The best employers are not spending too much of their time stressing about employee hangovers and prolonged chats next to the coffee machine. They are thinking about how they can use the World Cup to reengage their staff. They are bringing people together and considering how to encourage workers to bond beyond their day-to-day tasks. That could be in the form of a sweepstake or a few light hearted games. The key takeaway here is that the best approach is not to go instantly on the defence.

However, employers should plan ahead both to make the most of the impact that the FIFA World Cup can have on staff morale, as well as trying to minimise disruption.

Employers are likely to see a significant amount of interest among their workforces in the World Cup 2026, particularly given that both England and Scotland have qualified. That said, because of the time difference, the 104 football matches mainly take place late evening or early morning, with games kicking off between 5pm and 5am. See England and Scotland’s fixtures below.

1. Staff morale

Employers can use the tournament to raise their workforce’s morale with the following:

• screen key matches in the workplace
• run a sweepstake
• allow employees to watch games together during working hours (for hybrid or remote workers this could include arranging remote “watch-alongs”)
• permit special decorations to be temporarily displayed in workplaces (such as flags of participating countries).

Workplace events related to the World Cup should, however, be optional and workers should not be disadvantaged or derided if they do not want to take part.

2. Increase working hours flexibility

To further improve morale and boost employee relations, employers may permit temporary changes to working patterns to allow employees to watch games. For example, employers could let employees:

• finish early to watch an early-evening game; or
• come in later the day after a match; or
• take a couple of hours off to watch a match and make up the lost time later.

Employers may see an increase in holiday requests from employees who want time off to watch matches and are encouraged to be flexible by allowing requests at short notice where this is feasible.

3. Maintain workforce productivity during the matches

Some employers may experience a reduction in productivity because employees are watching matches when they should be working – this could become a particular problem when employees are working from home.

Employers are encouraged to strike the right note by reminding employees in advance of the World Cup, or in advance of key games, that they should not be watching the football when they should be working and should instead be planning ahead and taking annual leave where necessary.

Employers can also warn employees about unauthorised absence, for example pulling a sickie to watch games or taking sick leave on the day after a game because they have a hangover.

4. Beware the risk of discrimination

Employers need to be aware of the potential discrimination issues that could arise, for example, if they offer special arrangements for home nation fans, such as increased flexible working, they should offer the same arrangements to fans from other countries. Also staff should be made aware that harassment linked to the event, for example hostile or racist remarks about a particular country, will not be tolerated.

England’s group matches:

England v Croatia on Wednesday, June 17 at 9pm UK time
England v Ghana on Tuesday 23 June at 9pm UK time
England v Panama on Saturday 27 June at 10pm UK time

Scotland’s group matches

Scotland v Haiti on Sunday 14th June at 2am UK time
Scotland v Morocco on Friday 19th June at 11pm UK time
Scotland v Brazil on Wednesday 24th June at 11pm UK time

As an employer, what is your usual approach when it comes to events like the World Cup? Will it be business as usual or will you be trying something new to embrace the excitement?!

For advice email nicola.goodridge@goodhr.co.uk or call +44 7917 878384

On 6 April 2026 new regulations were published to bring into force parts of the Employment Rights Act 2025 (ERA 2025) as follows:

1. Statutory sick pay (SSP) now in force from day one of absence

SSP will now be payable to eligible workers regardless of their earnings (due to the removal of the lower earnings threshold) from the first full day of sickness absence (not the fourth). A new weekly rate of SSP is also payable (the lower of 80% of average weekly earnings or the flat weekly rate of £123.25). Where a worker’s sickness absence began before 6 April 2026, transitional rules apply.

A recent ACAS survey on the ERA 2025 revealed that both employers and workers consider that paying sick pay from the first day of illness will have the biggest impact on them (43% of employers and 36% of workers). It will certainly be a significant change for employers who don’t provide enhanced contractual sick pay.

2. Parental rights

Eligible employees will have the following statutory leave entitlements from the first day of their employment:

• paternity leave – continuous service requirements removed but workers still have to be employed for 26 weeks’ before being entitled to paternity pay
• up to 18 weeks of unpaid parental leave (continuous service requirements removed)
• up to at least two weeks of unpaid parental bereavement leave for employees who suffer pregnancy loss at or before 24 weeks (new right)
• up to 52 weeks of unpaid bereaved partner’s paternity leave (new right in addition to those in the ERA 2025).

