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A Closer Look at Public Holiday Entitlements

April 30, 2024

Employees in Ireland are entitled to ten paid public holiday per year.




While the term Public Holiday and Bank Holiday are often used interchangeably, there is a difference and it is only the ten Public Holidays that an employee is entitled to paid for under the Organisation of Working Time Act 1997. (OWTA)

 


* Good Friday is not a Public Holiday and is a normal working day.

 


Public holidays are:


 

New Year's Day (1 January)

First Monday in February, or 1 February if the date falls on a Friday

Saint Patrick's Day (17 March)

Easter Monday*

First Monday in May

First Monday in June

First Monday in August

Last Monday in October

Christmas Day (25 December)

Saint Stephen's Day (26 December)

 

Easter Monday is the only public holiday that the date will change significantly from year to year. 

 


Calculating Public Holidays

 


An employee is entitled to whichever of the following the employer determines:


 

a) a paid day off on that day

b) a paid day off within a month of that day

c) an additional day of annual leave

d) an additional day of pay

 


The entitlement to the benefit for Public Holidays begins immediately at the commencement of employment for Full-time employees; Part-time employees however must have worked a minimum of 40 hours in the previous 5 weeks to gain the entitlement.

 


When an employee works on a public holiday, in that case they are entitled to be paid for the day in accordance with their terms and conditions of employment. In addition, they also have an entitlement to benefit for the public holiday as follows;

 


If the business is open and the employee works on that day, in that case, the employee is entitled to be paid for that day and to either, an additional day of annual leave, a paid off within a month, or an additional day's pay. Where an employee is on a fixed rate (i.e. hourly rate/salary) that does not vary in relation to the work done, this additional day's pay is calculated based on the payment they received for the normal daily hours last worked before the public holiday.

 


If an employee is not normally rostered to work on the day that the Public Holiday falls, then they will be entitled to one-fifth of their normal weekly wage. As above, where an employee’s pay does not vary in relation to the work done (i.e. hourly/salary), this normal weekly wage, is calculated based on the normal weekly hours last worked before the public holiday;

 


If the business is closed on the public holiday and an employee would normally be due to work, then they get their normal day's pay or can receive a paid day off within one month or receive an additional day of annual leave.

 


Where the public holiday falls on a day which is not a normal working day for that employee such as a weekend and an employer chooses to give an additional day off, this does not have to fall on the Monday, contrary to what some people might believe, this must however be given within one month of the Public Holiday.

 


Entitlement After Leaving Employment

 


If an employee ceases to be employed for any reason during the week ending on the day before a public holiday, having worked during the 4 weeks preceding that week, then the employee is entitled to receive pay for the public holiday.


 

Note to Employers



Although it can seem easier to apply a one size fits all approach to calculating Public Holidays, it is important to make sure that the way you are calculating them is compliant and that you do not leave your business exposed to claims of underpayment.

 


For advice and guidance on Public Holiday calculation, please contact the team at MSS today.



