FAIR DISMISSAL

To dismiss an employee fairly, you must first have a fair reason for doing so. The potentially fair reasons include conduct, capability, redundancy or a statutory requirement which could prevent the employment continuing (such as a driver losing their driving license, or a person getting a negative CRB check.)

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ACAS CONNECTIONS
A lot of our Legal advisors have strong links with ACAS advisors which will be useful come 6 April 2014 when anyone considering a tribunal claim will have to go through early conciliation with ACAS before doing so.

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AD HOC SERVICES

All of our services are available to clients on a pay as you go basis for those not wanting to invest in a monthly retainer. You will still receive the exact same high level of Customer Service you and your business deserves, and our fees will still be highly competitive but just not as competitive as they are for our Prestige or Platinum clients.

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CONDUCTING INVESTIGATIONS

An investigation is the first step in addressing an employer’s concern about an employee, or a concern or request that an employee has raised with his or her manager.

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EMPLOYMENT CONTRACTS & HANDBOOKS

At Laveer Associates we pride ourselves in providing a bespoke drafting service tailored to suit all of our individual clients and the needs of their business. We can draft any document an employer requires, regardless of how small or large their specific needs are.

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DELAYED FLIGHT COMPENSATION

Has your flight been delayed …?

If the delay is at least three hours then you (and each of your fellow passengers) could be eligible for compensation of up to £480.

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LEGAL DOCUMENT DRAFTING

At Laveer we recognise that all businesses require various legal documents such as contracts and terms and conditions etc in order to safeguard themselves and their business, but are often put off due to the high costs associated with them.

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DISCIPLINARY & GRIEVANCES

Beyond the merits of the case, employees succeed at tribunal where they can show that procedures have not been followed properly. One of the most fundamental errors that most employers make in both disciplinary and grievance procedures is not undertaking a thorough investigation, which is a statutory obligation, and cherry picking information they would prefer to use, which can prove costly at a tribunal.

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DISCRIMINATION

From recruitment to termination an employer has to ensure that they do not discriminate on the above grounds. If you have an employee with one of the above characteristics be sure not to show them less favourable treatment to those who don’t possess that particular characteristic.

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LAVEER HELPDESK

Becoming a client you get unlimited access 24 hours a day, 365 days a year to our employment law & HR help desk.

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IN HOUSE ADVOCACY

Conducting complex Investigations, disciplinary’s, Grievances on behalf of your organisation.

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MANAGING POOR PERFORMANCE

Employers often leave performance management until it is too late. Costly mistakes can be avoided by early management of performance issues. We will provide employers with a Poor Performers Strategy and Settlement Agreement advice explaining different ways of managing poor performance, with practical examples you can implement.

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MORE LEGAL TRAINING SERVICES FOR BUSINESS

Practical and interactive in-house Employment Law & HR training provided to companies and HR professionals.

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PROTECTED CONVERSATIONS

As from the 29 July 2013 Employers can now approach Employees and have what is known as a ‘protected conversation’ under the Employment Rights Act 1996,so long as they follow set guidelines. An employer can have a protected conversation at any time with an employee; whether there is an ongoing issue or not that the employee is aware of.

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REDUNDANCY SERVICES

As an employer you have a legal duty to adhere to guidelines regarding redundancy, how the process is managed and whether or not you are fair and transparent throughout.

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SETTLEMENT AGREEMENTS

An individual cannot contract out of their employment rights, except when a settlement is reached by way of a Settlement Agreement (previously known as a Compromise Agreement).

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TRIBUNAL REPRESENTATION
To dismiss an employee fairly, you must first have a fair reason for doing so. The potentially fair reasons include conduct, capability, redundancy or a statutory.

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WHISTLEBLOWING
Whistle-blowing complaints have come to the fore in recent years since individuals have been made more aware of the duty on them to report dangerous or illegal activities.

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