Unfair dismissal or dismissal not made for good and sufficient cause
|
|
|
- Roberta Wheeler
- 9 years ago
- Views:
Transcription
1 Unfair dismissal or dismissal not made for good and sufficient cause (Recourse provided by section 124 of the Act respecting Labour Standards) Have you been dismissed or is your boss pressuring you to resign? You may be the victim of an unfair dismissal, also called a dismissal not made for good and sufficient cause. In certain circumstances, the Act Respecting Labour Standards (in French, Loi sur les normes du travail) may allow you to contest your dismissal. 1. What is a dismissal? A dismissal occurs when an employer puts a definite end to an employment contract or to the employment relationship with an employee for disciplinary reasons (repeated lateness, insubordination, fraud, theft, etc.), incompetence, or inadequate performance. A dismissal can be masked as a forced resignation, a temporary or permanent lay-off, or a suspension if the employer uses these situations as pretext to put an end to the employment relationship. These masked dismissals are called constructive dismissal. The non-renewal of a contract can also be considered a dismissal if the temporary contract has been renewed at least once. 2. Under which circumstances can an employer put an end to the employment relationship? Not all dismissals are illegal, despite how painful they may be. In certain situations, your employer can legally put an end to your employment, so long as he respects certain principles. If these principles have not been respected, you may file a complaint to contest your unfair dismissal, provided the necessary conditions have been met (see section 4). Here are situations in which an employer can legally put an end to an employment relationship. First, an employer can decide to permanently lay-off an employee (that is to say, put a definite end to the employment relationship for motives exterior to the employee) for the following reasons: economic for example, when a company faces financial difficulties or a substantial drop in revenues; organizational for example, when the reorganization of the company leads to the abolition or fusion of a position; technical for example, when technological innovations lead to the reduction of personnel. Principles to be respected The employer s decision to lay-off a particular employee rather than another (regardless of whether the lay-off is temporary or permanent) should be based on objective criteria. Seniority can be considered but the employer can also base his decision on other criteria such as productivity or general competence. A lay-off should not be used as a pretext to dismiss an employee without sufficient cause or to implement discriminatory measures or sanctions guided by illegal motives. 1
2 Second, in certain circumstances an employer can dismiss an employee for disciplinary reasons. A disciplinary dismissal can be justified by a serious fault or by the accumulation of minor errors. The following examples could justify a dismissal: repeated lateness or absences; errors in the execution of work; negligence; physical or mental incapacity; insubordination; an act of violence committed against a colleague, a superior or a client. Principles to be respected A dismissal is considered to be the capital punishment of the Labour Standards world and should only be the end result of a process call a gradation of sanctions. The employer should begin by warning the employee and then proceed with sanctions of increasing severity, all the while giving the employee reasonable time to learn and make adjustment between warnings and sanctions. There is, however, an exception to this rule: if an employee has committed a serious fault (for example, theft or an act of violence), the employer can dismiss the employee then and there without notice. Third, an employer can proceed with an administrative dismissal if the employee does not correspond (or no longer corresponds) to the position s requirements. Contrary to the disciplinary dismissal, which aims at punishing, the administrative dismissal is a consequence of the involuntary shortcoming of the employee. For example, the employee may be lacking the necessary competence to accomplish the task at hand. Principles to to be be respected As is the case with disciplinary dismissals, the employer must respect certain steps when dismissing an employee for incompetence. The employer must first inform the employee of the company s expectations and policies. If the employer notices an employee s shortcomings, he must explain to the employee what he s doing wrong and provide the necessary support to rectify the situation. The employer must also inform the employee that he could be dismissed if he does not improve within a reasonable period of time. A physical or mental limitation that prevents an employee from accomplishing his work for an extended or indefinite period of time could also be the cause of an administrative dismissal. Principles Did you know? to be respected An employer cannot put an end to an employment relation simply because the employee was sick for a few days, a few weeks or even a few months. Multiple laws protect workers who must take leave from work due to sickness or an accident. Moreover, the employer has the obligation to find a reasonable accommodation in order to keep and employee at work despite his handicap. 2
