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Fostering a culture of respect and dignity is paramount for any business aiming to succeed. HR Docs, a leading HR firm specialising in HR documentation templates in Ireland and the UK, understands the critical importance of implementing a robust Dignity at Work Policy and Procedure. 

In this comprehensive guide, we will explore how such a policy protects your business and significantly contributes to your business’s overall productivity and reputation.

 

What Is a Dignity at Work Policy?

This policy aims to define acceptable behaviours for staff, outline the legal position and identify the responsibilities of managers and staff members. The policy also outlines the procedure for action when behaviour falls short of the standards of acceptable behaviour.

Components of an Effective Dignity at Work Policy

• Clear Definitions: Articulate what constitutes harassment, bullying, and discrimination, providing examples to ensure understanding across your workforce.
• Reporting Procedures: Detail the steps employees should take if they encounter or witness inappropriate behaviour.
• Investigation Process: Describe how complaints will be investigated confidentially and professionally.
• Disciplinary Actions: Outline the consequences for those found to violate the policy.
• Support Systems: Include information on support available to both complainants and respondents.

What Does This Mean For Employers?

Implementing a comprehensive Dignity at Work Policy ensures compliance with legal standards and promotes a positive workplace culture. Businesses that embrace such policies report higher employee satisfaction, reduced turnover rates, and enhanced brand reputation. Moreover, it positions your company as an employer of choice, attracting top talent who value a respectful and inclusive work environment.

Implementing a Dignity at Work Policy

The procedures for implementing a Dignity at Work Policy involve several key steps: defining unacceptable behaviours, establishing precise reporting mechanisms, outlining the investigation process, and specifying actions for violations. It also includes providing support systems for affected employees and training all staff to understand the policy’s importance and application.

Overview of the Dignity at Work Procedure

The Dignity at Work Procedure outlines a structured approach to addressing issues related to harassment and bullying in the workplace. It comprises an informal stage, formal meetings/investigation, and an appeal process, each involving specific roles for managers and HR/People & Talent teams. Initially, discussions typically involve the line manager or an alternative if the issue concerns them, with HR available for guidance. A Dignity at Work Manager unconnected to the case is appointed for formal investigations, supported by HR, ensuring procedural correctness. Appeals are handled by a similarly qualified manager not previously involved, with HR overseeing procedural regularity. This multi-stage procedure ensures fairness and thoroughness in resolving workplace dignity concerns.

Advantages of Implementing a Dignity at Work Policy

Implementing a Dignity at Work Policy offers numerous advantages to business owners. First and foremost it is a legal requirement for an organisation to have a procedure for dealing with claims of bullying, harassment and victimisation.. In addition, it creates a supportive environment that fosters dignity in the workplace, increasing employee morale and productivity. Such a policy can also significantly reduce workplace conflicts, lower turnover rates, and enhance the company’s reputation as a desirable workplace. By clearly stating zero tolerance for harassment and bullying, businesses can attract and retain top talent, ensuring a positive and harmonious workplace culture.

Is a Dignity at Work Policy a Legal Requirement in Ireland and the UK?

While there may not be a specific legal requirement for a ‘Dignity at Work Policy’ by this name, the legislation mandates employers to protect their employees from harassment and discrimination. This includes the Employment Equality Acts 1998-2015 in Ireland and the Equality Act 2010 in the UK. Implementing a Dignity at Work Policy helps employers meet these legal obligations by providing a clear framework for preventing and addressing issues related to harassment and discrimination in the workplace.

HR Docs: Your Partner in Policy Implementation

HR Docs offers a wide range of HR documentation templates, including customisable Dignity at Work Policy templates, designed for businesses in Ireland and the UK. Our templates provide a solid foundation, ensuring your business has a policy reflecting the latest HR best practices and legal compliance.

• Customisation Ease: Our templates are easily adaptable, allowing you to tailor the policy to fit your company’s unique culture and requirements.
• Time and Cost Efficiency: Save significant time and resources typically spent drafting policies from scratch.
• Peace of Mind: Gain confidence knowing your policy is professionally drafted to meet current legal standards.

Contact HR Docs for HR Documentation and Templates

A Dignity at Work Policy is not just a legal necessity; it’s a cornerstone of a thriving business environment. With HR-Docs, our expertly crafted templates offer the perfect starting point to ensure you have respect and dignity in the workplace.

For business owners who want to minimise risk to their business and ensure they are legally compliant,n HR Docs is here to support you every step. Explore our range of HR documentation templates and take the first step towards a more dignified workplace today.

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From a human resources point of view, terminating employment is one of the most challenging aspects of modern business. Whether it’s due to redundancy, misconduct, or other reasons, navigating the legal and emotional complexities of ending an employment relationship is a task that requires careful handling. For employers in Ireland and the UK, understanding employment termination’s rights, types, and legal considerations is essential for maintaining operations. 

 

Legal Considerations in Employee Termination

Employment laws in Ireland and the UK protect both employees and employers. Understanding and adhering to employment laws ensures that terminations are handled legally and ethically.

• Employee Rights: Employees have specific rights that must be respected during the termination process. This includes the right to a fair reason for dismissal and, in most cases, a notice period.
• Types of Termination: The reasons for termination can vary, including redundancy, misconduct, or capability. Each type has its legal framework and requirements.
• Legal Considerations: Non-compliance with legal standards can lead to unfair dismissal or redundancy payment claims. Understanding these legalities is crucial to avoid potential litigation.

 

Types of Employment Termination

Understanding the various types of employment termination is crucial for employers to handle each situation appropriately. The primary categories include:

• Voluntary Termination: This occurs when an employee leaves the organisation of their own accord, including resignation or retirement.
• Involuntary Termination: In these cases, the employer initiates the termination due to redundancy, performance issues, or misconduct.
• Constructive Dismissal: This unique situation arises when an employee resigns due to the employer’s conduct, which might include changes in terms of employment or a hostile work environment.
• Fixed-Term Contracts: Termination can also occur when a fixed-term contract ends and is not renewed.

Each type of termination has its own legal and procedural nuances that employers must understand to ensure compliance and fairness.

 

Employee Rights for Termination of Employment

Employee rights during the termination process are an area of paramount importance, and understanding these is crucial for employers to avoid legal pitfalls:

• Right to a Fair Reason: Employees can be terminated only for a fair and lawful reason, which should be clearly communicated to them.
• Notice Period: Except in cases concerning gross misconduct, employees are usually entitled to a notice period or payment instead of notice.
• Redundancy Rights: Employees may be entitled to redundancy pay and will be entitled to a robust consultation process in cases of redundancy.
• Right to Appeal: Employees  have the right to appeal against their termination.
• Unfair Dismissal Claims: Employees can claim unfair dismissal if they believe the termination was unjustified or the process was unfair. This is a significant legal consideration for employers.Employees in Ireland and Northern Ireland must have 12 months service to claim unfair dismissal. In GB employees need 2 years service before they can claim unfair dismissal.
• Discrimination Laws: Termination must not be based on discriminatory reasons, as protected by equality laws in the UK and Ireland.
• Contractual Obligations: Employers must adhere to any terms relating to termination in the employment contract.

 

How HR Templates Streamline Employment Termination

HR documentation templates or HR templates offer critical benefits to employers, especially regarding employment termination in jurisdictions like the UK and Ireland. Here’s how these templates can be particularly advantageous:

• Ensures Legal Compliance: Templates are designed to meet the legal requirements of employment termination in the UK and Ireland. They help cover all the necessary legal bases, ensuring compliance with employment laws.
• Standardise Processes: By using templates, employers can standardise the termination process across the organisation. This consistency is crucial for fairness and can protect against discriminatory or unfair treatment claims.
• Saves Time and Resources: Drafting termination documents from scratch is time-consuming and resource-intensive. Templates provide a ready-to-use framework, allowing HR personnel to focus on other essential aspects of their role.
• Reduces Errors: Pre-prepared templates minimise the risk of errors or omissions in documentation, which can be critical in legal proceedings or disputes.
• Improves Communication: Clear and professionally written templates help communicate the termination process to the employee straightforwardly and respectfully. This clarity is vital for maintaining professionalism and reducing misunderstandings.
• Documentation for Disputes: In cases where a termination decision is challenged, having well-documented and legally sound paperwork can be invaluable. Templates ensure that all necessary information and procedures are accurately recorded.
• Guides HR Best Practices: Templates can serve as a guide to best practices in termination, helping employers navigate complex scenarios such as redundancy, performance-related dismissals, or misconduct cases.
• Enhances Employee Perception: Using professional and fair documentation can positively impact how remaining employees view the company, reinforcing a culture of transparency and ethical practices.

 

Discover Standardised HR Practices with HR Docs

Termination of employment is a complex area, fraught with legal and emotional challenges. For employers in the UK and Ireland, understanding these complexities is crucial. HR Docs offers a suite of resources that provide clarity, compliance, and compassion in the termination process. Ready to ensure your termination processes are legally compliant and handled with care? 

Register for free and download your first template from the HR Docs library today. 

 

In Irish employment law, settlement agreements can be a vital tool for employers. When crafted and used correctly, these HR documents can be instrumental in navigating workplace disputes and changes with finesse and legal precision. For employers in Ireland, understanding and effectively implementing settlement agreements is not just about legal compliance; it’s about intelligent business strategy and maintaining a harmonious workplace.

 

What Do Settlement Agreements Do

At their core, settlement agreements in Ireland are law-binding contracts that can be used to resolve disputes between employers and employees. They typically involve the employee agreeing not to pursue legal action in exchange for certain benefits, often including a financial settlement. The appeal of these agreements is multifaceted:

• Risk Management: They offer a way to mitigate the risks associated with employment disputes, which can be costly, time-consuming, and damaging to your business’s reputation.
• Control and Certainty: Settlement agreements provide a controlled and predictable outcome, as opposed to the uncertainties of legal proceedings.
• Confidentiality: These agreements often include confidentiality clauses, helping to protect sensitive business information and reputation.

 

What Settlement Agreements Cover?

• Legally Binding Contracts: Settlement agreements are legally binding once both parties sign them. They must satisfy specific legal requirements to be enforceable, including the voluntary agreement of both parties and consideration (something of value exchanged between the parties).
• Employee Rights: Irish law protects employees’ rights during the process of entering into a settlement agreement. Employees must fully understand the agreement’s implications, including giving up their right to bring claims against their employer in most cases.
• Independent Legal Advice: A critical requirement for the enforceability of a settlement agreement in Ireland is that the employee receives independent legal advice. This ensures that the employee understands their rights and the consequences of signing the agreement. The employer often contributes to the cost of this legal advice.
• Clear and Unambiguous Terms: The terms of the settlement agreement must be unambiguous and cover all aspects of the settlement. This includes any financial settlement, confidentiality clauses, and agreements regarding the provision of references.
• Tax Considerations: Settlement payments may have tax implications for the employer and the employee. Certain payments, up to a threshold, may be tax-exempt, but it is vital to structure the agreement correctly to comply with tax laws.
• Confidentiality and Non-Disparagement: Settlement agreements often include confidentiality and non-disparagement clauses. These clauses are designed to protect the business’s reputation and the privacy of the agreement.
• Waiver of Claims: Typically, the employee waives the right to bring any future claims related to their employment or its termination against the employer. This waiver must specify which rights are being waived to be legally valid.

 

The Strategic Advantage

Beyond legal compliance, utilising settlement agreements effectively can be a strategic advantage for your business:

• Maintaining Workplace Harmony: Amicably resolving disputes can help maintain a positive workplace atmosphere, which is beneficial for employee morale and productivity.
• Upholding Reputation: Handling disputes professionally and discreetly can protect and even enhance your business’s reputation.
• Financial Prudence: Settlement agreements can often be a more cost-effective solution compared to lengthy legal proceedings.

 

How HR Docs Can Assist

This is where HR Docs become an invaluable asset for employers. Let’s explore how:

• Expertly Crafted Templates: HR Docs offers professionally designed settlement agreement templates that comply with Irish law, giving you a solid starting point.
• Customisation: While templates provide the essential legal framework, they can be customised to cater to the specific circumstances of your case.
• Time-Saving: Crafting a settlement agreement from scratch is a long process. On the other hand, templates streamline the process, allowing you to focus on resolving the matter efficiently.
• Consistency: Using standardised documents ensures consistency in how your business handles different cases, an essential aspect of fair HR practices.

 

Enhance Your HR Practices with HR Docs

For Irish employers, effectively using settlement agreements is a smart strategy for navigating employment disputes. They offer a way to resolve issues amicably, maintain workplace harmony, and protect your business interests. With HR Docs, you can access expertly crafted templates tailored to Irish law, ensuring compliance and saving valuable time. Ready to equip your business with this essential tool? 

Register for free and download your first template from the HR Docs library today. Start now and navigate employment disputes with confidence and legal precision.

It’s the beginning of a new year making it a great opportunity to ensure all company documents are compliant and up to date. Among these, the employment contract stands out as a linchpin in protecting the business and ensuring employers are legally compliant. In this article, Operational HR Specialist Martina McAuley from HR Docs, emphasises the significance of well-crafted and comprehensive employment contracts in providing clarity on rights and responsibilities. 

 

Written Contracts vs. Oral Contracts

While oral contracts may convey terms swiftly, the superiority and legal importance of written contracts cannot be overstated. Martina McAuley highlights key reasons why a contract needs to be in writing:

Legal Compliance: It is mandatory that employees in all 3 jurisdictions (NI,Ireland and the UK) receive written terms and conditions of employment.

Outlining Responsibilities: Written contracts serve as a comprehensive guide, outlining an employee’s duties, benefits, and salary. This not only defines roles but also establishes transparent expectations.

Dispute Resolution: A written contract becomes a reference guide in disputes, outlining terms and workplace rules. It often includes dispute resolution procedures, mitigating the risk of protracted legal battles.

Litigation Prevention: A well-drafted contract significantly reduces the risk of legal claims, ensuring employees receive minimum entitlements mandated by employment legislation.

 

What to Include in an Employment Contract

Moving beyond minimum entitlements, employers should consider additional clauses based on industry and employment type. Essential terms encompass:

• Hours of work
• Job responsibilities and title
• Conditions of offer (background check)
• Temporary layoff clause
• Termination clause and policy
• Details of any Pension entitlements
• Notice periods
• Location of work
• Remuneration
• Annual leave provisions 
• Data protection 

 

Key Areas for HR Compliance

Human Resource compliance covers a lot of aspects. You can simplify your HR compliance strategy by focusing on key areas that ensure legal adherence and smooth operations. Below is a summary of the key areas employers should be focused on to improve workplace practices, reduce liabilities and ensure legal compliance in 2024.

1. Basic Legal Requirements: HR Policies 

Establish mandatory HR policies such as Disciplinary, Grievance, Dignity at Work, Equal Opportunities, Data Protection. Prioritise the creation of these policies to provide legal cover for your business. 

2. Legal Employment Contracts and Employment Status

Draft legally compliant employment contracts, avoiding unreliable templates. Seek HR expert input to ensure contracts are robust and legally sound. Prioritise employment contracts before delving into the hiring process.

3. Employee Handbook: The Central Hub for Policies

Develop a comprehensive employee handbook to house all policies. Regularly update the handbook for ongoing compliance. Enhance accessibility through your company portal or email distribution.

4. Documenting Procedures: Building a Robust Foundation

Create templates and procedures for grievances, disciplinary actions, and more. Establish a central repository for templates, ensuring swift, consistent and efficient responses to issues.

5. Bullet-Proof Hiring Process: Compliance at Every Step

Standardise the interview process with consolidated procedures and questions. Ensure compliance at the hiring stage by formalising offer letters and legal contracts.

6. Wages and Salaries: Legal and Fair Compensation

Adhere to legal requirements, including paying at least the minimum wage. 

7. Redundancy Processes: Understanding and Handling

Familiarise yourself with redundancy processes to navigate them smoothly. Comply with legal requirements and understand redundancy selection criteria.

8. Probation and Notice Periods: Smooth Hiring Transitions

Establish clear probation periods for new hires. Define notice periods in employment contracts, considering varying roles and stakeholders.

9. Handling Workplace Discrimination: Legal Safeguards

Implement procedures to identify and address discrimination based on any of the protected characteristics such as disability, age, race, gender etc.

10. Day-to-Day HR Compliance: Ongoing Essentials

Regularly check and store employees’ Right to Work information. 

 

Drafting Employment Contracts: Essential Considerations

In drafting contracts, employers must consider key factors:

Legislative Variations: Employment law nuances across jurisdictions necessitate vigilance. Staying informed ensures compliance amid legislative updates.

Minimum Standards: Contracts must adhere to minimum terms set by employment legislation. Flexibility exists for additional benefits, but offering less than minimum entitlements is prohibited.

Smart HR Software: Streamlining contract creation is possible with HR Docs, a robust tool offering a library of reliable templates and guides. This ensures contracts align with legislative changes effortlessly.

 

Best Practices for 2024

In addition to the above considerations, employers should follow these best practices:

Clear, Detailed Language: Contracts should use clear and detailed language to avoid ambiguity and misinterpretation.

Document Attachments: Relevant documents, such as policies and procedures, should be attached to the employment contract for comprehensive understanding.

Pre-Work Commencement Signatures: Contracts should be signed before the first day of work to establish clarity and avoid any potential issues.

Regular Updates: Employers should proactively update employment contracts and policies to align with changing legislation and legal requirements.

Review Time for Employees: Employees should be provided with sufficient time to review the contract ensuring transparency and fairness.

 

Why You Should Care about HR Compliance

Understanding the importance of HR compliance might seem like unravelling a complex web, often accompanied by the perception of bureaucratic challenges. However, overlooking this crucial aspect can lead to future complications, impacting both your business and your team. Here are three compelling reasons why prioritising HR compliance is not just advisable but essential:

Preventing Legal Entanglements: By consistently adhering to employment laws and staying abreast of updates, you can steer clear of legal fees and potential entanglements in employment courts. Employment laws undergo regular revisions, underscoring the need to stay vigilant and implement necessary changes promptly.

Ensuring Smooth Business Operations: A commitment to HR compliance allows your business to operate seamlessly, providing you with the mental bandwidth to concentrate on growth initiatives. By adhering to established guidelines and regulations, you create a foundation for a well-organised and efficient business environment, reducing unnecessary stress.

