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Neurodivergent, neurodiversity and neurotypical: a guide to the terms

Neurodiversity in the workplace

In this guide:

Neurodivergent, neurodiversity and neurotypical: a guide to the terms

Explanation of neurodivergent, neurodiversity, and neurotypical, along with some common forms of neurological differences, including Autism, ADHD, Dyslexia, and Tourette's syndrome.

Neurodiversity refers to the differences in individual brain function and behavioural characteristics. This means that individuals experience, perceive, and interact with the world around them in many different ways.
Defining neurodiversity, neurodivergent, and neurotypical
Neurodiversity
Neurodiversity is an umbrella term that refers to all the diverse ways that different people may process information. It encompasses everyone and how each person thinks, learns, communicates, and experiences the world around them, which varies in many ways. Within the term neurodiversity, people may be classed as neurotypical or as neurodivergent.
Neurodivergent
Neurodivergent describes people whose minds function in a way that society deems to be atypical, or in a way that diverges from what society deems to be typical. Autistic people come within the class of neurodivergent people, although they are not the only ones. A range of other people with conditions such as, but not limited to, attention deficit hyperactivity disorder, dyslexia, dyspraxia, and dyscalculia, may also be described as neurodivergent.
Neurotypical
Neurotypical describes those people whose minds function in a way that society deems typical.
Types of neurodivergency
Some common forms of neurological differences include:
Autism or Autism Spectrum Condition (ASC)
Autism is a spectrum condition that affects people in different ways. People with autism may experience social interaction challenges, exhibit repetitive or restrictive behaviour, have sensory sensitivity, and experience extreme anxiety.
See the .
Attention Deficit Hyperactivity Disorder (ADHD) or Attention Deficit Disorder (ADD)
People with ADHD or ADD can seem restless, may have trouble concentrating, and may act on impulse. People with ADHD may also experience additional challenges, such as sleep and anxiety disorders.
Dyscalculia
Dyscalculia is a condition that makes it hard for an individual to do mathematics and tasks that involve maths.
Dyslexia
Dyslexia is a learning difficulty that primarily affects reading and writing skills. Dyslexic people may have difficulty processing and remembering information, which can affect learning and acquiring literacy skills. Many dyslexic people may show strengths in certain areas, such as reasoning and visual and creative fields.
Dyspraxia
Dyspraxia, or Developmental Coordination Disorder (DCD), affects an individual’s movement and coordination.
Dysgraphia
Dysgraphia is a condition that affects the ability to recognise and decipher written words, and the relationship between letter forms and the sounds they make. Individuals with dysgraphia can have difficulty converting the sounds of language into writing.
Misophonia
Misophonia is an extreme emotional reaction to certain everyday sounds that most people find relatively easy to ignore, such as keyboard tapping or rustling paper. People with misophonia experience reactions such as shortness of breath, tension, a racing heart, and feeling hot.
Slow processing speed
Slow processing speed is a condition where individuals may remain silent for a few seconds before responding to something or might take a long time to explain something.
Tourette’s syndrome
Tourette’s syndrome is a neurological disorder characterised by tics, usually sudden, repetitive involuntary movements and sounds.
Bipolar disorder, depression, schizophrenia, and anxiety are sometimes also included under the umbrella of neurodivergence. See the .
Symptoms of these neurodivergent conditions often overlap, meaning some individuals may experience more than one condition. You should also be aware that although individuals may have the same neurodivergent condition or conditions. The way these manifest in behaviour can be very different, for example, women may exhibit the signs of autism differently from men.
Your staff as individuals
Recognise that each employee has a unique approach to processing information and completing tasks. Each individual will have a different communication style as well. By acknowledging and accommodating neuro differences, employers can create a 91�㽶��ɫ��Ƶive environment that enables all staff to reach their individual and collective potential.
Employers doing this can benefit from the rewards that neurodiversity can bring to their business. See the advantages and challenges of neurodivergency in the workplace.

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Advantages of neurodivergency in the workplace

Employers that understand neurodiversity and appropriately 91�㽶��ɫ��Ƶ their neurodivergent staff can reap the advantages that neurodiversity can bring to a business.
A business that values its employees' unique perspectives and actively 91�㽶��ɫ��Ƶs them will reap significant benefits.
Recognised strengths of neurodivergent people
Neurodivergent individuals bring diverse strengths and skills that can significantly benefit the workplace. It is widely believed that neurodivergent individuals often excel in the following areas:
attention to detail
dependability
high level of stamina
information processing
memory recall
productivity and work quality
loyalty
honesty
When the right environment, culture, and 91�㽶��ɫ��Ƶ are provided for neurodivergent staff to excel, these strengths can contribute to many business advantages.
Benefits of employing neurodivergent staff
Neurodivergent employees bring a wide range of strengths, talents, and skills to businesses, including:
Increased innovation and creativity
With different ways of thinking, you will find that a diverse workforce provides the breeding ground for creative thinking and new ways to do things. Neurodivergency paves the way for innovation, leading to the discovery of more efficient processes and the creation of new products or services. Greater innovation can also lead the way to business growth and new markets.
Enhanced problem solving
A diverse workforce brings a variety of perspectives to problem-solving, leading to more creative and effective solutions. Neurodivergent workers, particularly those on the autistic spectrum, often have a meticulous focus on attention to detail, strong recall of information, an ability to detect errors, and easily identify patterns that can aid problem-solving.
Increased productivity
When employers offer appropriate 91�㽶��ɫ��Ƶ and adjustments, neurodivergent employees can thrive and contribute to increased productivity and efficiency. The unique skills and cognitive abilities that neurodivergent people can bring to approaching tasks and solving problems can make your organisation more efficient in what it does.
A wider range of talent and skills
Some employees are strong communicators, others are analytical thinkers, and others excel in structured or competitive work. Recruiting from a neurodiverse pool of talent gives you access to a diverse skill set, making it easier to match the right individual to various job functions within your business.
More effective recruitment
Unfortunately, neurodivergent candidates often struggle to find employment, usually because the recruitment process is entirely geared toward neurotypical abilities. By making simple adjustments to 91�㽶��ɫ��Ƶ all applicants, you can attract and hire the best talent, strengthening your team.
Staff retention
Neurodivergent workers will show a greater commitment, trust, and loyalty to employers with an inclusive workplace culture that 91�㽶��ɫ��Ƶs everyone. This reduces staff turnover and helps you retain valuable skills and experience. Employers focusing on recruiting and retaining neurodivergent talent make it clear to their workforce that thinking differently is recognised and valued.
Teamwork and inclusiveness
Many neurotypical workers appreciate learning about neurodivergent colleagues and will take pride in working in an inclusive workplace that embraces diverse ways of thinking and interacting. An inclusive workplace culture helps them better understand, connect, and engage with their neurodivergent colleagues. Many people don’t discover their neurological condition until they are adults. Fostering an open and inclusive workplace culture will make it easier for those workers to declare their condition and seek the 91�㽶��ɫ��Ƶ they need to thrive.
Build a strong business reputation
Some consumers prefer to do business with organisations that employ people with disabilities and other people from diverse backgrounds. Many of your customers will be neurodivergent people and prefer buying products or services from a company whose workers they identify with.
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Support and manage neurodivergent staff

Practical steps employers can take to develop an inclusive workplace that values and 91�㽶��ɫ��Ƶs neurodivergent staff.

Maximising the contributions of neurodivergent employees requires implementing suitable adjustments and 91�㽶��ɫ��Ƶ systems within your organisation.
How to 91�㽶��ɫ��Ƶ neurodivergent staff
Employers can take several practical steps to foster an inclusive workplace culture that offers neurodivergent workers the 91�㽶��ɫ��Ƶ they need to thrive and reach their full potential.
Understand your legal obligations
It is likely that neurodivergent conditions, such as autism, would be deemed to be a disability for the purposes of the Disability Discrimination Act 1995. Employers must ensure they treat all employees and job applicants fairly and without subjecting them to unlawful discrimination, including unlawful disability discrimination. In the case of employees who are disabled, you will also have a legal duty to make reasonable adjustments. See discrimination against disabled people.
Offer reasonable adjustments
Making reasonable adjustments empowers employees and interview candidates to demonstrate their full capabilities, aligning with legal requirements and sound business practices. Examples of reasonable adjustments for neurodivergent workers include flexible working, modifications to the physical environment, adjustments to your recruitment processes, provision of assistive technology, and specific training. Often, reasonable adjustments involve little or no cost to the business.
Prioritise individual needs when providing 91�㽶��ɫ��Ƶ for neurodivergent employees. Avoid assumptions and comparisons, as experiences and 91�㽶��ɫ��Ƶ requirements can vary significantly within the same neurodivergent category.
Embrace flexible working
Flexible working can help 91�㽶��ɫ��Ƶ neurodivergent employees with different needs and preferences for their work environment and schedule. Various ways of flexible working can help employers 91�㽶��ɫ��Ƶ neurodivergent staff to perform to the best of their ability.
Neurodivergent employees may benefit from flexible work options, allowing them to choose workspaces that cater to their sensory preferences, customise their work hours to align with their productivity patterns, and reduce the stress associated with commuting.
Create a workplace open and 91�㽶��ɫ��Ƶive of neurodiversity
Creating a culture of neurodiversity awareness and acceptance involves understanding and respecting diverse working styles and preferences. This fosters a 91�㽶��ɫ��Ƶive environment where employees feel at ease to seek 91�㽶��ɫ��Ƶ or reasonable adjustments without fear of judgement or misconceptions.
Provide training on neurodiversity
Implement training that educates employees about neurodivergency, the challenges for individuals with various conditions, and the valuable contributions a neurodiverse workforce can make to your business. This will foster a more inclusive and 91�㽶��ɫ��Ƶive workplace by increasing awareness, dispelling misconceptions, and promoting acceptance among colleagues. Consider incorporating sensitivity training and communication workshops into your training curriculum.
Develop a diversity, equality, and inclusion workplace policy
Develop a workplace policy that addresses neurodiversity. This will set out your views and 91�㽶��ɫ��Ƶ system available to all employees. It shows that as an employer, you value cognitive diversity in the workplace and are willing to take steps to ensure inclusivity for neurodivergent staff. See equality and diversity workplace policies.
Adapt management styles for neurodiversity
A one-size-fits-all management style will not get the best from your staff. Managers should adopt a flexible and individualised approach to managing and 91�㽶��ɫ��Ƶing neurodivergent staff. Managers should ask neurodivergent employees about their preferred communication methods, eg, some neurodivergent staff may prefer email or instant messaging over phone or video calls. On the frequency of meetings, some staff may prefer weekly check-ins over daily catch-ups.
Managers should provide clear and specific guidance, instructions, and expectations to neurodivergent employees. Written guidelines or checklists for work tasks may be helpful for some staff. Provide managers with relevant training to enhance their understanding of neurodivergency and develop the skills needed to lead neurodiverse teams effectively.
Offer mental health 91�㽶��ɫ��Ƶ
Neurodivergent staff may be more vulnerable to mental health challenges, particularly in workplaces that lack flexibility and 91�㽶��ɫ��Ƶ. Prioritise mental health 91�㽶��ɫ��Ƶ for all staff by providing resources and promoting a culture of well-being. Invest in training that equips staff with mental health resilience skills, enabling them to recognise early warning signs and take proactive steps to address potential issues.
Remember, the 91�㽶��ɫ��Ƶ you provide to neurodivergent staff should be ongoing. Don’t make the mistake of thinking that once you’ve provided some initial 91�㽶��ɫ��Ƶ, you are finished. You should continue to listen and respond to each request for adjustments and help. See how to 91�㽶��ɫ��Ƶ employees with mental ill health.
Establish a neurodivergent employee resource group
You could encourage staff to set up an employee resource group for neurodivergent people and their allies. This can help establish a forum where individuals can share experiences and 91�㽶��ɫ��Ƶ each other. See more on creating staff forums.
Managing neurodivergency in the workplace
Take time, effort, and commitment to invest and effectively understand and 91�㽶��ɫ��Ƶ neurodivergent staff to fulfil their potential.
Consider staff needs at an individual level
To get the best from your neurodivergent staff, you will need to consider their needs and preferences at an individual level. A one-size-fits-all approach will be counterproductive. Considering individual needs will require investment in time and a flexible management style.
Adapt management style
Managers may need to adapt their management style to better understand and 91�㽶��ɫ��Ƶ neuro-inclusivity in the workplace. Training should be provided to help managers understand neurodivergency and how to 91�㽶��ɫ��Ƶ employees when and where they need it to help them excel in their job.
Match job roles with skills
If you assign workers to job roles they are unsuited to, you will heighten their stress levels and could end up with them leaving, so ensure that you sufficiently match job roles with an individual's skills and abilities. You should also give clear instructions on what an individual must do to meet their goals.
Workplace redesign
You could redesign your workplace to accommodate neurodivergent staff. For example, you could create sensory-friendly workspaces, agile workstations, and break-out areas.
Foster an inclusive workplace culture
Staff may be reluctant to disclose their neurodivergence, so it can be challenging to identify and understand the impact of neurodivergency in your workplace. However, establishing a positive, equal, and inclusive workplace culture will show that you value all your staff.

While there may be challenges, the rewards of valuing, embracing, and 91�㽶��ɫ��Ƶing all employees far outweigh the costs. See the advantages of neurodivergency in the workplace.

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Neurodiversity in the workplace

Employing and 91�㽶��ɫ��Ƶing neurodivergent staff | AMC Training & Consultancy

How AMC Training & Consultancy, based in Lisburn, recruited someone with a neurodivergent condition and 91�㽶��ɫ��Ƶed them in the workplace to maximise their potential.

