Temporary COVID-19 Wage Subsidy Scheme - Effective from 4th May 2020
April 17, 2020
EMPLOYER UPDATE
Temporary COVID-19 Wage Subsidy Scheme
Effective from 4th May 2020
The Wage Subsidy Scheme came into operation on the 26th March 2020 and provided financial support to Irish Companies affected by the Covid-19 crisis who, otherwise, may be unable to pay employees their wages arising from the COVID 19 crisis, and allows employers to continue to pay employees and to re-employ employees who may have been laid off.
This scheme has again been updated on the 15th April and these updates come into effect on the 4th May 2020 and run to the 26th June 2020. For April pay runs please refer top our Update of the 6th April 2020.
Employers must keep employees on the payroll throughout the COVID-19 pandemic so that employers retain their links with employees for when business picks up after the crisis and are encouraged to top up the subsidy, if they can, for the period of the scheme. A revised summary of the operation of the scheme is as follows: -
New Scheme Details
- Post 4th May 2020 the subsidy will refund employers the amount as follows: -
o 85% of net pay to a maximum of €350 per qualifying employee, where the employee’s normal net pay was €412 p.w. or less
o 70% of net pay to a maximum of €350 per employee where the normal net pay was between €412p.w. and €500 p.w
o 70% of net pay to a maximum of €410 per employees where the normal net pay was between €501p.w. and €586 p.w
o 70% of net pay for employees with previous net pay between €586 - €960 per week subject to a maximum that is based on a tiered approach which varies the maximum depending on the amount paid by the employer and the level of any reduction in pay that has been imposed on that employee as follows:
Gross amount paid by the Employer Subsidy Max
Up to 60% of normal net €350
Between 60%-80% of net €205
- A tapering of the subsidy will apply to all cases where the gross pay paid by the employer and the subsidy exceed the previous normal net weekly pay. This will be calculated by subtracting the amount paid by the employer from the previous average net weekly pay. This is to ensure that no employee would be better off under the scheme.
- The subsidy will also now support employees where the average net pre-COVID-19 salary was greater than €76,000, (gross) and their gross post-Covid salary has since fallen below €76,000. The tiered arrangement for gross incomes in excess of €38,000 (€586) will apply in such circumstances.
- Employers are requested to top up, if possible, to no more than the normal take home (net) pay, but must pay a top up of at least € .01
- Income tax, PRSI, LPT and USC will not be applied to the subsidy at the time of payment. This will be balanced at year end.
- Employee PRSI will not apply to the subsidy or top up payments.
- Employers PRSI will not apply to the subsidy and will be reduced from 11.5% to 0.5% on the top up payment. (Class J9)
- All other conditions of the scheme continue to apply as set out below.
Who does the scheme apply to?
The Scheme is open to businesses, excluding the public service and non-commercial semi-state sector, who are being adversely impacted by the pandemic and they: -
- retain staff on payroll or re-employ laid off staff, whether they are on reduced hours and/or reduced pay.
The employer meets the conditions set out below and subject to the levels of pay given to the employees.
Scheme Qualification
Employers must:
- be experiencing a significant negative economic disruption due to Covid-19
- Applications will be self-assessed – employers must presume this will be checked at some date with potential serious consequences for any unsustainable claim
- be able to demonstrate, to the satisfaction of Revenue, an expected minimum of a 25% decline in turnover in Q2
- be unable to meet normal wages and normal outputs fully.
Employees must:
- have been on the employer’s payroll as at 29 February 2020, and
- for whom a payroll submission has already been made to Revenue in the period from 1 February 2020 to 15 March 2020.
- be employees who were laid off after 29th February and are taken back onto the payroll.
- If an employee has more than one job the employer applies 70% of what they are paying the employee.
Publication:
The names of employers operating this scheme will be published on Revenue’s website in due course, after the scheme has expired.
Employer Registration:
Any employer, already registered with Revenue for the Employer COVID-19 Refund Scheme, is not required to take any further action. The employer may make payroll submissions from 26 March 2020 under the subsidy scheme arrangements on the same basis as they were doing for the Employer Refund Scheme.
