at a performance review meeting including what improvements are required, any training needed and the timeframes. It also outlines the date of the next review meeting. Download
This agreement outlines the terms and conditions to be agreed regarding a secondment such as the start and end date, the job role, the salary, the location, reporting structures as well as other important conditions. Download
This letter is used to invite an employee who is on long-term absence into a meeting to discuss their absence and obtain further information on the situation. It is recommended that regular absence review meetings are held with employee who is on long-term absence. This letter should be sent and taiolred on each occasion of a long-term absence meeting. Download
This letter is only used after the employer has obtained explicit consent from an employee to access a medical report. The letter is used to send to an occupational health provider to arrange an appointment for a medical assessment for the employee. Download
This form can be completed by employees who have received training. This form allows the employees to rate the training and therefore is an excellent tool for employers to rate the effectiveness of training. Download
The purpose of this form is to nominate a candidate for election as an employee representative, to engage in consultation in relation to a transfer of undertakings. Following election, employee representatives will take part in the consultation process on your behalf. Download
This letter can be sent to an employee who has requested unpaid leave inviting the employee to a meeting to discuss the leave requirements. This letter covers the points that will be discussed in the meeting. Download
This letter should be issued to an employee who is employed with a fixed term contract, offering them an extension to this fixed term for whatever reason the organisation might wish to pursue such an extension. Download
This letter should be issued to an employee who has appealed against the decision not to approve their flexible working request. The purpose of this letter is to tell them that their appeal has been rejected. The letter should explain why their appeal has been rejected. Download
This letter should be sent to an employee who has notified the employer of their requirement to complete jury service. This letter confirms to the employee that they will be granted time off for their jury service. Download
This policy outlines the employees entitlements to take time off for ante-natal care. The policy also contains details about pay, and how absence due to ante-natal care is recorded separately to sickness absence. Download
This policy details the supports that the employer provides to pregnant employees/employees who have returned to work from maternity leave. Included in this policy are details of comfortable rest areas, facilities for breastfeeding and preparing bottled milk, as well as an area for changing their baby Download
This letter can be sent to a employee who has suffered a miscarriage after 24 weeks of pregnancy. This letter outlines the employee's entitlements. An employee who suffers a miscarriage after 24 weeks is entitled to maternity leave. Download
This letter can be sent to a new mother who has notified the organisation that she will be breastfeeding. This letter outlines the arrangements for breastfeeding such as facilities, storage and working hours. Download
This guide provides information on the mediation process and includes information on the role of the mediatior, the role of the participants, the objectives of the session abd confidentiality. Download
This clause should be included in the contract of any employee where there is a bonus payment as part of their terms and conditions of employment. This clause outlines the terms of the bonus payment. Download
This clause should be added to a contract of employment outlining if the employer offers either a pension or access to a PRSA scheme. It is important to note that it is mandatory for employers to provide at least access to a PRSA scheme. Download
This performance imprivement plan can be used to assist an employee reach the required standard to perform their job. This form outlines the performance issues, the action to be taken to improve and a deadline for completion. The line manager should meet with the emplopyee regularly whislt the performance impriovement plan is in place. Download
This letter can be sent to an employee to invite them to an initial consulation meeting to discuss a proposed chane to their terms and conditions. This letter outlines the details of the propsoed changes but ensures the employee knows that this is a proposed change only and the organisation is seeking their agreement.
This policy outlines the procedure for employees if they believe that they need to make a ‘protected disclosure’. This policy covers the protection and confidentiality employees are entitled to. In addition this policy outlines the process for raising concerns either internally or externally.
This guide provides an overview for employing young persons. The guide covers who is classified as a young worker and who is classified as a child worker. This guide provides a summary of the legislation and the entitlements of young persons.
This is a letter that the transferee (the incoming employer) can send to the transferor (outgoing employer) to request employment information for the employees who are due to be transferred. The letter specifies the documents required such as contracts of employment, personnel files, attendance records, disciplinary and grievance records, leave records and performance files, among other important pieces of employment information.This letter is normally sent as part of the due dilligence process before any agreement is made.
This letter can be sent by either the transferee or the transferor, and informs affected employees that their employment will be transferred on a certain date, that their terms and conditions will be honoured and that a consultation process will take place.
This letter can be used to invite the elected representatives to a consultation meeting to discuss questions/queries/concerns of them and their work colleagues. At this stage the elected representative will have been chosen by colleagues. If there are less than 50 employees and the workforce is not Unionised, this document can be amended to invite employees to individual meetings.
This letter can be used to inform elected representatives that there will be a Transfer of Undertakings and that a consultation process will imminently take place. At this stage the elected representative will have been chosen by colleagues. If there are less than 50 employees and the workforce is not Unionised, this document can be amended to inform individuals rather than elected representatives. Consultation must commence at least 30 days before the transfer.