AMC Training & Consultancy Ltd, based in Lisburn, specialises in safety training, assessment, and workforce 91�㽶��ɫ��Ƶ services for the rail industry. They offer clients services, including training delivery, digital 91�㽶��ɫ��Ƶ systems, embedded train driver services, and consultancy 91�㽶��ɫ��Ƶ.
Matt Taylor, Managing Director, explains how AMC Training & Consultancy recruited Keith, a neurodivergent talent whose skills and strengths have driven the company's business growth.
Flexible recruitment process
"Our recruitment process is informal, but we always focus on finding the right person for the role and team fit. We don’t use rigid criteria in our recruitment process; instead, we take the time to understand what someone can bring to our team and whether they will thrive in the working environment we’ve built."
"We have learned and adapted as we’ve grown. Engaging with external advisers, like the Department for Communities, has opened our eyes to a much broader pool of talent that we might not have considered before. This has led us to become more open-minded and flexible in how we approach our hiring practices."
"We offer reasonable adjustments when recruiting, providing extra time to those who need it, offering different interview formats, and favouring a conversation over a formal interview process. We’re happy to accommodate any candidate who needs it. Our view is that if someone has the right mindset and something valuable to offer us, we’ll find a way to 91�㽶��ɫ��Ƶ them through the process."
Taking on neurodivergent talent
"We didn’t intentionally set out to attract neurodivergent talent. It happened by chance when we advertised for an administrative role. Keith had no background in the railway or training industry, but he quickly grasped the importance of training, competence, and safety in a highly regulated, safety-critical environment like rail."
"One of the biggest lessons we’ve learned is not to make any assumptions about someone’s background, capability, or team fit. When Keith first joined us, we didn’t know he was neurodivergent, and we weren’t actively thinking in those terms. However, we realised that if we’d followed a rigid recruitment process or judged him only by his CV, we might have missed the opportunity to hire him. The key lesson for us has been to stay open-minded, flexible, and focused on potential, not just experience."
Supporting neurodivergent talent
"We’ve always run AMC Training & Consultancy as an inclusive, family-oriented organisation, so we needed no major changes to our management style. My own son is neurodivergent, with autism and dyspraxia, so creating a 91�㽶��ɫ��Ƶive and understanding environment is a priority for me."
"We didn’t have a formal induction process in place when Keith joined, as we were still a small, fast-moving team. Instead, we took a gradual, flexible approach to help him settle in. This worked well, as it gave Keith the space to find his feet and start contributing to the business in a way that suited his strengths."
"We focus on flexibility, open communication, and giving people the space to work in a way that suits them. That meant trusting Keith to manage his workload, 91�㽶��ɫ��Ƶing him where needed, and making sure he felt valued and listened to. That approach has worked well right across our company. This flexibility in our management style enabled Keith’s talents to come to the fore, and he took the lead on developing our content management system (CMS)."
The benefits of neurodivergent talent to our business
"What became clear very quickly was that Keith’s way of thinking brought real value. He saw things differently, worked with real focus, and produced outcomes that exceeded all expectations. We recognised his talent early on when we saw how naturally he started picking up on industry challenges and turning them into simple, functional design concepts."
"What really stood out was Keith’s ability to understand complex problems, visualise a practical solution, and then design and develop clean, user-friendly software to solve it. He brought strong software skills, but in addition to that, he brought curiosity, adaptability, and a genuine commitment to do things well."
"We encouraged him to take the lead on developing our new CMS software. We provided 91�㽶��ɫ��Ƶ, including a specialist tech partner, to create the optimal environment for his success. His contribution has been nothing short of transformational. The system he built is not only robust and intuitive but also highly scalable, and it's now a vital component of our service offering."
"Keith’s exceptional talent for problem-solving - processing complex information, spotting inefficiencies, and then engineering clean, intuitive software - has not only given us a distinct commercial edge but also paved the way for new business growth."
"Our CMS has been so successful, we're launching a separate software company to advance it. In recognition of his talent, commitment, and central role in its development, we've invited Keith to become a fellow shareholder."
"For Keith, the role has provided him with a sense of ownership and progression. He’s not just part of the business; he’s actively shaping its future. The wider team has also benefited. Having Keith onboard has broadened everyone’s perspective and reinforced the importance of leveraging individual strengths. This has made us more open, more flexible, and ultimately more effective as a team."

Case Study
Matt Taylor

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Read more about Neurodivergent, neurodiversity and neurotypical: a guide to the terms

Neurodiversity in the workplace

Introduction

Read more about Neurodiversity in the workplace

Seven tips to improve work-life balance for employees

Support employee work-life balance

In this guide:

Advantages of improved work-life balance

List of benefits that promoting a healthy work-life balance brings to your business and your staff.
Introducing employment policies, promoting a positive organisational culture, and offering practical 91�㽶��ɫ��Ƶ that encourages a healthier work-life balance for your employees can bring real benefits to your organisation and your staff.

Work-life balance advantages for employees

A good work-life balance can enable staff to feel more in control of their working life and lead to:

increased productivity

better time management

improved personal physical and mental health and wellbeing

reduction in sickness and absenteeism

a happier and less stressed workforce

staff feeling that their personal and/or family life is important to their employer

more valued and engaged staff

greater employee loyalty, commitment, and motivation

staff less likely to leave your employment

opportunities for career and personal growth

Work-life balance advantages for businesses

The benefits of a work-life balance initiative are not confined to just the workforce. Work-life policies and flexible working practices can also benefit your business as you can:

lower levels of absence, sickness, and stress

motivate and energise staff

identify more efficient working processes and practices

increase your business's productivity, outputs, and competitive advantage

boost staff morale

improve customer service

maximise flexibility to help you react to changing market conditions and meet customer demands more effectively - for example, shift work, part-time work, and flexitime can help you open longer without making your employees work longer hours

better meet seasonal peaks and troughs in your business

lead to a more committed and positive attitude in your staff

reduce staff turnover and therefore minimise recruitment costs - see control staff turnover

become recognised as a business that people want to work for and therefore help you attract top talent

See how Adventures Day Nursery introduced flexible and family-focused workplace policies.
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Identify work-life balance problems

Signs that can tell employers that their staff are suffering from a poor work-life balance.
As an employer, you might find it hard to judge whether you are 91�㽶��ɫ��Ƶing your employees' need to balance their work commitments with their home life. However, there are signs that employers can look out for that may indicate that staff have an unhealthy work-life balance.

How to recognise poor employee work-life balance

Tell-tale signs of poor work-life balance in your employees include:

deadlines not being met

targets or goals not being achieved

untidy workspaces

frequency of mistakes increasing

poor quality work

increase in customer complaints

decrease in productivity

staff not taking holidays or sufficient rest breaks

staff appearing exhausted and withdrawn

employees doing a lot of overtime

employees taking a lot of time off to deal with 'emergencies' involving children or other dependants

high levels of employee stress

increase in staff conflict

high rates of absenteeism or staff sickness

high levels of staff turnover

If you recognise a number of these symptoms affecting your staff and your business you may need to take action to create a healthy work-life balance in your workplace.
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Create a healthy work-life balance

Practical ways that employers could improve the work-life balance of their staff.

There are no hard-and-fast rules on what constitutes the ideal healthy work-life balance. The measure of what is acceptable in your organisation will depend on the operational requirements of your business and the needs of your employees.

How to 91�㽶��ɫ��Ƶ staff with a healthy work-life balance

Set clear working hours

You should ensure that all employees understand what the working hours are. If you employ flexibility in working hours outline how this should be managed and ensure that staff don't exceed the appropriate hours per week.

Clearly define job roles

When you clearly outline what goals or tasks your staff must complete and when these must be delivered, you'll have staff that know exactly what they must do and when in their job. Use the SMART system to set goals that are specific, measurable, achievable, realistic, and time-based. This gives staff a clear understanding of what they must deliver to achieve their targets. SMART targets can also contribute to employees maximising their working time and cutting out wasted hours on trivial or low-value tasks.

Make working processes more efficient

Examine the process staff go through to complete a task. Is the process over-complicated? Is there a more efficient way to complete the task to the same level of quality but with less time commitment? This will help you find where there may be time wastage within processes and help you streamline tasks.

Set an example for staff

Employers should set an example to their staff by taking their annual leave allowance, setting aside appropriate time for rest breaks, and switching off completely from emails and calls when outside of working hours. You could also introduce your kids or pets to staff during video calls. Staff will then take their lead from you to better manage their work-life balance.

Recognise and reward a job well done

By simply recognising and rewarding employees for a job well done your staff will feel appreciated. Outline to staff how their individual and team efforts contribute to the success of the business.

Communicate effectively

The only true way to find out if staff are struggling to manage their time is if you develop and nurture a culture that encourages open two-way communication from managers to staff and staff to managers. In a positive workplace culture that has open communication staff are more likely to flag issues at an early stage before they escalate.

Provide 91�㽶��ɫ��Ƶ and training

Employers and managers should provide staff with the equipment, training, and managerial 91�㽶��ɫ��Ƶ to help them carry out their jobs to the best of their ability. Consider providing staff with time management training to develop the skills to manage their time effectively. Ensure your managers receive the training they need to spot symptoms of poor work-life balance amongst staff and have the skills to address and manage this appropriately.

Consider flexible working options

Working arrangements that are more flexible can benefit your staff and your business. With flexible working, employees are able to manage the time and/or location of their work to fit in with other aspects of their lives. This can lead to an increased sense of trust and autonomy that can boost productivity. There are many types of flexible working that you could consider introducing such as flexi-time, hybrid working, part-time working, or job sharing.

All eligible employees have the right to request flexible working. Flexible working can also 91�㽶��ɫ��Ƶ neurodiversity amongst your workforce as people with different styles of working may find that flexibility to work at times and locations that suit them will help them be more productive.

Promote staff health and wellbeing

Employers should promote the physical, emotional, and mental wellbeing of their staff. Offer employees the opportunity to develop and shine their life skills by hosting staff wellbeing events or talks on topics such as healthy eating, time management, stress management, or financial planning. Encourage staff to escape their workspace completely when taking their breaks and suggest incorporating some form of exercise as part of that break.

Develop a culture that respects work-life balance

Develop and maintain an organisational culture that promotes a healthy work-life balance. Make it clear that emails sent on off-hours don't require immediate attention or a response. We all spend many hours each week working so take steps to make the work environment an enjoyable one. Allow staff to focus on tasks they enjoy doing and provide opportunities for staff to take on different roles. Providing a wide variety of tasks and roles can maximise staff interest and focus.

You could also have monthly informal catch-ups with staff where employees grab a cup of tea or coffee and chat with each other about non-work-related topics. In addition, you could host annual summer barbeques or Christmas fairs where staff can bring their families along.

See seven tips to improve work-life balance for employees.

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Work-life balance: Implement a flexible working policy

How employers can implement a flexible working policy to help promote a healthy work-life balance for their staff - includes a flexible working policy template.
Achieving a healthy work-life balance is not just a one-off exercise, but a long-term commitment to operating your business in a way that respects your employees' responsibilities outside of their work commitments. Workplace policies designed to help your staff achieve and maintain a healthy work-life balance need to be tailored to your business and your employees.

Outline workplace flexible working rules

Drawing up a clear workplace policy on flexible working can have a positive impact on management by making it clear the circumstances in which a request for flexible working will be considered and approved. This saves management time and means that inconsistencies in management decisions are removed. It can also help employees by explaining their rights around flexible working.

Develop a flexible working policy

When developing a flexible working policy for your business you should take the following into consideration:

Determine your core business requirements first to clearly outline what you want to achieve from your flexible working policy.

Ask all staff what they want from a flexible working policy and how it can be used to 91�㽶��ɫ��Ƶ employees with their jobs.

Consult with trade unions/staff associations on any flexible working proposals.

Consult all employees affected and agree upon selected flexible working policies, eg flexi-time, hybrid working, or job sharing.

Decide which of your employees will be covered by the scheme and ensure the flexible working scheme does not breach employees' rights or unfairly discriminate. The Labour Relations Agency (LRA) may be able to advise you on this. You can contact the LRA's Workplace Information Service on Tel 03300 555 300. See also .

Draw up written procedures for implementation and evaluation of your flexible working policies, including regular reassessment.

Ensure 91�㽶��ɫ��Ƶ from senior management for flexible working.

Take the lead by demonstrating a commitment to work-life balance.

Explain any changes to staff and keep them updated on any regulatory changes, eg the right for parents to request flexible working.

Read more on flexible working: the law and best practice.

Flexible working policy template

You can use a template to get you started with writing a flexible working policy that fits your organisation:

The Equality Commission for Northern Ireland has developed a .

.

Flexible working request templates

.

.

Trailling flexible working

You may find it helpful to conduct a trial or pilot the flexible working scheme to see how effective and workable your new workplace policies are. Change the programme if this proves necessary and keep track of the progress of your business and your employees' work/life balance.

Measure the success of your flexible working policy

You can measure the success of your flexible working policies by gauging staff feedback and tracking employee performance, changes in the rate of absenteeism, rate of staff turnover and customer satisfaction. See staff feedback, ideas and forums, control staff turnover and how to manage absence and sickness.
Help

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Seven tips to improve work-life balance for employees

Practical tips to help employers encourage a work-life balance amongst their staff.

A healthy work-life balance can lead to happier staff who are more energised and focused on doing their best work. A healthy work-life balance helps to increase productivity and staff retention, especially when your workers feel their employer also values their life outside of work.

Tips to encourage a healthy work-life balance for your staff

Here are seven practical steps employers can take to develop a workplace that encourages a healthy work-life balance for all their employees.

1. Develop an inclusive workplace

By developing a workplace culture that respects differences and values people, you'll have staff who bring their whole selves to work. This approach gives employees an environment where they feel comfortable to talk about life outside work. It will help employers understand what is important to their staff outside of work so they can 91�㽶��ɫ��Ƶ them with family commitments, hobbies, and other interests. See diversity, equality, and inclusion in the workplace.

2. Set realistic goals

Ensure staff know their targets and 91�㽶��ɫ��Ƶ them to achieve these. Set goals using the SMART system that makes targets specific, measurable, achievable, realistic, and time-based. Review employee performance regularly, including discussions to address potential problems, if they exist, so they can dealt with early. See agreeing performance objectives with staff.

3. Have regular conversations with employees

Encourage your employees to regularly meet with their line manager to discuss their progress, workloads, and challenges. These meetings can help to manage people and resources more effectively. It will also highlight potential issues such as burnout or conflict before challenges escalate. You could also provide staff with guidance or training on effective time management and prioritising tasks to help boost efficiency. See engaging with staff.

4. Explore flexible working options

Consider the benefits of flexible working if it helps your staff manage their work and home life commitments more effectively. Consider the various types of flexible working, such as remote or hybrid working, flexi-time, job sharing, and part-time working, to determine what benefits your business and your staff.

5. Holidays

You should ensure staff take their allocation of annual leave. Instruct staff to switch off from work when on leave by ensuring they don’t bring work phones or laptops on holiday. Employers can set a good example to their staff by taking their total allocation of holidays each year and assigning someone to manage things when they are on leave. See know how much holiday to give your staff.

6. Encourage regular breaks

Encourage staff to take regular breaks. Working for long periods on a single task can be tiring. Support employees in incorporating exercise into their breaks, especially if their job requires them to sit for long periods. Activity can help boost staff energy levels and increase productivity. See hours, rest breaks and the working week

7. Make work enjoyable

We all spend many hours each day working. So, with so much time invested in our job, employers should try to make it as enjoyable as possible for everyone. Encourage staff engagement and feedback to generate ideas on how you could make work and the workplace more fun. Identify opportunities for individuals and different teams to connect through work projects. You could also consider regular staff social events, external health and wellbeing talks, or charity fundraisers. See staff feedback, ideas, and forums.