Employers wishing to register for the scheme can apply to Revenue by logging on to ROS myEnquiries and select the category ‘Covid-19: Temporary Wage Subsidy’.
- Read the “Covid-19: Temporary Wage Subsidy Self-Declaration” and press the ‘Submit’ button.
- Ensure bank account details on Revenue record are correct. These can be checked in ROS and in ‘Manage bank accounts’, ‘Manage EFT’. Enter the refund bank account that the refund is to be made to.
Operating the scheme from Thursday 26th March 2020
Transitional Phase - The employer runs the payroll as normal, entering the following details for each relevant employee under the Scheme:
- PRSI Class set to J9.
- A non-taxable amount equal to 70% of the employee’s net take home pay subject to the €410/ €350 maximum.
- If an employer is not making any payment to the employee, they should include a pay amount of €0.01 in Gross Pay.
- If an employer is making additional wage payments they should include this amount in the Gross Pay.
- It is important that employers do not include the Temporary Wage Subsidy payment in Gross Pay.
- The additional payment, which cannot be re-grossed, are liable to income tax and USC
- Net pay must not exceed average weekly net pay
The payroll submission must include pay frequency and period number and will not be processed for refund until 4 days before the pay date.
Normal Weekly Net Pay
This is the Average Net weekly pay for January and February 2020 based on revenue returns by 15th March 2020.
- Take the employee’s “Gross pay” and from it subtract the “Income Tax Paid”, the “USC Paid” and the “Employee PRSI Paid”.
- Total this figure for each pay date in Jan and Feb 2020 and divide this by the number of insurable weeks (capped at 9) for the period.
- This gives the employee’s average pay that is to be used for the subsidy amount
- Pension and other voluntary deductions can only be made from the “top-up” payment provided funds are sufficient.
The payment of the Temporary Wage Subsidy and any additional income paid by the employer may result in the refund of Income Tax or USC already paid by the employee. Any Income Tax and USC refunds that arise as a result of the application of tax credits and rate bands can be repaid by the employer and Revenue will also refund this amount to the employer.
Employers must not operate this scheme for any employee who is making a claim for duplicate support (e.g. Pandemic Unemployment Payment) from the DEASP.
Where an employee is not covered by this scheme they may still be able to avail of the Covid 19 Pandemic Unemployment Payment or Short-time Work Support/Job Seekers benefit.
Please note Penalties will apply to any abuse of the Subsidy Scheme by self-declaring incorrectly, not providing funds to employees or non-adherence to Revenue, and any other relevant, guidelines.
This update is for guidance only and is provided by the MSS HR Support Service
Further details on the update or about our services may be obtained from:
John Barry/Tara Daly/ Hugh Hegarty at Tel: 01 8870690
Email: info@mssirl.ie Website: www.mssthehrpeople.ie
Useful links for more information:-
New paragraph
In 2024, Ireland implemented significant reforms to its employment permit and visa systems through the Employment Permits Act 2024. These changes aim to modernise the process, address labour market needs, and enhance flexibility for both employers and employees. If you currently employ, or plan to employ an employment permit or visa holder, it's crucial to understand these developments and their implications. Key Changes Introduced by the Employment Permits Act 2024: Revised Labour Market Needs Test (LMNT): Employers are no longer required to advertise job vacancies in print media. Instead, vacancies must be posted on online platforms accessible to Irish and EEA citizens. However, postings on Jobs Ireland and EURES remain mandatory. This simplifies the process for employers, potentially speeding up the recruitment process. Enhanced Mobility for Employment Permit Holders: General Employment Permit (GEP) and Critical Skills Employment Permit (CSEP) holders can now change employers after nine months, reduced from the previous 12-month requirement. GEP holders can move within the same occupation, while CSEP holders have broader flexibility across related roles. Facilitated Internal Promotions and Transfers: Permit holders can be promoted or internally transferred within the same company without needing a new employment permit, streamlining career progression and avoiding unnecessary administrative burdens for employers. Introduction of the Seasonal Employment Permit (SEP): A new permit allows non-EEA workers to engage in seasonal employment for up to seven months annually, supporting sectors like horticulture