Equality, diversity and human rights
Employers should treat all staff who have long Covid as if they have a disability, in the absence of clear legislative protections for people with lingering symptoms which can affect their performance at work.
Most organisations would consider themselves open to increasing inclusion and belonging for all employees. However, too often diversity initiatives fail to focus on workers with intellectual and developmental disabilities, explains Agata Nowakowska.
Despite the coronavirus pandemic, HR professionals have had their fair share of employment law rulings to keep track of in 2021. We count down the 10 most important judgments of the year that every employer should know about.
As well as continuing to deal with workplace issues caused by the coronavirus pandemic, there will be many other important employment law developments for HR to grapple with in 2022. What does HR need to do to meet its obligations and prepare for the coming year?
Employment tribunals have been deciding coronavirus-related cases throughout 2021. We set out 10 key first-instance rulings related to the pandemic and highlight what lessons employers can learn from them.
A House of Lords debate on the introduction of mandatory ethnicity pay reporting outlined why this issue needs a business case, not just a moral imperative. Ranjit Dhindsa, head of employment, pensions, immigration and compliance at Fieldfisher, examines the issues.
What does non-binary mean? The term, which has been more widely used in recent years, is used to refer to the identity of individuals whose gender identity falls outside the socially normalised male/female gender binary. This identity is often misunderstood. Georgie Williams explains what it means to describe oneself as non-binary, and the changes that employers can implement to accommodate this variation from the socially encouraged gender binary.
While not formally recognised as a disability, the effect long COVID may have on a person's ability to work may mean it should be considered as such. Hollie Ryan, senior associate at Stevens & Bolton LLP, looks at the support employers may need to offer staff with persistent symptoms to avoid legal claims.
In his second article on unconscious bias training, Gareth Buchanan sets out the practical steps that you can take to make your unconscious bias training a success and to maximise the impact it has on your organisation's diversity and inclusion strategy.
Having a diverse and inclusive workplace is important not only ethically but also for improving employee morale, boosting innovation and enhancing business success. We set out six practical steps that employers can take to embed diversity and inclusion in the workplace.
Commentary and insights: HR and legal information and guidance relating to equality, diversity and human rights.