World Cup 2022: Tackling HR Challenges in Your Workplace

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From matches during working hours, to potential tension between employees, we review some of the possible issues employers should be aware of as the World Cup 2022 approaches.  

The Football World Cup starts on Sunday 20 November and continues until the final on 18 December – but is your organisation prepared for the challenges it could bring?

Should Employees Get Time Off to Watch a Match?

Due to the time difference with Qatar (they are three hours ahead of the UK) a lot of the games will take place during the working day. For example, England’s game against Iran takes place at 1pm on Monday 21 November and Wales’ game against Iran takes place on Friday 25 November at 10am. 

Due to the number of teams involved in this World Cup, there will be four games a day for many of the group stages. They will be played at 10am, 1pm, 4pm and 7pm UK time, every day. 

As an organisation you should think about the approach you will take with regard to colleagues who want to watch the games. For example, there is a risk that if you only allow England and Wales fans to watch games you may get complaints from say a Moroccan colleague who wants to watch their team play at 10am on Wednesday 23 November. 

The best approach is to be even handed, so if you will allow England fans time off to watch any England games you should consider allowing other teams fans time off to watch their team’s games. You need to think whether you will allow employees to work flexibly or whether they will need to take annual leave to watch the games. 

Could There Be Workplace Tension?

The next thing is to consider possible workplace tensions arising. For example, an employer might think it’s a good idea to set a TV up in an open plan office and allow staff to have an alcoholic drink if it’s a big late afternoon game. But be mindful of how this might make others feel. Some colleagues may not want to watch and might not want to be around alcohol for a number of different reasons. This could lead to tensions between staff, especially when alcohol is involved.  Plan ahead, consider those employees who do not want to watch and remind colleagues of their obligations under any Dignity at Work policies.

Promoting Equality and Inclusivity

The other live issue at this World Cup is LBGTQ+ rights. In Qatar homosexuality is illegal with punishments for being homosexual including prison sentences for up to seven years, or death. A few days ago a Qatar World Cup Ambassador said that homosexuality is ‘damage in the mind’. There is a good chance that there will be protests by some players and fans about the Qatari approach in this regard and it remains to be seen how the Qatari authorities will react. 

This issue is almost certainly going to be addressed during the coverage of the World Cup. If you are going to be showing the games it may be worth reminding your staff of your own organisation’s approach regarding Equality, Dignity at Work and so on and ensuring that any discussions about the matter are moderate, reasonable and respectful. This is not just to try to avoid grievances and Tribunal claims but also to let staff know that they are working in an inclusive, tolerant organisation. 

The World Cup may well give organisations a lot to address and so it may be helpful to give some thought to how you will approach these matters in advance. If there are any issues you would like to discuss please contact Simon Martin in our team on 07384 813076. 

International Men’s Day: How Are You Supporting Men’s Health in the Workplace?

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19 November is International Men’s day and it takes place during the ever popular ‘Movember’. But amidst critiquing the varying successes of moustache-growing, it’s important to also take time to consider the importance of men’s health.

Why Is Men’s Health Important?

The statistics on men’s health speak for themselves – men account for three-quarters of premature deaths from heart disease, are twice as likely to die from drug or alcohol abuse and three times more likely to die from suicide. 

Men are less likely to access psychological therapy compared to women, with men accounting for only 36% of referrals to NHS talking therapies. Research shows that men are more likely to turn to harmful coping mechanisms, such as using alcohol or drugs to cope. When talking about their mental health, one in three men attributed this to their work, according to research carried out by Mind in 2017. 

Whilst the focus on wellbeing and in particular mental health has increased within society and many organisations, why is it that men often face health challenges alone? This can in part be explained by the traditional expectations of what masculinity is – being strong and keeping it together and perhaps a dogged determination to ‘man up’ rather than face health issues. 

It could also be due to a lack of resources and support targeted specifically at men. If we think about men’s engagement with health services, in a man’s life time there are few touch points that offer men the opportunity to look at and discuss their own physical and mental health. So they may not be able to spot any concerns in the first place and when they do, they may not know how to seek help. 

What Can Businesses Do to Help?

As with any health issues, raising awareness is fundamental in facilitating change. Research by the charity Samaritans, found that both language and content of any awareness initiatives needs to be specific for men to actively engage. Running campaigns to highlight men’s health concerns – heart disease, prostate and testicular cancers as well as mental health issues such as depression and suicide. 

