This presentation we will cover three of the more difficult to handle areas of employment law.
•Disciplinary procedures for dealing with conduct issues
•Grievance procedures
•Settlement discussions
Taylor & Emmet - Managing Absence MasterclassTom Draper
The employment law experts at Taylor & Emmet recently conducted a T & E Advance Managing Absence Masterclass. The event was fully booked and therefore for those of you who were unable to attend we have shared the slides from the event. If you have any questions on the subject of employee absence please contact Tom Draper on 0114 2184311.
Employee retention issues and analysisRehan Akhtar
It covers employee retention issues, reasons for attrition, attrition analysis, ways to reduce attrition and how to predict attrition using identified attributes
Taylor & Emmet - Managing Absence MasterclassTom Draper
The employment law experts at Taylor & Emmet recently conducted a T & E Advance Managing Absence Masterclass. The event was fully booked and therefore for those of you who were unable to attend we have shared the slides from the event. If you have any questions on the subject of employee absence please contact Tom Draper on 0114 2184311.
Employee retention issues and analysisRehan Akhtar
It covers employee retention issues, reasons for attrition, attrition analysis, ways to reduce attrition and how to predict attrition using identified attributes
Employee Engagement Activities For Corporates PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Employee Engagement Activities For Corporates Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twenty five slides. Our tailor made Employee Engagement Activities For Corporates Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Employee Engagement Activities For Corporates Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
Employee Retention: Key Ways to Retain Your Top TalentKaufman Global
Employee retention is about compelling great people to stick around. This can be hard to achieve and sustain, because it isn’t just the money – it requires good data, a plan and mild effort. Learn how having a solid retention strategy can help you succeed against the headwinds of: post-merger integrations, skilled labor shortages, and changing technologies when you put the engagement of your people first.
Employee Engagement Activities For Corporates PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Employee Engagement Activities For Corporates Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twenty five slides. Our tailor made Employee Engagement Activities For Corporates Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Employee Engagement Activities For Corporates Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
Employee Retention: Key Ways to Retain Your Top TalentKaufman Global
Employee retention is about compelling great people to stick around. This can be hard to achieve and sustain, because it isn’t just the money – it requires good data, a plan and mild effort. Learn how having a solid retention strategy can help you succeed against the headwinds of: post-merger integrations, skilled labor shortages, and changing technologies when you put the engagement of your people first.
A grievance is any dissatisfaction or feeling of injustice having connection with one’s employment situation which is brought to the attention of management. Speaking broadly, a grievance is any dissatisfaction that adversely affects organizational relations and productivity. To understand what a grievance is, it is necessary to distinguish between dissatisfaction, complaint, and grievance.
New flexible working laws made easy - a guide for Employers, HR DirectorsThe Legal Partners
To busy to engage with flexible working? Wondering how new flexible working laws will affect your company? Here we explain new flexible working laws, how to respond to flexible working requests, how to make sure you are complying with the new flexible working rules and how be ready for multiple flexible working requests. Pull up a chair..
Handling an employee grievance - 5 key steps for HR Directors and employersThe Legal Partners
Best practice in handling employee grievances; a guide to the 5 key actions for HR Directors and Employers. Minimize fall out, save management time plus the two golden rules of handling grievances, to maintain healthy relations with employees and keep the business out of Employment Tribunals.
Grievance complaint, reporting violation of one or more state and federal laws protecting employees against harassment, intimidation, retaliation, over-monitoring, increased surveillance, threat and false reporting.
Company Policy: Elements of Administrative Investigation and Progressive Disc...PoL Sangalang
Company Policy: Elements of Administrative Investigation and Progressive Discipline. By Atty. Apollo X.C.S. Sangalang. Presentation delivered on February 26, 2014 at AIM Center, Makati City, Philippines. Sponsored by Ariva! Events Management, Inc.
Company Policy: Elements of Administrative Investigation and Progressive Disc...PoL Sangalang
Company Policy: Elements of Administrative Investigation and Progressive Discipline. By Atty. Apollo X.C.S. Sangalang. Presentation delivered on February 26, 2014 at AIM Center, Makati City, Philippines.