and agriculture. A pilot scheme was launched in February 2025. This is positive for employers who may otherwise struggle to recruit seasonal workers. Updated Salary Thresholds: Minimum salary requirements for various permits have been increased. For instance, the threshold for General Employment Permits rose from €30,000 to €34,000 in January 2024, with further increases planned later this year. Whilst this is increase is positive in that it ensures Migrant workers are earning a living wage, the increased threshold may lead to difficulties in recruitment and may also deter some employers from considering Work Permits. Expanded Rights for Dependents: Dependents of CSEP holders and certain researchers can now work in Ireland without needing a separate employment permit, enhancing family integration. Implications for Employers: Recruitment Flexibility: The revised LMNT and mobility provisions allow for a more streamlined hiring process and greater access to international talent. Compliance Obligations: Employers must ensure adherence to the new advertising requirements and updated salary thresholds to remain compliant. Strategic Workforce Planning: The introduction of the SEP provides opportunities to address seasonal labour demands effectively. Implications for Employees: Career Advancement: Enhanced mobility and promotion provisions offer greater opportunities for career development within Ireland. Family Integration: Expanded work rights for dependents facilitate better family support and integration into Irish society. These legislative changes reflect Ireland's commitment to creating a more flexible and responsive employment permit system, balancing economic needs with worker rights. Need Support Navigating the Changes? If you have questions about how the 2024 work permit and visa changes affect your business, or if you're unsure about compliance, recruitment strategies, or permit applications— we’re here to help . Our team of HR and employment law experts can guide you through every step of the Work Permit process, ensuring you remain compliant while supporting your workforce needs. Call or email us today 01 8870690, info@mssthehrpeople.ie
Ireland is becoming an increasingly multicultural society, with one in five residents born abroad. However, while workplaces are seeing more diverse talent pools, true representation at senior levels is still a challenge. The Current Landscape Encouraging progress has been made in gender diversity—particularly in boardrooms. The number of women on boards of the top 20 listed companies has doubled in the past five years. However, broader workplace diversity remains an issue. Recent reports indicate that only half of employees feel their companies are representative of society at management levels. Key Challenges Ethnic Minority Representation: Many ethnic minority professionals continue to face barriers to career progression, particularly in leadership roles. Disability Inclusion: Despite workplace accessibility initiatives, disabled individuals remain underrepresented in the workforce. Gender Disparities: While strides have been made, industries like finance and tech still show significant gender gaps at senior levels. The introduction of gender pay gap reporting in Ireland is a significant step toward greater transparency. By requiring companies to publish gender pay data, this initiative highlights disparities and encourages organisations to take proactive measures to address them. Steps Towards a More Inclusive Workforce 1. Commitment to Change – Companies need to adopt proactive diversity, equity, and inclusion (DEI) policies, ensuring hiring and promotion practices reflect a broader talent base . Initiatives & Charters – Programs like the Women in Finance Charter and various industry-led DEI initiatives are helping to bridge gaps, but more widespread adoption is needed. Employee Engagement & Training – Diversity training and mentorship programs can create more inclusive work environments, fostering career development for underrepresented groups. Data-Driven Approach – Measuring diversity statistics and setting clear goals can help track progress and drive accountability. Gender pay gap reporting, in particular, provides valuable insights and holds companies accountable for wage disparities. Looking Ahead For businesses, improving workplace diversity isn’t just about compliance—it’s about fostering innovation, improving decision-making, and reflecting the diverse landscape of modern Ireland. A sustained, strategic approach will be crucial in making workplaces more inclusive and reflective of the country’s evolving demographics. If you’d like support in developing diversity strategies tailored to your organisation, get in touch with us today!
