3 top tips to avoid a disability discrimination claim during lockdown

Guest Blog – Kate Dean/Samira Cakali

As the world starts to right itself and the economy starts to meet again, many businesses are in the difficult place of looking at restructures and redundancies.

While many businesses are likely to consider the mental health and well-being of their staff in these, dare I say it, unprecedented times such focus may not particularly be to the physical well-being of staff particularly those who experience other disabilities or long-term conditions.

In this guest blog, I have partnered up with Kate Dean from Enable Disability & Inclusion Consultants to provide you with our three top tips to avoiding a disability discrimination claim.

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3 things you need to know about settlement agreements

1. Settlement agreements are legally binding.

They came into effect in 2013 and are contracts that are used to end an employment relationship between the employer and employee.

The agreement must be in writing and it is a completely voluntary procedure. Employees must be given a reasonable amount of time to consider the offer and the ACAS Code of Practice suggests providing employees with a minimum of 10 calendar days to consider the proposed formal written terms of a settlement agreement and to receive independent advice, unless the parties agree otherwise.

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Homeworking during Covid-19

Although lockdown is easing, government guidance advises people to continue to work from home if possible.  Meanwhile the media is reporting that some employers are deciding to keep staff working from home.

Homeworking has advantages; it eases the immediate difficulties of making workplaces Covid-secure and, longer term, it can significantly reduce the overheads for a business. Employers bringing staff back to the workplace may wish to take stock of recent homeworking arrangements in preparation for any second spike in coronavirus or a localised lockdown.

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7 Ways to Engage Employees during Furlough

One of the most interesting things about employee engagement is that, when things are going well, you can easily not notice it. When an organisation is struggling, that’s when it really comes alive. When you need your employees to step up and work together, your culture can really flourish. According to new research, just over half of employees strongly agree that they are well prepared to do their job considering the impact COVID-19 is having. Employees around the world seem to be adapting quite well to the ‘new normal’.

Furlough is the latest hot topic of the moment, as businesses around the world are beginning to feel the squeeze the COVID-19 pandemic has placed on the global economy.

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Five Key Elements of a Fair Redundancy

An employee with two years’ service can bring a claim for unfair dismissal. Where an employee with a protected characteristic argues that their redundancy was discriminatory, they can bring a claim regardless of their length of employment.

Even if the need to make redundancies is obvious, employers still need to follow a fair procedure carefully.  This will nearly always involve the following 5 key elements:

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SCE Fundraiser as Total Warrior is postponed

As many of you know, SCE Solicitors have chosen Leeds Mind to support and raise money for. Leeds Mind aims to help people build on their strengths, overcome obstacles, and become more in control of their lives. This Sunday 28th June the team were set to take part in Total Warrior, sponsored by Leeds Mind.

https://www.totalwarrior.co.uk/

Due to Covid-19, unfortunately SCE’s plans to take part in Total Warrior 2020 have been postponed until June 2021.

Although Total Warrior may be cancelled, we can still come together to raise money for such a great cause. That is why we have decided to create some new challenges for ourselves throughout the month of July.

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3 Alternatives to Making Redundancies during Coronavirus

The Government’s coronavirus job retention scheme (CJRS) has helped many employers keep their staff. But, the winding down of the CJRS and the grim economic forecast mean that employers may need a more flexible workforce and for many sectors, redundancies seem inevitable.

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Onboarding new employees during Covid-19

In response to the COVID-19 pandemic, many companies have transitioned to a remote workforce. That means companies moving forward with hiring plans will most likely onboard new employees virtually. 

Certain fundamentals of onboarding should remain the same, according to Sally Stetson, principal and co-founder of executive search firm Salveson Stetson Group.

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COVID-19 furlough scheme update

As many businesses are starting to reopen their doors the Government has made its coronavirus job retention scheme more flexible from July and employers are settling in to a new way of working. Business life may have drastically changed, but employment law still applies.

Coronavirus job retention scheme update

The Government has started to ease the lockdown allowing many more businesses to reopen. The furlough scheme will be more flexible from July and you will be able to bring staff back part time and furlough them for the remainder of their hours. From July the minimum period of furlough will be one week. Staff can still be furloughed more than once.

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3 tips to managing difficult employees without it affecting your own mental health

As mental health awareness week draws to an end for another year, I thought I would put thoughts to paper in respect of something, I personally feel, gets left out of this important discussion – the mental health of managers. So here at my thoughts.

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