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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business...
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This policy is to be used where the business expects its employees to be reimbursed for certain work-related expenditure which is required to fulfil the requirements of the role.
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This policy is to be used where the business may require its employees to undertake national or international travel to fulfil the requirements of the role.
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This document should be used in situations where the nature of your business means that you are unable to predict exactly how many staff you need to work at any one time. This agreement is similar to a normal contract of employment in that it sets out rights and levels of wages etc, but it makes clear that you cannot guarantee any set hours that the worker will be required to work. These sort of contracts are often used in seasonal or retail working environments where business can reduce at certain periods. Although some controversy has been associated with the use of zero hours contracts, they are an effective way for small business that rely on seasonal business to manage their staffing levels whilst ensuring that they remain profitable.
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This sets out a company’s policy for implementing disciplinary proceedings against an employee. This agreement should be given to employees when their employment commences. This agreement sets out the company’s and the employee’s rights and what the process the company will follow in the event that the employee’s behaviour necessitates disciplinary action.
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This document should be used where an employee is being employed on a fixed term basis. Where an employee is being employed on a permanent basis, an Employment Contract (permanent) should be used. Where an employee is being employed on a part-time basis, an Employment Contract (part-time) should be used.
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This document should be used where an employee is being employed on a permanent basis. Where an employee is being employed on a fixed term basis, an Employment Contract (fixed term) should be used. Where an employee is being employed on a part-time basis, an Employment Contract (part-time) should be used.
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This document should be used where an employee is being employed on a part-time basis. Where an employee is being employed on a fixed term basis, an Employment Contract (fixed term) should be used. Where an employee is being employed on a permanent basis, an Employment Contract (permanent) should be used.
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This letter forms part of a disciplinary procedure when an employee’s conduct is unsatisfactory. This letter would normally be the fourth stage in a five stage disciplinary process. Usually the disciplinary process is: informal verbal warning, formal verbal warning (Verbal Warning Confirmation Letter (misconduct)), first written warning (First Warning Letter (misconduct)), final written warning and then potentially summary dismissal. This letter is used when an employee has either failed to improve following the earlier stages of the disciplinary process, or if they have behaved in such a way that means that the earlier stages of disciplinary action are disproportionate when compared to their behaviour. This letter is essentially a final warning to the employee that if they fail to correct their behaviour, then further disciplinary action and possibly dismissal may follow.
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To be used as part of a company’s disciplinary process. In the event that informal verbal warnings about an employee’s conduct have failed to correct it, a company would escalate the matter to the first written warning stage. This is the first stage of formal disciplinary action. It is normal for a company to issue a first written warning, then a final written warning then move to dismissal. In some cases an employee’s actions may be so serious that informal action is not appropriate and it may be deemed suitable to move straight to a written warning.
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This letter forms part of a disciplinary procedure when an employee’s performance is unsatisfactory. This letter would normally be the fourth stage in a five stage disciplinary process. Usually the disciplinary process is: informal verbal warning, formal verbal warning (Verbal Warning Confirmation Letter (poor performance)), first written warning (First Warning Letter (poor performance)), final written warning and then potentially summary dismissal. This letter is used when an employee has either failed to improve following the earlier stages of the disciplinary process, or if they have behaved in such a way that means that the earlier stages of disciplinary action are disproportionate when compared to their behaviour. This letter is essentially a final warning to the employee that if they fail to improve their performance, then further disciplinary action and possibly dismissal may follow.
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This policy is for employees to follow should they be unhappy about an aspect of their employment and wish to raise a complaint. This policy sets out how the employee should go about raising a formal complaint (or grievance) with the employer. An employee raising a formal grievance should do so in writing to management.
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To be used as part of a company’s disciplinary process. In the event that informal verbal warnings about an employee’s performance have failed to improve it, a company would escalate the matter to the first written warning stage. This is the first stage of formal disciplinary action. It is normal for a company to issue a first written warning, then a final written warning then move to dismissal. In some cases, an employee’s performance may be so poor that informal action is not appropriate and it may be deemed suitable to move straight to a written warning.
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This document should be used to offer someone a job following an interview. It should be accompanied with either a contract of employment or terms of employment.
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This document is used to appoint a non-executive director to the company’s board of directors. It is a contract for services, not a contract of employment; if the non-executive director is to be employed by the company then a contract of employment needs to be used. It sets out the main terms of appointment.