Skyrocket Your Confidence At Work & Increase The Respect & Credibility Your HR Contribution Deserves

Enrol In The Virtual Employment Law Academy - Professional CPD Accredited Training You Can Achieve Alongside Your Day Job That Helps You With Your Day Job

“An excellent course. It has given me the confidence to be able to challenge HR ‘received wisdom’ with the actual legal position, and an improved ability to assess risk.”

Andrea Cheatle

“I knew I had to study in this area, and it was invaluable. What I didn't expect was that it would be so interesting and entertaining. The time flew.”

Gill Knowles

“Smart, engaging and exceptionally well run programme.”

Bilwa Iyer

You do a very challenging job.

One that requires a rare blend of influential people skills and deep technical knowledge for it to be done well.

The impact you have on the business you support and on the lives of those you support is significant.

It’s hard, but no doubt rewarding work.  

However the stresses and strains do take their toll.

You probably put more time and effort into your work than you should…

…especially when faced with some of those trickier issues you have to deal with.

The ones you never see coming and that require your full attention, creativity and mental energy to solve.

You inevitably find a way, but do you ever struggle with imposter syndrome?

The feeling that at some point someone is going to “find you out”?

It’s extremely common, though rarely publicly admitted in the HR profession.

If you’re not a lawyer and you find yourself dealing with the law, there’s the potential for that nagging doubt that you might just be missing something.

It can create uncertainty and undermine your confidence.

That never feels good

If you’re not careful, it can fuel any insecurities you have.

Especially if you feel you’re over your head with something and outside your comfort zone.

What’s the answer?

Well working harder isn’t an option if you want to stay healthy and live a balanced life.

Working smarter, however, is.

Archimedes once said “give me a lever big enough, and I can move the world”.

What's a powerful lever to add to your existing toolbox of skills, knowledge and experience that WILL help you work smarter, work faster and save you time…

…an addition that will raise your credibility, give you greater gravitas and authority, increase the professional respect for you AND significantly boost your confidence…?

…it's a deeper knowledge of employment law.

What Will This Give You?

You’ll spot issues much earlier before they become problems that could end in litigation.
You’ll be called upon to advise the senior team even more, gaining their trust and confidence with your deeper levels of knowledge and expertise.
More people will seek you out for your advice when they realise you have the legal knowledge AND the expertise to understand how it applies in the workplace. 
You’ll start to have an even greater impact at work because your understanding of what matters and what doesn’t has increased.
…and perhaps most importantly, you’ll start to enjoy your work even more as your confidence grows.

Gaining this deeper understanding is one of those hindsight career decisions that you wish you’d made much earlier.

There’s a programme that will give you exactly that.

One that will elevate your expertise, confirm your credibility and reinforce the respect worthy of your contribution and impact on the business you support.  

It’s called the Virtual Employment Law Academy.

Here’s how it works…

There are 18 employment law modules delivered using Zoom across these nine-week terms.

Term 1: Tuesday 11 October - Tuesday 6 December 2022
Term 2: Tuesday 10 January - Tuesday 7 March 2023 

Each module consists of a live, targeted, hour long lecture by our expert barrister tutor on an important employment law topic.

It’s then followed by an hour of Q&A where you can ask any questions you have about the subject covered in that session.

You will get the equivalent of an undergraduate degree level course in employment law.

However, it’s much more than just an academic qualification that will boost your c.v., raise your standing in the HR community and help you work your way up that ladder of HR success.

You’ll learn about the practical aspects of employment law relevant to your role in a safe, supportive and inspiring community of fellow ambitious HR professionals.


Regardless of which level you enrol in at, the programme will equip you to:

Confidently advise businesses and their employees on their legal rights and obligations and so position you as a credible authority in the business.
Help your employers comply with relevant legislation and so increase the value of your strategic contribution to them as you anticipate and mitigate potential risk for them.
Protect businesses from claims through your thorough understanding of the law and how it is practically applied giving both you and your employers peace of mind.
Combat discrimination in the workplace and be the force for good, for diversity and inclusion in your business, giving you the satisfaction of a job well done.
Promote equality at work by merging good commonsense with your experience and expertise in employment law matters to increase personal respect throughout the organisation.

Every student who enrols in the Virtual Employment Law Academy automatically gets:

Live access to all 18 modules of the programme so you can enjoy the sessions in real time.
Live access to all 18 Q&A sessions which means you can get your questions about your issues answered immediately.
Four PDF course manuals covering all 18 modules allowing you to comprehensively capture your own personal notes and embed the learning in a brain friendly way.
Lifetime access to the recordings of each module and its Q&A session giving you the flexibility to refresh and recap at any time after the session is delivered.

Access to the Virtual Employment Law Academy Slack channel for you to connect and converse with other students, discuss the nuances of the topics covered with them and learn from their experience.
A complimentary ticket to the end of programme drinks party so you can celebrate feeling proud of reaching another important milestone in your development as an HR Professional.

