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June Newsletter 2026

Posted on by Caroline Payne

The 1 July countdown: are you ready for
6-month dismissal rights?

May newsletter

If you’re hiring right now, there’s a date you need to have on your radar. Anyone you hire on or before 1 July 2026 will gain unfair dismissal protection on 1 January 2027. Anyone hired after that date will gain it once they’ve been with you for 6 months.

Why this date matters:

The qualifying unfair dismissal period is dropping massively from 2 years to 6 months. It changes how you need to think about every hire you make from now on.

Under the current rules, most employers treat the first 2 years as a low-risk window. If someone isn’t working out, you move them on relatively informally.

With the new rules, if your probation process still relies on a single review meeting at the 5-month mark, that’s too late.

There’s another detail that catches people out. When a tribunal calculates length of service, it includes the statutory notice period. So, an employee dismissed just short of 6 months could still qualify if their notice period takes them over the line.

Here’s what we’d suggest doing now:

Shorten your probation period to 3 months

With an option to extend by 1 month if needed. That gives you time to assess someone properly and make a decision before the 6-month clock runs out.

Build structure into how you manage new starters

Regular check-ins from week 1. Clear expectations documented early. Honest feedback given often, not saved up for a formal review.

And the compensation cap for unfair dismissal? That’s being removed too. There’s no upper limit on what a tribunal can award from January 2027.

Tighten up your probation processes now

We can help you to review what you’ve got and build something that works before the new rules kick in.

Millions of workers are juggling jobs with unpaid care and employers are losing them

Around five million people in the UK are balancing paid work with unpaid caring responsibilities for a family member or friend. According to Carers UK, roughly 600 people a day leave work because they can’t manage both.

The Carer’s Leave Act 2023 gives employees the right to 5 days of unpaid leave for caring, but more than half of working carers say they can’t afford to take it.

For small businesses, this often shows up as rising absence, reduced availability or an unexpected resignation from an experienced team member. If you have staff with caring responsibilities, it’s worth knowing what support you’re required to offer and whether a more flexible approach could help you to keep them.

Men's health at work: what employers are getting wrong

Men's Health at Work

Men’s Health Week is from 15-21 June, and it’s worth asking yourself a question. When was the last time one of your male employees told you they were struggling?

If the answer is never, that doesn’t mean everything is fine.

The issues we commonly see surrounding men’s health:

Men account for around 75% of UK suicides

In construction alone, around 700 workers take their own lives every year. And, statistically, male employees are less likely to talk about mental health and seek support.

HR has rightly focused on women’s health in recent years

Menopause policies and maternal mental health have been getting the attention they needed. Men’s health hasn’t had the same focus and the gap is showing.

Problems can go unnoticed

Especially in a small team with no EAP and no managers trained to spot the signs.

Ultimately, this costs you money

Unmanaged mental health drives absence and disengaged employees are less productive. Replacing someone who leaves unexpectedly can be very expensive.

The solution?

Start with regular one-to-ones that go beyond task management. Train managers to notice changes in behaviour. Keep overtime in check. Signpost free resources like Mind, Samaritans or CALM where an EAP isn’t affordable.

Use Men’s Health Week to open the conversation, but don’t let it be a one-off.

If you’d like help with thinking about what wellbeing support looks like in a small business, get in touch.

Employment tribunal claims are surging

The latest government statistics show that single employment tribunal claims increased by 54% in the final quarter of 2025 compared to the same period the year before. The open caseload for single claims has reached its highest level since 2012/13, up 49% year on year.

For small business owners, the message is straightforward. More employees are bringing claims and the system is under pressure. Getting your processes right before a problem reaches that stage has never been more important. Good documentation, fair procedures and early intervention are your best protection.

Government offers employers up to £3,000 to hire young workers

The government has launched a Youth Jobs Grant offering businesses £3,000 for each unemployed 18 to 24 year old they hire, provided that the candidate has been out of work for at least 6 months. Small employers can also access an additional £2,000 for each new apprentice aged 16 to 24.

With nearly a million young people currently out of education, employment or training, the scheme is designed to help businesses to access a wider talent pool while receiving financial support for onboarding. If you’re planning to recruit, it’s worth checking whether you qualify.

Questions and Answers

Can I dismiss someone during their probation period under the new rules?

Yes, but the rules are changing. From 1 January 2027, employees will gain unfair dismissal rights after 6 months rather than 2 years. If someone is still in their probation period when they hit that 6-month mark, you’ll need a fair reason and a fair process to dismiss them. Review your probation periods now and make sure that any concerns are raised well before the 6-month point.

Do I have to let an employee attend medical appointments during work hours?

There’s no general legal right to paid time off for routine medical appointments, unless it relates to antenatal care or a disability-related adjustment. However, being inflexible about medical appointments can lead to problems down the line, including potential discrimination claims if the appointments are linked to a disability or long-term condition. A reasonable, clear policy is your best approach.

One of my employees has asked to reduce their hours to care for a parent.

What are my obligations?

Any employee has the right to make a flexible working request from day 1 and you must deal with it in a reasonable manner. You can refuse a request, but only for one of the 8 business reasons set out in law. You should also be aware that carers now have a right to 1 week of unpaid carer’s leave per year under the Carer’s Leave Act 2023. Consider the request carefully and document your decision.

