WHERE LOCAL BUSINESS GROWS

Managing People



Appraisal performance / management
 

Visit the following link to obtain a useful factsheet from the CIPD website.

You may have to register your details but the factsheet can be read free of charge. 

https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet

 

Absence management
 

Visit the following link to obtain a useful factsheet from the CIPD website.

You may have to register your details but the factsheet can be read free of charge. 

https://www.cipd.co.uk/knowledge/fundamentals/relations/absence/factsheet

Dismissing staff
 

1. Overview

Dismissal is when you end an employee’s contract. When dismissing staff, you must do it fairly.

There are different types of dismissal:

- fair dismissal
- unfair dismissal
- constructive dismissal
- wrongful dismissal

Fair and unfair dismissal

A dismissal is fair or unfair depending on:

- your reason for it
- how you act during the dismissal process

Constructive dismissal

This is when an employee resigns because you’ve breached their employment contract. This could be a single serious event or a series of less serious events.

An employee could claim constructive dismissal if you:

- cut their wages without agreement
- unlawfully demote them
- allow them to be harassed, bullied or discriminated against
- unfairly increase their workload
- change the location of their workplace at short notice
- make them work in dangerous conditions

A constructive dismissal isn’t necessarily unfair - but it would be difficult for you to show that a breach of contract was fair.

A constructive dismissal might lead to a claim for wrongful dismissal.

Wrongful dismissal

This is where you break the terms of an employee’s contract in the dismissal process, eg dismissing someone without giving them proper notice.

Wrongful dismissal isn’t the same as unfair dismissal.

If an employee thinks you’ve dismissed them unfairly, constructively or wrongfully, they might take you to an employment tribunal.

2. Fair dismissals

You must have a valid reason for dismissing an employee. Valid reasons include:

their capability or conduct
redundancy
something that prevents them from legally being able to do their job, eg a driver losing their driving licence
There could be other fair reasons too - these are sometimes called ‘other substantial reasons’.

Example:

You take on an employee to provide temporary maternity cover and dismiss them when the cover period ends.

The dismissal is fair if you made it clear at the start of their placement that the job was only temporary.

Acting reasonably

Even if you have a fair reason, the dismissal is only fair if you also act reasonably during the dismissal and disciplinary process.

There’s no legal definition of ‘reasonableness’, but if you’re taken to an employment or industrial tribunal they would consider whether you:

- genuinely believed that the reason was fair
- carried out proper investigations where appropriate
- followed the relevant procedures
- told the employee why they were being considered for dismissal and listened to their views (in Northern Ireland, the employer must do this in writing)
- allowed the employee to be accompanied at disciplinary/dismissal hearings
- gave the employee the chance to appeal

Reasonableness might also depend on whether the employee could be expected to understand the consequences of their behaviour.

Dismissal and disciplinary procedures

You must set out your dismissal and disciplinary rules and procedures in writing - if you don’t, a tribunal can order you to pay an employee compensation.

Summary dismissal

This is when you dismiss someone instantly without notice or pay in lieu of notice, usually because of gross misconduct (eg theft, fraud, violence).

Tribunals may rule a summary dismissal as ‘procedurally unfair’ - you can only suspend someone without pay if their contract says you can do this. If it doesn’t, you should suspend the employee on full pay and investigate the circumstances.

If you feel summary dismissal’s your only choice, you must still follow a fair procedure as you would do for any other disciplinary matter.

3. Unfair dismissals

Even if you think you’ve dismissed someone fairly, they could still claim unfair dismissal against you if they think that:

- the reason you gave for the dismissal wasn’t the real one
- the reason was unfair
- you acted unreasonably, eg by failing to give them plenty of warning about their dismissal

Automatically unfair reasons for dismissal

Even if you’ve acted reasonably, some reasons for dismissal are classed automatically unfair. These are to do with the following areas:

- pregnancy, including all reasons relating to maternity
- family, including parental leave, paternity leave (birth and adoption), adoption leave or time off for dependants
- acting as an employee representative
- acting as a trade union representative
- acting as an occupational pension scheme trustee
- joining or not joining a trade union
- being a part-time or fixed-term employee
- discrimination, including protection against discrimination on the grounds of age, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation (in Northern Ireland, this also includes political beliefs)
- pay and working hours, including the Working Time Regulations, annual leave and the National Minimum Wage
- whistleblowing

Compulsory retirement on the grounds of age is unlawful unfair dismissal unless you can objectively justify it - but you could be challenged at a tribunal.

