Employment Law Course London UK, UK Employment Law Course, London UK

As a free service to the public, but specifically for employers and employees, this web page is dedicated to UK Employment Law. The information will, nevertheless, be useful to students, lecturers and researchers within the area of Employee Resourcing. Its main feature is the little-known, confusing and ‘taken-for-granted’ employment issues. This initial presentation is only a start and the page will be developed and updated gradually. I hope you will find it beneficial in averting or resolving ‘employer-employee relations conflict’.

Prof. Dr. R. B. Crawford
Director
Human Resource & Organisational Development Consultancy (HRODC) Training Institute

Free Introduction To Employment Law - Please Click on the Desired Link Below

What is Employment Law?
Frustration of Contract: An Illustrative Guide
Instant Dismissal or Summary Dismissal?
Information Request

What Is Employment Law?

Employment Law is an inevitable feature in the Employer-Employee Relationship. The Employment Law seeks to regulate these relationships, averting or reducing repudiation of the employment contract, implicit or explicit. The Employment Act 2002, with its Statutory Instrument 2004, makes this relationship even more explicit. One of the things that it establishes is the minimum mandatory requirement for disciplinary and grievance procedure. The Employment Relations Act 2004 further clarifies the relationship between employees and their employers, reducing ambiguities relating to representation and bargaining units. What I am proposing, therefore, is that we need to give due regard to employment law. However, unlike what several people perceive, employment law is covered by different pieces of legislation and not a particular Act called Employment Act. So, for example, employment law incorporates legislation such as such as Equal Opportunities Act,

The Race Relations Act 1976, strengthened by The Race Relations (Amendment) Act 2000 (UK Parliament, 2000) and The Race Relations Act 1976 (Statutory Duties) Order 2001 (UK Parliament, 2001) - which is a statutory requirements for public bodies produce a race equality scheme by December 2001. The disabled are given improved rights through The Disability Discrimination Act 1995 (UK Parliament, 1995) and The Disability Discrimination Act 1995 (Amendment) Regulations 2003 (UK Parliament, 2003).

The Equal Pay Act, 1970, the Equal Pay (Amendment) Regulations, 1983, and the Sex Discrimination Act 1975 (Equal Opportunities Commission, 2000a), seek to address discrimination against female. The Sex Discrimination Act (SDA) 1975, which was amended and expanded in 1986, prohibits sex discrimination in employment, education and advertising or in the provision of housing or goods (Equal Opportunities Commission, 2001). The Employment Rights Act 1996 (UK Parliament, 1996) has not merely substituted the word ‘protection’ for the word ‘rights, in the Equal Pay Act 1970 but has strengthened its provision. Additional protection is afforded through the Sex Discrimination (Gender Reassignment) Regulations 1999.

The Copyright (Computer Software) Amendment Act 1985, The Copyright Design and Patents Act 1988, and Registered Design Acts 1941 and 1988, The Registered Design Act 1949 and 1988, The Copyright Design and Patents Act 1988 might, for a number of reasons, be considered part of the Employment Law. This is because there are a number of issues in these Acts that are relevant to the ‘Employer-Employee Relationship’. As I expand this article, I will use a number of cases to illustrate why these aspects of legislation should be regarded as within the realms of Employment Law. One of the factors that these upcoming cases will establish is that there are a number of factors that determine who is a ‘genuine employee’ and who is not, and, therefore, the view that the courts are likely to take in the event of a dispute between an organisation and a worker - see for example Crawford (2002), On-Line Learning And Lecturers' Intellectual Property Rights: A Legal-Empirical Analysis Of The European And Asian Implications - Research Paper (Research Article) (Research Article)23 - or Crawford (2003), The UK’s Growing Demand For Computer Mediated Distance Education And The Legal Basis Of Their Creators - Research Paper (Research Article) (Research Article)28.

Frustration of Contract: An Illustrative Guide

'Frustration of contract' is possibly one of the least understood aspects of UK Employment Law, and has been misinterpreted by some Employment Tribunals. The first clarification of 'frustration of contract' is that it does not constitute dismissal (see e.g. Pitt, 1994). Before assuming frustration of contract, one needs to make an assessment of the situation based on the facts that are relevant to the situation. Your decision or assumption, in this regard, might be aided by the illustrative cases, below.

A simple but realistic definition of ‘frustration of contract’ might be:

A situation that occurs in the ‘employer-employee relationship’ that mitigates against the effective continuance of this relationship, when neither the employer nor employee is at fault.

