There are several employment law changes coming into force in April 2022.
National Minimum Wage Rises
From 1 April the national minimum wage will increase. You should ensure that your hourly wage rates of your employees meet the new threshold in your April salary payments.
Increase from £8.91 to £9.50 for workers aged 23 and over (the national living wage).
Increase from £8.36 to £9.18 for workers aged 21 or 22.
Increase from £6.56 to £6.83 for workers aged 18 to 20.
Increase from £4.62 to £4.81 for workers aged under 18 who are no longer of compulsory school age.
Increase from £4.30 to £4.81 for apprentices under 19, or over 19 and in the first year of the apprenticeship.
Gender Pay Gap Reporting
The deadline for gender pay gap reporting is 30 March for public-sector employers and 4 April for private and voluntary sector employers. You can submit your report through the GOV.UK website and you should also ensure you publish it on your organisation’s website. Read further government guidance.
Family-Related Pay and Sick Pay
The statutory minimum rate for maternity, adoption, paternity and parental bereavement pay increases to £156.66 per week from 3 April 2022.
The statutory sick pay rate increases to £99.35 per week from 6 April 2022.
You may wish to review your policies to check that you have amended these pay rates in line with these changes.
IR35 Compliance
The grace period for enforcement of non-compliance to IR35 rules ends on 6 April 2022. Organisations should review their IR35 compliance and ensure they update their status determinations where necessary. As a reminder, employers are now responsible for determining a contractors’ employment status to assess if IR35 applies. If IR35 does apply, the employer is deemed to be their employer for tax and national insurance purposes. Find out more information on IR35.
Right to Work Checks
There has been an extension to the Home Office online right to work check process, until 30 September 2022. You can continue to use the online right to work service and make document checks remotely until this date.
British and Irish citizens, who are currently unable to evidence their right to work through the online service will be able to start using the new digital identity checking service online which is due to be introduced 6 April 2022. This new service will use Identification Document Validation Technology (IDVT) providers who will carry out checks on behalf of employers.
Statutory Redundancy Pay
From 6 April 2022 the weekly statutory redundancy pay for employees with two years’ service will increase to £571.
For specialist support or advice on how these changes may affect you and your employees, please get in touch with Helen Couchman in our team on 07799 901 669.
https://narrowquayhr.co.uk/wp-content/uploads/2022/04/Employment-update.png243479VWV Administratorhttps://narrowquayhr.co.uk/wp-content/uploads/2017/11/Narrow-Quay-HR-logo-web-300x300.jpgVWV Administrator2022-04-07 14:39:452022-11-07 15:22:04What Are the Latest Employment Law Changes in April 2022?
Along with the much anticipated arrival of Spring, comes the Government’s equally anticipated response to Living with COVID-19.
As part of its response the Government have effected a number of changes to current arrangements which will have an impact on businesses and employees alike – including:
changes to SSP rules for COVID-19 related absences
removal of COVID-19 as a consideration for risk assessments
the consolidation of guidance to businesses in line with public health advice
Find out more detailed information about these changes.
Long COVID – Is it Classified as a Disability?
A challenge for employers as we move into a post pandemic working environment, is the long-term consequences of ‘long COVID’ – its medical impact and whether it is likely to be classified as a disability under Equality Act 2010.
Rebecca Thomas, Head of Employment Policy at the Equality and Human Rights Commission (EHRC), recently suggested that organisations should presume that an individual’s long COVID symptoms meet the threshold required to be classified as a disability in order to avoid falling foul of equality law.
Managing Long COVID
In the absence of official EHRC or legislative guidance on long COVID, businesses should endeavour to manage this risk by assessing individuals on a case by case basis, against the statutory definition of disability:
they have a physical or mental impairment
the impairment has an adverse effect on their ability to carry out normal day-to-day activities
the adverse effect is substantial and long term (lasting 12 months or more)
Employers should seek medical advice as to whether an employee’s condition meets the definition of a disability for equality law purposes. This advice may also be able to provide details on the individual’s prognosis and timescales for recovery, along with any reasonable adjustments which might help their return to work.
If you would like advice on how to deal with long term absences or undertaking an occupational health referral please contact Sue Meehan Boyes in our team on 07384 468 797.
https://narrowquayhr.co.uk/wp-content/uploads/2022/04/life-after-covid-1-1-1.png243479VWV Administratorhttps://narrowquayhr.co.uk/wp-content/uploads/2017/11/Narrow-Quay-HR-logo-web-300x300.jpgVWV Administrator2022-04-07 14:39:062022-04-07 14:39:08Living with COVID-19, Long COVID and the Impact on Business
On 12 March, the Business Disability Forum (BDF) published guidance to help employers improve access for disabled workers.