Building Trust and Retaining Talent: Prioritising HR compliance demonstrates a dedication to the well-being of your team. This commitment contributes to fostering a positive employer brand, showcasing your business as one that prioritises employee protection. In turn, this builds trust among your team, increasing the likelihood that they will choose to stay with your company rather than seeking alternative employment opportunities.

In essence, investing time and resources in HR compliance is an investment in the long-term success, stability, and positive reputation of your business.

 

Leveraging HR Docs: Your Gateway to Compliance

HR Docs is here to ensure organisations have instant access to all the documentation required to stay legally compliant and boost people’s performance. Our online library provides instant access to meticulously drafted, legally watertight HR templates by leading experts. Tailored for Ireland, Northern Ireland, and Great Britain, HR Docs is the epitome of compliance at your fingertips. Here is how we add unparalleled value to employers:

Seamless Access: HR Docs offers online access to a complete library of compliance documents. From policies to scripts, contracts to clauses, it’s compliance as easy as a click.

Expert Guidance: Documents are drafted and updated by top HR and employment law consultants, guaranteeing reliability and legality.

Up-to-Date Assurance: HR Docs templates are updated to reflect the latest employment law changes.

As you embark on the journey of legal compliance in 2024, let HR Docs be your guide. Visit our website to explore the extensive library and ensure your contracts are not just compliant but exceptional. Empower your business with HR Docs – where compliance meets simplicity.

An organisation’s most valuable resource is its workforce, and the individuals you bring on board can have a profound impact on your overall structure. The inclusion of “remote workplace” as an employee benefit by numerous businesses in recent times has highlighted the benefits of broadening the talent pool. Bringing in employees from various corners of the world presents a fantastic opportunity for small businesses to discover highly skilled professionals and venture into the global market. If your goal is to expand your business with international hires, specific processes must be followed before your recruitment strategy goes global.

However, embarking on this international hiring journey requires a deep understanding of the legal intricacies involved. In this comprehensive guide, we’ll delve into the key considerations and legal aspects of hiring foreign nationals, with a focus on both the United Kingdom and Ireland.

 

Understanding the Legal Landscape: General Considerations

Work Authorisation: Before extending an offer to a foreign national, it’s crucial to ascertain their eligibility to work in the respective country. Work authorisation requirements vary, and ensuring compliance is fundamental.

Visa Categories: Different visa categories exist for foreign nationals, each with its specific criteria and limitations. Understanding the appropriate visa for your hire is essential to avoid legal complications.

Documentation Requirements: Comprehensive documentation is paramount when hiring foreign nationals. This includes valid passports, visa documents, and any additional permits required for employment.

Employment Contracts: Crafting clear and legally compliant employment contracts is crucial. Contracts should explicitly outline terms, conditions, and the rights and responsibilities of both parties.

Equal Treatment: Ensure adherence to anti-discrimination laws, treating foreign nationals on par with local hires. Discrimination based on nationality or immigration status is strictly prohibited.

 

Legal Considerations for Hiring Foreign Nationals in the United Kingdom

Since January 1, 2021, non-UK residents intending to work in the UK generally need a work visa, and sponsorship by an employer is a prerequisite for most visa routes.

To hire non-UK resident workers, employers must undergo a process of obtaining a sponsorship licence from the Home Office. This licence authorises them to employ individuals of the specific type they wish to recruit.

The application for a sponsorship licence entails providing comprehensive details about the organisation, demonstrating the ability to fulfil the compliance duties associated with hiring a sponsored employee. This includes substantiating the presence of a well-organised and efficient HR function, among other requirements.

If you plan to employ an individual on a Skilled Worker Visa or a Temporary Worker Visa, obtaining a Sponsorship Licence is mandatory. Additionally, registration as a sponsor is necessary when hiring employees for a transfer to the UK from an overseas office. However, if you are recruiting a non-EEA foreign worker already in the UK with a Global Talent Visa, a Sponsorship Licence is not a prerequisite. 

Knowingly employing an individual lacking immigration permission for a specific role constitutes a criminal offence, subjecting employers to severe consequences. Violators may face a maximum prison sentence of two years and an unlimited fine. This legal provision primarily targets employers intentionally disregarding the law to exploit vulnerable workers and gain an unfair advantage over lawful competitors. Those exhibiting mere carelessness or negligence are typically addressed through civil penalties.

To prevent such infractions, employers must conduct thorough checks and retain copies of specific original documentation for all new hires. There are specific requirements in relation to the timing and nature of these checks, including recommendations on verifying authenticity and documenting relevant information. These checks should be completed before the commencement of employment, with additional re-checks mandated for employees with time-limited immigration status.

It is crucial for employers to conduct these checks in a non-discriminatory manner, adhering to government guidance on preventing unlawful discrimination while simultaneously safeguarding against illegal working. This includes treating all job applicants uniformly, fostering a fair and inclusive hiring process.

 

Legal Considerations for Hiring Foreign Nationals in Ireland

Workers with an automatic right to work in Ireland are those who, as Irish or EU citizens, are exempt from the need for a work permit. For individuals hailing from Iceland, Liechtenstein, Norway, or Switzerland, similar leniency applies, as they possess an innate right to reside and work in Ireland without the requirement for a work permit.

 

In the post-Brexit era, UK citizens also benefit from the Common Travel Area, allowing Irish and British citizens to reside freely in both the UK and Ireland. Consequently, UK citizens do not need a work permit to seek employment in Ireland.

However, for job applicants from countries other than those mentioned, obtaining a special employment permit becomes a requisite before commencing work in Ireland.

When it comes to the application process, either the employee or the employer can take the initiative to submit the application to the Employment Permits Section of the Department of Enterprise, Trade, and Employment (DETE). The crucial aspect is ensuring that the application aligns with all the stipulated requirements set forth by DETE. Each type of work permit application has specific checklists designed to guide applicants through the process seamlessly.

For those requiring a work permit, there are currently nine distinct types available for non-EEA nationals. These include the Critical Skills Employment Permit, Dependant/Partner/Spouse Employment Permit, Intra-Company Transfer Employment Permit, General Employment Permit, Contract for Services Employment Permit, Reactivation Employment Permit, Internship Employment Permit, Sport and Cultural Employment Permit, and Exchange Agreement Employment Permit.

It is imperative to assess the relevance of each employment permit type before initiating the application process with DETE. Additionally, applicants should be aware of the associated application fees, which can be borne by either the employee or the employer.

 

How HR Docs Can Assist Employers

In conclusion, navigating the legalities of hiring foreign nationals demands a meticulous understanding of the distinct requirements and regulations in both the United Kingdom and Ireland. From work authorisations and visa categories to thorough documentation and compliance with anti-discrimination laws, the complexity of the process necessitates careful consideration at every step. As businesses embark on this global recruitment journey, staying informed about the evolving legal landscapes is paramount to ensure a smooth and legally sound hiring process.

For comprehensive assistance in managing the intricacies of HR compliance and documentation, consider leveraging HR Docs. Our robust HR documentation software provides access to a wide array of templates, guides, and tools designed to streamline the legal aspects of hiring foreign nationals. From employment contracts to visa documentation, HR Docs empowers businesses to stay compliant and focus on building a diverse and talented workforce.

Explore the capabilities of HR Docs and take a proactive step towards ensuring legal compliance and seamless international hires. Contact us today to discover more and optimise your HR processes.

Maximising Efficiency With a Clear Unpaid Leave Policy: How HR Docs Can Help

In the business management landscape, one aspect that continually presents challenges is handling unpaid leave. As an employer, establishing a transparent, fair, and comprehensive unpaid leave policy is crucial for legal compliance and maintaining an efficient workplace. 

This article explores how HR Docs can be a game-changer in crafting and implementing an effective unpaid leave policy with our library of HR documentation.

 

Understanding the Importance of an Unpaid Leave Policy

Firstly, let’s address why a well-structured unpaid leave policy matters:

• Legal Clarity: Ensures your business adheres to labour laws and regulations, avoiding potential legal pitfalls.
• Employee Expectations: Clearly outlines what employees can expect, fostering a transparent and trusting work environment.
• Operational Consistency: Helps in planning and managing workforce availability, minimising disruptions to business operations.

 

The Challenges in Unpaid Leave Policies

Crafting an unpaid leave policy isn’t just about setting rules. It involves balancing your business’s needs with your employees’ rights and well-being.

Challenges include:

• Ensuring other leave options are exhausted first.
• Defining transparent processes for requesting unpaid leave.
• Setting reasonable restrictions while being fair to employees.

 

How HR Docs Streamline Your Policy Implementation

This is where HR Docs becomes an indispensable tool for your business. Let’s dive into how these documents assist:

• Template-Based Structure: Get started with a comprehensive template that covers all legal and practical aspects of unpaid leave policies.
• Customisation for Your Business: Every business is unique, and HR Docs allows you to tailor the policy to suit your specific operational needs. The ability to download HR documents in Microsoft Word and adapt them to your specific organisational needs is a standout feature.
• Easy-to-Follow Guidelines: With HR Docs, booking unpaid leave becomes straightforward for HR personnel and employees, reducing confusion and saving time.
• Communication Clarity: Communicate the policy effectively to your team using clear, jargon-free language, ensuring everyone understands their rights and responsibilities.
• Consistency in Application: A standardised approach in the policy ensures fair and consistent application across all departments, fostering a sense of fairness among employees.

 

The Benefits of a Clear Unpaid Leave Policy for Your Business

• Reduced Conflicts: Clear guidelines minimise misunderstandings and potential conflicts between management and staff.
• Improved Planning: Knowing the availability of your workforce in advance helps in better resource and workload planning.
• Enhanced Employee Satisfaction: A transparent and fair policy contributes to higher employee satisfaction and morale.
• Compliance Assurance: Stay compliant with employment laws, reducing the risk of legal concerns and associated costs.
• Efficient HR Management: Streamlines HR processes, freeing time and resources for other critical tasks.

 

Streamline Unpaid Leave Policy With HR Docs

In conclusion, a well-crafted unpaid leave policy is vital to smooth and efficient business operations. With HR Docs, you can ensure that your policy is legally compliant, fair, transparent, and aligned with your business values. Ready to create a hassle-free unpaid leave policy for your organisation? 

Register for free to download your first template HR document and explore our library to see how we can tailor our solutions to your needs. Streamline your HR processes, protect your business, and support your team with HR Docs. Get started now.

Consent Forms for Wage Deductions: An HR Docs Must-Have for Modern Employers

In the sphere of business, managing payroll effectively is vital for operations. One aspect that often poses a challenge is deductions from employee wages. Whether for company equipment, training courses, or other work-related expenses, ensuring these deductions are fair, transparent, and legally compliant is vital. 

This is where a well-designed ‘Employee Wage Deduction Consent Form‘ comes into play, and HR Docs offers the right tools to make this process smooth and straightforward.

 

Why Do Wage Deduction Consent Forms Matter?

Let’s break down why having a clear, legally compliant wage deduction consent form is essential for your business:

• Legal Compliance: Obtaining employee consent is mandatory before any wage deductions are made. This avoids legal complications and ensures fair practices. Unless the deduction has already been agreed as part of the employee’s terms and conditions of employment.
• Transparency and Trust: Clear communication through consent forms builds trust between employers and employees, making your workplace more harmonious and transparent.
• Record Keeping: These forms serve as an official record that can be referenced in case of any disputes or queries, safeguarding both the employer and the employee.

 

The HR Challenges Employers Face

Managing wage deductions can be tricky. Employers need to navigate the legalities while ensuring fairness and maintaining employee morale. Some challenges include:

• Understanding the legal requirements for wage deductions.
• Communicating the reasons for deductions clearly to employees.
• Ensuring a smooth and error-free deduction process.

 

How HR Docs Simplify the HR Process

HR Docs offers a solution to these challenges with a comprehensive ‘Employee Wage Deduction Consent Form’. Here’s how it helps:

• Ready-to-Use HR Templates: Get started immediately with a professionally drafted HR template that covers all the legal bases.
• Easy Customisation: Tailor the form to suit your business’s specific needs and policies, ensuring a perfect fit. The ability to download HR documents in Microsoft Word and adapt them to your specific organisational needs is a standout feature.
• Clarity and Ease of Use: The forms are designed to be clear and straightforward, making them easy to understand and complete. The intuitive design of HR Docs ensures that even those with minimal legal knowledge can easily find and apply the necessary documentation.
• Consistency in Application: A standardised form ensures that the wage deduction process is consistent across the company, eliminating biases or errors.

 

How HR Templates Impact Your Business?

Implementing a wage deduction consent form using HR Docs has several benefits:

• Reduces Legal Risks: Ensures compliance with employment laws, minimising the risk of legal challenges.
• Enhances Employee Relations: Clear and transparent processes improve employee trust and satisfaction.
• Streamlines HR Processes: Simplifies the administrative workload for HR, allowing them to focus on other strategic areas.
• Protects Against Misunderstandings: Having written consent on file prevents misunderstandings and disputes related to wage deductions.

 

A Practical Example of HR Templates

Imagine a scenario where your company must deduct training program costs from employees’ wages. With a HR Docs consent form, the process becomes transparent and straightforward. The employee understands the deduction, agrees to it, and the company records this agreement, making the whole process smooth and compliant.

 

Simplify Wage Deduction Consent Forms with HR Docs

Wage deductions are a sensitive aspect of payroll management, and handling them is vital for maintaining a fair and compliant workplace. With HR Docs, you can ensure that your wage deduction processes are transparent, legally compliant, and streamlined, promoting trust and efficiency in your organisation. 

Register for free and download your first ‘Employee Wage Deduction Consent Form’ template from the HR Docs library today. Start now and ensure your wage deduction process is as seamless as it is compliant.

Instant HR Compliance: The Power of HR Docs in Ensuring Legal Adherence in Organisations

In the fast-paced business world, the significance of HR compliance cannot be overstated. It’s a cornerstone of building a trustworthy, ethical, and successful organisation. That’s where HR Docs, an innovative HR company covering the UK and the Republic of Ireland, steps in with its extensive library of HR documentation, offering an instant solution for HR compliance. 

This blog will explore how HR Docs simplifies legal adherence in HR practices, providing the key to unlocking efficiency and legal peace of mind for organisations.

 

The Backbone of HR Compliance: Understanding HR Docs

HR Docs isn’t just a repository of documents; it’s a dynamic tool tailored to the modern needs of businesses. Its extensive library was created by seasoned HR experts and is constantly updated, ensuring all documentation meets the latest legal requirements. 

What sets HR Docs apart is its simplicity. It is a cloud-based system compatible with all devices. You will receive your unique login and can log in from anywhere at the click of a button. You can choose to access a specific subject, and from this, you can choose to use a specific template such as a letter, policy, form, script, how-to guide or contract clause.

All documents can be downloaded in Microsoft Word and are fully editable. This means you can adapt these chosen HR documents to unique contexts while complying with legal standards.

 

How HR Docs is a Game-Changer in HR Compliance

• Streamlined Compliance: The ease of access and user-friendly nature of HR Docs make navigating the often complex world of HR compliance straightforward. This accessibility is crucial in ensuring that businesses can quickly adapt to legal changes, a necessity in the fluid landscape of employment law.
• Cost and Time Efficiency: By organising HR documentation in a digital HR library, HR Docs significantly reduces the time and resources typically spent on compliance-related tasks. This efficiency translates into cost savings and allows HR professionals to centre on company initiatives that drive business growth.
• Risk Reduction: Non-compliance can be costly, leading to legal disputes and penalties. HR Docs minimises this risk by providing up-to-date, legally vetted documentation, thus safeguarding organisations against potential legal challenges.
• Enhanced Employee Experience: When HR practices are transparent, fair, and compliant, it fosters a positive work environment. HR Docs helps build this environment by ensuring that all HR practices are transparent and fair, boosting employee engagement and satisfaction.

 

Key Features that Make HR Docs Indispensable

• Comprehensive Documentation: From recruitment to retirement, HR Docs covers every aspect of the employee lifecycle, ensuring that no area of HR compliance is overlooked.
• Customisability: The ability to download documents in Microsoft Word and adapt them to your specific organisational needs is a standout feature. This customisability allows you to maintain a unique company culture and processes while complying with employment laws with HR Docs templates.
• User-Friendly Interface: The intuitive design of HR Docs ensures that even those with minimal legal knowledge can easily find and apply the necessary documentation.

Real-World Impact of HR Docs

Consider a small business grappling with the complexities of employment law. HR Docs turns this challenge into a manageable aspect of their operation, enabling them to compete with larger corporations regarding compliance and employee management. Larger enterprises, on the other hand, find value in the scalability and comprehensiveness of HR Docs, ensuring that their operations remain legally sound.

 

HR Docs – Your Partner in HR Compliance

HR Docs is more than just an HR tool; it’s a strategic partner in ensuring legal adherence and fostering a positive organisational culture. Its role in mitigating risk, enhancing efficiency, and improving employee relations makes it an invaluable asset for any business, big or small.

Ready to embrace hassle-free HR compliance? Discover how HR Docs can revolutionise your organisation’s approach to HR practices. Register for free to download your first template HR document and explore our library to see how we can tailor our solutions to your needs.

Avoid legal pitfalls with HR Docs’ extensive HR documentation library. 

Navigating the waters of human resources can be tricky for businesses of all sizes. One wrong step, and you might find yourself in legal hot water. But don’t worry, we’ve got your back! Let’s dive into some common HR pitfalls and see how HR Docs templates can be your life raft in these choppy waters.

This blog will explore how HR Docs simplifies legal adherence in HR practices, allowing you to avoid legal pitfalls and remain compliant with employment laws and other legislation. 

 

The Cost of Getting It Wrong

First things first, let’s talk about why getting HR right matters. A minor misstep in HR can lead to significant legal issues, costing your business time, money, and reputation. We’re talking about things like misclassifying employees, outdated policies, or poor record-keeping. These errors can lead to fines, lawsuits, or worse, a damaged reputation. 

 

Common HR Pitfalls

Now, let’s explore some of the most common HR mistakes:

1. Misclassification of Employees: This is a big one. Mistaking an employee for a contractor can lead to serious legal trouble.
2. Outdated Employee Handbooks: Your handbook is like a GPS for your employees. If it’s outdated, they’ll get lost.
3. Poor Performance Documentation: Have you ever heard of the phrase ‘paper trail’? In HR, it’s your best friend.
4. Non-Compliance with Employment Laws: Employment laws change faster than fashion trends. Keeping up is essential.
5. Mishandling Employee Grievances: A minor complaint can turn into a big problem if not handled correctly.
6. Inaccurate Record-Keeping: Think of this as the foundation of your HR house. Weak foundations lead to collapses.
7. Unclear Job Descriptions: If your employees don’t know what they’re supposed to do, how can they effectively do it?

