What the Election results mean for employment, pensions and immigration law

 

POST-ELECTION ANALYSIS:

After last Thursday’s unexpected election result with the Conservatives winning a small, but outright, majority Amelore look at their key proposals based on their manifesto and key pledges:

EMPLOYMENT

The main points are:

  • Exclusivity clauses in zero hours contracts will be banned at a date to be decided
  • Industrial action will require a turnout of at least 50% of union membership and support from a minimum of 40% of those entitled to vote in strike ballots in respect of core public services
  • The provisions which prevent employers from recruiting agency workers to cover employees on strike will be repealed
  • Companies with more than 250 employees will be required to publish their gender pay gap information to be introduced by March 2016
  • To accept the recommendations of the Low Pay Commission which means the NMW is on course to increase to over £8 per hour by 2020. They will also support the Living Wage and will encourage businesses who can afford it to pay it
  • Entitlement to three days paid volunteering leave per year will be introduced for those working for large employers or in the public sector
  • A British Bill of Rights will be introduced to replace the Human Rights Act 1995

This also means that for the moment employment tribunal fees will not be abolished and neither will employee shareholder status.

PENSIONS

As ever, pensions remains a political topic. The Conservative Party manifesto is to reduce pensions tax relief for higher earners – those with earnings over £150,000. As well as causing administrative complexities, this is noteworthy because for the first time this will break the link between tax rates and tax reliefs. The manifesto is light on detail so it is difficult to know at this stage exactly what the changes will involve. However, the hope is that a pro-active minister will be appointed to implement these changes.

In addition, the Tory aim to implement more devolution to Scotland means that this is likely to lead to there being changes to taxation in Scotland. This will result in further complexities in the taxation of pensions and further complexities in how they are administered – none of which is welcome.

IMMIGRATION

The main points are:

      • Keeping net migration in the tens of thousands and not in the hundreds of thousands
      • For economic migration they will maintain the cap of 20,700 (for Tier 2 General restricted sponsorship applications)
      • Clamping down on illegal immigration and abuse of minimum wage
      • Employers regularly using the shortage occupation list to sponsor workers in the UK will need to provide long term training plans for training “British” workers
      • Implementing changes to the student visa system
      • Enhancing border security and strengthening enforcement of immigration rules
      • Develop a fund to ease pressure on local areas and public services experiencing unexpected volumes of immigration some of which will go on enforcement
      • Controlling migration from the EU by reforming welfare rules
      • Introducing an English language test and maintenance requirements for non EEA spouses of EEA nationals

Finally, given that much of our UK legislation on employment, pensions and immigration issues originates from the EU the most significant change under the new Tory government could be the proposed in-out EU referendum which is due to take place by the end of 2017.

Watch this space…

Diversity strikes back

Today has been an interesting day in politics and not one that the opinion polls or the press predicted.

However you voted there is one fact that we can all celebrate.

The results once the 650 seats declared show female MPs make up 30 per cent of Parliament, an increase of 23 per cent since 2010.

That is just AMAZING NEWS!houses_of_parliament

So despite the results of the 2015 general election being divisive, the growing number of women in Parliament is one thing the British public will surely agree is an improvement.

The gender mix is getting closer to actually representing the electorate.

Today 191 female MPs have been elected which is the biggest increase since 1997 – the year when Tony Blair was famously photographed with 101 women Labour MPs after he was elected as Prime Minister.

And Mhairi Black for the Scottish National Party is now the youngest elected politician in Britain. A YOUNG WOMAN! How exciting!

So will women making up a third of parliament influence how it governs and the decisions it makes? And the age range starting to lower?

I have observed that bringing women into all male or male dominated environments is always positive.

Both sexes tend to behave better when there is a gender mix and men especially are less angry or aggressive when there are women present.

Women are great at being thoughtful courageous leaders. Yes they work hard, always strive for 110% and are critical of their own performance. But that just adds an exciting dynamic to the mix and creates some healthy competition raising standards.

