Search Results
No. 163 The Disability Discrimination Act 1995 (commencement No. 7) Order (Northern Ireland) 2001
This Order brings into operation aspects of the Disability Discrimination Act 1995 relating to taxi drivers (taking guide dogs/hearing dogs), Departmental papers regarding exception applications and appeals.
Common Workplace Adjustments for Staff Experiencing Mental Ill Health
This document sets out suggestions as to how to support mental health in the workplace by making adjustments and providing assistance to support staff to fulfil their role.
286 (16) The Protection from Harassment (1997 Order) (Commencement No.1) Order (Northern Ireland) 1997
This Order stipulates 17 June 1997 as the date for Articles 2, 3, 4, 5(1) and 5(2), 6, 7, 8, and 9 of the 1997 Order to come into operation.
CMRS Statistics - Annual Statistics 2020-2021(April 2020 - March 2021)
This spreadsheet sets out our conciliation statistics for the reporting year 2020-2021 (April 2020 - March 2021).
These statistics contain finally adjusted figures resulting from end of year case reconciliations.
No 621 The National Minimum Wage Regulations 2015
This instrument consolidates the National Minimum Wage Regulations 1999 (“the 1999 Regulations”) and subsequent amending regulations with the purpose of making the rules clearer and more workable for employers and employees.
No 30 Safeguarding Vulnerable Groups (Regulated Activity, Devolution Alignment, and Miscellaneous Provisions) Order (Northern Ireland)
This order makes significant changes to the 2007 Order in a wide variety of areas from the definition of a regulated activity, disclosures to police and many other detailed functional and general amendments.
Webinar - Parental Bereavement Leave and Pay
This short webinar provides all the key information employers and employees need to know about Parental Bereavement Leave and Pay legislation which came into effect in Northern Ireland on 6 April 2022.
Employee engagement
Employee engagement plays a crucial role in the success of any organisation. It goes beyond the surface level of job satisfaction and encompasses the emotional and psychological connection that an employee has with their work and their workplace. Engaged employees are not just committed to their job, but they are also invested in the values of their organisation. They are more likely to put in discretionary effort, go the extra mile, and take ownership of their work, leading to improved performance and productivity.