As we navigate the complexities of Irish employment law, public holiday entitlements continue to be a topic of interest and sometimes uncertainty. In this article, we've compiled recent case law and key rulings that provide valuable insights into your obligations and rights regarding public holidays. These cases will help clarify common questions and ensure that your policies align with the latest legal standards. Failing to Pay Public Holiday Entitlements? It Could Cost More Than You Think! Full case available here: https://www.workplacerelations.ie/en/cases/2024/november/adj-00044754.html This case is a strong example of how the Workplace Relations Commission (WRC) can exercise its authority not only to ensure an employer pays outstanding statutory entitlements but also to award additional compensation for breaches of employment rights. Both parties agreed that the Complainant had not been paid for four public holidays. Under Section 27(c) of the Organisation of Working Time Act, the adjudicator has the power to order an employer to pay compensation that is "just and equitable" in the circumstances, up to a maximum of two years' remuneration. While the Respondent acknowledged the breach and calculated the unpaid wages as €361.60, the adjudicator determined that this amount alone was insufficient. Emphasising the seriousness of the breach—particularly given that public holiday entitlements are clearly outlined in legislation—the adjudicator awarded the Complainant €1,000 in total. This decision reinforces that failing to comply with well-established statutory entitlements can result in financial penalties beyond simply repaying what is owed, highlighting the WRC’s commitment to upholding employee rights. When Public Holiday Entitlements may not apply Full Case available here: https://www.workplacerelations.ie/en/cases/2025/january/adj-00050728.html This case is an interesting example of how public holiday entitlements may not apply under the Organisation of Working Time Act. The Complainant alleged that he had not received payment for his public holiday entitlement for several years prior to his resignation on 12 th February 2024. In response, the Respondent argued that the Complainant had been absent from work for a significant period (2022) before his resignation and, as a result, had not accrued any entitlement to public holiday pay during that time. Under the Act, the Third Schedule specifies that an employee retains entitlement to public holiday pay for up to 26 weeks of absence or up to 52 weeks if the absence is due to a certified work-related illness. In this case, the Complainant was on certified sick leave until January 27, 2023. Given the applicable cognisable period for the complaint, it was determined that the Complainant had not accrued public holiday entitlements within that timeframe. Consequently, the complaint was deemed not well-founded. This case underscores the importance of understanding the statutory conditions under which public holiday entitlements apply, particularly concerning extended absences from work. Labour Court Rules 'On-Call' Time Doesn't Automatically Qualify as Working Time for Public Holiday Entitlements Full case available here: https://workplacerelations.ie/en/cases/2024/may/dwt2415.html This is an interesting case in that The Labour Court reviewed the appeal of Mater Misericordiae University Hospital regarding an employee, Adrian Stefan, who was on call during public holidays (March 18, 2022, and June 6, 2022). Stefan argued that his "on-call" time should count as "working time" under the Organisation of Working Time Act, making him eligible for public holiday entitlements. The Court considered EU jurisprudence on "on-call" duty, concluding that time spent on-call doesn't automatically qualify as working time unless significant constraints limit personal activities. The Court ruled in favour of the employer, as the employee was not called in on the public holidays. This case highlights that employers should consider whether the employee is restricted from engaging in personal activities during on-call periods, when determining whether on-call work is deemed working time. For any queries in relation to Public Holiday entitlement, don’t hesitate to get in touch with the team at MSS-The HR People. PH: 01 8870690 info@mssthehrpeople.ie
Hiring a senior leader in a small or medium-sized enterprise is a critical decision—one that can shape the future of your organisation. At MSS The HR People. we offer Executive Candidate Coaching to help SMEs set up their executive hires for success, ensuring alignment, impact, and long-term growth. Why Executive Candidate Coaching Matters for SMEs Unlike larger organisations with layers of leadership, every executive in an SME plays a visible, hands-on role. A strong appointment can accelerate innovation and growth; a misstep can be costly. That’s why more SMEs are turning to coaching as part of the hiring process—not just for development, but as a strategic tool for better decision-making. What is Executive Candidate Coaching? Executive Candidate Coaching is a bespoke coaching engagement designed for candidates shortlisted for or newly appointed to senior roles. It helps clarify their leadership approach, understand your company’s culture and