This policy is used to outline the employers commitment to treating staff and job applicants fairly, and providing equal opportunities to all staff. The policy outlines steps that the employer take to eliminate discrimination in the workplace.

This letter notifies affected employees that their employment will be transferred to another employer, the date of transfer and that a consultation process will take place.

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 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 can be sent as a follow up to an employee’s request for training. This letter outlines the reasons the employer has refused the employee’s request.

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 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.

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.

This form can be completed for individual employees to record the training they have received. A copy can be retained on their personnel file.

This form can be completed to provide a plan for training for a particular employee.

This form should be completed to assist in identifying training needs for employees. When gaps are identified a plan can be put in place to fulfil the training.

This policy outlines the organisations approach to the training and development of employees. This policy covers training needs, training agreements and requests for training.

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 policy outlines the nature of time off for dependants leave and how it is normally taken.

This form allows employees to make a request for time off for dependants, which is unpaid.

This letter confirms an appeal decision following a formal appeal hearing regarding a dismissal for ‘some other substantial reason’.

This letter invites an employee to a formal appeal hearing, whereby they have appealed the decision to dismiss for ‘some other substantial reason’.

This letter confirms the dismissal of an employee for ‘some other substantial reason’. The potentially fair reasons for dismissal are capability; conduct; redundancy; contravention of a statutory duty or restriction; or, if none of these apply, “some other substantial reason of a kind such as to justify the dismissal of an employee holding a position which the employee held” can be used. In any case, employers should not take this decision lightly and must follow the stages of a fair procedure, including investigation of all of the circumstances, a formal hearing, right of representation and right of appeal. Employees can still claim unfair dismissal (subject to the qualifying criteria) for dismissals by way of ‘some other substantial reason’. Employers are urged to take specific legal advice in relation to dismissals for SOSR.

The is a letter inviting employee to a meeting to discuss variation of terms and conditions due to a possible dismissal for SOSR. The potentially fair reasons for dismissal are capability; conduct; redundancy; contravention of a statutory duty or restriction; or, if none of these apply, “some other substantial reason of a kind such as to justify the dismissal of an employee holding a position which the employee held” can be used. In any case, employers should not take this decision lightly and must follow the stages of a fair procedure, including investigation of all of the circumstances, a formal hearing, right of representation and right of appeal. Employees can still claim unfair dismissal (subject to the qualifying criteria) for dismissals by way of ‘some other substantial reason’.

This is a letter of invitation to a formal hearing following an issue that constitutes “some other substantial reason” for dismissal. The potentially fair reasons for dismissal are capability; conduct; redundancy; contravention of a statutory duty or restriction; or, if none of these apply, “some other substantial reason of a kind such as to justify the dismissal of an employee holding a position which the employee held” can be used. In any case, employers should not take this decision lightly and must follow the stages of a fair procedure, including investigation of all of the circumstances, a formal hearing, right of representation and right of appeal. Employees can still claim unfair dismissal (subject to the qualifying criteria) for dismissals by way of ‘some other substantial reason’.

This policy covers the acceptable use of email and internet in the workplace. This policy covers the organisations rules relating to email and internet usage in the workplace.

This policy covers the terms of acceptable use of social media in the workplace. The policy outlines the rules around social media use and also covers what action the organisation may take if there is a breach of procedure.

This policy outlines the organisations smoking policy and outlines where employees are permitted to smoke.

This policy outlines that the organisation has a ban on the use of e-cigarettes. This policy outlines the reason for the ban.

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 guide gives employers practical guidance on how to manage persistent short term absenteeism; such as when to arrange absence review meetings, arrange a medical assessment and letters of concern.

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 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 adjustments should be made and whether the employee would be willing to give consent for a medical report, among other important information.

This letter is for an employer who has concerns that the employee might not be medically fit to return to work. It seeks consent from the employee for a medical report prior to their return to work.

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.