Industrial action

It’s automatically unfair to dismiss someone for taking part in official (‘lawful’) industrial action:

- in the 12-week period from the day the industrial action starts
- if the action lasts longer than 12 weeks and you haven’t taken reasonable steps to resolve the dispute
Only an employment or industrial tribunal can decide whether or not you’ve taken reasonable steps to resolve a dispute.

If you ‘lock out’ employees taking industrial action, the days of the lock-out are not included in the calculation of the 12-week protected period.

A lock-out is where you prevent employees from getting to their workplace, eg by locking the doors.

Disability

If a disabled employee can’t do their job because there are no reasonable adjustments that can be made, it may be fair for you to dismiss them.

Political beliefs and groups

It is not automatically unfair to dismiss someone because of their political beliefs or political groups they belong to, but a tribunal might find this unfair.

There’s no longer a qualifying period for someone going to an employment tribunal if they’ve been dismissed because of political opinions or affiliation. This applies to anyone dismissed from 25 June 2013.

Penalties for unfair dismissals

If a tribunal finds that an employee has been unfairly dismissed, you might be ordered to:

- reinstate them (give them their job back)
- re-engage them (re-employ them in a different job)

You might also have to pay compensation, which depends on the employee’s:

- age
- gross weekly pay
- length of service

You might have to pay extra compensation if you don’t follow a tribunal’s order to reinstate someone.

There’s a limit on the amount a tribunal can award for unfair dismissal, apart from in cases relating to:

- health and safety (eg where you unfairly dismiss someone for taking action on health and safety grounds)
- whistleblowing

4. Eligibility to claim unfair dismissal

Employees can only claim unfair dismissal if they’ve worked for a qualifying period - unless they’re claiming for an automatically unfair reason.

Date employment started When the employee can claim
Before 6 April 2012 After first year of employment
After 6 April 2012 After 2 years of employment

Who can’t claim unfair dismissal
The right to complain to a tribunal about unfair dismissal isn’t available to:

- self-employed people
- independent contractors
- members of the armed forces
- employees who have reached a settlement with their employer through Acas (Advisory, Conciliation and Arbitration Service) or the Labour Relations Agency (LRA) in Northern Ireland
- employees who have reached a settlement with their employer through a ‘settlement agreement’ or ‘compromise agreement’ after taking legal advice
- employees employed under an illegal contract, eg a barman under the age of 18
- employees covered by a dismissal procedure agreement that’s been legally exempted from the unfair dismissal rules
- employees taking part in unofficial industrial action (unless the dismissal is for an automatically unfair reason)
- police staff (unless the dismissal relates to health and safety or whistleblowing.
- those working on a fishing vessel and paid by a share in the profits or gross earnings of the vessel

5. Dismissals for conduct or performance reasons

You can dismiss an employee if:

- they’re incapable of doing their job to the required standard
- they’re capable, but unwilling to do their job properly
- they’ve committed some form of misconduct

If you want to dismiss someone, there’s no specific process you must go through by law - as long as you do it fairly.

If a capability issue is linked to someone’s health, you should try as many ways as possible to help them do their job before dismissing them.

Disciplinary procedures

You should include examples of what you consider to be misconduct in your disciplinary rules.

Different disciplinary procedures are appropriate for different circumstances.

Employees have the right to be accompanied to all disciplinary meetings and to appeal to a manager. Keep notes of all meetings and give copies to the employee.

Misconduct

Misconduct can include things like persistent lateness or unauthorised absence from work.

To make sure the dismissal is fair when misconduct isn’t ‘serious’ or ‘gross’:

1. Arrange a meeting with the employee, telling them the reason for it. At the meeting, give them a chance to explain and issue a first written warning if you’re not satisfied with their reasons. In the warning, tell them how you expect them to improve and over what period - warn them that if they don’t improve enough, you’ll give them a final written warning.