3 3. When is a dismissal considered unfair (or not made for good and sufficient cause)? As we have seen, all dismissals are not illegal. Here are a few examples of what could be considered an unfair dismissal. You can contest a dismissal if your employer puts an end to your employment without a valid or good and sufficient cause. You can do likewise if your employer did not respect the procedures and principles earlier described (see section 2), even if you admit having committed certain errors. If your employer has pressured you into handing in your resignation or has used a pretext to put an end to your employment relation, this could be considered a constructive dismissal. You can contest such actions if, for example: you have been laid-off and your employer hires someone to fill your position once you leave; your employer is in fact facing financial difficulties but has laid you off, all while keeping other employees at work, without basing his decision on pertinent and objective criteria. Also, provided the situation allows it, your employer should try to avoid a lay-off by offering you a reduction of hours or salary in order to keep you working; your employer pressures you into handing in your resignation by harassing you, or by bringing substantial changes to your employment conditions (for example, by giving you a demotion, by reducing your responsibilities or by significantly cutting your hours, your salary, or the length of your contract); you have a temporary contract that has always been renewed but is all of a sudden no longer renewed. The automatic renewals in the past have transformed your temporary contract into one of indeterminate duration. If your contract is unexpectedly no longer renewed, it could be considered a lay-off (giving you the right to a reasonable notice) or a masked dismissal. 4. How do I contest an unfair dismissal? Where do I file a complaint? If you have been unfairly dismissed, you can file a complaint with the Commission des normes du travail (CNT), provided you satisfy certain conditions (see below). The CNT is the governmental agency responsible for the application of the Act Respecting Labour Standards. The CNT informs both employees and employers as to their rights and obligations and it accepts complaints filed by employees. What are the conditions for filing a complaint with the CNT? To contest an unfair dismissal, you must: be a salaried employee (i.e. not a self-employed worker); have accumulated at least 2 years of uninterrupted service; 3
4 not have an equivalent recourse (for example, one provided by a collective agreement); file a complaint within a maximum period of 45 days, starting from the moment when you became aware of your dismissal. How do I file a complaint? You can file a complaint at the Commission des normes du travail by phone ( ), online ( or by mailing in a written complaint, using a form designed for this purpose. The CNT and Au bas de l échelle can provide you with this form upon request. If I do not satisfy the conditions for filing a complaint with the CNT, does this mean that I cannot contest the actions my employer has taken against me? Not necessarily. Labour law is divided into many different laws, many of which offer protection against such dismissals. Therefore, there may be other legal actions available to you. For example, you could file a complaint against a prohibited practice with the CNT if you have been subjected to reprisals or other sanctions for having exercised a right recognized by the LNT (such as taking a sick leave, demanding that your employer put an end to the psychological harassment you are subjected to, claiming over time pay, etc.). Contact Au bas de l'échelle without delay to find out more. It is important to act quickly because the periods within which you must file a complaint are often very short! 5. What are the steps by which a complaint is treated? The Commission des normes du travail (CNT) begins with a preliminary analysis as to the acceptability of the complaint; that is to say, they make sure you satisfy the conditions for filing a complaint (see section 2). If your complaint is acceptable, the CNT will then offer a session of mediation between you and your employer in an attempt to reach a satisfactory settlement for both parties. This step is done on a purely voluntary basis but we strongly recommend you try it. If no settlement is reached during You want to know more about prohibited practices? Ask for our information guide! You want to know more about mediation? Ask for our information guide! mediation, your file is transferred to the Labour Relations Board, hereafter designated as the Commission des relations du travail (CRT). At this point, your file is handed over to a lawyer from the CNT, who will represent you free of charge. Before the hearing takes place, the CRT offers a second chance to reach a settlement (known as conciliation ), during which your lawyer will be present. If this effort fails as well, the hearing takes place and the commissioner will decide whether or not there was in fact a prohibited practice. It is important to note that if the CNT decides that your complaint is inadmissable, you can either (A) ask for a revision or (B) ask that your file be transferred directly to the CRT. If you chose option B, know that you will not be entitled to free representation by a lawyer from the CNT, which could be the case if the CNT changes its decision as to the admissability of your claim (option A). 4
