Presented by
Falconbury
Essential HR Duties for People Managers
Protect yourself and your organisation by ensuring you understand the rights of your employees and your employer in this legal minefield where misunderstanding can easily lead to expensive litigation. Gain the key skills needed to fulfil this demanding role with this 8 module on-line course allowing 3 to 4 hours per module to be completed in your own time.
- 10 Modules
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To find out how our unique Learning Management System delivers our on-line training programmes and how easy to use and interactive they are click HERE
To find out how to register, access and complete your online distance learning programme click HERE
This course is part of our HR Strategy training courses series that aims to equip HR professionals with the skills and expertise to thrive within their industry.
Course overview
As a manager you would be amazed at how much you do not know – but need to know – about your staff’s employment rights, and your own!
You may think that all this is covered by your HR Department, you should think again. Dealing with an increasingly ethnically, culturally and more rights-conscious workforce you really need to have at the very least the basics covered.
Falconbury’s 8 module Essential HR Duties for People Managers online course will equip you with the necessary skills to ensure that you fully understand the required HR duties within your organisation. The course covers aspects of recruitment, contracts of employment, staff’s statutory rights, dismissal and your specific HR obligations which can, and will, affect how you manage your staff.
How does this online programme work and what do you get?
- Course access from anywhere through your own personal login and administration suite
- Keep track of your progress as you go
- Easy to use note taking and bookmarking facility to return to areas of interest and re-study
- Individual modules or the full course can be downloaded as PDF files to print or file as you decided
- At your convenience: at your desk, from your tablet or from your home computer
- An optional on-line multiple choice assessment at the end of the course for you to ensure you are satisfied with the completion of your training
- Certificate of completion awarded for your training records
Course benefits include:
- Take you through the steps of successful recruitment and making job offers
- Detail what ‘must’ be included in a contract of employment
- Examine what ‘fair’ dismissal is and how employers are expected to be ‘reasonable’
- Deliver top techniques to manage absence and sickness effectively
- Advance your understanding of pay and benefits to effectively motivate your team
Who should take this course?
Managers and executives at all levels will find this course sharpens their HR knowledge and improves their decision-making as a result. This includes:
- Managers
- Team leaders
- Technical specialists
- Office managers
- Department heads
- CEOs of SMEs
Certificate of excellence
Participants are invited to undertake a final assessment in the form of an online multiple-choice paper. A pass rate of 80% and above is required to ensure that a high level of competency has been achieved within the subject area, where upon you will receive a ‘Certificate of Excellence’.
Take a guided tour
To find out how our unique Learning Management System delivers our on-line training programmes, and how easy to use and interactive they are, click HERE
Certificate of excellence
Participants are invited to undertake a final assessment in the form of an online multiple-choice paper. A pass rate of 80% and above is required to ensure that a high level of competency has been achieved within the subject area, where upon you will receive a ‘Certificate of Excellence’.
The Essential HR Duties for People Managers course will cover:
- MODULE 1 - The Recruitment and Selection Process
- Introduction
- Recruitment and Discrimination
- An effective recruitment process
- Stage one: The business case
- Stage two: Identifying the job
- Stage three: Defining the person
- Stage four: Attracting candidates
- Stage five: Assessing candidates
- Stage six: Making the selection decision
- Stage seven: Follow-up
- Other procedures
- Issuing a conditional job offer
- Checking criminal convictions
- The Disclosure and Barring Service
- References
- Medical examination
- Unconditional job offers
- Useful Recruitment documentation
- Recruitment Documentation
- Appendix 1: The right to work in the UK
- The Asylum and Immigration Acts 1996 and 2006
- Employment of nationals from the EEA
- Bulgarians and Romanians
- Workers from outside the EEA: A new immigration system from 2008
- Checking the right of candidates to work in the UK
- List A
- List B
- Documents which no longer provide the employer with any part of his defence
- Avoiding race discrimination when checking the right to work in the UK
- Penalties for failure to check
- Appendix 2
- The Employment Practices Data Protection Code
- The Data Protection Act and References: Good Practice Note
- Appendix 3: Use of temporary staff from an agency
- Employment Agencies
- The Agency Workers’ Regulations 2010
- Self-Assessment Questions for Module 1
- MODULE 2 - Examining Terms and Conditions of Employment
- Introduction
- Defining a contract of employment
- Different types of contract