 

How HR Docs Templates Can Help?

Now for the good part – how HR Docs templates can help you avoid these pitfalls:

1. Crystal Clear Classifications: With our templates, you’ll never mix up an employee and a contractor again.
2. Up-to-date Handbooks and Policies: Our templates are constantly updated to the latest standards and are always on point.
3. Solid Performance Records: Our templates make tracking performance as easy as pie.
4. Stay on Top of Employment Laws: Think of our templates as your legal guardian, always keeping you compliant.
5. Fair Handling of Grievances: We provide a roadmap for handling complaints smoothly and fairly.
6. Impeccable Record-Keeping: Our templates are like having an organisational wizard by your side.
7. Spot-On Job Descriptions: With our help, your employees will know precisely what they need to do.

 

Real-Life Solutions

Let’s bring this home with some real-life solutions. Say you’re about to hire your first employee. Our templates can guide you through the process, ensuring you classify them correctly and understand the legal implications. Or perhaps you’re updating your employee handbook. Our templates ensure you cover all bases, from anti-discrimination policies to emergency procedures.

 

The HR Docs Advantage

What makes HR Docs templates stand out? It’s simple:

• Ease of Use: Our templates are user-friendly. You don’t need a law degree to use them.  We offer a cloud-based system compatible with all devices with personal credentials for logging in to our platform.
• Customisable: Every business is unique, and our templates can be tailored to your needs. You can download the HR templates in Microsoft Word format and edit them to fit your company’s agenda and personalise them to your standards.
• Up-to-date: The extensive library was created by seasoned HR experts and is constantly updated, ensuring all documentation meets the latest legal requirements. We keep all of our templates current with the latest legal requirements.

 

HR Docs – A Helping Hand Pulling You Out of HR Pitfalls

In the end, HR doesn’t have to be a headache. With HR Docs templates, you can navigate the HR world confidently, knowing the expertly crafted, legal-proof documents back you up on legality and ease of operations. And the best part? You can register for free and download your first five templates from the HR Docs library today. 

Don’t wait for a legal storm to hit your business. Be proactive, be prepared, and let HR Docs be your guide. Register now and download your first five templates for free!

Maternity leave is a legal entitlement that allows eligible employees to take time off work to give birth, care for their newborn child, and recover from childbirth. It’s designed to support the well-being of expectant mothers and ensure a smooth transition into parenthood. 

Here are vital aspects of maternity leave that every employer should know.

 

What Is Maternity Leave?

Maternity leave is the time off from work that eligible pregnant employees can take to have their baby, care for their newborn, and recover from childbirth. To qualify, employees must have worked for you for at least 26 weeks before their baby is due. They should inform you about their pregnancy at least 15 weeks prior to the estimated due date.

Employees can take up to a year of maternity leave. The first 26 weeks are called Ordinary Maternity Leave and the next 26 weeks are called Additional Maternity Leave. Employees might also be entitled to Statutory Maternity Pay for up to 39 weeks of financial support during their leave. Employees’ rights are protected while on maternity leave, and you, as an employer, should allow them to return to the same job or a similar one after their leave ends. In summary, maternity leave is crucial for new parents and helps ensure they have time to bond with their baby and manage their work-life balance.

 

Who Is Responsible for Handling Maternity Leave?

The Human Resources (HR) Department plays a pivotal role in managing maternity leave within an organisation. Their responsibilities encompass a comprehensive range of tasks, including establishing and maintaining maternity leave policies that align with legal requirements and company values. HR ensures these policies are consistently applied, fostering a fair and inclusive work environment.

HR professionals guide employees through the intricacies of maternity leave, assisting them in completing the necessary paperwork, calculating entitlements, and coordinating the leave process. They also serve as a vital bridge between employees and line managers, facilitating seamless communication and resolving any concerns or queries raised by expectant mothers.

By overseeing maternity leave policies and compliance, HR contributes to a supportive workplace culture that values the well-being of its employees during a critical life stage. Their meticulous record-keeping and attention to detail also ensure that the organisation adheres to legal obligations while supporting employees transitioning into parenthood.

 

Specifics on Maternity Leave

Employers should be aware that maternity leave is a statutory right aimed at supporting pregnant employees. It entails legal obligations, including pay provisions, and contributes to employee well-being and workplace equity. Effective management of maternity leave is essential for legal compliance and fostering a supportive, inclusive workplace.

Legal Requirement

In many countries, including the UK and Ireland, maternity leave is legally required. Failing to provide this benefit or not adhering to the legal obligations can lead to legal issues and penalties for employers. HR must ensure compliance with the law.

Employee Well Being

Maternity leave is crucial for the physical and emotional well-being of expectant mothers. It allows them to focus on their health during pregnancy, childbirth, and postpartum recovery without the stress of work responsibilities.

Employee Retention

Providing maternity leave demonstrates an employer’s commitment to its employees’ life stages and family needs. Employees who feel supported during significant life events are likely to stay loyal to their employers, reducing turnover and recruitment costs.

Legal Protection

Maternity legislation  protects employees from discrimination or unfair treatment due to pregnancy or maternity. HR must ensure that employees’ rights are upheld and that they can return to work without discrimination.

Legal Compliance

HR departments ensure that the company complies with employment laws and regulations. Failing to adhere to legal requirements can lead to employment law claims and reputational damage.

Productivity and Engagement

Maternity leave enables employees to focus on their families without the added stress of work responsibilities. Upon return, they are more likely to be engaged and productive and less likely to suffer from burnout.

 

Does Maternity Leave Involve lots of HR Documentation?

Maternity leave typically involves significant HR documentation to ensure compliance with legal requirements, facilitate smooth processes, and maintain accurate records. Here are some of the HR documents commonly associated with maternity leave:

1. Maternity Leave Request Form: The employee typically completes this document to request maternity leave formally. It includes details such as the expected start date of leave, the intended duration, and contact information.
2. Maternity Notification Letter: Employers often provide employees with a formal letter acknowledging their maternity leave request receipt. This letter outlines critical details, such as the start date of leave and the expected return date.
3. Maternity/Paternity Policy: A comprehensive policy outlining the company’s maternity and paternity leave benefits, including eligibility criteria, duration, pay, and other related information. It’s essential to communicate this policy to employees.
4. Maternity Risk Assessment Forms: For health and safety purposes, employers should conduct risk assessments for pregnant employees to identify workplace risks that may need mitigation or adjustments.
5. Proof of Pregnancy Documents: The MATB1 form from the employee’s doctor or midwife confirms the pregnancy and expected due date. This form is typically required to qualify for maternity leave and pay.
6. Employee Contact Information: Maintaining up-to-date contact information for the employee on maternity leave is crucial for communication and emergencies.
7. Return-to-Work Form: Before the employee returns from maternity leave, HR may require them to complete a form indicating their planned return date and any specific accommodations or adjustments needed.
8. Maternity Leave Record: HR should maintain a record of all maternity leave-related communications, including the employee’s request, correspondence, and any additional notes regarding the leave.
9. Shared Parental Leave Documents: If applicable, documents related to shared parental leave, including employee requests and agreements, should be documented and filed.
10. Payroll Records: Accurate payroll records are essential for tracking maternity pay and ensuring that employees receive the correct payments during their leave.

 

How to Streamline Maternity Leave HR Processes?

Employers can streamline HR processes, like maternity leave, by outsourcing them to an HR specialist company with a comprehensive HR documentation library. This approach offers several advantages.

Firstly, HR specialists possess in-depth knowledge of employment laws and regulations, ensuring that maternity leave policies are compliant and minimising legal risks. It also frees an organisation’s in-house HR team to focus on strategic tasks, enhancing overall efficiency.

Moreover, these specialised firms maintain extensive HR documentation, including maternity leave policies and templates, simplifying policy creation and management. They can tailor policies to align with a company’s unique culture and values.

Furthermore, HR specialists stay updated on regulatory changes, ensuring ongoing compliance. In disputes or issues related to maternity leave, their expertise helps organisations navigate challenges while mitigating legal risks. Outsourcing maternity leave processes enhances efficiency, compliance, and employee support.

 

How Can We Help?

In simplifying your HR processes and ensuring compliance with maternity leave and other vital aspects, HR Docs stands ready to be your trusted partner. Our extensive HR documentation library, crafted by experts, is your resource for efficient and compliant HR management. Contact HR Docs today for smoother and more efficient HR processes, tailored policies, and expert guidance. 

As the nature of work and office culture continues to evolve, one topic that sparks debate and raises questions is the implementation and enforcement of dress codes in the workplace. Dress codes in the workplace can be a contentious topic, with arguments on both sides. While they can promote professionalism and a unified brand image, they must be implemented carefully to avoid infringing on employees’ rights. Employers should consider the changing dynamics of the modern workplace and strive for a balanced approach that respects both professionalism and individual expression.

 

The Purpose of Dress Codes

Rules on office attire have traditionally been implemented to maintain a certain level of professionalism, instill confidence among employees, and create a consistent brand image. They are intended to project a unified and cohesive front to clients and customers. Additionally, dress codes can help establish a clear distinction between work and leisure time, promoting a focused mindset.

A well-defined dress code can enhance the professional atmosphere in an office, creating an environment conducive to productivity and focused work. In addition, a clearly-defined dress code can ensure equal treatment of employees, eliminating potential biases or discrimination based on appearance or personal style.

Consistent dress standards can also reinforce a company’s brand identity and project a professional image to clients and customers, which can positively impact business relationships and reputation.

 

Balancing Professionalism and Individual Expression

While employers have the right to set reasonable dress codes, they must be cautious not to infringe upon employees’ rights or discriminate against certain groups. For example, dress codes cannot target specific religious or cultural attire or single out individuals based on gender expression. It is essential for employers to create dress codes that are clear, reasonable, and non-discriminatory.

 

Consequences of Dress Code Violations

If employees fail to adhere to a dress code, the consequences may vary depending on the severity of the violation and the company’s policies. Initially, employers may choose to address the issue through counselling or reminders of the dress code policy. However, repeated or significant breaches may result in disciplinary actions, such as a verbal or written warning. Employers should follow fair and consistent procedures when addressing dress code violations to minimise potential legal ramifications.

 

Adapting to Modern Workplace Trends

In recent years, the corporate landscape has shifted towards a more relaxed and flexible approach to office attire. Many companies have embraced a business casual or even a casual dress code policy. This change reflects a growing recognition of the importance of employee comfort and individual expression, as well as the evolving expectations of the younger workforce.

Rather than enforcing rigid dress codes or abandoning them entirely, businesses should aim for a balanced approach that considers both the need for professionalism and the changing preferences of their employees. Employers can achieve this by establishing guidelines that maintain a professional standard while allowing for individuality and personal expression.

 

The Role of Open Dialogue

To create a dress code policy that satisfies both the employer’s objectives and the employees’ needs, open dialogue and feedback are crucial. Encouraging employees to provide input and suggestions regarding dress code policies can foster a sense of inclusivity and ownership, ultimately leading to increased employee satisfaction and engagement.

By fostering communication and flexibility, businesses can create dress code policies that are both fair and reflective of their company culture, contributing to a harmonious and productive work environment.

 

HR Docs: Your Comprehensive HR Resource

Navigating the intricacies of HR policies, including dress codes, can be challenging. That’s where HR Docs comes in. HR Docs is created and managed by leading HR consultants to ensure organisations have instant access to all the documentation required to stay legally compliant and boost people’s performance.

HR Docs’ comprehensive library of fully up-to-date HR template documents covers a wide range of HR policies and procedures, including dress code policies. With HR Docs, you can ensure that your dress code policy is not only legally compliant but also aligned with best practices and the evolving needs of your workforce.

 

Why Choose HR Docs for Your Dress Code Policy?

At HR Docs, we understand the importance of having clear and legally compliant HR policies, including dress code policies. Our documents are drafted and consistently updated by leading employment law experts in Ireland, Northern Ireland, and Great Britain, ensuring that your policies align with the latest legal requirements and best practices.

By implementing our Employee Dress and Presentation Policy, you can maintain professionalism while respecting individual expression and rights within your workplace. It’s a tool for fostering a harmonious and productive work environment, and it’s readily accessible through HR Docs.

 

Conclusion

In the modern workplace, dress codes play a role in projecting professionalism and brand image while respecting individual expression and rights. Striking the right balance is essential for a harmonious and productive work environment. Employers can achieve this balance by engaging in open dialogue, fostering flexibility, and utilising resources like HR Docs to ensure that their dress code policies are legally compliant and effective. Embracing change and inclusivity in dress code policies can contribute to a positive workplace culture and enhanced employee satisfaction.

In today’s dynamic business landscape, managing employee absences has become a crucial task for organisations to maintain productivity and operational efficiency. An absence management plan is necessary for every organisation as it helps increase employee productivity and efficiency, thus financially benefiting employers. To address this challenge, HR Docs offers a comprehensive online library of HR template documents tailored to the needs of employers across Ireland, Northern Ireland, and Great Britain. As a team of seasoned HR and employment law experts, we understand the unique challenges faced by employers and provide practical, legally sound solutions to streamline absence management.

 

The Impact of Employee Absences

Employee absences, whether due to illness, personal emergencies, or other reasons, can have a profound impact on an organisation’s operations and overall economy. Effective absence management involves more than just tracking days off; it requires a comprehensive plan to minimise disruptions, encourage timely reporting, and address underlying issues. By implementing well-structured absence management policies, organisations can promote a culture of accountability, reduce absenteeism rates, and boost productivity.

 

The Strategic Approach to Absence Management

Employee absenteeism encompasses a range of scenarios – from recurring sick leave to unexplained absences – all of which demand a well-structured absence management plan. Employers are tasked with minimising disruptions, fostering employee accountability, and adhering to legal obligations. This guide gives employers practical guidance on how to manage absenteeism; such as when to arrange absence review meetings, document and track absenteeism, and draft letters of concern.

 

Constructing Robust Absence Management Policies

A well-defined absence management policy is the cornerstone of any successful absence management plan. This policy should outline the organisation’s stance on absenteeism, while also detailing acceptable reasons for leave. HR Docs offers employers access to comprehensive absence management policies, tailored to the distinct employment law landscape of Ireland, Northern Ireland, and Great Britain. These policies establish a clear framework for addressing absenteeism, outlining both expectations and permissible reasons for leave.

 

Documenting and Tracking Absenteeism

Consistent documentation of employee absenteeism is vital for spotting patterns and trends. Identifying employees who frequently miss work, arrive late, or leave early allows for proactive intervention. HR Docs offers templates and complete HR documentation that facilitate accurate record-keeping, enabling you to analyse data and identify patterns that may require attention.

 

Transparent Guidelines through Written Plans

Translating absence management policies into clear, written plans is vital. Employers can leverage HR Docs’ resources to outline protocols for addressing various forms of absenteeism – tardiness, sick leave, annual leave, and unanticipated absences. This transparency minimises misunderstandings and ensures consistent handling of absenteeism cases.

 

Educating Employees on Policies

Promoting awareness and understanding of absence policies among employees is essential. Regular communication of expectations and procedures ensures that all employees are aligned with the organisation’s absenteeism management goals. HR Docs provides resources that facilitate easy communication of policies to employees.

 

Conducting Absence Review Meetings

Absence review meetings play a pivotal role in effective absence management. These meetings provide a platform for open and constructive conversations between employers and employees. By discussing the reasons behind absences, understanding challenges, and offering support, absence review meetings enable proactive solutions. HR Docs’ expertly crafted resources guide employers in conducting meaningful review meetings, fostering understanding, and creating a pathway for improved attendance.

 

Utilising HR Documentation

Navigating the complexities of absence management requires a robust toolkit, and HR documentation stands as a crucial component. HR Docs provides a comprehensive library of meticulously curated HR template documents, tailor-made for employers. These resources offer more than just policies; they provide a roadmap for success. From outlining procedures to highlighting best practices, HR documentation from HR Docs empowers you to ensure legal compliance, foster transparent communication, and navigate the intricacies of absence management with unwavering confidence.

 

Final Words

Effective absence management is vital for maintaining workplace productivity and employee well-being. HR Docs offers an invaluable resource for organisations across Ireland, Northern Ireland, and Great Britain, providing meticulously crafted HR templates and documents. Crafted and curated by employment law experts, these HR templates empower employers to implement robust absence management policies, fostering a culture of accountability and engagement. With a strong focus on providing employer-centric solutions, HR Docs equips organisations to navigate the intricacies of absenteeism, ensuring legal compliance and operational efficiency. Contact us today, and allow your team to focus on your business’s growth while HR Docs handles your HR challenges.

Human Resources (HR) emerges as a pivotal force, shaping the success and sustainability of modern organisations. As teams become increasingly dispersed and work arrangements evolve, HR plays a fundamental role in ensuring seamless operations, fostering employee engagement, and maintaining a cohesive corporate culture. 

The importance of HR in these contexts lies in its capacity to adapt traditional practices to fit the unique challenges of remote work and hybrid work, such as creating effective communication strategies, designing remote-friendly policies, and facilitating virtual onboarding processes. Moreover, HR professionals act as navigators, guiding companies through the intricacies of legal compliance across different regions and jurisdictions. 

Their strategic involvement contributes to sustaining a harmonious and productive work environment transcending physical boundaries, ultimately positioning organisations to thrive in remote and hybrid work.

 

What are HR Documentation Templates for Remote and Hybrid Workforces?

HR form templates explicitly designed to address the unique requirements of employees working remotely or in hybrid workforces are pre-designed documents explicitly tailored for them. These templates cover an array of HR processes, from onboarding and performance reviews to leave requests and equipment procurement. 

Crafted to meet the challenges of remote and hybrid work arrangements, these templates ensure seamless communication, standardised procedures, and compliance with legal and regulatory frameworks across diverse geographical locations. 

 

How HR Documentation Templates Streamline Remote and Hybrid Workforces

HR documentation templates are invaluable for remote and hybrid organisations, streamlining operations and fostering consistency in diverse work environments. These templates provide a structured foundation for essential HR processes, from onboarding remote employees to establishing clear remote work policies. 