Top ten employment law tips scrase employment solicitors 180516Martin Augustus
From handling grievances to dealing with harassment, we will show you some of the traps employers can fall into and some simple ways to help you avoid them. This presentation is a must for newcomers to the HR profession and experienced HR practitioners alike. We will deal with the 10 issues we see coming up, time and time again.
Preventing employment claims: Dealing with the Three Amigos: Unfair Dismissal...Tebony Justins
Our Employment, Industrial Relations and Safety expert Murray Procter presented the second #CKBusinessBites seminar for 2018 on Preventing Employment Claims
Managing misconduct - HR and employment conference for school leaders 2016Browne Jacobson LLP
Our annual, one day conference for school leaders helps you to keep up with the pace of change and get the most out of your employees.
At this year’s conference we heard from keynote speakers Nick MacKenzie and Heather Mitchell on the changing education landscape and how employment law changes affect schools and academies. Our education and HR experts also covered the post-election employment position, restructures, pay and reward, managing misconduct, strikes and work to rule, and leadership and management judgment in respect of HR.
https://www.brownejacobson.com/education/services/employment-and-human-resources
All you need to know about discipline and dismissal Pat Coyle
Employment Law Update with a complete synopsis of everything you need to know about discipline and dismissal, focussing on the grounds for dismissal, handling a disciplinary matter, suspension, investigation, disciplinary sanctions and the overlap of discipline and grievance
Company Policy: Elements of Administrative Investigation and Progressive Disc...PoL Sangalang
Company Policy: Elements of Administrative Investigation and Progressive Discipline. July 24, 2014. Philippines. Prepared and delivered by Atty. Apollo X.C.S. Sangalang.
Unfair Dismissal - Misconduct (2 of 4) Webinar SlidesShorebird RPO
In the second webinar of this series on unfair dismissal, Barrister Helen Gardiner gives us a whistle stop tour of Misconduct and what an employer really should know.
If you would like to view the full webinar, please email marketing@shorebird-rpo.com and we will happily email the recording immediately, or why not join our LinkedIn Webinar Network to access all our archives http://linkd.in/1acZPdh
Be Prepared and proactive. This will help make your workplace more safer, healthier and profitable. Start recording and implementing written safety plans. Self Inspect yourself. Create Safety Policy on OSHA inspections- Allows you to plan for the inspection Understand the law (consult 29 CFR 1910, general industry standards)
ALL EYES ON RAFAH BUT WHY Explain more.pdf46adnanshahzad
All eyes on Rafah: But why?. The Rafah border crossing, a crucial point between Egypt and the Gaza Strip, often finds itself at the center of global attention. As we explore the significance of Rafah, we’ll uncover why all eyes are on Rafah and the complexities surrounding this pivotal region.
INTRODUCTION
What makes Rafah so significant that it captures global attention? The phrase ‘All eyes are on Rafah’ resonates not just with those in the region but with people worldwide who recognize its strategic, humanitarian, and political importance. In this guide, we will delve into the factors that make Rafah a focal point for international interest, examining its historical context, humanitarian challenges, and political dimensions.
RIGHTS OF VICTIM EDITED PRESENTATION(SAIF JAVED).pptxOmGod1
Victims of crime have a range of rights designed to ensure their protection, support, and participation in the justice system. These rights include the right to be treated with dignity and respect, the right to be informed about the progress of their case, and the right to be heard during legal proceedings. Victims are entitled to protection from intimidation and harm, access to support services such as counseling and medical care, and the right to restitution from the offender. Additionally, many jurisdictions provide victims with the right to participate in parole hearings and the right to privacy to protect their personal information from public disclosure. These rights aim to acknowledge the impact of crime on victims and to provide them with the necessary resources and involvement in the judicial process.
A "File Trademark" is a legal term referring to the registration of a unique symbol, logo, or name used to identify and distinguish products or services. This process provides legal protection, granting exclusive rights to the trademark owner, and helps prevent unauthorized use by competitors.
Visit Now: https://www.tumblr.com/trademark-quick/751620857551634432/ensure-legal-protection-file-your-trademark-with?source=share
WINDING UP of COMPANY, Modes of DissolutionKHURRAMWALI
Winding up, also known as liquidation, refers to the legal and financial process of dissolving a company. It involves ceasing operations, selling assets, settling debts, and ultimately removing the company from the official business registry.