Need a chat? Contact us if you have something troubling you.
Click here to arrange a call

May Newsletter 2026

Posted on by Caroline Payne

How much money are you spending on "HR"?

May Newsletter

Most business owners we speak to say they don’t have an HR budget. What they usually mean is that they don’t have a planned one.

Because in reality, most businesses are already spending money on HR. They just don’t think of it in that way.

It shows up reactively…

  • A grievance that needs dealing with
  • An investigation that swallows management time
  • External advice brought in once something has already gone wrong

By the time these costs become visible, they are often higher than expected and harder to control.

The question worth asking is a simple one: what has HR actually cost your business over the last 12 months?

When you add up the time spent on disciplinaries, grievances, sickness linked to unresolved issues and recruitment after avoidable exits, the number is usually an eye-opener.

And with employment law changes on the way that will make it easier for employees to bring claims, the cost of getting things wrong is only going up.

There are broadly four options for how you handle HR in your business.

  1. Giving it to an existing team member
  2. Hiring a dedicated HR manager
  3. Using a large provider
  4. Or working with an independent consultant

Each comes with different costs, different levels of expertise and different trade-offs.

What we find is that most small businesses benefit from having someone they can call before a situation escalates.

Not a generic helpline. Someone who knows your business, your team and the specific pressures you are dealing with.

A flawed investigation cost one employer over £12,000 at tribunal

A recent tribunal case is a useful reminder that how you investigate matters just as much as what you investigate.

An employee with over 20 years’ service was dismissed for gross misconduct. But the tribunal found that the investigation process was flawed. The employer failed to consider whether the issue was actually about capability rather than conduct and did not offer support at the investigation stage, despite being aware of the employee’s health condition. No advance warning of the investigation interview was given either.

The result was an unfair dismissal finding and a compensation award of over £12,000, with further compensation still to be agreed.

The lesson for business owners is straightforward. Before you move to dismiss someone, make sure that you have properly investigated the situation, considered all possible explanations and given the employee a fair chance to respond. Rushing to a conclusion, even when you believe the facts are clear, can leave your business exposed.

Everyday mistakes that end up in tribunals

Most tribunal claims do not start with bad intentions…

They start with a conversation that was not documented, a process that was skipped or a decision that felt right at the time but was not handled properly.

Here are some common practices we see that often lead to an employment tribunal:

A quiet word:

A quiet word about someone’s performance that is never written down.

Months later, the business decides to dismiss. The employee claims they were never told there was a problem and there is nothing on file to say otherwise.

Unfair treatment:

Different treatment for different people. Even when the reasons seem reasonable at the time, it can quickly look like unfairness or discrimination when viewed from the outside.

Strict policies:

Sickness policies applied rigidly without checking whether there is an underlying health condition. What starts as absence management can escalate into a disability discrimination claim.

Dismissal of rights:

Flexible working requests turned down without a valid business reason. A “no” that feels reasonable to you may not hold up if it is challenged.

Or a short-service dismissal that looks low risk on the surface but overlooks the fact that the employee has a protected characteristic.

These are not unusual situations.

They happen in businesses of every size, every week.

If you do not have someone to sense check your decisions with, now is a good time to think about that.

A short conversation before you act is almost always cheaper than dealing with the fallout afterwards.

A fifth of workers are not taking their full holiday entitlement

Research from Timetastic found that around 1 in 5 UK employees fail to use their full annual leave because of work pressures. Over a quarter finished last year with more than 15 unused days.

Mid-level managers and supervisors were most likely to skip holidays, with around a quarter saying that they felt unable to step away. Nearly 1 in 10 said that they felt guilty simply for taking their earned leave.

For small business owners, this is worth paying attention to. People who do not take proper breaks are more likely to burn out, make mistakes or eventually leave. If your team is hoarding leave or quietly working through it, that is a sign worth exploring. A quick check on where your team’s leave balances stand could flag issues before they become problems.

Remote job adverts have dropped to their lowest level since 2020

Data from Adzuna shows that remote job adverts in the UK fell by 42% over the past year, reaching their lowest point since March 2020. Overall vacancies also declined for a sixth consecutive month, with competition for roles rising to an estimated 2.3 jobseekers per vacancy.

For small business owners, this shift creates both a challenge and an opportunity. If you are recruiting, you may find more candidates available than in recent years. But if you are relying on office-based roles to attract talent, keep in mind that flexibility still ranks as one of the top priorities for jobseekers.

Getting the balance right between what your business needs and what candidates expect could make the difference in who you attract.

Questions and Answers

If I dismiss someone with less than 2 years’ service, am I safe?

Not necessarily and this is about to change. From 1 January 2027, the qualifying period for unfair dismissal drops to 6 months. That means anyone you employ from July 2026 onwards will be covered. Even now, short-service employees can bring claims for discrimination, whistleblowing or automatic unfair dismissal regardless of length of service. Do not assume a short tenure removes risk.

Do I need to update my contracts after the 2026 law changes?

Yes. Many of the changes under the Employment Rights Act will affect your contracts, policies and procedures. Areas like probation periods, notice terms, flexible working and dismissal processes may all need reviewing. If you have not looked at your documentation recently, now is the time. Get in touch if you would like us to carry out a policy audit so you know where you stand.

At what point do I need formal HR processes?