For further details, see create a healthy work-life balance.

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Promoting staff health and wellbeing - Riada Resourcing

How Riada Resourcing, based in Coleraine and Ballymena, has cultivated a culture of health and wellbeing, benefiting both employees and the business.

For over 24 years, Riada Resourcing, with offices in both Coleraine and Ballymena, has been connecting top talent with leading companies across the UK and Ireland. As an Investors in People Gold organisation, Riada Resourcing is committed to fostering a thriving work environment that prioritises employee wellbeing, inclusivity, and professional growth.

Clare Budd, Marketing Manager and Riada Wellbeing Champion alongside Arlene McConaghie, Riada Managing Director, share insights into how Riada Resourcing has cultivated a culture of health and wellbeing, benefiting both employees and the business.

Making staff health and wellbeing a business priority

"At Riada Resourcing, we're dedicated to 91�㽶��ɫ��Ƶing the health and wellbeing of our staff. Our management team recognises that a thriving workforce is essential to achieving shared success in today's dynamic workplace. We understand the direct correlation between employee wellness and productivity."

"We have integrated staff health and wellbeing into every aspect of our business model, making it a core value of the company. We provide comprehensive resources to address the physical, mental, and emotional needs of all our employees."

Gaining 91�㽶��ɫ��Ƶ and buy-in from staff

"Our journey to enhancing employee health and wellbeing was a collaborative effort, informed by valuable feedback from our staff and a deep understanding of modern workplace needs. Recognising the increasing demands of work-life balance and the holistic nature of wellbeing, Riada Resourcing actively engaged with employees through surveys, focus groups, and open discussions. This collaborative approach enabled us to design health and wellbeing initiatives that resonate with our employees' expectations and needs."

Introducing practical initiatives to promote employee health and wellbeing

"Riada Resourcing is proud to have three certified Health Champions who actively promote healthier lifestyles and foster a 91�㽶��ɫ��Ƶive work environment. These champions lead initiatives to address stress management, mindfulness, financial wellness, and mental health first aid. Our buddy system further enhances this 91�㽶��ɫ��Ƶ network by providing confidential spaces for colleagues to connect."

"Riada Resourcing has implemented initiatives to foster a culture of recognition and appreciation. Our Value VIP peer recognition programme celebrates employees who embody our core values, fostering a sense of camaraderie and mutual respect."

"The Riada Wellbeing Hub offers a wide range of resources to all staff, including expert advice, informative webinars, and access to local 91�㽶��ɫ��Ƶ services. This comprehensive approach gives our employees the tools and resources they need to thrive."

"To foster a strong sense of community, we organise various social events throughout the year, such as beach walks, couch-to-5K runs, breakfast mornings, and charity events. These events strengthen team bonds and cultivate a vibrant, collaborative culture."

"To further enhance our employee wellness programme, we've introduced enhanced maternity/paternity pay, flexible hybrid working options, dedicated wellbeing hours, and team-building days. We've also implemented performance-based bonuses and milestone recognition for birthdays and work anniversaries. In 2024, we expanded our benefits package to include private healthcare for all staff."

Work Well Live Well accreditation

"Our commitment to staff wellbeing has been recognised with the prestigious Work Well Live Well accreditation, a joint initiative of Northern Ireland Chest Heart and Stroke (NICHS) and the Public Health Agency (PHA). This accreditation acknowledges our proactive approach to creating a 91�㽶��ɫ��Ƶive work environment and has guided the development of a three-year Work Well Live Well action plan that prioritises staff wellness as a core business principle."

The impact of prioritising staff wellbeing

"Prioritising employee health and wellbeing has welcomed significant benefits for individual employees and the organisation. This includes improved health outcomes, boosted morale, and a more motivated, productive workforce. Our activity has increased retention rates and enhanced our ability to attract top talent. We're proud to have a workplace where our employees can thrive."

"With the unwavering 91�㽶��ɫ��Ƶ of our senior management, we have cultivated a positive and 91�㽶��ɫ��Ƶive workplace environment, strengthened team cohesion, and enhanced collaboration. This has empowered our employees to feel valued and 91�㽶��ɫ��Ƶed in both their professional and personal lives."

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Introducing flexible and family-focused workplace policies - Adventures Day Nursery

How Adventures Day Nursery in Belfast has implemented family-friendly initiatives in the workplace.

Adventures Day Nursery is a private children's nursery in Belfast. The business opened in 2006 and since then has grown to employ over 25 full-time and part-time staff.

Maria McDonagh, Manager at Adventures Day Nursery, explains how they introduced family-friendly initiatives to help and 91�㽶��ɫ��Ƶ their employees.

Prioritise your policies

"During the last five years, we have introduced workplace initiatives to ensure our staff have the best possible work-life balance. We encourage employees to suggest workplace schemes that will benefit them.

Our challenge has been to implement rewarding initiatives that are low-cost. For example, we offer job-sharing and have implemented 91�㽶��ɫ��Ƶ so that pregnant employees have the option to transfer to lighter duties and shorter shifts. We also have an open-door policy so that management are available to staff at all times.

We have introduced initiatives to reduce stress and offer staff 91�㽶��ɫ��Ƶ on a personal level. We ensure we have adequate cover when employees need to take time off work at short notice. To help reduce financial pressures for our staff we enable them, if needed, to receive part of their salary in the middle of the month rather than having to wait until payday.

Our 'special leave' policy allows staff paid time off during a bereavement or family celebration. Employees may also take unpaid leave when needed. We also have a 'sunshine hours' policy - this allows staff to finish shifts early on a rotational basis whenever the weather is good."

Consult and communicate with staff

"A big challenge we have faced in implementing family-friendly initiatives has come from ensuring that our policies are fair to all our staff. Not all of our employees have dependent children, so we have made sure to have other initiatives that benefit and appeal to all workers.

Our staff are always involved in helping to create new initiatives. Schemes are proposed through our staff suggestion scheme, and at the monthly one-to-one meetings.

The rules for each initiative are discussed and agreed upon with all staff to ensure a high degree of fairness across all policies.

Also as a service provider, we must ensure our staff initiatives do not negatively affect the quality of service we provide to our customers. We minimise business risks by creating a 91�㽶��ɫ��Ƶive environment, where staff are happy to assist and 91�㽶��ɫ��Ƶ each other.

All staff are made aware of workplace initiatives at their induction programme, their monthly meetings, and through the monthly staff newsletters."

Review and update your policies

"We regularly review our policies to ensure that we are compliant with legislation. As the nursery manager, I attend seminars and conferences to ensure we maintain our legal responsibilities."

Measure success

"We use questionnaires and one-to-one meetings to get feedback from staff. These help us to identify the initiatives that have benefited the organisation. The measures we evaluate against the schemes include improved morale in the business, lowered sickness and absence rates, low staff turnover, and customer satisfaction.

We have also won awards for our commitment to 91�㽶��ɫ��Ƶing our staff, and for the service, we offer our customers."

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Introducing a four-day working week - Smiley Monroe

Flexible working: the law and best practice

In this guide:

The right to request flexible working: eligibility criteria

Who qualifies for the right to make a flexible working request, and the types of flexible working requests.
Certain employees have the statutory right to make a flexible working request. To be eligible to make a flexible working request, a person must:

be an employee

have worked for you continuously for at least 26 weeks on the date they make their request

not have made another statutory request during the past 12 months (unless it relates to a request to consider reasonable adjustments on account of disability under the Disability Discrimination Act 1995).

Further, employed agency workers returning to work from a period of parental leave also have the right to request flexible working.

The right to make a flexible working request is open to all those who meet the above eligibility requirements. It can be made for any reason, and it is not restricted to parents or carers.

The frequency of flexible working requests

Employees can make one application every 12 months unless it relates to a request to consider reasonable adjustments on account of disability under the Disability Discrimination Act 1995.

The 12-month period runs from the date the most recent application was made.

Before making a subsequent request, the employee must still meet the eligibility criteria as outlined above.
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Advantages of flexible working

The advantages for your business when introducing a flexible working policy.

Introducing a flexible working policy can benefit your business as well as your employees.

Flexible working: business benefits

Many employers believe that promoting flexible working makes good business sense and brings the following improvements:

Cost effectiveness

Greater cost-effectiveness and efficiency, such as savings on overheads when employees work from home or less downtime for machinery when 24-hour shifts are worked.

Flexible operating hours

The chance to have extended operating hours or more flexible operating hours to meet the demands of global customers in different time zones.

Attract and retain staff

Ability to attract and retain a more diverse and higher-skilled workforce. Also, recruitment costs are reduced if your retention levels are higher.

Increased staff morale

More job satisfaction and better staff morale if hours are flexible to meet workers' commitments outside of work.

Reduced sickness levels

Reduced levels of sickness absence.

Better work-life balance

Greater continuity as staff, who might otherwise have left, are offered hours they can manage. Many employers find that a better work-life balance has a positive impact on staff retention, and on employee relations, motivation, and commitment. High rates of retention mean that you keep experienced staff who can often offer a better overall service.

Meet customer demands

Increased customer satisfaction and loyalty as a result of the above.

More agile business

Improved competitiveness, such as being able to react to changing market conditions more effectively.

Flexible working: benefits for employees

The main benefit of working flexibly for your employees is that it gives them the chance to fit other commitments and activities around work and make better use of their free time.

Flexible working can help you as an employer promote a healthy work-life balance for your staff.

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Flexible working policy

Considerations for employers when introducing a flexible working policy and example templates.
Introducing a flexible working policy

You should inform and consult your employees before you introduce a flexible working policy. This may help them understand how flexible working arrangements may impact your business.

When planning to implement a flexible working policy, you will need to consider the following:

What flexible working arrangements will suit the business?

What are the legal requirements?

How will you deal with applications, eg, who will attend the meetings, and how will the administration work?

Are there jobs that might be difficult to do under a flexible working arrangement, eg, jobs that don't suit homeworking?

If there are, what is the nature of the obstacle, and can you perhaps overcome it?

How flexible are your IT arrangements, eg, can employees access their email away from the workplace?

Flexible working policy templates

The Equality Commission for Northern Ireland has developed a - you can download and personalise this to your business needs.

The Equality Commission for Northern Ireland also hosts free training courses on flexible working on a regular basis as part of its .

Find out how to set up employment policies for your business.
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Types of flexible working

Different types of flexible working, such as part-time work, flexi-time, zero-hour contracts, and job sharing.

The term flexible working covers flexibility in terms of the hours that are worked and the location, and includes the following:

Flexible working: different types

Type of flexible work	Explanation
Annualised hours	Employees' contracted hours are calculated over a year. While the majority of shifts are allocated, the remaining hours are kept in reserve so that workers can be called in at short notice as required. See .
Compressed working hours	Employees can cover their standard working hours in fewer working days. See calculating holiday entitlement for atypical workers.
Flexi-time	Employees have the freedom to work in any way they choose outside a set core of hours determined by the employer.
Part-time working	Employees are contracted to work less than standard, basic, full-time hours. See options for part-time working.
Job sharing	One full-time job is split between two employees who agree on the hours between them. See introducing job-sharing.
Remote or hybrid working	Employees spend all or part of their working week from home or somewhere else away from the normal workplace. See employees working from home.
Sabbatical/career break	Employees are allowed to take an extended period of time off, either paid or unpaid.
Self rostering	Employees nominate the shifts they'd prefer, leaving you to compile shift patterns matching their individual preferences while covering all required shifts.
Shift swapping	Employees arrange shifts among themselves, provided all required shifts are covered.
Shift working	Work that takes place on a schedule outside the traditional 9am - 5pm working day. It can involve evening or night shifts, early morning shifts, and rotating shifts.
Staggered hours	Employees have different start, finish, and break times, allowing a business to open longer hours.
Term-time working	An employee remains on a permanent contract but can take paid/unpaid leave during school holidays. See considering requests to change working hours.
Voluntary reduced work time	Employees agree to reduce their hours for a fixed period with a guarantee of full-time work when this period ends.

Flexible arrangements must comply with the law on working time. See hours, rest breaks, and the working week.

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Application for flexible working

Information an employee must provide when making a flexible working request.
An employee's application should set out their desired working pattern and how they think you can accommodate it.

Information that must be included in a flexible working application

For a flexible working application to be valid, it must:

be dated and in writing

state that it is being made under the statutory right to make a flexible working request

specify the flexible working pattern applied for

explain what effect the proposed change may have on your business and how you can deal with any such effect

state the date on which they want the change to start

be the only request made in the last 12 months

The employee should allow plenty of time between the date of the application and the date they expect the flexible working arrangement to start. This is to allow you time to look at their application and assess whether or not you can accommodate it.

See form FW (A): Flexible Working Application Form in the Labour Relations Agency's (LRA) guidance and templates on .

Flexible working differences between GB and NI

There are some significant differences between flexible working legislation in Great Britain and Northern Ireland. The LRA has summed up these differences in a short video.

.

Flexible working requests and the contract of employment

If you accept an employee's flexible working request, this will be a permanent change to their contractual terms and conditions unless you agree otherwise. See change an employee's terms of employment.

If you or the employee is concerned about this, you could either suggest that they work flexibly over a trial period or agree that the arrangement will be temporary.

Note that employees do not need to provide a reason for their application for flexible working.
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Considering flexible working requests

Responding to an employee's flexible working request and arranging a meeting to discuss it.

You should acknowledge receipt of the employee's flexible working request in writing.

All statutory flexible working requests must be seriously considered with the aim of deciding whether your business can accommodate the requested work pattern.

Under the statutory procedure, you should hold a meeting with the employee to discuss their request. If you cannot accommodate the requested working pattern, you may still wish to explore alternatives to find a working pattern suitable for both.

You can also agree to a flexible working request simply on the basis of the application itself without the need for a meeting, but it would be good practice to meet with the employee to discuss any practical issues for implementation.

Incomplete flexible working application

If the application is incomplete, you can ask the employee to resubmit it and inform them that you do not have to consider the application until it is resubmitted.

If the employee refuses to provide you with the information needed, you can treat the application as withdrawn. The employee will not be able to make another application for another 12 months. See the right to request flexible working: eligibility criteria.

Meeting to discuss the flexible working application

You should arrange a meeting with the employee within 28 days of receiving their valid flexible working application. If it is difficult to arrange a meeting within this period, seek the employee's agreement to extend it.

Failure to hold a meeting within the 28-day period or any extension, without the employee's agreement, will be a breach of the procedure.

You should arrange the meeting at an appropriate time and place that is convenient for all.

The right to be accompanied

The employee has the right to be accompanied at the meeting by a single companion who is a worker employed by the same employer as the employee who chooses them.

The companion can address the meeting and confer with the employee during it, but may not answer questions on behalf of the employee.

If the companion is unable to attend the meeting, the employee must seek to rearrange the meeting. It should take place within seven days of the date of the original meeting.

