HRreview Header

Sleeping night workers were not on rest break

-

A recent decision from the Employment Appeal Tribunal (EAT) held that workers found sleeping at work were not asserting their right to a rest break.

The claimants in this case were employed as waking night support workers within a residential home that had a number of vulnerable residents. The Employment Tribunal accepted that the claimants’ jobs, by definition, meant that they were required to be alert at all times. After having been forewarned by a general memorandum that any employees found asleep were likely to be subject to dismissal, the claimants were discovered sleeping on the job. Following a disciplinary process they were dismissed.

The claimants claimed that they had been automatically unfairly dismissed on the grounds that their dismissal resulted from the employer’s refusal (or proposed refusal) to comply with the requirement to provide rest breaks under the Working Time Regulations 1998 (WTR). Whilst the Tribunal was critical of the employer for not providing rest breaks, it was equally critical of the claimants for not asserting their rights previously in order to initiate a dialogue with their employer about taking rest breaks. The Tribunal dismissed the claimants’ claim for unfair dismissal.

On appeal, the EAT agreed with the Tribunal’s approach and said that generally in employment legislation, cooperation, discussion and consultation between the employer and employee is key. Ultimately, the EAT held that the refusal or proposed refusal of a worker to accept his or her employer’s contravention (or proposed contravention) of the WTR must be communicated in advance and cannot be implied. The EAT rejected the claimants’ argument that a worker’s refusal can be conveyed implicitly by ignoring the employer’s instruction not to have breaks.

The EAT clearly rejected the argument that an employee’s refusal to accede to an employer’s contravention of the WTR can be silent and said that refusal must be explicitly communicated to the employer. This case will be of interest to any employer with night workers, and in particular those who employ night workers who are required to stay alert, such as security personnel. Employers should be particularly mindful that employees working night shifts are entitled to rest breaks and should discuss with them suitable arrangements for them to exercise their rights.

Latest news

Turning Workforce Data into Real Insight: A practical session for HR leaders

HR teams are being asked to deliver greater impact with fewer resources. This practical session is designed to help you move beyond instinct and start using workforce data to make faster, smarter decisions that drive real business results.

Bethany Cann of Specsavers

A working day balancing early talent strategy, university partnerships and family life at the international opticians retailer.

Workplace silence leaving staff afraid to raise mistakes

Almost half of UK workers feel unable to raise concerns or mistakes at work, with new research warning that workplace silence is damaging productivity.

Managers’ biggest fears? ‘Confrontation and redundancies’

Survey of UK managers reveals fear of confrontation and redundancies, with many lacking training to handle difficult workplace situations.
- Advertisement -

Mike Bond: Redefining talent – and prioritising the creative mindset

Not too long ago, the most prized CVs boasted MBAs, consulting pedigrees and an impressive record of traditional experience. Now, things are different.

UK loses ground in global remote work rankings

Connectivity gaps across the UK risk weakening the country’s appeal to remote workers and internationally mobile talent.

Must read

Derek Irvine: 5 Common HR myths

It’s no surprise that business success relies heavily on an engaged and motivated workforce. The problem is that, while social recognition is increasingly regarded as an effective way of achieving this, there is a wealth of misinformation about how businesses should implement recognition practices. These myths not only have the ability to thwart a company’s effort to build a unified corporate culture, but it can end up impacting a company’s productivity level, and subsequently, bottom line. Here are some of the most common HR myths, and how these can be overcome:

Victoria Mance & Pranav Yajnik: Successfully managing an ageing workforce

The challenges of managing a workforce within the context...
- Advertisement -

You might also likeRELATED
Recommended to you