Recruiting the wrong person and then failing to manage their probation properly can be considerably more expensive.
One of the most common situations we see when supporting businesses is an employee approaching the end of their probationary period and the manager suddenly asking: “What are we going to do about their probation?”
Our response is often another question: “What have you been doing throughout their probation?”
Because a probationary period should never simply be a date entered into the calendar when somebody joins the company. It should be an active management process from Day One.
Why probation management is becoming even more important
From 1 January 2027, the qualifying period for ordinary unfair dismissal protection will reduce from the current two years to six months. The Government has specifically advised employers using contractual probation periods to consider how those arrangements will operate alongside the new six-month qualifying period. Government guidance.
ACAS also emphasises that probation gives employers an opportunity to assess performance, skills and suitability while giving the employee the opportunity to decide whether the role and organisation are right for them. ACAS guidance.
Probation is not a date in the diary – it is a management process.
“But they’re still on probation…”
Being on probation does not mean an employee has no employment rights. Employees can have important rights from the beginning of employment, including protection against discrimination and certain automatically unfair reasons for dismissal.
This is why managers should never assume: “They’re in probation, so we can just get rid of them.” There should still be a genuine business reason for the decision and an appropriate process.
What should actually happen during probation?
A well-managed probationary period should start when the employee joins the organisation – not a few days before the probation expiry date.
Expectations are clear from the beginning. The employee should understand their role, responsibilities, standards and objectives.
SMART objectives are agreed. What does successful performance actually look like, and how will it be measured?
Regular probation meetings take place. Don’t wait until the final week. Review progress throughout the probation period.
Concerns are raised when they happen. If something is not right in week four, discuss it in week four – not month six.
Support and training are provided. Employees should have a reasonable opportunity to understand and achieve the required standards.
Everything is documented. Keep notes of meetings, objectives, concerns, support and agreed actions.
A clear decision is made before probation expires. Confirm whether the employee has passed, whether an extension is appropriate where contractually permitted, or whether employment should end following an appropriate process.
ACAS guidance says that where probation is extended, the employer should tell the employee in writing before the original probation expires and agree matters such as the extension period, review points, improvement expectations, training and final review. Read more from ACAS.
The dangerous “automatic pass”
Imagine this situation. An employee has a six-month probationary period. Month one – a few concerns. Month two – the manager says performance needs to improve. Month three – another informal conversation. Month four – nothing documented. Month five – the manager is busy. Month six – the probation expiry date passes.
Two weeks later the manager contacts HR: “They’ve never really been performing. Can we extend their probation?”
That is exactly the kind of situation businesses should be avoiding. Good HR is about dealing with people issues proactively rather than reactively.
Comment from Matthew Chilcott – Owner, Consensus HR
“One of the biggest mistakes I continue to see is businesses putting a probation end date in the diary and then doing very little until that date arrives.
Throughout my career, I have always believed that probation should be an active management process. A new employee should know what is expected of them, how their performance will be measured and whether they are achieving the required standard.
If there is a problem in month one, talk about it in month one. Don’t wait until the end of probation and suddenly produce a list of concerns the employee has never previously heard.
With unfair dismissal protection changing from January 2027, getting recruitment, induction and probation right is going to become even more important.”
Matthew Chilcott – Owner, Chartered FCIPD, ACEL, BA (Hons)
Is your probation process ready for 2027?
Now is the time for employers to review:
Contracts of Employment
Probation clauses
Induction processes
Probation documentation
Manager training
SMART objectives
Performance records
At Consensus HR, we also provide our structured Probationary Period Workbook, designed to help businesses and managers properly manage and document the first months of employment.
Because the best time to discover that somebody is not right for your business is during a properly managed probation process – not months afterwards.
Need HR support?
Consensus HR provides outsourced HR & Employment Law support to businesses throughout Hertfordshire, Bedfordshire and Cambridgeshire.
“We haven’t got time.” “They know they’re not performing.” “We’ll do the paperwork later.” Sound familiar?
Over the next three Thursdays, Consensus HR is looking at some of the most common excuses we hear when businesses have not completed essential HR processes — and, more importantly, what can happen when an apparently small shortcut turns into a much bigger people problem.
Good HR is not about producing paperwork for the sake of it. It is about making sure employees know what is expected, managers know how to manage and the business can demonstrate what it has done if a situation later becomes disputed.
Excuse 1: “We Haven’t Got Time to Complete the Probation Review”
Our answer: Make time.
If your business has invested time and money recruiting somebody, their probationary period should be actively managed. Probation should not consist of putting a date in the diary for three or six months’ time and hoping everything goes well.
Managers should discuss performance, conduct, attendance, training, objectives and any areas requiring improvement throughout probation. If there is a problem, tell the employee, give clear examples, explain what improvement is required, offer appropriate support and set a review date.
What could happen if you don’t? Problems may continue until the end of probation, leaving the employee able to say: “Nobody ever told me there was a problem.” Employers should also remain mindful of contractual obligations and legal risks including discrimination and automatically unfair dismissal protections.
Manage probation from day one — not on the final day.
Excuse 2: “They Know They’re Not Performing — I’ve Told Them Loads of Times”
Our answer: What does your documentation show?