Women also tend to work smarter and flexibly. They are more discerning about their time and may challenge the long hours and drinking culture we know is prevalent as it is not family friendly or healthy. And what will Westminster do about everyday sexism? Will they allow it or will they deal with it?

What also interests me having worked in the City which can be a bit like a male public school and having often observed that parliament can behave like that, is how increasing women, may challenge some of this outdated behavior.

And what of things like the MP’s expenses issue and how that was handled. Will more women around effect greater change to deal with such matters in a fair and transparent manner. And to challenge outdated and strange practices in a helpful and progressive manner?

I am confident that with female MP’s numbers increasing it will add momentum and I hope MP’s will work together across all parties to improve how we are all governed. That is something that will benefit us all and that we can be positive about.

Good luck to everyone that was re-elected or newly elected today.

Should I stay or should I go now…?

The ClashWhile Karen is settling into her new life in France here are her thoughts about her decision for the Grand Depart…

“We spend a large proportion of our waking time at work, travelling to work and thinking about work. But does it make us happy? In my experience managers and HR professionals often find themselves giving career advice to other people but don’t always apply the same advice to themselves. Due to the busy-ness of many management and HR roles and the focus on other people rather than themselves, it often means we don’t always have the opportunity to take stock and evaluate where our own career is, where it is going and what we actually want it to be now and in the future.

Is there actually such a thing as one career or a job for life now?   Even during my time in HR there has been a shift that means that there isn’t. Sometimes this happens for reasons outside of people’s control, such as redundancy, but it also happens because people take an active decision to make a change. Surely it is better to choose to make a change than continue in a job that you don’t like, no longer motivates you or no longer fits with your life/responsibilities? This doesn’t necessarily mean leaving where you work, but it could involve changing some aspects of the job you do.

It is rare that people change jobs too early, but often they will stay in a job or with an organisation for too long, getting more frustrated and unhappy as time passes. This can be really destructive and not healthy – so if you are thinking it’s time for a change, then it probably is, (a former team member, really brought this home to me a few years ago….)

There are lots of reasons why I chose to take a career break now but what has been really interesting is people’s reactions to my decision – the reactions have varied a lot. As you would expect there has been some very positive reactions (‘Wow! Lucky you, moving to France…’) and also some negative ones (‘you are choosing to give up a well- paid, secure job – why?!) – and they haven’t always been from the people I would have necessarily predicted them coming from. Certainly people’s reactions have been a lesson in their own right but that shouldn’t stop you from making the decision that is right for you.

For me, I chose go! It has been about taking a personal decision to make a positive change for the future. I see it as an opportunity to take stock of what I want from my job and career and am looking forward to a complete change of scene. Rather than seeing the ‘bad’ side of people that sometimes a career in HR or perhaps being a manager can predispose you to, I am looking forward to working with people because I enjoy working with people. Let’s see how much the ‘Happy Holidays’ customers remind me that I am a people person really and how often I get to use my HR skills and experience…”

Karen

 

 

It’s 2015 – but my interviewer wanted to know how I’d juggle work and motherhood. An alternative response…

Many of you will know that I used to reply to the Dear Jeremy readers problems a lot as ExBrightonBelle and then started doing it formally for Moneywise magazine after Mark King left the Guardian.

I don’t deny I’d love to return and become ‘Dear Ruth’ (when Jeremy retires) but I don’t think he has any plans to as is his legal right and correctly so.

The thing is I think (despite my personal interest) that many of his responses are very off message for a paper like The Guardian and in fact this one today is just plain sexist.

Have a read – of the problem – Jeremy’s response and mine and tell me what you think.
It’s 2015 – but my interviewer wanted to know how I’d juggle work and motherhood

I recently had an interview at a well-respected commercial organisation. I have ample relevant experience for the position and felt that the interview was going well during the section where I was asked technical questions, gave a presentation and had to answer questions related to my field of work.
I was interviewed by two men (I am female). I was asked by one of them how I would cope with the work bearing in mind I have two children – I had disclosed this in my application form only to explain a short gap in my career.