5 6. What can be obtained by filing a complaint against an unfair dismissal? The Act Respecting Labour Standards enumerates the reparations that a commissioner can grant to the victim of an unfair dismissal. A commissioner can order the employer to reinstate the employee to his previous position (with the same benefits and conditions) and have the employer pay an indemnity equivalent to the salary lost since the dismissal. A commissioner can also render any other decision which appears to be fair and reasonable given the circumstances at hand; for example, the payment of moral or exemplary damages, the payment of an indemnity for the loss of insurance coverage, the payment of job search costs or legal fees, a letter of recommendation, etc. You could use these possible reparations as a guide to formulate the requests you will present to your employer during mediation or pre-trial conciliation. 7. Some practical advice... File your complaint as soon as possible. This will ensure that you have exercised your right within the 45-day delay. In addition, it is usually easier to file the complaint when the events are still fresh in your memory. Write up an account of the events that lead to your dismissal, detailing the time and place of the events and listing the possible witnesses. 5
6 Even if you have been dismissed or have been forced to hand in your resignation, you may nevertheless be eligible for unemployment insurance. Contact a specialized support group to get advice tailored to your situation before filing a request for unemployment insurance. Find out if your employer owes you money: unpaid overtime, indemnity for notice, vacation pay (usually referred to as your 4% or 6% ), etc. If your employer does owe you money, you have one year to file a pecuniary complaint with the CNT. You want to know more about pecuniary complaints? Ask for our information guide! Are you hesitating to file a complaint because you are still employed (for instance, in the case of a masked dismissal) and are fearful of your employer s reaction? Know that you could file another recourse (i.e., a recourse for a prohibited practice) if your employer takes disciplinary measures against you for having exercised one of your rights recognized by the Act Respecting Labour Standards (i.e., the right to exercise a recourse against an unfair dismissal). If your employer wants you to sign a document when you are dismissed, ask for some time to think about it, regardless of the document. In addition, ask for a copy of the document to be signed and consult a lawyer. Be especially skeptical if your employer insists that you sign the document immediately or if he refuses to give you a copy. Your employer is obliged to give you a certificate of employment, provided you ask for it. This certificate should detail the nature of your job and the period during which you occupied the position, as well as the company s coordinates. If the employer refuses to give you this certificate, contact the CNT and file an administrative complaint. It is important to note that your employer is not obliged to give you a letter of recommendation describing his appreciation of your conduct or the quality of your work. If you have been laid-off, try to stay in contact with some colleagues from work in order to know if your employer has hired someone to replace you, in which case your lay-off may be a masked dismissal (also called constructive dismissal ). Know that you have the obligation to minimize your losses after your dismissal by actively looking for a new job (and keeping the proof thereof); otherwise, the commissioner will substantially reduce the indemnity you receive. Check to see if you can file another complaint with the CNT, the Commission des droits de la personne et de la jeunesse (CDPDJ) or the Commission de la santé et de la sécurité du travail (CSST). The more complaints you file, the more leverage you can have during negotiations. Call Au bas de l'échelle for more information! Au bas de l échelle is a defense group for non-unionized workers. We offer an information service pertaining to your rights in the workplace and we fight to improve working conditions for those who find themselves at the bottom of the ladder! If you share our aspirations and wish to give us support, you can make a charitable donation or become a member of our organisation. Contact us at or visit our website ( to find out more. Last updated: March 18,
Employer & Employee Rights & Responsibilities
Employer & Employee Rights & Responsibilities At COCo, we often receive requests for information about the rights and responsibilities of both employers and employees. Like all other employers in Quebec,
Unfair Dismissals. Termination of Employment Series. Unfair Dismissals
Unfair Dismissals Termination of Employment Series Unfair Dismissals The best protection from unfair treatment in the workplace is to become a union member as unionised employments tend to have better,
Staff Disciplinary Procedure. 1. Principles
Staff Disciplinary Procedure 1. Principles This procedure is to help ensure consistent and fair treatment for all staff and to ensure compliance with natural justice. The supervisor/manager will make preliminary
