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Employee performance
Putting an effective performance management system in place is a key component in best employment practice. Clear, consistent communication and a constructive approach to employee development can bring out the best in organisations and individuals.
No 225 The Employment Equality (Age) (Consequential Amendments) Regulations (Northern Ireland) 2007
These regulations amend the primary and secondary legislation on age discrimination by altering provisions in relation to statutory sick pay, dismissal for exercising the right of accompaniment, aspects of Social Security Contributions and benefits and aspects of inter-related law impacting on those under 16.
Conciliation Explained
If someone has lodged a claim to the tribunal about their employment rights a copy is sent to the Labour Relations Agency.
We have a legal duty to offer Conciliation in most cases when someone has a complaint about their employment rights even if no claim has been made to the Tribunal service.
Advice on Non-union Representation in the Workplace
This guide is for employers and non-union workplace representatives. It gives advice on the provision of time off, training and facilities to enable non-union representatives to carry out their duties. It covers statutory and non-statutory representatives.
Warnings and other disciplinary action
Warnings in the workplace should be part of a disciplinary process and they should be designed to allow employees to change a particular behaviour within a given timeframe. They should be given as quickly as possible after the behaviour occurs. Any sanctions should be proportionate to the alleged offence.
Annual Closedowns
Employers may elect to close their business at certain times of the year. (Christmas/new year)
Estimating the costs of workplace conflict in Northern Ireland
Workplace conflict has a negative impact on organisational performance and the working experiences of those involved. Research commissioned by the Labour Relations Agency on workplace conflict in Northern Ireland suggests that disputes took up valuable time and eroded organisational culture.
These challenges have arguably become more acute in the wake of the Covid-19 pandemic with pressure on recruitment, retention, engagement and productivity.
However, leaders and policymakers may underestimate the strategic importance of managing conflict at work. Conflict management is often unseen – taking place in the shadows and behind closed doors. Until recently, lack of visibility has been exacerbated by a lack of robust data. This analysis of the costs of workplace conflict in Northern Ireland finds that 37% of workers experience conflict each year at a cost of £851m.
The report in full can be found below, while our podcast on the topic can also be found here.
No. 68 The Local Government Reorganisation (Compensation for Loss of Employment) Regulations (Northern Ireland) 2015
These Regulations come into operation on 1/4/15 and the purpose of the Regulations is to provide new councils with the mechanism in which to compensate those persons who suffer loss of employment due to local government reorganisation.