This template can be used by a transferor whose employee does not wish to transfer and avail of their right to have their terms and conditions of employment honoured. If an employee has expressed a concern that they do not wish to transfer, they must put this in writing in order to prevent a constructive dismissal claim.
This letter can be used to invite elected representatives to a final consultation meeting. At this stage the elected representative will have been chosen by colleagues. If there are less than 50 employees and the workforce is not Unionised, this document can be amended to invite employees to individual meetings.
This script can be used for an employer whose business will be transferring to another organisation, meaning that a number of employees will be transferring employment. The script can be used as a guide to ensure employees are initially fully informed as far as possible.
This script can be used for a consultation meeting regarding employees who will be transferring employment. The script can be used as a guide to ensure employees are initially fully informed as far as possible.
This policy outines the organisations procedure for booking unpaid leave. This policy outlines that other leave should be exhausted prior to booking unpaid leave. The policy also covers the process for booking leave the restrictions around unpaid leave.
This form can be provided to any employee who has requested unpaid leave. This form requests that the employee provides details on the leave such as the dates of the leave and an explanation as to why annuial leave could not be used.
This letter can be sent to an employee following a meeting to discuss a temporary change to their terms and conditions on health and safety grounds. This letter outlines the reason for the changes and requests the employee to sign and return a copy.
This letter can be sent to an employee after an initial consultation meeting outlining that agreement has been reached to change the employees terms and conditions. This letter outlines the terms to be changed and requests the employee sign and return a copy to signify their agreement.
This guides gives employers guidance on the process of how to effectively manage long-term absence. This can be a very challenging process for employers to manage and it is important that employers are deemed to be fair and reasonable throughout all stages.
This policy covers the terms of accepatable use of social media in the workplace. The policy oulines the rules around social media use and also covers what action the organisation may take if there is a breach of procedure.
This form can be used to complete an exit interview with nay employee that has resigned. An exit interview is a valuable tool for gaining information on the reasons for an employees departure. The interview has a number of questions in relation to various factors such as training and development within the workplace
An exit interview is not a legal requirement however it can help in identifying staff retention and motivation issues, so that the organisation can put improvement measures in place where necessary and possible. This guide will assist managers in preparing for an exit interview.
This policy confirms the details of taking back hours worked on top of an employee’s basic contracted hours instead of overtime pay. This policy outlines what is considered overtime and the management of time off in lieu (TOIL)
This form should be completed by an employee when the employee wishes for the employer to sponsor or provide training for them. This form outlines the cost of the training and where the training will be provided.
There is no legislation surrounding whether an employee is liable to repay training costs upon leaving employment. Many employers lose their return on investment into employees’ development should they leave. It is recommended that employers ask employees to complete a training agreement to ensure they are protected. This training agreement provides detailed information on when the employee will be required to reimburse the employer.
This letter can be sent to an employee when the employer has agreed to pay for training. This letter outlines that the employee will be required to repay the costs of the training should they resign and provides details of when the reimbursement will apply.
This letter should be sent to an employee who has requested to study or undertake training and outlines the terms in which the employer will grant the leave. The letter also includes the option if the employer will pay or not pay for the training.
This letter can be sent to an employee who has resigned and there is a training agreement in place to permit the employer to recover costs of training that was paid for the employee. This letter provides details for the reimbursement of the training fees.
This letter can be sent to an employee to confirm what was agreed at a return to work meeting after a long-term spell of absence, such as frquency of review meetings and any supports that have been granted.
This letter can be sent to an employee to confirm what was agreed at a return to work meeting after a short-term spell of absence, such as confirmation of notification procedures and ensuring that the employee is fit to be back at work.
This letter should be sent to an employee to obtain further information on the duration of their absence and a return to work date. The purpose of the letter is to help the employer plan ahead for the operational needs of their organisation.
This letter is to send to an employee to confirm what was agreed further to receipt of an occupational health report. It gives the option for the employee to either return to work or remain absent if they are unfit to return to work. The letter also gives the employer the option to inform the employee if it is a case that there is no liklihood of a return to work, or if they are to return to an alternative role.
This letter invites an employee to a formal capability hearing. This should only be sent after an informal process has been followed; for example a number of absence review meetings and review of medical evidence.
This letter confirms termination of employment as a result of capability, normally long-term absence, This letter should only be sent to an employee where a formal capability hearing has taken place following a number of informal absence reivew procedures. Employers are advised to proceed with caution and seek legal advice on this procedure to avoid diability discrimination.
The letter invites an employee to a return to work meeting and outlines the elements that will be discussed at the meeting such as ensuring the employee is fit to be back at work and the reintegration back into the workplace after a spell of absence.