3. Collective redundancy

The maximum protective award that can be ordered by an Employment Tribunal to each employee for their employer’s failure to collectively consult on redundancies will be doubled from up to 90 days’ pay to up to 180 days’ pay. This change will significantly increase risks and costs for employers that do not comply with their collective consultation obligations.

4. Record keeping – paid holiday

The ERA 2025 amends the Working Time Regulations 1998 (WTR) to require employers to keep records for a period of six years (in any format they “reasonably think fit”) to demonstrate that workers have received their holiday pay and annual leave entitlements.

Any failure to keep sufficient records could result in enforcement action by the Fair Work Agency and/or criminal charges for the most serious breaches.

5. Whistleblowing

Reports of sexual harassment will be protected whistleblowing disclosures. This means that workers who raise concerns about sexual harassment will (1) be protected from detriment or dismissal because they have ‘blown the whistle’, and (2) any agreements that attempt to prohibit the reporting of sexual harassment – for example, clauses in settlement agreements – will be unenforceable.

6. Voluntary equality action plans

Employers with 250 or more employees are being encouraged to voluntarily publish the steps they are taking to reduce their gender pay gap and support employees experiencing menopause before this becomes mandatory in April 2027.

7. Simplification of the trade union recognition process

The changes include:

• ⁠a simple majority being required in recognition ballots (removing the previous 40% support threshold)
• removal of the likely majority test when a union submits a recognition application
• preventing an employer from blocking an independent union by quickly recognising an employer-controlled one.

Action to take

Employers should ensure that their existing policies, procedures and contracts are compliant and that staff are aware of the changes.

For assistance please email nicola.goodridge@goodhr.co.uk or call +44 7917 878384

For employers, long notice periods can feel like a double-edged sword. On paper, they offer protection and continuity but, in practice, they can create challenges, especially if an employee disengages well before their final day.

There is no right or wrong answer to whether contracts should favour long or short notice periods. The right approach depends on the following:

• the role.
• the level of seniority.
• how notice periods are managed in the workplace.

The advantage of long notice periods

Long notice periods can provide reassurance and structure for employers:
• they allow time to recruit and brief successors.
• they support knowledge transfer and handovers, particularly in specialist or senior roles.
• they can promote workforce stability, encouraging employees to consider their next steps carefully.

In theory, longer notice periods also give HR teams flexibility to redistribute workloads, appoint interim cover, or manage client communications during transitions.

When long notice periods can cause challenges

The risk arises when an employee becomes disengaged:

• productivity may drop.
• team morale and client relationships can be affected.
• in junior roles, the commercial benefit may be limited because replacements can start quickly.

For candidates, long notice periods can also restrict career movement. In a competitive market, some employers aren’t willing to wait two to three months for junior or operational hires, which can be frustrating for strong candidates.

The benefits of shortening notice periods

Notice periods can sometimes be shortened if both parties agree, which is helpful when:

• the employee is disengaged or has accepted another role.
• a replacement has been found sooner than expected.
• business needs change and flexibility is required.

It is important that any adjustment is mutual and clearly documented. Employers cannot unilaterally reduce notice, but flexible approaches are increasingly common in practice – the employee must be mindful that if they request a shorter notice period the employer is not obliged to pay out the balance of it.

The risks of shortening notice periods

Shorter notice periods allow employees to exit cleanly and organisations to reset quickly. Teams avoid prolonged uncertainty and new hires can start sooner. However, shorter notice periods carry risks:

• knowledge gaps may emerge if replacements aren’t in place.
• workloads may increase suddenly.

Effective workforce planning and succession strategies are critical to manage these risks.

How to determine the appropriate notice period

The most effective approach is to look at the role, as follows:

• Senior, specialist, or client-facing roles often benefit from longer notice periods – paired with proactive exit management and clear handover expectations.
• Junior and operational roles often work better with shorter notice periods to maintain agility and reduce unproductive downtime.

Ultimately, notice periods should protect the business without trapping either party in an unproductive situation.

In summary:

• align notice periods with role seniority and replacement complexity.
• build in flexibility, such as garden leave clauses.
• remember notice periods can be shortened by mutual agreement.
• focus on engagement during notice, not just contractual protection.
• regularly review whether your notice periods still reflect the market reality.

