3 – Employer and Employee Expectations

Contents

Employer and employee expectations are mutual expectations between a company and its employees. These expectations can range from the duties and responsibilities employees are expected to fulfil to the benefits and support they can expect from their employer. Understanding these expectations is essential for both parties, as it helps to ensure that the working relationship is productive, efficient, and mutually beneficial. For employers, understanding employee expectations can help to create a positive work environment and foster employee satisfaction, which can, in turn, lead to increased productivity and retention. For employees, understanding employer expectations can help to clarify job responsibilities and goals and can help to establish a clear career path within the company. To establish and maintain a healthy working relationship, both parties must communicate and understand each other’s expectations.

Statutory rights and responsibilities

In the UK, employers and employees have several statutory rights and responsibilities that affect the work role. Some of these rights and responsibilities include:

Health and Safety: Employers have a legal duty to provide their employees with a safe and healthy work environment. This includes conducting risk assessments, providing appropriate safety equipment and training, and preventing accidents and injuries. Employees are also responsible for taking reasonable care of their own health and safety and that of their colleagues.
Equal Opportunities: Employers must follow equal opportunities laws, which prohibit discrimination based on race, gender, religion, sexual orientation, age, and disability. Employees also have a responsibility to respect the rights of their colleagues and not discriminate against them.
Minimum Wage: Employers must pay their employees at least the national minimum wage. Employees can be paid at least this amount for their work.
Paid Leave: Employees are entitled to a certain amount of paid leave each year, including statutory holiday entitlements and sick leave. Employers are required to provide this leave to their employees.
Redundancy: If an employer needs to make an employee redundant, they must follow certain procedures, including consulting with the employee and offering suitable alternative employment. Employees who are made redundant may be entitled to redundancy pay.
Working Time Regulations: These regulations set out the maximum number of hours employees can work per week and entitlements to breaks and rest periods. Employers must ensure that their employees do not work more than the maximum number of hours and provide appropriate breaks and rest periods.
Data Protection: The Data Protection Act sets out rules for collecting, using, and storing personal data. Employers must ensure that they handle personal data fairly and lawfully and only use it for the purposes for which it was collected. Employees are also responsible for handling personal data per these rules.
Parental Leave: The Parental Leave Regulations 2014 entitle employees to take unpaid time off work to care for a child or make arrangements for their welfare. Employers must allow employees to take this leave if they are eligible.
Whistleblowing: The Public Interest Disclosure Act 1998 protects employees who raise concerns about malpractice or wrongdoing. Employers must not discriminate against or victimize employees who make such disclosures.

These are just a few examples of the many statutory rights and responsibilities that affect a work role in the UK. Both employers and employees must be aware of these rights and responsibilities to ensure a fair and productive working relationship.

Employer expectations

An employer’s expectations for employees’ standards of personal presentation, punctuality, and behaviour are important because they contribute to the overall culture and reputation of the company. A company with high standards for employee conduct is likely to be perceived as professional, reliable, and trustworthy by clients, customers, and other stakeholders. In addition, high standards of personal presentation, punctuality, and behaviour can help to foster a positive and productive work environment, which can, in turn, lead to increased employee satisfaction and productivity.

Personal presentation refers to how employees present themselves to others, including their appearance, grooming, and attire. Employers may have specific expectations for personal presentation, such as wearing a uniform or adhering to a dress code. These expectations are often based on the company’s industry, brand, and values and are designed to present a professional image to the public.

Punctuality refers to arriving on time for work, meetings, and other commitments. Employers may have specific expectations for punctuality, such as requiring employees to arrive at a certain time or giving a certain amount of notice for absences or lateness. Punctuality is important because it demonstrates respect for others’ time and helps to ensure that work is completed efficiently and effectively.

Behaviour refers to how employees conduct themselves at work, including their interactions with colleagues, clients, and customers. Employers may have specific expectations for behaviour, such as respecting others’ boundaries, maintaining confidentiality, and acting with integrity. Good behaviour is important because it helps create a positive and professional work environment and is essential for building strong working relationships with colleagues and clients.

Employers need to communicate their expectations for personal presentation, punctuality, and behaviour to their employees and for employees to understand and adhere to these expectations to maintain a professional and productive working environment.