This letter informs an employee of what annual leave accrual they have after a period of sick leave. The letter outlines the option of the employee submitting a holiday request for their desired dates of holidays, asking the employee to take leave on specific dates or permitting the carry over of holidays to the following holiday year.
This is a comprehensive sickness absence policy which outlines notification procedures, definitions of short and long term absence, procedures for dealing with short and long term absence, trigger points, medical appointments and return to work interviews, among other important information. It is recommended that all employers have a clear sickness policy so that employees are clear on the procedures.
This script outlines the structure of a formal capability meeting that has been a arranged as a result of long-term absence. It will inform employers on the key questions to ask an employee as well as the formal entitlements that an employee has in the case of a formal meeting.
This script will assist employers with a guide on how to structure a meeting whereby an employee is on long-term absence. It covers key points such as what reasonable accommodations should be made and whether the employee would be willing to give consent for a medical report, among other important information.
This script will give an employer a guide on how to structure a meeting where an employer is absent as a result of work-related stress. It will inform employers on the key questions to ask such as what can be done by the employer to alleviate the stress.
A self-cert form is normally completed for a short period of illness i.e. less than 7 consecutive days. It is recommended that this is completed by the employee to record the reasons for absence and other important information such as whether they have visited their GP.
This return to work form is beneficial to record a return to work meeting and other important information such as whether the employee is fit to be back at work, whether they adhered to the absence notification procedures, if their absence is likely to re-occur and any handover of duties. It is also benefical to record whether the employee has submitted the appropriate medical certification or self-cert, and whether the employee has hit their trigger point and if any further action is required.
An employer must provide this form to the employee for completion in the case where they are obtaining consent from the employee to access a medical report, or medical records. It outlines the employee's rights regarding this process. An employee must give consent to an employer in the case they wish to access a medical report.
This letter is used to inform an employee that the organisation will hold off on any further contact until the employee has had some time to rest and recover from their illness. It is normally used when an employee is suffereing from a long-term illness.
This letter should be sent to an employee who is not contractually entitled to sick pay, but where the employer will, at their discretion, pay sick pay on one occasion. It is recommended that the timeframes are stipulated (start and end date of sick pay), in order to protect the employer against any ambiguity and against setting a precedence.
This letter is used by an employer where there is a concern for an employee's welfare and the employer would like to invite the employee to a meeting to discuss further. The employee to be invited to the meeting can either absent or in work
This letter is used to arrange a home visit with an employee who is on long-term absence. The home visit will be to discuss their absence and obtain further information on the situation. It is recommended that regular absence review meetings are held with employee who is on long-term absence. This letter should be sent and taiolred on each occasion of a long-term absence meeting.
This letter is used to send to an employee whose long-term absence is coming to an end, to communicate arrangements for their return to work. It is recommended that this letter is sent in advance of the return to work.
This letter is used to send to an employee to seek their consent to obtain a medical report on their condition. An employer is unable to access medical information about an employee without their consent.
This letter is only used after the employer has obtained explicit consent from an employee to access a medical report. The letter is used to send to the employee's GP to obtain further information on the employee's condition and what reasonable accommodations need to be made in the workplace to faciliate the employee, among other important information.
This letter is used to send to an employee who has issues of persistent short-term absenteeism. The invitation to the meeting will outline the main points to be discussed at the meeting, with the aim of understanding the reasons for persistent absence. Employers can insert reference to any trigger points or dates of absence within the letter.
This is a letter of concern for an employee who continues to have spells of short term absence and there has been no improvement. The employee would normally not have any underlying medical condition or extenuating circumstances. The letter outlines a timeframe whereby the attendance of the employee will be monitored. It also references potential disciplinary proceedings if improvements in attendance are not forthcoming.
This letter is normally sent after a discussion has taken place with the employee regarding reasonable accommodations that are recommended to faciliate a return to work. The letter outlines what reasonable accommodations can be implemented by the employer in order to allow the employee to return to work.
This letter is sent to an employee who has notified the employer that they are suffereing from work-related stress and absent from work as a result. The letter invites the employee to a meeting to discuss the stressors with an aim to alleviating the stress that the employee is experiencing. It is recommended that work-related stress is addressed as soon as reasonably practicable.
This letter is for an employee who is absent from work and has not made contact with the employer. The letter informs the employee that their continued failure to make contact may be a disciplinary matter and that they should make contact as soon as possible. The letter invites the employee to a meeting to discuss their absence and their circumstances.
This letter should be sent by the employer following a meeting to discuss short-term absence. It confirms what was discussed, what the sickness policy states and what was agreed regarding improvements and the monitoring of the employee's sickness record.
This letter is used to follow up on a long-term absence meeting to discuss the next steps such as what was agreed, the date of the next meeting and the possibility of obtaining the employee;s consent for a medical report.
