TUPE Case Studies/personalised pages

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Are you in the HR Department of an organisation that contracts to provide services?

If you are, you will find yourself involved in TUPE every time you gain (or lose) a contract.  You may find that your workload varies widely, with several TUPE transfers at the same time, all with conflicting deadlines and resource needs.

You may find yourself able to handle some TUPE transfer but not others – depending on your other commitments and resources.

You may be a ‘regular player’ trying to cope with overload, or a particularly tricky transfer, or setting up a new TUPE system.

We have worked with various organisations to support them in TUPE  work.

Case Study 1

A UK-wide specialist contracting company had identified a new market for their services, but needed a proven TUPE track record and system to become the preferred supplier for clients.  Working with marketing/legal/HR and line management, Irenicon:--

1. integrated TUPE into the ’pitch’ process, so that the sales teams knew what they were talking about, and what could be done, when talking to prospects and pitching for business;
2. modelled and produced  a standard TUPE process, with suitable documents, that reflected the typical business needs of both the end client and our client (the service provider);
3. trained our client’s  line managers and HR, to produce a ’TUPE team’ capable of handling routine TUPE transfers;
4. produced ‘hybrid’ contracts, to reflect the inbound employees’ TUPE rights, in line with current regulations;
5. consulted with individual staff to ensure their new contracts were correct, and then handed over signed and validated contracts to HR;
6. supported non-typical TUPE transfers, and supplemented the team’s expertise on an ad hoc basis;
7. undertook complete TUPE processes on an overload or on a ‘coaching’ basis, allowing the HR team to achieve other key objectives without disruption;
8. designed appropriate consultation procedures  for individual TUPE processes;
9. negotiated with unions and representatives  and/or produced negotiating briefs for HR to do so.

The client is now a significant player in a key market for their own future, and the HR and sales team regularly involve Irenicon for ad-hoc projects when required.

Case Study 2

A not-for-profit organisation found its functions being redistributed and reassigned to other organisations, including government departments.   HR could handle the work in terms of volume, but were keen to establish best practice in the face of conflicting  opinions about what should be done.   Working with the HR team, Irenicon:

1. provided the HR team with documents to enable them to convince their new partners of the appropriate approach to take in handling staff issues relating to the reassignment of work;
2. helped HR model the legal and communications issues to enable them to plan and implement a TUPE transfer in the least disruptive way;
3. provided ad hoc support and updates over time as the project was implemented.
   The client continues to align their service provision as government progressively changes their role.

Case Study 3

An owner-managed business was invited by a key client to become sole service provider, and take over all their competitors’ accounts.  Irenicon :

1. worked with the owners to ensure the full cost implications of TUPE were incorporated into their pitch;
2. designed and supported a simple, streamlined consultation process with staff;
3. assisted in the secure and appropriate exchange of staff data;
4. drafted suitable contracts for the newly TUPEd staff;
5. got the newly drafted contracts signed and handed with the new staff records over to administration ready for ongoing management.

The client continues to be the preferred supplier having successfully absorbed the incoming workers and delivered the expanded service successfully.