In this case, the termination or cessation of paid employment has not been the intention of the employer or employee. Lewis (1997) aptly regards frustration of contract as 'automatic termination'. Under normal circumstances, the employer would be willing to continue to provide the employee with remunerative tasks or assignment and the employee is willing but unable to work effectively. However, without closer examination, there appears to be a stalemate between the employer and the employee, each perceiving to have a case against the other. However, in reality, none does. Because a number of cases of frustration of contract results from illness, some employers attempt to disguise disability discrimination as frustration of contract. If an employee is ill, then a test of whether frustration of contract might be:

The possibility of the employee's full recovery;
The possibility of his or her being redeployed; or
Whether the situation can be resolved if the employer makes reasonable adjustment to the work or work station - as a means of supporting the worker's effective role performance. This is a provision entrenched in the Disability Discrimination Act 1995.

As case #8 (to be added shortly) will illustrate, in the event of illness the employee is entitled to remain certified ill until his or her sick leave entitlement has been fully utilised. Therefore, frustration of contract cannot be assumed until after that period. Please note, however, that sick pay entitlement differs from one organisation to another but in most large organisation the entitlement is usually six months on full pay and 6 month at half pay. It should also be noted that employees are only entitled to statutory sick pay, unless the organisation is contractually obliged to pay it or had intended to do so, by virtue of previous or current practice. There are a number of old and recent cases to illustrate these two points.

However, there are reasons other than illness that might result in the frustration of contract. These include:

Confinement or 'isolation'. These are exemplified by the employee being confined to prison, or as the saying goes, 'At Her Majesty's Pleasure' (see cases 5 & 6). The worker might also be stranded or 'marooned' by acts of nature, war or civil unrest.
Displacement through relocation or the cessation of 'work activities'. If an organisation is forced to relocate, in which case this is not a choice but an act of survival, and an employee is willing but unable to continue to work, from the new location, then frustration of contract occurs. However, there are contractual problems if there was a stipulation of the physical location of the job. Rover found this a problem, part of the reason that resulted in its demise (in its previous life). Workers had contracts that specifically stated the location of their place of work. It meant that some workers were passing plants that were understaffed going to factories that had excess employees. While a student member of the HR team worked on a 'Postcode Redeployment Strategy', with a lucrative relocation incentive, the company slipped closer to receivership.

As a later case (to be added shortly) illustrates, an employee might have a valid employment contract but there is cessation of work at his or her posting. He or she is still willing to work but the employer is unable to redeploy him or her. This represents a clear case of frustration of contract but had been missed by the Employment Tribunal

Case 1

The Issue of ‘frustration of contract’ is not new in legal terms. In fact, Lockton (`2003) and Pitt (1994) date it as far back as 1876, in the case of Pousard v. Spiers & Pond. Poussart In this instance, Pousard, an opera singer, sued the employer for breach of contract having been replaced because of illness. Although the illness lasted for less than the one month’s duration of the performance, the only possible replacement would only agree to take the part if for its entire duration. The court ruled that the contract had been frustrated.

Case 2

Hart, in the case of Hart v. Marshall & Sons (Bulwell) Training Institute [1977] (Lockton, 2003), was a night service fitter but was ill for 20 months. He was replaced, despite sending his employer regular sick note. The Employment Appeals Tribunal ruled that because he was a key worker, his employment had been frustrated by illness.

Case 3

In Hebden v. Forsey & Sons [1973], (Lockton, 2003), Hebden, one of two sawyers, had been away from work for almost two years. He sent his employer regular sick note and his employer agreed that he would not be able to work effectively until he had fully recovered. He was, nevertheless, replaced. The Employment Tribunal held that the contract had not been frustrated.

Case 4

In Maxwell v. Walter Howard Designs Training Institute (Selwyn, 1991), Maxwell, a cabinet maker, was away from work for almost 2 years, sending regular sick notes to his employer. He was still replaced. The Tribunal ruled that the nature of his employment was of such that he did not have to be replaced permanently. Therefore frustration of contract did not occur.

Case 5

In the case of Hare v Murphy Bros Training Institute (1974), there was uncertainty over why the contract of employment had been terminated. While Stephenson held that the employment was frustrated by imprisonment, Stephenson stated only that imprisonment ended the contract (Duddington, 2003).

Case 6

In Shepherd and Co. Training Institute. v Jerrom (1986), the Court of Appeal clarified that frustration of contract can be assumed, where an employee is imprisoned (Duddington, 2003).

