HR Archives - Reshape HR

25Jan

Confirmed Employment Law Changes – April 2026

Further to our last update in October 2025, on 18 December 2025, the Government confirmed the employment law changes coming into effect as of April 2026.

For the avoidance of doubt – we will communicate further changes coming into effect in 2026 and 2027 in due course.

Paternity Leave and Unpaid Parental Leave

Paternity Leave – will become a “day-one right”. This means employees will be able to provide notice to take leave from the first day of their new employment, without the need to meet minimum service requirement.

The restriction preventing employees from taking paternity leave following shared parental leave will be removed.

Unpaid Parental Leave – currently, employees must have at least one year’s service to qualify for parental leave. From April 2026, this qualifying barrier will be removed, thus allowing eligible employees to take unpaid parental leave from day one of their employment.

Statutory Sick Pay (SSP)

From April 2026:

The lower earnings threshold will be removed, meaning more employees will be eligible for SSP.

The three “waiting days” rule will be removed, meaning SSP will be payable from the first day of sickness absence.

Sexual Harassment

From April 2026:

Sexual harassment will become a “qualifying disclosure”.

This means that employees making a qualifying disclosure will be protected from suffering a detriment or dismissal, and any dismissal under these circumstances will be considered automatically unfair.

Collective Consultation

The maximum award will double, increasing from 90 days’ pay to 180 days’ gross pay.

Other changes coming into effect from October 2026:

Fire and Re-hire – in most cases will become an automatically unfair dismissal.

Harassment – Employers will be liable for harassment from third parties, unless they have taken all reasonable steps to prevent it happening. Employers will need to ensure that they take ‘all reasonable steps’ to prevent sexual harassment at the workplace – current the law mentions ‘reasonable steps’.

Time limit for making an ET case will double, currently it is 3 months. From October 2026, this will increase to 6 months.

Let us assist you:

If you need a policy for your business, or looking to outsource your HR compliance duties so you can focus on your business, or if you are simply looking to run something past us, get in touch with us via 👇🏽:

↠ T: 0141 471 5510
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20Oct

Employment Law Changes – April 2026

Ehsan AhmadEmployment Law, HR

2026 is shaping to be a year of significant employment law changes with some coming into effect in April and the remainder expected to come into effect in October. The proposed changes below are expected to come into effect in April 2026:

Paternity Leave and Unpaid Parental Leave

Paternity Leave – it is proposed that paternity leave will become a “day-one right”. This means employees will be able to provide notice to take leave from the first day of their new employment, without the need to meet minimum service requirement.

Unpaid Parental Leave – currently, employees must have at least one year’s service to qualify for parental leave. It is expected that the government will remove this qualifying barrier, thus allowing eligible employees to take unpaid parental leave from day one of their employment.

Statutory Sick Pay (SSP)

The bill proposes the following:

Removing the lower earnings threshold, meaning more employees will be eligible for SSP.

Removing the “waiting days” rule – currently SSP is payable from the fourth day of absence (unless absences are linked). From April 2026, it is proposed that SSP will be payable from the first day of sickness absence.

Sexual Harassment

Under the proposed legislation:

Disclosure that are made in relation to sexual harassment – including any that have occurred, or is occurring or likely to occur, will qualify as a “protected disclosure”.

As with any qualifying disclosures, the disclosure does not need to be proven, but the individual must hold a reasonable belief that is true.

This means that employees making a qualifying disclosure will be protected from suffering a detriment or dismissal, and any dismissal under these circumstances will be considered automatically unfair.

Collective Consultation

The bill is expected to propose an increase to the current maximum award that a tribunal can award where a business failed to follow its obligations in regard to collective consultation.

The maximum award is expected to double, increasing from 90 days’ pay to 180 days’ pay.

Final Note

The above proposals form part of the wider “Employments Right Bill” that are designed to modernise the UK employment protections and practices. Further changes are being proposed for 2027, including the introduction of day-one right to protection from unfair dismissal.