If you decide to upgrade to the Premium Level (highly recommended), here are the additional benefits you receive:

The transcripts of each module for quick and easy future reference without having to go through the recording of each session again - this is a massive time saver for you..
Eight small group tutorial sessions (four per term – every other Thursday) covering detailed case studies to give you the confidence in how you can practically apply the law in a variety of the common situations you deal with in your work.
Model answers to each of the case studies covered to help confirm and reinforce your learning and act as a reference point for when you need them in the future.
Access to a Premium students only Slack channel for you to discuss and debate the issues that arise during the tutorial sessions.
Two written assessments so you can demonstrate what you’ve learnt and your understanding of how to apply it in the real world.
CPD accreditation for your attendance to get the official recognition you rightly deserve for the investment you have made in your professional development (subject to passing the written assessments).
A framed certificate of completion posted to you after the course that you can proudly hang on your wall to remind you of how you’ve elevated your expertise in your profession.
A copy of the latest edition of The Employment Law Handbook to act as an additional complimentary resource to support you in dealing with legal issues on a day to day basis.
Lunch at Lincoln’s Inn with your fellow Premium students hosted by Daniel Barnett to reward yourself for the time and energy you’ve invested in developing yourself.

It’s easy to see why this is our most popular level of enrolment.

We do have one final enrolment level.  It’s not for everyone and comes with some very exclusive perks not available anywhere else.

We call it:

 The Diamond Level 

Because of the additional personal attention given to students at this level by barrister Daniel Barnett himself (more about him later), we are restricting this to just six people.

If you enrol at this highly valued and much coveted level, here are the additional benefits.

You’ll get four Diamond-only coaching calls with Daniel Barnett so you can dig deep on the issues covered in the programme and explore how they apply to the specific challenges you’re currently dealing with.
We give you a dedicated Slack channel with personal access to Daniel so you can ask him any question you like about employment law when it pops into your mind and get a swift response from the man himself.
You’ll be sent all 13 volumes of the Employment Law Library covering topics that include malingering, tribunal compensation, constructive dismissal, TUPE and changing terms and conditions.
Join Daniel for a personalised tour of the historic and iconic Inns of Court and Temple that will take you to the very heart of our judicial system.
Attend a formal dinner at the Honourable Society of Lincoln's Inn as Daniel’s guest for an evening you’ll never forget.
You’ll be entitled to a complimentary seat at any of Daniel’s live seminars he delivers up until October 2024.
You'll be automatically enroled into the next Virtual Employment Law Academy (2024) for free so you can keep abreast of any developments in employment law over the next 12 months.

Regardless of the level you enrol at, here’s the syllabus you’ll be covering in the programme:

The Virtual Employment Law Academy Syllabus 

Part 1 - An Introduction To Employment Law

Module 1: How To Navigate The Intricacies Of An Employment Contract

What can be contractually binding and what can’t.
What you should know about job advertisements and employment contracts to save you from falling foul of potential litigation.
The most important phrase to start any job description to protect you against potential breach of contract claims.
What legally must be captured in writing for employees when they begin a new contract.
How to carefully word terms and conditions to give employers the greatest flexibility in tasking newly contracted employees.
Documents that must be provided to new employees within two months of starting employment…and what happens when you don’t issue them.
What you need to know about collective agreements and individual employment contracts.
The important relationship between terms set out in staff handbooks and an employment contract.
Navigating the murky waters of implied contractual terms.
When a breakdown in mutual trust and confidence will be a breach of contract.
The five implied terms an employer is bound by in any employment contract.
The three duties every employee must perform regardless of whether they are in the contract or not.
And much, much more…

Module 2: Employee, Worker Or Contractor?  How to Tell, and Why it Matters

The biggest misunderstanding employers have over the working status of individuals in their business…this is why the Supreme Court labelled one company’s contractual terms as a “sham”.
The five reasons why employment status matters.
Exactly how to define whether someone is an employee, a worker or an independent contractor.
How a worker is different from an employee and why it is important to clearly make this distinction.
The two most likely occasions when working reality “trumps” a written contract.
The three common tests the courts use to determine the working status of an individual and how they are applied (and why one of them is not foolproof!)
How the tight definition of “personal service” affects employment status.
Understand why individuals working on zero-hour contracts will not normally be considered employees.
How the gig economy has affected worker status and what you need to know about it.
The nine useful indicators to help assess whether someone is self-employed, a worker or an employee.
The seven giveaways that point to an individual having employee or worker status.
Eight things to look for to confirm self-employed status.
And much, much more…

Module 3: Understanding Continuity of Employment, The National Minimum Wage and the Perils of Unlawful Deductions