I was stunned to be asked this in 2015, and while I wanted to challenge them by asking whether they were putting the same question to male candidates I answered along the lines of “Fine, obviously, or I would not have applied for this position as I am not stupid and have worked since my children were small”.

The interview continued and it was made clear that successful candidates would be chosen largely on whether they would “fit in” with the organisation and other staff. I have yet to hear whether or not I have been successful.

Leaving aside the issue of whether I want to work for an organisation that asks such questions in interviews, I am not sure whether and how to raise the issue with the company. If I am unsuccessful I do not want to appear that I am acting out of “sour grapes”, but I feel very angry that I was asked such a question when I suspect male candidates would not have been. I feel that future female candidates should not be put in such a position and this large organisation should know better than to interview in such a way.

How do I, and should I, raise this issue with the organisation in question?

Jeremy (says….)
 
I have every sympathy for your feelings and understand your reaction, but I’m afraid I am not going to agree with the intensity of your response. You may think that this is because I, too, am a man, and you may be right. But I hope you’ll at least give some open-minded thought to my reply.
 
At a cool, factual level, it is indisputably the case that when women are carrying the majority duties of bringing up young children they need to be more inventive than their male partners in programming their various work and home responsibilities.
 
And when a child’s illness or demands from school intervene, it is often the mother rather than the father who chooses (or is chosen) to do the necessary juggling – which may well have a brief impact on her timekeeping. Most are skilled at covering or working late, and take pride in ensuring that the impact on work is minimal. This allocation of responsibilities between parents may be unfair and may well be unnecessary – but it’s certainly not uncommon.
 
The male interviewer who asked you how you would cope bearing in mind that you had two children was certainly guilty of clumsiness and insensitivity – but to his not very empathetic mind, he was simply acknowledging an understood reality and wanting to know how you managed it. In that respect I honestly don’t see that there was anything inherently offensive about his question. I think your immediate reaction was a bit extreme, and I fear this reaction may have disproportionately coloured your view of the entire company.
 
Whether or not you’re offered this job – and let’s hope you are – I suggest you write a measured letter to your main contact there. Explain the reasons for your writing though more temperately than in your letter to me. Simply and helpfully suggest that such a question, however tactfully phrased, could well deter excellent female candidates from wanting to join. Even if you don’t get the job, that won’t sound like sour grapes.

Ruth says:

I’m sorry to hear about this and can well understand your anger. Sexism like this that is sadly experienced everyday in the workplace reinforcing the past when men were in charge and women could at best do small unskilled part-time jobs.

I had my first child when I was 19. I didn’t go to university as a result and instead began working for American Express who even then (1988) had a Non Graduate Development programme as well as one for Graduates. This meant my career progressed rapidly and I relocated to the City doing a number of senior HR roles. I never told my employers in investment banking that I was a mother as I knew they wouldn’t have hired me and even if they had, they would have treated me differently and expected less. So I’ve been a working mother for my entire career.

Jeremy Bullmore will never have experienced sexism like this. Ever. Though he almost certainly will have been part of it. Sexism that means whatever you do, how ever hard you work, you are still just a single mother. Or a woman. It is a very distressing experience and makes women very angry. And some men I am pleased to say (view twitter today). Now I have my own business where it is my husband who works part-time as he is the main carer to our two young children. All our employees have children and work flexibly and I actually prefer it as they give me 110%.

But there are still men in the corporate workplace that think that if women have children they are worth less, can do less, should be paid less but luckily we work in the UK and it is 2015. Such attitudes are against the law. The Equality Act to be precise. The clue being in the title.

You say the organisation you wanted to work for was large and commercial. Well I’d say they weren’t commercial on two counts.

Firstly to remain commercial they need to hire talented driven people. That has to include female as well as male employees. Clearly, they treat women differently from men and the fact they were so happy to share their attitudes with you, during an interview, with no fear of recourse gave you a much needed flavor of the environment you nearly worked in. A bit like an attractive man making a small racist comment on a first date. It’s called ‘unconscious bias’ and that organisation will probably have a big problem with it.