As with any reforms, although the government has provided provisional dates, the legislation have not yet been enacted. Employer should continue to monitor updates and seek professional advice prior to making any contractual or policy changes.

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15Mar

Our HR Offerings

Ehsan AhmadGeneral, HR

Can you believe that we are already half-way through March? Us neither 🤔💭!

This year we have already assisted our clients in complying with their HR duties; from issuing up-to-date contracts to assisting with maternity procedures to fully launching our Remote HR function (comes standard with our retainer offerings), and we still have 9 months to go…⏱️.

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#Business
#BusinessSupport
#Glasgow
#Ayrshire
#UK
#Edinburgh
#Lanarkshire
#HR
#ReshapeHR
#HRSupport
#HRAdvice
#HRStarterPackages
#HRCompliance
#HROutsourcing
#HRConsultancy
#PayrollSupport
#PayrollOutsourcing

11Jan

HR Services

Ehsan AhmadGeneral, HR

It has been a tremendously busy start of the year for Reshape HR, from assisting clients with managing sickness absence cases to fully launching our Remote HR function (comes with HR software as standard), it could not have gone better 📈🌟.

↠ T: 0141 471 5510
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22Dec

Managing Sickness Absence

Ehsan AhmadEmployment Law, HR

The number of queries we are getting regarding managing short-term and long-term sickness absence is on the increase 📈📈.

🌟 Top tip:

It is very important to have an up-to-date sickness absence policy in place, which allows employees – to understand and be aware of an acceptable level of absence and for businesses to have a clear and refined process in managing persistent and/or long-term absence 🌟.

If you need a policy for your business, or if you are looking for HR support or simply looking to run something past us, get in touch with us via 👇🏽:

↠ T: 0141 471 5510
↠ E: info@reshapehr.com
↠ W: reshapehr.com

31Oct

HR Starter Packages

Ehsan AhmadGeneral, HR

We have launched some great value HR Starter Packages for SME’s, designed to meet their HR compliance, these can be found on https://reshapehr.com/service/hr-starter-packages/

If you are looking for HR support or simply looking to run something past us, get in touch with us via 👇🏽:

↠ T: 0141 471 5510
↠ E: info@reshapehr.com
↠ W: reshapehr.com

26Oct

Outsource Your HR Needs to Us

Ehsan AhmadGeneral, HR

Discover why HR is important for your business, from improving efficiency and employee engagement to having effective policies and procedures in place👇🏽👇🏽:

HR Services

If you are looking for HR support or simply looking to run something past us, get in touch with us via 👇🏽:

↠ T: 0141 471 5510
↠ E: info@reshapehr.com
↠ W: reshapehr.com

#Business
#BusinessSupport
#Glasgow
#Ayrshire
#UK
#Edinburgh
#Lanarkshire
#HR
#ReshapeHR
#HRSupport
#HRAdvice
#HRStarterPackages
#HRCompliance
#HROutsourcing
#HRConsultancy
#PayrollSupport
#PayrollOutsourcing

03Oct

Breast Cancer Awareness Month

Ehsan AhmadGeneral, HR

Background

Breast Cancer Awareness Month is held globally on an annual basis.

Breast Cancer Awareness Month was founded in 1985 as a partnership between the American Cancer Society and the pharmaceutical division of Imperial Chemical Industries.

According to Ladies Fighting Breast Cancer (LFBC): ”The very first organised attempt to establish worldwide attention for breast cancer occurred in October 1985 in the United States. The campaign aimed to educate people about the disease and encourage women to go for their screenings to improve their chances of an early diagnosis. This effort went on to inspire others to support the movement.

One of the individuals who sought inspiration was Evelyn H. Lauder; the founder of make-up brand, Estee Lauder. In 1993, she established the Breast Cancer Research Foundation to generate money solely for the cause and came up with the iconic pink ribbon as the symbol for breast cancer, which is instantly recognisable today.”

What is Breast Cancer?