By offering customisable templates tailored to specific scenarios and jurisdictions, HR documentation templates ensure compliance with legal requirements and industry standards, even across distributed teams. They expedite administrative tasks, allowing HR teams/line managers to allocate more time to strategic initiatives and employee support.

Moreover, these templates enhance communication by providing standardised materials that bridge the gap between remote employees and the organisation, cultivating a sense of unity and shared understanding. In remote and hybrid work, HR documentation templates emerge as essential tools, promoting efficiency, compliance, and a cohesive employee experience.

 

HR Documentation Templates in Ireland, Northern Ireland, and the UK

HR Docs is a leading provider of comprehensive HR document templates, specialising in supporting businesses in Ireland, Northern Ireland, and the UK. With a focus on remote and hybrid workspaces, HR Docs offers an expertly tailored library of templates designed to address the unique challenges companies in these regions face.

Key Services:

• Extensive Document Library: HR Docs offers a diverse range of HR document templates, including employment contracts, remote work policies, GDPR-compliant data protection agreements, performance review forms, and more.
• Region-Specific Customisation: Recognising the distinct legal and regulatory frameworks of Ireland, Northern Ireland, and the UK, HR Docs ensures that all templates are customised to comply with local laws and guidelines.
• Regular Updates: The company’s team of experts stays updated with evolving employment laws in the region, ensuring that all templates remain legally accurate and compliant.
• Remote Work HR Documentation: HR Docs specialises in remote work solutions, providing templates for remote work policies, communication guidelines for remote teams, and onboarding materials designed to integrate new remote employees seamlessly.
• Hybrid Working  HR Documentation: Acknowledging the increasing popularity of hybrid work models, HR Docs offers hybrid work policy templates and resources to help companies balance remote and in-office work.

Benefits of HR Documentation Templates in Ireland, Northern Ireland, and the UK

• Legal Compliance: The intricate employment laws in these regions can be complex to navigate. HR Docs’ templates are meticulously crafted to align with local employment laws, ensuring companies comply with regulations.
• Time Efficiency: Businesses can save valuable time and resources by using pre-made templates, allowing them to focus on more strategic HR initiatives.
• Consistency in HR Practices: Maintaining consistent HR practices is vital for remote and hybrid teams. HR Docs’ templates help ensure that policies, procedures, and communication are uniform across all locations and work arrangements.
• Employee Engagement: Remote and hybrid work can sometimes lead to feelings of isolation. HR Docs’ resources assist companies in creating effective communication strategies that foster engagement among all employees, regardless of their work location.
• Adaptability: The library of templates is regularly updated to accommodate shifts in employment laws, remote work trends, and business requirements.

 

Get HR Docs’ HR Documentation Templates

As organisations embrace the challenges and opportunities of remote and hybrid work, the significance of well-crafted HR documentation templates becomes undeniable. These templates are the cornerstone of efficient HR operations, ensuring consistency and compliance in diverse work environments. 

Our subscription-based service provides access to an extensive library of expertly crafted HR form templates, enabling your organisation to navigate HR processes seamlessly while adhering to employment regulations. Take a step towards enhancing your HR practices by contacting HR Docs today.

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This statement can be sent to all employees in advance of any work related social events. This statement outlines that the event is part of the workplace and the protocol for the event.

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This form should be completed by an employee who wishes to raise details of a potential bribery. The form outlines the information to be disclosed and the individuals involved.

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This letter outlines that employees may use time off for dependants leave during COVID and normal procedures will apply.

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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.

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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.

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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.

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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.

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This script will assist employers with a guide on how to structure a meeting where there are concerns over an employee’s persistent short term absenteeism.

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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.

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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.

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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.

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This letter can be sent to an employee who has resigned seeking to recoup training costs from the employee. This letter outlines the terms under which the employer is seeking to recover the training costs.

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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.

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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.

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This letter can be sent to an employee who has resigned and accepting the employee’s resignation.

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This letter informs a Trade Union Representative or Employee Representative that a collective redundancy consultation will take place and the process that will be followed.

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This is a letter of reminder to an employee who has not responded to an offer of suitable alternative employment.

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This form is used to send to an employee to seek their consent to obtain a medical report. An employer is unable to access medical information without the individual’s consent.

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This form cab ne used for job applicants to submit any expenses associated with the interviewing process, which are normally pre-agreed.

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This form is used to send to an employee to seek their consent to obtain a medical report. An employer is unable to access medical information without the individual’s consent.

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This template job description gives employers a guide on what information to use when outlining duties and responsibilities of a job role.

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This form is for an employee to request parental bereavement leave.

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This letter confirms that an employee is not entitlement to parental bereavement leave but can avail of normal bereavement leave.

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This letter explains an employee’s entitlement to parental bereavement leave without pay and the reasons as to why the employee is not entitlement to statutory pay.

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This letter explains an employee’s entitlement to parental bereavement leave and pay.

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The purpose of this policy is to outline an employee’s entitlement to parental bereavement leave; including eligibility, notification requirements and evidence required.

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This is a letter of invitation to a formal capability hearing following an informal performance management process with no improvement.

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This is letter to reschedule an informal invitation to a performance review meeting to discuss concerns regarding performance.

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This is an informal invitation to a performance review meeting to discuss concerns regarding performance.

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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.

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This performance improvement plan should be used where an employee in underperforming as it documents what improvements are required and the specific timeframes.

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This audit forms assists employers in analysing what gaps they have in their performance management systems and techniques and helps to devise an effective action plan.

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This performance improvement 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 employee regularly whilst the performance improvement plan is in place.

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This form can be completed to record training agreed at the annual appraisal.

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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.

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This letter explains the details around the organisations auto enrolment pension scheme to employees, including eligibility criteria.

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This letter should be issued to an employee to inform them that they are not entitled to be auto enrolled into the organisations pension scheme. The letter should inform the employee that they are welcome to request to join the pension scheme

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This letter should be issued to an employee to inform them that they are not eligible to be auto enrolled into the organisations pension scheme. The letter should inform the employee that they are welcome to request to join the pension scheme

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This letter should be issued to an employee who is being auto enrolled into the organisations pension scheme. This letter provides the employee with details of what this means for them

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This letter outlines to an employee the criteria set out in the Pensions Act pertaining to auto-enrolment in a pension. This letter confirms to the employee that since they are already registered for a pension, this change does not apply to them

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This form should be completed when an employee has requested a salary sacrifice and this has been agreed by the employer.

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This form should be completed by an employee to signify their consent to a deduction from their 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.

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This letter informs an employee that they are not entitled to statutory paternity pay but they are entitled to contractual paternity pay.

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This form can be used to request paternity leave in the case of childbirth.

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This form can be used to request paternity leave in the case of adoption.

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This policy outlines the employer’s procedure for expectant fathers in relation to paternity leave; including the procedure relating to eligibility, notification and entitlements during such leave.

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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.

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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.

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This letter authorises parental leave and outlines the agreed arrangements such as the start and end date of parental leave, and that it is unpaid time off.

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This letter outlines the reasons why an employee may not be eligible for statutory parental leave and informs them that parental leave is not approved.

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This form can record the balance left on an employee’s parental leave record.

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This form can be used to request parental leave and requests key information such as dates and duration of the parental leave request.

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This guide provides information on the mediation process and includes information on the role of the mediator, the role of the participants, the objectives of the session and confidentiality.

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This letter can be sent to an employee who has requested to return to work early from maternity leave. This letter accepts the employee’s request to return early.

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This letter can be sent to an employee who has requested a change to their works/days of work upon return 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.

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This policy outlines the employers approach to securing maternity cover. Details regarding handovers, training and keeping in touch days are included in the policy.

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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.

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This form can be used to risk assess a home working workstation. This form should be reviewed by a competent assessor.

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This policy outlines the organisations procedure on home working. The policy covers requests to work from home, pay, hours of work, attending the work place, equipment and materials and security.

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This letter should be sent to an employee who has appealed against the outcome of their grievance, informing them that their appeal has been acknowledged and will commence in due course.

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This policy outlines the organisations stance on flexible working. This policy includes information on eligibility, how to apply for flexible working, and an outline of the application process.

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This contract clause should be included in the contract of an incoming fixed term employee, outlining terms of employment as well as the reason they are being brought in for a fixed term (e.g. covering leave, or seasonal work)

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This policy outlines the organisations approach to fixed term employment, and outlines the terms under which fixed term employees will work.

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This policy outlines the organisations policy towards loaning fund to employees, including repayment plans and a provision for repayment if employment is terminated.

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This contract clause can be included in an employees contract, outlining the company’s procedure for dealing with the reclaiming of relocation expenses.

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This policy outlines to the employee the organisations policy on expenses involved in requesting an employee to relocate for work. Costs include selling existing accommodation and redecorating new accommodation.

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This form should be given to any employee who wishes to submit a claim to be reimbursed for business related expenses.

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This form should be given to any job applicant who has submitted a request to claim back expenses related to them attending a job interview, e.g. bus fare.

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This contract clause can be included an employees contract to stipulate how frequently they will be reimbursed for business expenses.

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This policy outlines to employees a range of expenses that the organisation are willing to cover when travelling for work related purposes.

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Great Britain Equal opportunities statement for job advertisements.

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Great Britain Equal opportunity form document.

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Equal opportunity policy document outlining the policy implementation in Great Britain.

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This policy outlines to employees the organisations commitment to providing equal opportunities to staff, including that equal work receives equal pay.

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This letter should be sent to a foreign national who has applied to become an employee at the organisation, in order to establish whether they have a right to work in Northern Ireland.

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This letter should be issued to an employee who has been subject of a disciplinary investigation, but did not attend their hearing, informing them of the outcome of the disciplinary process.

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This letter should be issued to an employee who has been subject of a disciplinary hearing informing them that no disciplinary action is being taken against them.

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This letter should be sent to an employee who has been deemed unfit for work before they were due to attend a disciplinary hearing. The letter seeks permission to obtain a medical report from the employees GP, and asks the employee to contact the employer when they are ready to return.

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This letter should be sent to the GP of an employee who has been invited to attend a disciplinary hearing, but has submitted evidence of incapacity. This letter asks the GP for their opinion on whether the employee is well enough to attend a disciplinary hearing.

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This letter should be sent to an employee who has failed to attend a disciplinary hearing. This letter provides options depending on the reasons for the employee’s failure to attend.

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This letter is responding to an employee’s request to reschedule a disciplinary hearing. This letter has 2 options either granting or declining the request.

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This letter of suspension includes a date for an investigation meeting. This letter should be issued to an employee suspected of a misconduct of a such a serious nature (suspected gross misconduct cases) that it warrants suspension pending an investigation. The decision to suspend should be timely but should not be taken lightly. Suspension is paid. Suspension can also occur if the person leading the investigation feels the alleged perpetrator may influence/intimidate witnesses or any claimant.

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This letter should be issued to an employee suspected of a misconduct of a such a serious nature (suspected gross misconduct cases) that it warrants suspension pending an investigation. The decision to suspend should be timely but should not be taken lightly. Suspension is paid. Suspension can also occur if the person leading the investigation feels the alleged perpetrator may influence/intimidate witnesses or any claimant.

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This letter outlines that no formal disciplinary process will take place following investigation however, the manager will issue the employee with a note of concern. This is not a formal sanction but is a note to the employee that the manager believes there was wrongdoing or misconduct but has decided not to proceed on this occasion with formal disciplinary action.

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This letter can be sent to an employee noted as a witness in a workplace disciplinary investigation.

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This letter can be used to invite an employee to a second investigation meeting to discuss the allegations further if necessary.

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This letter can be used to invite an employee suspected of misconduct to an investigation meeting.

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This letter of outcome outlines that there was insufficient evidence to uphold the employee’s allegations. The letter outlines the reasons for this outcome and the evidence that was obtained.

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This letter should be sent to the employee who has raised a claim of bullying and harassment after the claim has been fully investigated. This letter will outline if the claim has been upheld or not upheld and the reasons why. The letter also outlines the next steps.

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This letter should be sent to an employee who has raised a claim and then subsequently retracted the claim.

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This letter should be sent to an alleged perpetrator if the allegations against them are sufficiently serious to warrant suspension. This letter outlines the terms of the employee’s suspension.

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This letter can be sent to an employee whereby there is an agreement made that the employer will make a deduction from the employee’s wages.

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This letter can be sent to an individual who has completed a SARS requesting the individual to provide identification.

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This form can be used to request consent of a job applicant to continue to hold their personal information on file. This form should only be used when the employer has no other legitimate reason for processing the information. For example an employer will have a legal basis to process an unsuccessful job applicants details for 6 months (or a year in NI) in order to be able to defend any future claims from an unsuccessful applicant. If the employer wishes to process their information after this period of time they will need to seek consent.

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This form seeks consent of former employees for the employer to process data in relation to the employee. This form should only be completed when consent can be relied upon and there is no other legitimate basis under GDPR that the employer has for processing the employee’s information.

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This form seeks consent of new employees for the employer to process data in relation to the employee. This form should only be completed when consent can be relied upon and there is no other legitimate basis under GDPR that the employer has for processing the employee’s information.

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This form seeks consent of existing employees for the employer to process data in relation to the employee. This form should only be completed when consent can be relied upon and there is no other legitimate basis under GDPR that the employer has for processing the employee’s information.

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This form seeks consent from an employee for the employer to contact the employee’s GP or an independent medical professional for the purposes of obtaining a medical report on the employee.

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This form seeks consent from an employee for an employer to obtain their photo. This form outlines the reason for the request and how the employer will process the photo.

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This privacy notice should be available to all job candidates. This policy outlines how the organisation will collect and process an applicants data in line with GDPR and Data Protection Act 2018.

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This privacy notice should be given to all employees. It outlines how the organisation collects and processes personal data relating to its employees to manage the employment relationship.

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This can be given to employee’s where post termination restrictions are applicable this is normally for employees in senior positions. These restrictions cover areas such as non compete and intellectual property.

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This contract provides a standard contract for a senior employee in Great Britain. This contract includes all the mandatory clauses that are required in a statement of main terms and conditions of employment.

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This contract provides a standard contract for an employee in Great Britain who will work under a job-sharing arrangement. This contract includes the mandatory wording required to make a job-sharers contract legally enforceable in Great Britain.

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This contract provides a standard contract for an employee who will work under a zero-hours arrangement. This contract includes the mandatory wording required to make a zero-hours contract legally enforceable in Great Britain.

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This contract provides a standard contract for an employee in Great Britain who will work under an annualised hours arrangement. This contract includes the mandatory wording required to make an annualised hours contract legally enforceable in Great Britain

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This contract provides a standard contract for an employee in Great Britain who is employed for a fixed period. This contract includes the mandatory wording required to make a fixed term contract legally enforceable in Great Britain.

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This contract provides a standard contract for permanent employees in Great Britain. This contract includes all the mandatory clauses that are required in a statement of main terms and conditions of employment.

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This letter can be issued to all new employees with a copy of their terms and conditions of employment.

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This letter can be issued to any existing employee who has not received a copy of their terms and conditions of employment.

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This contract provides a standard contract for a senior employee in NI. This contract includes all the mandatory clauses that are required in a statement of main terms and conditions of employment.

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This contract provides a standard contract for an employee in NI who will work under a job-sharing arrangement. This contract includes the mandatory wording required to make a job-sharers contract legally enforceable in Northern Ireland.

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This contract provides a standard contract for an employee who will work under a zero-hours arrangement. This contract includes the mandatory wording required to make a zero-hours contract legally enforceable in Northern Ireland.

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This contract provides a standard contract for an employee in NI who will work under an annualised hours arrangement. This contract includes the mandatory wording required to make an annualised hours contract legally enforceable in Northern Ireland

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This contract provides a standard contract for an employee in NI who is employed for a fixed period. This contract includes the mandatory wording required to make a fixed term contract legally enforceable in Northern Ireland.

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This script provides employers with a guide on how to conduct an initial meeting to discuss a proposed compromise agreement.

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This guide provides all the information required for an employer before initiating a compromise agreement with one of their employees.

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This letter should be issued to an employee who is being offered a compromise agreement, to seek confirmation that they have sought and received independent legal advice on the compromise agreement.

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This form should be sent to the legal representative of the employee, and should be signed by the legal representative to confirm that the employee has received independent legal advice.

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This letter should be sent to an employee as part of a compromise agreement, in order to confirm with the employee that they have received independent legal advice.

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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 compromise agreement.

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This form should be used as a template when drafting a formal compromise agreement between the employer and the employee, outlining the terms under which both parties have agreed to terminate employment.

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This policy should be given to all employees who have been provided with a company vehicle. The policy covers acceptable usage, maintenance, security and fuel.

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This form should be completed by an employee who wishes to change their adoptive leave start date. This form includes the revised dates and should be submitted at least 4 weeks before the original requested leave date.

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This statement can be sent to all employees in advance of any work related social events. This statement outlines that the event is part of the workplace and the protocol for the event.

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This form should be completed by an employee who wishes to raise details of a potential bribery. The form outlines the information to be disclosed and the individuals involved.

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This letter can be sent to any employee who has requested a period of unpaid leave. This letter has two options either granting or declining the request.

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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.

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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.

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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.

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This clause should be included in the contract of employment of any employee who reeives company property.

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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.

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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.

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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.

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This letter invites an employee to a meeting to discuss a possible secondment.

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This letter confirms the terms and conditions of the secondment including the duration of a secondment.

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The purpose of this policy is to set out the arrangements for employees undertaking a long term or short-term secondment to another area within the organisation.

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This letter informs a Trade Union Representative or Employee Representaitve that a collective redundancy consultation will take place and the process that will be followed.

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This is a letter of reminder to an employee who has not responded to an offer of suitable alternative employment.

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This is an informal invitation to a performance review meeting to discuss concerns regarding performance.

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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.

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This performance improvement plan should be used where an employee in underperforming as it documents what improvements are required and the specific timeframes.

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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.

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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.

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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.

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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.

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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.

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This letter can be sent to an employee who has requested to return to work early from maternity leave. This letter accepts the employee’s request to return early.

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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.

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This policy is designed to inform employees that their annual leave entitlements continue to accrue throughout maternity leave, and that annual leave cannot be taken during maternity leave.

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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

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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.

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The purpose of this letter is to explain to the Jury Service that, due to certain factors, you believe that the employee should be excused/deferred from jury service at this time.

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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.

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This guide provides clarity on factors to consider when setting up a job share arrangement.