From the moment you decide to employ someone. Once you have staff, you need contracts, policies and a basic framework for handling things like absence, grievances and performance. It does not need to be complicated, but it does need to exist. Many of the problems we see could have been avoided if the basics had been in place from the start.

Need a chat? Contact us if you have something troubling you.
Click here to arrange a call
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Flexible HR Support For Small Businesses: Understanding Your Options

Posted on by Blue Tree HR

A More Human Approach To Flexible HR Support

For many small businesses, HR needs can change over time. Some benefit from ongoing, retained support, while others may only need guidance at certain points. There is no single right approach. It is about finding what works best for your business and your people.

That is where flexible HR support can play an important role.

Rather than replacing retained HR, it offers another way to access professional advice when it is needed. Whether you are dealing with a specific situation or simply want reassurance before making a decision, having that flexibility can make managing people feel more manageable and less overwhelming.

What Is Flexible HR Support?

At its core, flexible HR support gives businesses access to experienced HR professionals in a way that suits their needs.

This might include one-off advice, project-based work, or support that adapts over time. It is often referred to as ad hoc HR, where support is available as situations arise without a fixed structure. Many businesses use ad hoc HR support when they need clear, reliable advice without committing to ongoing services.

For some businesses, this works alongside retained support. For others, it provides a starting point before moving into a more regular arrangement.

When Might Flexible HR Support Be The Right Fit?

Every business is different, but flexible HR support can be particularly helpful at certain points in your journey. For example, it can support businesses that do not have an in-house HR team, those who only need occasional advice or a second opinion, or those managing a specific employee situation. It can also be valuable when you want to sense-check a decision before taking action, or when your business is growing and your needs are still evolving.

In many of these situations, businesses turn to ad hoc HR support to get practical guidance at the point they need it most.

In these situations, flexible HR support offers reassurance without adding unnecessary pressure or commitment.

The Benefits Of A Flexible Approach

Choosing flexible HR support is not just about cost. It is about having support that feels right for your business and your values.

It allows you to access support as and when you need it, helping you manage costs in a more proportionate way. It also creates space for more personal and responsive conversations, where advice is tailored to your situation rather than taken from a standard template. Importantly, it supports fair and balanced decision-making, combining compliance with a genuine focus on people. Taking the time to refer to trusted sources, such as the guidance available on Gov.uk, can also provide reassurance that your approach is aligned with current expectations. As your business grows, this type of support can also evolve with you, giving you continuity without restriction.

Flexible And Retained HR Working Together

It is not always a case of choosing one approach over another. Many businesses benefit from a combination of both.

While flexible HR support can help in specific situations or at key moments, retained HR can provide ongoing guidance and a more structured level of support. Some businesses choose to start with ad hoc HR and move into a retained model as their needs become more consistent.

A good HR solutions company will take the time to understand your business and help you find the right balance for your needs, both now and in the future. For businesses looking for HR services in Essex, having access to both options can offer reassurance that support is available in a way that feels both practical and personal.

A Supportive Way Forward

At Blue Tree HR, we believe that good HR is about people, not just processes. Whether you need occasional guidance or ongoing support, it should feel accessible, calm, and tailored to you.

That is why flexible HR support is designed to meet you where you are, offering practical advice when it matters most. Whether you need ongoing partnership or more ad hoc HR guidance, the right support should feel straightforward and supportive.

Looking For HR Support That Fits Your Business?

If you would like to explore what kind of support might work best for you, we are always happy to have a conversation, so feel free to contact us for HR support.

No pressure, no jargon. Just honest, practical guidance to help you move forward with confidence.

If you have any questions on the topic or have any other HR issues you would like help with, please get in touch.

Contact us

April Newsletter 2026

Posted on by Melanie
Business birthday heading.

Celebrating 10 years of Blue Tree HR Solutions

The Blue Tree HR Solutions team

This April is a big milestone—Blue Tree HR Solutions has been in business for 10 years!

What started as a one-person venture from a spare room has grown into a thriving business with a fantastic team of three, a dedicated office in Earls Colne, and a community of incredible clients and partners.

From those early days—travelling weekly to meet clients and build relationships—to supporting organisations across all aspects of HR today, the journey has been built on hard work, trust, and a genuine passion for helping businesses put people first.

We’re also proud to be celebrating 10 years of partnership with Breathe HR. This collaboration has enabled the delivery of smarter, simpler HR solutions—combining expert advice with tools that make managing people easier and more effective.

At the heart of everything is a simple belief: HR should be human, practical, and empowering.

Thank you for your trust, your ambition, and your commitment to building great workplaces—we wouldn’t be here without you.

Here’s to the next 10 years of growth, collaboration, and people-first HR.

Employment Rights Act: what's now enforced and what's to come...

The first wave of Employment Rights Act laws have come into effect this month, with more to follow throughout the rest of 2026 and 2027.

To help you to know where you stand, let’s look at what’s already come into force and what’s to follow:

What’s being enforced in April:

  • New paternity leave rules
  • Strengthened whistleblowing protections
  • Updated Statutory Sick Pay
  • Bereaved Partner’s Paternity Leave
  • Menopause and gender equality guidance

Plus, the Fair Work Agency is being established.

Unfair dismissal qualifying period reducing to six months:

This law is being enforced in January 2027, which means that anyone you employ from 1st July 2026 has the right to claim unfair dismissal after just 6 months of service.

