10. Logistics – If there are practical aspects to be settled before signing the contract (for example.B. the documents that are delivered, counterparties to be executed), make sure that they are executed immediately. Don`t forget all the follow-ups, for example. B filing a proper referral to the court and/or informing the court that any hearing date may be lifted. Most settlement agreements are fairly standardized documents, which usually cover the following: in 2013, the government set up “protected conversations” that work in the same way as unprejudiced discussions, but can prevent comparative discussions from being mentioned in subsequent court proceedings, even if there is no existing litigation. However, this only applies to ordinary rights to protection against dismissal and not to requests for automatic termination (e.g.B. if you are dismissed for health and safety reasons or because of pregnancy, unlawful dismissal or request for discrimination. It also does not apply in cases of inappropriate behaviour (e.g. B inappropriate pressure, harassment, assault or victimization). However, it is not enough to mark something simply “without prejudice” to ensure that the rule applies. The correspondence or discussion must be a genuine attempt to settle an existing dispute in order to qualify for “bias-free” protection, so that it does not apply in the absence of an obvious dispute between the parties, for example where settlement negotiations are due to the worker`s poor performance.
Conciliation agreements (formerly known as compromise agreements) were first introduced by law in 1993 and have become increasingly common as ways for employers and workers to settle their rights and/or interrupt the employment relationship. An agreement by which you waive your rights to assert a right to work can only be recognized by law if a lawyer, union or certified advisor signs it. An employee cannot be forced to sign a settlement agreement. An employer usually offers him some kind of incentive to do so. As mentioned above, this is the case most often and assuming that the agreement is concluded at the end of the employment relationship, by an increase in the dismissal salary or another such benefit. Other incentives may be an agreed form of referral or a continuation of benefits to workers for a period after dismissal. To decide if you accept the agreement (or if you are trying to negotiate other terms), it is necessary to know what will happen if you do not….