Managers frequently tell us that they have spoken to an employee “loads of times”. We then ask: When? What was discussed? What examples were given? What improvement was required? Was a timescale agreed? Was support or training offered? When was it going to be reviewed?
Not every management conversation needs to become a formal HR process. Informal conversations are an extremely important management tool. But important conversations should be appropriately documented.
What could happen if you don’t? Months later, the employee may remember events differently. Instead of clear evidence of repeated discussions, the position can become “I definitely told them” versus “No, you didn’t.” A simple contemporaneous note or follow-up email can make the position considerably clearer.
If the conversation matters, appropriately record it.
Excuse 3: “We’ll Sort the Paperwork Out Later”
Our answer: Later has an unfortunate habit of becoming never.
Employment documentation is not simply administration. Written records provide clarity about what has been agreed and can help prevent misunderstandings later.
This can apply to probation, performance, sickness absence, flexible working, reasonable adjustments, disciplinary and grievance matters, training and changes to employment arrangements. Records containing personal information must also be handled appropriately under applicable data-protection requirements.
What could happen if you don’t? Managers leave. Employees leave. Memories fade. Circumstances change. Six months later somebody asks, “What did we actually agree?” — and nobody can prove the answer.
Comment from Matthew Chilcott — Owner, Consensus HR
“One of the biggest mistakes I see businesses make is believing that dealing with HR properly takes too much time. In reality, the conversations managers avoid and the paperwork they don’t complete are often exactly the things that take considerably more management time when a problem develops later.
Probation is a perfect example. Don’t recruit somebody, leave them largely unmanaged for three or six months and then suddenly decide at the end that they are not suitable. Manage from day one. Talk regularly. Set clear expectations. Document the important points and deal with concerns when they arise.
Twenty minutes spent managing something properly today could save hours, days or even weeks further down the line.”
Matthew Chilcott — Owner, FCIPD, ACEL, BA (Hons)
Next Thursday…
Part Two: “But We’re Only a Small Business!” We tackle three more familiar excuses, including why being an SME does not mean employment law can simply be ignored — and why “everyone knows the rules” can be a dangerous assumption.
Need practical HR support?
Consensus HR supports SMEs across Hertfordshire, Bedfordshire and Cambridgeshire with practical, proactive HR and Employment Law support.
When one of those stages is missing, problems can appear later.
A candidate may have had the right experience and performed extremely well at interview, but if nobody clearly explains what success looks like once they start, how can they confidently deliver it?
What Does Good Look Like?
Managers often assume employees know what is expected.
That assumption can cause problems.
A new employee should understand:
Their key responsibilities
Performance standards
Who they report to
Their objectives
Required behaviours
Company policies and procedures
Training requirements
How performance will be measured
When probation reviews will take place
Where to go when they need help
ACAS describes induction – sometimes called onboarding – as the process of welcoming somebody into an organisation or role and notes that a well-structured induction helps people understand what is expected of them.
The First Few Weeks Matter
Think about the difference between these two approaches.
Business A
“Welcome aboard. There’s your desk. Sarah will show you the system. Shout if you need anything.”
Business B
Provides a planned induction, Job Description, clear responsibilities, training programme, objectives, regular manager check-ins and documented probation reviews.
Which business is more likely to know whether its recruitment decision was successful?
Comment from Matthew Chilcott – Owner, Consensus HR
Businesses often tell me that somebody “just hasn’t worked out”.
My first question is usually: What process was followed?
Was there a clear Job Description?
Were expectations discussed?
Was there a proper induction?
Were SMART objectives agreed?
Did the manager hold probation reviews?
Were concerns raised when they first occurred?
Was everything documented?
If the answer to most of those questions is no, the problem may not simply be the employee.
Good recruitment needs good management afterwards.
Recruitment and Performance Are Connected
ACAS’s latest probation guidance makes an interesting point: if an organisation regularly has employees failing probation, there may be an issue with its recruitment process.
That is why businesses should not treat recruitment, induction, probation and performance management as separate HR activities.
They are all part of the same employee journey.
Is Your Recruitment Process Protecting Your Business?
Consensus HR works with SMEs across Hertfordshire, Bedfordshire and Cambridgeshire to create practical, legally informed recruitment and people-management processes.
Recruitment is only the beginning of the employment relationship, and what happens during the employee’s first few months can become increasingly important for UK employers.
Probation Is Not Just a Date in the Diary
Too many organisations put a probationary period into the Contract of Employment and then forget about it until a reminder appears shortly before the end.
That defeats much of the purpose of probation.
A structured probationary process should help the employer assess:
Performance
Capability
Conduct
Attendance
Training requirements
Understanding of the role
Integration into the business
Whether expectations are being achieved
It should also allow the employee to raise questions, discuss concerns and obtain the support they need.
Why 2027 Makes This Even More Important
Under the Employment Rights Act 2025, the qualifying period for ordinary unfair dismissal protection is scheduled to reduce from two years to six months from 1 January 2027.
This means employers should be reviewing their recruitment and probation processes now.
Importantly, probation itself does not remove employment rights.
Employees can already have important protections from the beginning of employment, including in relation to discrimination and certain automatically unfair reasons for dismissal.