According to Cancer Research UK: “Breast cancer is when abnormal cells in the breast begin to grow and divide in an uncontrolled way and eventually form a growth (tumour).

Breast cancer starts in the breast tissue, most commonly in the cells that line the milk ducts of the breast. It is the most common cancer in the UK. It mainly affects women, but men can get it too.”

Breast cancer is often seen as something that only affects the female population; however, it can affect men too. According to Cancer Research UK statistics: “Breast cancer is more common in women than men. Around 55,500 women and around 370 men are diagnosed in the UK each year”.

What is a Breast screening?

According to Cancer Research UK: “Breast Screening uses a test called mammography which involves taking x-rays of the breasts. Screening can help to find breasts cancers early when they are perhaps at the early stages. These tiny breast cancers are usually easier to treat than larger ones.

It is important to remember that screening will not prevent you from getting breast cancer but aims to find early breast cancers.

Overall, the breast screening programme finds cancer in around 9 of every 1,000 women having screening.”

Is there any way to reduce the risk of Breast Cancer?

According to Cancer Research UK, “some factors can help to reduce the risk of breast cancer

Being physically active – Various studies have shown that physical activity can reduce the risk of breast cancer. An analysis of 35 studies found that highly active women had a 14% lower risk of developing breast cancer in comparison to those that are less active.

Breastfeeding – Breastfeeding lowers the risk of developing breast cancer, particularly if you have your children when you are younger. The longer you breastfeed the more the risk is reduced.”

How can I raise awareness of Breast Cancer Awareness Month?

You can raise awareness by:

Sharing on social media – By sharing this article and other articles and information on social media, you can raise awareness on Breast Cancer and why it is so important to have a breast screening.

Join an event – Multiple events are being hosted by cancer charities throughout this month, if you would like to join an event, we recommend you to join an event hosted by Cancer Research UK, Breast Cancer Now or by the Pink Ribbon Foundation.

Promote Breast Cancer Awareness Month – You can promote Breast Cancer Awareness Month by organising a donation dress-down day in your workplace, if you would like to do this then please speak to your manager(s) to get permission. You might be able to join in Breast Cancer Now’s wear it pink day, if you would like to know more about wear it pink day, then please visit https://www.wearitpink.org.

Wearing a pink ribbon – By wearing the pink ribbon which signifies Breast Cancer, you are helping to raise awareness for Breast Cancer, why not hand some out in your workplace and share with your colleagues.

24Aug

How to have awkward chats as a line manager?

Ehsan AhmadGeneral, HR

Do you need to have an awkward chat with an employee, but unsure where, and how to begin?

Whether it’s about addressing decreased performance or inappropriate comments, the burden largely of having the awkward conversation falls on the individuals line manager. It may seem awkward or uncomfortable at first, but addressing matters with the individual can have many benefits.

In this article, we’ll explore how best to approach having difficult conversations with employees, especially those which may carry an element of risk. With a step-by-step guide, you as a line manager can address many of the workplace issues through a conversation, and help to create a much more positive, and healthier working environment.

What are difficult conversations?

In a workplace, a difficult conversation is one in which you have to manage both emotions and information in a sensitive way in order to deal with an issue.

The most common types of conversations that tend to be a cause of concern for both line managers and business are:

Decreased employee performance
Inappropriate behaviour
Complaints and grievances
Addressing conflicts
An employee not adhering to the values and policies at their workplace

Why are difficult conversations so important?

As humans, we tend to avoid hard to handle conversations both in our personal and work lives. However, not being able to deal with a difficult issue head on can end up creating an environment of dread and anxiety.

As a manager there are two reasons to embrace difficult conversations. First, they set the tone that there is nothing we can’t discuss and/or handle together. Second, difficult conversations set the foundation for an honest and open work environment that thrives on focusing on the goals, not the problems.

That’s why it’s so important to learn, and follow, the proper steps to having difficult conversations with your colleagues. If your business has an HR team and/or HR policies in place make sure you consult them to ensure you are following the correct HR procedure to have any conversation necessary. HR professionals are on hand to guide managers on how to have any difficult conversation while keeping with HR’s core principles: empathy, discretion and professionalism.