The three possible ways an employment termination date may be calculated for an employee who’s been dismissed.
Discover the minimum length of time a break in employment needs to be for it to be considered a break in employment.
The three unique circumstances where time away from work doesn’t count towards continuity of employment but ISN’T a break in employment.
Three other circumstances where time away from work still accrues continuity of employment.
The single biggest reason for an employer why understanding the complexities of continuity is so important.
Who is entitled to the National Minimum Wage and which two types of workers are excluded.
The records every employer is legally required to keep and every employee has a right to inspect even if they no longer work for the employer.
The five payments that employers are NOT allowed to offset against the National Minimum Wage.
The four main occasions when an employer can legally make deductions from an employee's wages.
When an employee needs to give written consent for deductions from their wages (it’s not when you might think).
The seven payment types that fall under the definition of wages.
The five payment types expressly excluded from the definition of wages.
What an employment tribunal may decide if an employer fails to provide itemised pay statements.
The differences between unfair and wrongful dismissal and why one has a much lower tribunal compensation cap than the other.
And much, much more…

Part 2 - Dismissal

Module 4:  What is a Dismissal? And the Five Fair Reasons for Terminating…

The complications of language ambiguity - “was I just dismissed or not?” 
The main factor employment tribunals consider in dismissal cases where ambiguity exists.
When a four letter expletive constitutes a dismissal and when it does not!
When an employee’s utterance of “I resign” constitutes a resignation and when it does not.
How the law views the end of a limited-term contract - this may surprise you.
Why employment tribunals frown on termination by mutual consent and what must be done instead.
When a deceased employee’s estate can pursue claims for unfair dismissal, breach of contract or discrimination after their death.
What happens when a company (employer) becomes insolvent and how it affects their employees.
What some employers get very wrong about employee retirement.
The three elements that have to be present for constructive dismissal.
What can and can’t be the last straw for an employee in a constructive dismissal case
The two options an employee has when faced with an employer’s repudiatory breach of contract and what they mean in the eyes of the law.
Who qualifies for unfair dismissal claims.
The seven most common situations in which an employee can claim unfair dismissal even if they HAVEN’T been continuously employed for two years.
The three categories of employee working outside of Great Britain who fall under the jurisdiction of a UK employment tribunal.
The five potential reasons an employee can cite an employee’s dismissal as potentially  “fair”.
The reasonableness test every employment tribunal uses to assess whether a dismissal is fair or unfair.
And much, much more…

Module 5: How Capability And Qualifications Can Be Grounds For A Fair Dismissal

Why there are so few employment tribunal cases dealing with the lack of qualifications as a reason for dismissal.
The two types of capability dismissal and how they are treated differently by employment tribunals.
The difficulties of assessing an employee’s competence and how to justify an assessment of poor performance.
Why it is important to call out employee poor performance early and what happens if employers DON’T!
How tribunals apply the Acas code when assessing the reasonableness of an employee’s dismissal.
What the law says about the quality and timing of warnings given to under-performing employees.
The one thing every employee must be offered when given a performance warning to prevent falling foul of a tribunal if an unfair dismissal case is later brought.
The six things to put in writing when notifying an employee of a formal meeting to discuss a failure to improve performance.
The key question every tribunal has when dealing with ill-health dismissal cases.
The three additional questions an employment tribunal will consider before deciding whether discrimination on the grounds of ill-health was fair.
The two things an employer must do when an employee is off on long term sickness before they consider dismissal.
Why the onus on getting medical information is on the employer and not the employee in cases of long term ill health.
An employer’s obligations for offering alternative employment if an employee is unable to continue in their present role due to ill-health.
What to do if an employee has repeated short-term absences due to ill-health.
And much, much more…

Module 6: The Dos and Don’ts of Dismissing An Employee For Misconduct

The three part test employment tribunals have used for over 40 years to decide whether an employee’s dismissal for misconduct was fair.
The five step process every employer must follow before dismissing an employee for misconduct.
How an employer’s disciplinary rules and procedures should be put together and why an exhaustive list of what constitutes misconduct is NOT required.
When an error of judgement might be misconduct, and when it might not.
The difference between misconduct and gross misconduct and why it is important to know.
What the law says about the correct use of warnings in potential cases of misconduct.
The six considerations an employment tribunal will make when assessing the effect of warnings on the fairness of a conduct dismissal.
Why the law on expired warnings is in a bit of a mess and what to do instead.
The 10 point checklist of what to look for when you appoint an investigator for a misconduct investigation.
The important balance HR must adopt in cases of misconduct and what happens when that goes wrong.
Five important considerations an employer must take into account when deciding how thorough an investigation to carry out.
What to do if a relevant witness in an investigation will only provide evidence anonymously.
The Investigation Report - what it must contain and what it absolutely must AVOID doing.
How to conduct an effective disciplinary hearing without running the risk of rendering a dismissal unfair.
The right of an employee to appeal a disciplinary sanction and how an employer should manage it.
Five things a disciplinary manager (or panel) must factor into their deliberations.
When disparity in treatment for employees guilty of the same misconduct may be the right course of action.
And much, much more…

