A London Business School Training and Development College caters for the training needs of central London businesses. Irrespective of what the needs of the business or organisation might be, our college can provide high-quality, short-term customised training for business, industry and government organisations as well as for the general public.

B London Business School Training and Development College faculty boasts several highly qualified trainers and coordinators with relevant and up-to-date business experiences. In addition, Training and Development also work with our Business School faculty, part-time industry leaders and external agencies to deliver quality training tailored to meet the needs of any business, schedules or location.

C Whether your company is focused on manufacturing, construction, agriculture, retail or service, Training and Development College can help develop and enhance the skills of your employees.

D We also collaborate with many other London colleges to deliver training not only across London but also throughout Greater London as well as in most of the towns surrounding the Greater London area.

E We also provide instruction and assistance in writing Job Training grants requests. In fact, our Worker Training programme is a business incentive programme designed to support the retraining and upgrading of London’s current workforce.

F Should you be interested in finding out more about our training programmes and/or upgrading the skill level of your employees, we should appreciate the opportunity to inform you. We would be glad to schedule an appointment for you with one of our advisors during which we can find out more about your company or organization and discuss the best way to serve your needs.

G For information about Training and Development classes on our London Campus please contact Dr. Brian Richardson.

Brian Richardson, PhD

Dean of School of Extended Learning

Services and Training

London

brianrichardson@lbs_t&d

There are many different kinds of dismissal including sacking, redundancy, unfair dismissal, wrongful dismissal and constructive dismissal.

A dismissal is a redundancy when you terminate an employee’s contract because there is a requirement to lose a particular number of employees, or when a fixed-term contract of two years or more expires and is not renewed.

A dismissal is a sacking when you terminate an employee’s contract because of their conduct or capability. Examples of minor misconduct include being late, using company phones for personal calls, using company facilities for personal reasons, not performing to adequate/satisfactory standards, etc. Examples of gross misconduct include abusive behaviour, violence, theft, fraud, alcohol or drug abuse, discrimination or harassment, deliberately damaging company equipment/property, seriously breaking health and safety regulations and serious insubordination, amongst other things.

Whatever the grounds for dismissal, the employer must follow the correct dismissal procedure, otherwise the dismissal will be considered either an unfair or a wrongful dismissal. The correct dismissal procedure involves the following five steps:

a. establishing the facts of the case

b. informing the employee of the problem

c. holding a meeting with the employee to discuss the problem

d. deciding on appropriate action

e. providing employees with an opportunity to appeal

A dismissal is an unfair dismissal when an employer terminates an employee’s contract for a reason which is considered unfair by law or if the employer acts unreasonably during the dismissal process. There are many different reasons why a dismissal would be considered automatically unfair. One such example is dismissal on grounds of race, gender or disability.

It must be pointed out, however, that it is not wrong to dismiss a disabled person as long as the grounds for dismissal are unrelated to the disability. Indeed, to dismiss a disabled person for serious negligence is quite reasonable, but to dismiss them for slow productivity caused by their disability is not allowed. This is always the case, no matter when the disability became apparent/occurred. The situation becomes more complex if the disability in question makes the employee unable to carry out their existing job at all. In this case, the employer should look to provide alternative work.

A wrongful dismissal is when you do not follow the correct dismissal procedure or break contractual terms during the dismissal process. One example is dismissing an employee before the time specified in their contract as the end of their contract.

Constructive dismissal occurs when an employee resigns because the employer has breached their employment contract substantially. Examples of constructive dismissal would be resignation due to the employer cutting an employee’s wages without agreement, or resignation due to the employer unlawfully demoting the employee. A constructive dismissal is not necessarily an unfair dismissal, although it would be difficult for an employer to show that an action in breach of the contract was, in fact, fair.

A.

sacking

B.

redundancy

C.

infair dismissal

D.

wrongful dismissal

E.

constructive dismissal

F.

minor misconduct

G.

gross misconduct