Case 7 (To be detailed)

Case 8 (To be posted)

Click to view HR Research Papers (Research Articles)

Instant Dismissal or Summary Dismissal?

Before attempting to define this concept, I would like to remark that the legal terminology of summary dismissal is thought by some prominent practitioners to be nonexistent. This is mainly because they are accustomed to the term 'instant dismissal'. Rather, if there is anything that is nonexistent it would be 'instant dismissal'. Recently, a senior academic colleague noticed an examination question requiring postgraduate Employee Resourcing students to distinguish between summary and instant dismissal. He claimed that there was no such term as summary dismissal. Because he was the second reader of the paper, before it was sent off to the external examiner, it was necessary for me to convince him that it did exist. Fortunately, for me, I had an appropriate text handy. Grasping the text, page-marked, from me, he read with twisted brow. Quite embarrassed at his misguided confrontation, he walked away slowly without saying a word.

The similarity between the terms is that they mean dismissal without notice. To distinguish between them, 'instant dismissal' is illegal but 'summary dismissal' is legal. We might assume instant dismissal or summary dismissal based on two fundamental questions:

Is the conduct of the employee of such that it would have been unreasonable to expect the employer to continue his or her employment for a period after which termination becomes effective?
What procedure has been applied to the dismissal without notice? For example, had the statutory provision of the Employment Act 2002 for grievance and disciplinary procedure been applied? (see e.g. Willey, 2003).

Employers might assume summary dismissal but the decision of an Employment Tribunal or Employment Appeal Tribunal might either uphold or declare a 'dismissal without notice' unlawful. In this case, it becomes instant dismissal or 'unlawful summary dismissal'.

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Your Employment Law Questions Answered: Responses To Some Employment Law Questions by Readers.

Questions

Responses

Can you be summarily dismissed for reporting a suspected crime to the police?

The answer to your question is ‘N0’. One cannot be summarily dismissed for being a ‘Good Citizen’. However, if this is a report that was made against a senior member of an organisation, then the individual might be discriminated against or victimised. This might result in a case being brought against the employee for unrelated issues – much of which can be contrived. The employer can then build a case against the employee for summary dismissal. The onus will be on the employee to prove to an Employee Tribunal that the dismissal is unjustified.

My advice to an employee who has this fear is to do less talking and more writing. This means that the employee should keep written records of most dealings with his or her employer, including other senior members. If you have a question to ask your employer, then put it in writing and ensure that you get a response in writing. If you need to make a complaint, or an observation, then also put it in writing. If you attend meetings, try to get and keep copies of the official minutes. If you chair a meeting, get a minute-taker to record the minutes, which you need to file for future reference. Simply, be on your guard and be prepared to defend yourself, with the help of your union official.