Module 7:  Redundancy Technicalities Explained

How the Employment Rights Act 1996 defines redundancy.
When a business reorganisation falls within the technical definition of redundancy.
Who qualifies for redundancy pay and how it is calculated.
The two circumstances employees lose the right to claim a redundancy payment.
The one thing every employer must provide to employees who accept alternative employment.
What an employment tribunal will look for if an employee claims their redundancy constitutes unfair dismissal.
Four methods of attacking the fairness of a redundancy dismissal that employers need to look out for.
Which four of the automatic unfair reasons for redundancy are considered the most important.
Five core factors that need to be in place before an employer can be regarded as having acted fairly.
Why the Acas Code of Practice on Disciplinary and Grievance Procedures does NOT apply to redundancy dismissals.
The importance of employers conducting individual consultation as part of a fair redundancy process and how they should do it.
What to look out for when choosing the pool of employees for redundancy selection.
Why ‘bumping’ an employee during redundancy may be legal, but only if you do it the right way.
The right way to go about identifying your redundancy selection criteria.
How age discrimination during a redundancy process may be legally justified.
The pros and cons of using a matrix method to assign scores during a redundancy selection process and whether you should share those scores with employees.
The do’s and don’ts of offering suitable alternative employment.
What the law says about an employer’s obligation to provide an appeal against a redundancy decision.
Adjustments employers must make to not put employees on maternity, parental or adoption leave at a disadvantage during redundancy selection.
What statutory obligations an employer has to carry out collective consultation during a redundancy process.
Why it is important to know what comprises an “establishment” when redundancies are being made.
Collective consultations - who the employer should consult with, how long they should consult with them for and what the consultation should consist of.
How an employer can avoid the penalty of paying up to 90 days’ pay to all employees during a redundancy process.
How a change to terms and conditions may be a viable alternative to making employees redundant.
And much, much more…

Module 8:  TUPE and other Automatically Unfair Dismissals

The mop up provision used by employment tribunals for potentially fair dismissals that fall outside the big four (includes seven examples).
Why automatically unfair dismissal is a Day One right.
The 14 most important dismissal categories that are automatically unfair.
How TUPE protects employees against a dismissal related to a TUPE transfer.
The two types of relevant transfer to which TUPE applies.
Explained - important terminology associated with both types of TUPE transfer.
The six point checklist to establish whether a business has retained its identity following a TUPE transfer.
Three different ways TUPE is engaged in a service provision change.
What happens to an employee’s contract when there is a TUPE transfer.
Why a TUPE transfer can’t be the sole or principal reason for a dismissal.
Where the burden of proof lies in an employment tribunal dealing with an unfair dismissal case regarding a TUPE transfer.
How to interpret what constitutes an economic, technical or organisational reason for changes in the workforce.
What constitutes a “change in the workforce”.
Unpacking who carries the can for an unfair dismissal claim following a TUPE transfer.
How to understand TUPE and constructive dismissal.
Which two of the health and safety reasons for automatic dismissal you should be concerned with and why.
And much, much more…

Module 9:  Whistleblowing and the Law - How Whistleblowers Are Protected And Where Employers Get It Wrong

The five requirements for a disclosure to be a ‘qualifying disclosure’.
What employment status is required to qualify for protection as a whistleblower.
Other categories of individuals who are protected by whistleblowing legislation.
What amounts to whistleblowing detriment.
Who a worker can bring a claim for detriment against.
When a whistleblower is automatically unfairly dismissed.
Why unfair dismissal for whistleblowing is a Day One right.
Where the burden of proof lies in a whistleblowing employment tribunal.
What compensation a whistleblower can claim in respect of detriments and unfair dismissal.
How whistleblowing unfair dismissal compensation differs from ordinary unfair dismissal compensation.
The four things a successful whistleblowing Claimant can recover.
The interim relief that may be available to a whistleblower.
And much, much more…

Part 3 - Discrimination

Module 10 - An Introduction to Discrimination - Foundational Knowledge Everyone Should Know