Termination of employment legislation digest
Please note that this country profile might not reflect the current state of the law on termination of employment. For updated information, you are invited to consult the EPLex database. Termination of
T E R M I N A T I O N O F T H E E M P L O Y M E N T C O N T R A C T
10/08/2015 www.bdo.lu T E R M I N A T I O N O F T H E E M P L O Y M E N T C O N T R A C T Both the employer and the employee may terminate the employment contract provided they comply with the rules stated
Unfair Dismissal Overview Definitions What is a dismissal? Constructive Dismissal not What is unfair dismissal? unfairly dismissed
Unfair Dismissal Overview This module contains information on the new unfair dismissal laws and covers off the following matters: Definitions surrounding unfair dismissal The Small Business Fair Dismissal
THE DOS AND DO NOTS OF UNFAIR DISMISSAL Recent Trends in Labour Court Cases
THE DOS AND DO NOTS OF UNFAIR DISMISSAL Recent Trends in Labour Court Cases In 2007, the Unfair Dismissal Act will be in force for thirty years. Despite this, there is no letup in the number of cases progressing
CONSIDERATIONS FOR USING UNPAID TIME OFF, OR A FURLOUGH
CONSIDERATIONS FOR USING UNPAID TIME OFF, OR A FURLOUGH To assist you with understanding furloughs, this guideline will provide you with information on what they are, how they work and how they can be
DISCIPLINE & GRIEVANCE WORKSHOP DECEMBER 2011
HELLO THERE! DISCIPLINE & GRIEVANCE WORKSHOP DECEMBER 2011 HELLO! Mark Mortimer MBE Human Resource Adviser Plymouth City Council Wendy Wood Assistant Human Resource Adviser Plymouth City Council TODAY
NORWAY Prepared by Hans Rugset Braekhus Dege Advokatfirma ANS
NORWAY Prepared by Hans Rugset Braekhus Dege Advokatfirma ANS 1. Are there any laws that govern a layoff of employees? If so, what do the laws require? In Norway, we have the Employment Act from 2005 which
Human Resources People and Organisational Development. Disciplinary Procedure for Senior Staff
Human Resources People and Organisational Development Disciplinary Procedure for Senior Staff AUGUST 2015 1. Introduction 1.1 This procedure applies to Senior Staff. Senior Staff includes: 1.1.1 the Vice-Chancellor
Disciplinary Procedure
Disciplinary Procedure 1. Purpose and Scope This procedure is designed to help and encourage employees to achieve and maintain acceptable standards of conduct and performance whilst ensuring the fair and
SUPPORT STAFF DISCIPLINARY AND DISMISSAL PROCEDURE
SUPPORT STAFF DISCIPLINARY AND DISMISSAL PROCEDURE SUPPORT STAFF DISCIPLINARY AND DISMISSAL PROCEDURE 1. INTRODUCTION 1.1 The Procedure has been established to help and encourage members of staff to achieve
SALARY INSURANCE BENEFITS (For a disability of 104 weeks or less) SSQ LONG-TERM SALARY INSURANCE (For a disability of more than 104 weeks)
FÉDÉRATION DU PERSONNEL DE SOUTIEN DE L ENSEIGNEMENT SUPÉRIEUR GUIDE FOR COLLEGE SUPPORT STAFF MEMBERS SALARY INSURANCE BENEFITS (For a disability of 104 weeks or less) CLAUSES 7-14.25 TO 7-14.28 AND 7-14.30
DISCIPLINARY POLICY AND PROCEDURE
DISCIPLINARY POLICY AND PROCEDURE Date of Publication: April 2013 Agreed by: Vice Chancellor s Executive March 2013 Page 1 of 13 Policy 1.0 Introduction The purpose of the disciplinary policy and procedure
Memorandum. General Overview Employment Law/Spain
Memorandum General Overview Employment Law/Spain 1. General As is the case in other European countries, Spanish labour law is very comprehensive and provides significant protection for employees. The labour
1.STATUS Quadri status is ruled by the article 2095 of the Italian Civil Code.
Dirigenti Quadri "Dirigente" status is not fixed by law, it has been defined by NCLAs and case law. 1.STATUS Quadri status is ruled by the article 2095 of the Italian Civil Code. Dirigente are high level
Little Stoke Primary School
Little Stoke Primary School A Model Disciplinary Procedure for Staff Employed in Locally Managed Schools This Policy complies with the ACAS Code of Practice and ACAS Guide to Discipline and Grievances
Employment law solicitors
Employment law solicitors At Millbank solicitors we are dedicated to providing prompt and practical employment advice to both employers and employees. Our expert lawyers appreciate and understand the ever
FIXED-TERM AND TEMPORARY CONTRACTS
FIXED-TERM AND TEMPORARY CONTRACTS This document sets out some basic information for NUT members about fixedterm and temporary contracts, including about their conditions of service and employment rights
A GUIDE TO THE LAW IN ALBERTA REGARDING EMPLOYMENT LAW
A GUIDE TO THE LAW IN ALBERTA REGARDING version: 2014 COPYRIGHT & DISCLAIMER GENERAL All information is provided for general knowledge purposes only and is not meant as a replacement for professional legal
PROCEDURAL FAIRNESS IN DISCIPLINARY ENQUIRIES AND PRE-EMPTIVE RESIGNATIONS
PROCEDURAL FAIRNESS IN DISCIPLINARY ENQUIRIES AND PRE-EMPTIVE RESIGNATIONS BY SHANTA REDDY TEL: 031 202 3350 1 PROCEDURAL FAIRNESS IN DISCIPLINARY HEARINGS Why is procedural fairness a requirement? The
DISCIPLINARY PROCEDURE
DISCIPLINARY PROCEDURE 1 Purpose and Scope 1.1 The Disciplinary Procedure provides for warnings to be given for failure to meet the Employer s standard of job performance, conduct (whether during working
A reduction in force may take the form of elimination of jobs (layoff) or a reduction in percent effort.
