With almost 1 in 3 individuals having experienced some form of mental health issue(s) during employment, it may come as no surprise that mental ill-health is the leading cause of sickness absence in the UK. With an average cost of £1300 per employee per year whose mental health goes unsupported, and a total of 12.8 million days lost in 2018-2019 because of work-related stress, depression and anxiety, there is evidently an ever-increasing need for employers to make mental health their number one organisational priority.
Hopefully everyone had a relaxing Christmas and New Year, and what better way to start a new year than to post a blog! There has already been quite an interesting development at the start of the year with an employment tribunal ruling that ethical veganism is a ‘philosophical belief’ and thus is protected by the Equality Act under “religion or belief”.
Whilst the ongoing uncertainty surrounding Brexit and the extension of Article 50 until 31st October 2019 can make workforce planning difficult, employers should use this time judiciously. Organisations cannot only undertake contingency planning, but begin discussing EU Settlement applications with employees who are EU Nationals. By doing so, this will give your business and your employees the best chance at successfully navigating through Brexit and beyond.
The concept of a ‘disguised employee’ continues to be a source of discussion in all kinds of circles: accounting and taxation; HR and employment law; and indeed politics (when Brexit takes a backseat for just one second!). ‘Disguised employees’ is a term used by HMRC to define workers who are supplying a service to a client on a business-to-business basis, most commonly in the form of a limited company, when they are effectively operating as an employee of that company. The tax avoidance associated with this led to the introduction of IR35.
In my previous two blogs, I have looked at the two most common (or most recognised) forms of Organisational Justice, Distributive Justice and Procedural Justice; however, an equally important facet, and one that has a natural link with the main facets (particularly Procedural Justice), is ‘Interactional Justice’. This ties in with the whole idea that the role of justice and fairness (such as the courtesy and openness of interpersonal behaviour) in relation to motivation is becoming more prominent.
This blog will specifically look at Interactional Justice within the context of Equal Opportunities and Fair Treatment in an organisation. If your organisation could benefit from tailored Equal Opportunities and Fair Treatment policies, then please do not hesitate to contact one of our advisers in Glasgow or Edinburgh.
How much of a voice do your employees have within your organisation? By giving your employees a ‘voice’, you can enable your employees to raise concerns which can help to solve problems within an organisation (or troubleshoot them in the first place), and even identify efficiencies that can lead to an increase in productivity and the amount of income generated by the organisation.
This is the beginning of a series where we have created a simple checklist that any business can use to gauge how robust their HR is. No matter the size or complexity of your business, if you have employees you can use this checklist to self-audit your HR processes. Your responses will be kept entirely confidential.
Following the major decision of the Supreme Court last month to declare employment tribunal fees unlawful, People Management asked some employment lawyers the types of cases the courts are likely to hear more of in the future.