Når en bedrift skal kutte fem stillinger og tjue personer gjør omtrent samme jobb, er ikke spørsmålet om det nedbemannes. Det er hvem. Utvelgelseskriteriene er målestokkene arbeidsgiver bruker for å avgjøre dette. Loven lister dem ikke opp, men krever at de er saklige – og at de faktisk brukes på alle.
Utvelgelseskriterier er kriteriene arbeidsgiver rangerer de ansatte etter når det er flere kandidater enn stillinger. De settes normalt sammen med tillitsvalgte før noen vurderes, og skal gjelde likt for alle i utvalgskretsen.
To begreper blandes ofte sammen:
Både utvalgskretsen og utvelgelseskriteriene må være saklige. Sjekk kretsen først: en snever og tilsynelatende tilfeldig utvalgt krets kan avgjøre utfallet før kriteriene i det hele tatt er tatt i bruk.
Grunnlaget er arbeidsmiljøloven § 15-7: oppsigelsen må være saklig begrunnet. Vurderingen skal alltid gjøres konkret og samlet, og den kan bygge på andre kriterier enn ansiennitet – som kvalifikasjoner, faglig dyktighet og kompetanse.
Et kriterium er saklig når det:
Tiden du har vært ansatt. Teller tungt, særlig når den er lang, men avgjør ikke alene. Er bedriften bundet av Hovedavtalen LO–NHO, sier § 8-2 at ansienniteten «kan fravikes når det foreligger saklig grunn».
Utdanning, sertifiseringer og faktisk erfaring, målt mot det bedriften trenger etter omstillingen. Ofte det tyngste kriteriet i praksis. Men det må knyttes til et konkret fremtidig behov, ikke til en generell oppfatning om hvem som er «best».
Samarbeidsevne, gjennomføringsevne, fleksibilitet, lederegenskaper. Lovlig, men vanskelig å bruke, fordi det er subjektivt. Bygger vurderingen bare på et inntrykk (ingen tidligere tilbakemeldinger, ingen medarbeidersamtaler, ingen advarsler) står den svakt. Blir egnethet plutselig avgjørende for en ansatt som aldri har fått kritikk, er det verdt å stille spørsmål.
Alder, forsørgeransvar, helse, gjeld og mulighetene dine på arbeidsmarkedet. Dette hører hjemme i interesseavveiningen etter § 15-7 andre ledd, der bedriftens behov skal veies mot «de ulemper oppsigelsen påfører den enkelte arbeidstaker». Sosiale forhold kan tale i din favør, og arbeidsgiver må vurdere dem, men de redder sjelden en stilling alene.
Slike kriterier står sjelden svart på hvitt. De kommer forkledd som «lav fleksibilitet», «begrenset tilgjengelighet» eller «passer ikke inn i den nye organisasjonen».
Dette er det viktigste punktet, og det arbeidsgivere oftest snubler i.Kriteriene kan være aldri så lovlige. Har arbeidsgiver bare gjort en reell vurdering av et lite mindretall av de ansatte i utvalgskretsen, er grunnlaget for smalt til å bygge oppsigelser på. Alle i kretsen skal vurderes, og vurderingen skal kunne dokumenteres.
Så spør arbeidsgiver: Hvem er vurdert etter disse kriteriene, og hvor er dokumentasjonen på hver enkelt vurdering? Finnes den ikke, har arbeidsgiver et alvorlig problem.
Etter § 15-4 tredje ledd har du krav på å få vite hva arbeidsgiver bygger oppsigelsen på, og du kan kreve det skriftlig.
At Insa lawyers you can get assistance from an experienced lawyer in employment law who knows the regulations and can help you with everything from advice and contract drafting to mediation and possible legal proceedings. Contact us for a free consultation.
Are you considering signing a severance package or have you been offered a severance agreement? Before you accept, you should know what your rights are, what you can negotiate, and what consequences the agreement may have on your finances, unemployment benefits, and future career.
In this guide, you will get a complete overview of what a termination agreement is, how the rules in the Working Environment Act work, and what you should consider before signing the agreement.
A severance package (also called a termination agreement or severance agreement) is a voluntary agreement between employer and employee to terminate the employment relationship on specific terms.
Instead of the employer carrying out a formal dismissal, the parties enter into an agreement that regulates:
You are not automatically entitled to a severance package. The terms are determined through negotiation.