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The organisation may at its discretion, and if the circumstances permit this, approve a job share arrangement. This polciy outline the terms of the organisations job share policy

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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.

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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.

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This contract clause can be included in an employees contract, outlining the company’s procedure for dealing with the reclaiming of relocation expenses.

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This policy sets out the organisation’s approach to processing special category personal data and criminal records data. It supplements the organisation’s data protection policy.

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This policy should be given to all employees who have been provided with a company vehicle. The policy covers acceptable usage, maintenance, security and fuel.

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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.

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This policy outlines the expectations of employees at work related social events. This policy clarifies what is considered a work place event and the conduct expected of employees at such events.

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This policy covers the organisations rules in relation to the prevention of bribery. The policy outlines the behaviour expected of employees and the rules around accepting gifts.

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This letter can be sent to an employee who has made a protected disclosure inviting the employee to a meeting to discuss the matter in detail.

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This form can be completed by any employee who wishes to make a protected disclosure. This form outlines the details of the disclosure and the individuals involved.

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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.

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This letter can be sent to an employee to invite them to an initial consultation meeting to discuss a proposed change to their terms and conditions. This letter outlines the details of the proposed changes but ensures the employee knows that this is a proposed change only and the organisation is seeking their agreement.

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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.

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This letter can be sent to an employee following an initial consultation meeting outlining that an agreement was not reached. This letter provides two options on how to proceed.

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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.

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This letter should be sent following an initial meeting to seek the agreement of an employee to vary their terms and conditions of employment.

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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 annual leave could not be used.

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This letter can be sent to any employee who has requested a period of unpaid leave. This letter has two options either granting or declining the request.

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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.

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This policy outlines 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.

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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.

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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.

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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.

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This form is provided for affected employees to elect their chosen representative to inform them and consult with the organisation on their behalf during a transfer of undertakings situation.

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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 10 employees, this document can be amended to inform individuals rather than elected representatives.

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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.

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This is a letter that can be used by the transferor (outgoing employer) informing them that the personnel files have been sent and what information is contained within the personnel files.

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This letter informs an employee that their employment did not transfer to another employer because their duties are not wholly or mainly part of the transferred work.

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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.

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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 10 employees, this document can be amended to inform individuals rather than elected representatives.

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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 10 employees, this document can be amended to invite employees to individual meetings.

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This letter invites employees to elect an employee representative to consult with the employer on their behalf, in advance of a TUPE process.

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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.

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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 diligence process before any agreement is made.

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This letter can be sent to an employee who has submitted a request for training or study leave. This letter is inviting the employee to a meeting to discuss the details of the requested leave.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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

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

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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.

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

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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)

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

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

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This letter can be sent to a former employee who was subject to post termination restriction and now is suspected to be in breach of these restrictions.

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This letter can be sent to an employee who has left employment requesting they return company property.

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This clause should be included in the contract of employment of any employee who receives company property.

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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.

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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

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This letter can be sent to any employee that has requested to take adoption leave following a surrogacy arrangement. This letter outlines the terms of the adoption leave.

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An employee who wishes to take adoption leave due to a surrogacy arrangement must apply for a parental order. As part of the leave process, the employer may request a form of intention to apply for a Parental Order from the employee. This form should be completed by the employee

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

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

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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.

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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’.

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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’.

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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.

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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.

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

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

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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.

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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.

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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 beneficial 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.

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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.

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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.

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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.

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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.

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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.

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This letter is to confirm what reasonable adjustments would be required to facilitate an employee’s return to work, and whether the reasonable adjustments can be approved or not.

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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 review procedures. Employers are advised to proceed with caution and seek legal advice on this procedure to avoid disability discrimination.

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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.

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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 likelihood of a return to work, or if they are to return to an alternative role.

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This letter is sent to an employee further to the employer receiving the findings of an occupational health report. The letter invites the employee to a meeting to discuss the findings.

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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.

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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.

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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 frequency of review meetings and any supports that have been granted.

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This letter can be sent to an employee who is absent for greater than 7 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.

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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.

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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.

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This letter invites an employee on unauthorised absence to a meeting to discuss their absence and their circumstances. It reminds the employee that their absence is unauthorised and unpaid.

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This letter notifies an employee that their failure to submit a medical certificate has resulted in them being on unauthorised absence, which is unpaid.

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This letter is sent to an employee who has notified the employer that they are suffering 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.

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This letter is normally sent after a discussion has taken place with the employee regarding reasonable adjustments that are recommended to facilitate a return to work. The letter outlines what reasonable adjustments can be implemented by the employer in order to allow the employee to return to work.

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This letter is used for employers to stipulate when occupational sick pay will come to an end so that there is clarity for the employee.

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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.

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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 adjustments need to be made in the workplace to facilitate the employee, among other important information.

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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.

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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.

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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.

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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 tailored on each occasion of a long-term absence meeting.

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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

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This letter is used to send to an employee who is off on long-term absence, to ascertain how they would prefer to be contacted.

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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 tailored on each occasion of a long-term absence meeting.

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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.

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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 suffering from a long-term illness.

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This letter can be sent to an employee whose contract permits a temporary lay off. This letter outlines the terms of the lay off and the reasons for the employer implementing a lay off.

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This letter can be sent to an employee to inform them that the temporary lay off or short time working has come to an end and that the employee is invited back to work.

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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.

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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.

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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.

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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 employment the employer will need to consult and seek agreement from an employee prior to a period of temporary lay off or short time working.

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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 employment/ 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.

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This guide provides information on the statutory obligations of employers regarding statutory shared parental leave.

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This is a letter of invitation to a meeting regarding a request for discontinuous leave (as part of a shared parental leave request)

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This letter acknowledges a maternity or adoption curtailment notice and confirms return to work details.

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This letter responds to an employee request to vary shared parental leave arrangements outlining the statutory entitlements (such as eight weeks’ notice) and gives the option to either approve or decline the request.

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This letter responds to an employee proposal to have alternative dates for shared parental leave; and asks the employee to take the leave in one continuous block (rather than 2 separate blocks).

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This letter requests evidence of eligibility to take shared parental leave in the case of either birth or adoption.

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This letter responds to a request for a SPLIT day giving the option of either approving the SPLIT day or declining the SPLIT day.

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This letter responds to an employee’s request to take shared parental leave and outlines the procedure of shared parental leave including the duration and SPLIT days.

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This letter explains to an employee their ineligibility to take shared parental leave, and gives a number of options to the employer to choose as to why the employee is not eligible for the leave.

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This letter informs an employee of significant developments within the workplace during their shared parental leave and invites them to a meeting to discuss the developments.

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This letter offers an employee a Shared Parental Leave in Touch Day (SPLIT).

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This letter can be sent to employees to explain their right to take shared parental leave

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A maternity or adoption curtailment notice is for the mother or main adoptor to submit to their employer, outlining the date they wish for their maternity or adoption leave to end so that the partner can avail of shared parental leave. It must be submitted at least 8 weeks before the maternity or adoption leave is due to end.

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This form can be used by an employer who is declining a request for shared parental leave, because the employee does not meet the eligibility criteria.

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This form can be used by an employee who wishes to vary the dates of their shared parental leave or cancel their shared parental leave.

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This form can be used by an employee who wishes to request shared parental leave. It requests the start and end dates of shared parental leave and any additional or necessary information that the employee wishes to record on their request.

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This contract clause outlines the eligibility criteria for shared parental leave as well as the duration of shared parental leave.

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This policy outlines the organisations approach to the accrual and taking of annual leave before and after a period of shared parental leave.

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This policy outlines the statutory right to take shared parental leave (SPL) to care for a child due to be born or placed for adoption. It also outlines the arrangements and notification requirements before a period of SPL and the entitlement to pay during SPL.

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This policy outlines the statutory right to take shared parental leave (SPL) to care for a child due to be born or placed for adoption. It also outlines the arrangements and notification requirements before a period of SPL and the entitlement to pay during SPL.

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This clause can be inserted into senior level contracts to confirm that if any part of the contract is deemed unenforceable each clause will be treated separately

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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.

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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.

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This letter invites an employee to a meeting to discuss a possible secondment.

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This letter confirms the terms and conditions of the secondment including the duration of a secondment.

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The purpose of this policy is to set out the arrangements for employees undertaking a long term or short-term secondment to another area within the organisation.

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This letter invites an employee to meeting following Sabbatical Leave to discuss reintegration to the workplace

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This letter approves a sabbatical and suggests terms and conditions for a sabbatical (in the absence of legislation in this area).

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This letter declines a request for a sabbatical and suggests examples of reasons why it might be declined (in the absence of legislation in this area).

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This letter invites an employee to a meeting following a request for a sabbatical, to discuss the request in further detail and how it would work in practice.

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This policy outlines the organisations position to employees taking sabbaticals, and the procedure for this.

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This letter can be sent to an employee who is due to retire wishing them well in the future.

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This letter can be sent to an employee whose retirement has been confirmed. The letter will outline the final repayments due to the employee.

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This letter can be sent to an employee to confirm that the employer has received their notification of retirement and will be in touch in relation to the next steps.

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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.

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This letter should be sent to any employee who has notified the organisation of their plan to retire. This letter is inviting the employee to a meeting to discuss their retirement plans.

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This form can be completed by an employee who wishes to notify the organisation of their intention to retire.

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This policy can be used to outline the organisations retirement policy. The policy outlines the process for retirement and outlines that a retirement age is not enforced.

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This clause can be included in a contract of employment only when there is a justifiable reason for enforcing a retirement age. In NI there will be very limited circumstances when a retirement age can be justified. Employers should be mindful that they could face claims of age discrimination if this clause is inserted without reason.

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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.

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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.

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This letter can be sent to an employee who has resigned and wishes to then retract their resignation. This letter is accepting the employee’s request.

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This letter should 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.

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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.

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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 reconsider.

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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.

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This letter withdraws a conditional offer of employment due to unsuccessful reference checks.

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This letter responds to a reference request stating that it is the policy of that employer not to provide a reference.

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This letter outlines reference details for an employee.

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This letter can be sent to a former or current employer of a prospective employee seeking a reference.

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This letter outlines an employer’s reference policy regarding information that can be provided, for example only job title and dates of employment.

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This form documents explicit consent from prospective employees to seek references.

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This reference form can be used to send to current or previous employers of a prospective candidate to find out further information on their skills, experience and character.

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This contract clause outlines that employment is subject to successful references.

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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.

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This form can be used to summarise the ranking of employees who have been scored as part of the redundancy selection process.

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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.

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This form can be used by employees who wish to apply for voluntary redundancy.

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This form is provided for affected employees to elect their chosen representative to inform them and consult with the organisation on their behalf during a potential redundancy situation.

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This form outlines the mandatory payments that should be paid to an employee following their redundancy, and can be used as a written statement to provide to the employee.

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This script gives a guide on how to structure a redundancy appeal meeting.

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This script gives a guide on how to structure an collective redundancy consultation meeting with either a trade union representative or an employee representative.

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This script gives a guide on how to structure an individual redundancy consultation meeting.

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This how to guide gives employers practical guidance and advice on individual and collective redundancy consultation processes.

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This letter confirms an outcome of a redundancy appeal either overturning the decision of redundancy or upholding the decision of redundancy.

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This letter invites an employee to a formal appeal meeting following their written appeal of a redundancy.

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This letter invites an employee to a final consultation meeting and informs them if there are no further considerations that the employer will need to proceed with redundancy.

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This letter provides information to employee representatives or trade union repetitive regarding the collective redundancy process.

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This letter informs employee representatives that compulsory redundancies will not take place due to the acceptance of voluntary redundancies.

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This letter invites an employee representative or a trade union representative to a collective consultation meeting.

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Collective redundancy process – this letter informs employee repetitive of their role in the collective consultation process including the requirement to clearly communicate with all parties.

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Collective redundancy process – this letter is to ask employees to take part in a secret ballot process so that they can vote for an employee representative to consult on their behalf.

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This letter informs affected employees that a scoring matrix will be used for redundancy selection, and specifies what the scoring criteria will be.

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This is a template letter that can give feedback to an employee who has raised suggestions as to how to avoid a redundancy situation.

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This letter informs employees that the deadline for applying for voluntary redundancy has now passed.

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This letter acknowledges acceptance of an employee on maternity leave of an offer of suitable alternative employment

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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.

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This letter informs an employee of a successful trial period of suitable alternative employment, and confirms that the role will become permanent and redundancy no longer applies.

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This letter gives a number of reasons as to why an employee might not be entitled to a redundancy payment following a period of short-time working or lay-off.

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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.

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This letter outlines to an employee who is on maternity 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.

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This letter offers an employee who is on maternity leave and whose job role is at risk of redundancy, a suitable alternative job role.

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This letter informs an employee who is on maternity leave that there are no alternatives job roles available and confirms termination of employment by way of redundancy. It outlines redundancy pay (if applicable), notice and holiday entitlements and the entitlement to appeal.

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This letter invites an employee whose job role is at risk of redundancy to a meeting to discuss a possible alternative job role.

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This letter is a follow up to an application for voluntary redundancy, inviting an employee to a meeting to discuss their application for voluntary redundancy.

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This letter notifies an employee of termination of employment, by way of redundancy and outlines that the employee is entitled to a statutory redundancy payment

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This letter informs an employee with under 2 years’ service that they will not be entitled to a statutory redundancy payment, as they do not have the requisite length of service

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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.

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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.

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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.

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This letter confirms that due to a change in circumstances there is no longer a need for a compulsory redundancy process.

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This letter confirms that due to acceptance of voluntary redundancy applications, the issues have been rectified and there is no longer a need for a compulsory redundancy process.

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This letter confirms that further to a consultation process an employee’s job role is no longer at risk of redundancy and that they remain employed on their current terms and conditions of employment.

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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.

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This letter invites an employee whose job role is at risk of redundancy to a consultation meeting as part of the redundancy consultation process.

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This letter confirms acceptance of an application for voluntary redundancy and gives details on the redundancy package that will be offered to the employee.

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This letter invites employees to apply for voluntary redundancy to avoid having to make compulsory redundancies.

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This letter is to be used for an employee whose job role is at risk of redundancy; to inform them the rationale for redundancy and to outline that there will be a consultation process.

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This contract clause outlines the employee’s right to notice and an appeals procedure should they be dismissed by way of redundancy.

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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.

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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.

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This policy can be used by employers who offer enhanced redundancy payments over and above the statutory redundancy amount.

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This policy outlines the process of voluntary redundancy, such as the application process for voluntary redundancy, accepting and declining requests for voluntary redundancy and redundancy payments.

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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.

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This policy outlines the company’s approach to paid time off to search for alternative employment, after an employee has been notified of redundancy.

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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.

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This how to guide gives practical advice to employers on how to manage the recruitment and selection process in its entirety; from advertising the job role, shortlisting, arranging interviews and offers of employment. It focuses on legal compliance, avoiding risk and professionalism of the process.

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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.

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This document provides a guide to employers as to what format an interview should take, and the key elements to prepare for an interview process.

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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.

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This letter outlines to a job applicant that an alternative vacancy that better suits their skills and qualifications has become available.

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This letter outlines that a job applicant’s details will be kept on file and includes a consent form so that the applicant can give consent to their details being kept on file (GDPR Compliant).

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This letter can be used to withdraw a job offer. Note that any withdrawal should not be as a result of any disclosure of a protected characteristic to avoid a discrimination claim.

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This letter can be used to provide feedback to a job applicant who has been unsuccessful.

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This letter can be sent to a job applicant who has not been successful in proceeding to interview stage.

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This letter invites a job applicant to a second interview, after they have attended a first interview.

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This letter can be sent to a job applicant who has attended an interview but has been unsuccessful and will not proceed any further in the recruitment and selection process.

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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.

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This letter invites a job applicant to an interview and outlines the details of the interview such as the date, time and location of interview.

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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.

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specification and the job description of the available role being interviewed for.

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This is a guide for employers on how to score at interview. Employers are advised to amend the questions accordingly in line with the person

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This template can be used by an employer when designing a job advertisement.

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This form can be used internally by a HR Department or manager to document the details of a vacancy that is required.

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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.

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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, screening, interviews and the various different pieces of correspondence that are required.

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This form can be used to outline the essential and desirable criteria for a vacancy.

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This form can be used to seek a reference from a previous employer for a new employee. The form can be sent to the referee or alternatively can be completed via telephone.

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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.

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This application form can be used as a template.

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This policy outlines the procedure for incentivising employees who refer an employee to the organisation. It stipulates eligibility criteria and the reward

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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.

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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.

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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.

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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.

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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.

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This script can be used for a formal probationary appeal meeting.

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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.

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This form can be used by line managers in preparation for a probationary review assessment.

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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.

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This form can be used by employers as a guide to review performance/conduct during the probationary period. Employers may wish to amend the detail included accordingly to the job role.

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This letter outlines that the outcome of a probationary appeal process in that the original decision has been upheld or overturned.

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This letter invites an employee to a formal probationary appeal hearing after the employee has appealed the decision of termination of employment by way of an unsuccessful probationary period.

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This letter offers employment with the condition that the employee successfully completes a probationary period.

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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.

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This letter informs an employee that they have successfully completed their probationary period.

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This letter informs an employee that their probationary period is being extended due to some concerns over their suitability for the role.

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This letter informs an employee that their probationary period is being extended due to their sick leave.

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This is 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.

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This letter invites an employee to a probationary review meeting to discuss their progress. This is an informal meeting therefore the employee is not entitled to be accompanied.

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This policy is used for employees who are within their probationary period so that there is a process for measuring suitability during this timeframe.

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This is a letter of outcome of a performance management appeal process

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This is a letter of invitation to a formal appeal hearing following a capability sanction regarding performance

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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.

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This is a outcome of a formal capability hearing informing the employee of dismissal. Note that this letter should not be issued unless a formal hearing has been completed.

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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.

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This is a outcome of a formal capability hearing informing the employee of a final written warning. Note that this letter should not be issued unless a formal hearing has been completed.

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This is a outcome of a formal capability hearing informing the employee of a written warning. Note that this letter should not be issued unless a formal hearing has been completed.

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This is a outcome of a formal capability hearing informing the employee of a verbal warning. Note that this letter should not be issued unless a formal hearing has been completed.

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This form gives a template guide on how to conduct a daily team briefing.

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This template form assists managers in setting targets as well as determining how often these will be reviewed and how they will be measured.