Be mindful of the fact that a three month notice period is a long time to remain engaged for anyone who has found a new job – a month or two months’ notice is advisable for all but the most senior and specialist staff.

For advice do email nicola.goodridge@goodhr.co.uk or call +44 7917 878384

The Labour party came into government promising day one parental rights and a more family friendly workplace. Reforms start to get underway from April this year, as detailed below.

Paternity leave becomes a day one right

Currently, employees need 26 weeks’ continuous service by the end of the 15th week before the expected birth week to qualify for paternity leave. For babies due on or after 5 April 2026, that requirement disappears. New starters will get the same two weeks’ paternity leave entitlement as everyone else. This brings paternity leave in line with maternity leave, which is already a day one right.

However, the same is not true of paternity pay – the service requirement of 26 weeks remains in place in order to receive statutory paternity pay. New employees can take paternity leave, but unless the company policy says otherwise, the leave would be unpaid.

Notice rules haven’t changed either. Employees still need to give notice of entitlement by the 15th week before the expected week of birth, then confirm their choice of specific dates 28 days in advance. New joiners who can’t meet these deadlines must give as much notice as is reasonably practicable.

Shared parental leave anomaly is fixed

At the moment, taking shared parental leave first means forfeiting paternity leave altogether. The new legislation corrects this and employees can now take paternity leave and pay even after a period of shared parental leave.

Unpaid parental leave is also a day one right

Unpaid parental leave currently requires a year’s service. From 6 April 2026, that qualifying period will also disappear. New employees will get access to their parental leave entitlement from day one of employment.

Extended leave for bereaved partners

Separate legislation introduces a new category of extended paternity leave for parents whose partner dies during childbirth or within a year of the birth. This is called Bereaved Partner’s Paternity Leave.

Under the new law, a bereaved partner can take up to 52 weeks leave in one block. This is a day one right. If leave starts within eight weeks of the bereavement, employees can start leave immediately on oral notice. There is no entitlement to any statutory pay and so the leave will be unpaid unless the company states otherwise.

What action should employers take?

Update your policies: You will want to update your policies to reflect the changes and remove the service requirements for paternity and parental leave.

Decide on enhanced pay: If you offer more than statutory pay, will new employees be eligible straightaway or will you demand a length of service before entitlement?

Address rights for bereaved partners: Consider adding a note to your paternity leave or compassionate leave policy to explain the new right to Bereaved Partners Paternity Leave.

Brief your managers: They may need to know about the new entitlements.

Make policies visible: Ideally, share your family leave policies before employment begins and encourage early notice.

Important points regarding probation

1. How will more employees taking family leave early in their employment affect employers’ ability to assess their performance?

2. This will matter more from 1 January 2027, when the unfair dismissal qualifying period drops to six months.

3. This means a very short window in which to assess an employee’s performance and suitability for the role before the employee qualifies for the right not to be unfairly dismissed (with uncapped compensation, under the current plans).

4. Probation management processes will need to become more robust, but managers will also need to understand that taking family leave in this window is allowed and that employees must not be penalised for it.

5. The ‘clock’ will not be paused on the unfair dismissal qualifying period, soon to be introduced, of six months.

If you would like your handbooks amended, do send them to me nicola.goodridge@goodhr.co.uk or call +44 7917 878384

Employees you are hiring now will be subject to the upcoming unfair dismissal reforms, which are due to come into force on 1 January 2027.

Unfair dismissal rights

Employees currently need two years’ continuous service before they can claim unfair dismissal.

From 1 January 2027, the qualifying period will reduce to six months. The government is adopting a ‘commencement approach’, meaning that any employee who has at least six months’ service on 1 January 2027 will have unfair dismissal protection from that date.

The first employees to benefit from the six-month qualifying period will be those who start work on 1 July 2026 and are still employed on 1 January 2027. Employees hired after 1 July 2026 will gain protection once they reach six months’ service.

Employees who join before 1 July 2026 will also benefit, because they will not have to complete the full two years to gain protection from ordinary unfair dismissal. For example, an employee who starts on 1 March 2026 will have 10 months’ service on 1 January 2027. From that date, they will meet the new six-month qualifying period and therefore gain protection a full 14 months earlier than under the current two-year qualifying period.

This does not, of course, mean their claim will succeed. It will still depend on whether the dismissal was for one of the statutory fair reasons, if the employer acted reasonably and if it followed a fair procedure.

