HR advice & employee relations
When a people issue needs a clear next step, bring experience to the conversation. Practical HR advice that helps you move forward with confidence.
What you can commission
- Ongoing HR advice and additional capacity
- Disciplinary, grievance and absence processes
- Performance conversations and manager guidance
- HR policies, contracts and handbook reviews
What the work can deliver
We agree the final outputs in your brief. Depending on the assignment, these can include:
- An agreed action plan and priorities
- Practical manager guidance and supporting documents
- Reviewed policies with a clear change record
- A handover that helps your team sustain the work
Questions employers ask.
Short, sourced answers on the issues that most often lead to this kind of work.
All answers- How should a performance improvement plan work?There is no statutory definition of a performance improvement plan (PIP). Acas guidance says that, if informal steps do not work, a PIP should set specific objectives, a reasonable timeline and any support or training needed, be discussed with the employee and confirmed in writing, and make clear what happens if performance does not improve.
- When can an employer have a protected conversation?An employer can propose ending employment on agreed terms at any stage, even with no existing dispute. Under section 111A of the Employment Rights Act 1996, those pre-termination negotiations are generally inadmissible in an ordinary unfair dismissal claim, but not in discrimination or automatically unfair dismissal claims, and not where there has been improper behaviour.
- How does statutory sick pay work from April 2026?Since 6 April 2026, statutory sick pay (SSP) is payable from the first full day of sickness absence and no longer depends on earning above the Lower Earnings Limit. The 2026 to 2027 weekly rate is £123.25 or 80% of the employee's average weekly earnings, whichever is lower, for up to 28 weeks.
- How should employers manage long-term sickness absence?Employers should keep in touch as agreed with the employee, get medical evidence such as an occupational health assessment or, with consent, a GP report, consider whether the employee is disabled and make reasonable adjustments, and explore a phased return or role changes. GOV.UK and Acas describe dismissal for ill health as a last resort after a fair process.
- What makes a settlement agreement valid?To waive employment tribunal claims, a settlement agreement must be in writing, relate to particular complaints or proceedings, and follow advice to the employee from an insured, relevant independent adviser who is named in the agreement. It must also state that the statutory conditions are satisfied. A general 'full and final settlement' clause is not enough.
- When does the unfair dismissal qualifying period change to six months?The qualifying period for ordinary unfair dismissal claims falls from two years to six months on 1 January 2027. The new rule applies wherever the effective date of termination is on or after 1 January 2027, even if notice was given earlier. The cap on unfair dismissal compensatory awards is removed from the same date.
What tribunals are seeing
Tribunal tracker- Unfair dismissal
- 422 decisions
- Unlawful deduction from wages
- 336 decisions
- Breach of contract
- 254 decisions
Employment tribunal decisions published on GOV.UK in September 2026, by category. A decision can carry several categories.
A good question.
Commissioning through a procurement process? Use our buyer route to structure your requirement and request supporting information.
Can we work alongside your internal HR team?
Yes. The brief can focus on a specific issue, temporary project capacity or an ongoing advisory relationship. Responsibilities and escalation routes are agreed at the start.
Let’s give the work a clear next step.
Tell us what’s happening and what a good outcome would look like. You don’t need to have every answer.