The nine protected characteristics.
The six different types of discriminatory treatment outlined in the Equality Act 2010
Seven circumstances, as defined by the Equality Act 2010, in which an employer can be liable if they discriminate.
Who can bring a discrimination claim against an employer.
What direct discrimination is and how it is defined.
The ‘bastard defence’ - what it is and why an employer might argue it in a discrimination case.
What a comparator is, why it is critical to select the right one and the only three times you don’t need one.
The simple two word phrase that helps prove less favourable treatment to be discriminatory.
Why someone who doesn’t have a protected characteristic can still be discriminated against because of it.
Indirect discrimination - what it is and how it differs from direct discrimination.
Provision, criterion or practice (PCP) explained.
How indirect discrimination uses group based comparison.
The role of statistics in group based comparison for indirect discrimination cases.
The extra step an indirect discrimination claimant needs to make when making a case.
What an employer faced with a claim of indirect discrimination needs to demonstrate to justify it.
An understanding of what constitutes harassment and how it applies to some but not all of the protected characteristics.
Unwanted conduct - clarity on what is meant by ‘conduct’ and ‘unwanted’.
Why ‘banter’ is usually no defence for unwanted conduct.
How harassment can still occur if someone is perceived to have a protected characteristic or is just associated with someone who does.
What a claimant needs to show an alleged harasser has done to prove they’ve been discriminated against.
How the Equality Act 2010 protects claimants against victimisation for bringing their claim.
Detriments and victimisation - the law explained.
Where the burden of proof lies in discrimination cases and why it is often refered to as the ‘reverse burden of proof’.
Defences and exemptions for cases of indirect discrimination.
The liability of employers in discrimination cases - the two conditions that make the employer liable for the actions of the employee.
How an employer can use the ‘all reasonable steps’ defence to protect themselves against the actions of an employee.
And much, much more…

Module 11 - Sex Discrimination and Equal Pay

How equal pay between men and women is not covered under sex discrimination (and where is it handled by the law).
Occupational situations where sex discrimination is not applicable.
Special rules on sex harassment
What happens if an employee rejects or submits to sexual advances
Can employers insist on different dress codes for men and women?
Examples of unfavourable treatment of pregnant women
The simple clause every contract of employment should contain to protect the right of both sexes to receive the same remuneration.
The three ways a claimant can show they are engaged in equal work for an equal pay claim.
What the ‘material factor’ defence is and how an employer can use it to defend against an equal pay claim.
Why ‘gagging’ clauses don’t prevent a person from making or seeking a ‘relevant pay disclosure’ in an equal pay claim.
And much, much more…

Module 12 - The Different Ways Age and Disability Discrimination Are Treated By The Law

Why age and disability discrimination require separate treatment in the eyes of the law.
How age discrimination is defined and the important factor that must be identified for discrimination to have occured.
The sneaky trick indirect discrimination claimants can use to find the most favourab’le statistics for their particular age.
What to do to ensure a potential act of age discrimination won’t be considered unlawful - and how to do it (though it’s not easy).
What an employer needs to do to be able to define retirement ages for their employees.
The two legitimate objectives an employer can demonstrate to justify age discrimination in the context of retirement.
Why employers should avoid compulsory retirement ages wherever possible.
The Acas recommendation to all employers to help avoid the risk of treating older employees differently.
What the law says about service length-related benefits.
The flexibility the Equality Act 2010 allows employers to enhance statutory redundancy benefits without offending the age discrimination provisions.
4 other exemptions to the age discrimination provisions.
Why disability discrimination requires a completely different approach from that for the other protected characteristics.
How the Equality Act 2010 defines disability and what medical conditions side-step the definition.
The physical and mental conditions excluded from the ambit of disability.
How the law defines ‘normal day-to-day activities’ when assessing the impact of a disability.
The difference between a disability and an impairment (includes a list of recognised impairments).
What employers explicitly CAN’T do or ask for when interviewing job candidates (including the five exceptions).
The definition of reasonable adjustments and when an employer has a duty to make them (including how that duty is triggered).
What positive steps employers should take under their duty to make reasonable adjustments.
How discrimination arising from disability is defined.
And much, much more…

Module 13 - Other Protected Characteristics

How the Equality Act 2010 provides protection against gender reassignment discrimination.
How certain employers can apply a requirement for an employee ‘not to be a transsexual person’.
Marriage and civil partnership discrimination claims and why they are difficult to succeed in.
Racial discrimination, including the Government’s plans for caste discrimination.
The criteria required for a group to be identified as an ‘ethnic group’.
How the Government legislates for religion and belief discrimination.
Why Luke Skywalker would not be protected under the Equality Act 2010.
The five characteristics the courts will use to identify whether a position someone takes qualifies as a ‘belief’.
Issues of religion and belief and the European Convention on Human Rights.
What happens when there are conflicts between protected characteristics.
Sexual orientation discrimination.
The two areas where discrimination is unlawful but which are not derived from the Equality Act 2010.
And much, much more…

Module 14 - Maternity and Family Friendly Rights - How The Law Assists Workers With Their Family Obligations

Why maternity and family friendly rights is such a complex legal issue and how each case should be handled.
How to address the issue of health and safety in the context of maternity.
When an employer is entitled to request a certificate confirming pregnancy when giving time off for ante-natal care and when they are not.
Agency worker rights for taking time off for ante-natal appointments.
The two components of maternity leave and how to work out when each one commences.
The three rights automatically acquired by women who take maternity leave.
Statutory maternity pay - who qualifies, who’s entitled and the impact of ‘keeping in touch days’.
How a mother can split her maternity leave and share it with her partner and how they qualify for entitlement.
How employees qualify for adoption leave and what happens if something goes wrong.
The ins and outs of establishing entitlement for the rights for paternity leave.
How and why unpaid parental leave is very different from ‘shared parental leave’.
Who is entitled to parental bereavement leave.
And much, much more…