It also remains the case that an employee can bring an automatic unfair dismissal claim, regardless of their length of service, in certain situations eg: dismissals connected to pregnancy, attempts to assert a statutory right, or making a protected disclosure (i.e. whistleblowing).

Compensation cap removal

If an employee succeeds in an ordinary unfair dismissal claim, they currently receive two types of award:

1. Basic award, calculated in a similar way to a statutory redundancy payment; and
2. Compensatory award based on what the tribunal considers “just and equitable” in the circumstances. This typically covering losses such as earnings, benefits, and pension.

At present, the compensatory award is capped at the lower of £118,223 (reviewed annually in April) or 52 weeks’ pay. However, this cap will be removed entirely from 1 January 2027. This means there will be no upper limit on the compensatory award a tribunal can make. That said, any award must still be “just and equitable”, so very high awards will not automatically follow in every case. However, where losses are substantial, such as for high earners or employees close to retirement who are unlikely to get another job, tribunals will no longer be limited by the current caps.

What do I need to do now?

Given that new starters will gain unfair dismissal rights much earlier, you need to:

• check probationary periods are no longer than six months and are not permitted to drift on beyond that time
• ensure you have a robust probationary review process so that a new starter’s suitability is fully assessed (and fully documented) before they reach six months’ service
• ensure disciplinary and capability issues are handled properly as once an employee has six months’ service any dismissal decision and process followed must be fair and reasonable and fully documented.

Important to note:

If decisions are left too late, there is a real risk that the employee will already have the necessary service or be close enough that they are deemed to have it to obtain unfair dismissal rights as follows:

1. where an employee is within one week of reaching the qualifying period and the employer fails to give at least the statutory minimum notice, the employee can add that notice period to their termination date to give them enough service to bring an ordinary unfair dismissal claim. The only exception to this is where the employer had the right to dismiss the employee without notice

2. if an employee is dismissed so that their termination date falls on the day before they would have reached the qualifying service threshold, a recent court case held that you must count both the first and last days of employment which means that they are still treated as having achieved that service for the purposes of ordinary unfair dismissal.

For advice or assistance email nicola.goodridge@goodhr.co.uk or call +44 7917 878384

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The ‘day one unfair dismissal’ rights were one of the main sticking points for the new Employment Rights Act with the majority in the House of Lords being concerned at the impact on business – several times they had proposed amendments to this reform, suggesting that a six-month qualifying period would be a better balance between helping workers and businesses and would avoid complications arising from the proposed “initial period of employment”.

The Employment Rights Act 2025 therefore introduces the following important changes:

• the qualifying period of employment for a UK employee gaining unfair dismissal protection will be six months, reduced from the current two years.
• the cap on the amount of compensation that can be awarded by an employment tribunal for unfair dismissal will be removed, leaving compensation unlimited in the same way as it is for discrimination and whistleblowing claims.
• employees will have six months from their termination date to initiate an unfair dismissal claim, up from the current three months.

Key details:

Effective date: 1 January 2027

Who is covered: employees with at least six months’ service on 1 January 2027 will automatically gain protection from unfair dismissal on that date. It is important to note that the new six month threshold applies to dismissals on or after 1 January 2027, rather than only to new recruits from that date.

Points to note are:
• there will still be some circumstances in which individuals have day one protection from unfair dismissal (eg whistleblowers)
• there will no longer be a cap on unfair dismissal awards (the current cap on compensatory awards being the lower of the year’s pay and £118,223)

Compensation will still be based on lost earnings and it should be remembered that the average unfair dismissal award is currently around £14,000, so well below the current cap. Removal of the cap on compensation could, however, have a significant impact on the ability to settle claims if claimants with unrealistic initial expectations can no longer be told that there is a clear limit to their claim.

Action by employers:

These changes are significant and employers should use the 2026 lead-in period to do the following:
• strengthen recruitment practices
• review existing probationary periods and ensure multiple checkpoints through probation
• handle conduct and performance issues promptly and document all incidents thoroughly
• refresh manager training on fair process and note early intervention to avoid crossing the six month threshold without action
• look carefully at processes that apply to the expiry of fixed-term contracts.

The importance of acting fairly is compounded by changes to the unfair dismissal compensation regime, with the financial stakes significantly raised for employers who get it wrong.