Procedures and documentation

There are several procedures and documentation that can help to protect relationships with employees in the workplace. Some examples include:

The employee handbook: An employee handbook is a document that outlines the company’s policies, procedures, and expectations for employee conduct. It can include information on benefits, performance evaluations, and disciplinary procedures. A clear and comprehensive employee handbook can help ensure that employees understand the expectations for their behaviour and performance and can help prevent misunderstandings or conflicts.
Employment contracts: An employment contract is a legal document that outlines the terms and conditions of employment. It can include information on the employee’s duties, salary, benefits, and length of employment. Having a clear and detailed employment contract can help to protect both the employer and the employee by setting out the expectations and responsibilities of each party.
Performance evaluations: Performance evaluations are periodic reviews of an employee’s job performance. They can help to identify areas for improvement, set goals, and provide feedback to employees. Performance evaluations can help protect the employer-employee relationship by ensuring that employees receive ongoing feedback and support and providing a basis for any necessary disciplinary action.
Grievance procedures: Grievance procedures are processes for employees to raise concerns or complaints about their employment. A transparent and fair grievance procedure can help protect the employer-employee relationship by providing employees with a way to address any issues or concerns they may have and by helping to prevent conflicts from escalating.
Anti-discrimination policies: Anti-discrimination policies are designed to prevent discrimination and harassment in the workplace. These policies can help to protect the employer-employee relationship by ensuring that all employees are treated fairly and with respect and by providing a mechanism for employees to report any incidents of discrimination or harassment.

Having clear procedures and documentation in place can help protect relationships with employees by setting out the expectations and responsibilities of each party and providing a framework for addressing any issues or concerns that may arise.

Sources of information and advice

Several sources of information and advice on employment rights and responsibilities are available in the UK. Some examples include:

ACAS (Advisory, Conciliation and Arbitration Service): ACAS is a government-funded organisation that provides information, advice, and mediation services on employment issues. They have a helpline and website that provide information on various topics, including contracts, pay, holidays, and discrimination.
Citizens Advice: Citizens Advice is a charity that provides free, independent, and impartial advice on various topics, including employment. They have a network of local offices and an online advice service that can provide information on employment rights and responsibilities.
GOV.UK: GOV.UK is the official government website for the UK. It has a section on employment that provides information on a wide range of topics, including contracts, pay, leave, and health and safety.
Trade unions: If you are a trade union member, you can contact them for information and advice on employment rights and responsibilities. Trade unions also often provide legal representation and support for employees who are facing employment disputes.
Employment lawyers: If you have a specific employment issue or dispute that you need help with, you can contact an employment lawyer for advice and representation. Employment lawyers can advise and assist with issues such as contracts, discrimination, and unfair dismissal.

It is important to know your employment rights and responsibilities as an employee and to seek reliable information and advice if you have any questions or concerns.

Principles of Redundancy

Redundancy is a term used in the United Kingdom (UK) to refer to the situation in which an employee is dismissed from their job due to the employer no longer needing their position. This can occur for various reasons, such as restructuring, downsizing, or changes in the company’s business needs.

The principles of redundancy in the UK are governed by employment law, which sets out the rights and obligations of both employers and employees in the event of a redundancy. For example, employers must follow a fair and transparent process when selecting employees for redundancy and offer employees the opportunity to apply for any suitable alternative roles within the company before dismissing them. Employees who are made redundant are entitled to receive a statutory redundancy payment based on their service length and pay.

Understanding the principles of redundancy is important for both employers and employees in the UK, as it helps to ensure that the process is handled fairly and in accordance with the law. It is also important for employees to be aware of their rights in the event of redundancy to protect their interests and negotiate the best possible terms for their departure from the company.

The legal requirements that relate to the management of redundancy

Several legal requirements relate to redundancy management in the United Kingdom (UK). These include:

Fair selection process: Employers must follow a fair and transparent process when selecting employees for redundancy. This means they must consider objective criteria, such as an employee’s skills, qualifications, and performance, rather than discriminatory factors, such as age, race, or gender.
Consultation: Employers must consult with employees and/or their representatives (such as a trade union) before making any decisions about redundancy. This includes discussing the reasons for the redundancy and the options available to the employees, such as voluntary redundancy or alternative employment.
Offer of alternative employment: If suitable alternative employment is available within the company, employers must offer this to employees at risk of redundancy. Employees have the right to consider the offer and can choose to accept or decline it.
Statutory redundancy pay: Employees who are made redundant are entitled to receive a statutory redundancy payment, calculated based on their length of service, age, and gross weekly pay. The minimum statutory redundancy pay is published annually on the gov.uk website.
Notice period: Employers must give employees a minimum notice before their redundancy takes effect. The notice period depends on the employee’s length of service, with a minimum of one week’s notice for employees with at least one month of service and a maximum of 12 weeks’ notice for employees with at least 12 years of service.

Employers need to follow these legal requirements when managing redundancy, as failure to do so can result in claims of unfair dismissal or other legal action.