Part 4 – Working Time, Remedies and Tribunal Claims

Module 15 - Working Time Regulations Including The Working Week, Annual Leave, Holiday Pay, And Flexible Working

Who the Working Time Regulations 1998 apply to.
The maximum 48-hour week and how average hours are calculated.
What counts as working time and how any exemptions apply.
How the legislation addresses rest breaks, rest periods and weekends.
Annual leave and holiday pay - entitlements, the leave year, when holiday can be taken and carrying leave over.
How holiday pay is calculated.
The only time that payment can be made in lieu of holiday and why rolling up holiday pay is not allowed.
The time limit for holiday pay claims.
The four ways the rights under the Working Time Regulations 1998 can be enforced.
Flexible working - eligibility and what an employer must do on receiving a request.
The action an employee may take if an employer refuses to grant a request for flexible working.
And much, much more…

Module 16 - Remedies & Compensation - How Tribunals Deal With Unfair Dismissal and Discrimination, and How Claims Can Be Settled

The three remedies tribunals have for unfair dismissal.
The five factors that will influence whether a tribunal decides to grant reinstatement or re-engagement.
How compensation for unfair dismissal is calculated.
What tribunals consider when assessing the effect of any contributory conduct and other grounds for reducing the basic compensation award.
The five situations that will trigger a minimum basic award for unfair dismissal.
How compensatory awards are calculated and the three cases where the statutory cap does not apply.
The sequence of eight steps to take to correctly calculate when award deductions should be applied.
Recoupment and how it works in compensatory award calculations.
How employment tribunal awards can be enforced and how additional penalties can be imposed.
Discrimination - the four broad categories of compensation and who awards can be made against.
Injury to feelings -the factors used to calculate levels of award.
When tribunals will and won’t award Aggravated damages.
How interest is calculated
How to factor in tax liabilities to an employment tribunal settlement/award, with worked examples.
And much, much more…

Module 17 - How To Bring And Defend A Case In The Employment Tribunal - Part 1

The only three occasions parties in dispute can settle a case where an employee’s rights are contracted out of, disapplied, or compromised.
The seven features of an effective settlement agreement.
The two key functions Acas has in settling individual disputes.
The two common methods of formalising a settlement made in a tribunal.
Time limits for bringing a claim and how to calculate them for unfair dismissal and discrimination claims.
How a tribunal can use its discretion to extend a time limit for a claim.
Why a claimant CAN’T blame poor advice to apply for a time extension.
How Acas Early Conciliation affects time limits, with worked examples.
And much, much more…

Module 18 - How To Bring And Defend A Case In The Employment Tribunal - Part 2

The guiding principles a tribunal follows to ensure cases are dealt with fairly and justly.
How a claimant starts a claim.
What needs to have occurred in almost all cases before a claim form is presented.
Three reasons why a judge may reject a claim submitted to the tribunal office.
The minimum response a named respondent must provide to the tribunal and when that should be submitted by.
What happens if no response has been presented by the respondent.
How a tribunal judge initially processes a submitted claim and any valid responses from respondents.
The three different tracks a case may follow after the judges initial sift.
The five things a tribunal may do at a preliminary hearing.
How a claim or a response to a claim can be amended.
What “striking out” a case means and how it can be triggered.
How to prepare for a final tribunal hearing including disclosure, bundles, witness statements, witness orders and schedule of loss. 
How a judge ensures irrelevant matters are avoided at a final hearing.
The composition of a tribunal.
The procedure to expect for the conduct of a final hearing. 
How the order of presenting the case (claimant or respondent) is determined.
When to expect a decision from the tribunal and what form it takes.
How a tribunal will decide whether to make a costs order as part of its decision.
The two ways an unhappy party can challenge a tribunal decision.
The difference between judicial mediation and judicial assessment and how they work in tribunal cases.
And much, much more…

Now Meet Your Virtual Employment Law Academy Faculty

Your course tutor is Daniel Barnett, an experienced and successful barrister highly regarded for his employment and HR law expertise.  He is passionate about helping professionals like you understand the law better to make your job easier for you.

He has appeared in many Court of Appeal and Employment Appeal Tribunal cases together with complex High Court employment litigation. He also appears regularly in employment tribunals up and down the country and enjoys sharing his experiences with the HR community..

His areas of work include:

unfair dismissal claims,
whistleblowing and discrimination claims, 
collective redundancy disputes, 
restrictive covenant cases,
employees who misuse their employer's confidential information,
and trade union disputes (including compulsory recognition applications to the CAC).