What Does the Guidance Say?
The first part of the guidance, Access for all – Creating inclusive global built environments, sets out what an inclusive built environment may look like and sets out the importance of creating an inclusive environment for both disabled staff and businesses. It also looks at who to involve in this process and some of the challenges that employers may face.
The second part of the report looks at practical issues to consider when designing a more inclusive and accessible built environment.
The built environment refers to the interior of a building and will include things like entrances, stairs and lifts, lighting, seating areas, offices, catering and bathrooms.
The report suggests that thought should be given to how the people using the building really ‘use’ the environment, and that this must include those with disabilities. This will involve thinking about how easy it is for people to use the desks, the entrances, the toilet facilities and how easy it would be to enter and leave the premises, including in an emergency.
The report encourages employers to consider the whole range of possible disabilities, including not only physical disabilities but also mental health conditions and sensory conditions. Aiming for inclusion in this context focuses on the built environment being able for all people to access and use spaces without specific adjustments being needed on an individual basis.
Why Is This Important?
The report suggests that a focus on the accessibility of built environments of workplaces will help to:-
attract and retain staff
attract customers and clients
reduce costs of high absence rates and high staff turnover
enable an organisation to become more energy and time efficient
The report gives some useful pointers for those working in HR to consider when thinking about the built environment of their organisation.
To discuss these issues further, or for specialist guidance on issues relating to disability in the workplace, please contact Caitlin Anniss in our team on 07909 683 938.
https://narrowquayhr.co.uk/wp-content/uploads/2022/04/Inclusion-1.png243479VWV Administratorhttps://narrowquayhr.co.uk/wp-content/uploads/2017/11/Narrow-Quay-HR-logo-web-300x300.jpgVWV Administrator2022-04-07 14:38:022022-04-07 14:38:04Making Your Workplace More Inclusive for Disabled Staff
To update Jane Austin’s 19th century message with 21st century context, “It is a truth universally acknowledged that an employer in possession of a successful business must be in want of a male-dominated trust board and female support staff.“
The UK has been trying to address the disparity between men and women in the workplace since the introduction in 1975 of the Sex Discrimination Act. Nearly 50 years later, active steps continue to be taken to level the workplace to a point where gender ceases to be a factor.
We look at three such examples that have been in the spotlight this spring.
How Do Caring Responsibilities Limit Women’s Career Progression?
New research by Business in the Community (BITC) and Ipsos has found that women’s careers are held back due to the challenges of balancing work and caring responsibilities (including caring for children and other dependent relatives).
Around three in five women have avoided applying for a job or promotion because of concerns about how they would balance the job with their caring responsibilities. Meanwhile, only one in five men avoided applying for a job or promotion for this reason.
Latest trends show that more women than men in the UK are accessing Higher Education and gaining degrees. The participation level for young women attending University in the UK reached 55.7% in 2019-2020, compared to only 44.3% for young men. This suggests that more women than men have the requisite qualifications to be holding senior positions in the workplace. However, data suggests that employers are not utilising this resource effectively.
How Can You Demonstrate Your Commitment to Gender Equality at Work?
Ensure employees are aware of and understand family friendly policies such as flexible working and shared parental leave. In our experience as HR Consultants supporting our clients, requests for flexible working arrangements are almost exclusively made by women.
The option of shared parental leave came into force in the UK in 2014, allowing fathers/partners to take up to 12 months off work (instead of the mother taking up to a year’s maternity leave). However, applications for the male partner to share any part of the leave entitlement are still rare.
Promoting family friendly policies to both men and women should help to challenge the stigma around male care-givers, as well as any lingering stigma around working flexibly.
The Government is also looking to improve flexible working rights in the UK, with consultation currently underway – we will report separately on this as changes are implemented.
Setting the Culture
You can further improve equality in your workplace by embracing a shift in culture. Reflect on your workforce and take proactive steps to embed change – for example:
• Consider caring the norm, not the exception.
• Champion equitable access to care for all genders in your policies.
• Foster a culture that supports men to care.
• Promote flexible working directly to men.
Normalising Career Gaps
Are we seeing a global change in attitude about time off work? Having carried out an international survey, LinkedIn suggests we are.
The stigma of career breaks is gradually being eroded, with employers increasingly accepting gaps and recognising the positive advantages that can be gained from extended breaks.