This letter can be sent to an employee who is absent for greater than 3 consecutive days, but who has failed to submit any medical certificates. The letter reminds the employee that without submission of medical certificates their absence is unauthorised, without pay and potentially a disciplinary matter.
This document can be used as the basis for an agreement with a genuine independent contractor, freelance or Consultant. It is intended to be used as a contract for services rather than an employment contract.
This form should be used as a template when drafting a formal settlement agreement between the employer and the employee, outlining the terms under which both parties have agreed to terminate employment.
This letter should be sent to an employee with an outstanding issue (e.g. grievance/disciplinary process) which has left irreconcilable differences between the employee and the employer. This letter is to establish the willingness of the employee to engage in a settlement agreement.
This policy should be inserted into all employment handbooks. This clause outlines when the employer may enforce a temporary lay off or short time working. If this policy is not in a contract of employemnt/ employee handbook the employer will need to consult and seek agreement from an employee prior to a period of temporary lay off or short time working.
This clause should be inserted into all employment contracts. This clause outlines when the employer may enforce a temporary lay off or short time working. If this clause is not in a contract of employemnt the employer will need to consult and seek agreement from an employee prior to a period of temporary lay off or short time working.
This letter can be sent to an employee whose contract permits short time working. This letter outlines the terms of the short time working and the reasons for the employer implementing short time working.
This letter can be sent to an employee on a temporary lay off to inform them that some hours have become available and requests the employee to inform the employer if they wish to avail of these hours.
This letter can be sent to an employee seeking their agreement to a period of temporary lay off or short time working. This letter can be sent when there is no contractual right to enforce temporary lay off or short time working.
This policy details the process to be followed by an employee who wishes to resign and gives guidance for managers on the issues to consider before the resignation takes effect. This policy covers notice of resignation, withdrawal of resignation, pay in lieu of notice, garden leave, exit interviews and managing annual.
The letter should be sent to an employee who has resigned in the heat if the moment. It is important that any employee who has resigned in the heat of the moment is given the opportunity to resonsider.
The letter should be sent to an employee who has resigned and within their resignation has raised a grievance. It is important that any employee who has raised a grievance has the opportunity to have their concerns dealt with.
This letter can be sent as a follow up to an employee who has been given the opportunity to reconsider their resignation but has decided to continue with their resignation. This letter outlines that the organisation will now accept the resignation.
This letter can be sent in response to an employee's resignation outlining that the employee will not be required to work their notice and will instead be paid in lieu. It is important that the employee's contract has a PILON clause permitting the employer to enforce this.
This letter shoud be sent to any employee who has resigned verbally requesting that the employee notify the employer in writing. It is best practice that a resignation is in writing and this will ensure if the employee has any issues that have resulted in the employee's resignation these can be addressed.
This letter can be ent to an employee who has resigned seeling to recoup training costs from the employee.This letter outlines the terms under which the employer is seeking to recover the training costs.
This letter should be sent to an employee who has resigned whilst on suspension. This letter is acknowledging the resignation but also informing the employee if it was not their intention to resign they should contact the organisation immediately.
This letter can be sent to an employee who is absent without contacting the organisation and who has only a short amount of service. This letter should only be sent after previous efforts to reach the employee have failed.
This clause can be included in a contrcat of employment when there is a reason for enforcing a retirement age. In Ireland there is no legislation at present to state that a retirement age cannot be in a contract. Employers should be mindful if the retirement age is not in the contract it cannot be enforced. Employers should always consider if there is a justifiable rationale for including the retirement age otherwise they could face claims of age discrimination
This policy can be used to outline the organisations retirement policy. The policy outlines the process for retirement and provides 2 options. The first option outlines that a retirement age is not enforced and the second option outlines the organisations retirment age.
This letter can be sent to the wider workforce to announce the retirement of an employee. The employee who is retiring should be notified in advance that the letter will be sent. This letter also provides the option of inviting all employees to a celebratory function to mark the retirement.
This form can be used as a scoring matrix when selecting individuals for redundancy. It is important that the criteria is relevant to the employer's organisation and the job roles at risk of redundancy.
This policy outlines how the reference process is managed; and outlines whether the employer provides the information that has been requested, or only certain information as a standard. It also refers to the retention of such information and what to do if the individual wishes to see a copy of their reference.
This letter informs an employee who is on maternity leave that her job role is at risk of redundancy and that she will be offered a suitable alternative vacancy, if it is available. It also informs her that a consultation process will be carried out. This is an area of extreme risk as in most cases an employee cannot be made redundant whilst on maternity leave.
This letter outlines to an employee who is on materntiy leave, whose job role is at risk of redundancy and who has been offered suitable alternative employment that if they choose to decline the offer of suitable alternative employment that they will loose their right to a statutory redundancy payment.