His employer clients include a member of the Royal Family, several international airlines, a global leisure industry company and telecommunications company, as well as many hundreds of SMEs. 

Employee clients range from senior executives of quoted companies through to David & Victoria Beckham's nanny. 

He has sat on various Bar Council committees and is a member of the Staff Committee and Bar Representation Committees of the Honourable Society of Lincoln's Inn. 

Daniel is also a media figure and is called on regularly to comment on television and radio on current legal issues. He is the presenter of the LBC Legal Hour, broadcasting every Saturday evening at 9pm across the UK, in which he answers legal questions from LBC callers.  He is well known for his forthright, honest and clear answers to even the most challenge questions.

He is the author or co-author of twenty books, including the highly regarded Handbook on Employment Law.

…But more importantly for you, he is also a highly engaging and thought provoking speaker well known for bringing alive the intricacies of employment law in an entertaining manner...

“Daniel Barnett is brilliant. He knows every answer. Fantastic”

Jeremy Vine, BBC Radio & TV Presenter

Daniel delivers an excellent programme.

When you elect to enrol on the Premium or Diamond packages you’ll also get the chance to work with the amazing and incredibly experienced John Sprack as your course tutor.

John has extensive experience practicing as an employment law barrister.  He’s also been an employment judge for 15 years, presiding over hundreds of employment tribunals.  

He taught employment law on the Bar Course at the Inns of Court School of Law and has delivered over 200 CPD courses on various aspects of employment law.

John’s insights and knowledge are an absolutely priceless addition to the discovery and learning experience you’ll enjoy on the programme.  

So you’ll get direct input from someone who’s been an employment law barrister, who’s taught employment barristers AND who’s judged them.

Not only that, John has an incredibly relaxed style that our previous students found extremely welcoming and encouraging.

With Daniel and John working in tandem to provide you the best education and training in matters of employment law relevant to you, you can be sure this will be a valuable use of your time.

And they’re supported by an incredible group of people, including our Chief Executive JENNIE HARGROVE, who is in charge of the day-to-day running of the Virtual Employment Law Academy.

 Jennie will be on hand to help you with any questions you may have about the programme.  She is your first point of call and will go the extra mile to make sure your experience of the Academy is a fabulous one (as demonstrated by the numerous mentions she has in our many testimonials).

But don’t just take our word for it.  Here’s what just a few of our successful programme graduates say about the Virtual Employment Law Academy.

Testimonials From Previous Virtual Employment Law Academy Graduates

This Is A Great Programme, But What If You Think The Virtual Employment Law Academy Is Not For You?

Ok, cards on the table.

The Virtual Employment Law Academy is not for everyone.  We get that.  

Not every HR professional wants to invest in their professional development by increasing their practical knowledge of employment law.

However we do occasionally get people who really want to enrol, but think they can’t fit it into their hectic schedule.

Of course it does take time.  It’s 2 hours a week for each module and Q&A.  Then it’s another hour every fortnight for the case study tutorial for those who upgrade.

But this is an investment in you, your future, the people you work with AND the business you support.  You’ll be reaping the ROI from the few hours you’ll spend doing this now for weeks, months and even years to come.

You’ll claw back that time very quickly because you’ll arrive at even better solutions to the tricky problems you deal with much faster.

You’ll also save yourself a lot of wasted and unnecessary time by anticipating and heading off potential time-suck problems - the ones you might not have even seen coming your way without the newfound knowledge you’ll get when you complete the programme.  

The Virtual Employment Law Academy also gives you the flexibility to choose when you work through the modules. 

Ideally you’ll attend each module live.  

However if your schedule demands mean you can’t make a session, you can easily catch up by watching the recording at a time convenient to you.  You can even watch at 2x the speed and so do the module in half the time!

So when you take the strategic view, time really isn’t an issue.

Others who can see the benefits and want to enrol think the programme is too expensive.  

However we feel that’s a short term view.  The Virtual Employment Law Academy is an investment that WILL return you quantifiable monetary returns.  

If you work in-house then here’s how you’ll reap the benefits of this investment:

You’ll save on legal fees because you’ll be able to advise the board about more aspects of employment law instead of hiring an expensive lawyer for the questions you’ll now be able to answer.
You’ll help your business avoid any costly reputational damage by identifying risks before they become a problem.
You’ll be able to reduce the financial implications of any employment tribunals brought against your organisation.
You’ll be able to ask better quality questions of any dedicated legal advisor you need to use and push back where necessary and so reduce the cost of their services. 
By blending your understanding of employment law with your people skills you’ll reduce the likelihood of situations ending up in expensive litigation.
But more importantly for you, you’ve just become more valuable to your employer and so can justify salary increases and promotions.  The added qualification may well be what keeps you employed if you ever face a potential redundancy situation.

