ࡱ> vxu` 0%\bjbj 4^33" ,,,8<,,h,LR8,,,,,---\R^R^R^R^R^R^R$-VhXNR-1--11R ,,R5551 p,,\R51\R554NDXP,, e6,1NxO&R\R0ROFX2TXLPXP-Z%.@5e.4.---RRH4---R1111d`*`*  Employment manual section 11 Leaving employment 11a Redundancy procedure This document was drafted by Wendy Blake Ranken, author of the NCVO publication the good Employment guide [ORGANISATION NAME] REDUNDANCY PROCEDURE 1. STATEMENT OF INTENT [organisation name] wishes to ensure that, as far as is possible, there is job security for its employees. However, it is recognised that sometimes, there may be a change in the external environment, changed requirements for certain work or decreases in funding, which may lead to a redundancy situation. [organisation name] will aim to avoid redundancies by the measures described in this policy. Where compulsory redundancy is inevitable, [organisation name] will aim to handle the redundancy in the most fair, consistent and sympathetic manner possible. 2. WHAT IS REDUNDANCY? The law says that a redundancy will occur when: The employer has ceased, or intends to cease, to carry on the business for the purposes of which the employee was so employed; or The employer has ceased, or intends to cease, to carry on the business in the place where the employee was so employed; or The requirements of the business for employees to carry out work of a particular kind has ceased or diminished or are expected to cease or diminish; or The requirements of the business for the employees to carry out work of a particular kind, in the place where they were so employed, has ceased or diminished or are expected to cease or diminish. 3. CONSULTATION [ORGANISATION NAME] will aim to inform staff as soon as possible if there is a situation that may lead to redundancy. [ORGANISATION NAME] will consult with employees on ways of avoiding redundancies, reducing the numbers of employees to be made redundant and/or how to mitigate the effect of any redundancy dismissals. [ORGANISATION NAME] will aim to have a consultation period of at least two weeks, in cases of potential redundancy. [ORGANISATION NAME] will: Where possible, undertake consultation when the proposals are still in the formative stage. Provide adequate information on which affected employees can respond. Give adequate time in which to respond. Give conscientious consideration to any points raised. [ORGANISATION NAME] will give all affected employees a copy of this procedure and provide information on: The reasons for the proposals. The numbers and descriptions of employees it is proposed to make redundant. The way in which employees will be selected for redundancy. How the redundancies will be carried out, including the period over which the redundancies are to take effect. Arrangements for reasonable time off with pay to seek alternative work or to make arrangements for training. Assistance with job seeking. Where it is proposed that 20 or more employees may be made redundant within a 90 day period, [ORGANISATION NAME] will, in addition, consult elected employee representatives. This consultation will begin least 30 days before the first redundancy dismissal takes effect. The DTI (Department for Trade and Industry) must also be notified in cases where 20 or more employees are to be made redundant within a 90 day period, at least 30 days before the redundancies are due to take effect. 4. MEASURES TO AVOID OR MINIMISE REDUNDANCY Every effort will be made to reduce the number of possible redundancies. Depending on the business needs of [ORGANISATION NAME], some or all of the following steps may be taken: Restricting the recruitment of permanent employees, either to new or to vacant posts. Reducing the use of temporary employees. Filling vacancies, where possible, from amongst existing employees. Reducing hours of work, with the agreement of employees. 5. SELECTION CRITERIA If, having taken any of the above steps, the number of employees still exceeds requirements, redundancy may occur. Employees will be selected for redundancy based on an assessment of the suitability of their skills and experience for the available posts. The employees disciplinary record and sickness record may also be taken into account. In addition, particular employees may be associated with particular projects and associated funding sources. This is likely to influence selection for redundancy. [ORGANISATION NAME] is committed to a fair, consistent, objective and non-discriminatory selection procedure. 6. VOLUNTARY REDUNDANCY Employees may volunteer to be selected for redundancy. However, [ORGANISATION NAME] reserves the right to determine who should be made voluntarily redundant. Voluntary redundancy will not normally be granted where suitable alternative employment is available. 