A probationary clause is therefore not a licence simply to dismiss somebody without considering the circumstances and following an appropriate process.
Don’t Wait Until Month Three or Six
A good probationary process involves regular checkpoints.
At Consensus HR, we advocate structured discussions throughout the probationary period rather than leaving everything until the end.
For example:
Week 1 – Initial expectations and settling in Week 2 – Early progress and training Month 1 – Formal progress review Month 2 – Performance and development review Month 3 – Formal probation review and appropriate next steps
The exact structure should reflect the role and agreed probation period, but the principle is straightforward:
Review. Discuss. Support. Document.
Comment from Matthew Chilcott – Owner, Consensus HR
“One of the biggest mistakes I see is businesses leaving probation until the very end.
I have used structured probationary management throughout my HR career, including within Forte Restaurants, Welcome Break and Three Valleys/Veolia Water.
Probation should be an active management tool, not simply a clause within somebody’s Contract of Employment.
If an employee is struggling in week three, why wait until month three to tell them?
Early conversations give people the opportunity to improve and give the employer evidence that the process has been properly managed.
With the unfair dismissal qualifying period reducing to six months from January 2027, getting probation right is becoming even more important.”
What If Performance Isn’t Good Enough?
Do not automatically jump to dismissal.
Consider:
Has the required standard been explained?
Has the employee received sufficient training?
Have concerns been discussed?
Has reasonable time been allowed to improve?
Is additional support required?
Could there be a disability or another protected issue to consider?
Does the Contract or policy allow probation to be extended?
Has everything been documented?
ACAS’s updated probation guidance states that dismissal during probation should be a last resort, with employers considering performance-management support or, where appropriate, an extension.
Our Probationary Period Workbook
Consensus HR can provide businesses with a structured First Three Months Probationary Period Workbook, helping managers follow a consistent process from the employee’s first week.
Ask us how the workbook can support your recruitment and probation process.
Recruiting the Right Person Is Only Half the Job – Keeping Them Is the Real Challenge
By Consensus HR – Outsourced HR Support for SMEs
Recruitment is expensive.
Advertising, interviewing, onboarding and training all require significant investment.
Yet many businesses lose excellent employees within the first year—not because they recruited the wrong person, but because they failed to support them after they joined.
Successful retention starts on day one
Retention isn’t created through annual pay reviews.
It begins during recruitment and continues throughout onboarding, probation and ongoing management.
Successful employers provide:
Structured inductions
Regular feedback
Clear expectations
SMART objectives
Training opportunities
Open communication
Recognition
Employees who understand what success looks like are far more likely to remain engaged.
Managers make the biggest difference
Research consistently shows that people often leave managers rather than companies.
Investing in management development often produces a greater return than increasing recruitment budgets.
Comment from Matthew Chilcott – Owner, Consensus HR
“Businesses often spend thousands recruiting the right person but very little ensuring they stay. Great retention comes from excellent management, regular communication and making employees feel valued from their very first day. Prevention has always been far less expensive than replacing good people.”
How Consensus HR helps
We work with SMEs to improve:
Recruitment
Contracts of Employment
Onboarding
Probation programmes
Employee Handbooks
Performance management
Management training
Employee engagement
Retention strategies
Helping businesses reduce recruitment costs whilst building stronger, more productive teams.
If you’d like to improve employee retention, we’d love to help.
Why Businesses Should Stop Waiting Until There Is a Problem Before Calling HR
Helping companies take the pain out of managing people
By Consensus HR – Your Outsourced HR Department for Hertfordshire, Bedfordshire & Cambridgeshire
Are You Managing Your People… or Simply Reacting to Problems?
For many SMEs, HR is still viewed as something only needed when there is an issue.
An employee resigns unexpectedly.
Someone raises a grievance.
Performance drops.
Absence increases.
A disciplinary becomes unavoidable.
Or worse still…
A letter arrives notifying the business of an Employment Tribunal claim.
Only then does the search begin for professional HR advice.
Unfortunately, by that stage the problem has often been developing for months and could have been prevented.
At Consensus HR, we firmly believe that effective Human Resources is about prevention rather than cure. Just as you wouldn’t wait until your accounts were in disarray before speaking to your accountant or until your computer systems crashed before calling your IT provider, your people deserve the same proactive attention.
As your outsourced HR Department, we work alongside businesses throughout Hertfordshire, Bedfordshire and Cambridgeshire, ensuring they remain compliant with UK Employment Law while creating productive, engaged workplaces.
HR Is Not About Firefighting
One of the biggest misconceptions surrounding HR is that it only becomes important when something goes wrong.
In reality, the best HR professionals spend most of their time ensuring issues never develop in the first place.
That includes:
Reviewing Contracts of Employment.
Keeping Employee Handbooks fully up to date.
Supporting managers before difficult conversations become formal procedures.
Monitoring probationary periods.
Providing practical Employment Law advice.
Delivering management training.
Assisting with recruitment.
Supporting employee wellbeing.
Helping businesses plan ahead.
The result?
Fewer grievances.
Fewer disciplinaries.
Lower absence.
Higher engagement.
Greater productivity.
And significantly less legal risk.