Train your line managers to hold wellbeing conversations. Research carried out by CIPD has found out that only 29% of managers feel confident in being able to spot signs of mental ill health. Likewise when discussing taboo subjects on men’s health, it can be hard for both manager and employee to feel comfortable to open up. 

With one in eight men experiencing some poor mental health at any time, it’s important that managers are able to consider the possible life experiences that may be affecting men at work – becoming a father, bereavement, relationship breakdowns. Managers need to have the skills to open up that conversation, not rush to provide a solution but ask the right questions and most important of all, provide space and time to listen to the individual.

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Create safe spaces to have vulnerable conversations and permission to open up without being perceived as a weakness. Those safe spaces are across the whole organisation not just with line managers, so this is about ensuring that all employees have an appreciation of likely health issues and can play their part in spotting the signs and supporting colleagues.

Signposting to resources and support. Many organisations may have an employee assistance programme which can offer targeted support for men’s health. Likewise there are external organisations that can help. Sometimes this just isn’t obvious for men who may be having physical or mental concerns. So organisations need to clearly signpost and direct men to those services that can help.

We have come a long way in regards to focusing on health and wellbeing at work for all employees, but on this International Men’s day we should take the time to drive that conversation forward. By talking about the issues and trends in men’s physical and mental health, we can encourage more men to be open about their feelings and access support.

For specialist HR support with any of these issues, or for how you can support International Men’s Day, please contact Sue Meehan Boyes in our team on 07384 468797.

Continued Growth for Narrow Quay HR – Megan Britz Joins the Team

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Narrow Quay HR is delighted to welcome Megan to the team as an HR Consultant. Megan joins us from South Africa where she founded and ran a successful employment law and HR business for nearly ten years. 

During that time, she received excellent reviews for her professionalism, extensive knowledge and personable approach. 

Megan is passionate about creating conscious, healthy and empowered working environments and has a particular interest in workplace culture and bullying.

 Megan’s recent accreditation as a Mental Health First Aider reflects her interests and provides a further insightful perspective to the support she can offer to clients.

Megan will be primarily working on workplace investigations, which is at the forefront of Narrow Quay HR’s portfolio of services. This work requires our HR Consultants to investigate often complex and sensitive workplace disputes and requires excellent analytical skills as well as a great deal of emotional intelligence – a perfect fit for Megan’s skillset.  

Megan commented:

“I am absolutely elated to be joining such a progressive, dynamic and resourceful team. Narrow Quay HR provides a range of expertise, specialised advice, and bespoke training in evolving areas of HR, and I look forward to partnering with the team and our valued clientele on an incredible HR journey”.

Narrow Quay HR Directors Caitlin Anniss and Sarah Martin commented:

“It’s well known that one the things that sets us apart from other HR Consultancies is that a number of our team have worked as both lawyers and HR Consultants, which is exactly Megan’s background and one of the reasons we are so excited to welcome her to the team. 

Megan’s genuine passion for supporting workplaces to optimise the way in which they function will support the work that we do on workplace investigations and be of tremendous value to Narrow Quay HR as we continue to evolve and look at innovative ways we can offer a greater range of support and expertise to our clients”.

If you’re looking for specialist HR support, or have any questions, please contact Megan Britz on 07468 698957.

World Menopause Day – Improve Employee Awareness, Wellbeing and Support

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18 October is World Menopause Day, a day focusing on menopause, aiming to raise awareness about menopause and improve health and wellbeing for women around the world.

We look at how it might be impacting your workplace and what you can do to support your employees.

What Is Menopause?

The menopause is when a woman stops having periods, as a natural part of ageing, and it usually happens between 45-55 years of age. What is less known and understood is the stage leading up to menopause, known as the perimenopause.

The perimenopause refers to the time during which the female body makes the natural transition to menopause. Many women start to experience symptoms to greater or lesser degrees. Similarly this stage itself can vary in length – it can often last for four to five years, although for some women it may continue for many more years or for others last just a few months.

How Does Menopause Affect Women in the Workplace?

In 2021, there were 15.5 million women in the UK workplace. Of those, around a fifth were over 50. In the UK, the average age for a woman to go through menopause is 51, however around one in a 100 women experience menopause before age 40. This is a normal process for a large section of your workplace.

The variety of symptoms experienced range from hot flushes, night sweats, low mood, poor memory, insomnia, anxiety/panic attacks, headaches, fatigue to joint pains and palpitations. These can be debilitating in any context, but their impact can be amplified for an employee at work.