2. Hold a second meeting if their performance or behaviour hasn’t improved enough by the deadline - give them a chance to explain and issue a final written warning if you’re not satisfied with their reasons. Revise the action plan with timescales for improvement and warn them that you’ll consider dismissal if there’s no improvement.

3. Hold a third meeting if their performance or behaviour is still not up to standard by these new deadlines. Warn them that dismissal is now possible. After the meeting - or appeal if there is one - decide whether to give the employee a further chance to improve, or dismiss them. You must tell the employee of your final decision, whatever it is.

Serious misconduct

You can issue a single ‘first and final’ written warning if the misconduct or underperformance is serious enough. Explain that not improving could lead to dismissal. ‘Serious enough’ includes if it’s likely to or has caused serious harm to the organisation itself.

Gross misconduct


Gross misconduct can include things like theft, physical violence, gross negligence or serious insubordination.

With gross misconduct, you can dismiss the employee immediately as long as you follow a fair procedure. You should investigate the incident and give the employee a chance to respond before deciding to dismiss them.

One-off incidents


An informal discussion may be enough to resolve the issue if the misconduct or underperformance was a one-off and the employee has a good disciplinary record.

6. Dismissals due to illness

Sometimes an employee may have to stop working because of long-term ill health. They may resign, or you may have to consider dismissing them.

Considering dismissing an employee

Dismissal is a last resort and you should consider as many ways as possible to help the employee back to work, including:

- getting a medical report from their GP with the employee’s permission - they have the right to see the report before you do
- arranging an occupational health assessment
- work out whether or not they’re disabled and make any reasonable adjustments to help them do their job

If the employee can’t do their job because there are no reasonable adjustments that can be made, it may be fair for you to dismiss them, even if they’re disabled.

7. How to dismiss someone

During the dismissal procedure, make sure you act fairly and reasonably. You must treat the employee with sensitivity.

Your procedure should follow the advice set out in the Acas (Advisory, Conciliation and Arbitration Service) code of practice, or the Labour Relations Agency (LRA) code of practice for Northern Ireland.

Download ‘Acas code of practice for disciplinary and grievance procedures

Download ‘LRA code of practice for disciplinary and grievance procedures

If you don’t follow the code and are taken to an employment or industrial tribunal, you may have to pay compensation.

Taking disciplinary action
 

1. Overview

You should have written disciplinary rules and procedures to deal with employee performance and conduct and you must tell your staff about them.

Your rules must say what is acceptable and unacceptable behaviour in the workplace and what action you will take if the rules are broken.

The rules should follow the Acas code of practice on disciplinary and grievance procedures.

Download ‘Acas code of practice on disciplinary and grievance procedures

Not following the code isn’t illegal. However, if someone wins an employment tribunal against you and you didn’t follow the code, then their award could be up to 25% more.

Acas guide to discipline and grievances
The Acas guide to discipline and grievances at work gives more information for employers about taking disciplinary action.

Download ‘Acas guide to discipline and grievances at work’ (PDF, 1MB)

Acas Helpline
The Acas Helpline has further advice on disciplinary issues.

Acas Helpline
Telephone: 0300 123 11 00 

Practical training courses

Acas also runs practical training courses on workplace discipline.

2. Writing disciplinary proceedings

Your disciplinary procedures should follow the Acas code of practice.

Not following the code isn’t illegal. However, if someone wins an employment tribunal against you and you didn’t follow the code, then their award could be up to 25% more.

The exact rules will depend on your organisation, but could cover things like:

- acceptable and unacceptable behaviour
- absence and timekeeping
- health and safety
- use of phones and the internet

You can’t normally discipline or dismiss an employee for whistleblowing.

Gross misconduct

Your disciplinary rules should give examples of what will be treated as gross misconduct. This is misconduct judged so serious that it’s likely to lead to dismissal without notice, eg fraud, theft and physical violence.

Telling employees about disciplinary rules

Your disciplinary rules must be in your statement of employment or clearly written elsewhere, eg in a staff handbook.

The rules should clearly say when someone might face disciplinary action and what that action could be.

You must also give the name of someone they should appeal to if they’re unhappy about a disciplinary decision.

If you don’t provide this information and an employee then wins an employment tribunal claim against you, they could be awarded 2 to 4 weeks’ pay.