In summary:
• if you are an employee: you’ll get unfair dismissal rights much sooner, after just six months of employment.
• if you are an employer: you can no longer rely on the period of two years to dismiss someone without facing an unfair dismissal claim; focus on robust early management and clear documentation.

For any advice please email nicola.goodridge@goodhr.co.uk or call +44 7917 878384

Under the Employment Rights Act 2025, the Government plans to provide greater protections for zero hours and low hours workers. The law requires employers to offer zero hours and low hours workers:

• contracts with guaranteed hours; and
• to provide reasonable notice of shifts, shift changes and cancellations.

A low “hours” contract is one which specifies a minimum number of guaranteed hours not exceeding a threshold (still to be determined).

A Government consultation on the details is expected to be published early in 2026.

Guaranteed hours

• Employers will have to offer zero hours and low hours workers a contract with guaranteed hours, reflecting the number of hours they regularly worked during a reference period.
• Workers will not be obliged to accept the offer, so they will be able to remain on zero hours or low hours contracts if they prefer.

This will be a continuing obligation, with employers obliged to offer a guaranteed hours contract after the end of each reference period (expected to be 12 weeks) even where a worker has previously refused the offer. Where a worker accepts a guaranteed hours contract but their regular hours in a reference period exceed those guaranteed hours, their employer will have to offer a further guaranteed hours contract reflecting those increased hours. The obligation will continue until the worker’s hours exceed the low hours threshold (so that they are no longer a ‘low hours’ worker).

Fixed term hours

Employers can offer guaranteed hours on a fixed-term basis if they can reasonably show a genuine, temporary need, such as for:

• a specific time limited task (ie: a specific project or event)
• covering for another employee, or
• fulfilling a defined seasonal demand, with the contract ending when that specific need ceases.

Note the employer must reasonably believe use of a fixed-term contract is appropriate, not just to avoid permanent obligations.

What does this mean for workers and employers?

• Workers: don’t have to accept fixed-term offers and can remain on existing arrangements.
• Employers: must offer guaranteed hours reflecting regular work after each reference period (likely 12 weeks).

These rules aim to provide more security for zero-hours workers by requiring employers to guarantee hours reflecting actual work, while still allowing for genuinely temporary staffing needs.

Failure to offer guaranteed hours

Where an employer fails to comply with its obligations regarding guaranteed hours contracts, a worker will be able to bring a tribunal claim and be awarded compensation of such amount as the tribunal considers just and equitable, subject to a cap which will be specified in regulations.

Reasonable notice of shifts

Employers will have to give workers reasonable notice of:

• shifts (specifying the date, start time, end time and number of hours to be worked), and
• shift changes and cancellations.

The length of this ‘reasonable’ notice is not yet specified and will be subject to consultation.

Where reasonable notice is not given, workers will be able to bring tribunal claims and be awarded compensation, again of such amount as the tribunal considers just and equitable, subject to a cap which will be specified in regulations.

Workers will also be entitled to payment for:

• shifts cancelled,
• moved or
• curtailed at short notice.

The amount of the payment will be specified in regulations but will be unlikely to exceed the amount the worker would otherwise have received for the shift. Workers will be able to bring a tribunal claim if the employer fails to pay.

Other tribunal claims

It will be automatically unfair to dismiss an employee for reasons relating to these rights, including:

• for accepting/rejecting a guaranteed hours offer,
• in order to avoid having to offer them guaranteed hours or
• because the worker believes that they are entitled to a guaranteed hours offer.

Workers will also have the right not to be subjected to a detriment in various circumstances including:

• because they accepted/rejected guaranteed hours,
• because they declined to work a shift as they reasonably believed the employer had not given them reasonable notice, or
• because they have brought a tribunal claim in good faith to enforce their rights.

Action points

• Start auditing your workforce to identify how many workers you engage on zero or low hours who could potentially be entitled to the new rights.
• Identify seasonal fluctuations in demand for work to identify where fixed-term contracts may be more appropriate.
• Review systems for managing shifts and shift changes and consider what changes may be required.

For advice email nicola.goodridge@goodhr.co.uk or call +44 7917 878384

The Employment Rights Bill will introduce significant changes to SSP from April 2026 which are designed to provide better financial support for employees and simplify SSP eligibility. Below are the changes:

SSP payable from day one

Currently, employees must wait for three unpaid “waiting days” before SSP is paid. From April 2026:
• waiting days will be abolished.
• SSP will be payable from the first day of sickness absence.
This change will particularly benefit employees with short-term illnesses, ensuring they receive financial support immediately.