Here's a breakdown of the key aspects of winding up:
Reasons for Winding Up:
Insolvency: This is the most common reason, where the company cannot pay its debts. Creditors may initiate a compulsory winding up to recover their dues.
Voluntary Closure: The owners may decide to close the company due to reasons like reaching business goals, facing losses, or merging with another company.
Deadlock: If shareholders or directors cannot agree on how to run the company, a court may order a winding up.
Types of Winding Up:
Voluntary Winding Up: This is initiated by the company's shareholders through a resolution passed by a majority vote. There are two main types:
Members' Voluntary Winding Up: The company is solvent (has enough assets to pay off its debts) and shareholders will receive any remaining assets after debts are settled.
Creditors' Voluntary Winding Up: The company is insolvent and creditors will be prioritized in receiving payment from the sale of assets.
Compulsory Winding Up: This is initiated by a court order, typically at the request of creditors, government agencies, or even by the company itself if it's insolvent.
Process of Winding Up:
Appointment of Liquidator: A qualified professional is appointed to oversee the winding-up process. They are responsible for selling assets, paying off debts, and distributing any remaining funds.
Cease Trading: The company stops its regular business operations.
Notification of Creditors: Creditors are informed about the winding up and invited to submit their claims.
Sale of Assets: The company's assets are sold to generate cash to pay off creditors.
Payment of Debts: Creditors are paid according to a set order of priority, with secured creditors receiving payment before unsecured creditors.
Distribution to Shareholders: If there are any remaining funds after all debts are settled, they are distributed to shareholders according to their ownership stake.
Dissolution: Once all claims are settled and distributions made, the company is officially dissolved and removed from the business register.
Impact of Winding Up:
Employees: Employees will likely lose their jobs during the winding-up process.
Creditors: Creditors may not recover their debts in full, especially if the company is insolvent.
Shareholders: Shareholders may not receive any payout if the company's debts exceed its assets.
Winding up is a complex legal and financial process that can have significant consequences for all parties involved. It's important to seek professional legal and financial advice when considering winding up a company.
PRECEDENT AS A SOURCE OF LAW (SAIF JAVED).pptxOmGod1
Precedent, or stare decisis, is a cornerstone of common law systems where past judicial decisions guide future cases, ensuring consistency and predictability in the legal system. Binding precedents from higher courts must be followed by lower courts, while persuasive precedents may influence but are not obligatory. This principle promotes fairness and efficiency, allowing for the evolution of the law as higher courts can overrule outdated decisions. Despite criticisms of rigidity and complexity, precedent ensures similar cases are treated alike, balancing stability with flexibility in judicial decision-making.
Military Commissions details LtCol Thomas Jasper as Detailed Defense CounselThomas (Tom) Jasper
Military Commissions Trial Judiciary, Guantanamo Bay, Cuba. Notice of the Chief Defense Counsel's detailing of LtCol Thomas F. Jasper, Jr. USMC, as Detailed Defense Counsel for Abd Al Hadi Al-Iraqi on 6 August 2014 in the case of United States v. Hadi al Iraqi (10026)
Car Accident Injury Do I Have a Case....Knowyourright
Every year, thousands of Minnesotans are injured in car accidents. These injuries can be severe – even life-changing. Under Minnesota law, you can pursue compensation through a personal injury lawsuit.
ASHWINI KUMAR UPADHYAY v/s Union of India.pptxshweeta209
transfer of the P.I.L filed by lawyer Ashwini Kumar Upadhyay in Delhi High Court to Supreme Court.
on the issue of UNIFORM MARRIAGE AGE of men and women.
NATURE, ORIGIN AND DEVELOPMENT OF INTERNATIONAL LAW.pptxanvithaav
These slides helps the student of international law to understand what is the nature of international law? and how international law was originated and developed?.
The slides was well structured along with the highlighted points for better understanding .
2. Executive Summary
In this training course we will cover three of the more difficult to handle areas of employment law.
•Disciplinary procedures for dealing with conduct issues
•Grievance procedures
•Settlement discussions
3. Part 1 - Disciplinaries
We will cover:
–What is a conduct issue?