This law has the potential to hit you the hardest and you’ll need to reconsider your onboarding, probationary and performance strategies.

What else is happening in 2026: 

In October, new duties arrive around:

  • Preventing harassment
  • Informing employees of their right to join a union
  • Supporting union access
  • Revised tipping rules
  • Changes to recognition processes and protections

These dates will require updates to policies, onboarding and manager guidance.

What to prepare for in 2027

The most significant shifts take effect next year:

  • Unfair dismissal qualifying period reducing to six months (we’ve already discussed this)
  • Uncapped compensatory awards
  • Enhanced protections for pregnant women and new parents
  • Flexible working changes
  • Bereavement leave including pregnancy loss
  • Ending exploitative zero hours practices
  • Regulation of umbrella companies

These will reshape how you manage probation, early performance issues and different working arrangements.

How we can help you

As an independent HR consultant, we can help you to understand what these new laws mean for you and help you to prepare.

Please get in touch for a confidential chat.

How clear expectations protected the employer in this tribunal case

A recent tribunal decision shows why clear expectations matter when a dismissal is challenged.

In this case, a bus driver chased a thief and used force to stop him. Many people felt that he did the right thing.

The employer dismissed him because his actions went beyond what staff were trained and authorised to do. He left the bus unattended and pursued the thief, creating risk for passengers and the business.

The driver disagreed and challenged the decision.

The tribunal did not judge whether the action felt justified. It looked at whether the employer had set clear expectations and followed them consistently. Because it had, the dismissal was upheld.

You might not employ bus drivers, but similar situations come up in shops, warehouses and public-facing roles. This case reinforces that clear expectations are not about control. They give you the confidence that, if a decision is questioned later, you are not relying on opinion or hindsight.

What everyday working habits quietly say about your business

A woman giving HR advice and guidance from Blue Tree HR

Recent research has highlighted that nearly half of workers only step away from where they are working to use the toilet. Not because they don’t value breaks, but because they feel pressure to stay put, keep going and be seen as working.

It also shows that informal breaks and simple conversations support people’s wellbeing more than formal initiatives or perks. That matters, because it’s something most businesses already have control over.

This isn’t about forcing breaks or adding wellbeing schemes. One practical step is to actively encourage people to step away from what they are doing during the day and to visibly do the same yourself

When to stop DIY-ing HR and get the support you need

What HR tasks are distracting you from growing the business?

Most owners start by muddling through HR to save costs. You answer questions as they pop up, deal with issues on the fly and hope that nothing becomes too complicated. It feels efficient in the moment.

But it quietly eats your time.

A simple absence chat turns into a longer pattern you need to manage. A performance concern drags into weeks of back-and-forth. A tricky behaviour issue pulls you into conversations you didn’t plan for.

Each task chips away at focus and, before you realise it, HR is taking more out of your week than sales, operations or strategy.

That’s usually the point where DIY HR stops working. Not because you’re doing anything wrong, but because the business has grown to a stage where winging it becomes a bottleneck.

The smart move is knowing when to hand it over.

Outsourcing to an independent HR consultancy is often the most affordable and effective route.

A consultant will sit down with you, look at what HR tasks are landing on your plate and take on the parts that shouldn’t be draining your time. They’ll also build the right HR foundations so that the business can grow without chaos, surprises or constant distractions.

You get your time back. The business gets stability. HR becomes proactive instead of reactive.

If HR is starting to pull you off the work that actually moves the business forward, get in touch for a confidential chat and we’ll talk you through how we can help.

Business managers suffering from stress

Questions and Answers

Are policies really that important?

Yes. Clear, up-to-date policies set expectations, reduce risk and give you something to rely on if decisions are challenged.

Tribunals look closely at whether policies exist, are reasonable and are applied consistently. Without them, even sensible decisions are harder to defend.

What’s the best way to keep my employees happy?

From a legal perspective, consistency and fairness matter more than perks.

Clear communication, predictable processes and managers who handle issues early and reasonably, do more to reduce disputes, grievances and absence than any formal benefit scheme.

What training do my employees need with the ERA stuff?

The priority is manager training. Line managers need to understand new rights, processes and risk points so that they don’t inadvertently create liability.

Training should focus on day-to-day decisions, not legal theory, and be refreshed as changes are phased in. 

Bullying and harassment trainig for all staff is a must, and opting for the cheap webinar that no one watches is not necessarily going to be enough.

Need a chat? Contact us if you have something troubling you.
Click here to arrange a call

Employment Law Changes in 2026: What Employers Need To Know

Posted on by Blue Tree HR

If you’ve been hearing more about employment law changes in 2026, you’re not alone. Many business owners are asking what these updates really mean in practice and how they will affect their people and day-to-day operations. The reality is that these changes represent one of the most significant shifts in employment law in recent years. While that can feel unsettling, it also brings an opportunity to create fairer and more supportive workplaces.

A Shift Towards Earlier Employee Rights

At the heart of the employment law changes in 2026 is a clear move towards strengthening employee rights earlier in the employment relationship. One of the most notable changes is the reduction in the qualifying period for unfair dismissal. Employees will be able to bring a claim after just six months of service. This means that those early stages of employment matter more than ever. Recruitment decisions, onboarding and probation management will need to be handled with care, clarity and consistency to reduce risk and support positive outcomes for both employer and employee.

