How is US employment law different from UK Employment Law?


The US has something called ‘at will’ employment. This means that an employer can terminate an employment relationship without notice, for any reason. In the UK, there is often a requirement for notice prior to termination, and an employer will often need to show cause. UK employment law is much more formal, whereby employment is structured through formal, written contracts.

Problem employees are the dread of every manager, and they require special skill and attention. The first piece of guidance is simple–don’t let staffers become problem employees in the first place. There’s no silver bullet solution, no ready-to-use spiel or psychological exercise that can suddenly make a difficult employee easy to work with. “You need to be a bit of a black belt in your personal skills and in your management,” says Marie G. McIntyre, a workplace issues expert and career advice columnist.

HR. expert: More managers are hiring for the right attitude as much as the right skill set. Attitudinal issues will soak up the most time and will most often end in heartbreak, Sam Curry says. “You can teach someone a new skill, but you can’t give them empathy,” he says.

Learning level.

Hiring is only the beginning to ensure that a staffer stays well-adjusted and engaged, Timmes says. A manager should initiate conversations with the new employee about expectations, responsibilities. Manager can learn about employees on a deeper level: their sense of mission, values, life goals. When trust, connection and value alignment are established, both parties benefit, he says. The employee is more likely to be engaged and professionally fulfilled, he adds.


Some managers find themselves working with difficult employees on a regular basis. In these cases, managers should ask themselves if their actions are making the problem worse. Managers should strive for fairness in their approach. Maintaining professional respect is also key, said Maxine Attong, an organizational development expert and author of Lead Your Team to Win  .  “It’s important to not leap to conclusions early and to be as open to input,” Curry said . . The manager should take a positive and optimistic stance and focus on future improvement, Attong said.

Documenting is an important part of the process, experts say. This is especially true if a disgruntled employee seeks legal action. “The manager must build a consistent trail that shows that this employee was not singled out,” Attong says.

Re-Engagement on the Job.

In some cases, an employee’s behavior and attitude indicates that the worker is not engaged with the job. A manager can discuss this possibility with the employee. In many cases, a lack of engagement is not because the job and the employee are a poor match. The employee may no longer see why his or her work is crucial to the organization, experts say. The manager can help the employee frame a vision for his life.

Behavioral Specifics.

Negative Nancy: Nay says projects and assignments, shoots down new ideas of others. Egotistical Eddie: Acts condescendingly. Dominates discussion at staff meetings. Resents being asked to do mundane but necessary tasks. Priam Donna: Priam donnas possess top-flight skills that are a tremendous asset to teams, Curry said.  “Ask this employee what success looks like to him. Have him paint the picture for success and ask what he would do differently,” Attong said.

Manager should be careful not to focus on personal characteristics when discussing the problem with the employee. Some prima donnas possess top-flight skills that are a tremendous asset to teams. Life events, like weddings and divorces, can affect performance for weeks. Considerate and candid conversation is appropriate, but discussions should be non-threatening, experts say.  Make sure to avoid harassment and miscommunication, and involve HR., and keep them apprised, they say. The National HR. Association recommends HR. should be contacted on a regular basis.

 Employment Discrimination Law and Legal Definition.

Discriminatory practices include bias in hiring, promotion, job assignment, termination, compensation, and various types of harassment. Employment discrimination laws seek to prevent discrimination based on race, sex, religion, national origin, physical disability, and age by employers. The Fifth and Fourteenth Amendment provide protection against discrimination by federal and state governments. State constitutions may also afford protection from employment discrimination. The Equal Pay Act prohibits paying wages based on sex by employers and unions.

The Age Discrimination in Employment Act (ADEA) prohibits employers from discriminating on the basis of age. An employee is protected from discrimination.


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