Removal of the Lower Earnings Limit (LEL)

At present, employees must earn at least £125 per week (2025/26) to qualify for SSP. From April 2026:
• the LEL will be removed.
• all employees, regardless of income level, will be eligible for SSP.
• this means that even part-time or lower-paid staff will have access to sick pay from the first day of absence.

New SSP calculation

Under the new rules, SSP will be calculated as the lower of:
• 80% of an employee’s average weekly earnings, or
• The flat rate, which is currently £118.75 per week (2025/26).

Why employers should plan ahead

Individually, each of these changes will increase the overall SSP cost for employers. Preparing for the April 2026 changes now can help ensure:
• payroll systems are updated in time
• HR policies reflect the new eligibility and payment rules
• employees are informed about their entitlements

Current SSP rules (for comparison)

Current rules 25/26:
Waiting days – 3 unpaid days
Earnings threshold – £125/week
SSP rate – Flat rate £118.75/week

New rules from April 2026:
Waiting days – Zero – SSP from day one
Earnings threshold – No threshold – all eligible
SSP rate – Lower of 80% of average earnings or £118.75/week

These upcoming changes underline the government’s focus on improving sick pay coverage and support for all employees.

How can you manage sickness absence from April 2026 onwards?

The hallmarks of good sickness absence policy don’t change in April next year; they just become more important to adopt.

While there are plenty of genuine employees who will benefit from the additional financial support that these changes provide, the changes may also make it more tempting for others to “pull a sickie”, knowing that they will still get some pay coming their way. By having more robust controls, you can discourage such behaviour. Here are the top areas to look at:

1. Sickness reporting – requiring employees to report sickness absence by telephone at the start of the first day of illness is best practice. It allows you to gauge their voice and get a sense of the circumstances of their illness. It is easier for them to deceive you if they are allowed to notify by email, text or by having a third party contact you on their behalf. Ask them to call every subsequent morning that they are ill, where possible.

2. Absence records – maintaining good absence records are vital for spotting suspicious signs (like often being ill on sunny Fridays) and for gathering evidence if you are to instigate disciplinary or capability measures.

3. Return to work interviews – these are a valuable tool. By embedding these in your business, you set the expectation that every absence is noticed. Where the absence is genuine, it gives you the opportunity to show care. Where it is suspicious it gives you the chance to better identify this and commence further investigation. Consistent return to work interviews should reduce spurious absence.

4. Investigations – give yourself scope to perform investigations where they may be required for disciplinary or capability reasons. Have a process for conducting them fairly, bring in expertise where required like occupational health, and apply them consistently throughout the business. Be mindful of discrimination, as many underlying causes of sickness absence could come into the sphere of disability.

For assistance email nicola.goodridge@goodhr.co.uk or call +447917878384

With over a month to go until Christmas and several weeks left at work to power through, many employers will be turning their attention towards the Christmas party!

The office Christmas party should provide staff with the chance to let their hair down with colleagues and build strong working relationships and most companies want to reward their staff for their hard work and dedication during the year. However, a festive combination of high spirits and unlimited alcohol can often result in a headache for those employers (or their HR managers) who are tasked with successfully navigating the minefield of workplace Christmas parties.

No-one wants to be a party pooper after all, but if you are an employer or member of your workplace’s HR department, it pays to be prepared for the festive season. Some key areas to be aware of when you start to plan your approach to the Christmas include:

Behaviour

With the Worker Protection (Amendment of Equality Act 2010) Act 2023 now in force, employers have an increased duty to take reasonable steps to prevent sexual harassment in the workplace, including at work-related social events such as Christmas parties. This means taking proactive measures to educate staff on appropriate behaviour and ensuring a zero-tolerance approach to harassment of any kind. A party atmosphere combined with alcohol can sometimes blur boundaries, so it’s vital to remind employees that your policies apply wherever work events take place.

Taking the time to remind staff that the Christmas party still constitutes a work-related event and that, as such, the company will therefore be held responsible for any disruptive actions, can help to set the tone of expectations from the start.

It should be made clear that any breach of your usual standards of conduct could result in an employee facing formal disciplinary procedures or further action depending on the nature of their behaviour.