In the next few sections, we’ll outline what to do before, during and after your conversations and how you can ensure these conversations go as smoothly as possible and you achieve an outcome which addresses the issues but more importantly ensures that corrective measures are in place going forward.

Before the conversation

Schedule plenty of time for the conversation, and prepare what you are going to say. Allow for breaks to gather and reflect on your thoughts and approach.

Points to think about prior to your conversation:

Check your facts and gather relevant documents. This is also a good time to review any relevant Company policies or rules that concern the situation, liaise with the HR Department in your business to ensure you are following the procedure correctly.
Take a moment to try to see the situation from your employee’s perspective. Proceed with an open mind and empathy. It is important to not make any definitive assumptions.
What outcome do you want? What possible solutions can you propose to resolve the matter?

During the conversation

Beyond the prep work, there’s a lot you can do to make sure you’re setting yourself, and your employee, up for success.

Here are a few tips on how to achieve the most out of your difficult conversation:

State the issues and provide examples. State the impact that the problem may be having on the wider team and the business.
Show you care. Put aside your view and let the employee explain their side of the story.
Confirm and clarify your understanding of what they have said and validate them where appropriate.
Reassess your position. Take this chance to clarify your position without minimising theirs. Has your position changed based on the information they provided?
Work with the employee to develop solutions and together agree on a way forward.

After the conversation

Take some time, and debrief HR and/or a senior manager. At this stage share your thoughts too.

Most importantly, it is vital to note from a both ethical and confidentiality point of view, that the matter is not discussed with any other employees.

It is important to follow up with the employee after a difficult conversation has taken place, this reassures them that you are there to provide support and guidance as. Some pointers to keep in mind may include:

Taking a one-to-one moment to tell your employee that you appreciated the conversation you both just had.
In the days that follow, offer your employee the chance to ask any follow up questions, or continue the discussion if needed.
Celebrate positive progress promptly, to keep them both focused and motivated. Don’t let their hard work go unnoticed.

Creating a culture at the workplace where all categories of feedback are welcomed is not easy, but the resulting accountability drives dedication and willpower within the team that wouldn’t otherwise be realised.

Reshape HR is here to assist. We work with a variety of clients based across the UK, so if you are looking for HR or Payroll support or simply looking to run something past us, please do get in touch with us via:
T: 0141 471 5510
E: info@reshapehr.com
W: reshapehr.com

10Aug

Menopause at the Workplace

Ehsan AhmadGeneral, HR

According to Henpicked: Menopause in the Workplace, women over the age of 50 are the fastest growing demographic in the workforce. The average age for a woman in the UK where menopause starts to affect them is, 51. However, it can be much earlier than this, naturally or due to surgery, or illness and symptoms can start many years before menopause, this is called the perimenopause phase.

As more employees go through the menopause during their working lives, employers and line managers need to be aware of the impact this can have on an individual at their workplace.

Some common symptoms of menopause and perimenopause include:

Sleep disturbances, which may be a result of night sweats and make you feel tired and irritable
Hot flushes (sudden surges of heat usually felt in the face, neck and chest which can make you dizzy)
Changes to your mood, anxiety and/or depression, memory loss, mood swings, low self-esteem and reduced concentration
Irregular periods
Muscle aches and joint pains
Weight gain
Headaches
Recurrent urinary tract infections (UTIs) including cystitis
Skin changes including dry and itchy skin.

Understandably, any of these common symptoms would impact your day-to-day life, including at your place of work. Therefore, it is important for line managers and employers to be aware of these symptoms and how the effects of menopausal symptoms could affect an employee’s work.

