(Solution) CIPD New 5OS01: SPECIALIST EMPLOYMENT LAW
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Table of Contents
AC 2.1: Principles of discrimination law in recruitment, selection and employment 3
AC 2.2: The legal requirements of equal pay. 3
AC 4.1: Major statutory rights workers have concerning pay. 4
AC 4.2: Major statutory rights in leave and working time. 4
AC 4.4: Other employment rights relating to Flexible Working. 7
AC 3.1: Legal implications of managing change. 8
AC 3.2: Legal requirements relating to transfers of undertakings. 9
Task Two – Presentation Pack. 10
AC 1.1 Aims and objectives of employment regulation. 10
AC 1.2 Tribunal and courts system in enforcing employment law.. 11
AC 1.3 Process of case settlement before and during formal legal procedures. 12
Assessment Criteria Evidence Checklist 18
Task One – Written Report
Section 1
AC 2.1: Principles of discrimination law in recruitment, selection and employment
Discrimination in recruitment and selection is seen when applicants are treated unfairly because of backgrounds and other areas. Concerning employment, discrimination means when an employer treats one employee less favourably than others regarding employee benefits and opportunities. Employment discrimination is a form of illegal discrimination in the workplace which is based on protected characteristics. In workplaces Equality Act 2010has played a consequential role in fostering good relationships among employers and employees, embracing Equality and opportunities and the abolition of discriminative activities in workplaces (Citizensadvice.org.uk, 2022). The key principles affiliated with discrimination law involve Direct discrimination, indirect discrimination, victimization, and positive actions (Nottingham.ac.uk, 2023). These could further be evaluated through an example of academic institutes where the universities arguably have lower applications for women where initiatives towards WiSETI need to be undertaken (Nottingham.ac.uk, 2023). This situation can further be evaluated through a case example of female groups in NHS. In this context, through analyzing an article by Mayor (2021), it has been found that the women NHS workers across Wales are belittled and patronized by British Medical Association. Thoroughsurvey results from it have found that 88% of doctors believe the exitance of Sexism behaviour across NHS could negatively influence their reputation across the Globe.
Recruitment
In UK, the Equality Act 2010 is use in governing how recruitment is pursued to avoid discrimination (Citizensadvice.org.UK, 2022). For instance, according to section 60 of the Equality Act 2010, it is against the law rejecting job applications without offering a chance to show that you possess the skills of doing the job (Equality Human Rights, 2022). By prioritising on the skills rather than the individual characteristics, objectivity criteria of recruitment is noted to have been adopted. To evidence the rationale of embracing objectivity in recruitment, the Government Legal Service V Brookes (EAT) case law can be considered. In this case law, the recruiting organisation had failed in making reasonable adjustments to a disabled employee. The outcome of this was passing the case in the Employment Tribunal where a decision was made on the need of enhancing objective recruitment. There are however instances where discrimination in recruitment can be allowed. As evidenced in Citizensadvice.org.UK (2022) when objective justification of discrimination is provided, it is not unlawful under the Equality Act 2010. For instance, if an organisation recruitment process require employees to have at least 10 years of experience, women who could fail to meet this requirement could feel indirectly discriminated since they could have spent considerable time caring for their children.
Selection
Further, Equality Act 2010, the process followed for interviewing and the overall process ought to have zero discrimination. According to Ons.gov.uk (2023), this is pursued by noting on employee fit level in line with job descriptions/specifications increasing likelihood for being considered. In the process of selection, there should be no blind CVs or unfair scoring matrix.
Employment
In employment, Equality Act 2010 note that in the employment phase, discrimination of the staff should not be evident. This is while being compliant with entire tribunal demands. For example, an employee verbally provided with a job opportunity in an interview process should not be withdrawn. There should not be any type of engagement with referees on job appropriateness evident.