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MBA< MSc, MA - Executive MBA Courses – London UK - Executive Master of Business Administration (Executive MBA) – Postgraduate Courses Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Executive MBA or Executive Master of Business Administration, covering Organisation and Management: An Introduction - Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Delegates who have successfully completed the HRODC General Postgraduate Diploma, HRODC Specialist Postgraduate Diploma and HRODC Cumulative Postgraduate Diploma may proceed to register for the Postgraduate Degree (MBA, MA, MSc). HRODC Cumulative Postgraduate Diploma relates to a Diploma that is granted through the addition of courses taken at intervals over a 3-year period. This type of Postgraduate Diploma might include both General and Specialist groupings. The requirement incorporates the ‘180-Hour Rule’, wherein a delegate should accumulate at least 180 study-hours, in order to qualify for a Postgraduate Diploma. This requirement includes a minimum of 120 hours Direct Lecturer Contact and a minimum of 60 hours supervised or self-directed study. After the Postgraduate Diploma Stage, delegates might register for a Masters Degree (MA, MBA, MSc – as appropriate). They will then be required to study a research module – Course #7 and present an externally assessed Dissertation of 15,000 to 20,000 words. They will receive supervision from 2 research tutors and will submit to an Oral Examination of their Thesis. Specifics of the Regulation governing the HRODC Postgraduate Degrees – MBA, MA, MSc Programmes. On the successful completion of the HRODC Postgraduate Diploma, Delegates will receive the HRODC Postgraduate Diploma in their field of study and type attained (see below); Delegates might then register for the Masters Degree, based on one the 3 categories of Postgraduate Diploma described above and below and begin their preparation for the Masters Dissertation; Their registration will be guided by their assigned or chosen dissertation tutor; The Delegates’ choice of courses and category of Postgraduate Diploma will steer them towards the Postgraduate Degree of Master of Business Administration (MBA), Master of Arts (MA) and Master of Science (MSc); The specific Award Title of the Postgraduate Degree (MBA, MA, MSc) will be based on the defined specialism of their Postgraduate Diploma Study; Examples of Masters Degree Award Titles are: a. MSc in Advanced Oil and Gas Accounting; b. MSc in Accounting and Finance; c. MBA in Executive Management; d. MBA in Finance; e. MA in Human Resource Manement; f. MA in Information and Communication Management; g. MSc in Comprehensive Real Estate Management; h. MSc Human Resource Training and Development Management. Delegates’ choice of Dissertation area and topic must closely reflect their specialism and expected Award Title; The Postgraduate Degree Award Board, which will convene twice during each Academic year, will determine whether the rules have been complied with, in this regard, and will change a registered Award Title, to reflect the reality of programme choice; As part of Delegates’ preparation for their Dissertation, they will also need to study Course #7: Research Project: Design, Conduct & Report; The length of the Dissertation will be between 15,000 and 20,000 words. Higher or lower limits can only be accepted through special dispensation, tabled through their Dissertation Tutor; Delegates will be assigned one Main Dissertation Supervisor, for formal tuition, and a Dissertation Mentor, who will provide them with informal advice, in conjunction with their Main Dissertation Supervisor; Delegates’ Viva Voce, or Oral, Examination will be conducted within 3 months of the submission of their Dissertation; The Dissertation Examination will be conducted by an External and an Internal Examiner; The External Examiner will be drawn from a recognized University and will be an Academic in the Discipline, who is not otherwise associated with HRODC; The Internal Supervisor will be an HRODC Tutor, who is neither Delegates’ Main Dissertation Supervisor or their Dissertation Mentor; The submission date of a Masters Dissertation is expected to be within 12 calendar months of their initial registration for the Degree but can be extended, on application, to a period not exceeding 24 months; In the event that Delegates were not successful on the first attempt, they will be given the opportunity to make minor amendment to, or revise, their Dissertation, with the guidance of their Dissertation Supervisors. The maximum total submission and resubmission period should not exceed 36 calendar months from the date of first registration for a particular Masters Degree; Further details and general aspects of these regulations are contained in the document: Masters Degree - Dissertation Guidelines. *Note*: Please note that for each Postgraduate Diploma or Diploma – Postgraduate -Course, there are core and recommended Readings. These can be included in Delegates’ Invoice, on their request, which will enable them to receive them before the start of the course. Fundamentals of organisational analysis - Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; The Functions of management: An Introduction- Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Delegating for organisational Effectiveness - Leading to Executive MBA or Executive Master of Business Administration, Postgraduate Diploma in Executive Management or Diploma – Postgraduate – Available in London UK, Birmingham UK, Dublin, Belfast, Durban South Africa, Johannesburg South Africa, Malta, Hong Kong, Muscat Oman, Kuwait City Kuwait, Brunei Darussalam, Kuala Lumpur Malaysia, Manila Philippines, Jeddah Saudi Arabia, Riyadh Saudi Arabia, Dubai UAE, United Arab Emirates, Paris France, Milan Italy, Athens Greece, Albania, Kazakhstan, Tajikistan, St. Petersburg Russia, Toronto Canada, New York USA, Caracas Venezuela, Algiers Algeria, Cairo Egypt, Abu Dhabi - United Arab Emirates UAE, Tripoli Libya, Brussels Belgium, Monrovia Liberia, Nairobi, Kenya, Bahrain, Amman Jordan; Liberia, Nairobi, Kenya, Bahrain, Amman Jordan.