Changes To Statutory Sick Pay

Another key development within the employment law changes in 2026 is the extension of Statutory Sick Pay. SSP will now be payable from day one of absence and will apply to a broader group of workers. For employers, this may lead to increased costs and a greater need to manage absence proactively. It is important to approach this with balance, ensuring that employees feel supported when they are unwell while also maintaining clear and fair processes across the business.

Day One Family Leave Rights

The introduction of day one rights for paternity leave and unpaid parental leave is another important step forward. As part of the recent employment law changes in 2026, this gives employees greater flexibility from the very start of their employment. For smaller businesses in particular, this may require more thoughtful workforce planning. Ensuring that policies are clearly communicated and that there is a plan in place to manage absences will help reduce disruption and maintain continuity.

Creating Safer, More Respectful Workplaces

There is also a stronger focus on creating safe and respectful working environments. The employment law changes in 2026 introduce a duty for employers to take reasonable steps to prevent harassment, including from third parties such as customers or clients. This represents a shift from reacting to issues after they arise to taking proactive steps to prevent them. Reviewing workplace culture, providing training and setting clear expectations will all play an important role in meeting this duty and, more importantly, in supporting the well-being of your people.

Increased Enforcement and Accountability

Alongside these changes, a new Fair Work Agency will be introduced to take a more active role in enforcement. As part of the employment law changes in 2026, this means there will be greater scrutiny around areas such as pay, record keeping and general compliance. For businesses that have relied on informal practices, this is a good time to review processes and ensure everything is clear, consistent and well-documented.

For a broader overview of employment rights and employer responsibilities, you can also visit the official UK Government guidance on employee status.

What This Means For Your Business

With so many employment law changes coming into effect in 2026, it is completely understandable to feel unsure about what to prioritise. The key is to take a steady and practical approach. Start by reviewing your current contracts, policies and procedures. Consider whether your managers feel confident handling early conversations around performance and absence. Small, thoughtful steps can make a big difference.

Having the right support in place can also ease the pressure. Whether you work with an HR solutions company on a regular basis or access ad hoc HR support when needed, having a trusted partner can help you navigate change with confidence. For businesses looking for local, tailored guidance, accessing HR support in Essex, such as with Blue Tree HR Solutions, can provide reassurance and practical advice that fits your organisation. A retained HR approach can also offer ongoing consistency, helping you stay ahead of changes rather than reacting to them.

Moving Forward With Confidence

Ultimately, the employment law changes of 2026 are about more than compliance. They are about creating workplaces where people feel valued, protected and supported to do their best work. By taking the time to understand what is changing and putting the right foundations in place, you can approach this new landscape with confidence and clarity.

Ready To Get Ahead Of The Changes?

The employment law changes in 2026 may feel like a lot to take in, but you don’t have to navigate them alone. With the right guidance, these changes can become an opportunity to strengthen your business, support your people and build a more confident, compliant workplace.

If you’d like clear, practical advice tailored to your organisation, we’re here to help. Whether you need one-off support or ongoing guidance, our team can work alongside you in a way that suits your business. We are also offering an HR audit to review employers’ compliance with the new laws and provide an action plan for any changes required.

Get in touch today to explore how we can support you through the employment law changes in 2026 with clarity, care and confidence.

If you have any questions on the topic or have any other HR issues you would like help with, please get in touch.

Contact us

Leadership Development For Managers: Building Confident, People-First Leaders

Posted on by Blue Tree HR Solutions

In many growing businesses, technical expertise is often the reason someone is promoted. Yet the skills that make someone good at their job are not always the same skills needed to lead others. Leadership development for managers is becoming one of the most important investments a small business can make, particularly as expectations around communication, fairness and wellbeing continue to rise. Managers today are navigating far more than targets and deadlines. They are expected to handle sensitive conversations, support mental health, manage hybrid teams and resolve conflict calmly and consistently. Without the right support, even capable and committed individuals can feel uncertain in their role.

Leadership Development For Managers In Small Businesses

In larger organisations, leadership training is often built into progression pathways. In small and medium-sized businesses, it is more common for managers to learn through experience alone. While experience is valuable, relying on instinct can create inconsistency and unnecessary risk.

Leadership development for managers provides structure and clarity. It helps managers understand their responsibilities, both legally and culturally. It gives them the confidence to address performance concerns early rather than avoiding difficult conversations. It also encourages fairness, ensuring that policies are applied consistently across teams. Referring to recognised best practice, such as the guidance provided by ACAS on disciplinary and grievance procedures, can help managers apply fair and consistent processes with confidence.

When development is overlooked, small issues can escalate quickly. Minor misunderstandings become formal grievances. Performance challenges turn into lengthy processes. Absence is handled differently across departments. Over time, this inconsistency can erode trust and affect morale.

Moving From Reactive To Proactive Support

For many businesses, support begins with ad hoc HR advice when a situation arises. There is certainly a place for that, especially when quick guidance is needed. However, leadership development for managers is most effective when it is not purely reactive.

A more structured approach, often supported through retained HR services, allows managers to build confidence over time. Instead of only responding to problems, they develop the skills to prevent them. They learn how to communicate expectations clearly, how to document conversations appropriately and how to approach sensitive matters with empathy and professionalism. Our approach to HR advice and guidance for growing businesses focuses on building that long-term confidence rather than simply solving immediate issues.