You must pay both the employee and their companion for the time off from their normal working duties to attend the meeting.

What happens if the employee fails to attend the meeting?

If the employee is unable to attend the meeting, they should contact you as soon as possible to explain their absence and allow you to rearrange it for the next mutually convenient time.

If the employee fails to attend the meeting more than once without a reasonable explanation, you can treat their application as withdrawn, and you should write to them to confirm this.

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Reaching a decision on a flexible working request

Accepting and refusing an employee's request and trial periods.
You must notify an employee of your decision within 14 days of the meeting to discuss their flexible working request.

If you need more time to consider the request, you must agree to this with the employee.

If you cannot agree to the working pattern asked for, you can still try to reach an agreement with the employee on an alternative arrangement.

Accepting a flexible working request

If you accept an employee's flexible working request, you must write to them:

detailing their new working pattern

stating the date on which it will start

ensuring that this notice is dated

stating that the arrangement means a permanent change to the employee's terms and conditions of employment (unless agreed otherwise)

Flexible working trial periods

If you or the employee is not sure that the proposed flexible working pattern will work in practice, you could try a different working arrangement or consider a trial period for flexible working.

Trial periods can happen at two stages before a formal agreement is reached on the flexible working request:

If you know that your employee will be applying, then you can agree to a trial period before they submit a formal written flexible working request. If you do this, the formal procedure will still be available to the employee in the future.

If the employee makes a formal written application, you could agree to an extension of time for you to make a decision, and the trial period could happen before you reach a final agreement. In this case, the rest of the formal procedure would still be available to the employee.

Informal temporary flexible working arrangements

If you and the employee think that a statutory flexible working arrangement resulting in a permanent change to their contract of employment may not be the best solution, you could consider an informal temporary arrangement.

For example, this may be appropriate when the employee suddenly becomes the carer of an adult with a terminal illness, or they have to care for someone with a fluctuating condition like Parkinson's disease.

You should put any such agreement in writing.
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Refusing a flexible working request

Reasons employers may refuse a flexible working request and how this must be communicated to the employee.
If you decide that you cannot accommodate any kind of flexible working for an employee, you must write to them:

stating which of the listed business ground(s) apply as to why you cannot accept the request

providing an explanation of why the business reasons apply in the circumstances

setting out the appeal procedure

This written notice must be dated.

The business grounds for rejecting a flexible working request

You can only reject a flexible working request on a limited number of set grounds.

These are:

planned structural changes

burden of additional costs

detrimental impact on quality

inability to recruit additional staff

detrimental impact on performance

inability to reorganise work amongst existing staff

detrimental effect on ability to meet customer demand

insufficient work for the periods the employee proposes to work

Explaining your refusal of a flexible working request

In your written refusal of a flexible working request, you must explain why the business ground applies in the circumstances. If an employee understands why a business reason is relevant, they are more likely to accept the outcome and be satisfied that you have considered their application seriously - even if it isn't the outcome they wanted.

You do not have to go into a lot of detail, but you should include the key facts about why the business ground applies.

If you decide to reject a flexible working application based on incorrect facts, this will give the employee grounds to make a complaint to an industrial tribunal.

See form FW (C): Flexible Working Application Rejection Form in the Labour Relations Agency's (LRA) guidance and templates on .
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Flexible working refusal: employee's appeal

How an employee should request an appeal if their flexible working request is refused and how an employer must deal with that request.
If an employee believes that you have not properly considered their flexible working request, they may want to appeal your decision to reject it.

Flexible working: employee's notice of appeal

The employee must make their appeal in writing within 14 days of receiving your written notice refusing their flexible working request - read more on reaching a decision on a flexible working request.

In the appeal notice, the employee must set out the grounds for making the appeal and ensure that the appeal is dated.

For example, an employee might appeal because they want to:

challenge a fact you gave to explain why the business reason applies

bring your attention to something you weren't aware of when you rejected the application, eg that another member of staff is now willing to cover the hours the employee no longer wishes to work

There are no restrictions on the grounds for appeal.

See form FW (D): Flexible Working Appeal Form in the Labour Relations Agency's (LRA) guidance and templates on .

Arranging an appeal meeting

You must arrange the appeal meeting within 14 days of receiving the employee's appeal notice with regard to their flexible working application.

A different manager should ideally hear this appeal, usually at a higher level, than the manager who made the initial decision to reject the flexible working request.

The principles on the right to be accompanied, payment for attending the meeting, and what happens if the employee fails to attend are the same as for the initial meeting - see considering flexible working requests.

Notifying an employee of your decision following the appeal meeting

You must inform the employee of the outcome of the flexible working request appeal in writing within 14 days after the date of the appeal meeting.

If you change your mind and choose to accept their flexible working request, this notification must:

be dated

include a description of the new working pattern

state the date from which the new working pattern is to take effect

If you choose to uphold the decision to refuse the flexible working request, this notification must:

be dated

state the grounds for the decision - these must be in direct response to the employee's grounds for making the appeal

explain why the grounds for refusal apply in the circumstances - your explanation should provide the kind of detail required in your explanation following the initial meeting.

This notice amounts to your final decision and ends the formal right to request a flexible working procedure.

See form FW (E): Flexible Working Appeal Reply Form in the Labour Relations Agency's (LRA) guidance and templates on .
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Flexible working: extensions to time limits and withdrawals

Extending the time limit to decide on a flexible working request.
There may be occasions where you need more time than the formal statutory procedure allows in order to reach your decision on an employee's request for flexible working.

There are also situations where you may treat the employee's application as withdrawn.

Extension of time limits to consider a flexible working request

There are two circumstances where the time limits for giving decisions and raising appeals on flexible working requests can be extended.

Through agreement by the employer and the employee

You might need to extend time limits where, for example, you need more time to consult with other staff or you agree to a trial period to check the suitability of the proposed flexible working arrangement.

The written record of the agreement must:

be dated

be sent to the employee

specify what period the extension relates to

specify the date on which the extension is to end

Through absence of the employer

An automatic extension applies where the individual who normally deals with the flexible working request is absent from work due to leave or illness. Where this is the case, the 28-day period within which a meeting shall be held to discuss a flexible working application commences on the day the individual returns to work, or 28 days after the application is made, whichever is the sooner.

There are no other circumstances where an automatic extension to any period applies.

See form FW (F): Extension of Time Limit in the Labour Relations Agency's (LRA) guidance and templates on .

Treating a flexible working application as withdrawn

There are three circumstances where you can treat an employee's application for flexible working as withdrawn:

1. The employee unreasonably refuses to provide the information you need to consider their application. You should confirm in writing the withdrawal of the application.

2. The employee twice fails to attend a meeting to discuss a request (or a meeting to discuss an appeal) without reasonable cause. You should confirm in writing the withdrawal of the application. However, you should be flexible where, on both occasions, the employee cannot attend due to unforeseen circumstances.

3. The employee decides to withdraw the application. They should notify you as soon as possible in writing. If you don't receive written notification, ask them to confirm their intention verbally and then confirm this in writing. The employee will not be eligible to make another application for 12 months.

In all circumstances, a written record must be made. See form FW(G): Notice of Withdrawal in the LRA's guidance and templates on .
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Unresolved flexible working requests

What happens if you can't reach an agreement on flexible working using the statutory right-to-request procedure.
There may be occasions where an employee feels that their employer has not dealt with their flexible working application to their satisfaction.

Informal resolution

You should first try to sort out any problems with a flexible working application informally to discourage the employee from taking more formal action.

If an employee feels that the issue has not been resolved using informal methods, they may use your grievance procedure. Read more on handling grievances.

Third-party conciliation/mediation

If you cannot resolve the issue internally, you could try using an external third-party mediator or conciliator, eg Labour Relations Agency (LRA) or a union representative.

The LRA may offer to resolve the dispute through its Arbitration Scheme.

The LRA Arbitration Scheme

The LRA Arbitration Scheme provides an alternative to having a case heard by a tribunal to resolve an employment-related dispute (for example, claims relating to flexible working arrangements, unfair dismissal, breach of contract, or discrimination).

The scheme is quicker, confidential, non-legalistic, less formal and more cost-effective than a tribunal hearing.

Under the scheme, an arbitrator's decision is binding as a matter of law and has the same effect as a tribunal.

Find out more about the .

Early Conciliation

Anyone who wishes to lodge a claim with the Industrial or Fair Employment Tribunal must first notify the LRA and discuss the option of Early Conciliation. A claimant will not be able to proceed to the tribunal without at least considering this option.

Tribunal claims

Where all other methods have failed, the employee may feel that an industrial tribunal claim is necessary.

An employee may make a complaint to an industrial tribunal where either:

your decision to reject a flexible working application was based on incorrect facts, although this issue should first be covered in the appeal meeting - see flexible working refusal: employee's appeal

you didn't follow the procedure properly, eg you failed to hold the meeting to discuss the application within the timescale (where no extension had been agreed) or where you failed to provide a complete and proper explanation to the employee of your decision to refuse their request

An employee cannot make a complaint where they simply disagree with the business grounds you give.

The industrial tribunal does not have the power to question your business reasons, although it can examine the facts on which the business reason was based to see if they are factually correct. If a case is brought jointly with other legislation, eg the Sex Discrimination (Northern Ireland) Order 1976 or other discrimination legislation, an industrial tribunal may seek to examine how the request was considered.

Note that applications to tribunals have time limits. The LRA can provide information about tribunal time limits - .

Remedies and compensation

An industrial tribunal or LRA arbitration can order you to:

pay an award to the employee

reconsider an application by following the procedure correctly

The maximum level of compensation is eight weeks' pay, although there is a statutory cap on the amount of a week's pay.

There is a separate award of up to two weeks' pay where you failed to allow the employee to be accompanied at a meeting.

There may be an additional award of compensation if the employee is successful in a joint claim, eg, taken under Sex Discrimination legislation - as set out above.
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Flexible working: employee protection against dismissal and discrimination

An employee's protection against detrimental treatment and dismissal in relation to their flexible working request.
You must not subject an employee to a detriment or dismiss them for a reason relating to their flexible working request. In addition, you should note that rejecting a flexible working request could give rise to a discrimination claim.

Protection against detriment/dismissal for requesting flexible working

Employees are protected from suffering a detriment or being dismissed because:

they have made an application to work flexibly

they exercised a right under the flexible working request procedure

they have made a complaint to an industrial tribunal in respect of their flexible working application

they exercised their right to be accompanied at a meeting to discuss their request, or they accompanied another employee to such a meeting

A detriment is where you act in a way that results in unfair treatment of an employee because they did something protected by law, such as exercising a statutory employment right.

Dismissal means your termination of their employment, with or without notice, including redundancy selection and the non-renewal of a fixed-term contract. It could also include constructive dismissal, ie where the employee resigns believing you have substantially breached their contract of employment. Read more on dismissing employees.

Employees who suffer a detriment or are dismissed in these circumstances may make a complaint to an industrial tribunal.

Discrimination and flexible working requests

In some circumstances, rejecting an employee's flexible working request could open up the possibility of a claim for discrimination on grounds of sex, gender reassignment, marital status or civil partnership, race, religion or belief, political opinion, sexual orientation, disability, or age.

For example, if you reject the request of a woman returning from maternity leave to work part-time, this could be seen as indirect sex discrimination. This is on the grounds that a greater proportion of women than men have the main parental caring responsibility, and requiring the employee to work full time potentially puts her at a disadvantage compared with her male colleagues.

However, even if the employee is put at a disadvantage by your flexible working refusal, you can still justify your actions at a tribunal if you can show that they were a proportionate means of achieving a legitimate aim.

Read more on how to prevent discrimination and value diversity.

Part-time employee discrimination

You must not treat part-time employees less favourably in their contractual terms and conditions than comparable full-timers - unless you can objectively justify that treatment.

So, if you agree to a request to work fewer hours, bear in mind that the employee is still entitled to the same pay and benefits (on a pro-rata basis) and access to training and promotion opportunities.

Find out more about employing part-time workers.
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Promoting flexible working - Advanced Electronic Solutions (video)

Paul Creighton, director of Advanced Electronic Solutions (AES), talks about how the company introduced and benefited from flexible working practices.

Advanced Electronic Solutions (AES) has been providing security products throughout the UK and Ireland since 2004. Based in Cookstown, Co. Tyrone, they provide and install a wide range of products and services, from wire-free alarms to CCTV and gate automation. Flexible working benefits both employees and the business by ensuring a happy and more productive workforce.

Here, director Paul Creighton talks about how the company introduced and benefited from flexible working practices.

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Introducing a four-day working week - Smiley Monroe

How Lisburn-based employer Smiley Monroe introduced a four-day working week into their business.

Smiley Monroe is a manufacturer of customised endless conveyor belts, cut rubber, and plastic parts, supplying mobile equipment manufacturers in the crushing and screening sector. Smiley Monroe has three global production facilities and is headquartered in Lisburn with 128 employees.

Jayne Peters, Director of People and Culture at Smiley Monroe, explains how the company has adopted a four-day working week with all staff enjoying Friday off. She outlines how they have addressed challenges along the way and the benefits this has presented to the company and their staff.

Encouraging and acting on staff feedback

"At Smiley Monroe, we value feedback from our employees, and one of the mechanisms to gather ideas is through our engagement team, who meet regularly. This group comprises representatives from all areas of our business. They are responsible for planning employee events, communicating updates throughout our teams, and finding ways to develop and safeguard our company culture. A four-day working week is an example of an idea suggested during one of the engagement meetings."

"While it took some time to work out the practical aspects of how this would work for our business, we were keen to explore how a change in working patterns could help our employees achieve a better work-life balance without negatively impacting our customers. In a challenging labour market, we also identified that this could give us a competitive advantage when recruiting and retaining talent."

Addressing the challenges of a four-day working week

"We initially implemented a six-month trial period for a four-day working week. This approach was crucial to minimise potential inconvenience to our customers during its introduction. While planning, we made gradual adjustments to address possible adverse impacts of the new working pattern. For example, we reduced Friday deliveries as many customers had already adopted Friday as a shorter working day. By doing so, we could maintain production and not negatively affect our customer service."

"To streamline the transition to a four-day working week, we gradually implemented it across different teams. The customer 91�㽶��ɫ��Ƶ team was the last to adopt this new work schedule. We informed our customers about the future changes, and the feedback we received was overwhelmingly positive. Many customers showed interest in adopting this new work schedule within their operations."

"In taking a phased approach to reduce Friday working hours, we had already made changes to our delivery and export schedules. This strategy managed customer expectations and meant that when the four-day week finally came into effect, the change was minimal."

"An additional consideration included making efficiencies within our processes to maintain the same level of productivity in a shorter period. We made gradual changes to ensure that our operations remained unaffected."