According to research from the CIPD, the professional body for HR and people development, three out of five (59%) working women between the ages of 45 and 55 who are experiencing menopause or perimenopause symptoms say it has a strong impact on their lives and has a negative impact on them at work. Of those who were affected negatively at work, also reported the following issues:

65% said they found it more difficult to concentrate
58% said they experienced more stress
52% said they felt less tolerant with clients and colleagues
30% said they had taken sick leave days due to their symptoms, but only 25% of them felt able to tell their manager the real reason for their absence

Supporting employees through menopause – what should line managers and employers be doing?

The role of line managers in supporting people experiencing the menopause transition is critical. They are normally the first point of contact if someone needs to discuss a possible health concern, or needs an adjustment to their work or work schedule to enable them to perform to their fullest potential.

The degree of trust you build with employees determines how willing employees suffering from menopausal symptoms are able to discuss any support or adjustments they need at work. Simple management techniques you can adopt that can make a big difference include:

Build relationships based on trust, empathy and respect.

This will make it much easier for an employee to feel comfortable about raising a potential health issue, like menopause.

Consistent and informal one-to-ones with employees can provide the setting for a conversation about any changes to someone’s health concerns, including menopause.

This will help to create an open and inclusive culture and environment that encourages people to raise any concerns

Don’t make any assumptions – everyone has different experiences, so take your lead from the individual

Some actions employers can take to ensure that they are supporting employees affected by the symptoms of menopause:

Positive messaging – employers should make sure menopause is treated as a medical issue and highlighted as such. Guidance for both employees and line managers on dealing with the menopause and symptoms should be openly available within the workplace.

Various channels for support – Some people may feel uncomfortable going to their line manager (particularly if they are of the opposite gender), and the topic of menopause may be more difficult to raise for employees who are transgender, non-binary or intersex. Therefore, various channels of support should be available.

For example, a designated menopause point-of-contact within the business or HR department for employees and their line managers.

Flexibility – Working arrangements should be in place to ensure they meet the needs of menopausal employees. Some may need to leave the workplace suddenly if they feel unwell, and/or may need a desk fan to help with hot flushes. They may also require more breaks throughout the day.

For example, employers should avoid penalising employees who need to take more frequent bathroom breaks.

Menopause policy – Some businesses (who don’t already) may want to consider putting in place a standalone policy covering menopause. This should contain information such as directing employees to relevant support channels or to HR where they believe reasonable adjustments to their workplace or working hours could be helpful.

Employment law and menopause

Menopause at the workplace is covered by certain pieces of legislations to protect employees:

The Equality Act 2010, which protects people from discrimination in the workplace, the menopause is mainly covered under three protected characteristics:

Age discrimination

Employees are protected from being treated less favourably because of their age. Given that menopause is typically age-related, if someone is being treated less favourably because they’re going through menopause, this in turn can be related to the age of a person.

It is also important for employers to note that age discrimination can affect young people who go through early or medically induced menopause.

Sex discrimination

Women who are treated less favourably than men can bring forward a claim for sex discrimination. Employment tribunals may find a case of direct discrimination if menopause symptoms are treated differently than any other medical conditions.

Employers should remember workplace jokes regarding menopause should be treated just as seriously as if it were about any other protected characteristic, as these jokes target women and so can lead to possible claims for harassment related to sex.

Disability discrimination

In some cases, menopause could be considered a disability.

The legal definition of “disability” requires a physical or mental impairment that has a substantial and long-term (at least 12 months) negative effect on your ability to do normal day to day activities.

Since some individuals may only experience minor symptoms, whereas others may experience more severe symptoms. Menopause symptoms have to be judged on a case-by-case basis, where serious menopause symptoms can constitute a disability.

The Health and Safety at Work Act 1974 places a duty on employers to ensure, where reasonably practical, everyone’s health, safety and welfare at the workplace. This extends to the working conditions when experiencing menopausal symptoms.

There is plenty that employers can and ought to be doing to ensure that employees going through menopause are being fully supported, as the mismanagement of employees being affected by the symptoms of menopause can result in very costly disputes.

Here are the top three tribunal cases on menopause, according the Kuits solicitors.

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