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I would like to receive newsletters, event invitations and publications from Thomson Snell & Passmore by email on the following topics (tick all those that apply) and consent for my data to be processed for this purpose.

We respect your privacy and want news to be relevant. To either, click here or update your preferences by emailing us at info@ts-p.co.uk. Your personal data shall be treated in accordance with our & .

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By submitting an enquiry through 'get in touch' your data will only be used to contact you regarding your enquiry. If you would like to receive newsletters from Thomson Snell & Passmore please use the separate form below.

  • Overview

    We know that any redundancy process is difficult for employers and employees alike. Employers are required by law to consult extensively not just on the need to reduce workforce roles or create new ones to better align with the business feature needs, but also pools for selection, selection criteria and application of that criteria and suitable alternative employment. Our experienced team are experts at planning and carrying out collective and individual redundancy processes in a way that is efficient and effective for all involved.

    We regularly help clients navigate the complexities of employment law, offering practical advice to ensure that the correct redundancy procedure is followed. Getting the process wrong can be expensive, very time consuming and harm the reputation of any employer. We help make sure employers do not ignore their collective information and consultation obligations and minimise the risk of any wrongful, unfair dismissal and discrimination claims down the line.

    Our extensive experience and expertise includes:

    • Individual and collective redundancies, ranging from single employees to hundreds
    • Managing employee consultations, including working with unions and other elected representatives
    • Defining pools for selection
    • Creating and applying a fair redundancy selection process
    • Suitable alternative employment
    • Statutory redundancy payments
    • Changing terms and conditions
    • Temporary lay-offs and short-time working
    • Business transfers and outsourcing (TUPE regulations)
    • Defending unfair dismissal and discrimination claims at Tribunals.


    Frequently asked questions

    How does the consultation process work?

    Failure to conduct a proper consultation process could result in claims of unfair dismissal and even discrimination, so it is important to get it right. You must consult with all employees who could be affected by redundancy, although there are different considerations to factor in depending on how many redundancies you plan to make. It is also important to remember that you must not present your final (decided upon) redundancy plans at the start of the consultation process.

    Consultations can take place face to face, using video conferencing or over the phone and should involve explaining the situation to employees and the business’s proposals getting their feedback, which should be worked into final plans.

    If you are planning to make 20 or more employees redundant within 90 days, you must inform and consult with any trade unions or employee representatives over 30 days. 45 days if 100+ are at risk of redundancy.  

    Don’t forget that you must also consult with any employees who are currently on maternity leave.

    In collective redundancy cases, you can only give notice of redundancy related termination of employment once the consultation process has finished and a minimum time period has elapsed since the start of the consultation process – 30 days for between 20 to 99 redundancies and 45 days for 100 or more.

    How do I select employees for redundancy?

    It is very important to select employees for redundancy in an objectively fair way and not discriminate on grounds of a protected characteristic. For example, you must not select employees because of e.g.  their age, disability, race, sex, religion or part-time employment status.

    Instead, it is best practice to base selection criteria on standards of work, attendance record and disciplinary record. Giving increased weighting to the selection scores where necessary.

    How much notice do I have to give?

    Notice can only be given once you have finished consulting everyone and in cases of collective redundancies, the relevant minimum period has passed.

    The length of notice will depend on how long the employee has worked for you, as well as the individual terms of their contract.

    How do I calculate redundancy pay?

    Again, this will depend on how long the employee has worked for you, their age and also the terms of their contract. You can use our redundancy pay calculator.



       

  • Related Client Stories

    Negotiating a redundancy agreement

    An employee of an insurance company in London approached the Employment team after receiving a settlement agreement. Alexander Millward and Eleanor Hobbs were instructed on this matter.

    When is it appropriate to settle an employment tribunal claim?

    There are times when an employer needs to, and should, take a stand when facing a claim in the employment tribunal and there are times when it makes commercial sense to settle.

    Turning a negative employment situation into something positive

    Our employment team represented a senior director in relation to the abrupt termination of his employment, successfully assisting him in obtaining funding for High Court proceedings and negotiating a six figure compensation package for him.

    Procter Consultancy Limited

    This case study demonstrates the expertise of our Corporate, Commercial, and Employment teams who together advised the shareholders of Proctor Consultancy Limited on the acquisition of Procter by Imparta Limited. The case study is an example of how we can work closely with a client to achieve the intended result, however complex the transaction and however short the timetable is.

  • Latest Updates

Newsletter Sign Up

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We respect your privacy and want news to be relevant. To either, click here or update your preferences by emailing us at info@ts-p.co.uk. Your personal data shall be treated in accordance with our & .

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By submitting an enquiry through 'get in touch' your data will only be used to contact you regarding your enquiry. If you would like to receive newsletters from Thomson Snell & Passmore please use the separate form below.

Clearly understood the issues, explained to me what I was not really familiar with and confirmed that my understanding of certain aspects was indeed correct.

Client

Clear concise advice and the negotiated removal of a number of unpleasant clauses to my benefit.

Client

Provided high quality advice!

Client

All the advice given was structured toward the type of business that we are.

Client

Very prompt and responsive both during and after business hours, to successfully progress the case to agreement within a short time period and to schedule

Client

I came away understanding the background to the advice given, and I am happy that this takes into account my best interests

Client

I came away understanding the background to the advice given, and I am happy that this takes into account my best interests

Client

Quick response, talked me through the process as this situation was new to me. Discussed options throughout and gave good advice

Client
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