"We considered how to ensure a four-day working week would positively impact our employee work-life balance. It was not an option for staff to condense their traditional five-day working week into four days, as this would have the opposite effect. It was important for staff to still find time between Monday and Thursday to fulfil family commitments and enjoy their hobbies."

Better employee work-life balance

"One of our central values is 'One Big Family' - meaning our employees' families are an extension of our business. Our decision to reduce the core working hours in all departments instead of just condensing them into four days is based on company values of a healthy work-life balance for all employees every day of the week."

"Some businesses choose a staggered approach to a four-day week, where different employees are off on different days, but the business stays open across the five days. However, we believe our approach and closing on a Friday allows our staff to switch off without the urge to check emails, for example."

"Overall, our current employees love the new working pattern. Whether to spend an extra day at home with their kids, carve out time for a hobby that has been side-lined, or even do volunteer work."

Competitive advantage in the jobs market

"The new four-day working pattern combined with an attractive benefits package and a positive company culture has been a competitive advantage when attracting talent. In today’s job market, employees want more than a competitive salary. Candidates are increasingly choosing employers who align with their values and ambitions."

Success of our four-day working week

"We opted to reduce the core working hours, with no reduction in salary. Again, the motivation here was to maintain high levels of employee satisfaction and ensure they could fully enjoy the benefits of a shorter working week. We are pleased with the positive reception of the new four-day working week by staff, customers, and suppliers. Since its introduction, we have found employees to be more motivated to get the job done more efficiently."

“We have been able to measure the success of our four-day working week through the positive customer and employee feedback we have received. We have identified that tasks are being completed within expected timeframes while maintaining operational efficiency levels since the introduction of the four-day week. We will continue to monitor the success of our new way of working through employee engagement surveys.”

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Menstruation and menstrual health 91�㽶��ɫ��Ƶ in the workplace

Menstruation, menstrual health and menopause in the workplace

In this guide:

Menstruation and menstrual health 91�㽶��ɫ��Ƶ in the workplace

Practical steps employers can take to provide 91�㽶��ɫ��Ƶ around menstrual health-related symptoms and conditions in the workplace.
By offering appropriate 91�㽶��ɫ��Ƶ around menstrual health-related symptoms and conditions in the workplace, employers can enable employees to work at their best, minimise absence and prevent the loss of key talent.

Steps for workplace menstruation and menstrual health 91�㽶��ɫ��Ƶ

Build an open and inclusive culture

Employers must develop a workplace culture that encourages open conversations and psychologically 91�㽶��ɫ��Ƶive conditions. Employees working in such an environment are more likely to talk about menstrual health-related symptoms and conditions, as well as specific physical or mental health symptoms, or ask for adjustments to enable them to continue working without fearing criticism, ridicule, or discrimination.

Staff should feel able to talk and be comfortable approaching colleagues and human resources with the knowledge they will be listened to and receive appropriate 91�㽶��ɫ��Ƶ and understanding.

Raise awareness and end the taboos and stigma

There are several ways an employer can raise menstrual health awareness in the workplace, including:

Gain buy-in and 91�㽶��ɫ��Ƶ from senior managers. This commitment helps to foster positive attitudes towards menstruation and menstrual health conditions.

Provide facilities where employees can access menstrual products.

Establish a staff network 91�㽶��ɫ��Ƶed by allies where people can meet to discuss issues, and challenges and share experiences.

Acknowledge menstrual health as a normal life experience in wellness discussions or blogs.

Promote and engage with specific days or weeks for dedicated menstrual health issues.

Consider developing a menstruation and menstrual health policy and ensure employees know about it and can easily access it.

Provide training and 91�㽶��ɫ��Ƶ for line managers

Tailored training for line managers on menstrual health will ensure they are confident and comfortable discussing it in the workplace. They will also better understand the impact on those employees with ongoing menstrual health conditions and how challenges should be addressed sensitively and confidentially.

Ensure line managers are trained to 91�㽶��ɫ��Ƶ all employees based on individual needs and know where to go for further information or 91�㽶��ɫ��Ƶ, for example, human resources, health and safety, occupational health, and external providers.

Managers should be alert to and act swiftly to address inappropriate jokes, remarks, or banter on menstruation and menstrual health in the workplace.

Employers should respect that menstrual health is a private matter for some employees, even as they strive to normalise it as a topic of conversation in the workplace.

Practical 91�㽶��ɫ��Ƶ and workplace policies

In many cases, menstruation will be self-managed by the employee privately without needing workplace 91�㽶��ɫ��Ƶ. However, there are ways in which an employer can make the workplace 91�㽶��ɫ��Ƶive. These include:

access to well-maintained toilets, washrooms or changing facilities

provide easy and free or subsidised access to menstrual products as well as hygienic disposal in all toilets and changing facilities

provide fresh drinking water and facilities to make hot drinks

consult with employees on uniform design

have a spare supply of uniforms, of diverse sizes

ensure suitable rest breaks between shifts

offer flexible working arrangements, including location and tasks

review risk assessment, where these are deemed necessary

introduce workplace menstruation champions with relevant training and resources

offer access to a quiet space for short breaks, if needed, during the working day

staff health and wellbeing surveys to include menstrual health to ensure workplace needs are being met

implement a menstruation and menstrual health policy with input from employees and, where applicable, workplace representatives

cross reference the menstruation and menstrual health policy with other relevant workplace policies, such as those relating to health and wellbeing, menopause transition, sickness absence, performance management, and flexible working to ensure a fair and consistent approach

Performance and absence management

It is important to avoid assuming that an employee's performance may be affected by their menstrual health or symptoms. However, it is worth acknowledging that women may experience a range of uncomfortable symptoms that can be challenging, particularly while at work. Performance management should focus on 91�㽶��ɫ��Ƶing employees to perform their best, including addressing any underlying health issues.

Absence management policies that include trigger points are likely to be of concern to employees with long-term menstrual health conditions. A flexible and individualised approach can prevent presenteeism and avoid unfairly penalising employees with ongoing menstrual health conditions.

Monitor and review

You should monitor and review the effectiveness of workplace policies and procedures to ensure they are aligned with other relevant policies, remain fit for purpose, and are communicated to all line managers and staff.
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Menopause in the workplace

Why employers should address menopause in the workplace and how to 91�㽶��ɫ��Ƶ staff affected by menopausal symptoms.
The menopause is a natural stage of life that is usually experienced by women between 45 and 55 years of age. However, some women can experience the menopause before 40 years of age.

Why should employers consider menopause in the workplace?

Most women will experience menopausal symptoms. However, it can affect people differently, and no two people will experience it in the same way. Some of these symptoms, which may be physical, psychological, emotional, and cognitive can be quite severe and have a significant impact on everyday activities.

Employers have a legal duty of care to their employees under health and safety law and must ensure menopausal symptoms are not made worse by workplace conditions and/or work practices. Employers must also make reasonable adjustments to help employees manage their symptoms when doing their job. See employers’ health and safety responsibilities.

Statutory equality law does not expressly provide protection for menopause, but as menopause is a female condition, any detrimental treatment of a woman related to menopause could represent direct or indirect sex discrimination. If a woman experiences serious symptoms from the menopause transition that amount to a mental or physical impairment, which has a substantial and long-term adverse effect on her ability to carry out day-to-day activities, this could be classed as a disability under the Disability Discrimination Act 1995 (as amended for Northern Ireland). Failure to make reasonable adjustments could lead to a discrimination claim. See prevent discrimination and value diversity.

It also makes good business sense to try to understand and accommodate the needs of staff experiencing menopausal symptoms. An employer who does this is likely to gain greater staff loyalty, lower absenteeism rates, and higher productivity. It will also help you retain valuable talent.

Recognise and address menopause as a workplace issue

There are a number of actions that you can take to 91�㽶��ɫ��Ƶ employees affected by menopause. These have been outlined below.

Review current employment policies and procedures

To determine if there are adjustments you could make to 91�㽶��ɫ��Ƶ staff experiencing menopausal symptoms. Developing a workplace wellbeing policy that recognises menopause and actively involves staff in the development process is a good starting point.

Risk assessment

Carry out a risk assessment that considers the specific needs of menopausal women. This will fulfil your legal responsibility for health and safety and also ensure an employee’s symptoms aren’t being exacerbated by their job. See health and safety risk assessment.

Raise menopause awareness

Break the stigma by raising awareness of menopause within the workplace which will encourage openness in challenging negative and stereotypical attitudes. Information and education about menopause should be included as part of the organisation’s diversity and inclusion training for the whole workforce.

Communication

Have regular and informal one-to-one meetings with staff as this can provide the opportunity for someone to raise changes in their health situation including menopause. Employers should communicate their positive attitude towards menopause so that all employees know that their employer is 91�㽶��ɫ��Ƶive of the issue.

Access to 91�㽶��ɫ��Ƶ and guidance

Sometimes staff may find it difficult to know where to start to find information and advice on menopause so consider providing your staff with access to trusted online resources on the topic. You could make this available through a dedicated company intranet page with signposts to trusted external expertise and guidance.

Support from senior management

Get buy-in and 91�㽶��ɫ��Ƶ from senior management in your organisation. This will help raise awareness and develop positive attitudes towards the menopause. Senior management 91�㽶��ɫ��Ƶ can also facilitate an open, inclusive, and 91�㽶��ɫ��Ƶive culture.

Identify appropriate adjustments

Some adjustments you could make would be considering shift patterns, offering flexible working, making sanitary products available in washrooms, or having temperature-controlled areas. Remember that each individual can be affected differently so you should always tailor any adjustments to an individual’s specific needs.

Training

Provide line managers with effective training so they have a broad understanding of menopause and the reasons why this is an important workplace issue. Line managers need to be confident as well as competent in having sensitive conversations to 91�㽶��ɫ��Ƶ staff experiencing menopausal symptoms. Knowing risk assessments and practical adjustments can be helpful. Extending training to all staff can help raise menopause awareness across the organisation.

Performance management

There should never be assumptions about how an individual’s performance has been impacted but it should be recognised that women can experience a wide range of uncomfortable symptoms that can pose a challenge to their daily lives including at work. Performance management should be a positive process and the focus must be on the 91�㽶��ɫ��Ƶ needed to help everyone perform to the best of their ability, including taking on board any underlying health issues.

Menopause guidance for employers

The Irish Congress of Trade Unions, the Equality Commission for Northern Ireland, and the Labour Relations Agency have produced guidance for employers, employees, and trade union representatives to help promote equality in employment for women affected by menopause.

The guidance includes:

information on menopause in terms of staff health and safety

equality considerations for employers

checklist to help employers examine if current policies and procedures meet the needs of women with menopausal symptoms

best practice examples from local organisations implementing menopause policies

tribunal decisions related to menopause

links to further advice and guidance

.

The Chartered Institute of Personnel and Development (CIPD) also has guidance on the and .

The Equality and Human Rights Commission (EHRC) has published .
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Using work trials to recruit people with disabilities - JP Corry

Employ and 91�㽶��ɫ��Ƶ people with disabilities

In this guide:

Recruiting people with disabilities

How employers can adjust and take positive steps to recruit people with disabilities.
It can be challenging for someone with a disability to get into employment. Opening up your talent pool to make it easier for people with a disability to apply for jobs can bring many benefits to your business - see advantages of employing someone with a disability.

Reasonable adjustments for job applicants

Employers can take a number of steps to make the recruitment process as fair as possible for all applicants by making reasonable adjustments so that applicants without a disability do not have an unfair advantage over those who do have a disability.

Employers must be aware of their legal obligations when recruiting. Under the Disability Discrimination Act, employers:

must not discriminate against someone with a disability when they are applying for a job

must consider making reasonable adjustments if an applicant with a disability is at a disadvantage compared to a non-disabled applicant

Employers must consider reasonable adjustments at every stage of the recruitment process:

Application form

If the format, layout or structure of the application form puts someone at a disadvantage you should consider having the application form available in large print, Braille or an audio version for someone who is partially sighted or blind.

Aptitude tests

You should consider making additional time available to complete aptitude tests for someone with a disability who requests a reasonable adjustment. Another adjustment could be allowing test answers to be given verbally.

Interview

Ensure the interview room is fully accessible to all applicants. Be aware that applicants may request a reasonable adjustment to be interviewed at a time when they are more alert or pain-free depending on their disability. Consider training for your interview panel that examines the impact of various disabilities on performance at the interview stage, eg how autism may provide a challenge to an applicant during an interview and how adjustments can be made to help them.

Taking positive action to treat disabled people more favourably

Employers can decide to take a step further in positively recruiting someone with a disability. Unlike other forms of equality legislation, the Disability Discrimination Act allows employers to treat people with a disability more favourably than others through positive action.

An employer is not legally obliged to take positive action but employers can lawfully take positive action steps to treat someone with a disability more favourably. There are a number of positive action measures which an employer can choose to take to recruit someone with a disability, including:

ring-fencing certain jobs so that they are only open to people with a disability

offering a guaranteed interview to applicants with a disability who meet the essential criteria for a post

using non-traditional forms of assessment which may only disadvantage people with a disability

offering work trial opportunities which may lead to permanent jobs if the placement is successful

creating an alternative post within your organisation for a person with a disability if there are certain tasks they are unable to perform as a result of their disability

Positive action measures should be carefully planned with advice from appropriate 91�㽶��ɫ��Ƶ organisations. Employers must comply with other equality legislation - see avoid discrimination when recruiting staff.

Access disability 91�㽶��ɫ��Ƶ

There are a range of government initiatives to help employers take on staff with a disability and also help staff with a disability get the 91�㽶��ɫ��Ƶ they need in the workplace. For further information, see:

Health & Work Support Branch

Disability 91�㽶��ɫ��Ƶ: Workable (NI)

Disability 91�㽶��ɫ��Ƶ: Access to Work (NI)

Disability 91�㽶��ɫ��Ƶ: Work Psychology Team

Disability 91�㽶��ɫ��Ƶ: Condition Management Programme
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Advantages of employing people with disabilities

Discover the business benefits of employing someone with a disability.

Being a fair and equal opportunities employer not only ensures you meet your legal requirements to prevent discrimination, but you will also tap into a diverse talent pool that can bring many benefits to your business. Employing people with a disability can save you money and boost the profitability of your business.

Benefits of employing people with a disability

Recruit from a wider talent pool

By opening opportunities to people with disabilities you can widen your recruitment pool helping you to attract staff with the skills and talent that can enable your business to grow and thrive.

Promoting an inclusive workplace culture

Hiring people with a disability enhances diversity in your workforce. It can help increase staff morale, motivation, and commitment by demonstrating a workplace culture that values all staff.