This letter responds to an employee who has submitted a written claim for a redundancy payment, outlining that work is available and the claim for redundancy is rejected. This notice must be sent to the employee within 7 days of the written claim for redundancy having been made.
This letter informs an employee that a recent notification of termination of employment by way of redundancy is being withdrawn due to a change in circumstances and that the employee will remain in their current role and terms and conditions of employment.
This guide provides the key factors to ensure that the interview process is compliant and professional. It details the elements to prepare in advance of an interview process, such as questions and questioning techniques, opening and closing the interview, record keeping and giving feedback.
This how to guide gives practical advice to employers on how to manage the recruitment and selection process in its entirety; from advrtising the job role, shortlisting, arranging interviews and offers of employment. It focuses on legal compliance, avoiding risk and professionalism of the process.
This policy outlines the key stages associated with the redundancy process such as reasons for redundancy, the consultation process, the selection process, redeployment, individual and collective redundancy and the appeals process.
This policy outlines how the employer will approach the use of selection criteria within a redundancy process and covers important points such as identifying the selection pool and what scoring criteria can be used.
This policy outlines the appeals process after an employee has been dismissed by way of redundancy. An employee who appeals redundancy will be entitled of the right of appeal and a meeting to discuss their grounds for appeal.
This policy outlines the collective consultation process, the circumstances which require collective consultation and the rules associated with collective consultation such as the need to elect representatives.
This letter is to follow up from a first consultation meeting and to invite the employee to a second consultation meeting in order to further consult and give feedback from the first consultation meeting.
This letter confirms that alternative employment is being offered on a trial basis to an employee whose job role was at risk of redundancy. It explains the start and end date of the trial period, and that if the trial period is unsuccessful the redundancy of the job role will proceed.
This letter follows an unsuccessful trial period of an alternative position and confirms that the employee will now be made redundant. It outlines the employee's redundancy pay (if applicable), notice and holiday entitlements and the entitlement to appeal.
This form provides structure for the shortlisting process and ensures that the shortlisting process is adequately documented. This assists in protecting the employer in justifying recruitment and selection decisions, incase the process is challenged.
This form can be completed by a new recruit to obtain any pertinent medical information.This document must only be used after the employer has made an offer of employment to an individual; it should not be sent out with a job application form.
This letter can be sent to a successful job applicant who is going to be offered employment. It outlines the terms and conditions of employment that will be offered as well as any conditions relating to the offer such as references and probationary period.
This letter invites a job applicant to an assessment centre as part of the recruitment and selection process. The letter gives the details of the assessment such as the date, time, duration and location; as well as the methods of assessment.
This letter informs an employee of termination of employment due to an unsuccessful probationary period after a formal hearing at which the concerns were discussed. The employee is given the right to appeal the decision of termination of employment.
This form can be used by employees to prepare for their probationary review. It will give the line manager an indication of how the employee feels they have performed during this initial period of employment.
This script can be used for a formal probationary review.
Employers should bear in mind that the employee must have a probationary clause within their contract of employment, have signed their contract of employment and be within their probationary period in order to exercise termination of employment or an extension of probationary period.
This how to guide outlines the process for managing a probationary period, including an explanation of the purpose of probationary periods, how to manage any concerns during the probationary period, what support should be provided, along with information on confirming the successful completion of a probationary period as well as terminating employment either before completion of the probationary period or at the end of the probationary period.
This letter can be sent to an employee that has been promoted. This letter outlines the terms of the promotion and provides the option of a trial period in the new position. It is important to remember that an employee who is placed on a trail period could not be dismissed if they were not successful and they would need to return to their original position.
The purpose of this policy is to outline the organisations approach to employee progression and succession within the organisation. The policy covers training needs analysis and the procedure for succession planning.
The purpose of this policy is to ensure that the organisation promotes the most suitable employees in a fair and consistent manner free from discrimination. This policy outlines the procedure that will be followed when a job is being advertised.
This policy outlines the organisations recruitment and selection policy including important information such as equal opportunities, training/promotion, advertising, the application process, screening, interviewing, offers of employment, training, reference checking, medical checks and record keeping.
This form can be used to record the outcome of an interview process, including any second or third choices. It can also be helpful to formally record the successful candidate’s salary expectations and notice to give. It should be retained with all other interview documentation including score sheets and application forms.
This form can be used internally by a HR department or manager to verify the tasks that are associated with a recruitment process such as advertising, screeing, interviews and the various different pieces of correspondence that are required.
This script can be used for an informal performance review meeting needs to take place, and may potentially lead to a formal capability hearing. Employers should bear in mind that the employee must always have the opportunity to respond to the concerns in an informal context before being invited to a formal capability hearing regarding performance. It is important to be as specific as possible regarding any under-performance. Examples should be used, and nothing new should be raised at the next stage (the formal capability hearing).