–How to carry out a disciplinary in relation to conduct and the ACAS Code
–Key things to consider to try to avoid a claim
4. What is a conduct issue?
•This will vary from business to business but will include issues such as:
–Behaviour/attitude at work
–Poor Timekeeping
–Unexplained or unauthorised absence
–Health and safety breaches
–Inappropriate use of telephones, email and internet
5. What to do if there is an issue
•Do not ignore it!
•Don’t do anything rash (however tempting in the heat of the moment!)
•Speak to us straight away so we can advise the best course of action
6. Can it be resolved informally?
•Informal action is often a very useful tool and may save time and resources
•However, the employee should be aware that formal action may be commenced if the problem is not resolved
7. Informal Action - Suggested Steps
•Hold a confidential private meeting with the employee to highlight the problem
•Enquire why the problem has arisen
•Agree what action is needed
•Keep a record of the conversation in case it needs to be referred to later
•Send a memo to the employee setting out what has been agreed/decided and say that disciplinary action will follow if there is no change
•Any warnings needed should be verbal and should not be confirmed in writing nor placed in the employee’s disciplinary file nor taken into account in future proceedings
8. Formal Action - The ACAS Code
•In more serious cases, formal disciplinary action will be necessary and this may lead to a dismissal
•The ACAS Code of Practice on Disciplinary and Grievance Procedures (The ACAS Code for short) is applicable to disciplinary matters
•It is not law, but …..
•Tribunals take it into account when deciding if you have acted reasonably
•Failure to follow it can result in an adjustment to the amount of compensation payable
•Therefore you should bear it in mind from the start if the employee might bring an unfair dismissal claim!
9. Formal Action in Misconduct Cases
•To fairly dismiss an employee for misconduct, an employer will be expected to be able to show a Tribunal that at the time of the dismissal:
a.It believed the employee to be guilty of misconduct;
b.It had reasonable grounds for believing that the employee was guilty of that misconduct; and
c.At the time it held that belief, it had carried out as much investigation as was reasonable in the circumstances.
10. Formal Action 1 - Investigation
Holding an investigation is critical:
a)You should investigate without unnecessary delay
b)You should interview any witnesses (including the employee) as necessary
c)There is no statutory right for an employee to be accompanied at an investigation meeting (but check that they are not afforded the right under contract)
d)You should record the evidence that has been obtained through investigation (you will need this at a later date)
e)If a period of suspension is needed then it should be made clear to the employee that the suspension is not a disciplinary sanction in itself
11. Note - Reasonableness of Investigations
•Employers are required to carry out fair, reasonable and impartial investigations into allegations of misconduct
•A tribunal should not substitute its own view of what a reasonable investigation should be
•It should ask whether the employer’s actions had been within the “band of reasonable responses”
•An employer should also consider whether or not dismissal is a fair sanction to impose
12. Formal Action 2 – Next Steps
Following the investigation, you should decide whether there is a case to answer.
A)If no formal case to answer inform the Employee (and follow the suggested steps mentioned previously)
B) If there is a case to answer:
i.Invite the employee by letter to a disciplinary hearing; specify the date, time and venue and confirm that they have the right to be accompanied by a colleague or trade union representative
ii.Provide them with copies of the case against them
iii.Be clear about the allegations – these need to be detailed enough to enable them to respond
iv.If possible, the person holding the disciplinary should be different to the person that held the investigation
13. Formal Action 3 – The Hearing
•This is the opportunity for the employee to state their response to the allegations against them
–Have an impartial colleague take notes of the meeting
–Stick to the original allegations – don’t start bringing in other allegations at this stage
–The meeting should be held by a line manager or someone more senior to the employee in question (wherever possible)
–Conclude the meeting by confirming that the company will now consider the evidence and confirm the outcome in writing to the employee
14. Formal Action 4 – The Outcome
•Decide on the appropriate action (you may want to take legal advice at this point);
•Inform the employee of the sanction (if any) imposed on them and the reasons for that decision;
•If a sanction (such as a written warning) is imposed then the employee should be notified of how long the sanction will remain “live” for;
•If the sanction is dismissal then this should only be imposed by someone with authority to make that decision (such as manager or head of department); and
•Provide the employee with a chance to appeal against the disciplinary
15. Formal Action 5 - Appeals
If an employee exercises their right to appeal:
–Acknowledge their appeal; if the grounds of appeal are not clear then ask for clarification
–Inform them of the date, time and venue of the appeal
–Remind them of their right to be accompanied at the appeal hearing (i.e. by a colleague or trade union representative)
–The person holding the appeal should be different to the person that held the disciplinary
16. Formal Action 6 - Housekeeping
•Keep a record of the matter (and outcome) on file
•If the employee has been dismissed and you receive a reference request then the reference should be kept factual, such as:
–The start and end dates
–The employee’s job role/job title
–The reason for leaving (i.e. poor performance, gross misconduct, resignation pending disciplinary proceedings for misconduct/poor performance)