The importance of avoiding redundancies

Redundancy can significantly impact individuals and their families, as it often means a loss of income and the need to find a new job. It can also have negative consequences for an organisation, leading to a loss of skilled and experienced employees, damage to the company’s reputation, and potential legal challenges.

For these reasons, it is generally in the best interests of both employees and employers to avoid redundancies wherever possible. There are several strategies that organisations can use to avoid making staff redundant, such as:

Restructuring: Instead of making employees redundant, organisations can restructure their business to better align with their current needs. This may involve reorganising departments, roles, or processes and require training and development for employees to take on new responsibilities.
Flexible working arrangements: Offering flexible working arrangements, such as part-time or remote work, can help organisations retain valuable employees and reduce redundancy.
Voluntary redundancy: Offering voluntary redundancy can allow employees to leave the company on their terms rather than being made redundant against their will. This can be a good option for organisations that need to reduce their headcount but want to do so in a way that is fair and respectful to their employees.
Redeployment: If suitable alternative roles are available within the organisation, employers can consider redeploying employees at risk of redundancy to these roles. This can help to retain valuable skills and experience within the company.

Avoiding redundancies can help to maintain good relations between employees and employers, reduce the negative impacts of redundancy on individuals and families, and minimise the potential negative consequences for the organisation.

The process for planning and managing a redundancy

The process for planning and managing a redundancy in the United Kingdom (UK) involves several steps, as outlined below:

Determine the need for redundancy: The first step in the process is to assess the business needs and determine whether redundancy is necessary. This may involve considering factors such as changes in the market, financial performance, or organisational structure.
Consult with employees: Employers must consult with employees and/or their representatives (such as a trade union) before making any decisions about redundancy. This includes discussing the reasons for the redundancy, the options available to the employees, and the selection criteria that will be used to identify the employees who will be made redundant.
Select employees for redundancy: Employers must follow a fair and transparent process when selecting employees for redundancy based on objective criteria such as skills, qualifications, and performance. It is important to avoid using discriminatory factors, such as age, race, or gender when making these decisions.
Offer alternative employment: If suitable alternative employment is available within the company, employers must offer this to employees at risk of redundancy. Employees have the right to consider the offer and can choose to accept or decline it.
Provide notice: Employers must give employees a minimum notice before their redundancy takes effect. The notice period depends on the employee’s length of service, with a minimum of one week’s notice for employees with at least one month of service and a maximum of 12 weeks’ notice for employees with at least 12 years of service.
Calculate redundancy pay: Employees who are made redundant are entitled to receive a statutory redundancy payment, which is calculated based on their length of service, age, and gross weekly pay.

Employers need to follow these steps carefully when planning and managing a redundancy, as failure to do so can result in claims of unfair dismissal or other legal action.

Implications of voluntary and compulsory redundancy for organisations

Voluntary redundancy and compulsory redundancy are ways organisations can reduce their headcount. Both types of redundancy can have consequences for the organisation, as well as for the employees who are affected.

Voluntary redundancy is when employees can leave the organisation on their terms, typically in exchange for a redundancy payment. This can be a good option for organisations that need to reduce their headcount but want to do so in a way that is fair and respectful to their employees.

One implication of voluntary redundancy for organisations is that they may lose experienced and skilled employees willing to accept the offer. This can have negative consequences for the organisation, such as a loss of expertise and a potential impact on the quality of products or services.

Compulsory redundancy is when employees are dismissed from their jobs due to the employer no longer needing their position. This can occur for various reasons, such as restructuring, downsizing, or changes in the company’s business needs.

One implication of compulsory redundancy for organisations is the potential for negative consequences, such as a loss of morale and productivity among remaining employees, damage to the company’s reputation, and potential legal challenges. For example, if an organisation does not follow a fair and transparent process when selecting employees for redundancy, it may face unfair dismissal claims.

Both voluntary and compulsory redundancy can have significant implications for organisations, and it is important for employers to carefully consider the potential consequences of these decisions before proceeding.

Treating people’s health and well-being with compassion during redundancy

Redundancy can be a stressful and emotional experience for employees, as it often involves the loss of a job and income and the need to find a new job. It is important to treat people’s health and well-being with compassion during redundancy to support them through this challenging time and minimise the negative impacts on their physical and mental health.

There are several reasons why it is important to treat people’s health and well-being with compassion during redundancy:

Respect: Treating employees with compassion during redundancy shows respect for their feelings and experiences and can help to maintain good relationships between the organisation and its employees.
Support: Providing support to employees during redundancy can help to reduce the negative impacts on their health and well-being, such as stress, anxiety, or depression. This may involve offering resources or support services, such as counselling or career guidance.
Legal obligations: Employers are legally obligated to care for their employees’ health and safety, including during redundancy. This includes considering the potential impacts on employees’ physical and mental health and taking steps to mitigate these impacts where possible.