Disciplinary procedures and contracts

If you make your disciplinary procedures part of an employment contract then the employee could make a breach of contract claim against you if you don’t follow your procedures.

Example letters and forms

Acas has a number of sample letters and forms for disciplinary proceedings on its website.

3. Disciplinary investigations and hearings

The law doesn’t say exactly how you should investigate disciplinary issues or hold disciplinary meetings.

However, the Acas guide to discipline and grievances at work has lots of practical advice about running disciplinary proceedings professionally and fairly.

The suggested disciplinary process

The Acas guidance suggests that your disciplinary process should follow the following format:

1. A letter telling your employee the issue and inviting them to a disciplinary hearing.
2. A meeting with your employee to discuss the issue - they should have the right to be accompanied.
3. A letter to your employee saying what action you are going to take. This should be sent as soon as practically possible.
4. Your employee should than have a chance to appeal your decision.

Disciplinary decisions

Disciplinary decisions could be anything that could resolve the problem.

This could include:

- no action
- written warning
- final warning
- demotion
- dismissal
- mediation with a co-worker

4. Appeals

An employee has the right to appeal against a decision made after a disciplinary hearing.

You should tell them about this when you give them written notice of your decision, and should give them a deadline to tell you they want to appeal.

Your employee’s statement of terms and conditions of employment must legally include the person they can apply to if they want to appeal a disciplinary decision. It must also explain how to do this.

If the employee does decide to appeal, you should try to hold the appeal hearing as soon as possible.

You should follow the Acas code of practice on disciplinary and grievance procedures’ when dealing with appeals. Otherwise, if someone wins an employment tribunal against you their award could be higher.

Handling staff grievances
 

1. Overview

If your employee has a concern or problem that they haven’t been able to resolve informally, they may make a formal grievance complaint to you.

Businesses must have a written grievance procedure in place and share it with all employees. It must say how the process works and how long it takes.

After a hearing of the evidence, you should let the employee know your decision in writing. If they aren’t happy with the decision, they can appeal.

2. Grievance procedure

By law employers must set out a grievance procedure and share it in writing with all employees, eg in their statement of employment or staff handbook. It must include:

- who the employee should contact about a grievance
- how to contact this person

It should also:

- say that if the problem can’t be resolved informally, there will be a meeting with the employee, called a - grievance hearing
- set out time limits for each stage of the process
- identify who to contact if the normal contact person is involved in the grievance
- explain how to appeal a grievance decision
- state that employees can be accompanied in any meetings by a colleague or union representative
- outline what happens if a grievance is raised during disciplinary action

You don’t have to include information about the grievance procedure in employment contracts. However, if you do, you must follow the procedure, or the employee could bring a breach of contract claim against you.

Acas Code of Practice
The Acas Code of Practice isn’t legally binding. However, an employment tribunal can reduce or increase any money awarded in a case by up to 25% if the code hasn’t been followed.

Download the ACAS Code of practice on Disciplinary and Grievance Procedures

3. The grievance hearing

Preparing for the hearing

Before holding a hearing, employers should:

- give the employee notice so that they can prepare their case
- carry out a full investigation if necessary and take statements from any witnesses who cannot attend
- make it clear that the employee can bring a colleague or union representative if they want to
- arrange for another manager to attend to make sure that the hearing is conducted properly
- arrange for someone to take notes

Delays

If the employee cannot attend the hearing (eg because they are ill), offer them a reasonable alternative date and time.

The employee can also suggest a different time for the hearing if the person accompanying them cannot attend. They must do this within 5 working days after you proposed the original meeting time.

You can make your decision without having a hearing if:

- you have already rearranged the meeting, but the employee fails to attend
- the employee is on long-term sick leave and unable to go to meetings in the near future (they can supply written information instead if they want to)

4. Employers' decisions and appeals

After the hearing

You should give the employee a copy of the meeting records. You may be able to leave out some information in certain circumstances (eg to protect a witness).

After you have decided the action to take, write to the parties involved, setting out:

your decision and the reasons behind it
the appeals process and deadline

If there are any delays during the appeal process, it’s important that you tell the employee as soon as possible.

