No, it’s not OK to call your boss a “Dickhead”

The media had a field day last week with a story that an Employment Tribunal had ruled that being sacked for calling your boss a “Dickhead” was grounds for Unfair Dismissal. As always when it comes to the reporting of Employment Law stories, the old adage “never let the truth get in the way of a good story” applies here.

The case involved a Ms Herbert, who was sacked from the small construction business she worked for by its Operations Director.  He was also Ms Herbert’s brother in law, and was married to the Managing Director who was therefore her sister in law.

Most of the facts were disputed – included the date Ms Herbert was dismissed. The only consistent fact that everyone agreed on was that at some point in the meeting where she alleged she was dismissed, she used the words “fucking dickheads” to describe the Operations Director and his wife.

The reason she won her case was that the company made a complete pig’s ear of dealing with the situation. In fact pretty much everything they could have got wrong they did.

  • When the ‘dickheads’ comment was made, the Operations Director told Ms Herbert to ‘get out’ and that she was ‘sacked’
  • The company then tried to construct a case about Ms Herbert’s misconduct and hold a later disciplinary hearing on a series of alleged serious breaches of company rules. She refused to participate in this process on the basis that the company had already sacked her.
  • The context in which the comment was made was not enough to justify a gross misconduct dismissal – and therefore she was entitled to be paid notice. In fact their company policy said that use of ‘insulting and abusive language’ would only result in dismissal if a prior warning had been given.

There are three important takeaways for small businesses from this case – none of which are around what Ms Herbert said

  • Employment Tribunals deal with the facts in each individual case. This decision does not set a precedent in any way, and especially it doesn’t give a green light for employees to abuse their bosses without penalty.
  • To make a dismissal fair, you have to have a fair reason and follow a fair procedure. The judge did conclude that Ms Herbert’s behaviour could well have been a fair reason but the Operations Directors ‘spur of the moment’ decision was not in any way a fair process.
  • The case shows starkly how long the tribunal process is taking – the events of this case happened in 2022 but the decision was not published until last week. Regardless of who is right or wrong, having a claim that takes 3 years to resolve is not a sensible way to resolve employment disputes (and as this article shows, this is not an untypical timescale)

Small Earthquake in Chile: Not Many Dead

So, finally, after much speculation, press leaks, anguished cries from business and reports of government in-fighting, we finally have the new government’s Employment Rights Bill.

And, to be honest, it’s a bit of an anti-climax. There are lots of minor tinkering with existing rules, many of which have little uptake, or extending existing rights to people who don’t currently qualify. Some of the key proposals are:

  • The right to claim unfair dismissal, although it will become formally a day-one right, will in practical terms be reduced from requiring 2 years’ service to 9 months’ service.
  • The right to statutory sick pay will be available to all employees from day one regardless of their earnings. Currently it’s not payable until day 4 of sickness and only for those who earn more than £123 a week  (for context that means anyone who does more than 11 hours per week at adult minimum wage already qualifies)
  • Rights to parental leave. paternity leave and bereavement leave from day 1 of employment rather than requiring a minimum qualifying period. As parental leave in particular is unpaid, hardly anyone uses it currently so extending it is unlikely to see a massive increase in time off.
  • Strengthening and extending existing  unfair dismissal protections for women on maternity for up to 6 months after they return.
  • Flexible working requests must be accepted unless the Employer has a valid business reason to say no. Currently employers must justify saying no with a valid business reason so in practice it’s unlikely to make much of a difference.
  • Rules on zero hours will be changed so that workers  have the right to a contract based on the average number of hours over the preceding 12 weeks (but can choose to stay on zero hours if they prefer). Those of you who’ve read my recent employment law update (sign up here if you don’t already get it) will know that this had already brought into law by the previous Conservative government but not actually implemented.
  • Abolishing some of the previous Government’s restrictive rules on trade unions and strike action – which were rarely used by employers and were not particularly relevant to small business.
  • There will be a lot of consultation on various other aspects of employment law, including
    • The ‘Right to Switch off’  – which it appears may now just be a code of practice rather than a legal requirement.
    • Clarifying the law around employment status – an area which appears very nerdy but is key to businesses that use sub-contractors, casual workers and ‘gig economy’ working practices
    • Considering how equal pay legislation can be extended to cover race as well as sex

Most importantly, the changes themselves are unlikely to be implemented until at least 2026 – which means that businesses will have plenty of time to prepare for them.