According to recent CIPD research, 59% working women with menopause symptoms have said that it has a negative impact on them at work. 30% said they had been unable to go into work because of their symptoms, but only a quarter of them felt able to tell their manager the real reason for their absence.

How Can You Support Your Employees at Work?

The varying durations and symptoms of both perimenopause and menopause can make identifying appropriate support strategies difficult for employers. Some women also may not identify the symptoms they are experiencing as being linked to the menopause so may not ask for support.

It is certainly true that menopause has become a more widely discussed topic in recent years – thanks to greater media interest, government focus and shared celebrity experiences. However it remains for many people a subject they may find difficult to talk about.

As an employer you can support by:

  • Increasing awareness amongst all staff. Create an open, encouraging environment where people feel comfortable discussing their concerns and supported by line managers and colleagues alike. Consider running awareness campaigns.
  • Treating menopause in same way as you would any absence with appropriate sickness absence management procedures.
  • Discussing possible adjustments for employees experiencing menopause related to their specific symptoms such as flexible start/finish times, adjustable temperature control, quieter workspaces etc.
  • Developing a menopause policy to outline what support is available to staff.
  • Training your line managers specifically on dealing with menopause issues, so they are able to handle any discussions sensitively and professionally.

As the workforce demographic continues to change, this issue will become more and more important to businesses. Employers who act now to raise awareness across all staff and to implement appropriate support mechanisms for employees experiencing the menopause, will be well placed to deal with any future challenges.

Narrow Quay HR can help you in identifying what support would be useful for your business – whether it’s creating a menopause policy, running awareness campaigns or training sessions for line managers.

For specialist HR support with any of these issues, please contact Sue Meehan Boyes in our team on 07384 468797.

How Can You Celebrate Black History Month in Your Workplace?

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As we come together to celebrate Black History Month in October 2022 we should take time to consider the theme this year: ‘Time for Action: Not words’.

Black History Month celebrates the continued achievements and contributions of black people to the UK and around the world. The focus now is on the present and future by shining a spotlight on those using the platform to push for change.

The Black History Month website stated when launching the theme for 2022, ‘whilst we can acknowledge and learn from the past, we need to strive to protect the future through taking action by coming together around a shared common goal, to achieve a better world for everyone.’

What’s happening in your workplace?

There are lots of ideas and initiatives that employers can implement. Below we have collated a few ideas.

Volunteer with Black-Led Charities

Consider team volunteering for Black-led charities and non-profit organisations. This is a great way to help the Black community while also making a significant difference.

Reflect on Your Internal Diversity & Inclusion Efforts

Reflect on your own D&I efforts. Are you promoting diversity as an organisation? How are you fostering inclusivity in your workplace? Are there areas of your business that can be made more inclusive such as your recruitment process or your management staff? Speak to your employees and see if they’re willing to share how they think you could improve as an organisation.

Celebrate Black Literature

You can promote classic and contemporary Black authors and their remarkable works. You could perhaps select some books written by Black authors and host a company-wide book reading event.

  • Beloved by Toni Morrison
  • The Color Purple by Alice Walker
  • I Know Why The Caged Birds Sing by Maya Angelou (Autobiography)
  • Things Fall Apart by Chinua Achebe
  • Their Eyes Were Watching God by Zora Neale Hurston

Bring In Speakers and Create a Space for People to Listen and Share

Many companies celebrate Black History Month by bringing in speakers to share stories and experiences around race and Black identity. Promoting diverse voices creates a space for inclusion, understanding, and empathy. Involve people and open up the conversation to anyone who wants to participate by sending out a company-wide email asking for speaker and topic suggestions.

This kind of programming can take on many formats, from panel discussions to round tables to workshops. Choose the topic beforehand, and let people know what to expect so they can feel prepared to share and ask questions.

Other Useful Resources

Check out the below blogs for some further ideas on how you can celebrate this month:

For any further support or guidance, please get in touch with Helen Couchman in our team on 07799 901 669.

Do You Know How Narrow Quay HR Can Help You and Your Organisation?

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Our team are delighted to offer a wide variety of flexible and practice HR services to our clients. Don’t miss our list of HR services below, designed to suit your needs, whether you need support with  particular issues or day-to-day support.

If you’d like more information on any of these services, please get in touch with us free today and we’d be happy to chat with you.