Secondly, it’s a bit of a waste of money to risk having to pay financial compensation to people like you who will have an excellent case, whether they offer you the job or not, for discrimination on the grounds of your sex. There is no way they have asked men the same questions and are therefore treating you less favourably in the interview process. The comments about hiring you if they felt you fitting in sounded very much like the old “does your face fit culture” (well it probably won’t if you are female and have children).

All of that said I do think a letter, carefully worded, unemotional, cool and factual, to the CEO is in order. He (I’m taking a wild guess here) needs to know that he has a problem. He may want to do an independent investigation and possible actions may include all his managers being training on how to conduct a proper interview. It may be they don’t know what is or isn’t acceptable but the HR team should be aware and managing and monitoring the situation. It’s just not competitive to turn off talent in this way and I would hope he would understand that.

Whether you go a step further and make a claim to an Employment Tribunal is up to you. I think any action should be about trying to influence and change behavior. It would be public, so terrible PR for them but you need to find a job. So think it over and take advice. They would probably offer to settle the claim. I certainly would if I was their HR Director.

You sound very articulate and highly employable but not someone to thrive in a stifling male dominated environment. Find an employer that is more progressive and be glad you had this experience to help you avoid working for a company you may have been pretty unhappy in.

Good luck!

New Job? Follow these 7 key points to make it a runaway success!

firstdayCongratulations! You may be reading this because you have recently accepted a new role or started one. Perhaps you are talking to a potential new employer or maybe thinking about that next role.

Whatever stage you are, read our top tips to make your first 100 days a firm foundation for another significant and exciting stage of your career journey.

  1. Work out what you are there to do

Might sound like crazy advice but it’s not. When employers start writing job descriptions or talking to headhunters they start to believe that there is a person out there that can do everything that is written down, much of which will be aspirational or someone else’s job or just plain impossible. Your task in week 1 is to work out what they are actually realistically expecting so you can deliver. Quickly.

  1. Identify the key people to know

This won’t be the obvious, that is for sure. Hopefully your boss is seen as a key mover and shaker but you need to know. You may have been hired to replace your boss and everyone knows it but you. It’s reasonably common. Who are the people that influence corporate thinking? Ask people. Get in their diary. Who is constantly mentioned, who knows everyone and can help you with the stuff not written down but critical? Might be the long-serving PA of the MD or someone on reception or without a glamorous job title. Or even someone external or that has left.

  1. Get to know your team – properly

This is an area that people can really get very right or very wrong. If you are being paid to manage people make it your business to get close to them quickly. Find out what makes them tick, what motivates them, what frustrates them and what they can and can’t do. Dive in deep to understand how they are doing things. If they are good they will appreciate it and if they aren’t on top of things, you need to know. Fast! If your team is happy, it’s good PR for you in the same way that if they aren’t and morale dips, it will almost certainly be terminal for you.

  1. Brand is important. Very important.

Lots of talk at the moment about ‘brands’. You need to quickly get into the DNA of your new company and properly understand it. If there are still founders this is all the more critical as not being 100% on brand will be a barb in their side. But also think about your Personal Brand as it’s how people get to know you – the individual they have hired or are working for. What are you going to wear? (Sometimes people take the opportunity of a new job to have an image makeover. It’s a great time to do it. Men and women!) What hours are you going to work? How contactable are you going to be outside the office? How will you treat people? What practices or customs are you going to introduce? What are your values and how will people see them?

  1. Communication strategy

Seriously you need one. It’s a big area. What is your tone of voice on email? Are you going to bash out sloppy ones with typos or be more considered? How quickly are you going to reply? Or will someone else? Whatever your speed of response you will set expectations. Are you clear about what you will talk about face to face or on the phone and what you email? Who will you copy in? How will you store or file emails. It needs some serious consideration especially if your new role is more senior or more demanding. The volume will increase and having a PA may actually make it harder initially as you need to lead and establish a system from Day 1. Ask yourself whether you are going to become another slave to corporate emails or recognize they are other people’s priorities and keep them in their place?