7. SUITABLE ALTERNATIVE EMPLOYMENT Where possible, [ORGANISATION NAME] will seek to redeploy employees affected by redundancy to suitable alternative work. However, the small size of [ORGANISATION NAME] means that opportunities for redeployment are inevitably limited. [ORGANISATION NAME] will put in writing any offer of alternative employment. The offer will show how the new employment differs from the old and will be made before the employment under the previous contract ends. In accordance with the law, the new job will start either immediately after the end of the old job or after an interval of not more than four weeks. Any employee who is under notice of redundancy has a legal right to a trial period of four weeks in the alternative job, where the provisions of the contract differ from the original contract. The trial period begins when the previous contract has ended. The effect of the trial period is to give the employee a chance to decide whether the new job is suitable without necessarily losing the right to a redundancy payment. This trial period can be extended for retraining purposes by an agreement which is in writing, specifies the date on which the trial period ends and sets out the employees terms and conditions after it ends. [ORGANISATION NAME] will also use the trial period to assess the employees suitability. Should either [ORGANISATION NAME] feel that the employee is unsuitable or the employee feel that the post is unsuitable, the employee will normally preserve the right to the redundancy payment under the old contract. However, if the employee unreasonably refuses the alternative employment with [ORGANISATION NAME] (either before the trial period or at any time during it), he or she may lose any entitlement to redundancy pay. Unreasonable refusal might be where the difference between the old and new jobs is negligible or where the employee rejects the changes a new job might involve, before investigating whether they are feasible. 8. ALTERNATIVE EMPLOYMENT AT A LOWER SALARY LEVEL All options will be discussed with employees and this may include the option of taking alternative employment at a lower salary level, if the employee has the relevant skills and aptitudes. It is recognised that some employees may prefer to take a lower paid job, in preference to redundancy. Alternative employment at a lower salary level will not generally be considered to fall under the legal definition of suitable alternative employment. The employee will therefore retain the right to a redundancy payment, should he or she not wish to take the alternative lower paid post. 9. REDUNDANCY PROCESS AND NOTICE PROVISIONS If [ORGANISATION NAME] is proposing to issue a notice of redundancy to an employee, the following procedure will apply: Step One written statement [ORGANISATION NAME] will: send a letter to the employee, stating that it is proposed to make the employee redundant and the reasons for this, and inviting the employee to a meeting to discuss it. Step Two - meeting [ORGANISATION NAME] will: give the employee the opportunity to state his or her point of view at the meeting. The employee must: take all reasonable steps to attend. After the meeting, [ORGANISATION NAME] will: inform the employee about any decision (which will either be to retain the employee or to issue a notice of redundancy) offer the employee the right of appeal. Step Three - appeal The employee must: inform [ORGANISATION NAME] within 3 working days if he/she wishes to appeal on the grounds of unfair selection for redundancy. [ORGANISATION NAME] will: invite the employee to attend a further meeting. give the employee the opportunity to state his or her view at the meeting arrange for the appeal hearing to be heard by a panel of two Trustees who were not involved in the decision to dismiss on grounds of redundancy. communicate the final decision to the employee in writing. The following will apply to the process outlined above: each step and action will be taken without unreasonable delay. The timing and location of meetings will be reasonable. meetings will allow both [ORGANISATION NAME] and the employee to explain their cases. the employee may be accompanied by a friend, colleague or trade union representative. Where an employee is to be made redundant, he or she will be issued with written notice of redundancy. This notice will indicate the employees last day of service with [ORGANISATION NAME]. The employee is entitled to the statutory notice of one week for each year of service (up to a maximum of 12 weeks) or the notice period in his/ her contract of employment, whichever is higher. Where it is not possible for notice to be given, pay in lieu of any unexpired period of notice will be added to the final redundancy payment. This payment will, according to current tax legislation, be free of tax and national insurance. 10. ASSISTANCE WITH JOB SEEKING Employees under notice of redundancy will be given reasonable time off to look for work or to arrange for training for new employment. In addition, [ORGANISATION NAME] will undertake the following: Contact other employers a view to canvassing for any vacancies which may be suitable for the redundant employees. Contacting the local job centre. The provision of redundancy guidance may also be considered. This guidance would include: Guidance on how to find another job Advice on completion of application forms Guidance on attending interviews. 