Policies of the University of North Texas Chapter 5 1.3.8 Reduction in Force Human Resources Policy Statement. The purpose of this policy is to establish a general policy and procedures for layoff or a
TAFT-HARTLEY ACT. Employer Unfair Labor Practices
Employer Unfair Labor Practices TAFT-HARTLEY ACT Distributed by thelabor Education & Research Center University of Oregon The keystone of the Act is the statement of rights granted employees in Section
Liverpool City College Student Regulations. 1. It is necessary to have a minimum number of rules in the interests of the whole organisation.
Liverpool City College Student Regulations 1. It is necessary to have a minimum number of rules in the interests of the whole organisation. 2. The rules set standards of performance and behaviour whilst
Employment Law Glossary of key terms and abbreviations
Employment Law Glossary of key terms and abbreviations ACAS ACAS stands for the Advisory, Conciliation and Arbitration Service a UK government funded independent body offering conciliation services to
02 - HUMAN RESOURCES / STAFFING
02 - HUMAN RESOURCES / STAFFING 02.01 Position management Electronic records Data used in the management of employment positions: incumbents, position status, job descriptions, position groups, benefit
YOUR GROUP BASIC LIFE INSURANCE PLAN
YOUR GROUP BASIC LIFE INSURANCE PLAN For Employees of North American Division of Seventh-day Adventists ReliaStar Life Insurance Company P.O. Box 20 Minneapolis, MN 55440-0020 B13823 B-13823 (01-13) TABLE
Employment Contracts: tips, traps and techniques (613) 231-8348 (613) 231-8227
Employment Contracts: tips, traps and techniques Melynda Layton Julian Walker (613) 231-8348 (613) 231-8227 [email protected] [email protected] February 18, 2005 Introduction Every organization
PROGRESSIVE DISCIPLINE POLICIES AND EMPLOYMENT AT WILL
PROGRESSIVE DISCIPLINE POLICIES AND EMPLOYMENT AT WILL By Myra A. McDaniel Bickerstaff Heath Delgado Acosta LLP 816 Congress Avenue, Suite 1700 Austin, TX 78701 (512) 427.8021 I. EMPLOYMENT AT WILL There
Leave from Work to Care for A Family Member
Leave from Work to Care for A Family Member YOUR LEGAL RIGHTS 1. What rights do family/medical leave laws provide? Federal and state law provide certain employees with the right to take an unpaid leave
Your Rights at Work in Australia Prepared by Labor Council of NSW For more information call our hotline1800 688 919
Your Rights at Work in Australia Prepared by Labor Council of NSW www.labor.net.au For more information call our hotline1800 688 919 HOW PAY AND CONDITIONS ARE SET IN AUSTRALIA ACTS OF PARLIAMENT Legislation
SPECIALIST 24 HR CRIMINAL DEFENCE
SPECIALIST 24 HR CRIMINAL DEFENCE What happens at the Police Station? Often the most important stage in any case is what happens in the police station. In most cases you will be under arrest and it may
Otley Town Council. Disciplinary Policy. Date Approved: 17 th February 2014 Revision Date:
Otley Town Council Disciplinary Policy Date Approved: 17 th February 2014 Revision Date: OTLEY TOWN COUNCIL DISCIPLINARY POLICY 1.0 Introduction 1.1 This policy is based on and complies with the 2009 ACAS
Disciplinary and grievance procedures Draft Acas Code of Practice
Disciplinary and grievance procedures Draft Acas Code of Practice June 2004 This Code of Practice provides practical guidance to employers, workers and their representatives on: The statutory requirements
CHALLENGING UNEMPLOYMENT CLAIMS IN INDIANA
CHALLENGING UNEMPLOYMENT CLAIMS IN INDIANA Alison G. Fox R. John Kuehn (574) 239-1988, [email protected] (574) 968-0760, [email protected] 2011 CHANGES As of 2011, Indiana owed over $2 billion to
DISCIPLINARY PROCEDURE
DISCIPLINARY PROCEDURE Author: Julie Newnham Revised : August 2013 Review Date: August 2014 Students First DISCIPLINARY PROCEDURES 1 Scope and purpose 1.1 This procedure applies to all employees other
The employee is responsible for adhering to the standards of performance and behaviour set by Nansen Highland.