Small Problems Rarely Stay Small
Very few Employment Tribunal claims arise because of one isolated incident.
Instead, they usually develop from a series of small management decisions that weren’t addressed at the time.
For example:
A manager delays giving feedback because they don’t want conflict.
An employee’s poor performance isn’t documented.
Probation meetings are repeatedly postponed.
Policies haven’t been updated for several years.
Managers deal with situations inconsistently.
Employees begin to feel unfairly treated.
Communication breaks down.
Eventually the employee leaves—or brings a legal claim.
All of this could often have been prevented through timely HR advice.
The Cost of Doing Nothing
Many businesses avoid seeking HR advice because they see it as an unnecessary expense.
However, the real expense often comes from not asking for help.
Consider the hidden costs of poor people management:
Lost management time.
Recruitment costs.
Reduced productivity.
Increased sickness absence.
Low employee morale.
Damage to reputation.
Legal expenses.
Employment Tribunal awards.
Even one poorly handled dismissal can cost significantly more than a year’s professional HR support.
Employment Law Continues to Change
UK Employment Law never stands still.
Recent legislative developments and forthcoming reforms mean employers need to be more proactive than ever.
Businesses should regularly review:
Contracts of Employment.
Employee Handbooks.
Family-friendly policies.
Flexible working procedures.
Equality policies.
Disciplinary procedures.
Grievance procedures.
Recruitment practices.
Probation management.
Keeping documentation current isn’t simply best practice—it demonstrates that your business takes compliance seriously.
Managers Should Never Feel Alone
One of the biggest benefits our retained clients tell us they value is simply knowing someone is available to ask.
Managers regularly face situations they’ve never encountered before.
Questions such as:
“Can we extend probation?”
“How do we deal with repeated lateness?”
“Can we refuse this flexible working request?”
“Do we need an investigation?”
“Should Occupational Health be involved?”
“What documentation do we need?”
Receiving professional advice before making a decision often prevents far bigger problems later.
What Makes Consensus HR Different?
Unlike many HR providers, we don’t simply wait for clients to contact us after something has gone wrong.
Our retained service is built around proactive support.
We help clients by providing:
Unlimited HR advice.
Employment Law updates.
Employee Handbook reviews.
Contract updates.
Weekly retained client briefings.
Management guidance.
Recruitment support.
Performance management assistance.
Workplace investigations.
Disciplinary and grievance support.
Absence management.
Occupational Health guidance.
Management training.
Breathe HR support.
HR documentation.
Practical commercial advice.
Our objective is simple:
To prevent people problems before they become expensive business problems.
Comment from Matthew Chilcott – Owner, FCIPD, ACEL, BA (Hons)
“One of the biggest misconceptions I still encounter is that HR only becomes important when something has already gone wrong. The reality is quite the opposite. The businesses that experience the fewest employee issues are those that seek professional advice early. At Consensus HR we work alongside our clients every week, helping them prevent problems rather than simply resolving them after they have escalated. Prevention will always be more effective—and considerably less expensive—than cure.”
Could Your Business Benefit from Proactive HR Support?
Whether you employ five people or two hundred and fifty, having experienced HR professionals available whenever you need them provides confidence, reassurance and legal protection.
Our retained clients enjoy ongoing support that helps them stay compliant, develop their managers and create productive workplaces.
About Consensus HR
Consensus HR provides outsourced Human Resources and Employment Law support for businesses throughout:
Hertfordshire
Bedfordshire
Cambridgeshire
Our experienced team works as your own HR Department, delivering practical, commercial advice designed specifically for SMEs.
By Consensus HR – Your Outsourced HR Department for Hertfordshire, Bedfordshire & Cambridgeshire
When business owners think about workplace culture, many imagine office perks, team lunches or social events. In reality, workplace culture is something much more important. It is the way people behave every day, how managers lead, how employees communicate, and how problems are dealt with.
A positive workplace culture helps businesses attract and retain talented employees, improve productivity and reduce employment disputes. A poor culture, however, can quietly become one of the biggest risks facing any organisation.
At Consensus HR, we regularly work with businesses that contact us after issues have already escalated. In many cases, the warning signs were present months earlier but simply weren’t recognised or addressed.
What Does Workplace Culture Really Mean?
Culture is the personality of your business.
It influences:
How employees treat each other.
How managers communicate.
Whether employees feel respected and valued.
How quickly problems are addressed.
Whether people enjoy coming to work.
Every conversation, decision and management action contributes towards the culture employees experience.
The Hidden Cost of Poor Workplace Culture
A negative workplace culture rarely appears overnight.
Instead, it develops gradually through small issues such as:
Managers avoiding difficult conversations.
Inconsistent treatment between employees.
Poor communication.
Lack of recognition.
Unclear expectations.
Policies that exist but are never followed.
Over time these issues can result in:
Higher staff turnover.
Increased sickness absence.
Reduced productivity.
Low morale.
Grievances.
Bullying allegations.
Constructive dismissal claims.
Employment Tribunal cases.
The financial cost can be significant, but the damage to reputation can be even greater.
Great Managers Create Great Cultures
Policies and procedures are important, but people rarely leave businesses because of policies.
They usually leave because of poor management.