Access specialist knowledge and skills

Staff with a disability may bring in specialist knowledge and skills such as understanding the needs of disabled customers, creative problem solving, and having particular attention to detail. Workers with disabilities possess skills and experiences that can offer employers a competitive edge.

Minimise staff turnover

People with disabilities tend to seek stable and reliable work when looking for a job and so tend to stay in their posts longer, helping to reduce staff turnover. This minimises recruitment and training costs incurred to take on new staff. You will also retain staff with years of experience and know-how.

Attract new customers

Having a diverse workforce, including employing people with disabilities, can help you attract disabled customers and potentially a large revenue stream. Employees with a disability can help you look at things from a fresh perspective, develop empathy for customers’ needs, and gain a better understanding of what they value in a business or brand. When your business and its products and services are accessible, you can appeal to a much larger and much more diverse audience and customer base.

Procurement opportunities

By employing people with a disability, you will be able to meet any social responsibility recruitment clauses that may apply to access particular tender opportunities and public procurement exercises. See understanding social value in public procurement.

Enhance your corporate image

Being an equal employer makes you look good. Consumers prefer to give their business to organisations that show a strong sense of corporate responsibility including employing a diverse workforce.

Low-cost reasonable adjustments

There can be a stigma to employing someone with a disability. Some employers may unfairly think that reasonable adjustments will be costly and take a lot of time to implement. However, most reasonable adjustments in the workplace can be simple, free, or low cost and there can be government help towards any costs that are incurred.

Encouraging accessibility best practice

Employing people with a disability will help you see things from their perspective. It can encourage the adoption of best practices to create accessible environments using adaptive technologies that are useful to people with and without disabilities.

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Health & Work Support Branch

The specialist 91�㽶��ɫ��Ƶ available to help disabled people start or retain employment.
The Health & Work Support Branch (HWSB) staff offers help and advice to both employers and people with disabilities about the range of specialist 91�㽶��ɫ��Ƶ available to help people start and retain a job.

You may identify someone who has the skills for your job but have questions about how their disability may affect them in the workplace - such as how they will manage the job. HWSB advisers are located across Northern Ireland and can offer practical advice to help both you and the potential employee overcome any barriers to starting work.

Support available

The type of 91�㽶��ɫ��Ƶ available may include advice on the following:

recruiting people with disabilities

retaining employees who become disabled

financial help or 91�㽶��ɫ��Ƶ to employ people with disabilities through the Access to Work (NI) and Workable (NI)

job/employee assessment and job/environment redesign

equipment and ergonomics in the workplace

accessibility of premises

development of disability awareness

development of good employment practices

preparation, advice, and guidance to help people with disabilities who are applying for jobs

encouraging employers to provide dedicated interview times for applicants with disabilities

providing employers with advice on reasonable adjustments, such as additional time for interview

offering the employer and the job applicant appropriate options of tailored 91�㽶��ɫ��Ƶ during the recruitment process

offering the employer and the employee appropriate options of tailored 91�㽶��ɫ��Ƶ to help the worker with a disability perform to the best of their ability in the workplace
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Disability 91�㽶��ɫ��Ƶ: Workable (NI)

Workable (NI) offers 91�㽶��ɫ��Ƶ and assistance to both employees and employers to help disabled people move into or retain work.
Workable (NI) provides a flexible range of long-term 91�㽶��ɫ��Ƶ and assists people who, due to their disability, encounter substantial barriers to staying in employment. Read more on .

The programme is delivered by three organisations contracted by the Department for Communities (DfC):

These organisations have extensive experience of meeting the vocational needs of people with disabilities. Read further information via the links above about Workable (NI) and the benefits to employers.

The provision under Workable (NI) can include 91�㽶��ɫ��Ƶ such as:

mentoring

on and off the job training

disability awareness training
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Disability 91�㽶��ɫ��Ƶ: Access to Work (NI)

Access to Work (NI) can provide advice and guidance for your employee's disability needs and if appropriate, a financial grant towards the cost of 91�㽶��ɫ��Ƶ.
Access to Work (NI) can help by providing advice and guidance of your employee's disability needs in the workplace and, if appropriate, a financial grant towards the cost of necessary 91�㽶��ɫ��Ƶ.

For example, Access to Work (NI) may be able to pay towards the following:

adaptations to premises and equipment

communicator 91�㽶��ɫ��Ƶ at interviews

special aids and equipment

travel to work costs

a 91�㽶��ɫ��Ƶ worker

travel within work eg to attend a meeting or training course

Depending on your employee's circumstances, Access to Work (NI) may be able to provide 91�㽶��ɫ��Ƶ under more than one of these areas.

Read more on .
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Disability 91�㽶��ɫ��Ƶ: Work Psychology Team

Further help, advice, and guidance in areas relating to work, disability, and health.

The Department for Communities' Work Psychology Service (WPS) offers specialist consultancy to individuals and/or employers seeking advice and guidance in areas relating to disability and wellbeing in the context of work.

The WPS works closely with Work Coaches in Jobs & Benefits Offices to offer advice and guidance regarding individuals who have a disability or health condition and are seeking work or who are experiencing difficulties in work.

The WPS Assessment Service can provide advice to both employers and individuals regarding reasonable adjustments and possible alternative employment options, when the individual is at risk of losing their job as a result of their disability or health condition.

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Employ and 91�㽶��ɫ��Ƶ people with disabilities

Using work trials to recruit people with disabilities - JP Corry

How JP Corry's Dromore branch has adapted its recruitment processes to take on a person with a disability.

JP Corry is one of Northern Ireland’s leading builder’s merchants, supplying building materials to the trade, self-build, DIY, and architectural markets. The business operates from a network of 17 branches across Northern Ireland and the Isle of Man, employing around 265 staff.

Stephen Gibson, Branch Manager at JP Corry in Dromore, explains how the organisation has adapted their employment policies and recruitment processes to take on and 91�㽶��ɫ��Ƶ a person with a disability.

Reducing barriers for people with disabilities

"As a company, we strive to be inclusive and diverse. We want to make it easy for everyone to access our services, whether as a customer, supplier, or employee."

"JP Corry is proud to 91�㽶��ɫ��Ƶ the JAM Card scheme, which helps people with communication barriers and hidden disabilities receive tailored customer care. As a company whose purpose is to 'build our future by helping others build theirs', we believe in providing employment opportunities to disabled people."

"Our human resources team works closely with organisations that represent minority groups, such as Disability Action, NOW Group, and WOMEN'STEC, to ensure that they are informed of our employment opportunities."

Using work trials in our business

"JP Corry has equal opportunities policies and diversity training to ensure that we recruit staff fairly. Offering a work trial to potential recruits, particularly disabled people, has benefited both the individual and the business."

"Working with Disability Action, we set up our first work trial, where a disabled person came to work with us to understand what it would be like to be employed in our company before applying for a job. The experience was positive, and we recognised the potential of the person during the work trial. They subsequently applied for and secured the job successfully."

"Other branches of JP Corry have also seen the advantages of work trials and have adopted a similar approach by using the Work Experience Programme provided by the Department for Communities to offer employment opportunities."

Accessing local help and 91�㽶��ɫ��Ƶ

"Many local organisations have 91�㽶��ɫ��Ƶed us along our journey with work trials. Some employees have completed a qualification in customer service through the NOW Group, providing insight into how disabled people can contribute to a high level of customer service. Disability Action has also been available to advise us when needed."

"To keep our organisation up-to-date and engaged, our HR team frequently attends employment conferences and training events. This continuous improvement activity along with the good relationships we have built with relevant charities and business 91�㽶��ɫ��Ƶ organisations ensures we have the 91�㽶��ɫ��Ƶ we need."

Lessons learned

"The work trials have benefited the organisation and the staff that we have hired. Some work trials will not always result in longer-term opportunities, but that can be positive as you haven't started formal training or invested significant time and resources into developing an employee who does not fit the job. It is better to discover at the trial stage whether it will work rather than going through a recruitment and onboarding process for it not to work out and needing to go back to the beginning of the recruitment process."

"Adapting our HR policies and practices to make it easier to recruit and 91�㽶��ɫ��Ƶ disabled people has enabled us to reach another talent pool and has enhanced our recruitment strategy. Our Dromore branch has benefited by getting a brilliant recruit who connects and engages with our customers. He brings positive energy to our team, and we have a better focus and understanding."

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Disability 91�㽶��ɫ��Ƶ: Condition Management Programme

The Condition Management Programme helps those with a health condition manage symptoms to allow progress towards, moving into and staying in employment.
The Condition Management Programme helps those with a health condition manage symptoms to allow progress towards, move into and stay in employment. The programme is led by healthcare professionals, such as occupational therapists, physiotherapists and mental health nurses.

The Condition Management Programme (CMP) gives 91�㽶��ɫ��Ƶ and advice to help people manage conditions including:

arthritic complaints

back and neck problems

chronic fatigue

depression

pain

stress

heart, circulatory and respiratory disorders

The programme helps to:

increase understand health conditions

improve day to day functioning for those affected by health conditions

increase confidence in those affected by health conditions

improve your prospects of returning to work or staying in work

It offers advice, education and 91�㽶��ɫ��Ƶ on:

dealing with stress, anxiety, low mood and depression

coping with pain and fatigue

relaxation techniques

communicating with confidence

developing a healthier lifestyle

exploring potential options that will help you progress towards employment or help you make a successful return to work

Further information

If this 91�㽶��ɫ��Ƶ is something that you think you or your staff could benefit from see further details, including eligibility and how to apply, on the .
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Fertility treatment and the workplace

Pregnancy at work

In this guide:

Health and safety of pregnant workers

Employers' additional health and safety obligations towards pregnant workers and female workers of childbearing age.
You have a legal duty to protect the health and safety of pregnant mothers at work. This includes workers who could be pregnant as well as those who you know are pregnant.

Workplace risk assessment

Some substances, processes, and working conditions may affect human fertility as well as pose a risk to a pregnant worker and/or her unborn child. Therefore, you must think about the health of women of childbearing age, not just those who have told you that they are pregnant.

If you employ women of childbearing age, you should, as part of your normal risk assessment, consider if any work is likely to present a particular risk to them - whether or not they might be pregnant.

As part of your legal duty to take measures to protect your workers, all employers must undertake a workplace risk assessment for their pregnant employees. For further information see .

Notification from a pregnant worker

You should also encourage workers, eg via your fertility policy, pregnancy at work, maternity policy or staff handbook, to notify you as soon as possible if they become pregnant. This is so you can identify if any further action is needed.

You are entitled to ask a pregnant worker to provide:

notification of her pregnancy in writing

a certificate from a registered medical practitioner or a registered midwife showing that she is pregnant

Note that you do not have to:

begin to take any action in relation to a particular pregnant worker's health and safety until she gives you written notification

maintain any action in relation to her where she has failed to give you the certificate within a reasonable period of time - although you must have requested in writing to see the certificate

However, even if a pregnant worker has not formally notified you of her pregnancy, it is good practice to do a risk assessment for her if you become aware that she is pregnant.

Once a worker notifies you that she is pregnant, you should review the risk assessment for her specific work and identify any changes that are necessary to protect her health and that of her unborn baby. Involve the worker in the process and review the assessment as her pregnancy progresses to see if any further adjustments are needed.

For more information on health and safety risk assessments, see health and safety risk assessment.

Pre-maternity leave meeting

It is good practice for an employer to hold a pre-maternity leave meeting with an employee to discuss and agree issues such as:

handover and cover for her work during maternity leave

keeping in touch days (including the employee's preferred contact details and method)

receiving work related information

employees right to shared parental leave

annual leave

Potential hazards for pregnant workers

Things that might be hazardous to female employees - and pregnant workers in particular - include:

mental and physical fatigue caused by long working hours

night-time working

work-related stress

skin protection from sun exposure when working outdoors

excessive noise

extremes of cold and heat

threat of violence in the workplace

exposure to harmful substances, eg lead, radioactive materials, toxic chemicals like mercury and pesticides, infectious diseases, carbon monoxide, and antimitotic (cytotoxic) drugs

exposure to radiation

lifting/carrying heavy loads

working at heights

exposure to infectious diseases

sitting or standing still for long periods of time

unhealthy workstations or posture

lone working

exposure to vibration

If you identify a risk that could cause harm to your worker or their child, you must decide if you can control it. If you cannot control or remove the risk, you must do the following: eg adjust working conditions or working hours to avoid the risk or offer her suitable alternative work.

If this isn't possible, you must suspend the worker on paid leave for as long as necessary to protect their health and safety and that of their child.

.

Rest facilities for pregnant and breastfeeding mothers

You're required by law to provide somewhere for pregnant and breastfeeding mothers to rest.

Pregnant workers and breastfeeding mothers are entitled to more frequent rest breaks. You should talk to them so you can agree on the timing and frequency.

You are legally required to provide a suitable area where employees can rest, including somewhere to lie down if necessary. You must provide a private, hygienic, and safe room for nursing mothers to express milk if they choose to and somewhere to store breast milk, eg a fridge. Toilet facilities are not a suitable or hygienic place for this purpose.

See breastfeeding and the workplace.
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Medical suspension on maternity grounds

When an employee who is pregnant, or has recently given birth, or who is breast-feeding may have to be suspended from work on maternity grounds.
Where an expectant or new mother would be exposed to risk if she continued to perform her contractual duties, the employer is obliged to alter her working conditions or working hours if it is reasonable to do so and if it would avoid the risk. If it is not reasonable to make alterations, the employer must offer the employee suitable alternative work, or if that isn't possible, suspend the employee from work for as long as necessary to avoid the risk.

Right to the offer of alternative work

Where an employer has available suitable alternative work for an employee, the employee has a right to be offered the alternative work before being suspended from work on maternity grounds. For alternative work to be suitable for an employee for this purpose:

the work must be of a kind that is both suitable in relation to her and appropriate for her to do in the circumstances, and

the terms and conditions applicable to her for performing the work, if they differ from the corresponding terms and conditions applicable to her for performing the work she normally performs under her contract of employment, must not be substantially less favourable to her than those corresponding terms and conditions

In summary, an employee who is pregnant, has recently given birth, or who is breastfeeding may have to be suspended from work on maternity grounds if continued attendance might damage her, or the baby's health.

In general, the duty to suspend from work does not arise unless and until the employee has given the employer written notice that she is pregnant, has given birth within the previous six months, or is breastfeeding.

An employee who is suspended is entitled to full pay, which includes any bonuses or commissions they would have been paid. Their suspension should last until the risk to them, or their baby has been removed.

If the employee unreasonably refuses suitable alternative work the employer doesn't have to pay them.