  1. Be clear on the governance and your responsibilities

This is something that can derail people. Not knowing what they are signing or the ethos or corporate structure behind a document. When you are new you can make it your job to properly understand things and challenge if necessary. Don’t sign something to be helpful if you don’t understand why you are doing it. It could end badly for you.

  1. Consider enlisting some external support

Depending on how you were hired, you may have been in contact with external professionals (psychologists, coaches, external HR consultants, head-hunters) who got to understand you and the company you were going to work for. It may be something to consider so you have an external sounding board that can support you. Pretty much everyone at every level benefits from this especially if you engage someone before you join so they can help negotiate favourable terms for you. Well worth considering.

Good luck in your new role. Enjoy it and make those first 100 days really count!

A year in Ressources Humaine (not Provence!).

Introducing our fascinating new blog series from our guest contributor, Karen. After 20 years as a HR professional in both public and private sectors (including working for Ruth) for a diverse range of employers and looking after 85 to 12000 employees, Karen is very much an HR expert. Indeed if she was not embarking on her new life we would be welcoming her into the Amelore fold.

Having initially started her HR career in the travel industry, Karen has decided to take a career break and relocate to France. As well as aiming to perfect her French language skills, Karen is returning to where it all began and will be working for a travel company in France.

Karen has offered to share her new experiences from an HR professional’s viewpoint with us and with you.

Karen’s driver for the blog…

“People have some interesting views on what Human Resources actually is and does (from both within and without the HR sector). Quite often they see it as not being part of ‘real life’ but a hoop to jump through or someone to seek permission from before you can interact with your employees. Personally, I see HR as being about people, with all of their quirks and needs, and not about processes and procedures that can often hold an organisation back. Successful HR should be about real life and real situations; be grounded in what really makes people tick and what makes organisations thrive.

That being the case, what are the lessons to be learnt from ‘good HR’ in a non-HR situation? Over the next few months I hope to explore some of them..”

 

Karen toasting a new life
Karen toasting her new life leaving these shores.

Dog tired… It’s Friday afternoon

jasper
Jasper with that Monday morning feeling.

The truth about office dogs… At Amelore we have an office dog.

Jasper is a black Labrador/Spaniel cross and comes to work with my husband who is our part-time and very flexible Financial Controller, Head of IT Support and creative lead amongst other things.

Jasper loves his routine. He walks across the fields each morning with my husband to take the children to our local village school. Then they head into the office and he positively runs in the door. Having burst in he drinks a large amount of water and then wipes his wet chops on our Operations Manager Sam. He rushes around to greet everyone and then he crashes out on his bed.

He barks at all the deliverymen and occasionally at clients if they arrive early for a meeting (if we don’t know they are dog friendly he has his own dog sitters in the office next door or failing that he sulks in the family bus).

Now over the years I have come across dogs at work and it can work very well and it can work very badly.

When I worked in the public sector it was quite common in the rural offices for people to take dogs to work but keep them in their cars, walking them regularly and sitting with them at lunchtime.

One of my clients introduced a rescue dog into a crowded workspace and it bit an employee. She was very understanding but that was not sensible on many levels and clearly the employer always has a duty to provide a safe environment for its employees. A bite is a personal injury and can be serious.

Recently we hired someone that wanted to take her dog to a central London office everyday on the tube but we said no to that. The office was busy and there was nowhere for the dog to be exercised.

The thing about any animals in the office is that not everyone likes them. It can really add a friendly, healthy dynamic to your company as we feel Jasper does, but if we wanted to hire someone that didn’t like dogs (they would have to be exceptional!), Jasper would sadly no longer be coming to work.

If you are thinking about having an office dog, make sure everyone is happy about it and set out the rules. Certain environments (warehouses, factories etc) are not dog friendly and the temperament of the dog is a key and major factor.

Labels – choose your identity before someone labels you

We can’t get away from them in society. I’ve had many in my career and indeed in my lifetime.