Human Resource and Organisational Development Consultancy (HRODC). The Head Office of Human Resource and Organisational Development Consultancy (HRODC) has its Headquarters at 122A Bhylls Lane, Castlecroft, Wolverhampton West Midlands, United Kingdom, with its London Office at: 328 Linen Hall, 162-168 Regent Street, London. W1B 5TD, United Kingdom (UK). HRODC UK hopes to eventually have a local presence in all world capitals, for example in Afghanistan – Kabul; Albania – Tirane; Algeria – Algiers; Andorra - Andorra la Vella; Angola – Luanda; Antigua and Barbuda - Saint John's; Argentina; - Buenos Aires; Armenia – Yerevan; Australia – Canberra; Austria – Vienna; Azerbaijan – Baku; The Bahamas – Nassau; Bahrain – Manama; Bangladesh – Dhaka; Barbados – Bridgetown; Belarus – Minsk; Belgium – Brussels; Belize – Belmopan; Benin - Porto-Novo; Bhutan – Thimphu; Bolivia - La Paz (administrative) Sucre (judicial); Bosnia and Herzegovina – Sarajevo; Botswana – Gaborone; Brazil – Brasilia; Brunei - Bandar Seri Begawan; Bulgaria – Sofia; Burkina Faso – Ouagadougou; Burundi – Bujumbura; Cambodia - Phnom Penh; Cameroon – Yaounde; Canada – Ottawa; Cape Verde – Praia; Central African Republic – Bangui; Chad - N'Djamena; Chile – Santiago; China – Beijing; Colombia – Bogota; Comoros – Moroni Congo, Republic of the – Brazzaville; Congo, Democratic Republic of the – Kinshasa; Costa Rica - San Jose; Cote d'Ivoire - Yamoussoukro (official) Abidjan (de facto); Croatia – Zagreb; Cuba – Havana; Cyprus – Nicosia; Czech Republic – Prague; Denmark – Copenhagen; Djibouti – Djibouti; Dominica – Roseau; Dominican Republic - Santo Domingo; East Timor – Dili; Ecuador – Quito; Egypt – Cairo; El Salvador - San Salvador; Equatorial Guinea – Malabo; Eritrea – Asmara; Estonia – Tallinn; Ethiopia - Addis Ababa; Fiji – Suva; Finland – Helsinki; France – Paris; Gabon – Libreville; The Gambia – Banjul; Georgia – Tbilisi; Germany – Berlin; Ghana – Accra; Greece – Athens; Grenada - Saint George's; Guatemala - Guatemala City; Guinea – Conakry; Guinea-Bissau – Bissau; Guyana – Georgetown; Haiti - Port-au-Prince; Honduras – Tegucigalpa; Hungary – Budapest; Iceland – Reykjavik; India - New Delhi; Indonesia – Jakarta; Iran – Tehran; Iraq – Baghdad; Ireland – Dublin; Israel – Jerusalem; Italy – Rome; Jamaica – Kingston; Japan – Tokyo; Jordan – Amman; Kazakhstan – Astana; Kenya – Nairobi; Kiribati – Tarawa; Korea, North – Pyongyang; Korea, South – Seoul; Kuwait - Kuwait City; Kyrgyzstan – Bishkek; Laos – Vientiane; Latvia – Riga; Lebanon – Beirut; Lesotho – Maseru; Liberia – Monrovia; Libya – Tripoli; Liechtenstein – Vaduz; Lithuania – Vilnius; Luxembourg – Luxembourg; Macedonia – Skopje; Madagascar – Antananarivo; Malawi – Lilongwe; Malaysia - Kuala Lumpur; Maldives – Male; Mali – Bamako; Malta – Valletta; Marshall Islands – Majuro; Mauritania – Nouakchott; Mauritius - Port Louis; Mexico - Mexico City; Federated States of Micronesia – Palikir; Moldova – Chisinau; Monaco – Monaco; Mongolia – Ulaanbaatar; Montenegro – Podgorica; Morocco – Rabat; Mozambique – Maputo; Myanmar (Burma) - Rangoon but moving to Pyinmana; Namibia – Windhoek, Nauru - no official capital, government offices in Yaren District; Nepal – Kathmandu; Netherlands – Amsterdam; New Zealand – Wellington; Nicaragua – Managua; Niger – Niamey; Nigeria – Abuja; Norway – Oslo; Oman – Muscat; Pakistan – Islamabad; Palau – Koror; Panama - Panama City; Papua New Guinea - Port Moresby; Paraguay – Asuncion; Peru – Lima; Philippines – Manila; Poland – Warsaw; Portugal – Lisbon; Qatar – Doha; Romania – Bucharest; Russia – Moscow; Rwanda – Kigali; Saint Kitts and Nevis – Basseterre; Saint Lucia – Castries; Saint Vincent and the Grenadines – Kingstown; Samoa – Apia; San Marino - San Marino; Sao Tome and Principe - Sao Tome; Saudi Arabia – Riyadh; Senegal – Dakar; Serbia – Belgrade; Seychelles – Victoria; Sierra Leone – Freetown; Singapore – Singapore; Slovakia – Bratislava; Slovenia – Ljubljana; Solomon Islands – Honiara; Somalia – Mogadishu; South Africa - Pretoria (administrative) Cape Town (legislative) Bloemfontein (judiciary); Spain – Madrid; Sri Lanka – Colombo; Sudan – Khartoum; Suriname – Paramaribo; Swaziland – Mbabana; Sweden – Stockholm; Switzerland – Bern; Syria – Damascus; Tajikistan – Dushanbe; Tanzania - Dar es alaam; Thailand – Bangkok; Togo – Lome; Tonga - Nuku'alofa; Trinidad and Tobago - Port-of-Spain; Tunisia – Tunis; Turkey – Ankara; Turkmenistan – Ashgabat; Tuvalu – Funafuti; Uganda – Kampala; Ukraine – Kyiv; United Arab Emirates - Abu Dhabi; United Kingdom – London; United States - Washington D.C; Uruguay – Montevideo; Uzbekistan – Tashkent; Vanuatu - Port-Vila; Vatican City (Holy See) - Vatican City; Venezuela – Caracas; Vietnam – Hanoi; Yemen – Sanaa; Zambia – Lusaka; Zimbabwe – Harare.