- Types of employment contract
- Contracts for part-time staff
- Fixed-term contracts
- The right of an employee to written terms and conditions
- Details of employment which must be stated in writing are:
- The Principal Statement
- Other terms and conditions
- Common terms
- The use of a probationary period of employment
- Statutory Rights
- Employee rights
- Express and Implied terms of employment
- Terms of employment
- Common law rights and duties
- Rights and Duties
- Issuing the Contract
- Employee Contract
- Varying the terms of the contract
- Changes to the contract
- Remedies for breach of contract
- Clarifying the terms and conditions where there is no contract
- Agency Staff
- Employment agency workers
- Appendix 1: Special situations
- Employee or self-employed
- HMRC questions
- Directors
- Employment through a service company
- Managed Service Companies (MSCs)
- Appendix 2: Sample contract of employment
- Sample Contract
- Self-Assessment Questions for Module 2
- MODULE 3 - Understanding 'Family Friendly' and other time-off rights
- Introduction
- Maternity Rights
- Introduction
- External help
- Pregnancy, childbirth and discrimination
- The right to time off for antenatal care
- Risk assessments
- Medical suspension during pregnancy
- Statutory Maternity Leave
- Sickness during pregnancy
- The procedure for managing statutory maternity leave
- Returning to work
- The contract during statutory maternity leave
- Protection from detriment or dismissal
- Written reason for dismissal
- Dismissal of a temporary replacement
- Maintaining reasonable contact
- Keeping in touch days
- Statutory Maternity Pay (SMP)
- Occupational Maternity Pay
- Key considerations for the line manager
- Paternity leave and pay
- Eligibility
- Additional paternity leave and pay
- Adoptive parents
- Statutory Adoption Leave and Pay
- Statutory Adoption Pay (SAP)
- Changes to maternity and paternity leave
- Parental Leave
- Introduction
- Definition of parental leave
- Entitlement to parental leave
- The fall back provisions
- Parental leave for those with disabled children
- Taking parental leave
- Leave for family crises
- Flexible working
- Employment Act 2002
- Flexible working for carers
- Changes to the right to ask for flexible working
- Considerations for line managers
- Other time off rights
- Personal time off rights
- Time off for training for employees’ aged 18+
- Representation rights
- Rights under the working time regulations
- Considerations for line managers
- Considerations
- Self-Assessment Questions for Module 3
- MODULE 4 - Discrimination Law
- Introduction
- Discrimination legislation
- Common provisions in descrimination legislation
- The scope of the legislation
- Definitions of discrimination
- Genuine occupational requirements
- Discrimination questionnaires
- Sex and Marital status
- Equality Act 2010
- Genuine occupational requirements
- Race discrimination
- Protection from discrimination
- Genuine occupational requirements
- Disability discrimination
- Definition of disability
- Mental illness
- Discrimination on grounds of sexual orientation
- Sexual orientation
- The Civil Partnership Act 2004
- Discrimination on grounds of religion or belief
- Fair Employment Act 1989
- Definitions
- Genuine Occupational Requirements
- Areas for line managers to consider
- Age discrimination
- Introduction
- The scope of the legislation
- To whom the law applies
- The main points of the law
- Genuine Occupational Requirements (GORs)
- Retirement and termination of employment
- Implications for the line manager
- Discrimination on the grounds of trade union membership
- Introduction
- Trade Union and Labour Relations (Consolidation) Act 1992
- Scope of the legislation
- What the legislation means for line managers
- Areas to consider
- Remedies for unfair discrimination
- Eligibility for claiming unlawful discrimination
- Time limits for lodging employment tribunal claims
- Burden of proof
- Proceeding with a claim
- Levels of compensation
- Appendix 1: The Equality and Human Rights Commission (EHRC)
- Equality and Human Rights
- Self-Assessment Questions for Module 4
- MODULE 5 - Discipline Procedures
- Introduction
- Disciplinary procedures
- Stages of a procedure
- The right to be accompanied
- The right of appeal
- A shortened procedure
- Effective records
- Carrying out disciplinary interviews
- Introduction
- The first formal meeting
- The second formal meeting
- Witness statements
- Managing a formal disciplinary hearing
- Procedure
- Minutes
- Gross misconduct
- The legal background
- Statutory right to a written disciplinary procedure
- The Employment Act 2002
- Introductuon to grievance procedures
- Keys to handling grievances in the workplace
- Appendix 1: Sample disciplinary procedures
- Introduction
- Purpose of the procedure
- To whom the disciplinary procedure applies
- The procedure in operation
- Dismissal
- Where the full procedure may be dispensed with
- Illustrations of behaviour which may trigger the disciplinary procedure
- Appendix 2: Sample grievane procedure
- Introduction
- The procedure
- The right to be accompanied
- Self-Assessment Questions for Module 5
- MODULE 6 - Understanding Pay and Benefits
- Introduction
- The starting point
- Salary Structure
- Factors which influence reward strategy
- Pay and Legislation
- Introduction
- The national minimum wage
- Who is entitled to the NMW?