goals, and position them for immediate and lasting success. In SMEs, this coaching often focuses on: Aligning personal leadership style with business vision Navigating change and growth with agility Building strong relationships across leaner teams Driving results while staying connected to company values The Business Case for Coaching in Executive Recruitment For SMEs, every hire counts—and so does every euro. Coaching adds value by: Supporting better hiring decisions : Through reflective conversations, candidates gain insight into whether the role and culture are right for them—and vice versa. Reducing costly turnover : Coaching supports a smoother transition and stronger early engagement, lowering the risk of misalignment and early exits. Enhancing employer brand : Offering coaching shows candidates you’re serious about leadership, which can help you attract high-quality talent. Accelerating performance : Candidates start stronger and contribute sooner, which is vital in fast-moving SME environments. When Should Coaching Be Offered? Coaching can be introduced at two key points: During final selection – to support candidates (and employers) in making the right decision. At onboarding – to help the new executive integrate quickly, build key relationships, and gain early wins. A Partnership Approach At MSS The HR People we work closely with both employers and candidates to ensure that Executive Candidate Coaching is practical, personalised, and aligned with your business goals. We understand that in SMEs, leadership isn’t just strategic—it’s personal. Our coaches bring insight, structure, and support to make sure your next executive hire hits the ground running. If you want to learn more don’t hesitate to get in touch: Ph: 01 8870690 info@mssthehrpeople.ie
Each year, millions of Muslims around the world observe Ramadan, a sacred month of fasting, prayer, and reflection in the Islamic calendar. This period of spiritual devotion, which runs from the evening of 28 February 2025 to 30 March 2025, culminates in the celebration of Eid al-Fitr. For Muslim employees, Ramadan is a deeply significant time, and thoughtful workplace support can contribute to a more inclusive and respectful environment. Small but meaningful adjustments can ensure employees feel valued and empowered to balance their religious observances with their professional responsibilities. Here are some practical steps employers can take to support their teams during Ramadan: 1. Offer Flexibility with Working Hours Fasting from dawn to sunset can impact energy levels, particularly later in the day. Where possible, consider offering flexible hours, adjusted start and finish times, or remote working options. Some employees may prefer an earlier start to finish in time for iftar (the evening meal), while others may need later mornings due to late-night prayers. Providing this flexibility can help employees maintain their productivity while observing their faith. 2. Provide a Quiet Space for Prayer Prayer is an essential part of daily life for Muslims, with five prayers observed at specific times throughout the day. During Ramadan, many also take part in additional prayers. Employers can support their employees by ensuring there is a quiet, private space available for prayer, such as a designated room or an unused office. 3. Plan for Annual Leave Requests for Eid Eid al-Fitr, marking the end of Ramadan, is one of the most significant celebrations in Islam. Many employees will request time off to spend the day with family and friends, so planning ahead and accommodating leave requests where possible will help maintain smooth operations while supporting employees in celebrating this important occasion. 4. Be Mindful of Workloads and Energy Levels Fasting can affect concentration and energy, particularly in the afternoon or during long workdays. Employers can help by scheduling more demanding tasks earlier in the day, avoiding unnecessary meetings, and being mindful of employees’ needs. Simple adjustments to expectations and workloads can make a significant difference in helping employees manage their responsibilities effectively. 5. Foster Awareness and Understanding Encouraging open conversations about Ramadan can promote a more inclusive and respectful workplace. Simple gestures, such as acknowledging Ramadan, sharing educational resources, or inviting employees to share their experiences, can enhance awareness and create a culture of support. It’s also important to recognise that not everyone observing Ramadan will fast, so assumptions should be avoided. 6. Recognise and Celebrate Eid Acknowledging Eid in the workplace is a great way to show support and appreciation. A simple "Eid Mubarak" (Happy Eid) in a team meeting, email, or company announcement can go a long way in making employees feel valued. Organisations can also mark the occasion with an internal message or small celebration to foster inclusivity. By making small yet impactful adjustments, employers can create a supportive environment where all employees feel respected and included. Thoughtful consideration of religious observances like Ramadan strengthens workplace culture and contributes to a more engaged and diverse team. For any queries, don’t hesitate to get in touch with the team at MSS-The HR People.
