“Employers can still have probation periods for new staff – they just won’t be able to fire them unfairly, at will, for no good reason.”
Context
Trades Union Congress (TUC) general secretary Paul Nowak made the remark as peers debated the Employment Rights Bill, which would give UK workers unfair dismissal protection from their first day in a job. The measure is part of a wider set of reforms covering sick pay, flexible work and the right to switch from zero-hours to fixed contracts.
Supporters argue that day-one protection will improve job security and productivity, while critics say it could deter hiring and limit flexibility. Ministers have so far resisted attempts by the House of Lords to water down the reform.
Meaning
Nowak’s statement captures the union movement’s view that stronger employment protection need not undermine business flexibility. His distinction between probation and arbitrary dismissal reframes the debate: fairness and management control can coexist if expectations are transparent and dismissal decisions are justified.
The comment also reflects a mood in employment relations where transparency and trust are becoming as important as formal compliance. Fair treatment is increasingly viewed as a measure of good management and organisational integrity.
Implications
If enacted, the Bill will reshape early-stage employment practice. HR teams will need to review probation policies, ensure clear documentation of performance reviews and train managers in fair-dismissal procedures.
Companies that approach the change constructively could see benefits in morale and retention, while those that rely on rapid turnover or informal exit practices may face higher legal and reputational risk.
The debate signals that workplace fairness is becoming a benchmark of organisational culture as much as of regulation — and HR’s role in defining that culture is set to grow.