Managers who:
communicate openly,
provide constructive feedback,
recognise achievement,
address concerns early, and
lead by example,
create workplaces where employees are more engaged and productive.
Management training should never be viewed as an expense. It is an investment that protects your business.
Culture Must Be Supported by Good HR Practices
Having an Employee Handbook isn’t enough if nobody uses it.
Your handbook should be a living document that managers refer to regularly and employees can easily access, whether digitally through Breathe HR, on your company intranet or as part of induction.
Policies should support the culture you want to create—not simply gather dust on a shelf until something goes wrong.
Employment Law Update
With significant employment law reforms continuing to affect UK employers, including changes to unfair dismissal qualifying periods expected from January 2027, businesses should ensure their management practices, documentation and employee communication are stronger than ever.
A positive workplace culture, supported by consistent management and compliant HR processes, places employers in the strongest possible position should issues arise.
Comment from Matthew Chilcott – Owner, Consensus HR
“One of the biggest mistakes I see is employers believing workplace culture develops by itself. It doesn’t. Every manager helps create it every single day. Businesses with clear expectations, good communication and consistent leadership rarely experience the same level of employee relations problems as those who simply react when something goes wrong. Culture should be managed just like finance, sales or health and safety—it deserves the same attention.”
Why Waiting Until the Law Changes Could Leave Your Business Exposed
If there is one thing I have learnt throughout my career in Human Resources, it is that businesses rarely get into difficulty because they deliberately ignore Employment Law. More often, problems arise because employers are simply too busy running their business to keep up with the pace of change.
For many SMEs, people management sits alongside sales, finance, operations and customer service. HR often becomes something that is dealt with when a problem occurs rather than something that is proactively reviewed and developed.
Unfortunately, that approach is becoming increasingly risky.
Employment legislation continues to evolve, expectations from employees continue to grow and Employment Tribunals continue to expect employers to demonstrate that they have acted fairly, reasonably and consistently.
The businesses that will be best placed over the next few years will not necessarily be those with the biggest HR departments. They will be those that prepare now.
At Consensus HR, we work with businesses throughout Hertfordshire, Bedfordshire and across the UK to ensure they remain compliant, commercially focused and confident when managing their teams. Our philosophy has always been simple – prevention is better than cure.
Employment Law Never Stands Still
Many employers update their Employee Handbook once every few years, issue Contracts of Employment when someone joins the business and then assume everything is covered.
The reality is very different.
Employment legislation develops continuously through new Acts of Parliament, case law, Government guidance and updates to recognised best practice.
That means documentation, policies and management practices should also evolve.
Waiting until an issue arises before reviewing your documentation is rather like waiting until your car breaks down before arranging a service.
The damage may already have been done.
The Real Cost of Doing Nothing
Business owners often ask us:
“Do we really need to review our HR documentation if nothing has gone wrong?”
Our answer is always the same.
The best time to review your HR procedures is before something goes wrong.
A proactive review can identify issues such as:
Outdated Contracts of Employment.
Employee Handbooks that no longer reflect current legislation.
Inconsistent disciplinary procedures.
Managers lacking confidence when dealing with employee issues.
Poor recruitment documentation.
Inadequate probationary processes.
Missing Right to Work records.
Lack of documented performance management.
Each of these may appear relatively minor on its own.
Collectively, however, they can expose a business to significant financial and operational risk.
Good HR Is About Supporting Business Growth
One of the biggest misconceptions we still encounter is that HR only becomes important when an employee raises a grievance or a disciplinary issue arises.
In reality, good HR supports every stage of the employee lifecycle.
From recruitment through to induction, training, performance management, development, wellbeing and succession planning, effective HR helps businesses build stronger, more productive teams.
It also gives managers confidence.
Managers who understand company procedures, know where to find guidance and have access to professional HR support are far more likely to deal with issues promptly, fairly and consistently.
Why Documentation Matters More Than Ever
Documentation should never be seen as paperwork for paperwork’s sake.
It provides clarity.
It creates consistency.
Most importantly, it demonstrates that employees have been treated fairly.
Every business should ensure it has up-to-date:
Contracts of Employment.
Employee Handbook.
Disciplinary Procedure.
Grievance Procedure.
Sickness Absence Procedure.
Flexible Working Policy.
Family Friendly Policies.
Equality, Diversity and Inclusion Policy.
Health and Safety documentation.
Performance management processes.
Documentation should also reflect how the business actually operates.
Policies that sit on a shelf gathering dust provide little protection if managers are not following them in practice.
Preparing Managers Is Just as Important
Even the best documentation cannot replace confident, capable managers.
Many managers receive little or no formal management training before being expected to recruit staff, manage performance, deal with absence, conduct investigations or handle difficult conversations.
That places unnecessary pressure on both the manager and the business.
At Consensus HR, we regularly deliver practical management development covering:
Conducting difficult conversations.
Performance management.
Managing probationary periods.
Absence management.
Recruitment interviewing.
Equality and diversity.
Documentation and record keeping.
Employment Law updates.
Investing in managers is one of the most effective ways to reduce people problems before they escalate.
Why Our Retained Clients Stay Ahead
One of the key benefits of becoming a retained client of Consensus HR is that you are not left trying to interpret changes in Employment Law on your own.