Updated Minimum Pay and Pension Rates for the Irish Construction Sector in 2025 In November 2024, Minister of State for Business, Employment and Retail, Emer Higgins, approved a Labour Court recommendation to adjust minimum pay rates, pension contributions, and sick pay entitlements for workers in the Irish construction industry. This Sectoral Employment Order (SEO) is set to take effect on August 5, 2025, introducing a 3.4% increase in minimum hourly rates across various categories, with an additional 3.2% raise scheduled for August 2026. There are 2 criteria which decide who is covered: · The employer must operate in the construction sector, and · It applies to employees who work in the sector and defines their roles into specific classes, as set down below. The SEO defines what activities place an employer within the construction sector and what experience and qualifications place a worker in a particular employee class. Revised Minimum Hourly Rates Effective August 5, 2025:
On February 4, 2025, the European Commission released draft guidelines clarifying prohibited AI practices under the EU Artificial Intelligence (AI) Act. These guidelines aim to ensure the consistent and effective application of the AI Act across the European Union. While non-binding, they offer valuable insights into the Commission's interpretation of prohibited practices. Key Prohibited AI Practices and Employer Risks The AI Act identifies certain AI practices as posing unacceptable risks to fundamental rights and European values. Notable prohibitions include: 1. Manipulative Techniques Prohibition: AI systems that deploy subliminal or purposefully manipulative techniques, distorting an individual's behaviour without their awareness, leading to decisions they would not have otherwise made, and causing or likely causing significant harm. Example: Some AI-powered recruitment platforms claim to predict a candidate’s job suitability based on their facial expressions or voice tone during video interviews. If these systems use subliminal nudges to influence the recruiter’s perception or decision-making, they could fall foul of the AI Act. 2. Exploitation of Vulnerabilities Prohibition: AI systems that exploit vulnerabilities of individuals or specific groups due to age, disability, or social or economic situations, materially distorting their behaviour in a manner that causes or is likely to cause significant harm. Example: An AI-driven job-matching tool that intentionally steers lower-income applicants towards low-paying roles, based on assumptions about their socioeconomic status, would be considered exploitative under the Act. Similarly, AI screening tools that disadvantage candidates with disabilities by misinterpreting speech patterns or movement in video interviews could violate the law. 3. Social Scoring Prohibition: AI systems that evaluate or classify individuals based on their social behaviour or predicted personal characteristics, leading to detrimental or unfavourable treatment unrelated to the original context of data collection, or treatment that is unjustified or disproportionate. Example: If an employer uses an AI system to analyse employees’ social media activity and assigns them a risk score influencing promotions or disciplinary action, this would be a clear case of unlawful social scoring. Similarly, AI-powered tools that assess employee performance based on personal lifestyle choices, such as credit scores or location tracking outside work hours, could breach the AI Act. 4. Emotion Recognition in the Workplace Prohibition: AI systems designed to infer emotions of individuals in workplace settings, except where intended for medical or safety purposes. Example: Some companies deploy AI tools to monitor employees' facial expressions during meetings or track their tone of voice in customer service calls to assess engagement or stress levels. Such systems, if not strictly used for medical or safety reasons, would be prohibited under the AI Act. Implications for Employers Employers utilising AI systems must assess their practices to ensure compliance with the AI Act. Key considerations include: Review AI Systems : Evaluate current AI tools, especially those used in recruitment, employee monitoring, and decision-making processes, to ensure they do not employ prohibited practices. Policy Updates : Revise internal policies to reflect the prohibitions outlined in the AI Act, ensuring that AI deployments align with ethical standards and legal requirements. Training and Awareness : Educate HR professionals and relevant staff about the AI Act's provisions, emphasising the importance of ethical AI use and the potential risks associated with non-compliance. Vendor Management : Ensure that third-party AI service providers comply with the AI Act, incorporating compliance requirements into contracts and conducting regular audits. Enforcement and Penalties The AI Act establishes a comprehensive framework for AI governance. Non-compliance can result in significant penalties, including fines up to €35 million or 7% of annual global turnover for serious breaches . Conclusion The European Commission's guidelines on prohibited AI practices under the AI Act underscore the EU's commitment to ethical AI deployment. Employers must proactively assess and adjust their AI systems and policies to align with these guidelines, ensuring the protection of individual rights and maintaining public trust in AI technologies. By taking these steps now, businesses can avoid potential legal risks and foster a fair and compliant AI-driven workplace.