Alcohol

Most firms are eager to repay hardworking employees with a generous or even free bar allowance at the Christmas party, but with free alcohol being named as a pivotal factor in tribunal claims brought against companies by their employees, it would be wise to exercise a note of caution.

If you are keen to provide a free bar, ensure that you also provide a range of soft drinks that all employees can access and try to roughly monitor the level of alcohol consumption as the night draws on. Issuing free drinks tokens, with a set number available to each attendee, can also help you to try to keep alcohol consumption under control.

Social media

The growing prevalence of social media means that inappropriate use can be a business issue at any time, but work-related social gatherings can require stricter guidance. Successful management, as with behaviour, comes down to issuing clear guidelines to all staff – if you would rather they didn’t upload photos and videos from the evening to social media, you must explain why, and the potential impact that negative or offensive content could have on the wider business.

Another option that you could consider could be to ask that all employees’ use a specific hashtag when uploading images and footage – that way, you can sense-check what content is being shared and politely ask that people remove anything that isn’t appropriate. Christmas party season can act as a good time to remind people of your business’s social media policy, or to consider drawing one up if you do not already have guidelines in place.

Entertainment

If you have decided to hold your event externally, or you have bought tickets for a themed Christmas party that accommodates other companies, consider the type of entertainment that will be provided on the night. Is the running order of the evening suitable for all staff? Is there something included that everyone will enjoy in some capacity?

For example, a casino-themed evening is likely to have a heavy reliance on gambling for entertainment – great if your employees are up for roulette and blackjack, but it could be seen as isolating for anyone whose religion bans the practice or even for those who may have family members negatively affected by gambling.

Consider your audience carefully when weighing up entertainment options for your Christmas party!

Absence management

This topic rears its head every year, but absences do tend to spike during the Christmas period for many businesses. To try and avoid any unnecessary absences, some companies opt to hold their Christmas party on a Friday – often at extra cost to the business, but this often pays for itself in terms of allowing employees’ two days in which to ‘recover’ before their attendance in the office is again required.

If your party does happen to fall on a weekday, you must make all staff aware of what is expected from them the following day – could you consider a later start in the morning, or perhaps an earlier finish time? Could you consider staggering working hours across teams? Ultimately, if you lay out exactly what you expect from people regarding the following working day, you are far more likely to avoid late night and alcohol-related absences.

Top six tips to ensure a successful Christmas party:

• provide clear guidance on the standard of behaviour expected – ensure that staff understand that the Christmas party is still a professional event
• send reminders advising people to make arrangements for travelling home – could you pre-book taxis from the venue for staff?
• ensure that a range of refreshments, including soft drinks, is provided in order to cater to everyone.
• reiterate guidelines around social media – make staff aware of what they can and cannot post.
• consider inclusivity and discrimination when planning entertainment for the evening.
• make it clear that attendance is not compulsory – respect that people may have religious beliefs or prior plans that mean they cannot commit to attending.

For any advice please email nicola.goodridge@goodhr.co.uk or call +44 7917 878384

UK employment law is on the cusp of major reform – some of the biggest shifts in workplace legislation for over a decade will need to be navigated by employers.

Here are the five headline changes, their expected ‘go live’ dates and the key facts for each.

1. Day-one right to unfair dismissal claims

When: expected in 2027.
What: employees will gain the right to claim unfair dismissal from day one of employment rather than after two years’ continuous service which is currently the case.

Why it matters: this closes the “two-year window” many employers have relied on, putting far greater weight on probation reviews, onboarding, and dismissal processes.

Action points for employers:
• set clear expectations with new hires from day one.
• hold regular check-ins throughout the probationary period (expected to be nine months).
• ensure all performance conversations are documented and shared with the employee.

Action points for HR:
• update contracts and probation policies.
• review onboarding.
• train managers and provide templates for probation reviews.

Some more detail on what we know so far:

Initial period of employment (known as the IPE). The IPE will begin on the first day of employment and will last for six or nine months (it has not yet been decided). The IPE will act as a statutory probation period, meaning it should be more straightforward to terminate employees’ employment during their first few months. During the IPE, the standard of reasonableness for dismissals will be less stringent, allowing employers to carry out a “light touch” dismissal procedure.