Where clients have purchased their Employee Handbook through Consensus HR and remain on our retained HR service, we update their handbook as legislation changes and issue revised versions together with practical guidance notes.
This helps ensure managers understand what has changed, employees receive consistent information and businesses remain compliant.
It also means that documentation evolves alongside the law rather than becoming outdated.
That level of proactive support gives business owners confidence that they are protecting both their organisation and their employees.
Employment Law Update
The Employment Rights Act 2025 will continue to introduce significant changes over the coming months and years.
One of the most widely discussed developments is the planned reduction in the qualifying period for ordinary unfair dismissal protection to six months from January 2027, subject to the legislation and commencement regulations taking effect as expected.
Whilst businesses should always act fairly regardless of an employee’s length of service, these changes reinforce the importance of:
Effective recruitment.
Well-managed probationary periods.
Clear documentation.
Regular review meetings.
Manager training.
Accurate record keeping.
Employers who prepare now are likely to find the transition significantly easier than those who wait until the changes are implemented.
Matthew Chilcott’s Comment
“Throughout my career I have always believed that the best HR is proactive rather than reactive. Whether I was leading HR within large organisations or supporting SMEs through Consensus HR, the businesses that achieved the greatest success were those that invested in good management, clear documentation and regular communication before problems arose. Our role is not simply to help clients deal with issues when they happen. It is to help prevent those issues from happening in the first place. That is exactly why so many of our retained clients tell us they value having an experienced HR partner just a phone call away.”
Matthew Chilcott Owner – Consensus HR Chartered FCIPD | ACEL | BA (Hons)
How Consensus HR Can Help
Whether you employ five people or five hundred, having professional HR support available can make a significant difference to the success of your business.
Consensus HR can assist with:
HR Audits and HR Health Checks.
Contracts of Employment.
Employee Handbooks.
Employment Law compliance.
Recruitment support.
Performance management.
Probationary management.
Investigation and disciplinary guidance.
Absence management.
Manager training.
Monthly retained HR support.
Employment Tribunal risk reduction.
Our aim is simple: to help businesses take the pain out of managing people whilst remaining legally compliant and commercially focused.
Book Your Complimentary HR Review
If you are unsure whether your Contracts of Employment, Employee Handbook or HR procedures remain up to date, why not arrange a complimentary HR review?
We will discuss your current arrangements, identify potential risks and explain how Consensus HR can support your business with practical, proactive HR solutions tailored to your organisation.
Follow Consensus HR for regular Employment Law updates, practical HR advice, management guidance and business-focused insights designed specifically for SMEs.
Consensus HR – Helping Businesses Take the Pain Out of Managing People.
Your Outsourced Human Resources (HR) Department.
For further information on any of the HR subjects we provide, please click the heading below:
One of the most common issues we encounter when supporting businesses is poor employee performance management.
Interestingly, the problem is rarely the employee.
More often, it is the absence of clear expectations, measurable objectives and regular communication.
Without these, employees cannot be expected to consistently deliver outstanding performance.
Performance Should Never Come as a Surprise
Employees should never attend an appraisal only to discover they have been underperforming for months.
Likewise, managers should never reach the point where they feel they have “had enough” without previously discussing concerns.
Good performance management is continuous.
Regular conversations build confidence, identify development opportunities and address concerns before they become formal capability issues.
Clear Objectives Produce Better Results
Successful organisations give employees clear direction.
Employees perform best when they know:
What success looks like.
What standards are expected.
How performance will be measured.
What support is available.
How often progress will be reviewed.
Without these fundamentals, motivation often declines and misunderstandings increase.
Don’t Only Talk When Something Goes Wrong
Many employees only meet with their manager formally when there is a problem.
Instead, managers should be scheduling regular one-to-one meetings throughout the year.
These discussions should focus on:
Progress
Training needs
Career development
Wellbeing
Business objectives
Feedback from both manager and employee
Consistent communication builds stronger relationships and creates higher-performing teams.
Documentation Protects Everyone
Performance discussions should always be recorded.
Written records:
provide clarity;
demonstrate fairness;
help monitor progress;
support development; and
become invaluable should formal procedures ever become necessary.
Documentation protects both employer and employee.
Matthew Chilcott’s Comment
“Throughout my career as a manager and HR professional, one area that has consistently challenged both managers and employees is the appraisal process. Too often, appraisals become a once-a-year exercise rather than an opportunity to genuinely develop people and improve business performance. One of the biggest reasons for this is the failure to set meaningful SMART objectives.
Whilst many organisations understand that objectives should be Specific, Measurable, Achievable, Relevant and Time-bound, I have found that the ‘M’ – Measurable – is usually the most difficult element to get right. If success cannot be measured, how can a manager or employee know whether the objective has been achieved?
In my experience, this often stems from businesses not having clearly defined performance standards. Yet many of these standards already exist. Manufacturers’ operating manuals, quality procedures, customer service standards and production targets all contain measurable benchmarks that can be incorporated into individual objectives. By using these existing standards, businesses can ensure every member of the team is working towards the same expectations whilst also identifying where additional coaching, training or support may be needed.