For independent HR consultants the benefits also include:

Raising your fees because your levels of service have just been elevated to an even higher level.
You can broaden your portfolio of offerings to your clients to give them more to buy from you and thus increase your revenue and ultimately cash you put in your pocket.
The time you’ll save with your greater understanding of the law means you’ll be able to do more for your clients and therefore bill them for more.

At the  Premium Level  we are only charging you £96.04 (+VAT) for each module and tutorial session to gain all these benefits.

So you’ll get massive short term, medium term and long term value for such a small investment whether you are paying for this yourself or your employer is funding it.

We estimate an active HR professional is likely to make the savings to recover the cost of their investment within 6-12 months.

For some though, even if they do have the time and can see the benefit of investing in the Virtual Employment Law Academy there’s usually one final hurdle they’ll put in the way of making the commitment.

And that is the belief that studying employment law is both mentally taxing AND boring.

Well there’s no doubt you’ll need to think.

But, you’ll engage your brain on topics HR professionals encounter every single day.  This is your bread and butter, just at a deeper level than you may have gone to before.

Fortunately we have our secret weapon:

Our programme tutor - Employment Law Barrister (and LBC presenter) Daniel Barnett. 

His presentation style is engaging, educational and even entertaining.  He has designed the modules so you’ll find them easy to digest, practical and interactive.  

He also sprinkles every module with numerous real word examples from case law and his own vast experience. 

Yes, you’ll need to think.  But, you’ll enjoy doing it in the Virtual Employment Law Academy.

Enrol In The Virtual Employment Law Academy

Essential

£1,697

+VAT

Live access to all 18 modules
Live access to each module Q&A session
Four pdf manuals
Lifetime access to all module and Q&A recordings
Access to the VELA slack channel
End of programme drinks party

Best Value

Premium

+VAT

Live access to all 18 modules
Live access to each module Q&A session
Four pdf manuals
Lifetime access to all module and Q&A recordings
Access to the VELA slack channel
End of programme drinks party
Transcripts of all 18 modules
8 small group tutorial sessions
Detailed case studies with model answers 
Access to the Premium students only Slack channel
Two written assessments
CPD accreditation (subject to passing written assessments)
Framed certificate of completion
A copy of The Employment Law Handbook
Lunch at the famous and prestigious Lincoln’s Inn

Diamond

+VAT

Live access to all 18 modules
Live access to each module Q&A session
Four pdf manuals
Lifetime access to all module and Q&A recordings
Access to the VELA slack channel
End of programme drinks party
Transcripts of all 18 modules
8 small group tutorial sessions
Detailed case studies with model answers 
Access to the Premium students only Slack channel
Two written assessments
CPD accreditation (subject to passing written assessments)
Framed certificate of completion
A copy of The Employment Law Handbook
Four Diamond-only coaching calls with Daniel Barnett
Dedicated Slack channel with personal access to Daniel
All 12 volumes of the Employment Law Library
Personalised tour of Inns of Court and Temple
Formal dinner at the Honourable Society of Lincoln's Inn
Complimentary place at all of Daniel’s live seminars (until Oct 2024)
Enrolment into the next Academy

Please note - If you’re an existing HR Inner Circle member, you get a 35% discount when you enrol using your discount code, regardless of the level you choose. 

We’re So Confident Enroling In the Virtual Employment Law Academy Is The Right Decision For You, Here’s Our
 No Limits Guarantee 

Take action and enrol now.  

If you’re not 100% satisfied with any aspect of the Academy at any time BEFORE the end of term 1, just let us know and we’ll refund your fees within 3 working days. 

So you have absolutely nothing to lose and EVERYTHING to gain.  

All of the risk is on us to provide you with a top notch experience coupled with long term value.

We’re so very comfortable doing this for you because we know once you enrol, you’ll find what you learn so valuable, you’ll want to complete the entire programme.

Before you decide though, let’s be very clear about who the Virtual Employment Law Academy is for.

It’s only for ambitious and dedicated professionals who want to accelerate and increase their impact by investing in themselves to gain a significant edge over others in the field.  

If you’re just plodding along and are content with just getting by, then this is probably not for you.  

However if you’ve read this far, it’s likely you’re driven to raise your professional game by increasing your knowledge and skills in a way that puts you well into the top 5% of HR professionals.

Sound like you?

Then enroling in the Virtual Employment Law Academy is definitely the RIGHT DECISION for you.

Enrol now and come join a select band of HR Professionals with the confidence to challenge the status quo and make an even bigger impact in the workplace.

P.S.  The Virtual Employment Law Academy WILL skyrocket your confidence at work.  

Here’s why - you’ll deal with even the most complex legal issues in a way that enhances your credibility, increases your personal impact and fosters even greater respect for your contribution to everyone in the business.  

So enrol now to make sure you don’t miss out on this career enhancing move that puts you ahead of your competition.

More Testimonials From Satisfied Graduates Of The Virtual Employment Law Academy

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