Appeals

If the employee appeals, there should be another hearing to re-examine the decision. The process is the same as the original hearing but you should also look at:

the reasoning behind the appeal
any new evidence
If possible, the appeal should not be heard by the same person who held the original hearing.

After the appeal hearing, you should set out your decision in writing and state that this is the final outcome.

Workplace bullying & harassment
 

Bullying and harassment is behaviour that makes someone feel intimidated or offended. Harassment is unlawful under the Equality Act 2010.

Examples of bullying or harassing behaviour include:

- spreading malicious rumours
- unfair treatment
- picking on someone
- regularly undermining a competent worker
- denying someone’s training or promotion opportunities

Bullying and harassment can happen:

- face-to-face
- by letter
- by email
- by phone

The law

Bullying itself isn’t against the law, but harassment is. This is when the unwanted behaviour is related to one of the following:

- age
- sex
- disability
- gender (including gender reassignment)
- marriage and civil partnership
- pregnancy and maternity
- race
- religion or belief
- sexual orientation

What employees should do if they’re bullied or harassed

Employees should see if they can sort out the problem informally first. If they can’t, they should talk to their:

- manager
- human resources (HR) department
- trade union representative

If this doesn’t work, they can make a formal complaint using their employer’s grievance procedure. If this doesn’t work and they’re still being harassed, they can take legal action at an employment tribunal.

They could also call the Acas (Advisory, Conciliation and Arbitration Service) helpline for advice:

Acas helpline
Telephone: 0300 123 1100

Acas has also produced a guidance leaflet on bullying and harassment.

Download ‘Bullying and harassment at work: a guide for employees’ (PDF, 186KB)

Employers’ responsibilities

Employers are responsible for preventing bullying and harassment - they’re liable for any harassment suffered by their employees.

Anti-bullying and harassment policies can help prevent problems. Acas has produced a booklet for employers, including advice on setting up a policy as well as how to recognise, deal with and prevent bullying and harassment.

Download ‘Bullying and harassment at work: a guide for managers and employers’ (PDF, 164KB)

Flexible working
 

1. Overview

Flexible working is a way of working that suits an employee’s needs, eg having flexible start and finish times, or working from home.

Flexible working rules are different in Northern Ireland.

All employees have the legal right to request flexible working - not just parents and carers.

This is known as ‘making a statutory application’.

Employees must have worked for the same employer for at least 26 weeks to be eligible.

What employers must do

Employers must deal with requests in a ‘reasonable manner’.

Examples of handling requests in a reasonable manner include:

- assessing the advantages and disadvantages of the application
- holding a meeting to discuss the request with the employee
- offering an appeal process

If an employer doesn’t handle a request in a reasonable manner, the employee can take them to an employment tribunal.

An employer can refuse an application if they have a good business reason for doing so.

2. Types of flexible working

There are different ways of working flexibly.

Job sharing
Two people do one job and split the hours.

Working from home
It might be possible to do some or all of the work from home or anywhere else other than the normal place of work.

Part time
Working less than full-time hours (usually by working fewer days).

Compressed hours
Working full-time hours but over fewer days.

Flexitime
The employee chooses when to start and end work (within agreed limits) but works certain ‘core hours’, eg 10am to 4pm every day.

Annualised hours
The employee has to work a certain number of hours over the year but they have some flexibility about when they work. There are sometimes ‘core hours’ which the employee regularly works each week, and they work the rest of their hours flexibly or when there’s extra demand at work.

Staggered hours
The employee has different start, finish and break times from other workers.

Phased retirement
Default retirement age has been phased out and older workers can choose when they want to retire. This means they can reduce their hours and work part time.

3. Applying for flexible working

Employees can apply for flexible working if they’ve worked continuously for the same employer for the last 26 weeks. It’s known as ‘making a statutory application.’

The basic steps are:

1. The employee writes to the employer.
2. The employer considers the request and makes a decision within 3 months - or longer if agreed with the employee.
3. If the employer agrees to the request, they must change the terms and conditions in the employee’s contract.
4. If the employer disagrees, they must write to the employee giving the business reasons for the refusal. The employee may be able to complain to an employment tribunal.

Employees can only make one application for flexible working a year.

Writing to the employer

An employee should email or write a letter to their employer.

Employers may ask employees to use a standard form to make an application.