Teenage mother
Senior female executiveIMG_3317
Immune suppressed
Working mother
Older woman
Cancer survivor
Single mother
Female business owner
Older mother
Non-graduate
Mumpreneur
Older bride
HR person
Entrepreneur
New romantic (one of my favorites)
Main breadwinner
Support staff

Oh so many.

But I really don’t want to be defined by my health, my sense of style, the fact I have had children or got married or employ my husband or work.

The office of one of our local candidates has done a mail shot to potential female voters. His main assumption is that because I am female, I am in a low paid job with childcare issues. Now I accept that many people are in this position. Not just female but many will be.

But I have not got to the position I am in today (owner of a successful growing business) because I have ever had any self-limiting beliefs about what I can achieve.

In fact I have been positively driven by adversity.

When I had my daughter in 2006, I was back in hospital when she was 2 months old with septicemia. I was told I might not walk again. And that no one tended to breast feed in Intensive care. I did of course (managed 2 feeds a day to keep things going) and left hospital on crutches but these days I am a regular at combat training. That experience made me decide to apply for a promotion and move my family to the South West.

A few years later, when I had an unexpected spot of cancer a year after I had gone freelance I worked through it. I didn’t sign on and I didn’t let it do anything other than make me more determined. To get well. To work. To keep smiling.

I worked part-time predominantly for one of our favorite clients notonthehighstreet.com. Holly Tucker the CEO was very supportive and I used to go into the offices, wearing a turban and with a stick to help me walk.

That experience, helped me decide that if I was ill again I’d want a thriving business to be behind me. I’m not sure everyone has that reaction but I’d highly recommend it.

Don’t let other peoples labels define what you do. Drive your own identity and identify the choices you need to make and the path you need to take to get to the place you want to get to.

Since I’ve been in HR, I’ve watched a lot of porn

It wasn’t what I expected that’s for sure….
Lap-dancing clubs for corporate meetings
But having worked in some very male dominated environments it has been the subject of a number of investigations I have led that have often resulted in dismissal.  I can recall one guy that used the company systems to book an escort and others that sent shocking images to junior female staff for a laugh.

I can still remember in my early 30’s when I began working for a small merchant bank (that no longer exists) in the shadow of St Paul’s and going into the dealing room and just seeing a sea of porn on the screen savers.

In those days male traders still entertained male clients at Spearmint Rhino and it would pop out at lunchtime for a bottle of wine and to watch a quick semi naked dance before they slithered back to their desks.  You could always tell who had. They had a far away glint in their eye. It wasn’t nice.
Using lap-dancing clubs as corporate venues certainly excluded women even if one did get invites to go and watch and be one of the lads. Some women felt forced to do this to progress their careers as it was where lots of deals were done as well as recruitment. 
I’d like to say it doesn’t happen anymore but of course it still does.
Porn at work – hard to judge
In the days before the internet, you would not expect to see someone sitting at their desk reading Penthouse or something similar but there is a culture in some workplaces of highly inappropriate emails being passed around.
Now I say highly inappropriate because I am mindful that any pornographic image is probably very offensive to some people and that most people wouldn’t feel it was proper conduct in the workplace.  And of course it breaches the Equality Act as the employer has a duty to provide a positive working environment for all.
But it seems some people find this hard to judge.  Especially District Judge Timothy Bowles, Immigration Judge Warren Grant and Deputy District Judge and Recorder Peter Bullock who have all been removed from office for viewing pornography during working hours via the judicial IT systems.
Penalities are severe (or should be)
None of them work together so it looks to me like the Judicial IT department  have done a random sweep of their systems and picked this up.  Whenever I have done this in a workplace (after issuing a code of conduct and a warning) it has always picked up people mis-using the system and not expecting to get caught.  And it is gross misconduct which means they can be dismissed without pay. And they often are.
But often we don’t take senior folk to task enough.  So I’m delighted that the Lord Chancellor and the Lord Chief Justice have concluded it was an “inexcusable misuse” of their official accounts and “wholly unacceptable conduct for a judicial office holder”.  I firmly agree. If you hold the office and take the salary you need to behave in a manner that is fitting. We should expect the same standards from MPs and anyone in a senior or responsible role.
What should you do if someone sends you an inappropriate email?
Delete it without forwarding it. To anyone. Even yourself at home.
What should you do if you receive a complaint that one of your employees has done this?
Don’t do what I heard recently and delete the inappropriate content.  That just makes you as the employer more culpable.  You must do an investigation and if appropriate discipline your employee.  Make sure your IT and Communication policies are fit for purpose and update them if not.