11. REDUNDANCY PAYMENTS [ORGANISATION NAME] will pay redundancy pay to all employees who are made redundant, provided that they have at least two years service. Service before the age of 18 does not count. Redundancy pay is not payable to those who have reached or would reach the age of 65 before the date of termination of employment. Amount of payment Payment is as follows, for each complete year of service, up to a maximum of 20 years: For each year of service at age 18 or over but under 22 half a weeks pay. For each year of service at age 22 but under 41 one weeks pay. For each year of service at age 41 or over but under 65 one and a half weeks pay. Where an employee is within 12 months of age 65, the redundancy entitlement is reduced by one twelfth for each complete month after the employees 64th birthday. A weeks pay A weeks pay is that which the employee is entitled to under his or her contract of employment at the date on which [ORGANISATION NAME] gives the minimum notice to which the employee is entitled. Whilst the Government sets a maximum statutory limit on the amount of a weeks pay that may be reckoned (currently 270), [ORGANISATION NAME] will pay a weeks actual pay with no maximum limit. Holidays accrued but not yet taken will also be paid on termination of employment. Redundancy payments are, according to current legislation, normally free of tax and National Insurance. Holiday pay is subject to tax and National Insurance. 12. LEAVING BEFORE THE EXPIRY OF NOTICE Where an employee is under formal notice of redundancy and finds a new job to start before the end of their notice period with [ORGANISATION NAME], a request to leave before the expiry of notice will be granted if operationally feasible. If the request is granted, there will be no loss of redundancy pay. The only exception to this is where suitable alternative employment has been identified during the notice period, in which case, no redundancy payment will be made. 13. CONTRACTUAL EFFECT This procedure does not form a part of employees contracts of employment with [ORGANISATION NAME] and may be amended from time to time in the light of organisational changes or changes in employment law. Version November 2004 For more information or guidance This information sheet is part of the South London CVS Partnerships employment manual. Community Links Bromley is a membership of the partnership. The manual is designed for use by local voluntary and community organisations. We provide information, guidance and signposting on all aspects of running a voluntary and community organisation. For more information, see our website at www.communitylinksbromley.org.uk. Peter Dyer, Head of Organisational Development tel: (020) 8315 1917 fax: (020) 8315 1924 email:  HYPERLINK "mailto:peterd@communitylinksbromley.org.uk" peterd@communitylinksbromley.org.uk     Community Links Bromley Information Sheets Community House, South Street, Bromley BR1 1RH Tel: 020 8315 1900 Fax: 020 8315 1924 Email:  HYPERLINK "mailto:admin@communitylinksbromley.org.uk" admin@communitylinksbromley.org.uk Web: www.community1236789MNOxdPC= hc(CJ hc(56CJOJQJ&hw*CJOJQJ^JaJhc(5CJOJQJ^JaJ)hc(hc(B*CJOJQJ^JaJph hc(hc(CJOJQJ^JaJ#hc(hc(5CJOJQJ^JaJ(  } ~   ef01c./O & Fgdc( & F1$7$8$H$gdc( 1$7$8$H$gdc( & Fgdc(gdc(OId*+!" & Fgdc(gdc( & Fgdc(":;@AdePQ9:m n ""F"G"m#n#$$$$7%T%gdc(gdc(T%n%&,&F&&&&&&'|''''K(L(f(((v)) & F gdc( & Fgdc( & F gdc(<`<gdc( & F gdc( & F gdc(gdc( & F gdc(gdc())))+*c***++,,-----...m.n..//^/// & F h8^8gdc( & Fgdc( & Fgdc(gdc(/////$1%1711112t2u233&3334455555 & Fgdc(gdc(gdc( & F h8^8gdc(///$1%171 3 333&35557788889 :i:j:k:l:ǦǚljxgVEVV h#hfCJOJQJ^JaJ h#hf}CJOJQJ^JaJ h#hK$CJOJQJ^JaJ h#hhCJOJQJ^JaJ h#h&CJOJQJ^JaJhc(OJQJ^JaJ#hc(hc(CJH*OJQJ^JaJhc(hc(OJQJ^JaJ hc(hc(CJOJQJ^JaJ#hc(hc(5CJOJQJ^JaJ)hc(hc(B*CJOJQJ^JaJph5577778888899k:l::3;5;6;8;9;;;<;>;?;gdHgdfgdyegdf}gdK$gd&gdngdc(l:m:v:x::::::::::: ; ; ;0;1;2;3;4;6;޼޼ޫ޼mZE=9hgjhgU(h#h&CJOJQJ^JaJmH sH $h#hH0JCJOJQJ^JaJ/jh#hHCJOJQJU^JaJ h#hHCJOJQJ^JaJ)jh#hHCJOJQJU^JaJ h#hfCJOJQJ^JaJ h#hyeCJOJQJ^JaJ h#h91CJOJQJ^JaJ h#h&CJOJQJ^JaJ h#hrCJOJQJ^JaJ6;7;9;:;<;=;<<Z<\<<<<<=======>\\\\\#\$\%\չզՐ}yu`(h#h&CJOJQJ^JaJmH sH h}h&U h&h&0JOJQJmH sH +jh&h&OJQJUmH sH %jh&h&OJQJUmH sH h&OJQJmH sH h# OJQJmH sH hh&h&OJQJmH sH h&h&OJQJmH sH hgjhgU?;Z<\<<=\\\\\\\\\\\\ \!\"\#\$\%\gdH$a$$a$gd& $dNgd#  &dPgd# linksbromley.org.uk 21h:p# / =!"#$% DyK $peterd@communitylinksbromley.org.ukyK Vmailto:peterd@communitylinksbromley.org.ukDyK #admin@communitylinksbromley.org.ukyK Tmailto:admin@communitylinksbromley.org.uk$8@8 &Normal_HmH sH tH L@L & Heading 1$@&5CJOJQJmH sH N@N H Heading 2$@&5CJ$OJQJhmH sH V@V W Heading 3$<@&5CJOJQJ\^JaJJ@J & Heading 4$<@&5CJ\aJN@N & Heading 5 <@&56CJ\]aJH@H & Heading 6 <@&5CJ\aJZ@Z H Heading 7$ `0@@&>*OJQJmH sH H@H H Heading 8 <@&6CJ]aJd @d H Heading 9 $ `0@&^`05CJ$OJQJmH sH DA@D Default Paragraph FontRiR  Table Normal4 l4a (k(No List4@4 &Header  !4 @4 &Footer  !6U@6 & Hyperlink >*B*phF>@"F HTitle$a$5CJ0OJQJhmH sH .)@1. 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