HRODC Postgraduate Training Institute - London UK - Wolverhampton UK is Registered with the UK Register of Learning Providers (UKRLP), of the Department for Business, Innovation and Skills (BIS), formerly Department for Business, Innovation and Skills (BIS), formerly Department for Innovation, Universities and Skills (DIUS), for the Provision of Postgraduate Courses. Its Registration Number is: 10019585 and can it be Verified at: http://www.ukrlp.co.uk/ and http://www.learning-directory.co.uk. It is Listed in Skills Active: http://www.skillsactive.com/careers; Careers Advice: http://careersadvice.direct.gov.uk; Direct Gov: http://careersadvice.direct.gov.uk; Hotcourses: www.hotcourses.com; Employer Guide to Training: www.educationuk.org; Learning Bank: http://www.learning-bank.co.uk/; Yorkshire & Humberside LSC Website: http://www.yhtap.com/; WM Learning Directory: http://www.wmld.org and other Government Training and Learning Directories. Full Time, On-Line and Short Courses delivered in London, Dubai, Kuala Lumpur , Kuwait, Milan, Paris, Abuja, Jeddah, Riyadh, Durban, Johannesburg, Abuja, etc.

LONDON
328 Linen Hall,

162-168 Regent Street,

London. W1B 5TD, UK

Tel: +44 (0) 20 84809628

institutehrodc.com

consulthrodc.com
Other HRODC websites

http://www.hrodc-business-products-and-services.com/

http://www.hrod-consultancy.com/

WEST MIDLANDS (HQ)

122A Bhylls Lane, Wolverhampton,
West Midlands WV3 8DZ, UK

Tel: +44 (0) 1902 763 607;

+44 (0) 1902 569 133

institutehrodc.com

consulthrodc.com
Other HRODC websites

http://www.hrodc-business-products-and-services.com/

http://www.hrod-consultancy.com/

The Headquarters of HRODC Postgraduate Training Institute is in Wolverhampton, West Midlands, UK.

Wolverhampton is a new and vibrant city and centre of commerce, strategically located in the West Midlands, and the Black Country, so named because of its traditional mining and manufacturing base, providing easy access regional and central governments, regional and national sporting, cultural and exposition venues. The Wolverhampton Airport, slated for development, will provide an even faster link to European destinations and the rest of the world than Birmingham International Airport currently affords. Wolverhampton is only about 30 minutes drive and 25 minutes by train, from Birmingham International Airport. 35 minutes by tram from Birmingham Snow Hill, Wolverhampton is also 15 minutes by train from Birmingham New Street Station. There is a frequent bus link from Birmingham. London Euston Station is also just a 2 hour train ride from Wolverhampton. A return ticket to London Euston costs as little as eighteen pounds (£18.00), if booked on-line 8 days in advance. Trains from Wolverhampton to London depart every 20 minutes. There is a frequent inexpensive coach service from Wolverhampton to London and all other major UK cities. Wolverhampton is presumably one of the most popular entertainment centres in Europe. It certainly ranks in the top 5 entertainment venues in the UK.

Copyright © 2003-2011 Human Resource and Organisational Development Consultancy (HRODC) Postgraduate Training Institute Last modified: 29-01-12

Copyright © 2003-2011 Human Resource and Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Last modified: 29-01-12