“Light touch” procedure. During the initial period of employment, a ‘lighter touch’ dismissal process will be allowed so assessing and dismissing new recruits who are underperforming or unsuitable without going through the full disciplinary or capability procedure will still be allowed.

Employers will need to be diligent during the hiring process and manage wellbeing, performance and conduct issues from the outset.

2. Zero-hours contracts and guaranteed hours

When: planned for 2027.
What:
• after 12 weeks’ continuous work, employers must offer a guaranteed hours contract.
• zero-hours contracts can still exist, but one-sided flexibility will be curbed.
• workers will also gain rights to reasonable notice of shifts and payments for late cancellations.

Why it matters: this limits employers’ ability to rely indefinitely on casual labour and demands better planning.

Action points for employers:
• give team members as much notice of shifts as possible.
• keep communication consistent and fair when allocating hours.
• flag workload patterns early to HR for contract adjustments.

Action points for HR:
• track hours worked to identify when guaranteed hours apply.
• run scenario planning to assess the business impact of contract changes.
• explore time tracking software to stay compliant.

The government isn’t abolishing zero-hours contracts — just the abuse of them. So for businesses that rely heavily on casual staff, the admin burden is huge. Tracking hours and allocating shifts fairly may require new systems or software.

3. Statutory sick pay (SSP) from day one
When: from April 2026.
What:
• SSP will be payable from day one of absence (currently day four).
• the lower earnings threshold is being removed.

Why it matters:
• this widens access and protects vulnerable workers, but costs and absence rates are likely to rise.

Action for employers:
• hold open, supportive sickness conversations.
• conduct return-to-work interviews consistently.
• monitor absence patterns in your team and escalate concerns.

Action for HR:
• update absence management policies and contracts.
• ensure sickness is logged and tracked in a central system.
• train managers on how to handle sickness calls fairly and confidently.

Without the three-day waiting period, short-term absences are likely to increase. Employers should budget for increased SSP costs from April 2026, review sickness absence procedures and ensure managers are adequately trained on managing short-term absence.

4. Stronger protections against harassment and discrimination
When: most provisions expected by October 2026.
What:
• employers must take all reasonable steps (not just “reasonable steps”) to prevent harassment.
• liability will extend to harassment by third parties (clients, customers, contractors).
• restrictions will be placed on using NDAs in harassment or discrimination cases.

Why it matters:
• the bar for compliance has been raised – evidence of proactive prevention is now essential.

Action points for employers:
• model zero tolerance for inappropriate behaviour.
• intervene promptly if issues arise.
• encourage team members to use reporting channels if they feel unsafe.

Action points for HR:
• deliver regular harassment awareness training (not one-offs).
• conduct risk assessments for events, travel, and client sites.
• establish and monitor clear reporting processes.
• keep detailed records of training, reports and actions taken.

Employers must show they took all reasonable steps to prevent harassment – not just some – that is a very high bar. If a complaint is made, what could an employer prove? Training two years ago isn’t enough – it has to be continual and the audit trail is everything.

5. Flexible and hybrid working rights
When: expected in 2027.
What:
• employees already have the right to request flexible working from day one.
• the new law introduces a reasonableness test: not only must the process be fair, but the decision itself must also be reasonable.

Why it matters:
• expect more requests – and more scrutiny if refusals aren’t backed by solid evidence.

Action points for employers:
• consider each request on its merits and avoid blanket refusals.
• document decisions and discussions with employees.
• be open to exploring alternatives (e.g. partial flexibility).

Action points for HR:
• update policies and request forms.
• train managers on what constitutes a reasonable refusal.
• align leadership on the business rationale for core office hours or hybrid models.

The onus is on the employer to demonstrate that they have considered the request properly, explored alternatives and documented their decision making.

Summary of steps for the employer:
• set clear expectations during onboarding and probation.
• hold regular check-ins and document performance from day one.
• manage sickness conversations sensitively but consistently.
• respond promptly to flexible working requests and explore alternatives.
• lead by example: model zero tolerance for harassment and create a safe space for employees to speak up.

Summary of steps for HR:

• audit and update contracts, handbooks, and policies.
• refresh absence management and harassment prevention frameworks.
• track hours and absence with robust systems to stay compliant.
• deliver ongoing training for managers on probation reviews, absence handling, flexible working and harassment.
• strengthen reporting channels and keep meticulous audit trails.

For assistance email nicola.goodridge@goodhr.co.uk or call +44 7917878384