Disciplinary and dismissal procedure Introduction The disciplinary policy complies with the ACAS statutory Code of Practice on discipline and grievance. The policy aims to ensure that all employees are
DISCIPLINARY PROCEDURE
DISCIPLINARY PROCEDURE 1. Purpose and Scope 1.1 The Company s procedure is designed to help and encourage all workers to achieve and maintain standards of conduct, attendance and job performance. The Company
Disciplinary Policy for Schools
for Schools 2 July 2014 Contents 1 Introduction... 1 1.1 What is the policy about?... 1 1.2 Who does the policy apply to?... 1 1.3 Core Principles... 1 1.3.1 Misconduct... 1 1.3.2 Gross misconduct... 2
SPECIALIST HEALTH AND SOCIAL CARE SOLICITORS
SPECIALIST HEALTH AND SOCIAL CARE SOLICITORS QualitySolicitors Burroughs Day SPECIALIST HEALTH AND SOCIAL CARE SOLICITORS Our specialist Health & Social Care Team has built a strong reputation for advising
Compensation Guide for Quebec Workers1 0.0- General Introduction: Worker Compensation in Quebec Article 1 AIAOD: employment injuries
Compensation Guide for Quebec Workers 1 0.0- General Introduction: Worker Compensation in Quebec Before the first workers' compensation act was adopted in 1909, workers were restricted to suing their employers
YOUR GROUP SUPPLEMENTAL LIFE INSURANCE PLAN
YOUR GROUP SUPPLEMENTAL LIFE INSURANCE PLAN For Employees of North American Division of Seventh-day Adventists ReliaStar Life Insurance Company P.O. Box 20 Minneapolis, MN 55440-0020 B13826 B-13826 (01-13)
Recover Your. Unpaid Wages. Commissioner s Office
Recover Your Unpaid Wages With the California Labor Commissioner s Office The Labor Commissioner s Office, also called the Division of Labor Standards Enforcement (DLSE), is a part of the California Department
This procedure applies where formal disciplinary action is commenced on or after 11 December 2013
Appendix X Disciplinary Procedure This procedure applies where formal disciplinary action is commenced on or after 11 December 2013 1 Purpose 1.1 This procedure is designed to help and encourage all employees
7.3 The disciplinary code does not derogate from the Company s right to dismiss on any grounds that the law regards as sufficient;
DISCIPLINARY CODE This format of the Disciplinary Code is effective as of the 20 th November 2006 and does not differ in content or Management intent from the Code en force prior to this date. 1. This
RISK CONTROL. Workers compensation best practices risk management guide. Risk Management Guide
Risk Management Guide RISK CONTROL REDUCE RISK. PREVENT LOSS. SAVE LIVES. Workers compensation costs are escalating rapidly. In fact, statistics reveal that the direct cost of work place injuries in 1999
What Sets California Apart From Other States?
What Sets California Apart From Other States? Unique Employment Labor Laws to be aware of if you have employees located in California. Providing Human Resource Solutions for Employers Since 1937 As California
DISCIPLINE RUTLAND. limited by guarantee. Registered in England and Wales.
DISCIPLINE POLICY FOR STAFF OCTOBER 2014 HARINGTON SCHOOL RUTLAND [email protected] www. haringtonschool.com Harington School. Registered Company Number 9031174. Company limited by guarantee.
What Happens After I Report the Injury?
Introduction The Iowa Workers Compensation Act provides the only legal remedy against their employer for workers who are injured on the job. Workers Compensation law can be very technical. The law is administered
Glasgow Kelvin College. Disciplinary Policy and Procedure
Appendix 1 Glasgow Kelvin College Disciplinary Policy and Procedure Document Control Information Status: Responsibility for Document and its implementation Responsibility for document review: Current version
