The UK Employment Law Changes Are Coming…

Written by Claire Steiner

This year is not a gentle tweak-around-the-edges year. It’s one of the most significant shifts in UK employment law we’ve seen in a long time and it’s going to affect policies, payroll, manager capability, employee relations… and yes, your inbox.

The good news? None of this is unmanageable.

The challenge?  It is wide-ranging. And the risk isn’t in the changes themselves - it’s in being caught off guard.

Here’s my take on what matters most, and what HR teams should be doing about it.

1. “Day 1” Rights Are Expanding - And That Changes Onboarding

One of the biggest practical shifts is the expansion of Day 1 rights - particularly around paternity leave and parental leave.

For HR, that means:

• No more relying on service thresholds in your policy wording.

• No “they haven’t been here long enough yet” conversations.

• More scrutiny on how clearly we explain entitlements at offer stage and during induction.

This is one of those changes that looks simple in legislation… but messy in practice if your documentation and systems aren’t aligned.

Action for HR:

• Audit your family leave policies line by line.

• Remove outdated service requirements.

• Update contracts, handbooks, and onboarding packs.

• Brief managers, especially those who still think in terms of “qualifying service”.

This is as much about mindset as it is about policy.

2. Statutory Sick Pay From Day 1 - Payroll & Policy Need to Talk

SSP will now apply from the first day of absence, and the lower earnings limit is being removed.

On paper, it’s about fairness and security for lower-paid workers. In reality for us in HR, it means:

• Payroll configuration changes.

• Absence trigger reviews.

• Managers needing clarity about what changes and what doesn’t.

And let’s be honest, absence management is already one of the trickier areas to balance compassion and reasonableness with consistency.  

Action for HR:

• Work closely with payroll now - not at the end of March.

• Review absence policies and trigger points.

• Decide how you’re communicating the change (this is a culture moment, not just a compliance one).

• Train managers to handle conversations confidently and fairly.

3. Redundancy & Protective Awards - The Cost of Getting It Wrong Has Increased

Protective awards for failures in redundancy consultation are increasing, which means that if consultation isn’t handled properly, the financial exposure is higher.

For organisations already under cost pressure, this is not an area to where we can get it wrong. 

Action for HR:

• Review your redundancy playbook.

• Pressure-test your consultation timelines.

• Refresh manager training on collective consultation.

• Make sure documentation standards are tight.

If your processes haven’t been reviewed in the last two years, this is the moment.

4. Whistleblowing & Harassment - Expectations Are Rising

Protections are expanding, particularly around sexual harassment disclosures. 

We already know that workplace culture is under the spotlight. These changes reinforce something many of us have been working on for years: proactive prevention, not reactive firefighting.

Action for HR:

• Review whistleblowing policies to ensure clarity.

• Check reporting channels - are they genuinely accessible?

• Revisit harassment training. Is it meaningful or just a tick-box?

• Coach managers on how to handle disclosures calmly and appropriately.

This is as much about trust as it is about compliance.

5. Trade Union & Industrial Relations Changes - Be Proactive, Not Defensive

The landscape around trade unions and industrial action is shifting. Whilst many of us in travel do not operate in a heavily unionised environment, it’s still worth paying attention.

Ignoring this area won’t make it irrelevant.

Action for HR:

• Brief senior leaders on what’s changing.

• Review internal protocols for responding to union activity.

• Ensure line managers understand their role (and boundaries).

HR’s role here is steady, informed leadership - not panic.

6. The Bigger Picture: This Is a Systems Year

Individually, each change feels manageable.

Collectively? It’s a systems year.

Policies, contracts, payroll, manager capability, employee communications - everything is interconnected. If one piece is outdated, it creates friction somewhere else.

So instead of treating each change as a standalone project, this is what I’d suggest:

A Practical HR Roadmap Approach:

• Create a simple 2026 employment law tracker.

• Assign clear owners for each change.

• Map deadlines visually (Q1, Q2, Q3 milestones).

• Schedule manager briefings in advance.

• Budget for training and policy rewrites now - not reactively.

Final Thought: This Is an Opportunity (Yes, Really)

It’s easy to view employment law reform as compliance-heavy and operationally draining.

But there’s another lens.

These changes reflect a shift towards stronger worker protections, clearer accountability, and fairer treatment. If handled well, this is a chance to demonstrate that your organisation isn’t just legally compliant but that it’s truly people-centred.

HR has a unique role here.

We translate law into lived experience.

If we stay ahead of the detail, communicate clearly, and support managers properly, this year doesn’t have to feel overwhelming.

It can feel intentional.

So how are you approaching the 2026 changes - are you treating this as a compliance project, or a strategic reset?