Workplace records
A clear timeline is a useful starting point
Keep dated notes of meetings, decisions and correspondence. Distinguish what was observed from what was assumed, and retain the documents behind each point.
For the decisions behind your business
Free Employer Advice.
A clearer way forward.
When a people issue lands on your desk, the next decision matters. Explore employment support that starts with your circumstances, your responsibilities and what your business needs to do next.
People & paperwork
Difficult decisions
Business change
Where to begin
The issues behind the next decision
From getting the basics in order to responding when the working relationship changes.
01
The paperwork behind your people
Give managers and employees a shared starting point with terms and policies that reflect how your business actually works.
- — Employment terms and contract reviews
- — Leadership and director agreements
- — Handbooks for everyday decisions
- — Policy reviews as your team grows
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02
When workplace relationships strain
Separate the facts from the friction. Plan a measured response to complaints, conduct concerns and performance problems.
- — Handling employee complaints
- — Planning a workplace investigation
- — Managing conduct fairly
- — Performance and absence concerns
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03
A considered approach to leaving
Before an employment relationship ends, understand the available routes, the conversations involved and the risks attached to each.
- — Reviewing a proposed dismissal
- — Preparing for settlement discussions
- — Negotiating an agreed departure
- — Documenting exit arrangements
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04
Reshaping your workforce
Business change affects people as well as budgets. Build consultation and selection into your plans before decisions become commitments.
- — Planning a redundancy exercise
- — Consultation and communication
- — Assessing selection criteria
- — Changing roles and team structures
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05
People matters in a business transfer
An acquisition or outsourcing decision can carry employment obligations with it. Identify the people issues early in the transaction.
- — Assessing whether TUPE applies
- — Employee information reviews
- — Transfer consultation planning
- — Post-transfer employment questions
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06
Responding to risk and disputes
Take concerns about discrimination, harassment or a tribunal claim seriously, with a clear view of the evidence and the next decision.
- — Equality and harassment concerns
- — Workplace prevention policies
- — Preparing a tribunal response
- — Evidence and dispute strategy
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An initial conversation
Put the situation into perspective
Explain what has happened, what you are considering and where you feel unsure. A focused enquiry helps establish the issue before discussing what further support may be appropriate.
- ✓Your circumstances first
- ✓The decision you need to make
- ✓Any deadlines that affect your options
What brings you here?
Context changes the answer
The details deserve attention
Two workplace concerns can sound alike and still call for different responses. Contract terms, previous discussions and the evidence you hold all shape the choices available. Start with those details rather than assuming a standard answer will fit.
A business perspective
Keep the wider picture in view
An employment decision rarely sits in isolation. It can affect colleagues, delivery plans and the confidence of your managers. Consider the legal question alongside the practical consequences for the organisation.
Our approach →Support options
Different needs. A defined scope.
A single issue, a recurring need or a major change: use these starting points to discuss the right level of help. Scope and fees are agreed separately.
For a specific concern
Resolve
Focus on the issue in front of you
- ✓ Explain the immediate problem
- ✓ Identify relevant documents
- ✓ Discuss the available options
- ✓ Agree the scope of any work
For day-to-day decisions
Continuity
Explore support for recurring people matters
- ✓ Map your regular advice needs
- ✓ Review priority policies
- ✓ Discuss document support
- ✓ Agree how ongoing help would work
For a significant change
Transition
Plan employment support around a project
- ✓ Set out the proposed business change
- ✓ Identify employment milestones
- ✓ Discuss consultation requirements
- ✓ Define the project and its costs
Start with what happened
A useful discussion begins with the timeline, the people involved and the decision you need to make—not a stack of generic answers.
Look beyond the immediate issue
The next step should account for the wider team, business pressures and the working relationships you want to preserve.
Points to consider
Before the next meeting
Business change
Leave room for a genuine discussion
Before announcing a workforce change, consider which decisions remain open, who may be affected and what information a meaningful consultation would need.
Employment documents
Check the gap between policy and practice
A handbook can fall behind the way a team works. Review reporting lines, working arrangements and manager responsibilities when the business changes.
Common questions
Before you get in touch
What should I have ready for an initial discussion?+
A short timeline, the question you need answered and any immediate deadline are a good start. Relevant contracts, letters and policies can help clarify the situation. Avoid sending unnecessary personal or sensitive information in an initial enquiry.
Should I wait until a problem becomes a formal dispute?+
An early discussion can help you understand your options before you send a letter, hold a meeting or make a decision. If the matter is already formal, explain which stage it has reached and flag any deadline.
Is general workplace guidance enough for my situation?+
Public guidance can explain the usual process. A particular case may also turn on contract wording, earlier correspondence, length of service or the evidence available. Those details matter when deciding how to proceed.
Can I enquire about just one employment issue?+
Yes—describe the particular decision or difficulty rather than trying to summarise every HR concern in your business. The support options distinguish between a single matter, recurring needs and a larger project.
How should I raise an urgent matter?+
State the deadline and what it relates to at the beginning of your enquiry. Do not assume that submitting a form extends a legal time limit or confirms that someone is acting for you.
What should be agreed before paid work starts?+
The task, the person responsible, the fee basis and any exclusions should be clear. An initial enquiry is not the same as an instruction to carry out work; the terms of an engagement need to be agreed separately.
Is the information here advice on my particular case?+
No. These pages introduce employment topics for employers, but cannot assess your evidence or circumstances. Obtain advice on your situation before relying on a course of action.
Bring the question.
Consider the next step.
Start a discussion about your workplace concern and the support it may need.