Towards 2016. Revised Procedures for Suspension and Dismissal of Teachers. Section 24(3) of the Education Act (1998)
Towards 2016 Revised Procedures for Suspension and Dismissal of Teachers Section 24(3) of the Education Act (1998) 1. Background Section 24(3) of the Education Act 1998 provides for the suspension and
BASIC CONCEPTS IN EMPLOYMENT LAW
BASIC CONCEPTS IN EMPLOYMENT LAW Jeffrey A.L. Kriwetz Partner Garfinkle, Biderman LLP Suite 801 1 Adelaide Street East Toronto, Ontario M5C 2V9 416.869.1234 ext. 234 416.869.0547 (fax) jkriwetz(ii2garfinkle.com
Local Disciplinary Policy
DOCUMENT INFORMATION Origination/author: Judith Coslett, Head of Human Resources This document replaces: Local Disciplinary and Dismissal Procedure 05 Date/detail of consultation: Staff Forum and Unison
3 February 2010 Millbank Tower, Millbank, London SW1P 4QP
Report on an investigation into complaint no against Thurrock Council 3 February 2010 Millbank Tower, Millbank, London SW1P 4QP Investigation into complaint no against Thurrock Council Table of Contents
Human Resources Management Policy Disciplinary Action
Human Resources Management Policy Disciplinary Action Policy 45 NOTE: THIS POLICY, LIKE ALL OTHER MUSC HUMAN RESOURCES POLICIES, IS NOT A CONTRACT OF EMPLOYMENT AND SHOULD NOT BE RELIED UPON AS SUCH. THIS
LAW OF TURKMENISTAN ON REFUGEES
This is an unofficial translation. LAW OF TURKMENISTAN ON REFUGEES The present Law determines the procedure and the condition of the recognition of the persons as refugees, their legal status, establishes
1.1. Matters must be dealt with fairly. This means:
Disciplinary Rules and Procedures The following is intended to provide a brief introduction to this subject. It explains some of the key basic ideas relating to disciplinary rules and procedures and should
THE MORAY COUNCIL DISCIPLINARY PROCEDURES
THE MORAY COUNCIL DISCIPLINARY PROCEDURES THE MORAY COUNCIL DISCIPLINARY PROCEDURES 1.0 STATEMENT OF POLICY 1.1 The Council recognises that the maintenance of discipline is essential for the conduct of
AN OVERVIEW OF VIETNAM LABOR LAW
Left Thomas J. Treutler [email protected] Right Trinh Trung Kien [email protected] AN OVERVIEW OF VIETNAM LABOR LAW This article provides a comprehensive introduction to Vietnam
KNOW YOUR RIGHTS GUIDE MAY 2013
KNOW YOUR RIGHTS PREGNANCY DISCRIMINATION KNOW YOUR RIGHTS GUIDE MAY 2013 Family and Medical Leave/ In California, you have the right to take unpaid pregnancy disability leave at any time during your pregnancy,
EMPLOYMENT-RELATED PRACTICES LIABILITY ENDORSEMENT
POLICY NUMBER: CL CG 04 57 07 09 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. EMPLOYMENT-RELATED PRACTICES LIABILITY ENDORSEMENT This endorsement modifies insurance provided under the
WISCONSIN EMPLOYMENT LAW
WISCONSIN EMPLOYMENT LAW An Employer's Guide to Legal Proceedings SKINNER AND ASSOCIATES LAW OFFICES Welcome Thank you for considering Skinner and Associates to represent your interests. Your satisfaction
IN THE EVENT OF INJURY OR DEATH DUE TO AN AUTOMOBILE ACCIDENT
Notice to readers regarding accessibility: This document meets the requirements of the Québec government standard for Web accessibility SGQRI 008-02 and is accessible to people with disabilities. All notices
ATTENDANCE AGREEMENT NATIONAL AGREEMENT BETWEEN ROYAL MAIL AND THE CWU
ATTENDANCE AGREEMENT NATIONAL AGREEMENT BETWEEN ROYAL MAIL AND THE CWU THE AGREEMENT 1. INTRODUCTION 2. APPROACH TO INDIVIDUALS 3. RETURN TO WORK DISCUSSIONS 4. UNSATISFACTORY ATTENDANCE PATTERN 5. STAGES
Newcastle University disciplinary procedure
Newcastle University disciplinary procedure Contents 1. INTRODUCTION... 1 2. RIGHT OF REPRESENTATION... 3 3. TRADE UNION REPRESENTATIVES... 3 4. SCHEDULING OF FORMAL MEETINGS AND APPEALS... 3 5. INVESTIGATION...
