Archive
Month: November 2023
New law: rolling up holiday pay to be lawful again (for some) and other new laws
There’s a new draft statutory instrument (The Employment Rights (Amendment, Revocation and Transitional Provision) Regulations 2023) which is likely to mean a major change in the approach to rolled-up holiday pay amongst other new laws.
These new laws (including the rolled-up holiday pay changes) will likely come into force on 01 January 2024. Here’s what you need to know:
Rolled-up holiday pay
Rolling up holiday pay (12.07% of pay) will be lawful for part-year workers and individuals working irregular hours.
What needs to be included in holiday pay
Holiday pay must include commission and other payments (such as overtime payments). This means holiday pay will become more expensive for those not currently including those elements.
Record-keeping requirements
Additional working-time record-keeping requirements will be removed. They currently state that working hours and rest records must be kept for all – even those who work regular hours.
TUPE consultation
You’ll be able to consult with employees directly rather than through representatives when there is a small TUPE transfer (fewer than 10 employees), or the business undergoing any size of TUPE transfer has fewer than 50 employees.
EU case law
EU case law is being enshrined into UK law so that:
- All statutory leave can be carried over to the following year if the reason the employee didn’t take it was because they were on family-related leave
- Four weeks’ leave (the statutory regulation 13 leave) can be carried over for up to 18 months where the worker can’t take it due to sickness or because they’ve not been given the opportunity to take it (or haven’t been reminded that any untaken leave will be lost).
There are lots of new laws to digest so here’s how we’re helping:
Video – Stefan Mars (Head of Legal) has recorded a 30-minute update summarising all of the new laws coming into force and how to deal with them practically – available to access here later this week.
Summary – we’re producing a one-page summary as a reference tool to remind you about the changes – you’ll receive an email to download directly.
Diagnostic – we’re producing a diagnostic tool so you can work out whether the change in holiday laws will affect you – you’ll receive an email to access the tool.
Documents – we’re updating our documents to ensure the changes are all in place on the date of the legal change. If you subscribe to Intelligent Employment you’ll receive notification by email. If you don’t currently access the service and want help with the changes, get in touch here.
This update is accurate on the date it was published, but may be subject to change which may or may not be notified to you. This update is not to be taken as advice and you should seek advice if anything contained within affects you or your business.
New duty to prevent sexual harassment
The Worker Protection (Amendment of Equality Act 2010) Act 2023 has received Royal Assent and will introduce a proactive duty for employers to take reasonable steps to prevent sexual harassment at work.
Employees already have a right not to suffer sexual harassment at work. This Act introduces a proactive duty on employers to take reasonable steps to prevent it from happening in the first place. What will this mean in practice?
What are ‘reasonable steps’
We’ll need a Statutory Code of Practice from the EHRC for guidance on what constitutes ‘reasonable steps’ but it’s safe to assume that training and appropriate policies and reporting procedures will be high on the list.
Tribunals are already keen to call out ‘tick box’ and ‘stale’ training in this area, so ensuring regular, high-quality training is paramount. We can help – get in touch.
Compensation uplift
A breach of this new duty won’t give rise to separate claims, but, it will give tribunals the power to apply an uplift of up to 25% on any compensation awarded if it finds an employee has been sexually harassed at work and the employer has not taken reasonable steps to prevent it from happening.
Compensation for sexual harassment claims is uncapped so this could have a significant financial impact.
No third-party harassment
The Act was expected to introduce a duty on employers to protect employees from third-party harassment (by customers and clients, for example) but this has been removed and will not come into force.
Timescales
The Act is expected to come into force in 12 months.
Get in touch if you’d like to have a chat about how we can support you with training in this area.
This update is accurate on the date it was published, but may be subject to change which may or may not be notified to you. This update is not to be taken as advice and you should seek advice if anything contained within affects you or your business.
Neurodiversity and disability
Neurodiverse conditions can amount to a disability for employment law purposes. We’re seeing an increasing number of neurodiversity-related discrimination claims pleaded at tribunal.
Creating greater awareness, education and understanding around neurodiverse conditions will help foster more inclusive practices and help your managers support individuals appropriately – and avoid litigation. Here’s what you need to be aware of:
Training – the importance of educating managers and teams on neurodiverse conditions was highlighted in this case where an employee was successful in claiming disability-related harassment. Comments were made by the appeal officer accusing her of deliberately “masking” her autism – masking symptoms is a common practice amongst autistic individuals.
Medical support – the above case also highlighted the importance of obtaining occupational health or medical guidance on an individual’s neurodiverse condition. In this instance, it would have provided the employer with a clearer picture of the likelihood of recurring behaviour related to her condition and the risks associated with continuing her employment (she worked in a care setting with vulnerable children).
Reason for conduct – this case shows that a tribunal was able to conclude that the effects of an individual’s disability (dyslexia and Asperger’s Syndrome) did not play any part in the conduct giving rise to a disciplinary process. The individual had been aggressive and disruptive to colleagues and argued this was a result of his neurodiverse condition. The tribunal disagreed and said it was a result of a “short temper” rather than his disability.
Hidden conditions – as discussed earlier in this series, many neurodiverse conditions are hidden or remain undiagnosed. Carefully understanding the root cause and reasons behind any performance or conduct issues needs to be approached responsibly to reduce potential discrimination risks and provide the necessary support.
This update is accurate on the date it was published, but may be subject to change which may or may not be notified to you. This update is not to be taken as advice and you should seek advice if anything contained within affects you or your business.
Neurodiversity – setting up for success
You’ve identified that an individual may have a neurodiverse condition, and you’ve had a constructive and supportive conversation, now it’s time to consider practical support.
Individual needs will be just that, individual. Supporting neurodiversity won’t be ‘one-size-fits-all’. Here are some of our suggestions on changes to consider to support neurodiverse colleagues:
Inclusive culture – introducing a policy championing neurodiversity is a great way to promote neuro-inclusion, encourage open conversations, and raise awareness of the support you have available. Small practical steps such as providing agendas and follow-up emails/actions for all meetings can help neurodiverse individuals process information at their own pace.
Support plans – if an individual shares that they have a neurodiverse condition, discuss with them whether it’s appropriate to obtain expert medical opinion to help build a personalised plan supporting their specific needs.
Reduce sensory overload – audit your workplace for potential triggers; noise, lighting, background colours (to name a few) and look at how you can address them wholesale to avoid singling out neurodiverse individuals (and creating potential discrimination risks).
Flexible working – discuss with the individual what type of work, tasks and routines might work best for them and help them manage their condition. Discuss varying schedules and flexible working arrangements (where possible) to help set them up for success. Remember that needs may develop over time so review regularly and be open to change.
Mentoring – consider whether individuals may want or be open to coaching or mentoring for any personal development areas they’d like help with (such as organisation or time management).