An employee is entitled to make a complaint to an industrial tribunal if there is suitable alternative work available which her employer has failed to offer her before suspending her from work on maternity grounds. They can also complain to an industrial tribunal if they don't get the right amount of pay.
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Employees' right to paid time off for antenatal care

A pregnant employee is entitled to paid time off to attend antenatal care appointments during working hours.
All pregnant employees have the right to reasonable paid time off to attend antenatal care appointments. Employers should bear in mind that the right to paid time off is a right to be permitted time off during working hours and it will not be reasonable for the employer to avoid this by rearranging the individual's working schedule or requiring her to make up lost time.

Antenatal care covers not only medical examinations related to the pregnancy but also, for example, relaxation classes and parent-craft classes. There is no service requirement for this right.

However, the right to time off only applies if the appointment is recommended by a registered midwife, health visitor, registered nurse, or registered medical practitioner (eg a doctor).

Therefore, you are entitled to ask for evidence of antenatal appointments - except in the case of the very first appointment.

You can request that the employee show you:

written documentation from a registered medical practitioner, a midwife, or a health visitor confirming that she is pregnant

an appointment card or some other document showing that an appointment has been made

Reasonable time off for medical appointments

The law does not set out what 'reasonable' means regarding time off. Employees must request the time off and have a right not to be unreasonably refused time off. Tribunals are likely to find it unreasonable if an employer refuses to allow time off for appointments that are based on medical advice. Part-time employees should not be pressured to take appointments on their days off.

The amount of time off will depend on the time that the appointment is made, and it will not be unreasonable for an employer to expect an employee to attend for the part of the day that they can outside the appointment time. Time off also includes travelling time and waiting time for appointments. Abuse of the time off provisions may normally be handled under the absence management procedures but should be handled with caution.

See .

Payment during time off

You must pay the employee her normal hourly rate during the period of time off for antenatal care.

Where the employee is paid a fixed annual salary, she should simply be paid as normal. In other cases calculate the rate by dividing the amount of a week's pay by the number of the employee's normal working hours in a week. The normal working hours will usually be set out in her contract of employment.

If her weekly working hours vary, you should average them over the previous 12 complete working weeks. If the employee has yet to complete 12 weeks' service, estimate the average considering:

what could be reasonably expected from her contract of employment

the work pattern of any fellow employees in comparable jobs

Overtime is counted only if it is required and contractually guaranteed.

.

Complaints relating to time off for antenatal care

A pregnant employee could bring an unlawful discrimination and/or unfair dismissal claim to a tribunal if you:

dismiss her or treat her unfairly because she tried to exercise her right to time off for antenatal care

unreasonably refuse her time off for antenatal care

deny her normal rate of pay during such time off

A pregnant employee can bring a claim regardless of whether or not:

she actually has exercised the right to paid time off for antenatal care

that right has actually been infringed

All she has to have done is act in good faith in seeking to assert the right.

See pregnant workers, dismissal and discrimination.

Time off to accompany to antenatal appointments

Following changes to the Work and Families Act (Northern Ireland) 2015, both employees and Agency workers, who have a qualifying relationship with the pregnant woman or her expected child, have the right to unpaid time off to attend up to two antenatal appointments. an agency worker will have rights to antenatal medical appointments and antenatal classes, after completing a 12-week qualifying period on the same assignment if they cannot reasonably arrange them outside working hours. The employee or agency worker must request the time off and cannot simply rely on these provisions as an after-the-fact justification for the absence from work.

A person in a qualifying relationship would include:

the husband or civil partner of the pregnant woman

a person who lives with the pregnant woman in an enduring family relationship (including same-sex couples) but is not a relative of that woman

the father of the expected child

a woman who is deemed to be the parent of the expected child under the Human Fertilisation and Embryology Act 2008

either of the intended parents who are expecting a child from a surrogate mother and who are eligible for and intend to apply for a Parental Order (or have obtained such an Order)

The time off for each appointment is capped at 6.5 hours.

Spouse or civil partner

Although the regulations state that a person is in a qualifying relationship with a pregnant woman if he or she is the husband or civil partner of that woman, it is presumably the case that this category would also extend to the wife of the pregnant woman. Paragraph 7.1 of Part 2 of the Marriage (Same-sex Couples) and Civil Partnership (Opposite-sex Couples) (Northern Ireland) Regulations 2019, provides that any reference in legislation to a person who is married is to be read as including a reference to a person who is married to a person of the same sex.
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Pregnant workers, dismissal and discrimination

How employers can ensure they stay on the right side of sex discrimination law and appropriately 91�㽶��ɫ��Ƶ pregnant workers.
You must not treat a worker unfairly because she is pregnant. This may result in a claim of sex discrimination. Such unfair treatment includes dismissal.

Pregnancy and dismissal

It is an automatically unfair dismissal if you dismiss - or select for redundancy - an employee solely or mainly:

for a reason relating to her pregnancy

because she tried to assert her right to paid time off for antenatal care - see employees' right to paid time off for antenatal care

Only employees can claim unfair dismissal, but all workers can claim unlawful sex discrimination if they are dismissed or treated unreasonably for a reason relating to their pregnancy.

Sex discrimination

It amounts to unlawful sex discrimination if you:

treat a pregnant worker unfairly for a reason relating to her pregnancy

dismiss a pregnant worker solely or mainly for a reason relating to her pregnancy

dismiss - or select for redundancy - a pregnant employee solely or mainly for a reason relating to her pregnancy

dismiss - or select for redundancy - a pregnant employee solely or mainly because she tried to assert her right to paid time off for antenatal care - see employees' right to paid time off for antenatal care

refuse to interview or employ a job applicant solely or mainly on the grounds that she is pregnant (or you believe that she may be, or may become, pregnant)

You can never justify this type of discrimination.

As pregnancy-related dismissals are discriminatory, it's likely that a pregnant employee would not only claim unfair dismissal but also unlawful sex discrimination. There is a limit on the amount of compensation a tribunal can award for unfair dismissal but not for unlawful discrimination.

A pregnant worker would only be able to claim unlawful sex discrimination, but there is still no limit on any tribunal compensation they might receive.

.
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Breastfeeding and the workplace

How employers can 91�㽶��ɫ��Ƶ employees to continue breastfeeding on their return to work after maternity leave.
There are business benefits for employers who take proactive steps to discuss and promote breastfeeding with employees returning from maternity leave to help facilitate their transition back to work.

Business benefits

Increased motivation of employees and a better working culture, leading to greater flexibility and better communication.

Health and wellbeing benefits to your employees.

Reduction in absenteeism and staff turnover.

Increased quality, greater levels of innovation and creativity, and improved productivity.

Overall improved customer service.

Raised public image of the company and competitive advantage, making it more attractive as an employer of choice.

Contributes to an inclusive working culture.

Breastfeeding and rest periods

Employers are required by law to provide somewhere for breastfeeding employees to rest. Where necessary, this should include somewhere for them to lie down.

Although there is no legal right for an employee to take time off from their job in order to breastfeed, express milk for storage and later use, or take rest periods you should consider adapting working hours to enable an employee to continue to breastfeed or express milk. A refusal to adapt working hours could be indirect sex discrimination unless the employer can show the refusal is justified by the needs of the business.

Breastfeeding facilities

Employers are legally required to provide somewhere for breastfeeding employees to rest. Where necessary, this should include somewhere for them to lie down. Employers should consider providing a private, healthy and safe environment for employees to express and store milk, for example, it is not suitable for new mothers to use toilets for expressing milk.

Breastfeeding workplace policy

It is good practice to have a written workplace policy on breastfeeding clearly outlining the employer and employee's responsibilities. This will provide clarity around how requests can be made and will be considered by the employer. This will assist you in making objective, correct, and fair decisions. Implementing such a workplace policy demonstrates your principles and commitment as an employer to 91�㽶��ɫ��Ƶing employees who are breastfeeding to help create a positive and inclusive workplace where discrimination in any form is unacceptable and will not be tolerated.

Workplace health and safety for breastfeeding employees

There may be a number of risk factors in the workplace that may be harmful to a breastfeeding employee or her child’s health. You should take steps to identify these risks and consider how you can remove them for the safety of your employees.

For further information, see health and safety of pregnant workers.
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Fertility treatment and the workplace

How employers can 91�㽶��ɫ��Ƶ employees undergoing fertility treatment.

A woman undergoing fertility treatment, such as in vitro fertilisation (IVF), is treated as being pregnant after fertilised eggs have been implanted. If the implementation fails, the protected period, during which a woman must not be treated unfavourably on the grounds of her pregnancy, ends two weeks later.

It is unlawful sex discrimination for employers to treat a woman less favourably because she is undergoing fertility treatment or intends to become pregnant. A woman will be entitled to paid time off for antenatal care only after the fertilised embryo has been implanted. See .

Supporting employees going through fertility treatment

For employees undertaking fertility treatment, it can be a long and difficult road both emotionally and physically. There will be obvious practicalities of medical appointments, getting used to new medications, and perhaps undergoing medical procedures. Employer understanding, 91�㽶��ɫ��Ƶ, and flexibility can often make a significant difference to someone at a difficult and potentially challenging time of their life. It's not just women who may require 91�㽶��ɫ��Ƶ, their partner may also require 91�㽶��ɫ��Ƶ and understanding in their difficult journey through fertility treatment.

Due to the personal nature of fertility treatment, employers should recognise and respect that employees have a right to privacy and may choose not to ask for 91�㽶��ɫ��Ƶ or wish for the matter to remain confidential. However, developing a compassionate culture with explicit 91�㽶��ɫ��Ƶ for employees going through fertility treatment can help overcome the taboo and encourage individuals to access the 91�㽶��ɫ��Ƶ they need.

Having a clear policy in place which tells people about the 91�㽶��ɫ��Ƶ the employer can offer, might go some way to breaking down the barriers, provided they feel their employer can be trusted to treat them fairly and they won't be penalised in some way. Raising awareness of fertility treatment amongst your workforce and equipping line managers on what to say and how to offer 91�㽶��ɫ��Ƶ through appropriate education and training can also help employees open up and feel comfortable asking for help.

.

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How to develop an employee value proposition

Employee value proposition

In this guide:

Components of an employee value proposition

Helping employers understand the key elements that make up an attractive employee value proposition.

Your employee value proposition should help your organisation stand out from the crowd and be unique to what your business does and how it does it. The proposition should aim to maximise staff performance, motivation, and commitment.

What makes up an employee value proposition?

Several components make up the employee value proposition, including:

Salary compensation

Financial compensation includes the salary, bonuses, pension, and share schemes that your organisation offers. You should develop a compensation system based on fairness and equality. Salary transparency, where staff can understand how their salary is determined, can also help build trust throughout your organisation.

If your company cannot meet the high salaries of competitors, you can use the other non-monetary components of your employee value proposition to make up for this. Compensation in monetary terms isn’t always the motivation for job hunters, so ensure that your employee value proposition works as a whole package.

Lifestyle and wellbeing benefits

You can 91�㽶��ɫ��Ƶ your employees in achieving a healthy work-life balance, including holidays, paid time off, retirement plans, and flexible working. There is no one-size-fits-all approach, as your staff will be at different stages of their lives, but engaging with a broad range of workers can help develop a fair and attractive policy for all employees.

Some other wellbeing benefits may include offering mental health 91�㽶��ɫ��Ƶ, compassionate leave, additional holiday time, health insurance, cycle-to-work schemes, or gym memberships.

Positive work environment and culture

Your employee value proposition should outline how you strive to create a working environment where staff are happy, valued, and motivated to perform to the highest level of their ability. You could offer rewards as recognition of an employee's hard work. You could consider opportunities to encourage staff to collaborate and work effectively in teams.

Consider the options for office and home-working alongside where staff do their best work. Can employees work remotely or choose a hybrid model? For office-working employees, consider how the office surroundings contribute to helping employees do their best work and collaborate if needed, eg, break-out areas, meeting rooms, and other onsite facilities.

Support and growth opportunities

Staff require the 91�㽶��ɫ��Ƶ and the means to do their job in a physically and psychologically safe environment. Outline how you will train and 91�㽶��ɫ��Ƶ new employees and offer the equipment necessary for all staff to do their jobs. Commit to training line managers on how they can best 91�㽶��ɫ��Ƶ their staff and address any issues that might arise in the workplace.

Your employee value proposition could also outline your commitment to career development for all staff and how they can access the learning and development opportunities to improve and progress. Effective performance management, internal promotions, and mentoring opportunities can offer employees the motivation and 91�㽶��ɫ��Ƶ they need to develop their skills and further their careers in your organisation.

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Advantages of an employee value proposition

The benefits to employers and businesses of developing and marketing an employee value proposition to attract, retain, and engage with staff.
By developing a strong and attractive employee value proposition, employers can retain valuable staff by engaging and motivating them to do their best for their organisation. Your employee value proposition can also be used as a branding tool to help you attract the staff with the skills and values you desire that can make your business a success.

When staff don’t feel valued or engaged, they can become demotivated and look for alternative employment. If this is not addressed, your organisation could see a high turnover of staff.

Employee value proposition: business benefits

An attractive employee value proposition can bring advantages to your organisation across key areas, including:

Staff retention

reduces staff turnover

retains existing staff with valuable skills and experience

saves you the time and money needed to replace and train new staff

helps to build trust as staff feel more valued and invested in by management

gives employers a better understanding of their employees and what motivates them

Performance

helps employers develop deeper connections with staff

increases staff motivation, commitment, and loyalty

boosts the productivity and financial performance of the business

builds mutual trust across the organisation from management to staff and between colleagues and different teams

helps foster a workplace culture that has a strong people focus

enables your staff to grow, which in turn can help your business grow

can help develop flexibility that can make your business more agile

helps to maximise employee health and wellbeing, and less sickness absence days

makes your business more attractive to customers and suppliers

Attracting new staff

helps you attract top talent to join your business

gives prospective employees a vision of what it would be like to work for you

makes your recruitment process more effective and efficient, as you will appeal to people who are aligned with your organisation's values and culture

gives you a competitive advantage in the job market as it helps to distinguish your organisation from your rivals as an employer of choice

develops staff advocacy - staff become brand ambassadors for your organisation, highlighting to prospective new staff why they enjoy working for your organisation
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How to develop an employee value proposition

How employers can develop and communicate a winning employee value proposition to help them attract, retain, and engage staff.
There are practical steps employers can take to develop, introduce, and effectively communicate an employee value proposition to retain and engage with existing staff and attract new talent.

Steps to take to develop an employee value proposition

1. Assess current perceptions

Begin by considering the potential candidates that your business is trying to attract. Ask yourself questions like:

What would be their perspective of your organisation?

What would attract them to apply to work for you?

What would put them off?

Asking yourself these questions and examining how you are currently addressing the components of an employee value proposition will help you evaluate where your organisation is and where you want to go with your proposition. At exit interviews, ask staff why they are leaving your company and if there is something that you could change or introduce that would encourage them to stay.