State of Alabama LABOR & EMPLOYMENT LAWS
State of Alabama LABOR & EMPLOYMENT LAWS FREQUENTLY ASKED QUESTIONS 1. Is Alabama an employment at will state? Yes. The general rule that employment without a definite term is terminable at will applies
Disciplinary Procedures for Support Staff (covering unsatisfactory performance and misconduct)
Disciplinary Procedures for Support Staff (covering unsatisfactory performance and misconduct) 1. Introduction It is important that all members of staff are aware of the standards required of them at work
Consolidation Act No. 68 of 21 January 2005. The Employers' and Salaried Employees' (Legal Relationship) (Consolidation) Act 1
Ministry of Employment Translation Consolidation Act No. 68 of 21 January 2005 The Employers' and Salaried Employees' (Legal Relationship) (Consolidation) Act 1 This Act consolidates the provisions of
EMPLOYMENT INSURANCE. Employment Insurance Regular Benefits
EMPLOYMENT INSURANCE Employment Insurance Regular Benefits This document can be made available in alternative formats such as Braille, large print, audio cassette, CD, DAISY, and computer diskette. Call
In force as of 15 March 2005 based on decision by the President of NIB ARBITRATION REGULATIONS
In force as of 15 March 2005 based on decision by the President of NIB ARBITRATION REGULATIONS Contents I. SCOPE OF APPLICATION... 4 1 Purpose of these Regulations... 4 2 Applicability to different staff
NOT PROTECTIVELY MARKED
PEOPLE AND ORGANISATIONAL DEVELOPMENT HUMAN RESOURCES DISCIPLINARY POLICY AND PROCEDURE Author/Role Fiona Munro, Human Resources Date of Risk Assessment (if applicable) N/A Date of Equality Impact Assessment
The Immigration (European Economic Area) Regulations 2006
STATUTORY INSTRUMENTS 2006 No. 1003 IMMIGRATION The Immigration (European Economic Area) Regulations 2006 Made - - - - - 30th March 2006 Laid before Parliament 4th April 2006 Coming into force - - 30th
J.V. Industrial Companies, Ltd. Dispute Resolution Process. Introduction
J.V. Industrial Companies, Ltd. Dispute Resolution Process Companies proudly bearing the Zachry name have had the Dispute Resolution Process ( DR Process ) in place since April 15, 2002. It has proven
Z:\Committee\2015-16\PERSONNEL PANEL\2015-07-14\POLICIES\Discipline Procdure.doc
DISCIPLINARY PROCEDURE 1. PURPOSE AND SCOPE This procedure is designed to help and encourage all council employees to achieve and maintain high standards of conduct whilst at work or representing the council.
Chapter 3 Office of Human Resources Absenteeism Management
Office of Human Resources Absenteeism Management Contents Section A - Background, Objective and Scope............................ 24 Section B - Criterion 1 - Communicating Expectations.......................
MODEL DISCIPLINARY PROCEDURE FOR SMALL ORGANISATIONS
MODEL DISCIPLINARY PROCEDURE FOR SMALL ORGANISATIONS Employers should comply with the Acas Code of Practice for disciplinary and grievance procedures which can be downloaded from www.acas.org.uk/dgcode2009.
LOS ANGELES UNIFIED SCHOOL DISTRICT PERSONNEL COMMISSION. Education Code 44043
LAW AND RULES January 12, 1987 INDUSTRIAL ACCIDENT OR INDUSTRIAL ILLNESS LEAVE Education Code 44043 Any school employee of a school district who is absent because of injury or illness which arose our of
Disciplinary Code and Procedures
Disciplinary Code and Procedures ANNEXURE B CONTENTS PAGE BACKGROUND 1 1. Purpose and Scope 1 2. Principles 1 2 3. Scope of Application 2 3 4. Code, Rules and Standards 3 5. Procedures : Disciplinary Actions
Grievance, Whistle blowing and Disciplinary, including Dismissals
eastsussex.gov.uk Grievance, Whistle blowing and Disciplinary, including Dismissals This document will provide you with information on Grievance, Whistle blowing and Disciplinary procedures, including
DISCIPLINARY POLICY. 1. Introduction. 2. Structured support. 3. Formal action process 3.1. Investigations. 4. Notes of the Hearing and Investigation
HUMAN RESOURCES DISCIPLINARY POLICY 1. Introduction 2. Structured support 3. Formal action process 3.1. Investigations 4. Notes of the Hearing and Investigation 5. Suspension 6. Grievance 7. Convening
Trans Canada Trail Ontario
TABLE OF CONTENTS Section PAGE 1.0 Purpose and Scope of Policy 1 2.0 Introduction and Regulations 1 3.0 Recruitment and Selection 1 4.0 Probation 2 5.0 Hours of Work 3 6.0 Performance Appraisal 3 7.0 Employee
Disciplinary policy INTRODUCTION
Disciplinary policy This policy forms part of your contract of employment. The councils are entitled to introduce minor and non-fundamental changes to this policy by notifying you of these changes in writing
Handling Redundancies and Layoffs
Handling Redundancies and Layoffs What is redundancy? For the purposes of these guidelines the terms redundancy 1, layoff 2 and retrenchment are used interchangeably and describe the situation where the
Employment Rights Under the Americans with Disabilities Act
DEVELOPED BY EQUIP FOR EQUALITY UNDER A GRANT PROVIDED BY THE ILLINOIS DEPARTMENT ON AGING DISCRIMINATION Employment Rights Under the Americans with Disabilities Act People with disabilities, including
Practical guide... termination of employment
The decision to dismiss an employee is an area of the employment relationship that requires an understanding of a wide range of legislative and other obligations of an employer. The decision is also a