Treating people’s health and well-being with compassion during redundancy is important for maintaining good relations between employees and employers and ensuring that the redundancy process is handled fairly and responsibly.

Principles of redeployment

Redeployment offers an employee at risk of redundancy a suitable alternative role within the organisation rather than dismissing them from their job. This can be a good option for organisations that want to retain valuable skills and experience within the company and for employees who want to continue working for the organisation but in a different role.

Understanding the principles of redeployment is important for both employers and employees, as it can help to ensure that the process is handled fairly and in accordance with the law. Employers must follow a fair and transparent process when offering redeployment and consider the suitability of the role for the employee and the employee’s skills and experience. Employees have the right to consider the offer of redeployment and can choose to accept or decline it.

Redeployment can be a helpful tool for organisations to retain valuable employees and skills and can help minimise redundancy’s negative impacts on individuals and families.

The concept of redeployment

Several key principles apply to redeployment, including:

Suitability: The role offered as part of the redeployment must be suitable for the employee based on their skills, experience, and qualifications.
Fair and transparent process: Employers must follow a fair and transparent process when offering redeployment and consider the suitability of the role for the employee and the employee’s skills and experience.
Employee choice: Employees have the right to consider the offer of redeployment and can choose to accept or decline it.
Alternative employment: If suitable alternative employment is available within the company, employers must offer this to employees at risk of redundancy before dismissing them.

Redeployment can be a useful tool for organisations to retain valuable employees and skills and can help minimise redundancy’s negative impacts on individuals and families.

Process for planning and managing a redeployment

The process for planning and managing a redeployment in the United Kingdom (UK) involves several steps, as outlined below:

Determine the need for redeployment: The first step in the process is to assess the business needs and determine whether redeployment is suitable for any employees at risk of redundancy. This may involve considering factors such as the availability of alternative roles within the company and the skills and experience of the employees.
Consult with employees: Employers must consult with employees and/or their representatives (such as a trade union) before making any decisions about redeployment. This includes discussing the reasons for the potential redundancy and the options available to the employees, such as redeployment or alternative employment.
Identify suitable alternative roles: If suitable alternative roles are available within the company, employers must consider these as part of the redeployment process. It is important to consider the suitability of the role for the employee based on their skills, experience, and qualifications.
Offer redeployment: Employers must offer redeployment to employees at risk of redundancy before dismissing them. Employees have the right to consider the offer and can choose to accept or decline it.
Provide notice: Employers must give employees a minimum notice before their redundancy takes effect. The notice period depends on the employee’s length of service, with a minimum of one week’s notice for employees with at least one month of service and a maximum of 12 weeks’ notice for employees with at least 12 years of service.
Calculate redundancy pay: Employees who are made redundant are entitled to receive a statutory redundancy payment, which is calculated based on their length of service, age, and gross weekly pay.

Employers need to follow these steps carefully when planning and managing a redeployment, as failure to do so can result in claims of unfair dismissal or other legal action.

Benefits and limitations to an organisation of redeployment

Redeployment offers an employee at risk of redundancy a suitable alternative role within the organisation rather than dismissing them from their job. There are several benefits and limitations to an organisation of redeployment, as outlined below:

Benefits of redeployment

Retaining valuable skills and experience: Redeployment can help organisations retain valuable skills and experience within the company rather than losing these assets through redundancy.
Improves morale: Redeployment can improve morale among remaining employees, demonstrating the organisation’s commitment to retaining and supporting its workforce.
Minimises negative impacts of redundancy: Redeployment can minimise the negative impacts on individuals and families, such as loss of income and the need to find a new job.
Avoids legal challenges: Redeployment can help organisations to avoid legal challenges, such as claims of unfair dismissal, by following a fair and transparent process and offering suitable alternative employment.

Limitations of redeployment

Limited availability of alternative roles: Redeployment may not always be possible if no suitable alternative roles are available within the organisation.
Employee choice: Employees have the right to consider the offer of redeployment and can choose to accept or decline it. This means that organisations cannot force employees to accept redeployment.
Cost: Redeployment may involve additional costs, such as training and development for employees to take on new responsibilities or the need to hire temporary staff to cover the employee’s vacated role.

Redeployment can be a useful tool for organisations to retain valuable employees and skills and can help minimise redundancy’s negative impacts on individuals and families. However, it is essential for organisations to carefully consider the potential benefits and limitations of redeployment before proceeding.

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Tagged: HR Human Resources

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