- Definition of ‘working time’ (Regulations 3 – 6)
- Treatment of ‘allowances’ (Regulation 6)
- Treatment of other payments (Regulation 6(4))
- Calculating compliance with the NMW (Regulations 11-20)
- Record-keeping
- Impact on the reward structure
- Equal pay
- Material factor defence
- Equal pay questionnaire
- Code of Practice
- Impact on employers
- Determining pay levels
- Introduction
- Internal relativities
- The use of job evaluation
- The job evaluation process
- Translating the job evaluation exercise into a salary structure
- The relationship between job grade and personal performance
- The role of the line manager
- The external market place
- Defining the marketplace
- Establishing market rates
- Drawing up the reward policy
- Deciding how to pay
- London weighting
- Performance related pay
- Categories
- Bonus and incentive payments
- Bonuses based on personal performance
- Rewards based on company performance
- The basis for salary increases
- Benefits
- Employee remuneration
- Employees’ liability for tax on benefits
- Basic benefits
- Additional benefits which an employer could provide
- Company cars
- Private medical insurance
- Permanent health insurance
- Pensions
- Flexible benefits
- The range of choice
- Self-Assessment Questions for Module 6
- MODULE 7 - Managing Sickness and Absence Effectively
- Introduction
- The legal framework
- Legislation
- Effective records
- Managing sickness absence
- Establishing the size of the problem
- Using the data
- External statistics
- CIPD Absence Survey 2012
- A sickness absence policy
- Important considerations
- When and how much to pay for sickness absence
- What to include in a sickness policy
- ‘Fit notes’
- Contractual or non-contractual
- Variation of contract
- The procedure for managing short-term sickness absence
- Procedures
- Trigger points
- Starting the disciplinary procedure
- ACAS advice
- Long-term sickness
- Main issues
- Taking action
- Procedures
- Dismissal
- Return to work
- After a short period of absence
- After a longer period of sickness absence
- The return to work interview
- The purpose of the return to work interview
- Preparation
- The conduct of the interview
- Interviewing skills
- Appendix 1: Employee medical records
- Medical records
- Part 4: Information about workers’ health
- Examples of information about workers’ health
- Sensitive data
- Medical information about employees
- Medical examinations
- Drug and alcohol testing
- Genetic testing
- Self-Assessment Questions for Module 7
- MODULE 8 - Ending the Employment Relationship
- Introduction
- Automatically unfair dismissal
- ‘Fair’ reasons for dismissal
- Grounds for dismissal
- Dismissal on grounds of capability or qualification
- Dismissal on grounds of conduct
- Redundancy
- Rights of the redundant employee
- Some other statutory enactment
- Some other substantial reason
- Retirement
- ‘Reasonableness’
- Reason for dismissing an employee
- Constructive dismissal
- Constructive dismissal
- Making a clamin for unfair dismissal
- Unfair dismissal
- Pre-hearing reviews
- The role of the employment tribunal
- Remedies for unfair dismissal
- Compensation
- Alternatives to an employment tribunal
- ACAS arbitration
- Changes to the tribunal system
- Main points for line managers
- Main points
- Self-Assessment Questions for Module 8
- Final assessment
- Course evaluation
Anne Knell
Newways 90
Anne Knell, MA, CFCIPD, is an independent HR consultant trading as Newways 90. She provides a broad range of HR advice and support to clients in all sectors of business. Before that she spent over 20 years in human capital services for Binder Hamlyn Fry/Arthur Andersen. She has wide experience in advising companies on organisation design, HR policies and procedures, employment law, remuneration planning including job evaluation, the introduction of appraisal systems and training of appraisers, identifying relevant performance indicators and employee attitude surveys. Author and editor of several publications on employment law and HR practice, she also lectures extensively on these topics.
Much of her present client work involves advising directors and managers of the implications of actions they may be considering in relation to staff, e.g. recruitment, contracts of employment, appraisal, discipline and dismissal.
Anne has produced a number of publications including The Personnel Manager’s Factbook. Her latest publication is The Compact Employment Law Reference Book 2012. She is also a Chartered Fellow of the Chartered Institute of Personnel and Development (CFCIPD), and is qualified to use a range of psychometric tests for recruitment and assessment purposes.