17. Why is the process so important?
•If an employee with 2 years service is dismissed they have the right to bring an unfair dismissal claim if you haven’t followed the procedure
•The 2 years doesn’t apply in discrimination claims and other statutory claims such as whistleblowing and holiday pay claims etc.
•You therefore must be able to show that the dismissal was fair and the paper trail will support your case
18. Part 2 - Grievances
We will cover:
–What is a grievance?
–How to carry out a grievance procedures in line with the ACAS Code
–Key things to consider to try to avoid a claim
19. What is a Grievance?
•A grievance is a concern, problem or complaint brought by a member of staff
•It could be raised against the employer or against another employee
•Common grievances relate to:
–Employment terms and conditions
–Relations with colleagues, such as bullying and harassment
–Health and Safety
–Discrimination
–Working practices or organisational changes
20. The ACAS Code
•The ACAS Code also applies to grievances
•It is not law so failure to comply will not in itself create liability, but….
–It is best to follow it where grievances cannot be resolved informally, to avoid potential Tribunal claims (e.g. discrimination and constructive dismissal
–Tribunals take it into account when considering if you have acted reasonably
–Unreasonable failure to comply may result in a tribunal adjusting the size of an award by up to 25%
21. Grievances 1 - General principles
•Employers and employees should act promptly and without unreasonable delay
•Employers and employees should act consistently
•Employees should be allowed to be accompanied at appropriate meetings
•Employees should be able to appeal against formal decisions
22. Grievances 2 - Raising a grievance
•Where possible, it is best to resolve grievances informally
•If it has not been possible to resolve the grievance informally the employee should raise the matter formally with a manager who is not the subject of the grievance
•This should be done in writing, without unreasonable delay and should also set out the nature of the grievance
23. Grievances 3 – Holding a meeting
•After the grievance is received, the employer should arrange for a formal meeting to be held without unreasonable delay
•At the meeting, the employee should be given the opportunity to explain their grievance and what they think should be done to resolve it
•The employer should bear in mind that an investigation may prove necessary and that it may be appropriate to adjourn the meeting for this purpose
24. Grievances 3 – Meeting Companions 1
•Employees have a statutory right to have a companion at certain meetings
•This includes grievance meetings that concern a duty owed by an employer to an employee - for example, where the complaint is that the employer has breached a term of the employee’s contract
•This also includes appeals from the decision of the hearing
25. Grievances 3 – Meeting Companions 2
•A request to be accompanied at a meeting must be reasonable
•What is reasonable is dependent on the circumstances
•An example of what is unreasonable would be requesting a companion who is at a distant location when someone could be found on site
•A companion can be
–A fellow employee
–An official employed by a trade union
–A representative of a trade union, provided they are certified by the trade union as competent to accompany an employee
–Employers have a discretion to allow someone else to be the companion (such as a friend or family member) but this is discretion only and they are not obliged to agree to such a request
26. Grievances 3 – Meeting Companions 3
•A companion may:
–Put and sum up the employee’s case to the hearing
–Respond on behalf of the employee to views expressed at the meeting
–Confer with the employee during the meeting
•A companion may not:
–Answer questions on the employee’s behalf
–Address the hearing against the employee’s wishes
–Prevent the employer from explaining their case
27. Grievances 4 – After the meeting
•Following a grievance meeting, the employer must decide whether to take action, and if so, what action to take
•The decision and what action is to be taken must be communicated in writing to the employee without unreasonable delay
•The employee must be informed that they have the right to appeal against the outcome if they wish
28. Grievances 4 – Appeals
•If the employee decides to appeal, they must let the employer know in writing that they are appealing and the grounds of the appeal, without unreasonable delay
•The appeal should be heard without unreasonable delay at a time and place that the employee has been notified of in advance