Effective performance management is never about catching people out. It is about giving employees clear expectations, regular feedback and the tools they need to succeed. That is why performance reviews should not simply be an annual event. They should form part of an ongoing conversation throughout the year, supported by a straightforward, user-friendly appraisal system that managers and employees both understand and feel confident using. When SMART objectives are written properly and reviewed regularly, they become one of the most powerful tools for improving individual performance, developing talent and helping businesses achieve their goals.”
Matthew Chilcott Owner – Consensus HR Chartered FCIPD, ACEL
How Consensus HR Can Help
Consensus HR helps businesses implement practical performance management systems, SMART objectives, appraisal processes and manager training that improve productivity whilst reducing employee relations issues.
If your managers would benefit from additional support or training, we’d be delighted to help.
As we move into the second half of 2026, many business owners are rightly reviewing their sales performance, budgets and business plans. However, one area that is often overlooked is the effectiveness of their people management practices.
A mid-year HR Health Check is one of the most valuable exercises any organisation can undertake. Rather than waiting until an employee problem develops, taking a proactive approach allows employers to identify potential risks before they become expensive issues.
Why July Is the Ideal Time
For many businesses, July provides a natural pause before the busy summer holiday period and the final push towards year-end.
It is an excellent opportunity to review:
Employee Contracts
Employee Handbook
Probationary Reviews
Performance Management
Training Requirements
Holiday Records
Sickness Absence Levels
Right to Work Documentation
Health & Safety Responsibilities
Upcoming Employment Law Changes
Many employers are surprised to discover that documentation created several years ago is now significantly out of date.
Small Problems Become Big Problems
One missing contract clause.
One outdated disciplinary procedure.
One manager who has never received employment law training.
One undocumented performance conversation.
Individually these may appear insignificant.
Collectively they can result in expensive Employment Tribunal claims, poor morale, higher staff turnover and management frustration.
Good HR is about prevention rather than cure.
Are Your Managers Following Your Policies?
Even where businesses have excellent policies, they are only effective if managers understand how to apply them consistently.
A HR Health Check should also include asking questions such as:
Do managers understand absence management?
Are probation reviews taking place?
Are investigations being documented properly?
Are difficult conversations happening early enough?
Is performance being managed consistently across departments?
Often the answer is “sometimes.”
That inconsistency creates risk.
Employment Law Continues to Change
Employers should also use the opportunity to review upcoming legislative developments.
Preparing now allows businesses to adapt processes gradually rather than rushing when changes become law.
Forward planning always costs less than dealing with legal disputes afterwards.
Matthew Chilcott’s Comment
Matthew Chilcott, Owner – Chartered FCIPD, ACEL, BA (Hons), Consensus HR
“Businesses regularly carry out financial health checks, equipment servicing and IT security reviews, yet many leave their HR processes untouched for years. The reality is that people are usually a company’s biggest investment and, if not managed correctly, its biggest potential risk. A simple HR Health Check can identify issues before they become expensive problems and provide employers with the reassurance that their documentation and procedures remain legally compliant and fit for purpose.
This is exactly why, as part of our retained HR service, we don’t simply provide an Employee Handbook and leave clients to manage it themselves. If a client has purchased their Employee Handbook through Consensus HR and is one of our retained monthly clients, we continually review and update their handbook whenever Employment Law or HR best practice changes.
Each update is accompanied by a practical guidance sheet that explains what has changed, why it matters and any actions managers or employees need to take. This helps businesses remain fully transparent with their teams, ensures everyone understands the latest Employment Law developments and enables organisations to implement changes quickly and consistently.
For me, good HR is about being proactive rather than reactive. By keeping documentation current and employees informed, businesses can significantly reduce risk, demonstrate compliance and create a stronger, fairer and more successful workplace. It is one of the many ways our retained HR service provides genuine value and peace of mind throughout the year.”
How Consensus HR Can Help
At Consensus HR we provide comprehensive HR Health Checks that review your current documentation, procedures and employment practices, identifying practical improvements to help protect your business and your employees.
Whether you employ five people or two hundred, we can provide clear, commercial advice tailored to your organisation.
Contact us today to arrange your complimentary HR review.
Many employers still believe that once an employee has started work, they simply “wait and see” how things develop.
Unfortunately, that approach is becoming increasingly risky.
With the Government confirming that the qualifying period for ordinary unfair dismissal is expected to reduce to six months from January 2027, the way employers recruit, induct and manage new employees needs to change now. Businesses recruiting during 2026 should already be reviewing their probationary procedures because employees reaching six months’ service when the reforms commence could fall within the new regime.
Warning signs we often see
No formal induction
No probation objectives
No documented reviews
Managers assuming “they’ll improve”
Probation periods simply forgotten
By the time concerns become serious, valuable opportunities to support improvement—or make an informed decision—have often been missed.
What employers should be doing
Set clear expectations from Day One.
Hold structured monthly probation reviews.
Document every meeting.
Address concerns immediately.
Train managers to have confident conversations.
Good HR isn’t about dismissing people.
It’s about giving employees every opportunity to succeed whilst protecting the business should things not work out.