This document will assist organisations with suggestions on how to set specific key performance indicators, which will feed into an effective performance management system and help to measure employee performance. Note – every sector is different and you can choose what is relevant to your business.
This is a outcome of a formal capability hearing informing the employee of another sanction other than a warning or dismissal. Note that this letter should not be issued unless a formal hearing has been completed.
This script can be used for a formal capability meeting regarding underperformance. Employers should bear in mind that the employee must always have the opportunity to respond to the concerns in an informal context before being invited to a formal capability hearing regarding performance. It is important to be as specific as possible regarding any under-performance however as this is a formal meeting, which may result in a formal sanction, all issues of concern that are raised must have already been addressed in an informal context (informal performance review meeting].
The employee must have been invited in writing to this meeting, via formal letter, given the opportunity to be accompanied by a work colleague or a trade union representative and have been given 48 hours’ notice.
This ia formal invitation to a probationary review hearing, where a possible outcome is that the employee's employment is terminated by way of an unsuccessful probationary period. The employee would normally be entitled to be accompanied at this meeting and it is advised that a minimum of 48 hours advance notice is given to the employee of the meeting.
This letter can be sent to an employee outlining that a deduction will be made from their final pay. This letter should only be sent when there is a contractual obligation to permit a deduction from wages.
This letter can be sent to a former employee outlining that they have been overpaid in error. This letter requests that the employee repay the overpaid amount. This letter provides 2 options either to repay in the final payment or to repay by other means.
The performance appraisal is an extremely effective tool in the performance management process. This policy outlines the organisation procdure for appraisals. The policy covers areas such as features of the appraisal, guidance for the manger and the employee, outcomes from the appraisal and record keeping.
This form can be used to appraisee an employee's performance. This form is first completed by the employee and then completed by the line manager. The form includes a rating system for both the employee and line manager to rate performance.
The performance appraisal should be an overview of performance and an opportunity to provide constructive feedback as well as recognize work well done by the employee. It should not be held in an investigatory context or followed up with a notification of concern. However, if there are areas of concern, areas of improvement can be agreed upon. This letter can be used to outline the concerns to the employee.
If a line manager fails to prepare properly for an appraisal interview, the employee being interviewed will quickly sense and resent this. This guide provides the essential do' and don'ts for the line manager.
This how to guide gives employers and line managers some helpful tips on how to conduct an effective performance appraisal process, ensuring that the process is productive, constructive and positive for the employee and not a ‘tick-box exercise.
This form can be used following an appraisal whereby training issues were identified at the appraisal. This form can be completed to agree the training needs and when and who will provide the training.
This policy should be used when an employee's performance has been identified as falling below an acceptable level. Its purpose is to provide a framework for resolving the issue, ideally through the improvement of the employee's performance. As a last resort, the policy specifies the circumstances in which the employee may be redeployed to more suitable work or dismissed on the ground of capability.
This letter should be provided to an employee after an informal performance improvement meeting. This is not a formal warning but will provide clarity to an employee in a documented way, that any further underperformance may lead to formal disciplinary action.
This guide gives employers practical information on how to manage day to day performance. It focuses on basic but effective tools that support good performance management; such as setting basic standards, expectations and targets followed by regular feedback and communication.
The purpose of this policy is to clearly outline the policy and procedure surrounding the organisations “employee of the month” scheme. This policy can be an excellent way for an employer to demonstrate their appreciation for their employees. This can also serve to motivate empoloyees.
Many employees will have very helpful suggestions and ideas, and an employee suggestion sceme can be an excellent way of recognising these suggestions. This policy outlines how suggestions are dealt with and it outlines that suugestions may/may not be implemented by the organisation
The purpose of this policy is to provide clarity to employees of how they can successfully avail of the organisations bonus scheme. This policy covers eligibility, the terms of a bonus and the different types of bonus available.
This policy outlines the organisations approach to assistance for employees who are required to relocate for work-related purposes. This policy outlines the eligibility for relocation assistance and the type pf assistance available.
The purpose of this policy is to provide clarity on the job evaluation process within the organisation. This policy clearly outlines the process of the organisation will follow when evaluating a job role.
This clause should be included in the contract of any employee where there is a commission payment as part of their terms and conditions of employment. This clause outlines the terms of the commission payment.
This form should be completed by an employee to sinify their consent to a deduction from theior wages. A deduction can be made with an employee's agreement and therefore it is important to have consent on file prior to a deduction being made.
This letter can be sent following a pay review to inform the employees that their salary will not be increased and there will be a pay freeze. This letter outlines the rationale for the decision by the company.
