WHAT THIS MEANS FOR ORGANISATIONS, LEADERS AND HR TEAMS These reforms are not simply policy updates, they impact the culture, resource planning, management skills, knowledge and capability and employment infrastructure of organisations. Senior leaders, CPOs and HR Directors will need to consider: • Policy and process updates: Contracts, handbooks, leave policies, sickness procedures, whistleblowing frameworks and redundancy processes may all require revision. • Manager skills, knowledge and capability: Day 1 rights, changes relating to ET claims and unfair dismissal, harassment prevention and strengthened protections mean frontline managers will need clearer guidance, better training and support to manage sensitive issues confidently and lawfully. • Employee relations risk management: Increased protective awards, new liabilities and simplified union processes mean many organisations will need to rethink their thresholds for risk, consultation and negotiation. • Workforce planning and employment models: Day 1 entitlements and expanded protections may affect recruitment strategies, the use of probationary periods, contractor models and the overall design of the employment proposition. • Culture, dignity and safety at work: With new duties around harassment and expanded whistleblowing protections, organisations will need to revisit culture, respect at work and safeguarding measures, not just for compliance, but to maintain trust. SUPPORTING THE SECTOR THROUGH CHANGE At Altair, we are already supporting organisations to navigate these reforms, helping HR leaders translate legislative change into practical, proportionate and people-centred action. If you would like a conversation, policy review, or simply an external perspective on how these reforms will impact your organisation, we are happy to help.
• Increased protective awards in collective redundancy: Protective awards increase up to a maximum of 180 days’ pay, raising the stakes for employers who fail to consult and plan correctly. This will impact redundancy planning, governance assurance and organisation change processes. • Strengthened whistleblowing protections: Clarified and broadened protections will mean greater emphasis on training, reporting routes, culture, and safeguarding those who raise concerns. • Simplified trade union recognition process: A simplified recognition process is expected to drive greater union engagement and require clearer negotiation frameworks, consultation mechanisms and employee relations strategies. AN IMPORTANT ADDITION: BEREAVED PARTNERS’ PATERNITY LEAVE Separate from the Employment Rights Act reforms, April 2026 also introduces the new right to paternity leave for bereaved partners. Employers therefore need to ensure policies reflect the new entitlement and that managers understand how to support colleagues. LOOKING AHEAD: FURTHER REFORMS IN 2026-27 Beyond April, the government has signalled further significant changes that will redefine employment rights, expectations and potential risk for employers. October 2026: • Strengthened duty: to take ALL reasonable steps to prevent sexual harassment of staff • Strengthened duty: Liability for third-party harassment, - to take ALL reasonable steps to prevent harassment of staff by a third party in relation to all protected characteristics • Extension of time-limit workers have to make a claim to an employment tribunal from 3 to 6 months January 2027: • Qualifying period for unfair dismissal will reduce from 2 years to 6 months • Compensation limits for unfair dismissal will be removed • Fire and rehire restrictions, tightening requirements for consultation, justification and fairness. Taken collectively, these shifts represent a decisive recalibration of the employer-employee relationship and heightened expectations for fairness, safety, prevention and accountability.
Written by Katie Allen, Director of People Consulting
katie.allen @altairltd.co.uk
APRIL 2026 | ISSUE #2
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