A medium sized district council in the West Country.
With the planned changes to the client’s business, customer service, HR and licencing departments were transferring to a new service provider and the employees providing the service would also transfer under TUPE regulations.
However, there was a TUPE challenge, whereby as HR was transferring it was not felt appropriate for them to be responsible for supporting the transfer. The new service provider also did not feel some of the roles fitted the new service provision, and there were possible redundancies; therefore it was felt that there was possibly not the required level of experience of dealing with TUPE within the current HR team.
Some colleagues decided to take voluntary redundancy, whilst other colleagues transferred to the new service provider. The transfer went well and the employees have been very happy with their new employer.
Large city council, employing 8000+ staff, in health and social care, neighbourhood’s, corporate services and children and young people’s services.
An existing female employee was appointed into a new role as social worker. She initially developed a good working relationship with her new manager and team. After a few months of working, her line manager, who was male began becoming over-friendly, leering at her across the offices, and regularly would touch her inappropriately. He also was over-familiar when speaking with her, even making indecent jokes. On several occasions, he had sent emails, which she found had an inappropriate content.
She tried to raise her concerns initially informally, but she was not happy with the outcome, and felt victimised and the inappropriate behaviour towards her continued. Her GP signed her off work, siting workplace stress as the reason for her sickness. She was off work for an initial two months.
The situation quickly escalated to a formal complaint and an investigation needed to commence in order to reach a resolution and in order for her to return and feel safe in the workplace again.
The manager was found to have carried out inappropriate behaviour of a sexual nature and had continued to harass the employee. The manager was dismissed and the employee soon returned to work and is much happier in the new role.
One of the lessons learnt from the process was that management and employees needed further training to help them understand sexual harassment and how it impacts on individuals and the workplace. Sexual harassment training was provided and there have been no cases since.
A plumbing and heating merchant.
A large senior management theft of money and stock led to the company needing to make redundancies, closing one of its branches.
The company were very appreciative of the support and guidance given which resulted in a calm controlled result after a difficult and turbulent process. The company have since returned to Specialised HR for further advice.
A large independent school, providing education and boarding for 4-18 year olds (boys/girls).
The school already provided a Teacher’s Pension Scheme to the teaching staff but had no pension provision for support staff.
The school had a matter of a few months before their staging date for pension auto enrolment and the small HR team lacked the capacity to implement the scheme.
The Bursar of the school was aware that the school had left it to the late stages to look into available pension schemes and therefore there were few options of schemes left to chose from in the short time frame.
The school met its staging date and provided a scheme that was suitable under pension provisions. All employees have access to a workplace pension now, which they can opt in and out of every 12 months.
A medium size catering equipment supplies company
A member of call centre team was breaching Data Protection legislation. Several customers had complained about the level of unprofessionalism demonstrated by the employee. He had already received informal warnings and his performance remain unchanged. The business was at risk of the breach in Data Protection and the situation could not be sustained.
Met with the Mangers of the call centre function and gained insight into the problem.
The employee was fairly dismissed. The call centre was able to replace his post and continue to provide the level of service necessary to maintain great relationships with their customers. The company has since expanded and I have provided support and guidance for the expansion.
An elderly daycare centre
The client was required to suspend an employee following a report in the media about this particular employee. Their funding from the local council was suspended, pending an investigation into the matter and for them to then meet the minimum standards required; all within an extremely tight timeframe.
Met with the Mangers of the centre to get a good understanding of the issues they were facing.
The matter was fully resolved with the individual receiving a warning. Funding from the council retained, restoring the centre’s reputation in the community.