Staff who have travelled, taken time to pursue personal goals, cared for loved ones or just looked after their own health are recognised as benefitting from a crucial developmental advantage, both personally and professionally, when they return to the workplace.
As testament to this, LinkedIn has introduced a new career feature that allows users to add career breaks to their profiles. The feature includes a choice of 13 different reasons for your career gap, including travel, career transition, bereavement, personal goal pursuit, gap year, voluntary work and care-giving.
Women currently represent the largest demographic of people taking career breaks. Around two thirds of career-break-related posts on LinkedIn are by women.
As time out of the workplace becomes increasingly accepted by employers and society alike, whether taken by men or women, the disproportionate impact that care-giving currently has on women’s career progression and earnings potential should gradually be mitigated.
How Can Employers Support this Trend?
What can you do as an employer to replicate the global trend, to retain your best staff and remain an attractive employer to strong candidates?
At interview, explore the gaps and contextualise the benefits gained that will transfer to the workplace.
Meaningfully promote the offer of sabbatical leave to your staff. We have seen a sharp increase in companies offering sabbaticals, coupled with more programmes available to help employees transition back into work after a break.
Embrace a culture where both employer and employee recognise the mutual advantages that career breaks can deliver.
Increasing Representation
Further efforts to address the disparity between men and women in the workplace are being implemented from the top down, with the FTSE reporting earlier this year that of the UK’s top 100 companies, the composition of men and women sitting at board level is creeping slowly towards a 50:50 split, to represent the UK population’s demographic.
As at 22 February 2022, women held 39.1% of FTSE 100 Board positions, although 15 companies in the top 100 have yet to achieve the target of 33% of women sitting around the board table. That target is due to increase to a minimum of 40% of women on the top 350 FTSE Boards, by 2025.
If you would like further advice on family friendly policies or to discuss steps to address gender disparity in your workplace, please contact Jo Bradbury in our team on 07570 372118.
https://narrowquayhr.co.uk/wp-content/uploads/2022/04/women-in-workplace-1.png243479VWV Administratorhttps://narrowquayhr.co.uk/wp-content/uploads/2017/11/Narrow-Quay-HR-logo-web-300x300.jpgVWV Administrator2022-04-07 14:36:592022-11-07 15:22:56Championing Women in the Workplace – Creating a Future of Equality and Inclusion
April is Stress Awareness Month and this year’s theme is Community. It seems entirely apt that coming out of a pandemic which isolated us from the various communities that support us, that this is the theme for 2022.
The Importance of Community
It’s well known that human connection is fundamental to our happiness and fulfilment. The various communities we are all a part of help to provide that.
The Stress Management Society who are behind the awareness day say they chose the community theme because a lack of support can cause loneliness and isolation, which in turn lowers people’s wellbeing, impacts mental health and can lead to mental illness.
UK workers put in the longest working week in Europe, spending on average 42.3 hours a week at work. With this in mind, what role can employers play in optimising our workplace communities, bearing in mind the changes we are seeing to the way we work as a result of COVID?
Five Ways Employers Can Help Mitigate Employee Stress
Think about what changes your workplace has seen as a result of the pandemic. For some it might be minimal, for others there may have been a massive shift from the ‘norm’ with staff working in a different ways. If things do look different, can any gaps be identified in terms of the ways employees might have previously communicated with and supported each other?
Review your absence data. Look at any recent trends. Have you seen an increase in stress or mental health absence? Can you identify any themes? Do these give you any insights from a team or wider workplace perspective?
What are your staff telling you? If you do a staff survey, consider whether the questions capture the topics of support, both from a manager and colleague perspective. If you don’t, consider using staff forums or other frameworks to see what these tell you.
Encourage staff to reach out if they are feeling unhealthy levels of stress or anxiety. Give the message that the workplace is a supportive community that wants its staff to thrive. Issue communications to this effect via email, noticeboards, team briefings or other means.
Keep talking. Checking in with people, chatting about non work related topics – it’s some of these more informal catch ups that have been lost in some workplaces as a result of less face to face contact. It’s sometimes in these moments that people feel more able to open up about things or discover a shared connection that makes them feel less alone.
For more information on how you can support employee wellbeing, please contact Sarah Martin in our team on 07799 136091.
https://narrowquayhr.co.uk/wp-content/uploads/2022/04/Stress-awareness-1.png243479VWV Administratorhttps://narrowquayhr.co.uk/wp-content/uploads/2017/11/Narrow-Quay-HR-logo-web-300x300.jpgVWV Administrator2022-04-07 14:36:122022-04-07 14:36:30Stress Awareness Month – Top Tips for Supporting Employee Wellbeing
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