Workplace Investigations

High quality workplace investigations are one of the flagship services we offer. Our highly experienced investigators regularly carry out complex and sensitive workplace investigations into grievances, disciplinary allegations and complaints. We can provide an impartial investigator and ensure that investigations are carried out effectively, thoroughly and with minimal disruption.

Find out more about investigations.

HR Solutions and Retainers

If you’re looking for cost-effective and flexible HR support, we provide a range of retainer options for businesses, schools and charities. Our team of experienced HR consultants offer expert advice and are all either former employment lawyers who now specialise in HR, or highly experienced HR consultants.

Whether you need a monthly retainer contract to remove the burden of managing day-to-day HR issues, or simply want a trusted expert to use as a sounding board on a regular basis, we offer flexible and practical options to suit the needs of your organisation.

Find out more about retainers.

HR Outsourcing

Need additional HR support for some of your projects? Perhaps you are planning a consultation exercise, want to carry out a culture review, look at your pay structure or need support for a panel with a hearing. We can provide onsite support to provide you with additional capacity or expert advice and guidance. We can work alongside your senior leaders to provide strategic support or can take your projects off your hands and run the processes for you.

Find out more about outsourcing.

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Training

Narrow Quay HR can provide a range of flexible and bespoke training for your organisation. Training can be provided remotely online or in person. Our experienced consultants have well-grounded knowledge and expertise on a variety of topics, and always ensure training sessions are engaging, interactive and focus on lots of practical scenarios.

We regularly provide training to help to upskill your line managers, focusing on practical scenarios and using our specialist knowledge and experience. We also provide a short eLearning course for line managers.

Find out more about training

Mediation

If you have workplace conflict, mediation can provide an effective and confidential solution for those involved. Our qualified mediators are impartial and professional. The process is flexible and can be used part way through a formal process or as an alternative to using a formal process. It can provide a cost effective solution to workplace conflict.

Find out more about mediation.

HR Audit and Employment Documents 

We can carry out an audit of your current HR practices and procedures to identify gaps, check compliance and suggests areas of focus. We can provide you with up to date and maintained tailored employment documentation, including employment contracts, freelancer agreements and employment policies – all on the basis of agreed fixed fees.

Find out more about HR audits.

If you would like to enquire about any of our services and how we can help you, please see more details on our website, or contact Caitlin Anniss in our team on 07909 683 938

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When It All Kicks Off – Is Supporting a Football Team Considered a Philosophical Belief?

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You may have seen a recent Tribunal case involving Mr McClung – a subcontractor, and importantly for this Tribunal case, a lifelong Glasgow Rangers fan. He alleged that a manager, who was a Celtic fan, did not offer him later work due to his support of the rival Glasgow team.

What’s Considered a ‘Philosophical Belief’?

This is not the first time I have heard similar tales, and not just in Tribunal judgments. In Bob Mortimer’s brilliant autobiography, ‘And Away’, he wrote about his time in a chicken abattoir/processing plant. He was wearing the shirt of his beloved Middlesbrough and was given the worst job in the plant (it’s too stomach churning to go into the details) because his manager was a supporter of a local rival. This sort of thing does happen.

Mr McClung claimed that his support of Rangers was so strong and such an intrinsic part of his existence that it was akin to a philosophical belief. To meet the ‘philosophical belief’ threshold, a person’s belief must be:

  • genuinely held
  • not an opinion or viewpoint
  • must be a substantial aspect of human life and behaviour
  • must have a certain level of cogency, seriousness, cohesion and importance
  • must be worthy of respect in a democratic society and must not conflict with the fundamental rights of others

The Tribunal found Mr McClung met the first test but not the others.

I am not sure I agree with this decision, Mr McClung told the tribunal hearing that supporting Rangers is a way of life and it was as important to him as it was for Christians to attend church. I think there was probably an element of the Tribunal not wanting to open the floodgates to other similar claims.

Resolving Differences in Opinion

Importantly, just because his passion for Rangers has been found to technically not amount to a protected characteristic, it is still worth considering what the company could have done differently.

If it did identify that there was tension between a manager and subcontractor would it not have been better to try to get them to work together and to put aside any differences? You don’t necessarily need them to be best friends, just to be able to work together. These things can be achieved.

If the company had taken steps to manage the conflict it could have meant that the two people could have carried on working together and avoided a time consuming and expensive Tribunal claim. No doubt both sides would have paid their own legal costs and so the company’s ‘victory’ would still have come at a substantial cost. That might all have been avoided with better, more proactive management of this situation.

For specialist HR support with managing conflict in the workplace, please get in touch with Simon Martin on 07384 813076 in our team.