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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.

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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).

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This guide gives employers a structured technique to deliver feedback to an employee who is underperforming.

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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.

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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.

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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.

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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.

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This form should only be used for Employees undergoing an annual appraisal. This form details the objectives agreed for the year ahead.

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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.

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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.

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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.

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The performance appraisal is an extremely effective tool in the performance management process. This policy outlines the organisation procedure 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.

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This letter should be sent to employees outlining that the organisation is looking into launching a stakeholder pension scheme. The letter contains details of what this would mean for the employees

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This letter outlines to an employee the criteria set out in the Pensions Act pertaining to enrolment in the organisations pension scheme. This letter informs the employee that the organisation will either begin to contribute or continue to contribute to their pension

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This contract clause can be included in an employees contract of employment to inform them that eligible employees will be automatically enrolled into the organisations pension scheme

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This policy contains information about the organisations pension scheme. This policy explains that eligible jobholders are automatically enrolled, and that there is an option to opt out of the scheme

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This letter should be sent to an employee who has been requested to relocate for work. This letter should outline to the employee a number of expenses that the organisation are willing to contribute towards

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This letter should be sent to a former employee that has recently left the organisation to inform them that they have been overpaid in error. The letter should detail what the error was, and seek to arrange repayment

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This letter should be sent to an employee that has been overpaid in error – explaining the error to the employee, and arranging for repayment

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This letter can be sent to notify an employee that they will not be receiving a performance related bonus. The letter should outline clearly to the employee why they will not be receiving the bonus on this occasion.

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This letter can be sent to notify an employee that a performance related bonus has been paid . This letter should contain details of the bonus payment

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This letter should be sent to an employee who is leaving the organisation that required a deduction from their final pay. This letter explains to the employee the reason for the deduction

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This letter should be sent to an employee who has requested a pay rise, informing them that their request has not been approved. The reason why the request has not been approved should be explained in the letter

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This letter can be issued to an employee whose salary is being increased. The letter should outline the details of the pay increase

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This letter can be used in the instance where it is required to make a deduction from a former employees pay. This letter contains options for whether the employee has received their final pay or not

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This letter can be used when an employee has been overpaid, given too much annual leave, or any other occasion where a deduction is required. This letter arranges repayment, and gives options depending on whether the repayment is to be paid in instalments or as a lump sum

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This letter should be sent to an employee when the organisation is not in a position to increase pay to employees due to a reduction in business

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This letter should be sent to an employee when a salary sacrifice has been agreed. This letter outlines the terms of the salary sacrifice.

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This clause can be included in the contract of senior employees. This clause outlines various expenses that may be included in the clause of a senior employee.

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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.

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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.

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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.

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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.

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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.

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This policy outlines the provision of rewards and benefits for employees. This policy covers areas such as job evaluation, pay grades, salary, bonus, pension and other benefits.

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Many employees will have very helpful suggestions and ideas, and an employee suggestion scheme can be an excellent way of recognising these suggestions. This policy outlines how suggestions are dealt with and it outlines that suggestions may/may not be implemented by the organisation

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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 employees.

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This letter requests further information from an employee on their request for paternity leave.

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This letter gives general information on statutory paternity leave and pay.

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This letter offers an employee condolences and support after a stillbirth, or miscarriage.

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This letter outlines an employee’s rights to paternity leave after the death of a child after birth.

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This letter outlines reasons why an employee is entitled to statutory paternity leave, but not statutory paternity pay.

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This letter can be used to accept a request for paternity leave, and outline the dates and other details.

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This form can be used by expectant fathers to request time off for ante-natal appointments. The time off is capped at six and a half hours for each appointment. There is no qualifying period for entitlement to this right.

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This letter outlines why an employee may not be entitled to paternity leave and/or pay, and gives examples of reasons why this would be the case.

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This contract clause outlines conditions surrounding paid paternity leave, and any eligibility criteria associated with this.

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This contract clause outlines terms and conditions associated with paternity leave such as duration, pay and notification requirements.

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This policy outlines the employer’s policy on time off for fathers or partners for ante-natal appointments.

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This letter explains statutory parental leave entitlements such as the duration of parental leave, eligibility criteria, notification requirements and other important information.

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This clause outlines the employee’s right to request and take statutory parental leave. It informs employees of eligibility criteria.

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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.

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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.

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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.

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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.

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This form can be given to any employee who has been provided with a company phone. This form should be completed by the employee to confirm that they have received the mobile phone.

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This policy outlines the organisations rules on the use of mobile phones when in a vehicle and driving, during working hours.

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This policy outlines an employee’s responsibilities in respect of mobile telephones provided by the organisation and the rules relating to the use of personal mobile phones at work.

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This letter can be sent to an employee who has declined to partake in mediation. This letter outlines the next steps in the process.

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This letter can be sent to the participants of mediation outlining that mediation failed to resolve the dispute. This letter will outline the next steps.

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This letter can be sent to the participants of a mediation process. This letter outlines that mediation was successful and details the points which were agreed at mediation.

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This letter can be sent to an employee who has agreed to mediation to attempt to resolve an outstanding dispute. This letter outlines the details of when and where the mediation will take place.

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This letter can be sent to an employee where mediation is considered an appropriate option for resolving 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.

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This template script can be used by a trained mediator as a guide for the mediation process.

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This form should be completed by an employee to signify if they are willing or not to partake in mediation.

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This form can be used to send to an independent mediator when mediation has been agreed. This form proves details on the participants and the information available.

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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.

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This letter can be sent to an employee who is undergoing fertility treatment, offering them the support of the organisation. This letter also explains to the employee that they can take time from their annual leave, or that the organisation is giving them additional paid leave on top of their annual leave entitlement while they undergo fertility treatment

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This letter can be sent to an employee to congratulate them on successful fertility treatment. Enclosed with this letter should be the organisations maternity policy

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This letter confirms to the employee that the organisation has received their MATB1 form, and asks the employee to confirm what date they intend to commence their maternity leave

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This letter can be used in response to a pregnant employee submitting a holiday request. This letter contains several options based on whether the request is being approved for holidays before maternity leave starts, approved after maternity leave starts, or if the holiday request has simply been refused

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This letter can be sent to an employee that is currently on maternity leave to inform them of changes in the workplace that might affect her upon her return to work

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This letter should be sent to an employee who has failed to return to work following their maternity leave, and informing them that their absence is now being treated as unauthorised absence

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This letter can be sent to an employee as an abridged summary of the organisations maternity leave policy and their maternity pay entitlements

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This letter should be sent to a new mother to outline the arrangements the organisation have put in place to facilitate her on her return to work, particularly in relation to breastfeeding arrangements

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This letter informs a pregnant employee that, due to them not accepting an alternative role, which was decided after a risk assessment, they must be placed on medical suspension to protect the employee and their unborn child

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This letter informs an employee that they are not entitled to receive statutory maternity pay, but that instead they may be able to avail of either of maternity allowance or shared parental leave

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This letter should be sent to an employee in order to confirm with the employee the date that they will return to the workplace

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This letter informs a new mother that, due to them not accepting an alternative role, which was decided after a risk assessment, they must be placed on medical suspension to protect the employee and their baby

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This letter can be sent to an employee in order to seek clarity in relation to what date they intend to return to work, and to inform them that if they wish to amend the return to work date that is currently scheduled, they must provide 8 weeks of notice

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This letter confirms the date of commencement for maternity leave to an employee whose child has been born prematurely . This letter contains options, for whether or not maternity leave had already started at the time of premature birth

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This is a letter confirming to an employee that their request for a phased return to work following maternity leave has been granted. The letter should include the specific details of the phased return schedule

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This letter provides comprehensive information regarding maternity pay to an employee who has notified the organisation of pregnancy.

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This letter can be sent to an employee who is absent due to pregnancy related illness, notifying her that her maternity leave will automatically begin if she has not recovered by the 4th week before expected childbirth. The letter asks the employee to keep the organisation informed as to her wellbeing

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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.

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This letter can be sent to an employee who has suffered the lose of their baby after birth. This letter offers condolences and also outlines the employee’s maternity rights.

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This letter can be sent to a pregnant employee following a risk assessment. This letter outlines requests to meet the employee to discuss the risk assessment.

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This letter should be sent to an employee who has given birth to their child earlier than expected. This letter offers congratulations on behalf of the organisation, and informs the employee that their maternity leave has now been triggered, beginning from the day after childbirth

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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.

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This letter should be sent to notify an employee that, since their absence is related to their pregnancy, their maternity leave has automatically been triggered

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This letter explains to an employee how a keeping in touch day will be coordinated, and this letter also highlights the employees statutory rights regarding how many keeping in touch days are permitted

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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.

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This letter can be sent to an employee who wishes to change her maternity leave start date. This letter provides 2 options either granting or declining the request.

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This letter should be sent to an employee to explain to them that due to either a government increase or the organisation conducting a salary review, their statutory maternity pay has been amended

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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.

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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.

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This letter can be sent on behalf of the organisation to offer condolences to an employee who has suffered a miscarriage or still birth.

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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.

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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.

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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.

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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.

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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.

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This letter can be sent to an employee who has notifying the organisation of her intention to take maternity leave. This letter outlines details on both leave and pay entitlements.

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This letter can be sent to an employee who has notifying the organisation of her intention to take maternity leave. This letter outlines details on both leave and pay entitlements.

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This letter can be sent to an employee who has submitted their resignation whilst on maternity leave. This letter accepts the employee’s resignation and outlines details of final pay.

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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.

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This letter invites an employee that is currently on maternity leave to attend a keeping in touch day, which can be a means of providing training/ keeping the employee up to date with developments so that they can more easily transition back to the workplace after their leave.

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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

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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

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This letter should be sent to an employee who has just given birth, to send them the organisations best wishes

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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.

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This form should be completed by a pregnant employee who is experiencing a pregnancy related illness fewer than 4 weeks from the expected date of childbirth. The submission of this form automatically triggers maternity leave and pay.

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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

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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

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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

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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

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This policy is used when employers offer enhanced maternity pay, in excess of the statutory levels, as well as outlining to the employees what supports will be provided to them in terms of ante natal time off, and time off for stillbirth or miscarriage.

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This policy outlines the organisations procedure when employees returning from maternity leave wish to request a variation to their contractual hours of work.

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This policy is designed to inform employees that their annual leave entitlements continue to accrue throughout maternity leave, and that annual leave cannot be taken during maternity leave.

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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

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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.

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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.

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The purpose of this letter is to explain to the Jury Service that, due to certain factors, you believe that the employee should be excused/deferred from jury service at this time

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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 unpaid time off for their jury service.

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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.

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This guide provides clarity on factors to consider when setting up a job share arrangement

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The organisation may at its discretion, and if the circumstances permit this, approve a job share arrangement. This policy outline the terms of the organisations job share policy

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This form should be completed by all new starters and a copy should be retained securely on their personnel file.

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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.

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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.

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This form can be used to assist in developing an effective induction. This form cove4rs the purpose of a good induction, what should be included in the induction and who should be involved in the induction.

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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.

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The purpose of the policy is to outline clearly to all new employees what the policy and procedure is relating to ensuring an effective induction is carried out upon commencement of employment.

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This checklist should be reviewed by a line manager when dealing with a request for home working.

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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.

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This letter can be sent in response4 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.

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This letter can be sent to any employee who ha requested that holiday payment is made instead of taking their leave. This letter outlines the reasons why annual leave must be taken.

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This letter can be sent as reminder to any employee who has not booked annual leave requesting the employee to book their leave.

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This letter can be sent to an employee to notify them that they are required to take any outstanding annual leave during their notice period.

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This letter can be sent to an employee at the beginning of the year to confirm how much leave the employee has in the current leave year.

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This letter confirms that an employee who was sick whilst on holiday will have their annual leave reinstated.

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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.

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This letter is inviting an employee to a disciplinary hearing due to their failure to return from holidays. This letter should be sent following an investigation.

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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 requests the employee to contact the organisation.

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This letter can be sent employees to remind them to reserve annual leave for specific closure periods such as Christmas.

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This letter can be sent to an employee who has failed to take their full holiday entitlement. The letter requests the employee to book annual leave or the leave will be imposed by the organisation.

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This letter can be sent to an employee when an annual leave request is rejected. This letter explains the reason for the rejection.

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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.

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This policy outlines an organisation procedure on annual leave. The policy outlines the procedure for booking leave, carrying leave forward, payment, entitlement and prescribed days.

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This form can be completed by an employee who wishes to request annual leave. The form outlines the dates requested and the amount of leave available.

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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

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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

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This guide covers all the essential information required to carry out a grievance investigation, including expertise on every stage of the process

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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

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This form provides a template witness statement, which should be filled in with information garnered during a meeting with named witnesses

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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

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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

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This form should be available to all employees, and should be used in the instance where an employee would like to retract a grievance that they had previously submitted

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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

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This letter should be issued to all employees that are involved in a collective grievance process, informing them of the outcome of the grievance appeal

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This letter should be sent to the person who was nominated to be the employee representative at a collective grievance hearing, to invite them to attend a collective grievance appeal hearing.

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This letter should be issued to all employees that are involved in a collective grievance process, informing them of the outcome of the grievance investigation

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This letter should be sent to the person who was nominated to be the employee representative at a collective grievance hearing, to invite them to attend a collective grievance hearing.

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This letter should be sent to employees who have raised numerous grievances in relation to the same matter, informing them that their grievance will be considered as a collective grievance

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This letter should be sent to an employee who has retracted their grievance, in order to clarify with the employee their reason for retracting their grievance.

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This letter should be sent to an employee who has raised a grievance to inform the employee that their complaint is considered as too minor to warrant being handled under the organisations grievance procedures.

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This letter should be sent to an employee who is raising a grievance that has already been dealt with in a previous grievance. This letter informs the employee that the new grievance will not be heard due to an investigation having already taken place.

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This letter should be sent to someone who has been named as a witness during a grievance investigation, in the instance where the named witness is not an employee of the organisation. This letter asks if they would mind providing their account in writing.

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This letter should be sent to an employee who has appealed against the outcome of their grievance, informing them that a decision has been made in relation to their appeal.

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This letter should be sent to an employee who has appealed against the outcome of their grievance. The purpose of this letter is to invite them to attend an appeal meeting, so that the grounds for their appeal can be considered.

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This letter should be sent to a former employee who has raised a grievance after they have left the organisation. This letter informs the former employee that their concerns are being investigated, and they will receive correspondence in due course.

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This letter should be sent to an employee who has an outstanding grievance, but wants to raised another related grievance. This letter informs the employee that the second grievance will be dealt with simultaneously.

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This letter should be sent to an employee who has retracted their grievance. This letter contains options for two approaches, the first option is to accept the retraction and stop investigating. The second option is to continue with the investigation due to the serious nature of the allegations.

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This letter should be sent to an employee who has raised a formal grievance, informing them of the outcome of their grievance.

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This letter should be sent to an employee who has been invited to a grievance meeting so that their grievance could be heard, but failed to attend the meeting. The letter includes two separate courses of action, depending on whether this is the first time they have failed to attend, or if they have failed to attend on multiple occasions.

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This letter should be sent to an employee who has raised a grievance, providing them with an update on the progress of their grievance, for example they should be informed of what steps have been completed and what steps remain to be completed.

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This letter should be sent to an employee who has had a grievance raised against them by a colleague, inviting them to attend an investigation meeting and to provide their version of events.

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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.

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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.

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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.

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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.

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This letter should be sent to a staff member that has raised a grievance and has agreed to resolve their grievance following an informal meeting.

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This letter should be sent to a staff member that has raised an informal grievance. This letter serves to invite the staff member to a meeting in order to discuss their concerns in an informal setting.

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This letter should be sent to a staff member that has raised a grievance, informing them that their request has been acknowledged and that an investigation will launch in due course.

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This document outlines to employees the organisations grievance policy, including how to raise a grievance, details of how investigations are carried out, and how the data relating to the grievance will be stored.

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This letter should be issued to an employee that who has either given or been given notice of termination of employment, informing them that they will be placed on garden leave as opposed to working out their notice

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This contract clause should be included in each employees contract of employment, explaining the organisations policy on garden leave, and the employees obligations if they are placed on garden leave

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This how to guide explains how a flexible working request should be handled, including advice on meetings that should be held with employees and criteria that should be considered when considering the request

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This script should be used by the chair of a flexible working appeal meeting. This script provides guidance on how to carry out such a meeting, including some examples of questions that could be asked.

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This script should be used by the chair of a flexible working meeting. This script provides guidance on how to carry out such a meeting, including some examples of questions that could be asked.

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This letter should be sent to an employee who has submitted a request for flexible working, but did not provide all of the necessary information. This letter asks the employee to provide this missing information.

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This letter should be sent to an employee who has underwent a successful trial period of flexible working, to inform them that the arrangement will be made permanent.

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This letter should be issued to all eligible employees to inform them that an opportunity for flexible working arrangement has become available if they wish to apply for it.

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This letter should be sent to an employee who has requested a flexible working arrangement to inform them that they do not meet the appropriate criteria necessary to request flexible working.

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This letter should be sent to an employee who has request a flexible working arrangement to inform them that there has been a delay in the decision making process in relation to their application.

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This letter should be sent to an employee who satisfies the criteria necessary for submitting a flexible working request. This letter simply notifies qualifying employees that they are eligible to request flexible working.

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This letter should be sent to an employee who is due to attend a flexible working meeting which now must be rescheduled. This letter provides an alternative time/date to hold the meeting.

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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.

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This letter should be issued to an employee who has appealed against the decision not to approve a flexible working arrangement. The purpose of this letter is to inform them that the their appeal has been upheld.

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This letter should be issued to an employee who has had a flexible working arrangement turned down. This letter invites the employee to a meeting where they can outline the basis of their appeal against the decision.

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This letter should be issued to an employee who is currently on a trial flexible working arrangement in the instance where the employer would like to extend the trial period. The reason for wanting to extend the trial period should be explained to the employee.

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This letter should be issued to an employee who has requested flexible working, and has attended a meeting in relation to their request, informing them that their request for flexible working has been approved for a trial period.

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This letter should be issued to an employee who has requested flexible working, and has attended a meeting in relation to their request, informing them that their request for flexible working has been declined.

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This letter should be issued to an employee who has requested flexible working, and has attended a meeting in relation to their request, informing them that their request for flexible working has been approved.