•The appeal should be dealt with impartially, and preferably by a manager not previously involved in the case
•Again, the decision must be communicated in writing to the employee without unreasonable delay
29. Overlap with disciplinary issues
•An employee may raise a grievance during disciplinary proceedings
•If this happens, it may be appropriate to suspend the disciplinary proceedings whilst the grievance is dealt with
•If the disciplinary matter and the grievance are related, it may be more appropriate to deal with them concurrently
30. Collective grievances
•Collective grievances are where a representative (such as a Trade Union or other staff representative) raises a grievance on behalf of two or more employees. This is more common in larger organisations
•The provisions of the ACAS code do not apply to collective grievances, and instead the employer’s collective grievance policy will be applied
•As an employer, if you receive a collective grievance then due to the likely complexity it would be advisable to consult with a specialist employment solicitor
31. Part 3 – Settlement Discussions
We will cover:
–What are settlement discussions?
–Why they are useful
–Types of settlement discussion
–Formalising the agreed settlement
32. What are Settlement Discussions?
•Settlement discussions are negotiations between employer and employee with a view to ending the employment relationship without litigation
•They may take place before or after a tribunal claim has been issued
33. Why Consider Settlement?
•Reaching a mutual agreement which is legally binding can take away the risk of an employment tribunal claim
•If an employee has already issued a claim, reaching a negotiated settlement should be quicker and cheaper than defending a Tribunal claim
•The settlement should work for both parties and will usually agree payment amounts and reference wording, removing any uncertainty
•But remember – always take advice. A poorly settled claim can be expensive!
34. Starting a Discussion
•Before entering into settlement discussions with an employee or ex-employee it is very important to take advice first
•Doing it the wrong way leaves you open to tribunal claims
•Even worse, you may make a payment and still end up with a tribunal claim!
•Discussions need to be arranged in one of two ways:
–Either as a “Protected Conversation” as part of pre-termination negotiations; or
–On a “Without Prejudice” basis
35. Protected Conversations
•A protected conversation is a conversation with an employee in a prescribed format
•Provided it is done correctly, the employee cannot use the contents of the conversation as evidence of unfair dismissal in a tribunal claim
•There doesn’t need to be an existing dispute for the rule to apply
•The aim is to allow an employer to make an offer to an employee before termination of employment on mutually agreed terms
36. Exceptions to the Rule
•The rules regarding protected conversations are subject to the following exceptions:
–The contents of the discussion will still be admissible where the employee alleges some form of automatic unfair dismissal
–If a discussion is found to be improper, or connected with improper behaviour, a tribunal may decide to take into account some or all of the contents of the discussion
–In certain circumstances at a costs hearing
37. “Without Prejudice” Discussions
•The “without prejudice” rule is a rule of evidence which (subject to exceptions) makes inadmissible in any subsequent litigation evidence of negotiations which are:
– entered into between parties with a view to settling litigation or a dispute of a legal nature, and
– genuinely aimed at settlement, whether oral or in writing
•The without prejudice rule can only apply where the parties are already in dispute, whereas protected conversations usually take place before a dispute
38. Formalising a Settlement
•For a settlement to be binding it needs to be legally formalised
•Without this, either party may default on the agreement. For example, an employee could received a pay out and then still bring a claim
•There are two binding forms of settlement:
–Completing a COT3 form - this is cheaper but less thorough
–Signing a Settlement Agreement – this is more thorough, but an employer usually has to contribute to the employee’s legal costs to have the agreement explained to them and signed by a solicitor to say that they understand what they are signing
40. Further Help
•For further information or to discuss your individual needs, please don’t hesitate to contact Minal Backhouse, Kelly Griffiths or Sam Cass for more details:
•T: 01245 893400
•E: minal.backhouse@backhouse-solicitors.co.uk
•W: www.backhouse-solicitors.co.uk