Matthew Chilcott comments
“One of the biggest mistakes I see employers make is leaving probation until the very end. Great employers manage probation from the first week, not the final week. Documentation and regular conversations make all the difference.” – Matthew Chilcott, Owner, Consensus HR
Throughout my HR career, working with organisations including Forte Restaurants, Welcome Break and Three Valleys Water / Veolia Water, I saw first-hand that many probationary periods failed simply because they were not actively managed.
That experience led me to develop a practical Three-Month Probationary Review Workbook, designed to guide both managers and new employees through a structured, transparent and documented probation process.
Rather than waiting until the final week to decide whether someone has been successful, the workbook schedules formal review meetings throughout the probation period, including:
End of Week One
End of Week Two
One Month
Two Months
Three Months (Final Review)
Each review sets clear objectives, records progress, identifies any training or support required and places equal responsibility on both the manager and the employee to ensure success.
By documenting discussions, agreed actions and progress throughout the first three months, businesses are able to:
Set clear expectations from day one.
Identify performance or conduct issues early.
Provide support and coaching where needed.
Demonstrate that employees have been treated fairly and consistently.
Make informed decisions at the end of probation based on documented evidence rather than opinion.
I have seen this approach prove invaluable in practice. On one occasion, the detailed records contained within the probation process enabled the employer to clearly demonstrate the genuine, non-discriminatory reasons why an employee had not successfully completed their probation. The contemporaneous documentation and structured review process formed an important part of the evidence supporting the employer’s position when allegations of race and sex discrimination were later raised.
Good probation management is not about looking for reasons to dismiss someone—it is about giving every new employee the best possible opportunity to succeed while ensuring the business has a fair, transparent and well-documented process should things not work out.
With the proposed reduction in the qualifying period for ordinary unfair dismissal rights expected from January 2027, there has never been a better time for employers to review how they manage probation periods.
At Consensus HR, we have adapted and refined this proven workbook for today’s employers. It provides managers with a simple, practical framework that helps ensure probationary reviews are completed consistently, professionally and in line with UK employment law and HR best practice.
If you would like to find out more about our Three-Month Probationary Review Workbook or how Consensus HR can help you strengthen your recruitment and onboarding process, please contact us today.
Matthew Chilcott Owner – Consensus HR
Need help implementing a professional probation review programme?
Consensus HR has a ready-to-use Probation Review Workbook available for employers.
The Government continues preparations for the phased implementation of the Employment Rights Act, with the reduction in the qualifying period for ordinary unfair dismissal expected from 1 January 2027. Employers are being encouraged to strengthen probation management, manager training and record keeping well in advance.
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By Matthew Chilcott – Owner, Consensus HR FCIPD, ACEL, BA (Hons)
Managers have one of the greatest influences on workplace culture, employee engagement and business performance.
Yet many organisations spend considerable time recruiting talented employees whilst investing far less time in developing the managers responsible for leading them.
The result can be a workplace where managers unintentionally create many of the issues they are expected to solve.
The Influence Managers Have
A manager’s actions affect almost every aspect of the employee experience.
Managers influence:
• Employee engagement
• Team morale
• Performance
• Attendance
• Workplace culture
• Staff retention
• Communication
• Customer service
Good management can help businesses thrive.
Poor management can create significant challenges.
Warning Signs That Management May Be Part of the Problem
Some common indicators include:
✔ High employee turnover
✔ Increased sickness absence
✔ Frequent grievances
✔ Low morale
✔ Poor communication
✔ Declining productivity
✔ Employee disengagement
Whilst these issues can arise for many reasons, management capability should always be considered as part of the wider picture.
Good Managers Are Not Born
Many businesses still promote employees into management positions because they are technically strong in their role.
However, being a successful employee and being a successful manager require very different skills.
Managers need to understand:
• Leadership
• Communication
• Performance management
• Employee wellbeing
• Difficult conversations
• Employment Law responsibilities
• Team development
Without support, even the most capable employee can struggle.
Continuous Development Is Essential
Management development should not be viewed as a one-off training session.
The most effective organisations encourage continuous learning through:
• Coaching
• Mentoring
• Internal development
• Leadership workshops
• Practical experience
• Ongoing support
Investing in managers often has a direct impact on employee engagement, productivity and retention.
Comment from Matthew Chilcott – Owner
“Many companies genuinely believe they are helping and rewarding a reliable employee when they promote them into management. However, without providing the necessary support and development, that individual can quickly become overwhelmed by the responsibilities placed upon them. I have seen excellent employees become stressed, demotivated and ultimately disengaged because they were expected to manage people without being given the tools to do so. Effective management development does not need to cost a fortune, but it does need to be planned, structured and supported. When businesses invest in their managers, everybody benefits – the individual, the team and the organisation as a whole.”
Management Development Is an Investment
Businesses often measure the cost of management training.
Few measure the cost of poor management.
The impact of ineffective management can include:
• Employee turnover
• Reduced productivity
• Increased absence
• Workplace disputes
• Customer dissatisfaction
• Management burnout
The question business owners should ask is not whether they can afford to develop managers, but whether they can afford not to.
How Consensus HR Can Help
Consensus HR provides practical management development, leadership training, HR support and Employment Law guidance to help managers and businesses succeed.
Whether you need support for a newly promoted manager or an experienced leadership team, we can help.
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