AC 2.2: The legal requirements of equal pay
Adopting the definition in ACAS (2022) equal pay represent a situation where men and women ought to be offered with equal pay for doing equal work. This is a work which equal pay law classes as the same, similar, equivalent or of equal value. To achieve equal pay, an organisation should not pay an employee less compared to another person who is of opposite gender and doing equal work. This is covered in the Equality Act 2010 and Equality and Human Rights Commission (EHRC) statutory code of practice on equal pay. In society, equal or Equality can be termed as a facet which offers human beings, even from different origins and ethnicities, similar or equivalent treatment and guides them in improving their lives and life expectancies (Equalityhumanrights.com, 2023). Statutory code of practice on equal pay, it can be stated that Men and Women must offer equal pay and allowances across workplaces (Equalityhumanrights.com, 2023). The key features of equal pay are applied to contractual terms and conditions: basic pay, performance-related benefits, non-discretionary bonuses, overtime rates and allowances, severance and redundancy pay, benefits under pension schemes, and sick pay and access to pension schemes. The Equality Act 2010 gives women and men to receive equal pay for equal work unless the difference can be justified (Legislation.gov.uk, 2010). The gender pay gap is a major issue in UK workplaces, which means different average pay among men and women.
In this context, through acknowledging a case study of BBC news, it has been found that despite being recognized as a well-reputed entity, the Men workers at BBC enjoy an additional 9.3% off grade pay that the employer has offered to the female companions (Croneri.co.uk). On the contrary, through acknowledging statistics from ONS, it has been found that among full-tune employees, the Gender pay gap was 8.3% in 2022, where the gap was 7.7%, exactly the same time interval in the previous year and 9% during the year of global pandemic 2019 (Ons.gov.uk, 2023).If True Health receives an equal pay claim, the HR managers can defend themselves by referring it to Performance-related benefits. As an example, if the organizations have a similar pay claim from a female employee with the reference of a male employee who is being paid more for the same job position, the HR manager can defend the claim by referring to the higher pay. Fair pay does not mean equal pay. It means if an employee has more efficiency and work experience has more liability to get paid than other employees. This kind of differentiated pay can refer to performance-related pay.
Section 2
AC 4.1: Major statutory rights workers have concerning pay
The statutory rights to employees in areas of pay has been improved to include 1 day in line with the 2020 Act after commencing their employment. The considerations include payment above the national minimum wage and an itemised payslip from the first day. The different legislations such as Equal Pay Act 1970, Equality Act 1970 have all been repealed with Equality Act 2010 consolidating all the legislations. The payslip should involve Basic salary, Dearness Allowance, Housing rent allowances, Professional taxes, special allowances, leave travel allowances, medical allowances, conveyance allowances, tax deducted at source and EPFs (Employee’s provident funds). Legislation.Go.UK (2021a) which identify the National Minimum Wage 1998 which note the minimum pay per hour majority of workers of under 23 years are entitled to by law (Pearce, 2018). Also, the National Living Wage 2022 (GOV.UK, 2021b) which identify the minimum wage rates as increasing on 1st April where the pay per hour of employees of age 23 years is set by law. For instance, in April 2022, the minimum wage was set to include £4.81 which is a 4.1% increase for 16-17 year olds, £6.83 representing 4.1% increase for 18-20 years old and £9.18 representing 9.8% increase for employees aged 21-22 years.
Right of itemized pay slip starting from their first day– In the UK, employees should be given a payslip to employees from the first day of their employment. This is considerable for all employment contracts except casual ones. According to Section 8 of the Employment Rights Act 1996, at the start of employment, employers have to give payment of wages or salary as the itemized pay statement (payslip) (Legislation.gov.uk, 1996). This provision makes employees aware of the number of work hours, before and after deductions, and the number of deductions that may change. With this provision, employers have to clear employees about the fixed wage, salary, and amount to be deducted for capability. The Equal PayAct of 1970 forced organizations to maintain transparency in payslips regarding employment terms and conditions. In UK, the payslip legislation is as addressed by the Payment of Wages Act 1991. This law was further amended in February 2018 to be incorporated in the Employment Rights Act 1996 (itemised pay statement (amendment). In this amendment, it was stated that employers are required to offer insights on the amount of wages or salary varying by referencing on time worked, the total number of hours worked in respect of variable amount of wages or salary as a single aggregate figure or a separate figures for different types of work or different rates of pay. As evidenced in ACAS (2022), the employees leverage on the right to a payslip and entail what need to be included in the payslip. More critically, the payslip is a written statement from the employer evidencing what is earned before taxation and other deductions.
