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Managing People

Restrictive Covenants

Employers often incorporate post-termination obligations into an employee’s contract of employment Read the rest of this entry »

Dress Code

It is lawful for an employer to have a dress code as part of its right to promote and protect business brand/image and reputation. Read the rest of this entry »

Accrued Holiday or Holiday Pay (Part-time staff)

In a recent European Court of Justice, (ECJ) Judgement (Case C-486/08  Zentralbetriebsrat der Landeskrankenhäuser Tirols V Land Tirol) it was held that accrued paid leave not yet taken in a leave year cannot be reduced or paid at a reduced rate because the worker then reduces his or her working hours from full to part time. This applies only where the worker has been unable to take the accrued leave before going part-time e.g. return to work part time following maternity leave.

“……….. that the taking of annual leave in a period after the reference period has no connection to the hours worked by the worker during that later period. Consequently, a change, and in particular a reduction, of working hours when moving from full-time to part-time employment cannot reduce the right to annual leave that the worker has accumulated during the period of full‑time employment.

On the other hand, it is indeed appropriate to apply the principle of pro rata temporis, set out in Clause 4.2 of the framework agreement on part-time work, to the grant of annual leave for a period of employment on a part-time basis. For such a period, the reduction of annual leave by comparison to that granted for a period of full-time employment is justified on objective grounds. However, that principle cannot be applied ex post to a right to annual leave accumulated during a period of full-time work. “

Further amendments will be needed to the Working Time Regulations as they currently provide for payment of leave to be calculated by reference to a week’s pay at the time the leave is taken, not when it was accrued.

RECOVERING THE COSTS OF TRAINING

Employers often find themselves in a position where they have recruited an employee and spent a considerable amount of money on training them, either by sending them on external courses or by assisting them in attaining a professional qualification, only to see the employee leave shortly afterwards. This situation is often made far worse when the employee leaves the employer to join a competitor who then enjoys the benefits from the training without incurring the costs.

Agreement to cover the cost of training as a loan

It is becoming an increasingly common practice amongst employers to attempt to recover course and exam fees from employees who leave employment shortly after they have undertaken such training. The usual method adopted is to include a contractual repayment provision whereby the training costs are deemed to constitute a loan to the employee which is repayable if the employee leaves employment within a certain period after the course or training ends.

Provisions of this nature should be contained in a separate agreement to the contract of employment. This is to ensure that, as far as possible, the validity of a separate loan agreement for the recovery of training fees will not be affected if the employer has deliberately or inadvertently breached the contract of employment.

The agreement should also contain a sliding scale of repayment whereby the amount which is to be repaid reduces according to the length of time the employee remains with the employer after the training has been completed. Equally the training fees should also become repayable on the same sliding scale if the employee is dismissed during the repayment period for gross misconduct.

Right to Deduct from Wages

In order to recover the costs directly from the final salary a provision should be included in the agreement allowing the employer to deduct monies owed under the agreement directly from the employee’s salary or any other payments due to the employee on termination (including bonus, and any accrued holiday pay owing etc.). However, the employer may still need to pursue court action if there is a balance remaining.

The right to deduct monies from the employee’s salary or final payments must contain the following provisions:

(i) the employee must have signified in writing his agreement to the making of such deductions; and

(ii) there must be a clear statement that the deduction is to be made from the employee’s wages; and

(iii) the employee’s agreement must relate to the deduction being made from that source.

Monitoring Absence and the Bradford Factor

Measuring Time Lost

There are a number of measures that can be used to assess absence, each of which gives information about different aspects of absence.

‘Lost time’ rate

This measure expresses the percentage of total time available which has been lost due to absence:

Total absence (hours or days) in the period x 100

Possible total (hours or days) in the period

For example, if the total absence in the period is 124 person-hours and the total time available is 1,550 person-hours, the lost time rate is:

124     x 100 = 8 %

1,550

It can be calculated separately for individual departments of groups of employees to reveal particular absence problems.

Frequency rate

The method shows the average number of absences per employee, expressed as a percentage. It does not give any indication of the length of each absence period, nor any indication of employees who take more than one spell of absence:

No of spells of absence in the period x 100

No of employees

For example, if in one month and organisation employed on average 80 workers, and during this time there were a total of 16 spells of absence, the frequency rate is:

16 x 100 = 20%

80

By counting the number of employees who take at least one spell of absence in the period, rather than to total number of spells of absence, this calculation gives an individual frequency rate.

Bradford Factor

The Bradford Factor identifies persistent short-term absence for individuals, by measuring the number of spells of absence, and is therefore a useful measure of the disruption caused by this type of absence. It is calculated using the formula:

S x S x D S = number of spells of absence in 52 weeks taken by an individual

D = number of days of absence in 52 weeks taken by that individual

For example:

10 one-day absences: 10 x 10 x 10 = 1,000

1 ten-day absence: 1 x 1 x 10 = 10

5 two-day absences: 5 x 5 x 10 = 250

2 five-day absences: 2 x 2 x 10 = 40

The trigger points will differ between organisations. As for all unauthorised absence, the underlying causes will need to be identified.

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