The Irish Government has introduced the General Scheme of the Equality (Miscellaneous Provisions) Bill 2024, bringing important updates to employment and equality laws. This Bill proposes key amendments to the Employment Equality Act 1998 and the Equal Status Act 2000, aiming to strengthen workplace protections, increase transparency in recruitment, and improve access to justice for individuals facing discrimination. At MSS – The HR People, we want to ensure our clients stay ahead of these changes and understand how they may impact employers. Key changes employers should be aware of 1. Greater Transparency in Recruitment & Pay Employers will need to ensure job criteria are justified, necessary, and proportionate to the role. Salary details will need to be included in job advertisements to help reduce pay disparities, including the gender pay gap. Employers will no longer be able to ask candidates about past salaries, helping to prevent pay inequality from carrying forward. 2. Extended Timeframes for Discrimination Complaints The deadline for lodging a discrimination complaint with the Workplace Relations Commission (WRC) will increase from 6 months to 12 months, with a possible extension to 18 months in certain cases. This change acknowledges the barriers individuals—especially from marginalised groups—face in seeking redress. 3. Recognition of Intersectional Discrimination The Bill explicitly recognises intersectional discrimination, where individuals face bias on multiple grounds (e.g., race and gender). This strengthens protections and ensures a more inclusive approach to workplace equality. 4. Targeted Recruitment Initiatives for Underrepresented Groups Employers will be permitted to implement positive action measures, such as targeted recruitment campaigns, to support underrepresented groups, including people with disabilities. 5. Updates to Equal Status Complaints & Compensation Limits Equal status complaints involving licensed premises will be handled by the WRC, making resolution simpler and more accessible. Compensation limits under the Equal Status Act will increase, ensuring penalties are effective and in line with EU standards. Adjudicators will have clearer guidelines on awarding compensation, promoting fairness and consistency. What’s Next? The Bill is still moving through the legislative process before becoming law. Once enacted, it will introduce new compliance obligations for employers, making it essential to review recruitment policies, pay practices, and workplace equality measures. At MSS – The HR People, we’re here to help you navigate these changes with expert advice and practical solutions. Get in touch with our team to discuss how these updates might affect your business!
With St. Patrick’s Day approaching, it’s a good time for employers to ensure they are correctly applying public holiday pay and entitlements in line with the Organisation of Working Time Act. Here’s a refresher on what you need to know to stay compliant. Who is Entitled to Public Holiday Benefits? All employees, including full-time, part-time, and casual workers, are entitled to public holiday benefits and, in the case of part time workers, provided they have worked at least 40 hours in the five weeks leading up to the holiday. What Are the Entitlements? Employees who qualify are entitled to one of the following: A paid day off on the public holiday An additional day’s pay A day off within a month of the public holiday An extra day of annual leave How to Calculate Pay for Public Holidays Full-Time Employees: If they normally work on the day the public holiday falls, they should receive a paid day off, or, If required to work the public holiday, should receive double pay, or basic pay plus one of the entitlements listed above or, If they do not normally work that day, they should still receive one of the entitlements listed from 2 – 3, above. Part-Time Employees (provided they meet the 40 hour threshold): If they normally work on the day the public holiday falls, they should receive a paid day off, or, If required to work the public holiday, should receive double pay, or basic pay plus one of the other entitlements listed above or, If they do not normally work that day, they should still receive one of the entitlements listed from 2-4, above. Whether you choose to pay your employee an additional days pay or give time in lieu, this should be based on the calculation of one fifth of their working week. Employees with No Fixed Working Days: If an employee’s schedule varies, their entitlement is based on the average hours worked in the previous 13 weeks. Managing St. Patrick’s Day for Your Workforce Advance Planning: Ensure employees are informed about their entitlements well in advance. Roster Considerations: If your business remains open on St. Patrick’s Day, plan your roster accordingly and communicate any alternative days off where applicable. Payroll Adjustments: Ensure payroll calculations correctly reflect any additional public holiday pay. If you have any specific questions about public holiday pay calculations, our Team are happy to help.