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This letter should be issued to an employee who has requested flexible working, in order to invite them to attend a meeting to discuss their request.

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This checklist outlines a number of standards that must be met in order for a homeworking request to be approved.

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This form should be available to any employee who has submitted a flexible working request, and should be submitted by the employee in the instance where they wish to withdraw their flexible working request.

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This form should be available to all employees, and should be completed by an employee that wishes to submit a flexible working request.

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This policy outlines the organisations stance of term-time working arrangements. The policy details how to apply for a term-time working arrangement, as well as possible reasons why an employee might not be eligible

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This policy outlines how the organisation oversees job-share arrangements. The policy addresses how to apply for a job share.

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This policy outlines the organisations approach to flexi-time working, including how to request it as well as information around mandatory hours, and how to record hours worked.

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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.

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This letter should be issued to a job applicant who has applied for a fixed term position, informing them that they are being offered the position.

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This letter should be issued to employees who were issued a fixed term contract, informing them that their fixed term is approaching its conclusion. This letter includes information around final payments, and appeals against termination.

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This how to guide gives a breakdown of how to correctly carry out fair employment monitoring in Northern Ireland. This includes information on registering with the equality commission, annual monitoring and periodic reviews.

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This form should be used internally, and its purpose is to keep track of the religious background/gender of job applicants.

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This form should be used internally, and its purpose is to keep track of the religious background/gender of the organisations current employees.

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This form should be issued to all employees upon joining the organisation. The intention of this form is to monitor the number of employees that are of either a Catholic or Protestant background, as well as to monitor the proportion of each gender in the workforce.

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This policy should be included in job advertisements to reiterate that the organisation is an equal opportunities employer and is committed to eliminating discrimination in their workplace as well as their recruitment process.

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This form should be issued to all employees. It is a brief questionnaire relating to employees gender/sexual orientation/race etc. This form is used to collect this data about employees and applicants, so that discrimination (intentional or inadvertent) can be eliminated when managing the employee.

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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.

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This contract clause should be included in the contract of employees , informing them that they must prove that they are eligible to work in Northern Ireland before commencing employment, and informing them that the onus is on them to keep the employer up to date on the status of their right to work in Northern Ireland.

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This letter should be sent to a foreign national who had been offered a role at the organisation, informing them that their job offer is being withdrawn on the basis of not providing evidence that they can legally work in Northern Ireland.

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This policy outlines how employees are expected to dress in the workplace. This policy includes options based on whether the employees must wear a uniform, or if they must adhere to a dress code. The policy also covers PPE and employee hygiene.

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This form should be provided to a new employee at the same time as the employee handbook. The employee should complete this form and return it to the organisation in order to confirm that they have read the handbook.

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This how to guide is designed to help the organisation in drafting their own employee handbook. This guide includes a template index with examples of policies that would be good practice to include.

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This policy provides a framework of standards which employees are expected to uphold while employed at the organisation, such as timekeeping, use of facilities, behaviour outside of work etc.

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This policy outlines to employees that the organisation reserves the right to test employees for the presence of alcohol or drugs in their system. The policy also explains the sanctions for being under the influence at work, as well as how the test result data is stored in line with data protection regulations.

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This policy outlines to employees that the organisation will not tolerate employees being under the influence of alcohol or drugs in the workplace, and reserves the right to carry out drug/alcohol testing in the workplace.

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This policy covers the topic of work attire, including what constitutes appropriate and inappropriate attire, as well as detailing sanctions for failure to comply with the policy.

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This contract clause can be included in employees contracts of employment requiring them to familiarise themselves with the organisations disciplinary procedures.

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This contract clause can be included in employees contracts of employment, which gives the employer the right to pay sick pay instead of their normal pay to an employee who is suspended on full pay but has notified the employer of illness.

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This contract clause can be included in employees contracts of employment reserving the right to suspend them pending any future disciplinary investigations

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This form should be completed to document evidence obtained from a witness during a disciplinary investigation. Template questions are provided, but specific questions in relation to the alleged incident should be prepared prior to the witness interview.

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This form provides guidance on the practice of investigations and is designed to help Investigation Officers and anyone else delegated to investigate allegations of misconduct referred to them by the standards of the Organisation. The investigation should be conducted in line with the disciplinary policy and procedure

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This guide provides information and guidance on how to carry out a disciplinary procedure in the instance that an employee is believed to have breached the terms of their employment.

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Managers can use this script to guide them through the process of conducting an appeal meeting, in the case where an employee has appealed against the outcome of their disciplinary findings.

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Managers can use this script to guide them through the process of conducting a disciplinary hearing, having concluded from the investigation meeting(s) that disciplinary action is warranted.

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Managers can use this script to guide them through the process of conducting an investigation meeting as part of a disciplinary process.

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This letter should be issued to an employee who has not confirmed their intentions to attend a disciplinary hearing, informing them that the meeting will proceed in their absence.

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This letter should be sent to the GP of an employee who is subject to a disciplinary investigation. This letter seeks to establish whether the employee would be well enough to attend an investigation meeting.

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This letter should be issued to an employee who was absent for their disciplinary hearing (but provided a written submission) informing them that a decision was made in their absence.

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This letter should be issued to an employee who has resigned while on paid suspension pending a disciplinary investigation. This letter includes options based on whether or not the resigning employee has raised any grievances in their resignation.

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This letter should be issued to an employee who has appealed the outcome of their disciplinary hearing, informing them of the outcome of their appeal.

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This letter should be issued to an employee who wishes to appeal the outcome of their disciplinary hearing, inviting them to attend an appeal meeting. This letter should include details of when and where the appeal meeting will take place.

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This letter should be issued to an employee who has declared that they wish to appeal the outcome of their disciplinary hearing informing them that they did not submit their appeal before the deadline.

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This letter should be issued to an employee who has been subject of a disciplinary investigation informing them of the sanction that is being imposed. This letter should be used if the sanction is anything other than a warning or dismissal.

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This letter should be issued to an employee who has been subject of a disciplinary investigation informing them that they are receiving a final written warning

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This letter should be issued to an employee who has been subject of a disciplinary investigation informing them that they are receiving a written warning

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This letter should be issued to an employee who has been subject of a disciplinary investigation informing them that they are receiving a verbal warning

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This letter should be issued to an employee who has been subject of a disciplinary investigation informing them that they are being dismissed due to gross misconduct.

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This letter should be issued to an employee who has been subject of a disciplinary investigation informing them that they are being dismissed due to misconduct.

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This letter is inviting an alleged perpetrator to a disciplinary hearing following an investigation. The alleged perpetrator should receive all evidence such as minutes and witness statements with this letter. This letter also outlines the employee’s right to be accompanied at a disciplinary hearing. An employee should get at least 48 hours notice of a disciplinary hearing.

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This letter should be sent o any employee who was suspected of misconduct that following investigation no further action will be taken.

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This letter should be sent to an employee suspected of misconduct to inform them that a workplace investigation will take place.

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This procedure outlines the disciplinary process that should be followed. The procedure includes the sanctions that can be applied. The process also covers the right to be accompanied, the conduct of disciplinary cases , the right to appeal a decision. and examples of what constitutes gross, major and minor misconduct.

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This guide provides information and guidance on how to deal with complaints of bullying and harassment in the workplace.

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Managers can use this script to guide them through the process of a formal dignity at work hearing with the person who has raised a complaint.

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This report should be completed by the person who investigated the allegations. This form will outline the allegations, the witness evidence, any other evidence, the findings of the investigation and the recommendations.

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This form should be provided to an employee who has raised a complaint relating to bullying/harassment, but subsequently wishes to withdraw the complaint.

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This form should be used to record a witness statement relating to a bullying/harassment workplace investigation. The witness must read, sign and date the statement to reflect their agreement to give evidence.

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This form can be used by any of the organisation’s employees to submit a complaint about the behaviour of a colleague, his/her manager or a third party, or any other workplace issue.

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This letter acknowledges a complaint raised by an employee and informs them that the will be invited to a meeting in due course.

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This letter should be sent to any employee named as a witness in a Dignity at Work complaint. This letter invites the employee to a meeting to discuss any evidence they may have.

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This letter should be sent to an employee who has had allegations made against them. The purpose of the meeting is to provide an opportunity for the alleged perpetrator to respond to the allegations.

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This letter is offering a second opportunity to an employee who has raised allegations under the Dignity at Work Procedure to attend a hearing.

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This letter should be sent to an employee who has raised allegations of bullying or harassment. This letter outlines the employee’s rights during the process.

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The purpose of this policy is to clearly outline the procedure that the organisation will follow for handling allegations of harassment on the grounds of mental health in the workplace, and ultimately to prevent any such activity from happening in the workplace

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The purpose of this policy is to clearly outline the procedure that the organisation will follow for handling allegations of bullying, harassment and sexual harassment in the workplace, and ultimately to prevent any such activity from happening in the workplace

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This clause can be included in a contract of employment. This clause outlines when the employer could make deductions from an employee’s pay.

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This form should be completed by an employee who has received an overpayment. This form outlines how the employee will repay the over payment to the employer.

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This letter should be sent to any employee who has left the organisation and received an overpayment. This letter will inform the employee that a deduction will be made from their final salary.

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This letter should be sent to any employee who has received an overpayment in their wages. This letter will outline the arrangements for the repayment of the over payment.

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This letter should be sent to any employee who has requested a loan from the employer. The employer should obtain the employee’s agreement on the terms of the repayment.

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This letter should be sent to an employee to seek their agreement on the method of how an overpayment will be reimbursed to the employer.

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This policy outlines when the employer may seek repayment from an employee in the form of a deduction from wages

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This letter can be sent to external contacts to inform them of the death of an employee

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This letter can be sent to the family of an employee who has died offering condolences and support.

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This letter can be sent to the workforce following the death of an employee. This letter informs employees on the funeral arrangements and offers support to the employees.

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This policy is a point of reference for employees in the event of a death of a colleague. It covers points such as the funeral arrangements and notification of the death.

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This clause should be inserted into a contract of employment. This clauses informs an employee who their information Is processes.

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This clause can be inserted into a contract of employment when employer monitors the communication structures within the organisation.

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This letter can be sent to an employee’s GP when the employer has obtained consent from the employee to contact the GP directly to obtain a medical opinion on the employee.

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This letter can be sent to an employee when an employer wishes to obtain their consent to access a medical report on the employee. This letter should be sent to accompany the Consent form to obtain a medical report.

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This guide provides information on how an employer can remain compliant with data protection

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This form should be completed by an individual who wishes to have data erased about them. This form requests the employee to let the employer know the reasons for the deletion, the data to be deleted and any supporting information.

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This form should be completed by individuals who wish to have incorrect data in relation to them rectified. This form outlines the data the employee wishes to have rectified and what they request it is amended to.

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This form should be completed by an individual who wishes to complete a SARS. This form outlines the information the employee requests and who they should return the form too.

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This form should be completed whenever the organisation is considering processing personal information of its employees. This firm will identify the impact of the processing and if it is necessary and compliant with GDPR and The Data Protection Act 2018.

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This letter responds to an individuals request for erasure of their data refusing the request. The letter outlines the reasons for refusal such as the request is excessive or manifestly unfounded.

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This letter responds to an individual who has requested the erasure of data relating to them. This letter confirms that the employer is willing to comply with the request but they need additional time due to the complexity of the information requested.

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This letter responds to an individual who has requested the erasure of data relating to them. This letter confirms that the employer is willing to comply with the request but they need further information.

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This letter responds to an individual who has requested the erasure of data relating to them. This letter confirms that the employer has completed this request.

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This letter responds to an individual who has requested their data is rectified. This letter refuses the request as it is either excessive or unfounded.

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This letter requests further time to feal with a subject access request. The reason for the extension is due to the complex nature of the information requested.

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This letter can be sent to a data subject who has requested that incorrect data in relation to them is rectified. This letter requests further information on the data to permit the employer to complete the request.

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This letter can be sent to a data subject to inform them that their request to have data that was incorrect rectified is complete

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The employer is not normally permitted to charge a fee for a SARS request. However, if the request is manifestly unfounded or repetitive they may charge a fee.

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This letter can be sent to a data subject where the employer perceives the request to be unfounded or excessive. The letter r provides options for the employer to explain their rationale.

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This letter is responding to a subject access request informing the data subject that the employer will comply with the request however, as the request is complex the employer will need more time.

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This letter is responding to a subject access request informing the data subject that the employer will comply with the request however, as the request is complex the employer will need more information.

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This letter responds to a subject access request and provides a copy of the information that is held and also lets the data subject know how it is processed

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This data protection retention schedule outlines the duration for which varying categories of personal data will be held, the purpose of the processing, the format by which it is stored and the legal basis for processing this data.

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This policy outlines how an organisation deals personal data and explains the organisation’s approach to making a subject access request, and how the organisation ensures compliance with General Data Protection Regulation (GDPR) in relation to the handling of personal data in this regard.

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This privacy notice should be given to all employees. It outlines how and why the organisation collects and processes personal data relating to employees medical records data in line with GDPR and the Data Protection Act 2018.

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This privacy notice should be available to all contractors. This policy outlines how the organisation will collect and process an applicants data in line with GDPR and the Data Protection Act 2018.

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This policy sets out the organisation’s approach to processing special category personal data and criminal records data. It supplements the organisation’s data protection policy.

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This policy outlines the employers responsibilities in dealing with Data in the workplace in line with GDPR and the Data Protection Act 2018.

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This policy outlines the organisations position ion dealing with COVID-19 in the workplace. This includes working from home, sick pay, sick leave, annual leave short time working and a temporary lay off.

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This policy outlines the organisations support for employees to undertake voluntary work and the process for employees to follow.

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This policy covers the environment, community work, education, business relationships and employees.

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This letter can be issued to employees anytime there is an update to their terms and conditions of employment. This letter will accompany the updated contracts and outlines the relevant changes to the employee.

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This guide provides all the information required of anyone who is issuing a contract of employment. This guide provides useful information on each section of the terms and conditions of employment and explains the rationale as to why watch clause should be included.

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This letter should be issued to any employee that has failed to sign and return their terms and conditions of employment. This letter requests an employee to provide reasons as to why they have not signed their terms.

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This can be given to employee’s where post termination restrictions are applicable this is normally for employees in senior positions. These restrictions cover areas such as non compete and intellectual property.

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This contract provides a standard contract for permanent employees in NI. This contract includes all the mandatory clauses that are required in a statement of main terms and conditions of employment.

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This script provides employers with a guide on how to conduct an initial meeting to discuss a proposed compromise agreement.

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This guide provides all the information required for an employer before initiating a compromise agreement with one of their employees.

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This letter should be issued to an employee who is being offered a compromise agreement, to seek confirmation that they have sought and received independent legal advice on the compromise agreement.

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This form should be sent to the legal representative of the employee, and should be signed by the legal representative to confirm that the employee has received independent legal advice.

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This letter should be sent to an employee as part of a compromise agreement, in order to confirm with the employee that they have received independent legal advice

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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 compromise agreement.

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This form should be used as a template when drafting a formal compromise agreement between the employer and the employee, outlining the terms under which both parties have agreed to terminate employment.

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This clause can be included in the terms and conditions of any employee who is required to drive as part of their job role.

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This policy can be given to any employee who is required to travel on work related business but who has not been provided with a company vehicle. This policy outlines the rules around an. Employee using their own vehicle, fuel costs and the employee’s responsibilities.

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This policy covers the use of mobile phones whilst driving. The policy provides two options. The options include to completely ban mobile phone usage whilst travelling or to permit the use of hand free devices.

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This clause can be included in the terms and conditions of any employee who has been provided with a company vehicle.

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This policy covers the basis of what is acceptable proactive within the workplace. This policy should be given to all employees at induction stage and can be tailored to suit the needs of each organisation. Some of the points included in this policy are timekeeping, mobile phone usage, confidentiality and use of facilities.

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This policy outlines the process that an organisation follows in the event of unforeseen extreme weather conditions. This policy covers options that the employer offers in the event of adverse weather conditions.

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This letter is in response to an employee’s request to take adoptive leave. This letter outlines the employee’s statutory entitlements and also requests that the employee provides evidence of their eligibility to apply for adoptive leave i.e. a certificate of placement.

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This letter should be issued to any employee who has requested adoption leave but that does not qualify for statutory adoption pay.

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This letter should be sent as a response to any employee who has requested to change the start date of their adoptive leave. There are 2 options outlined either approving or declining the request.

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This letter should be sent to any employee that is currently on adoptive leave but is due to return. This letter requests a meeting with the employee to discuss their return to work and to brief them on any updates.

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This letter can be sent to an employee to provide details on their entitlements when on adoptive leave.

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This letter should be sent as a response to any employee who has provided notice of their intention to take adoption leave. This letter includes the statutory leave entitlements and benefits.

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This form should be completed by an employee who wishes to request a period of adoptive leave. This form should include the expected date for the leave to start, as well as the duration of leave being requested.

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This policy covers options for organisations that offer enhanced redundancy pay as a benefit to their employee’s.

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This policy covers adoptive leave and pay. This policy includes information on an employee’s eligibility, rights during adoptive leave, time off for appointments, returning to work and statutory entitlements.

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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.

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This policy outlines the expectations of employees at work related social events. This policy clarifies what is considerd a work place event and the conduct expected of employees at such events.

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This policy covers the organisations rules in relation to the prevention of bribery.The policy outlines the bahaviour expected of employees and the rules around accepting gifts.

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This letter can be sent to an employee who has made a protected disclosure inviting the employee to a meeting to discuss the matter in detail.

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This form can be completed by any employee who wishes to make a proteted disclosure. This form outlines the details of the disclosure and the individuals involved.

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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.

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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.

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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.

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This letter can be sent to an employee following an initial consultation meeeting outling that an agreement was not reached. This letter provides two options on how to proceed.

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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.

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This letter should be sent following an initial meeting to seek the agreement of an employee to vary their terms and conditions of employment.

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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.

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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.

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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.

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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.

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This form is provided for affected employees to elect their chosen representative to inform them and consult with the organisation on their behalf during a transfer of undertakings situation.

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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.

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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.

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This is a letter that can be used by the transferor (outgoing employer) informing them that the personnel files have been sent and what information is contained within the personnel files.

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This letter informs an employee that their employment did not transfer to another employer because theit duties are not wholly or mainly part of the transferred work.

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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.

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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.

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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.

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This letter invites employees to elect an employee representative to consult with the employer on their behalf, in advance of a TUPE process.

