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Ask Employment Law |
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Remember: There is no substitute for legal advice on the actual
situation you find yourself in. The information posted on this site is for
general information only, is based on |
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Question: |
What is a fair redundancy
procedure?
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Answer: |
There are several different
methods of carrying out a redundancy procedure fairly (which may depend on
the particular nature of the business), and I can only give you a flavour
here. Please note that if more than 20 people are being made redundant within
a 90 day period, there is also a compulsory consultation period of at least
30 days and staff representatives must be elected. Employers can often be
criticised for getting the procedure wrong, and it is quite common for
employers to pre-judge the outcome of the redundancy procedure before it is
even started. The employer should first of all
consider the ‘pool’ of employees who they may wish to make
redundant. The pool can be selected on amongst other things, the following
basis: -
All employees; -
All employees within a particular department; -
All employees with a particular job title; -
All employees who do not directly generate income for the organisation; -
All employees outside the core operations of the organisation; Sometimes employers will ask all the
staff within a team to reapply for a reduced number of jobs. This is a
potentially fair approach but can be criticised if for example the employer
only relies on interviews rather than looking at appraisals and past
performance. Remember, The employer should not
tailor the pool of potential redundancies to encompass the individuals the
employer has already decided should be made redundant. Before making any decision with
respect to redundancies, the employer has a duty to consult with the
employees who may be affected. This is not specified by statute (unless 20 or more
employees are being made redundant), but unless there are exceptional
circumstances, this should be a reasonable length of time, or at least
one week. It should consist of at least one meeting with the employee, plus
giving the employee the option of a further meeting at the end of the
consultation period. The
consultation is to include ways of avoiding the redundancy situation or
dismissals, or of reducing the number of dismissals involved and mitigating
the effects of the dismissals. The legislation does not require agreement to
be reached but the employer must consult in 'good faith' with a view to
reaching agreement. Nb: The employer should not enter into a 'sham' consultation process in
which the decision to make redundancies has already irrevocably been made,
otherwise the dismissal may be rendered unfair. Possible alternatives to making redundancies may include: The employee works
fewer hours The employee agrees
to a cut in pay Other savings are
made It is essential for the employer to
ensure that objective criteria are applied to choose which individuals
of the potential pool should be made redundant. It should be possibly to demonstrate
how those objective criteria have been applied. This may be on the old
fashioned 'last in first out' principle, or it may be on a more sophisticated
score card approach. Employers should not decide who to dismiss in advance,
and then seek to justify it after the event. During the notice period (and
sometimes the consultation period), it is essential for the employer to
consider the employee for any suitable alternative vacancies within the
organisation, or the group of companies if applicable. It is good practice
for employers to forward the employee lists of all vacancies within the
organisation (or group of companies if applicable). This should be done on a
regular basis, either once a week, or when new vacancies arise. This way the
employee can choose him or her self which vacancies to apply for. It is essential for the employer to
give the employee the right to appeal the decision to dismiss him or her.
Failure to do so may render the dismissal unfair. Ideally the appeal should
be heard by a more senior manager, unconnected with the original decision. Many employers will short circuit the redundancy process by offering
enhanced redundancy terms in a compromise agreement. A 'Compromise Agreement' is an
agreement prescribed by statute to bring to an end certain statutory claims
(ie unfair dismissal or discrimination) arising out of the employee's
employment or termination of employment. It’s
essential for the employee to get independent legal advice before doing so.
Employers will generally cover the cost to the employee of getting that legal
advice before deciding whether or not to sign away their legal rights, or
whether to negotiate a better severance deal. See also: Compromise agreements
& statutory entitlement on
redundancy Last reviewed: July 2010 |
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Employment
Solicitor Reculver Solicitors Tel
0207 324 6271 Regulated
by the Solicitors Regulation Authority ©
Reculver Solicitors. 2005- |
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