After all the hype, it appears we are left with simply a continuation of the approach to employment law of the last 14 years – minor tinkering with particular rules that give some additional benefits to employees but at minimal discomfort to business.

(As an aside, if you’re wondering about the post title you’ll find the origin here)

Can I sack a rioter?

Can I sack a rioter?

With the current unrest and racially motivated violence in many parts of the UK, which has resulted in many arrests and promises of ‘speedy justice’, employers may understandably want to dismiss any members of staff who are involved. The question is can they, without risking an unfair dismissal claim against them?

As with many Employment Law and HR related questions, the answer is “it depends”.

Firstly, if someone has less than 2 years’ service with you, the answer is yes – currently employees need to have worked for you for 2 years or more to make an unfair dismissal claim. Although this time limit is going to change at some point in the near future, that’s the position at the date of this post (and consequently those who are involved in the current issue).

If they have more than 2 years’ service, then you need to tread a little more carefully. Simply being arrested, or even charged, does not automatically give you the right to dismiss. You will need to investigate matters as far as possible, as you’ll need to show that the behaviour outside of work, even if criminal,  significantly affects your trust and confidence in the person as an employee.

Some of the questions you need to ask yourself are:

  • Does this behaviour prevent the employee from doing their job? If imprisoned – or remanded in custody for a prolonged period – then you would potentially have fair grounds for dismissal on the basis of capability.
  • Does the behaviour damage your business or organisational reputation? If the individual is a senior manager or is publicly associated with your company or ‘brand’ then this might be the case. You’re less likely to be able to justify it if the person is an ‘anonymous’ shop floor worker, unknown to the wider public
  • Does your existing disciplinary policy include criminal behaviour outside work as grounds for gross misconduct? While this doesn’t alleviate the need for an investigation in individual cases, it does strengthen your justification.
  • Can the individual continue to work with colleagues? If your business has a racially diverse workforce, co-workers may not want to work with someone convicted of racially motivated crimes. Again you will need to look at all the circumstances.
  • Does racially motivated behaviour breach organisational values or policies about diversity, equality and inclusion (DEI)? This may be a justification in some situations, but is more likely to be valid in a charity/not for profit organisation which has some aspect of DEI as part of its defined aims.

One thing you don’t need to worry about are claims that individual’s views are a ‘protected belief’. Political views are not automatically protected (there are some limited legal protections which wouldn’t apply here) and racist views are extremely unlikely to pass the legal tests of ‘protected belief’.  Nor are there human rights issues – the right to freedom of expression is a qualified one, which means it can restricted to protect public safety or the prevention of crime.

It’s not surprising that many employers would not want people involved in the current riots working for them. But it’s important to avoid a knee-jerk reaction. As with many HR issues, taking the time to do things properly will protect your business in the long run.

(It may seem an odd comparison, but the way the BBC handled the recent case of disgraced ex-newsreader Huw Edwards might be a useful approach to take in many situations)

Important: This post is for general advice and information and neither the author or Ariadne Associates cannot be held liable if you take action based solely on the contents of this document. If you need advice on an individual case, please contact us or seek professional legal advice

Handling Redundancies during Covid

ACAS – the independent employment advisory service, the employer’s organisation (CBI) and trade unions (TUC) have issued a joint statement today about handling redundancies during the COVID pandemic, especially with the UK’s furlough scheme set to end in October and what, if anything, will replace it still to be announced.

The full statement is here https://www.acas.org.uk/joint-statement-acas-cbi-tuc

The key principles it outlines are something which I would always recommend to employers, no matter how big or small:

  • Be open about why you need to make redundancies
  • Give people as much information as they need to be able to respond properly
  • Consult genuinely – listen to what people have to say and give it proper consideration
  • Do it fairly – legally correctly and in a way that is ‘felt fair’ by everyone in the business
  • Handle it with dignity – a person is losing their job through no fault of their own. They aren’t just a ‘human resource’ to be disposed of.

If you need help or guidance with handling redundancies both legally, and with professionalism and integrity, please don’t hesitate to get in touch