What the email or letter must include

The application must include:

- the date
- a statement that this is a statutory request
- details of how the employee wants to work flexibly and when they want to start
- an explanation of how they think flexible working might affect the business and how this could be dealt with, eg if they’re not at work on certain days
- a statement saying if and when they’ve made a previous application

Withdrawing an application

Employees should tell their employer in writing if they want to withdraw their application.

The employer can treat an application as withdrawn if the employee misses 2 meetings to discuss an application or appeal without good reason, eg sickness.

The employer must tell the employee they are treating the request as withdrawn.

4. After the application

Employers must consider flexible working requests in a ‘reasonable manner’.

They should usually make a decision within 3 months of the request (or longer if agreed with the employee).

Agreeing the application

The employer should write to the employee with:

- a statement of the agreed changes
- a start date for flexible working

They should also change the employee’s contract to include the new terms and conditions.

This should be done as soon as possible but no later than 28 days after the request was approved.

Rejecting an application

The employer must tell the employee that they’ve rejected the application.

Reasons for rejecting

Employers can reject an application for any of the following reasons:

- extra costs that will damage the business
- the work can’t be reorganised among other staff
- people can’t be recruited to do the work
- flexible working will affect quality and performance
- the business won’t be able to meet customer demand
- there’s a lack of work to do during the proposed working times
- the business is planning changes to the workforce

5. Appeals
 
Employees no longer have a statutory right to an appeal.

But offering an appeals process helps to demonstrate that the employer is handling requests in a ‘reasonable manner’.

How to appeal
 
The employee must follow the company’s procedures for appealing.

The employee or employer should follow the company’s procedures for solving a workplace dispute if a rejected application causes problems.

Going to an employment tribunal
 
Employees can complain to an employment tribunal if the employer:

- didn’t handle the request in a ‘reasonable manner’
- wrongly treated the employee’s application as withdrawn
- dismissed or treated an employee poorly because of their flexible working request, eg refused a promotion or pay rise
- rejected an application based on incorrect facts
 
Employees can’t complain to a tribunal just because their flexible working request was rejected.

An employee should complain to the tribunal within 3 months of:

- hearing their employer’s decision
- hearing their request was treated as withdrawn
- the date the employer should have responded to their request (but failed to do so)
 
If an employer or employee is unsure of their rights, they should get legal advice.

Advertisements
Did you know...
We create opportunities, we keep our members informed, connect businesses and we are the 'voice' of manufacturing representing Calderdale & Kirklees.

News

4 results found 
You're Hired! Finding the right people for your business

Friday 29 September 2017

We are hosting the 2nd of our Autumn seminars on Tuesday 10th October and you are invited! This seminar will focus on recruitment and will help you find the right people for your business by looking in the right places and selecting effectively. We will show you how to navigate the complex legislative environment. We are hosting the seminars at our office in Lockwood and there will be a session at 8.00 am (with continental breakfast) and another at 4.00 pm (with cakes). For more information and to book email steve@penninebusinesspartners.com or call 01484 841776
Posted by Pennine Business Partners
Still time to book onto our All Present and Correct seminar

Thursday 07 September 2017

You're invited to attend our FREE absence management seminar - All Present and Correct? Seminar sessions at 8.00am and 4.00pm will provide practical advise on how to manage sickness absence. Book your place here - https://www.eventbrite.co.uk/e/all-present-and-correct-tickets-35260642531 Or phone us on 01484 841776
Posted by Pennine Business Partners
Momentum bring innovation to companies that are frustrated with the high cost of sales training.

Saturday 05 August 2017

As part of our partnership with global sales development Sales Star, based in New Zealand. we have developed an innovative and on-demand sales training product. This is ideal for businesses which are frustrated with the high cost of sales training which invaribly results in only short term increase in revenue and improvement in the skills of the people who have received training. The Sales Star on demand product delivered by Momentum to businesses throughtout the UK will help business owners and CEO's who are frustrated because they want to grow sales but.... Can't find a cost or time effective way of doing this. Cannot take the team off the road to get the growth required. Aren't sure what the right solution is or which provider to use. Find training fees prohibitive Are nervous about committing significant funds to training they cannot control. Sales Star on Demand provides business owners and sales managers the tools they need. Pete Evans, MD of Momentum comments " We are excited to be able to bring this product to businesses in the UK. It uses the latest technology and research so that we can support sales managers and business owners who have to manage and lead sales people. We are able to provide them with relevant tools which are fun and innovative. The other benefit is that businesses can grow their sales and revenues without the high cost which is typically associated with sales training" For further information please contact Pete Evans, pete@momentumss.com
Posted by Momentum Sales Solutions Limited
Digital agency welcomes University of Huddersfield student to the team