Are You Impacted by the Brazel Judgment? What Should You Do If You Are?

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Now and again, we get an employment law decision from the Supreme Court that is very important. When this happens employers need to sit up and take note.

The decision in Harpur Trust v Brazel is one of the those decisions, particularly for our clients in the education sector and also for those in the hospitality sector.

In terms of the legal implications of the decision, we can’t put it any better than Simon Bevan, employment partner at VWV, has in this excellent article and we would urge you to review this if you haven’t done so already.

I Think We’re Impacted, What Next?

If you employ part-year and irregular hours workers and retain them on a year round basis, then you may well be impacted and you’ll need to take the time to work through the questions that Simon identifies. This may not be straightforward and you will not be alone in seeking some specialist assistance with this. Do get in touch and we can help support and signpost you.

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While We Work This Out, What Should We Say to Staff?

You might be getting questions from staff and if this is the case, it may be prudent to issue a holding communication to say that you are aware of the judgment and are considering it.

Alternatively, you might decide to hold off with any communications until you’ve had an opportunity to consider the implications and decide on how you want to address matters such as your contractual arrangements and any backpay due to staff.

Whichever route you choose, we would urge you to tackle this issue head on as it’s not something that it going to go away and proactively tackling it will help you to manage your costs and budget in the longer term.

For specialist support with the impact of this judgment on your organisation, please contact Sarah Martin in our team on 07799 136091.

Are You Ready for National Inclusion Week 2022?

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This year National Inclusion Week 2022 is from 26 September to 2 October. What are you doing to champion inclusion and diversity in your workplace?

National Inclusion Week (NIW) is a week dedicated to celebrating inclusion and taking action to create inclusive workplaces and to celebrate, share and inspire inclusion practices.

Founded by Inclusive Employers and celebrated annually, National Inclusion Week is now in its tenth year and this year’s theme is ‘Time to Act: The Power of Now’.

Building on from last year’s them #UnitedForInclusion, which connected 60 million employers and employees to celebrate diversity and inclusion, this year’s theme is about maintaining momentum and moving that unity into action.

Why Is It Important?

Annual events such as NIW are timely reminders that creating an inclusive workplace that values diversity remains a continuing priority for all organisations. There are financial benefits too. Research by Deloitte found that diverse companies enjoy 2.3 times higher cash flow per employee.

People want to work for employers with good employment practice, with open and inclusive workplace cultures where everyone feels valued, respects colleagues, and where their contribution is recognised.

To maintain a competitive edge, businesses need everyone who works for them to give their best contribution and that means ensuring recruitment and retention practices prioritise inclusion and diversity so employers have the skills and talent they need.

What Positive Actions Can You Take?

Celebrating an annual event is a great start and can provide a real focus for your activities, but it’s important to turn that commitment and celebration into ongoing action.

Conduct an Audit

Do you know how diverse your organisation is? Conducting an audit of your employees’ demographics will identify underrepresented groups of people and highlight potential unconscious bias within your business practices.

Review Your Recruitment Process

If your audit has highlighted underrepresented groups, review your hiring processes to remove any opportunities for bias in selection.

Create an Employee Diversity and Inclusion Forum

Engaging with your employees to both inform and direct actions for change can be really powerful. Use this group to sense check actions for change to ensure they are tangible and meaningful for your company. Employees will feel involved in subjects that are important for them and it reinforces a commitment for ongoing dialogue with your workforce.

Organise Inclusion Training

Inclusion is not a quantifiable achievement, but an ongoing commitment to equality. It underpins all employment practices so that means it’s important to educate all employees so they understand what it means for them and their own responsibilities to achieving it.

Document Your Approach

Building on any training, it is important to document your approach via policy documents, such as a code of conduct and ensure these can be accessed by employees easily.

Volunteering or Fundraising for an Inclusion Charity

Volunteering is a powerful way to give back to your community. It allows organisations to continue supporting people most at risk, and pioneer inclusivity within society.

Volunteering and fundraising often encourages open, productive conversation surrounding a sensitive topic in a relaxed environment, with employees united under a common goal. To encourage your employees to take part, consider offering paid volunteering days.

Create an Inclusive Annual Calendar

Your workplace may celebrate Christmas and Easter, but what about Diwali and Hanukkah? Do you recognise International Women’s Day, LGBTQ+ Pride Month and Black History Month? Each of these celebrations is equally important and should be recognised in your business.