Leadership development for managers becomes part of everyday practice rather than a one-off event. This consistency helps managers feel supported and reduces the pressure of facing complex situations alone.

The Role Of The Right HR Support

Working with an experienced HR solutions company can make leadership development practical and tailored. Rather than delivering generic training sessions, effective HR solutions focus on real workplace scenarios. They reflect the culture, values and size of the business.

Through ongoing support, managers can reflect on challenging conversations, seek reassurance when needed and strengthen their decision-making. Leadership development for managers is not about turning individuals into corporate executives. It is about helping them lead in a way that aligns with the organisation’s values while protecting fairness and compliance.

This approach also benefits retention. Employees are more likely to stay in workplaces where communication is open and respectful. A manager who listens, sets clear boundaries and addresses concerns early creates psychological safety within their team. That sense of safety supports engagement and performance naturally.

Protecting Culture As You Grow

Growth brings opportunity, but it also brings complexity. As teams expand, culture can shift quickly. Leadership development for managers plays a key role in protecting what makes your business unique.
When managers understand how to lead with clarity and care, values are reflected in everyday decisions. Expectations remain consistent. Trust is strengthened across the organisation. Managers themselves feel more confident and less isolated in their role.

Ultimately, leadership development for managers is about investing in people. It reduces risk, strengthens relationships and supports sustainable growth. If you are unsure whether your managers feel fully equipped, this may be the right time to reflect on the support you currently provide. With the right HR solutions in place, you can create confident leaders who nurture strong, respectful teams and a healthy future for your business.

If you would like to explore how retained HR or tailored HR solutions could support your managers, we would be happy to have an open conversation, so feel free to contact us. Developing confident, people-first leaders does not need to feel overwhelming. With the right guidance, it can become one of the most positive steps you take for your company.

If you have any questions on the topic or have any other HR issues you would like help with, please get in touch.

Contact us

March 2026 Blue Tree HR Solutions Newsletter

Posted on by Melanie
   
Newsletter header image

How an HR budget will save you money this year

Most businesses say they don’t have an HR budget.

What they usually mean is that they don’t have a planned one.

In reality, most businesses are already spending money on HR. They just don’t think of it that way.

HR costs tend to show up reactively. A grievance that needs handling. An investigation that takes up management time. External advice brought in once something has already escalated.

By the time these costs become visible, they’re often higher than expected and harder to control.

What we’re seeing more of is business owners stepping back and asking a simple question:

“What has HR actually cost us over the last year?”

When you add up things like grievances, disciplinaries, management time, sickness linked to unresolved issues and recruitment after avoidable exits, you’d be surprised how it mounts up.

If you haven’t already, set aside 30 minutes this month to add up what HR has really cost your business. Most businesses have never done that and it’s usually an eye-opener.

For many businesses, redirecting a small part of that reactive spend into more proactive HR support is enough to reduce risk, save money and give managers more confidence day to day.

If you’d like help with reviewing your current HR spend or planning a more proactive HR budget, we can help you to talk it through and sense check the numbers.

And if you’d like the full detail, including how to spot hidden HR costs and understand what proactive HR support looks like in practice, get in touch for a copy of our latest guide on creating an HR budget.

What one company did to tackle loneliness at work and why it worked

A Swedish company has trialled a “friendship hour”, giving employees paid time to socialise, with staff reporting that they felt happier and less isolated.

The initiative was introduced to tackle workplace loneliness, particularly during the darker winter months when wellbeing often dips. The trial shows that simple, human-focused interventions can have a real impact.

Food for thought: wellbeing doesn’t always need formal programmes, sometimes creating space for connection is enough.

Government-backed training highlights the role managers play in preventing long-term sickness

Earlier this year, the government funded free occupational health training to 5,000 line managers in small businesses, aimed at helping them to spot early signs that someone might be struggling, such as ongoing fatigue, changes in behaviour or rising absence.

With long-term sickness now affecting millions of workers and costing businesses thousands per employee, the initiative highlights a familiar pattern: absence problems often get worse because conversations happen too late or managers don’t feel confident starting them.

While the results of this initiative are yet to be announced, the message will feel familiar to many business owners. Absence management works best when issues are picked up early, conversations happen sooner rather than later and managers know when to step in before a situation becomes long-term or costly.

What to do when an employee is arrested

Learning that an employee has been arrested can feel alarming, but acting too quickly can create unnecessary risk. An arrest is not the same as a charge or a conviction and many cases go no further.

The key is proportionality: understand where things are in the legal process, consider whether it’s relevant to the role and respond calmly with the right policies and conversations in place.

Recruit or reorganise?

Employing people is getting more expensive.

Not just salary, but the wider costs and obligations that come with being an employer, especially with the Employment Rights Act coming into force.

When work increases and your people feel stretched, the instinct is to hire.

That reaction makes sense. But with rising employment costs, payroll forecasting now needs more thought than it used to.

Every new hire is a long-term cost, not a short-term fix.

Before recruiting, it’s worth stopping and asking:

“Do we actually have a resourcing issue or a structure one?”

In many businesses, roles have grown organically. Work has been added on. Responsibilities overlap. Skilled people are spread thin or doing work that no longer makes sense.

The capability is often already there, just not structured properly.