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By Tara Daly February 12, 2025
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These are typically legal professionals, HR consultants, or specialised investigators. Advantages of External Investigators : Impartiality: External investigators bring objectivity and are free from internal influences. Expertise: They are usually well-versed in employment law, investigative techniques, and handling sensitive matters. Credibility: Their involvement may enhance the credibility of the investigation, especially if challenged in court or by regulatory bodies. As with Internal Investigators, there are some drawbacks to engaging with External Investigators, including: Cost: Hiring external experts can be more expensive than using internal resources. Familiarity: They may lack an understanding of the organisation’s culture and internal dynamics. As a general guide, Internal Investigators are suitable for minor infractions, when there is no risk of bias, and the organisation has trained personnel. 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Throughout the process, it's imperative to adhere to the principles of natural justice, ensuring that the accused employee has the opportunity to respond to allegations and that the investigation is conducted without bias. Role of the Workplace Relations Commission (WRC) The WRC is the National body tasked with handling employment law-related claims, including unfair dismissal. If an employee believes that an investigation was conducted unfairly or that their rights were violated, they may seek recourse from the WRC. The WRC provides mechanisms for resolving such disputes and ensures that employment laws are upheld. Common Pitfalls and Risks Poorly conducted investigations can expose organisations to significant financial, legal, and reputational risks. Common mistakes include: · Lack of pre-investigation planning. · Absence of a clear Terms of Reference. · Failure to adhere to fair procedures and natural justice principles. · Inadequate documentation of the investigation process. 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To learn more about our employer representation service, visit https://www.mssthehrpeople.ie/employer-representation or contact us today at info@mssthehrpeople.ie
By Tara Daly February 12, 2025
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By Amanda Scully February 12, 2025
In recent years, workplace trends have shifted significantly, and "soft quitting" has emerged as a concerning development for employers. Unlike "quiet quitting," where employees do the bare minimum to meet job expectations, soft quitting occurs when employees emotionally disengage from their work. While their output may remain steady, the quality and enthusiasm they bring to their roles decline, creating long-term challenges for organisational culture and productivity. What is Soft Quitting? Soft quitting, as described by workplace experts, is a subtler and potentially more damaging form of disengagement. Employees lose their connection to their work, feeling unmotivated and indifferent. Unlike quiet quitters, who can often be reinvigorated with clearer expectations or added responsibilities, soft quitters require deeper intervention. They need to believe their contributions are meaningful and aligned with their personal and professional goals. This trend echoes broader societal shifts, such as the Chinese "tang ping" (lying flat) movement, which embraces a minimalist lifestyle and rejects the pressures of the rat race. It also ties into what Gallup describes as the "great detachment," a phenomenon where employees feel increasingly disconnected from their jobs. Gallup's data indicates that detachment not only impacts productivity but also stifles organisational change efforts, as disengaged employees are less likely to support new initiatives. The Role of HR in Addressing Soft Quitting For HR teams, soft quitting presents a unique challenge. Unlike visible performance issues, soft quitters can be difficult to identify because they continue meeting basic expectations. However, their disengagement subtly undermines team dynamics, innovation, and morale over time. To tackle this issue, HR professionals can take proactive steps to re-engage employees: Foster a Culture of Purpose: Employees need to see the value of their work and understand how it contributes to broader organisational goals. Regular communication about the company’s mission and vision can help bridge this gap. Prioritise Employee Development: Providing opportunities for skill growth and career advancement can rekindle enthusiasm. Training programs, mentorship, and clear pathways for promotion are essential tools. Encourage Feedback and Involvement: Creating an open environment where employees feel heard and valued can reignite their sense of belonging. Regular check-ins and surveys can help HR identify concerns early. Leverage Hybrid Work Benefits: While remote work can sometimes contribute to detachment, flexible policies that prioritise work-life balance and mental health can boost engagement when implemented thoughtfully. The Potential Impact of AI As soft quitting highlights the challenges of human engagement, advancements in artificial intelligence (AI) add another layer of complexity. AI is poised to automate many tasks, particularly in high-skill roles. While this can boost efficiency, it also raises concerns about job security and inequality. Research suggests that 30–60% of jobs in advanced economies are at risk of being affected by AI. This uncertainty can further exacerbate disengagement among employees who feel their roles are undervalued or replaceable. For HR teams, this underscores the importance of focusing on human-centered strategies to combat disengagement. By emphasising empathy, growth, and purpose, HR can create environments where employees feel supported despite technological shifts. Turning Soft Quitters Into Engaged Contributors Soft quitting is a wake-up call for employers to prioritise their people. Rather than viewing disengagement as a threat, HR professionals can see it as an opportunity to refine workplace culture and better align with employee expectations. By fostering connection, offering growth opportunities, and addressing concerns head-on, companies can not only prevent soft quitting but transform it into a catalyst for renewed engagement and innovation.  As your trusted HR partner, we’re here to help you navigate these challenges and create workplaces where employees thrive. Reach out to learn how our solutions can support your team in this evolving landscape.
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