By creating an inclusive calendar, this will allow your team to easily identify any upcoming dates that you should acknowledge both publicly and within your company, to ensure all employees feel a sense of belonging.

Lead by Example

A business is only as progressive as its senior figures, so if you do not pioneer inclusivity, neither will your company. Along with your policies, it is critical that your senior managers reflect the commitment you’ve made to valuing diversity and inclusion in how they engage with and manage their people.

Consider Your working Environment

It is important to recognise that your staff each require different environments to succeed, so while some thrive in a busy open office, others would benefit from a calmer room where they can focus. Consider what opportunities you have for creating a workplace that is an inclusive place for all employees to belong.

Narrow Quay HR have a wealth of experience to support in this areas – from running training on unconscious bias to helping with your policy documents.

For specialist HR support with any of these issues, please contact Sue Meehan Boyes in our team on 07384 468797.

Zero-Hours Contracts – Good, Bad, or Room for Improvement?  

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We take a closer look at a recent CIPD report on zero-hours contracts, which considers how zero-hours contracts are used, alongside their benefits and drawbacks for both employees and workers.

The CIPD, the professional body for HR and people development, published their report on 11 August 2022 and it is titled ‘Zero-hours contracts: Evolution and current status‘.

What Actually Are Zero-Hours Contracts?

Unlike a traditional contract of employment, a zero-hours contract offers no guarantee of work. This is an agreement between two parties where one may be asked to perform work for another. There is no set number of hours, and the individual will only be paid for the work they actually do, which they aren’t obliged to accept.

There isn’t currently a legal definition of a zero-hours contract, so it’s essential to make these arrangements clear in the contract, and reference the intended employment status, namely whether the individual is a worker or employee.

Zero-hours contracts have had a bit of a bad press, with some commentators suggesting that they are abused by employers. However, more recently they have been seen in a more favourable light – particularly since in 2015, a clause which prevented individuals from working elsewhere was banned. The CIPD report offers a valuable review of the current position and makes some suggestions as to best practice.

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What Suggestions Have Been Made?

We think the below suggestions are all very sensible and reflect practices that we would want to see in a business that values its workforce and commits to kind and respectful working practices. Therefore, we recommend you give some thought to whether there are areas where you could improve.

  • Employers should only use zero-hours contracts where the flexibility inherent in these types of arrangement suits both the organisation and the individual.
  • Employers should consider whether zero-hours working is appropriate for their business and whether there are alternative means of providing flexibility for the organisation, for example, through the use of annualised hours or other flexible working options. Zero-hours working lends itself to situations where the workload is irregular, there is not a constant need for staff, or staff needs are driven by external factors outside the employer’s control.
  • All zero-hours contract workers should receive a written copy of their terms and conditions (both workers and employees became entitled to this as a day one right on 6 April 2020). Employers should also set out in atypical workers’ contracts the notice required by either organisations or individuals if they’re unable to meet their contracted commitments.
  • Employers should set out in the contract the employment status of those engaged on zero-hours contracts and conduct regular reviews (at least once a year) of how these contracts are operating in practice. Reviews should include conversations with line managers and staff on zero-hours contracts. If the reality of the employment relationship no longer matches the contract of employment, one or the other should be adjusted to bring them into line.
  • Employers need to provide training and guidance for line managers to ensure they are managing zero-hours workers in line with their employment status. Training must ensure that line managers are aware that zero-hours workers have a legal right to work for other employers when there is no work available from their primary employer.
  • Comparing different contract types, standard permanent employees fare better in both skills development and career development than those on temporary or zero-hour contracts. To address this, employers and line managers need to ensure that atypical workers are eligible for their organisation’s training and development activities. Performance management processes should also be setup to give atypical workers regular feedback.
  • Employers should provide zero-hours workers with reasonable compensation if pre-arranged work is cancelled with little or no notice. We believe a reasonable minimum would be to reimburse any travel expenses incurred and provide at least an hour’s pay as compensation. Some employers appear to go further than this, for example by paying employees in full for shifts cancelled at short notice. This seems a reasonable position if organisations also prevent or penalise employees from cancelling pre-arranged work at short notice.
  • Employers should ensure there are comparable rates of pay for people doing the same job regardless of differences in their employment status. This could be written into employment policies and terms and conditions with practice reviewed periodically.

For information on how to best manage casual workers’, their rights and entitlements, or drawing up a contract to suit your business needs, please contact Kirsty Hunt in our team on 07384 813077.