Stepping back to look at organisation design can be a quicker, cheaper and more effective way to create capacity than recruiting straight away.

If you would benefit from an external pair of experienced eyes to review your situation, get in touch and we can talk it through.

Q&A

Can I ask staff to share their work location if they are working remotely?

Yes, as long as there’s a clear business reason. For example, health and safety, data security or knowing where people are working for operational reasons. Be clear about why you’re asking and avoid collecting more information than you actually need.

What should I do if an employee refuses to complete mandatory training?

Start by understanding why they’re refusing. If the training is genuinely mandatory for the role (for safety, legal or operational reasons), make that clear and give them a reasonable opportunity to complete it. If they still refuse, it may become a conduct or performance issue that needs to be managed formally.

Can I tell staff they cannot bring their personal phone on to the shop floor or job site?

Yes. You can set reasonable rules around personal phones at work, especially for safety, security or productivity reasons. Make sure the rule is clear, applied consistently and allows for exceptions where appropriate, such as emergencies.

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Can I fire someone for poor performance?

Posted on by Melanie

Poor performance is one of the hardest issues to deal with as a business owner.

You rely on your team to keep things running and when someone is not delivering it affects productivity, morale and your own time too.

It is natural to wonder whether you can let them go, but dismissal for poor performance is something you need to handle carefully.

Here is what you need to know.

Start by understanding what is going wrong

Before you think about ending someone’s employment, it is important to understand the problem properly.

Ask yourself:

  • Is it a skills issue, a workload issue or a motivation issue?
  • Have they had proper training and a fair chance to learn the role?
  • Are your expectations clear and realistic?

Honest reflection can often uncover what is getting in the way.

Have a clear conversation and give them a fair chance to improve

Start with an informal conversation first.

Focus on:

  • What is not working
  • How it affects the business or the team
  • What needs to change and by when

Keep it factual and specific. Most people want to do a good job and clarity alone can sometimes make the difference.

If things do not improve, you should move to a more structured and documented plan so that the employee understands what needs to change and has a fair chance to improve.

This might include:

  • Setting clear, measurable objectives
  • Agreeing what “good enough” looks like in the role
  • Offering support, training or mentoring where appropriate
  • Agreeing a reasonable timescale to improve
  • Booking follow-up meetings to review progress

The aim is to give the person a genuine opportunity to improve, not to push them out.

Follow your policy and the ACAS Code

If things still do not improve, you may need to move into a formal performance (capability) process.

That means:

  • Following your own procedures
  • Following the principles in the ACAS Code of Practice
  • Inviting them to a meeting, explaining the concerns and letting them respond
  • Considering their explanations and any evidence
  • Issuing warnings, where appropriate, rather than jumping straight to dismissal
  • Allowing an appeal if a formal warning or dismissal is given

A fair, consistent process is one of the key things that would be examined if a dismissal was challenged.

Keep good records

Documentation protects both you and the employee.

Make a note of:

  • Key conversations and dates
  • What was agreed
  • Any support or training offered
  • Warnings given
  • Improvements or ongoing issues

If you do eventually need to consider dismissal, a clear paper trail will be essential.

With changes coming, fairness matters more than ever

At the moment, employees usually need 2 years’ service before they can claim ordinary unfair dismissal, although there are important exceptions.

Under the Employment Rights Act 2025, this qualifying period will be reduced to six months, as confirmed by the government.

In practice, this means its sensible to:

  • Treat all performance dismissals as if they may be scrutinised
  • Tighten up probation reviews and performance management now
  • Make sure your processes are clear, fair and up to date

A good process will help you, whatever the final detail of the new law looks like.

So, can you fire someone for poor performance?

In some situations, dismissal for poor performance can be fair, but only if:

  • Expectations were clear
  • The person was given support and a reasonable chance to improve
  • You followed a fair procedure and your own policies
  • You kept proper records
  • You considered alternatives before deciding to dismiss

Because every case is different and laws are changing, it is important to get advice before you make a final decision.

Get support before you act

If you are dealing with a performance issue and are unsure as to what you can safely do next, we can help.

We can:

  • Review what has happened so far
  • Help you to plan the next steps in line with good practice
  • Sense check whether your process is fair and well documented
  • Support you to update your policies for the changes coming under the Employment Rights Bill

If you would like to talk a situation through before making a big decision, get in touch and we can walk you through it step by step.

HR Advice and Guidance: Practical, People‑First Support For Growing Businesses

Posted on by Blue Tree HR Solutions

When it comes to managing people well, having access to the right HR advice and guidance can make all the difference. For small and growing businesses especially, HR isn’t just about compliance; it’s about creating a workplace where people feel supported, treated fairly, and able to do their best work.

At Blue Tree HR Solutions, we believe HR should feel human. Rooted in empathy, clarity, and care, good HR helps businesses grow sustainably while looking after the people at their heart.

What Do We Mean By HR Advice And Guidance?

HR advice and guidance is the ongoing, practical support that helps employers navigate people‑related matters with confidence. Rather than reacting to problems when they escalate, it is about having a trusted source of expertise to help you make informed, fair decisions every step of the way. This is where clear, proportionate HR solutions provide reassurance and consistency.

This kind of support blends technical knowledge of employment law with a deep understanding of people, relationships, and workplace culture. It recognises that every organisation, like every individual, is different.