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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.

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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.

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This letter can be sent to an employee who has submitted a request for training or study leave. This letter is inviting the employee to a meeting to discuss the details of the requested leave.

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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.

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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.

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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.

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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.

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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.

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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.

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

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

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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 fulfill the training.

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

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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)

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This letter can be sent to a former employee who was subject to post termination restriction and now is suspected to be in breach of these restrictions.

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This letter can be sent to an employee who has left employment requesting they return company property.

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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.

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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

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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.

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

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

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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This script will assist employers with a guide on how to structure a meeting where there are concerns over an employee’s persistent short term absenteeism.

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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.

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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.

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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.

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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.

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This letter is to confirm what reasonable accommodations would be required to facilitate an employee’s return to work, and whether the reasonable accommodations can be approved or not.

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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.

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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.

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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.

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This letter is sent to an employee further to the employer recieving the findings of an occupational health report. The letter invites the employee to a meeting to discuss the findings.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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This letter invites an employee on unauthorised absence to a meeting to discuss their absence and their circumstances. It reminds the employee that their absence is unauthorised and unpaid.

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This letter notifies an employee that their failure to submit a medical certificate has resulted in them being on unauthorised absence, which is unpaid.

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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.

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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.

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This letter is used for employers to stipuate when occupational sick pay will come to an end so that there is clarity for the employee.

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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.

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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.

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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.

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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.

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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.

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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.

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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

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This letter is used to send to an employee who is off on long-term absence, to ascertain how they would prefer to be contacted.

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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.

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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.

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This letter can be sent to an employee whose contract permits a temporary lay off. This letter outlines the terms of the lay off and the reasons for the employer implementing a lay off.

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This letter can be sent to an employee to inform them that the temporary lay off or short time working has come to an end and that the employee is invited back to work.

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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.

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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.

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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.

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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.

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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.

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This script provides employers with a guide on how to conduct an initial meeting to discuss a proposed settlement agreement.

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This guide provides all the information required for an employer before initiating a compromise agreement with one of their employees.

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This form should be sent to the legal representative of the employee, and should be signed by the legal representative to confirm that the employee has received independent legal advice.

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This letter should be sent to an employee as part of a settlement agreement, in order to confirm with the employee that they have received independent legal advice

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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.

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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.

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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.

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This letter invites an employee to meeting following Sabbatical Leave to discuss reintegration to the workplace

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This letter approves a sabbatical and suggests terms and conditions for a sabbatical (in the absence of legislation in this area).

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This letter declines a request for a sabbatical and suggests examples of reasons why it might be declined (in the absence of legislation in this area).

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This letter invites an employee to a meeting following a request for a sabbatical, to discuss the request in further detail and how it would work in practice.

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This policy outlines the organisations position to employees taking sabbaticals, and the procedure for this.

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This letter can be sent to an employee who is due to retire wishing them well in the future.

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This letter can be sent to an employee whose retirement has been confirmed. The letter will outline the final repayments due to the employee.

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This letter can be sent to an employee to confirm that the employer has received their notification of retirement and will be in touch in relation to the next steps.

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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.

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This letter should be sent to any employee who has notified the organisation of their plan to retire. This letter is inviting the employee to a meeting to discuss their retirement plans.

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This form can be completed by an employee who wishes to notify the organisation of their intention to retire.

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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.

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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

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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.

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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.

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This letter can be sent to an employee who has resigned and wishes to then retract their resignation. This letter is accepting the employee’s request.

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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.

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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.

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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.

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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.

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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.

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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.

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This letter can be sent to an employee who has resigned and accepting the employee’s resignation.

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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.

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This letter withdaws a conditional offer of employment due to unsuccessful reference checks.

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This letter responds to a reference request stating that it is the policy of that employer not to provide a reference.

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This letter outlines reference details for an employee.

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This letter can be sent to a former or current employer of a prospective employee seeking a reference.

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This letter outlines an employer’s reference policy regarding information that can be provided, for example only job title and dates of employment.

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This form documents explicit consent from prospective employees to seek references.

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This reference form can be used to send to current or previous employers of a prospective candidate to find out further information on their skills, experience and character.

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This contract clause outlines that employment is subject to successful references.

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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.

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This form can be used to summarise the ranking of employees who have been scored as part of the redundancy selection process.

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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.

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This form can be used by employees who wish to apply for voluntary redundancy.

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This form is provided for affected employees to elect their chosen representative to inform them and consult with the organisation on their behalf during a potential redundancy situation.

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This form outlines the mandatory payments that should be paid to an employee following their redundancy, and can be used as a written statement to provide to the employee.

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This script gives a guide on how to structure a redundancy appeal meeting.

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This script gives a guide on how to structure an collective redundancy consultation meeting with either a trade union representative or an employee representative.

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This script gives a guide on how to structure an individual redundancy consultation meeting.

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This how to guide gives employers practical guidance and advice on individual and collective redundancy consultation processes.

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This letter confirms an outcome of a redundancy appeal either overturning the decision of redundancy or upholding the decision of redundancy.

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This letter invites an employee to a formal appeal meeting following their written appeal of a redundancy.

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This letter invites an employee to a final consultation meeting and informs them if there are no further considerations that the employer will need to proceed with redundancy.

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This letter provides information to employee representatives or trade union reprentatives regarding the collective redundancy process.

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This letter informs employee representatives that compulsory redundancies will not take place due to the accpetance of voluntary redundancies.

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This letter invites an employee representative or a trade union representative to a collective consultation meeting.

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Collective redundancy process – this letter informs employee reprentatives of their role in the collective consultation process including the requirement to clearly communicate with all parties.

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Collective redundancy process – this letter is to ask employees to take part in a secret ballot process so that they can vote for an employee representative to consult on their behalf.

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This letter informs affected employees that a scoring matrix will be used for redundancy selection, and specifies what the scoring criteria will be.

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This is a template letter that can give feedback to an employee who has raised suggestions as to how to avoid a redundancy situation.

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This letter informs employees that the deadline for applying for voluntary redundancy has now passed.

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This letter acknowledges acceptance of an employee on maternity leave of an offer of suitable alternative employment

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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.

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This letter informs an employee of a successful trial period of suitable alternative employment, and confirms that the role will become permanent and redundancy no longer applies.

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This letter gives a number of reasons as to why an employee might not be entitled to a redundancy payment following a period of short-time working or lay-off.

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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.

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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.

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This letter offers an employee who is on materntiy leave and whose job role is at risk of redundancy, a suitable alternative job role.

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This letter invites an employee whos job role is at risk of redundancy to a meeting to discuss a possible alternative job role.

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This letter is a follow up to an application for voluntary redundancy, inviting an employee to a meeting to discuss their application for voluntary redundancy.

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This letter notifies an employee of termination of employment, by way of redundancy and outlines that the employee is entitled to a statutory redundancy payment

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This letter informs an employee with under 2 years’ service that they will not be entitled to a statutory redundancy payment, as they do not have the requisite length of service

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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.

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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.

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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.

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This letter confirms that due to a change in circumstances there is no longer a need for a compulsory redundancy process.

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This letter confirms that due to acceptance of voluntary redundancy applications, the issues have been rectified and there is no longer a need for a compulsory redundancy process.

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This letter confirms that further to a consultation process an employee’s job role is no longer at risk of redundancy and that they remain employed on their current terms and conditions of employment.

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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.

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This letter invites an employee whose job role is at risk of redundancy to a consultation meeting as part of the redundancy consultation process.

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This letter confirms acceptance of an application for voluntary redundancy and gives details on the redundancy package that will be offered to the employee.

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This letter invites employees to apply for voluntary redundancy to avoid having to make compulsory redundancies.

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This letter is to be used for an employee whose job rol is at risk of redundancy; to inform them the rationale for redundancy and to outline that there will be a consultation process.

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This contract clause outlines the employee’s right to notice and an appeals procedure should they be dismissed by way of redundancy.

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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.

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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.

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This policy can be used by employers who offer enhanced redundancy payments over and above the statutory redundancy amount.

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Ths policy outlines the process of voluntary redundancy, such as the application process for voluntary redundancy, accpeting and declining requests for voluntary redundancy and redundancy payments.

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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.

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This policy outlines the company’s approach to paid time off to search for alternative employment, after an employee has been notified of redundancy.

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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.

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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.

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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.

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This document provides a guide to employers as to what format an inverview should take, and the key elements to prepare for an interview process.

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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.

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This letter outlines to a job applicant that an alternative vacancy that better suits their skills and qualifications has become available.

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This letter outlines that a job applicant’s details will be kept on file and includes a consent form so that the applicant can give consent to their details being kept on file (GDPR Compliant).

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This letter can be used to withdraw a job offer. Note that any withdrawal should not be as a result of any disclosure of a protected characteristic to avoid a discrimination claim.

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This letter can be used to provide feedback to a job applicant who has been unsuccessful.

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This letter can be sent to a job applicant who has not been successful in proceeding to interview stage.

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This letter invites a job applicant to a second interview, after they have attended a first interview.

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This letter can be sent to a job applicant who has attneded an interview but has been unsuccssful and will not proceed any further in the recruitment and selection process.

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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.

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This letter invites a job applicant to an interview and outlines the details of the interview such as the date, time and location of interview.

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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.

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specification and the job description of the available role being interviewed for.

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This is a guide for employers on how to score at interview. Employers are advised to amend the questions accordingly in line with the person

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This form cab ne used for job applicants to submit any expenses associated with the interviewing process, which are normally pre-agreed.

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This form is used to send to an employee to seek their consent to obtain a medical report . An employer is unable to access medical information without the individual’s consent.

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This template job description gives employers a guide on what information to use when outlinine duties and responsibilities of a job role.

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This template can be used by an employer when designing a job advertisement.

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This form can be used internally by a HR Department or manager to document the details of a vacancy that is required.

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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.

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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.

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This form can be used to outline the essential and desirable criteria for a vacancy.

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This form can be used to seek a reference from a previous employer for a new employee. The form can be sent to the referee or alternatively can be completed via telephone.

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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.

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This application form can be used as a template.

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This policy outlines the procedure for incentivising employees who refer an employee to the organisation. It stipulates eligibility criteria and the reward

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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.

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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.

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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.

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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.

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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.

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This script can be used for a formal probationary appeal meeting.

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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.

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This form can be used by line managers in preparation for a probationary review assessment.

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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.

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This form can be used by employers as a guide to review performance/conduct during the probationary period. Employers may wish to amend the detail included accordingly to the job role.

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This letter outlines that the outcome of a probationary appeal process in that the original decision has been upheld or overturned.

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This letter invites an employee to a formal probationary appeal hearing after the employee has appealed the decision of termination of employment by way of an unsuccessful probationary period.

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This letter offers employment with the condition that the employee successfully completes a probationary period.

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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.

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This letter informs an employee that they have successfully completed their probationary period.

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This letter informs an employee that their probationary period is being extended due to their sick leave.

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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.

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This letter invites an employee to a probationary review meeting to discuss their progress. This is an informal meeting therefore the employee is not entitled to be accompanied.

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This policy is used for employees who are within their probationary period so that there is a process for measuring suitability during this timeframe.

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This is a letter of outcome of a performance management appeal process

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This is a letter of invitation to a formal appeal hearing following a capability sanction regarding performance

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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.

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This is a outcome of a formal capability hearing informing the employee of dismissal. Note that this letter should not be issued unless a formal hearing has been completed.

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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.

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This is a outcome of a formal capability hearing informing the employee of a final writtenl warning. Note that this letter should not be issued unless a formal hearing has been completed.

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This is a outcome of a formal capability hearing informing the employee of a written warning. Note that this letter should not be issued unless a formal hearing has been completed.

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This is a outcome of a formal capability hearing informing the employee of a verbal warning. Note that this letter should not be issued unless a formal hearing has been completed.

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This is a letter of invitation to a formal capability hearing following an informal performance management process with no improvement

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This form gives a template guide on how to conduct a daily team briefing.

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This template form assists managers in setting targets as well as determining how often these will be reviewed and how they will be measured.

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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.

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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).

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This audit forms assists employers in analysing what gaps they have in their performance management systems and techniques and helps to devise an effective action plan.

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This is letter to reschedule an informal invitation to a performance review meeting to discuss concerns regarding performance.

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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.

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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.

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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.

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This form can be completed to record training agreed at the annual appraisal.

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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.

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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.

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This form should only be used for Employees undergoing an annual appraisal. This form details the objectives agreed for the year ahead.

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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.

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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.

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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.

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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.

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This letter can be sent to an employee who is relocating and will be availing of the organisations relocation policy. This letter provides various options for relocation assistance.

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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.

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This letter can be sent to an employee that has been overpaid in error. This letter requests that the employee notify the organisation how they would like to repay the overpayment.

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This letter can be sent to an employee outlining that a performance related bonus will not be paid. The letter outlines the reason as to why the bonus will not be paid.

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This letter can be sent to an employee confirming that a performance related bonus will be paid. The letter outlines when the payment will be paid and how the bonus is calculated.

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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.

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This letter can be sent to an employee following a request to increase their salary. This letter outlines that the request is not granted and provides various options for why the request was declined.

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This letter can be sent to an employee who will receive a pay increase. The employee should return a signed copy which can be retained on their file.

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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.

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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.

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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.

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This letter should be sent to an employee when a salary sacrifice has been agreed. This letter outlines the terms of the salary sacrifice.

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This form should be completed when an employee has requested a salary sacrifice and this has been agreed by the employer.

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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.

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This clause can be included in the contract of senior employees. This clause outlines various expenses that may be included in the clause of a senior employee.

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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.

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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.

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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.

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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.

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This policy outlines the provision of rewards and benefits for employees. This policy covers areas such as job evaluation, pay grades, salary, bonus, pension and other benefits.

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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

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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.

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This letter requests further information from an employee on their request for paternity leave.

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This letter gives general information on statutory paternity leave and pay.

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This letter offers an employee condolences and support after a stillbirth, or miscarriage.

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This letter outlines an employee’s rights to paternity leave after the death of a child after birth.

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This letter outlines reasons why an employee is entitled to statutory paternity leave, but not Company paternity pay.

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This letter can be used to accept a request for paternity leave, and outline the dates and other details.

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This form can be used by expectant fathers to request time off for ante-natal appointments. The time off is capped at a once off right to 2 classes immediately prior to the birth.

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This form can be used to request paternity leave in the case of chidbirth.

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This form can be used to request paternity leave in the case of adoption.

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This letter outlines why an employee may not be entitled to paternity leave, and gives examples of reasons why this would be the case.

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This contract clause outlines conditions surrounding paid paternity leave, and any eligibility criteria associated with this.

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This contract clause outlines terms and conditions associated with paternity leave such as duration, pay and notification requirements.

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This policy outlines the employer’s policy on time off for fathers or partners for ante-natal appointments.

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This policy outlines the employer’s procedure for expectant fathers in relation to paternity leave; including the procedure relating to eligibility, notification and entitlements during such leave.

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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.

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This letter explains statutory parental leave entitlements such as the duration of parental leave, eligibility criteria, notification requirements and other important information.

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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.

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This letter authorises parental leave and outlines the agreed arrangements such as the start and end date of parental leave, and that it is unpaid time off.

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This letter outlines the reasons why an employee may not be eligible for statutory parental leave and informs them that parental leave is not approved.

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This clause outlines the employee’s right to request and take statutory parental leave. It informs employees of eligibility criteria.

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This form can record the balance left on an employee’s parental leave record.

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This form can be used to request parental leave and requests key information such as dates and duration of the parental leave request.

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This clause outlines the employee’s right to request and take parents leave. It informs employees of eligibility criteria.

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This letter explains parents leave entitlements such as the duration of parents leave, eligibility criteria, notification requirements and other important information.

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This letter outlines the reasons why an employee may not be eligible for parents leave and informs them that parents leave is not approved.

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This letter authorises parents leave and outlines the agreed arrangements such as the start and end date of parents leave, and that it is unpaid time off.

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This form can be used to request parents leave.

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The purpose of this policy is to outline the organisations position regarding the taking of parents leave; including eligibility, notification requirements and evidence required.

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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.

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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.

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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.

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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.

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This form can be given to any employee who has been provided with a company phone. This form should be completed by the employee to confirm that they have received the mobile phone.

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This policy outlines the organisations rules on the use of mobile phones when in a vehicle and driving, during working hours.

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This policy outlines an employee’s responsibilities in respect of mobile telephones provided by the organisation and the rules relating to the use of personal mobile phones at work.

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This letter can be sent to an employee who has declined to partake in mediation. This letter outlines the next steps in the process.

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This letter can be sent to the participants of mediation outlineg that mediation failed to resolve the dispute. This letter will outline the next steps.

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This letter can be sent to the participants of a mediation process. This letter outlines that mediation was sucessful and details the points which were agreed at mediation.

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This letter can be sent to an employee who has agreed to mediation to attempt to resolve an outstanding dispute. This letter outlines the details of when and where the mediation will take place.

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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.

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This template script can be used by a trained mediator as a guide for the mediation process.

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This form should be completed by an employee to signify if they are willing or not to partake in mediation.

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This form can be used to send to an independent mediator when mediation has been agreed. This form proves details on the participants and the information available.

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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.

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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.

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This letter can be sent to an employee following successful IVF treatment outlining the organisations maternity policy.

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This letter can be sent in response an employee has notified the organisation of her pregnancy

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This letter can be sent to an employee in response to a request to take annual leave either prior to maternity leave or after maternity leave.

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This letter can be sent to an employee who is currently on maternity leave and there are changes within the workplace which may affect the employee. This letter informs the employee of the changes.

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This letter can be sent to an employee who has not returned from maternity leave and has not communicated with the organisation in relation to this.

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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.

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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.

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This letter can be sent to an employee to confirm her return to work date.

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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.

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This letter can be sent to an employee to confirm her return to work date and any outstanding annual leave entitlements.

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This letter can be sent to an employee who has given birth early outlining her maternity leave commencement and termination dates.

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This letter can be sent to an employee who has requested a phased return to work following maternity leave. This letter outlines the details of the phased return.

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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.

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This letter can be sent to an employee who has suffered the lose of their baby after birth. This letter offers condolences and also outlines the employee’s maternity rights.

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This letter can be sent to a pregnant employee following a risk assessment. This letter outlines requests to meet the employee to discuss the risk assessment.

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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.

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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.

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