One of the biggest issues Helen sees from business owners is anxiety about the changes.

"A lot of employers are in a mild state of panic, thinking that all of the changes are imminent or that some of them are already in place. That's not necessarily the case."

While the Bill is wide-ranging, many of the significant changes are not immediate. Some will come into effect in 2026, with others not expected until 2027.

"There are several key changes in the next six to twelve months, but the most topical changes to the qualifying period for unfair dismissal, come online in 2027."

The key message is preparation, not panic.

One of the clearest and most significant confirmed changes relates to Statutory Sick Pay (SSP).

"The main change is the removal of the three waiting days. That's quite transformational."

SSP will become a day one right, rather than starting on day four, and the lower earnings limit will be removed. This means more employees will qualify, and employers will feel the cost more directly.

Helen is clear that this is not about being unsympathetic.

"For people who are genuinely ill, it's a good thing. But it does open up entitlement to more employees, and employers need to manage that properly."

Rather than focusing on the cost alone, Helen advises employers to tighten the basics.

"Get your attendance management up to date. Return-to-work conversations, clear reporting, and consistency make a huge difference."

These don't need to be formal or intimidating. In fact, Helen stresses the opposite.

"A return-to-work interview can just be a short, informal chat. It's about checking someone's okay, understanding what happened, and spotting patterns early."

For employers, the focus should be on clarity and consistency rather than resistance.

"Managers just need to understand what the rights are, how notice works, and how to handle requests fairly."

The government has been clear that it wants to tackle exploitative zero-hours contracts, but Helen points out that zero-hours arrangements aren't inherently bad.

"There absolutely is a place for zero-hours contracts. Some people are very happy with them. It suits their lifestyle."

Retirees, second-job holders, and seasonal workers are all examples where flexibility works for both sides.

"The concern is exploitation, not flexibility. And those are two very different things."

For now, Helen advises employers not to rush into changes, but to understand where and why they use zero-hours contracts.

"A lot of employers think this is already in. It isn't."

We now know that this won't be a day one right and the qualifying period to make a claim of unfair dismissal will be 6 months service.

This will come into effect for individuals employed from 1st July 2026 onwards. That means they will qualify from January 2027.

What Helen is certain about is what this means in practice.

"Probation is going to be key. Not just having it in the contract, but actually using it."

She sees the same issue repeatedly. "Employers say someone's been 'a bit rubbish' from the start, but they've never actually told them."

Probation reviews are not just about performance management. "It works both ways. Is the job right for the employee? Is the employer right for them?"

Handled properly, probation reduces risk for everyone.

"At the moment, compassionate leave is a gift from the employer. This makes it a legal right."

The difficulty lies in definition.

"There's no clear definition yet of what a bereaved person actually is."

With blended families, caring responsibilities, and complex personal relationships, Helen questions whether a rigid definition is even possible.

"That's probably why employers need to know their teams well. You can't manage this properly without understanding people's circumstances."

One key development is the extension to third-party harassment. "It's not just your employees. It's customers, suppliers, contractors, anyone your team comes into contact with."

Helen is realistic about what employers can and can't control. "You can't stop all behaviour, but you can take reasonable steps, and employees need to know what to do when something happens."

Training, clear policies, and confidence to speak up are key.

Helen's overall message is simple. "If you manage your people well now, a lot of these changes won't have the impact people are worried about."

That means:

• Clear contracts
• Proper probation management
• Fair, consistent treatment
• Up-to-date policies

"People can already bring claims from day one in certain circumstances. Having your house in order protects you now, not just in the future."

If you'd like help reviewing your contracts, policies, probation processes, or preparing for the upcoming changes, Dawson HR is here to support you.

Contact us here.