This letter can be sent to an existing employee to seek their agreement to making a deduction from their pay. The letter provides the employee with 2 options either to pay in installments or in one payment. It is important to remember that unless there is a contractual arrangement in place any deduction from wages without agreement could be deemed unlawful deduction of wages.
This letter can be sent to an former employee to seek their agreement to making a deduction from their pay. The letter provides the employee with 2 options either to pay from their final wages or to pay be other means. It is important to remember that unless there is a contractual arrangement in place any deduction from wages without agreement could be deemed unlawful deduction of wages.
This letter confirms that parental leave will be postponed and outlines the reasons for the postponement. Statutory parental leave can be postponed for up to 6 months after the original date which the employee requested the leave.
The purpose of this policy is to outline the organisations position regarding the taking of parental leave; including eligibility, notification requirements and evidence required. Parental leave is available for both natural and adoptive parents, and is unpaid.
This letter can be sent in response to an employee who has requested time off for IVF treatment. This letter outlines that the employee could avail of either annual leave or unpaid time off. There is no statutory right for paid time off for IVF treatment.
This policy outlines the procedure to be followed when two or more employees have agreed to mediation. This policy outlines the process of mediation, when mediation can be used, what happens if mediation is not used and circumstances when mediation should not be used.
This letter can be sent to an employee where mediation is considered an appropriate option for resloving a dispute. This letter outlines the process of mediation and requests the employee to sign and return a copy either agreeing to or rejecting the process.
This clause can be included in the contracts of any employee that has been provided with a mobile phone by their employer. This clause outline the acceptable usage of the mobile phone and has a number of options for the employer.
This letter can be sent to any employee who has breached the terms of the mobile phone policy and used their work mobile or personal use. This letter serves as a reminder to the employee that personal use is not permitted.
This letter can be sent to any employee who has excessively used their work mobile for personal use. This letter is not a formal sanction but will serve as a reminder to the employee that they have breached the organisation's procedures.
This form should be completed by an employee who has excessively used their company mobile phone for personal use. This form when completed and signed by the employee will permit the employer to deduct the excess costs from the employee's wages.
This letter can be sent to an employee who has requested a change to their hours of work following their maternity leave. This letter can be sent to an employee following a meeting confirming that their request has been granted. This letter outlines to the employee that the change represents a permanent change to the terms and conditions of their employment.
This letter can be sent to a breastfeeding employee after a risk assessment whereby a risk has been identified. This letter offers the employee a temporary change of job role whilst she is breastfeeding. This letter requests the employee signs to conform her agreement with this change.
This letter can be sent to an employee who wishes to end her maternity leave early and return to work. This letter offers 2 options either granting or declining the request. It is important to note that the request can only be declined in the case that the employee has not provided the required notice.
This letter can be sent to an employee who is due to go on maternity leave. This letter requests a meeting with the employee to discuss her leave, her return to work dates, annual leave and any other questions.
This letter can be sent to an employee who has requested changes to their role following maternity leave. This letter provides a number of options either approving the change permanently, approving the leave on a temporary basis or offering a trial first.
This letter can be sent to a new mother following a risk assessment. If the risk assessment has identified a risk and alternative duties have been offered to the employee but she has not accepted, then this letter can be sent. This letter outlines the consequences of non acceptance of the alternative duties.
This letter can be sent to a pregnant employee following a risk assessment. If the risk assessment has identified a risk and alternative duties have been offered to the employee but she has not accepted, then this letter can be sent. This letter outlines the consequences of non acceptance of the alternative duties.
This letter can be sent to a pregnant employee in response to her notifying her manager that she is pregnant. This letter outlines the entitlements of the employee to maternity leave, maternity pay, ante natal care, internal vacancies and returning to work.
This contract clause can be included in employees contracts of employment, outlining enhanced maternity pay entitlements. There are multiple options in this clause for the employer in terms of what requirements they will expect from their employees in order to avail of enhanced maternity pay
This form should be submitted by a pregnant employee who wishes to request that the start date of their maternity leave be changed from a previously agreed date, and should include both the previous start date and the requested new start date
This form should be filled out by employees that intend to take maternity leave, confirming expected dates of birth/date that maternity is due to start, as well as whether they qualify for statutory or enhanced maternity pay
This risk assessment form should be completed by the organisations risk assessment manager, in order to establish any aspects of the workplace that could be hazardous to a pregnant employee. The form is a questionnaire, with space to detail actions that the employer should take to mitigate the risk identified
This form should be submitted by an employee who had requested for maternity leave to begin on some date, but whose child has been born prior to this date, in order for them to request that their maternity leave/pay commence on the day after childbirth.