Business leaders understand that change is inevitable. As organisations adapt to evolving workforce needs, they often face the complex challenge of restructuring which can in some cases, lead to employee redundancies. Managing these transitions with empathy and strategic foresight is crucial, not only for the well-being of departing employees but also for maintaining the morale and productivity of the remaining workforce. This is where outplacement services come into play. What is Outplacement? Outplacement refers to support services provided by organisations to exiting employees to help them transition to new job opportunities after redundancy or termination. These services typically include career coaching, resume writing assistance, interview preparation, job search strategies, and emotional support. The primary goal is to equip displaced employees with the tools and confidence needed to secure new employment promptly. The Importance of Outplacement Services Incorporating outplacement services into your organisational strategy is not merely a response to redundancy; it's a proactive measure that reflects a commitment to your employees' futures and the long-term health of your business. Supporting Affected Employees The prospect of redundancy can be both upsetting and life-changing for an employee. Outplacement services offer a structured approach to help individuals navigate this challenging period. By providing personalised programmes that may include help writing resumes and cover letters, navigating job boards, honing interviewing skills, networking, and negotiating salaries, employees are better prepared for future employment opportunities. 2. Protecting the Employer's Brand and Reputation How an organisation handles redundancies can significantly impact its public image. Providing outplacement services demonstrates a commitment to employee welfare, even during difficult times. This compassionate approach can enhance the company's reputation, making it more attractive to potential hires and customers. Maintaining Morale and Productivity Redundancies can create uncertainty and anxiety among remaining employees. By offering outplacement services, businesses show that they value their staff, which can help maintain morale and productivity. Employees are more likely to remain engaged and loyal when they see their employer acting responsibly and ethically. Reducing Legal Risks Providing support during layoffs can also mitigate potential legal challenges. Employees who feel supported are less likely to pursue legal action against the company, reducing the risk of costly and time-consuming disputes. Additionally, outplacement programmes enhance operational efficiency by enabling organisations to manage workforce transitions more effectively. With career coaching, job search support, and networking opportunities provided by external specialists, in-house HR teams and managers can focus on their core responsibilities rather than being overwhelmed by the complexities of redundancies. Implementing Effective Outplacement Services To maximise the benefits of outplacement services, a business should consider the following best practices: Personalised Support Each employee's career path and aspirations are unique. Offering personalised support, such as one-on-one coaching sessions, can address individual needs effectively. This tailored approach increases the likelihood of successful job placements. Comprehensive Resources Outplacement programmes should provide a range of resources, including resume and cover letter writing assistance, interview preparation, job search strategies, and access to job boards. Equipping employees with these tools enhances their competitiveness in the job market. 3. Continuous Feedback and Improvement Regularly assessing the effectiveness of outplacement services through feedback from participants can guide improvements and ensure the program meets the evolving needs of employees. Conclusion Outplacement services are a vital component of responsible and strategic human resource management. They offer tangible benefits to both employees and employers, from supporting affected staff in their career transitions to safeguarding an organisation's reputation and operational efficiency. By investing in comprehensive outplacement programs, companies not only fulfil their ethical obligations but also position themselves for sustained success in an ever-evolving business landscape. For those seeking to implement or enhance their outplacement services, partnering with experienced providers like MSS - The HR People can ensure a compassionate and effective approach to workforce transitions. With over 35 years’ experience advising and supporting Irish businesses across all sectors, MSS offers tailored outplacement support designed to prepare individuals for future employment opportunities.