Shared Parental Leave – do you know what’s coming?

Paternity leave, parental leave and now shared parental leave…it’s no wonder employers can get confused as to when and how to apply all these different forms of leave. So here’s the lowdown on what this new shared parental leave is, when it can be used and what you need to know.
Shared parental leave is going to be available for the parents of children due to be born or adopted on or after 5 April 2015. It’s a new policy that aims to enable eligible parents to choose how to share the care of their child during the first year of birth or adoption.


Broadly speaking the way this will work is that the parent will opt out of her maternity or adoption leave/statutory maternity or adoption pay and opt into the shared parental leave/shared parental pay. This will then allow them to share the remaining time and leave with their partner.
So how does this actually work?
Here’s an example. A mum may have gone on maternity leave 2 weeks before her baby is born. Then 6 weeks after the birth she gives 8 weeks notice to curtail her maternity leave and notice of taking shared parental leave. This means she will have taken 16 weeks of maternity leave, which will leave 36 weeks of shared paternal leave available. She can now share this 36 weeks with her partner, so either the partner could take 20 weeks and she could take the remaining 16 weeks or they could both take 18 weeks together.
Who is eligible?
This is pretty straightforward. You must share care of the child with either your husband, wife, civil partner or joint adopter; the child’s other parent; or your partner (if they live with you and the child). You or your partner must be eligible for maternity leave/pay, maternity allowance, or adoption leave/pay You must also have been employed continuously for at least 26 weeks by the end of the 15th week before the EWC; be employed by the same employer while you take SPL; and have main responsibility for the care of the child (apart from any responsibility of the partner).
How is Shared Parental Leave requested?
Now this is where the rules get a bit confusing…
To request shared parental leave you first need to provide a Leave Curtailment Notice to end your maternity or adoption leave.
You then need to provide Notice of Entitlement and Intention to Take Shared Parental Leave. In essence, three notices are required:-
1.     The mother and the partner must each give their employers written notice of entitlement to SPL and ShPP.
2.      The employee must also provide a signed declaration
3.     The employee’s partner must also provide a signed declaration stating
It is inevitable that sometimes an employee is going to want to change their mind over how they want to split this leave. Now, they can do this but unsurprisingly this is going to mean they need to serve another notice of intention to take shared parental leave confirming estimated dates and what leave is available to them. It’s worth noting here that they can change their minds over this as many times as they want.
When an employee is ready to request the actual date of this leave they need to serve a period of leave notice. Employees need to give their employer’s 8 weeks notice of any leave.
One period of leave notice can include more than one block of leave. An employee has the right to provide a maximum of 3 period of leave notices. An important thing to remember is that if an employee wants to change the dates of a period of leave, they need to serve another notice of leave, which comes out of their maximum 3 period of leave notices.
During shared parental leave, all contractual entitlements continue apart from wages or salary. Pension contributions will continue to be paid when shared parental pay is being paid but not when the employee is on unpaid shared parental leave.
So what do you need to do to get ready for the 5th April?
Ensure you have a shared parental leave policy in place
Communicate with your managers so they are ready for questions coming from employees about this new entitlement
Maternity coaching
Maternity coaching is already an established practice and whilst still predominantly female led, at Amelore we are starting to see men join at least one of the sessions.  Coaching before, during and after maternity and potentially shared parental leave provides valuable space for employees to explore significant changes, increase clarity of thought and help really decide the best way of working for the future.
Need help with this?
Amelore can help design a policy that fits your organisation and provide the tools to upskill your managers so they’re ready for the inevitable questions that will start coming through.