Why HR Advice And Guidance Matters For SMEs

For many SMEs, there isn’t an in‑house HR team, and that’s where tailored HR advice and guidance become invaluable. Many organisations benefit from flexible HR services and solutions that combine retained HR support with ad hoc HR support, allowing them to access expert guidance as and when people issues arise. Without it, business owners can feel isolated, unsure, or overwhelmed when dealing with people issues.

Having the right support in place helps you to:

Make confident, legally sound decisions. Treat employees consistently and fairly. Reduce the risk of disputes or claims. Build trust and engagement across your team. Protect both your people and your business.

Most importantly, it allows you to focus on leading your business, knowing your people practices are aligned with your values.

Key Areas Where HR Advice And Guidance Support Employers

Effective HR advice and guidance covers the full employee lifecycle, offering clarity and reassurance at each stage. When delivered as part of practical HR services and solutions, it adapts to the changing needs of your business.

Recruitment And Onboarding

Getting things right from the start sets the tone for the whole employment relationship. Support here includes writing fair, inclusive job descriptions, running compliant recruitment processes, issuing clear contracts and offer letters, and creating welcoming onboarding experiences.

Performance Management

Performance issues are rarely just about capability. They are often about communication, expectations, or support. Practical HR guidance helps you set clear objectives, hold constructive conversations, manage underperformance fairly and lawfully, and support development and growth.

Absence, Well-being, And Flexibility

People are human, and life happens. Thoughtful HR advice and guidance helps employers manage sickness and long-term absence, support mental health and wellbeing concerns, respond to flexible working requests, and make reasonable adjustments, all while balancing compassion with business needs.

Discipline And Grievance Matters

These situations can feel daunting. Having calm, expert guidance ensures processes are fair and consistent, legally compliant, and handled with dignity and respect.

This protects everyone involved and helps maintain trust, even in difficult moments.

Policies, Compliance, And Best Practices

Up-to-date policies provide clarity and consistency. Ongoing HR support helps you keep pace with changes in employment law and evolving best practice, informed by recognised guidance such as that published by Acas, without losing sight of your culture and values.

A People‑First Approach To HR Advice And Guidance

At Blue Tree HR Solutions, our approach to HR advice and guidance is grounded in respect for people, for communities, and for the environment we all share. We work in partnership with our clients, taking the time to understand their business, their challenges, and their values.

We believe people do their best work when they feel valued. Fairness and kindness strengthen workplaces. Sustainable businesses put people at the centre.

Just like tending a healthy tree, good HR requires patience, care, and the right support to help people and organisations grow together.

How The Right HR Advice And Guidance Can Help Your Business Thrive

When you have trusted HR advice and guidance behind you, you’re not just managing risk – you’re building a positive, resilient workplace. One where conversations are handled with confidence, challenges are addressed early, and people feel genuinely supported.

If you’re looking for HR support that combines expert knowledge with warmth, empathy, and plain‑English advice, we’d love to help. Our HR solutions include retained HR partnerships as well as responsive ad hoc HR support. This means you can access trusted HR services and solutions, whether you need ongoing support or one-off, ad hoc HR advice, without unnecessary complexity.

Get in touch with Blue Tree HR Solutions to explore how our people‑centred HR advice and guidance can support you and your business to grow, naturally and sustainably.

If you have any questions on the topic or have any other HR issues you would like help with, please get in touch.

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Can I suspend an employee during a workplace investigation?

Posted on by Melanie

Can I suspend an employee during a workplace investigation?

When something serious happens at work, it can be hard to know what to do next.

You want to protect your team and your business, but you also want to be fair.

Suspending someone might feel like the simplest option, but it should only be used when there’s no other way to keep things safe and impartial.

Think about alternatives first

Before jumping to suspension, look for practical ways to keep things running:

  • Could they work different hours or in another area?
  • Could someone else oversee their work for a while?
  • Could you limit access to systems, vehicles or customers?

If those options let you investigate properly, use them instead.

If you really do need to suspend

Sometimes it’s unavoidable, especially if there are safety concerns, confidentiality issues or a risk they could influence others involved.

If that’s the case:

  • Be clear on why: Suspension should never be a punishment. It’s simply to protect the process.
  • Confirm it in writing: Explain what it means day to day, how long it’s likely to last and who they can speak to.
  • Keep it private: Only share it with people who genuinely need to know.
  • Keep pay and benefits going: It’s a neutral step, not disciplinary action.
  • Check in regularly: Don’t leave someone in limbo. Review it as things move forward.

Stay in touch

Being suspended can feel like being shut out.

Keep communication open, make sure that they have a point of contact and let them know what happens next.

Handled with care, it helps to protect morale and trust across your team.

Don’t delay the investigation

Once someone is suspended, get on with the investigation quickly.

The longer it drags on, the harder it is for everyone involved.

Get the right advice

If the issue is sensitive or complex, speak to an HR consultant or employment lawyer early.

A quick chat could save you time, stress and potential claims later on.

In short

Yes, you can suspend an employee during an investigation, but only when it’s fair, reasonable and truly necessary.

Do it right, and you’ll protect both your people and your business while you get to the truth.

If you’d like to make sure your disciplinary and investigation processes are set up properly, get in touch for a quick review.

If you have any questions on the topic or have any other HR issues you would like help with, please get in touch.

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