Training

Testimonials
Richard has worked on some complex cases. I can honestly say that his eagerness to succeed is matched with his willingness to listen and his calm yet consistent approach to confront issues head-on. And above all else, unlike solicitors we have dealt with before, he will go to vast lengths to understand each case before making any assertion. Without hesitation I recommend GD People. Peter Hetherington (Operations Director 1^st Care Ltd, Midlands) We needed help to guide us though our redundancy process and clearly the whole matter had to be handled sensitively. On recommendation, we chose GD People to help co-ordinate and communicate this to our workforce and they did a sterling job for us. We would have no hesitation in recommending their services based upon our own experience to-date. Darren Timson, Landcare Operations Director, Stockport.

Testimonials

Richard has worked on some complex cases. I can honestly say that his eagerness to succeed is matched with his willingness to listen and his calm yet consistent approach to confront issues head-on. And above all else, unlike solicitors we have dealt with before, he will go to vast lengths to understand each case before making any assertion. Without hesitation I recommend GD People.

Peter Hetherington (Operations Director 1^st Care Ltd, Midlands)

We needed help to guide us though our redundancy process and clearly the whole matter had to be handled sensitively. On recommendation, we chose GD People to help co-ordinate and communicate this to our workforce and they did a sterling job for us. We would have no hesitation in recommending their services based upon our own experience to-date.

Darren Timson, Landcare Operations Director, Stockport.

Training

At GD People we understand that many employers will have no experience in either handling grievance and disciplinary procedures or with identifying and dealing with discrimination issues. As a result we have put together the following two courses aimed at giving you all the tools you need.

How to Effectively Manage Grievance and Disciplinary Procedures

A practical half day course aimed at those people tasked with managing grievance & disciplinary issues that arise within the workplace.

• Do you want to feel confident in managing your grievance and disciplinary procedures?
• Do you want to learn how to deal with grievance and disciplinary issues without undermining working relationships?
• Do you want a workforce that trusts your company’s grievance & disciplinary procedures and your ability to manage them?
• Do you want to help insulate your company against employment tribunal claims?
• Did you know that effective management of these procedures can lead to a happier workforce and increased productivity?

The course will address these issues by focusing on the following:

• The legislative framework
• The requirements of the new ACAS Code of Practice
• The importance of an effective investigation
• How to run a disciplinary/grievance hearing (with role play when numbers allow)
• Understanding what constitutes a potentially fair reason for dismissal and other sanctions
• How to prepare and tailor legally compliant standard letters

Identifying and Dealing with Discrimination in the Workplace

A half day course aimed at exploring the various forms of discrimination that can occur in the workplace and the practical ways in which you can protect your employees and organisation from the damage discrimination can cause.

• Did you know a new Equality Act came into force on 1 October 2010?
• Did you know the new Act re-defines many of the legal definitions of discrimination?
• Have you considered just how devastating discrimination can be to a victim
• Did you know that last year's average award for disability discrimination was £35,746; age was £19,156 and race discrimination was £15,780?
• Did you know a living Equal Opportunity Policy can provide employers with a defence against discrimination claims?

By the end of the course you should be able to:

• List and describe the key legal principles on which you will need to provide advice and guidance for your organisation
• relate and apply those principles to the employment relationship
• ensure that your policies are not just a paper exercise
• Demonstrate to your workforce that you care and respect their dignity and views
• Advise your organisation on recent legal developments.

Please contact us on 0161 872 4334 or email This e-mail address is being protected from spambots. You need JavaScript enabled to view it if you want to arrange a training session. Prices start from £120 for each delegate.

Case Law Update

Morgan v The Welsh Rugby Union

This is a useful case for reviewing some of the issues you need to consider when engaging on a redundancy procedure in its various forms.

In this particular case, the Claimant and a colleague were made redundant and their roles were replaced by one amalgamated wider role. Both men were interviewed for the new role but despite the fact that the Claimant met the new job description and the colleague did not, the colleague was given the job.

The Claimant's argument was based on the case of Williams v Compair Maxam [1982] IRLR 83. Williams sets out principles of good industrial relations to be observed in redundancy cases where the employees are represented by an independent union recognised by the employer. The EAT when outlining these principles was clear that they should not be taken as immutable or principals of law. Nonetheless, the principals have long been used as a benchmark for managing redundancy situations. They read as follow:

Conteh v Parking Partners Ltd

The Claimant was a black African female born in Sierra Leone. She was employed by the Respondent employer from 16 February 2009 as a customer car park attendant working in a car park at St George's Residential Development. The employer was a company which carried on business providing car parking facilities.

The marketing staff for St George's worked at the premises and were issued with tickets as they entered the car park. To leave the tickets had to be validated and on occasion the validation machine was broken. The Claimant had standing orders not to allow anyone to leave if their ticket was not validated. On the 14th March 2009, the Claimant exercised this standing order and refused to allow a member of the marketing staff to leave. The following day another member of the marketing staff came into the Claimant's office and was alleged to have said that "The fucking bloody machines are not working and who is paying your fucking bloody wages?", pointed to the sign on the wall and answered the question by saying, "St George's, you fucking stupid black African bitch". She went on insulting the Claimant, eventually letting herself out and slamming the door.

Lisboa v Realpubs

Over four decades the Coleherne Public House in Earls Court, London developed a national and international reputation as London's first 'gay pub'. Realpubs bought the premises. Realpubs own and operate gastropubs and their business model is to buy failing pubs and reposition them as gastropubs, offering good food and drink to all sections of the community.

In September 2008 when Realpubs acquired the Coleherne it was then in decline. The premises underwent refurbishment and were re-launched as the Pembroke Arms, opening to the public on 5 December 2008.

The Claimant in this case was an openly gay man. His working life has been spent in the hospitality industry. Between 2003 and late 2008 he worked as General Manager of a gastropub in Ealing. In late November 2008 he was interviewed by Realpubs' Operational Manager for a post in the Pembroke Arms. Following that interview the Claimant was offered and accepted a position as Assistant Manager at the Pembroke Arms. His employment commenced on 1 December 2008; it ended with his resignation on 11 January 2009.

Keeping Peace In The Workplace

Call: 0161 872 4334