Wednesday 02 August 2017

Following a number of recent client wins, Cara Cardona has joined Brighouse-based Vizulate Digital in the role of Digital Marketing Business Administrator on a 12 month placement from the University of Huddersfield. It was her keen interest in digital marketing, e-commerce and creative projects that enticed Cara to the position, and she is now hoping to gain an in-depth understanding of digital marketing, as well as learning how a business-to-business service operates. Currently in the third year of a marketing degree at the university, Cara said: “I’m really excited to be joining a growing digital agency and looking forward to applying some of the academic practices I have learned in my first two years of study.” Speaking about the appointment, Vizulate Digital director Scott Brant said: “As a Digital Marketing Business Administrator Cara will be working closely with the rest of the team over the next 12 months, assisting in the delivery of a number of large scale digital projects for our diverse range of clients. “Cara’s appointment means we are now a five-strong team and have ambitious plans to grow the agency further over the next 12 to 18 months.”
Posted by Vizulate Digital
4 results found 

Events Posted

23 results found, page 1 of 3.  
Image for
HTAFC Fireworks Display
Sunday 22 October 2017, 17:00 - 20:00
Canalside Sports Complex, 509, Leeds Road, Huddersfield, HD2 1YJ
£4 - 5000 places
Image for
Adult Mental Health First Aid Training
Monday 30 October 2017 - Tuesday 31 October 2017, 09:00 - 17:00

Free Entry - 16 places
Image for
Youth Mental Health First Aid Training
Wednesday 1 November 2017 - Thursday 2 November 2017, 09:00 - 17:00

Free Entry - 16 places
Image for
Adult Mental Health First Aid Training
Monday 6 November 2017 - Tuesday 7 November 2017, 09:00 - 17:00
Spen Victoria Cricket Bowling And Athletic Club, Spen Lane, Cleckheaton, BD19 4PJ
Free Entry - 16 places
Image for
Youth Mental Health First Aid Training
Wednesday 8 November 2017 - Thursday 9 November 2017, 09:00 - 17:00
Oakwell Hall, Nutter Lane, Batley, WF17 9LG
Free Entry - 16 places
Image for
Health and Safety Awareness Course HSA
Friday 10 November 2017, 08:30 - 16:30
JPW Consuting Ltd, Bridge Mills .Unit 8, 1st Floor, Huddersfield Road, Holmfirth, West Yorkshire, HD9 3TW
£99 - 7 places
Image for
Adult Mental Health First Aid Training
Monday 13 November 2017 - Tuesday 14 November 2017, 09:00 - 17:00
Slaithwaite Civic Hall, 15A, New Street, Huddersfield, HD7 5AB
Free Entry - 16 places
Image for
Develop and Prosper!
Tuesday 14 November 2017
Lockwood House, Brewery Drive, Huddersfield, Yorkshire, HD4 6EN
Free Entry - 20 places
Image for
Youth Mental Health First Aid Training
Wednesday 15 November 2017 - Thursday 16 November 2017, 09:00 - 17:00
Honley Comminuty centre, Stony Lane, Honley, HD9 6DY
Free Entry - 16 places
Image for
Has the Apprenticeship Levy damaged learning and development?
Friday 17 November 2017, 09:00 - 12:00
7 Northumberland Street, Huddersfield, HD1 1RL
£10 - 15 places
23 results found, page 1 of 3.  
Designed by Kirklees Council
Built and powered by Alcium Software
Close cookie policy popup window
This site uses cookies for analysis purposes only. This helps us understand how you and other visitors use our site. To see a complete list of these cookies or to opt out please access our cookie policy page.

You will see this message only once, but you will be able to find more information about our use of cookies or opt out at any time.