Buying, selling or restructuring a business

Any time you buy, sell or otherwise change a business, you need to give particular thought to the employees and other people who work for it.

In many situations, the law protects employees’ terms and conditions and continuity of employment. In basic terms, employers must consult with employees about any proposed change – and reach agreement with them before the change takes effect.

If you’re planning to buy or sell a business, talk to Eric Robinson. Our expert employment team will help to ensure you comply with all the relevant legislation.

Maternity Rights

With women playing an ever more important role in the modern workplace, maternity leave is an everyday fact of business life, even for the smallest business. Although employers often view maternity leave as a disruption, it can work to the advantage of both parties, if managed in a clear and positive way.

This is where Eric Robinson’s experienced employment team can help. We’ve worked with a wide range of businesses and can draw on that experience to help you retain valuable employees with positive policies.

Managing Absence

A 2004 survey by the CBI concluded that 168 million working days are lost through absence every year in the UK – costing employers over £12 billion. It can be a tricky area of the law, balancing the rights of an individual against the practical needs of your business – and genuine illness against opportunist malingering. But, properly managed, it can make a big difference to productivity.

Our employment law specialists will work with you to get the balance right, explaining the relevant legislation and setting out clear guidelines that will allow managers to deal consistently and effectively with absence.

Making people redundant

Redundancy is one of the most delicate aspects of employment law.

It’s not (as some employers seem to think) a way of dealing with performance or conduct issues. You should only make an employee redundant if their role no longer exists – either because the business is shutting down, or because commercial factors mean that there’s no longer a requirement for the role – or where fewer people are required to carry it out.

Even then, it’s important that you follow an appropriate redundancy procedure, which must include a period of consultation, adoption of fair selection criteria and the option of an appeal.

People affected by redundancy have a right to be treated with fairness and dignity. We can help you manage the whole process to ensure that this happens – and that there are no adverse effects on the morale of your remaining employees or the reputation of your business.

Information & Consultation

The Information and Consultation of Employees Regulations oblige most businesses to introduce an information and consultation arrangement i f 10% of the workforce requests it. This involves establishing a dialogue with employee representatives about issues such as the company’s economic performance and any decisions that might lead to redundancies.

We can advise you about what your obligations are. We can also help you with setting up the structure and drafting an agreement.

Disciplinary, Dismissal & Grievances

It is a legal requirement to provide your employees with a mimimum written Statement of Terms and Conditions of Employment. Amongst other things, this must include details of your disciplinary and grievance procedures – and how decisions can be appealed.

Managed well, a proper procedure can be a very positive thing, giving employees a clear understanding of what’s expected of them – and providing consistent guidelines for managers to apply.

Handled badly, it can have a very damaging effect both on employee morale and on the performance of your business. It could also leave you vulnerable to employment tribunal proceedings.