Identify your target audience when developing your employee value proposition. Know your audience and what they value in an employer. This approach will help you attract the right talent and understand how to communicate effectively with your ideal candidates. A clearly defined employee value proposition will highlight your offering.

2. Identify what makes your organisation unique

Identify key characteristics that make your organisation stand out from your competitors. Consider what you can offer that no one else can.

You can coordinate internal research by asking current staff for their opinion on why they enjoy working for you and suggested areas for improvement, such as culture, flexibility, and professional development. You could form staff focus groups and run staff surveys to understand staff views across the organisation.

Examining competitor offerings will help define how you can set yourself apart. External insights, including industry reports, surveys, and recruitment data, can guide you on emerging trends, employee preferences, and expectations.

3. Benchmark

Look for examples of how other companies have successfully developed employee value propositions. Ask questions like:

What do they offer that makes them attractive to potential recruits?

What do they offer that we don't have?

What is their company culture?

What is it like to work there?

How do they 91�㽶��ɫ��Ƶ staff with learning, development, and career progression?

What compensation and benefits do they offer?

You could pick and choose offerings you’ve identified from other employers that you think could work as part of your employee value proposition.

4. Align your employee value proposition with your company values, mission, and goals

Align your employee value proposition with your core business values and organisational culture. This will give your organisation a sense of purpose, cohesion, and direction. When your employee value proposition is aligned with your company values, it reinforces its ability to attract and retain employees.

Clearly outline what you want your employee value proposition to achieve and how this is linked to the overall values, mission, and goals of your organisation. Do you want your employee value proposition to reduce employee turnover? Do you want it to help you attract better candidates for job vacancies? Do you want your employee value proposition to boost staff engagement, morale, and productivity?

It may be a combination of these, but if you are clear from the start what your goals are, it will be easier to measure the impact of your employee value proposition.

5. Commit to your employee value proposition

If you are going to put the time and effort into developing an employee value proposition, you should ensure you put it into practice and are proud to promote it. Ensure that senior management is bought into it and help to promote your employee value proposition whenever the opportunity arises.

You could set up a staff forum that takes ownership of the employee value proposition. This can help identify what is working and what is not as your offering evolves with the demands and expectations of the job market.

6. Make your employee value proposition inclusive

You want your employee value proposition to be fair and inclusive for all. A good employee value proposition contains different elements so that it appeals to employees of different ages, genders, cultures, and functions. Everyone is different, so you want to create a range of offerings that appeal to people with different needs but also include core offerings that have a broad appeal and uphold the essence of your employee value proposition.

Ensure you don't discriminate with your benefits offering. Employee benefits that increase based on the length of service, eg, incremental pay scales and extra holidays, may fall foul of discrimination laws as they favour older workers. See age discrimination.

7. Communicate and market your employee value proposition

Make it easy for people to find your employee value proposition. Clearly outline your employee value proposition on your company website - highlight the benefits and perks you offer and develop a narrative on why your organisation is a great place to work.

Support this with real-life examples of your employee value proposition, eg, short videos of why staff enjoy working for your organisation. Host these on your company website, perhaps on a dedicated careers or teams web page. You could promote it across your social media channels. You should also include details of your employee value proposition in recruitment materials and use it as a marketing opportunity at local job fairs.

8. Measure the success and seek feedback from staff

Assess the impact of your employee value proposition. Identify key performance indicators to help you measure the impact of your employee value proposition. Collect and analyse data on employee turnover, staff satisfaction, employee performance, productivity, the number of candidates applying for vacancies, and offer acceptance rates. Seek staff feedback and look at staff uptake of development and career progression opportunities.

A strong and effective employee value proposition will be reviewed regularly and adjusted accordingly to stay relevant.
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Components of an employee value proposition

Employee value proposition

In this guide:

Components of an employee value proposition

Helping employers understand the key elements that make up an attractive employee value proposition.

Your employee value proposition should help your organisation stand out from the crowd and be unique to what your business does and how it does it. The proposition should aim to maximise staff performance, motivation, and commitment.

What makes up an employee value proposition?

Several components make up the employee value proposition, including:

Salary compensation

Financial compensation includes the salary, bonuses, pension, and share schemes that your organisation offers. You should develop a compensation system based on fairness and equality. Salary transparency, where staff can understand how their salary is determined, can also help build trust throughout your organisation.

If your company cannot meet the high salaries of competitors, you can use the other non-monetary components of your employee value proposition to make up for this. Compensation in monetary terms isn’t always the motivation for job hunters, so ensure that your employee value proposition works as a whole package.

Lifestyle and wellbeing benefits

You can 91�㽶��ɫ��Ƶ your employees in achieving a healthy work-life balance, including holidays, paid time off, retirement plans, and flexible working. There is no one-size-fits-all approach, as your staff will be at different stages of their lives, but engaging with a broad range of workers can help develop a fair and attractive policy for all employees.

Some other wellbeing benefits may include offering mental health 91�㽶��ɫ��Ƶ, compassionate leave, additional holiday time, health insurance, cycle-to-work schemes, or gym memberships.

Positive work environment and culture

Your employee value proposition should outline how you strive to create a working environment where staff are happy, valued, and motivated to perform to the highest level of their ability. You could offer rewards as recognition of an employee's hard work. You could consider opportunities to encourage staff to collaborate and work effectively in teams.

Consider the options for office and home-working alongside where staff do their best work. Can employees work remotely or choose a hybrid model? For office-working employees, consider how the office surroundings contribute to helping employees do their best work and collaborate if needed, eg, break-out areas, meeting rooms, and other onsite facilities.

Support and growth opportunities

Staff require the 91�㽶��ɫ��Ƶ and the means to do their job in a physically and psychologically safe environment. Outline how you will train and 91�㽶��ɫ��Ƶ new employees and offer the equipment necessary for all staff to do their jobs. Commit to training line managers on how they can best 91�㽶��ɫ��Ƶ their staff and address any issues that might arise in the workplace.

Your employee value proposition could also outline your commitment to career development for all staff and how they can access the learning and development opportunities to improve and progress. Effective performance management, internal promotions, and mentoring opportunities can offer employees the motivation and 91�㽶��ɫ��Ƶ they need to develop their skills and further their careers in your organisation.

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Advantages of an employee value proposition

The benefits to employers and businesses of developing and marketing an employee value proposition to attract, retain, and engage with staff.
By developing a strong and attractive employee value proposition, employers can retain valuable staff by engaging and motivating them to do their best for their organisation. Your employee value proposition can also be used as a branding tool to help you attract the staff with the skills and values you desire that can make your business a success.

When staff don’t feel valued or engaged, they can become demotivated and look for alternative employment. If this is not addressed, your organisation could see a high turnover of staff.

Employee value proposition: business benefits

An attractive employee value proposition can bring advantages to your organisation across key areas, including:

Staff retention

reduces staff turnover

retains existing staff with valuable skills and experience

saves you the time and money needed to replace and train new staff

helps to build trust as staff feel more valued and invested in by management

gives employers a better understanding of their employees and what motivates them

Performance

helps employers develop deeper connections with staff

increases staff motivation, commitment, and loyalty

boosts the productivity and financial performance of the business

builds mutual trust across the organisation from management to staff and between colleagues and different teams

helps foster a workplace culture that has a strong people focus

enables your staff to grow, which in turn can help your business grow

can help develop flexibility that can make your business more agile

helps to maximise employee health and wellbeing, and less sickness absence days

makes your business more attractive to customers and suppliers

Attracting new staff

helps you attract top talent to join your business

gives prospective employees a vision of what it would be like to work for you

makes your recruitment process more effective and efficient, as you will appeal to people who are aligned with your organisation's values and culture

gives you a competitive advantage in the job market as it helps to distinguish your organisation from your rivals as an employer of choice

develops staff advocacy - staff become brand ambassadors for your organisation, highlighting to prospective new staff why they enjoy working for your organisation
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How to develop an employee value proposition

How employers can develop and communicate a winning employee value proposition to help them attract, retain, and engage staff.
There are practical steps employers can take to develop, introduce, and effectively communicate an employee value proposition to retain and engage with existing staff and attract new talent.

Steps to take to develop an employee value proposition

1. Assess current perceptions

Begin by considering the potential candidates that your business is trying to attract. Ask yourself questions like:

What would be their perspective of your organisation?

What would attract them to apply to work for you?

What would put them off?

Asking yourself these questions and examining how you are currently addressing the components of an employee value proposition will help you evaluate where your organisation is and where you want to go with your proposition. At exit interviews, ask staff why they are leaving your company and if there is something that you could change or introduce that would encourage them to stay.

Identify your target audience when developing your employee value proposition. Know your audience and what they value in an employer. This approach will help you attract the right talent and understand how to communicate effectively with your ideal candidates. A clearly defined employee value proposition will highlight your offering.

2. Identify what makes your organisation unique

Identify key characteristics that make your organisation stand out from your competitors. Consider what you can offer that no one else can.

You can coordinate internal research by asking current staff for their opinion on why they enjoy working for you and suggested areas for improvement, such as culture, flexibility, and professional development. You could form staff focus groups and run staff surveys to understand staff views across the organisation.

Examining competitor offerings will help define how you can set yourself apart. External insights, including industry reports, surveys, and recruitment data, can guide you on emerging trends, employee preferences, and expectations.

3. Benchmark

Look for examples of how other companies have successfully developed employee value propositions. Ask questions like:

What do they offer that makes them attractive to potential recruits?

What do they offer that we don't have?

What is their company culture?

What is it like to work there?

How do they 91�㽶��ɫ��Ƶ staff with learning, development, and career progression?

What compensation and benefits do they offer?

You could pick and choose offerings you’ve identified from other employers that you think could work as part of your employee value proposition.

4. Align your employee value proposition with your company values, mission, and goals

Align your employee value proposition with your core business values and organisational culture. This will give your organisation a sense of purpose, cohesion, and direction. When your employee value proposition is aligned with your company values, it reinforces its ability to attract and retain employees.

Clearly outline what you want your employee value proposition to achieve and how this is linked to the overall values, mission, and goals of your organisation. Do you want your employee value proposition to reduce employee turnover? Do you want it to help you attract better candidates for job vacancies? Do you want your employee value proposition to boost staff engagement, morale, and productivity?

It may be a combination of these, but if you are clear from the start what your goals are, it will be easier to measure the impact of your employee value proposition.

5. Commit to your employee value proposition

If you are going to put the time and effort into developing an employee value proposition, you should ensure you put it into practice and are proud to promote it. Ensure that senior management is bought into it and help to promote your employee value proposition whenever the opportunity arises.

You could set up a staff forum that takes ownership of the employee value proposition. This can help identify what is working and what is not as your offering evolves with the demands and expectations of the job market.

6. Make your employee value proposition inclusive

You want your employee value proposition to be fair and inclusive for all. A good employee value proposition contains different elements so that it appeals to employees of different ages, genders, cultures, and functions. Everyone is different, so you want to create a range of offerings that appeal to people with different needs but also include core offerings that have a broad appeal and uphold the essence of your employee value proposition.

Ensure you don't discriminate with your benefits offering. Employee benefits that increase based on the length of service, eg, incremental pay scales and extra holidays, may fall foul of discrimination laws as they favour older workers. See age discrimination.

7. Communicate and market your employee value proposition

Make it easy for people to find your employee value proposition. Clearly outline your employee value proposition on your company website - highlight the benefits and perks you offer and develop a narrative on why your organisation is a great place to work.

Support this with real-life examples of your employee value proposition, eg, short videos of why staff enjoy working for your organisation. Host these on your company website, perhaps on a dedicated careers or teams web page. You could promote it across your social media channels. You should also include details of your employee value proposition in recruitment materials and use it as a marketing opportunity at local job fairs.

8. Measure the success and seek feedback from staff

Assess the impact of your employee value proposition. Identify key performance indicators to help you measure the impact of your employee value proposition. Collect and analyse data on employee turnover, staff satisfaction, employee performance, productivity, the number of candidates applying for vacancies, and offer acceptance rates. Seek staff feedback and look at staff uptake of development and career progression opportunities.

A strong and effective employee value proposition will be reviewed regularly and adjusted accordingly to stay relevant.
Also on this site

Implement staff incentive schemes

How to be an engaging manager

Control staff turnover

Lead and motivate your staff

Business values

Primary parent

Staff motivation

Content category

Employment and skills
Source URL
/content/how-develop-employee-value-proposition

Links

Read more about Components of an employee value proposition

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Neurodivergent, neurodiversity and neurotypical: a guide to the terms

Defining neurodiversity, neurodivergent, and neurotypical

Neurodiversity

Neurodivergent

Neurotypical

Types of neurodivergency

Autism or Autism Spectrum Condition (ASC)

Attention Deficit Hyperactivity Disorder (ADHD) or Attention Deficit Disorder (ADD)

Dyscalculia

Dyslexia

Dyspraxia

Dysgraphia

Misophonia

Slow processing speed

Tourette’s syndrome

Your staff as individuals

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Advantages of neurodivergency in the workplace

Recognised strengths of neurodivergent people

Benefits of employing neurodivergent staff

Increased innovation and creativity

Enhanced problem solving

Increased productivity

A wider range of talent and skills

More effective recruitment

Staff retention

Teamwork and inclusiveness

Build a strong business reputation

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Support and manage neurodivergent staff

How to 91�㽶��ɫ��Ƶ neurodivergent staff

Understand your legal obligations

Offer reasonable adjustments

Embrace flexible working

Create a workplace open and 91�㽶��ɫ��Ƶive of neurodiversity

Provide training on neurodiversity

Develop a diversity, equality, and inclusion workplace policy

Adapt management styles for neurodiversity

Offer mental health 91�㽶��ɫ��Ƶ

Establish a neurodivergent employee resource group

Managing neurodivergency in the workplace

Consider staff needs at an individual level

Adapt management style

Match job roles with skills

Workplace redesign

Foster an inclusive workplace culture

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Neurodiversity in the workplace

Employing and 91�㽶��ɫ��Ƶing neurodivergent staff | AMC Training & Consultancy

Flexible recruitment process

Taking on neurodivergent talent

Supporting neurodivergent talent

The benefits of neurodivergent talent to our business

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Introduction

Advantages of improved work-life balance

Work-life balance advantages for employees

Work-life balance advantages for businesses

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Identify work-life balance problems

How to recognise poor employee work-life balance

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Create a healthy work-life balance

How to 91�㽶��ɫ��Ƶ staff with a healthy work-life balance

Set clear working hours

Clearly define job roles

Make working processes more efficient

Set an example for staff

Recognise and reward a job well done

Communicate effectively

Provide 91�㽶��ɫ��Ƶ and training

Consider flexible working options

Promote staff health and wellbeing

Develop a culture that respects work-life balance