Statutory maternity pay (SMP), Statutory Adoption Pay (SAP), Statutory Paternity Pay (SSP), Statutory shared parental pay (ShPP), Statutory Parental Bereavement Pay (SSBP) and the Statutory Sick Pay (SSP)- As evidenced in Gov.UK (2013), these are reviewed every April of a year. As evidenced in April 2022 release, these would be increased from £151.97 to £156.66 or 90% of the employees every week earnings when the amount is less than a statutory rate. Further, for the MA, this would increase from £151.97 to £156.66.
AC 4.2: Major statutory rights in leave and working time
Employees in the UK have the right to paid public holidays and leaves, including sick leave, casual leave, privilege leaves, and other leaves. Working hours mean the period during which an employee is available for work (Messenger, 2018). Based on the working hour policies and legislations, statutorily rights of leave and Working time are considered. Working hours & time off work give employees basic rights and protections relating to working time. True Health should consider the following statutory rights concerning leave and Working time.
A right to 28 days paid leaves in a year– A full-time worker in the UK has the right to 28 days’ holiday if they worked for 5 weeks straight, which is equivalent to 5.6 weeks of leaves in a year. With the Working Time Regulations 1998 (UK) provision, permanent employees should be given 5.6 weeks of leaves, including bank holidays (Legislation.gov.uk, 1998). However, employees who work irregular hours are entitled to paid time off for every hour they work.Paid annual leave is a legal right that an employer must provide. Based on the Working Time regulation 1998, Workers have the right to take rests at certain intervals during the Working period (Acas.org.uk, 2023). These have enabled them to avoid fatigue and improve their concentration levels to deliver results with the most adequate outcomes.
A right to 11 hours of rest a day– Employers have the right to take 11 hours of breaks in a day, before and after working hours. For instance, an employee who finished his work at 9 pm on Tuesday must start on Wednesday, at 8 am. According to the Working Time Regulations 1998, an uninterrupted 11 hours of rest is the statutory right of employees (Legislation.gov.uk, 1998). Hence, employers should design the working hours according to the statutory rights of uninterrupted 11 hours breaks. True Health’s working hours and shifts should consider 11 at the broken protocol.
A right to work not more than 48 hours in a week– Average working hours are calculated over 17 weeks, and workers can work for work more than 48 hours if the average working hours are less than 48 hours. According to Working Time Regulations 1998 (UK), workers in the UK should not have to work more than an average of 48 hours a week (Legislation.gov.uk, 1998). The only way to work more than 48 hours in a week is if employees sign an agreement to opt out of the maximum weekly working time limit.
Shift works-These types of rests must only entitle to a part number of rests for working weeks or days.
Rest during working Weeks-Workersare entitled to have a minimum of rest depending on how long they have worked. For instance, in 7 days period, at least 24 hours of rest. In 14 days, at least 48 hours of rest, whereas employees can take 1 block of 48 hours or 2 blocks of 24 hours of rest as per their preferences (Acas.org.uk, 2023).
Rest between working days-Employees and workers need at least 11 hours of uninterrupted rest between finishing work and starting work the next day.
AC 4.3: Main principles of maternity, paternity, and adoption rights in the context of employment rights
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- Within six months, PS&M personnel will be provided with chances for capacity building through partnerships with educational institutions to gain knowledge and skills for implementing category management.
- The PS&M would become more motivated in the long run by providing recognition and benefits for pursuing category management implementation.