Final agreements are often used for:
For the employer, the agreement provides predictability and reduced risk of litigation. For the employee, it can provide financial security and a more controlled termination. However, it is important to remember that a termination agreement is voluntary – you are normally under no obligation to accept the offer.
A well-drafted final agreement should be clear and detailed, with the following points being key:
1. End date : When does the employment relationship formally end? This affects salary, pension accrual and seniority.
2. Salary and work obligation during the notice period: Will you have to work during the period, or will you be exempt from work obligation? Many agreements mean that the employee is exempt from work, but receives salary as normal.
3. Severance pay: The severance package itself often consists of a severance pay – extra compensation above and beyond the ordinary salary during the notice period.
4. Holiday pay, bonuses and other benefits: The agreement should regulate earned but not paid holiday pay, as well as any bonuses and other benefits such as a car, telephone or insurance.
5. Certificate and references: Many employees are concerned about how their resignation is described. The agreement may include a statement about what type of certificate or reference should be provided.
One of the most common questions is: How large a severance package can I claim?
The size varies and is influenced by, among other things, how long you have been employed, age, position level, the possibility of getting a new job, and how strong the employer's grounds for dismissal are.
In other words, there is no definitive answer, but severance pay is often similar to:
If there is uncertainty related to the fairness and legality of the termination, this will often strengthen the employee's negotiating position and could provide a basis for increased financial compensation.
An important issue is the right to unemployment benefits from NAV.
If you enter into a voluntary agreement to terminate your employment, it may lead to an extended waiting period before you receive unemployment benefits. NAV may consider this to mean that you yourself contributed to your becoming unemployed.
In addition, the size of the severance pay may affect the timing of when unemployment benefits can be paid.
These consequences should always be considered before the agreement is signed.
Severance pay is normally taxed as ordinary income. This means that advance tax is deducted and the amount is included in your ordinary income.
Larger payments may have an impact on the marginal tax for the year in question. The timing of payment may therefore be relevant to discuss when concluding an agreement.
It is also important to consider how the agreement affects:
You should be especially careful if you:
In such cases, you may have strong job security, and it may be financially disadvantageous to accept a low severance package.
In most cases – yes.
An initial offer is rarely final. You can ask for:
Once the agreement is signed, it is binding, so it is essential that you fully understand its content and consequences.
A final agreement can have significant legal and financial consequences, often waiving the right to file a claim later. A lawyer can assess whether the offer is reasonable, strengthen your negotiating position, and ensure that the agreement protects your interests.
In many cases, the employer also covers the costs of legal assistance. It may be natural to request this as part of the negotiation.
At Insa lawyers you can get assistance from an experienced lawyer in employment law who knows the regulations and can help you with everything from advice and contract drafting to mediation and possible legal proceedings. Contact us for a free consultation.
The purpose of warnings
A warning in employment is a tool employers use to correct unwanted behavior or breach of the employment contract. Although the Working Environment Act does not specifically regulate warnings, there are established practices and principles that govern their use.
The main purpose of a warning is to inform the employee that a certain behavior or action is unacceptable and that a change is expected. The warning also serves as documentation for the employer, which can be decisive for any subsequent measures such as dismissal.
When can a warning be given?
Warnings are typically used in situations where the employee, for example:
It is important that warnings are not given for trivial matters that can be resolved through guidance or training.
Written or verbal warning?
Warnings can be both oral and written. A written warning provides clear documentation and is often preferable, especially in serious cases. A verbal warning should therefore be followed up with a written confirmation, for example via e-mail, to ensure documentation.
Content of a written warning
A written warning should include:
It is also recommended that the employee signs the warning to confirm receipt.
Number of warnings before termination
There is no fixed rule for how many warnings must be given before a dismissal can be considered. In serious cases, termination may take place without prior warning. In general, however, earlier warnings will strengthen the employer's case in the event of a possible dismissal.
Employee rights
An employee has the right to contest a warning if it is perceived as unreasonable. This should be done in writing, and the employee can seek assistance from shop stewards or legal advisers.
Follow-up after warning
After a warning has been given, the employer should follow up with the employee to ensure that necessary improvements are made. Lack of follow-up can weaken the importance of the warning in later assessments.
For both employers and employees, it is important to understand the importance of warnings in the employment relationship. Correct use and handling of warnings contributes to an orderly and predictable working environment.
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