This letter is designed to be sent to an employee that is currently on maternity leave, informing them of a job opening which might be of interest to them, that has become available during their maternity leave
This letter should be issued to an employee that has notified the organisation of their intention to take maternity leave. This letter outlines to the employee their entitlements to receive statutory maternity pay
This letter informs a pregnant employee that a risk assessment was carried out and that it is not considered safe for them to continue in their role while pregnant. The letter instead provides details of a suitable alternative role.
This letter can be sent to a pregnant employee following a health and safety risk assessment. If the risk assessment has identified the employee's current role as a risk then the employee needs to be offered alternative work or be suspended on full pay if there is no other suitable work available.
This letter can be sent to an employee who has suffered a miscarriage before 24 weeks of pregnancy. This letter outlines the employee's entitlements. An employee who suffers a miscarriage before 24 weeks of pregnancy is not entitled to maternity leave.
This letter offers a job candidate a fixed term contract of employment for the purposes of covering maternity leave. This job offer includes the relevant legislation required in Ireland for Fixed term contracts.
This letter can be sent to an employee who is due to return to work from maternity leave. This letter invites the employee to a meeting prior to their return to discuss the return to work. It is good practice for an employer to meet with an employee prior to her return to work.
This letter can be sent to an employee who has requested a change to their works/days of work upon retune from maternity leave. This letter invites an employee to a meeting to discuss the request. An employer must give consideration to all requests for flexible working. if the employer is unable to grant the request they must have a justifiable reason for this.
This letter can be sent in response to an employee who has requested that their annual leave is carried over. This policy provides 3 options either approving the leave, declining the request or part approving the leave.
This policy sets out the terms and conditions surrounding homeworking and what is required from employees when working from home.
This policy applies to all employees who work from home or who may need to work from home in the future.
This form can be used by new employees to confirm that they have received all necessary information relating to their induction. Once signed the checklist should be stored in the employee’s personnel file.
This form can be used to develop an induction programme for a new recruit. This form will provide clarity to the new recruit on what they will be inducted on, when they will be inducted and who will provide the training
This form can be used to assist in developing an effective induction. This form covers the purpose of a good induction, what should be included in the induction and who should be involved in the induction.
This form can be used by new employees to confirm that they have received all necessary information relating to their induction. Once signed the checklist should be stored in the employee’s personnel file.
This form can be used when an organisation has implemented a 'buddy system' for new employees. This form should be completed by the buddy and will serve to provide guidance to the buddy on the areas they will cover with the new employee.
Occasionally, employees will be required to complete mandatory jury service. This policy explains to the employee what is expected from them in terms of notification of summons, as well as to provide proof.
This maternity leave policy outlines to employees their employment rights upon becoming pregnant, including maternity leave entitlements, requirements to qualify for maternity leave, and how to apply for maternity leave among other factors.
This form should be available to all employees, and should be filled in by any employee that wishes to raise a grievance. This form should include the nature of the grievance as well as the alleged perpetrator
This form should be used internally, and is for the purpose of keeping track of what steps of the grievance investigation have been completed and which stages are yet to be completed, including which parties are yet to be met with
This form provides guidance to the practice of investigations and is designed to help Investigation Officers and anyone else delegated to investigate a grievance raised by an employee. This form includes all major steps involved in an investigation
This form should be available to all employees, and should be used in the instance where an employee wishes to appeal against the outcome of their grievance. This form should include their grounds for appeal
This script can be used in a grievance appeal hearing, and offers guidance to the chair of the appeal meeting on what format the meeting should follow, and includes a sample list of general questions that could be used
This script can be used in a grievance hearing, and offers a template guide on how the format of the meeting should be conducted, and includes a sample set of general questions that may be useful to ask in the grievance hearing
This form should be completed by any employee who wishes to request that annual leave be carried forward if the organisation permits leave to be carried forward. The form includes the reason for the carry over and the amount of leave to be carried over.
This letter can be sent to an employee who has failed to return to from holidays. The letter explains that the current absence is considered unauthorised and requestes the employee to contact the organisation.
This letter should be sent to an employee to outline that the organisation has a closure period and the employee will be required to reserve annual leave. This letter outlines that the employee will not be paid as they have no leave remaining.
This letter should be sent to a staff member that has raised a formal grievance. The purpose of this letter is to invite the staff member to attend a formal meeting to discuss the nature of their grievance.
This letter should be sent to an employee who has had a grievance raised against them by a colleague. This letter is to inform them that a grievance has been raised against them, and reiterate to them at this point that this is not implying any guilt.
This letter should be sent to an employee who it is believed has information which could be useful when carrying out a grievance investigation. This letter invites the employee to attend an investigation meeting, in order to provide the information that they have.
This letter should be sent to an employee who was named as a witness by their colleague that has raised a grievance. This letter invites the witness to attend a meeting to gather their account on the matters raised in the grievance.