- Within a year, an effective change management strategy would be pursued, focusing on tracking the change and spotting change resistance
1.0 Introduction
1.1 ADNOC Organisation Background
In this report, the organisation of focus is Abu Dhabi National Oil Company (ADNOC). This is for understanding the impact of contract terms and conditions on distribution of risk and power with their suppliers. This is an organisation which began its operation in 1971 and today is ranked as the leader in diversified energy group which is owned by Abu Dhabi Government (ADNOC, 2022). The organisation network of holistically integrated business has based their operations across the entire energy value chain assisting their capacity for meeting overall demands of the consistently changing energy markets. For remaining competitive, the organisation has allocated $15 billion for advancing and accelerating lower-carbon solutions, investment in new energy solutions and decarbonisation technologies for lowering their carbon intensity with 25% by 2030 and successfully facilitating their NetZero by 2050 target. The company has a network of fully operational companies that operate throughout the entire hydrocarbon value chain, handling tasks including exploration, production, processing, storing, refinement, and supply in addition to manufacturing a wide range of petrochemical products. I work as a Contract Engineer for ADNOC Offshore, one of the company's divisions. The offshore division of ADNOC is responsible for the delivery and development of oil and gas resources in the waters surrounding Abu Dhabi. With OPEX and CAPEX, ADNOC Offshore spends over 3,000 million dollars annually. The organisation structure is as illustrated in figure 1; Figure 1: ADNOC Organisation Structure1.2 Identified Category Management
The deployment of the iSourcing system, a technology-focused procurement procedure, was chosen as the category management in this study. The need for oil and gas has significantly expanded in the modern era since the Covid-19 epidemic. As a result, ADNOC is forced to spend money on equipment to help them process and refine more oil and gas products. In light of this, the team leader's responsibility is to see that an iSourcing system is in place and can be utilised to purchase the new machines that the company needs to upgrade its operations. Locally in UAE, regionally in the Middle East, and internationally in Western nations, this would apply. This project aims to produce a report outlining the implementation of the change approach. This is done while ensuring the team members and leader have the necessary abilities to carry out the plan successfully. Implementing the new category management strategy is the kind of change being sought. The learner will be the team leader throughout the full category management process since a team has been chosen to oversee the deployment of iSourcing. The practical approach would be utilising various tools and strategies that demonstrate leadership and best practices in change management, along with a focus on the category management data from the ADNOC firm.2.0 Change Management Approach
2.1 Introduction of the Required Change Process
In its Procurement Supply and Management (PS&M) budget, ADNOC had allocated roughly 10 million UAEis before the COVID-19 epidemic. Up to 5,000 domestic and foreign providers are currently utilised in this. Because of the significant financial allocation in PS&M, the ADNOC sourcing method is crucial to their operations in this scenario. Logistics, equipment, and facility administration are all purchased separately by the organisation, all of which fall under the organisation's primary spending categories of computers and technical systems. As a result, they lack a centralised system that would allow all departments to be involved in aiding the procurement procedure (CIPS, 2020). The Burke-Litwin Model (Coruzzi, 2020) can pinpoint the internal and external factors that contributed to the identified change. This model ranks the many change drivers according to their importance and provides evidence of each one in figure 2; Figure 2:Drivers of Change Model When taking into account the ADNOC organisation and indicated change, these elements have the following effects, as stated in Table 1: Table 1:Summary of the Drivers of Change in ADNOC Organisation| Factors of change | Explanation |
| External environment | Supply chain networks have been significantly impacted since COVID-19. ADNOC's ability to replenish stock, equipment, and machinery has been affected. Therefore, ADNOC would participate in strategic alliances by including diverse actors and intermediates in the complete value chain through iSourcing |
| Individual and oganisational performance | ADNOC's investment in iSourcing would reduce PS&M turnover, everyone's performance, and supply chain network satisfaction. |
| Leadership | To ensure iSourcing success, the PS&M will lead and manage efficiently. This inspires and guides other organisations to iSourcing success. |
| Mission and strategy | The achievement of ADNOC's aim to provide high-quality oil and gas products would be ensured by the deployment of iSourcing. The justification for this is to quickly and effectively engage highly qualified vendors. |
| Organisation culture | Implementing iSourcing would promote the collaborative and teamwork-oriented organisational culture of ADNOC. This is due to the platforms offered by iSourcing that provide suitable options for teamwork and collaboration. |
| Task requirements and individual skills | Employees at ADNOC lack the knowledge and skills necessary to deploy iSourcing. This deficit might be filled by offering possibilities for professional advancement. Implementation of the change would be successful. |
| Employee motivation | This report's proposal suggests that providing monetary and non-monetary rewards is necessary to encourage people to adopt iSourcing. This is for employing remarkably contemporary systems of practice. |