“HR teams are right to flag unfair dismissal as a major area of change as we move closer to implementation of the Employment Rights Act.”
Context
Stephen Simpson, a principal editor at workplace law and compliance resource Brightmine, said the line in response to new data showing that many HR teams are focusing on unfair dismissal changes under the UK’s Employment Rights Act 2025 but may be underestimating other significant elements of the legislation.
The Employment Rights Act is one of the most far-reaching reforms to UK employment law in decades, with changes to compensation caps, qualifying periods and trade union rights slated to take effect over the coming year.
The quote comes amid debate within HR circles about how far the reforms will reshape employer obligations and workforce practice. The new Act, which gained Royal Assent late last year, is set to alter how unfair dismissal claims are handled and introduce other statutory protections that many organisations have not previously faced. Commentary from legal experts and employer bodies suggests that understanding the practical and operational impact of the reforms will be central to HR planning.
Simpson’s line has been picked up by HR commentators as evidence of the profession’s shifting focus from traditional policy administration to strategic evaluation of legislative risk. HR leaders and in-house counsel are debating not just how to comply with new requirements but how to prepare managers, revise handbooks and brief boards on potential legal exposure in areas such as third-party harassment liability and expanded union access.
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Meaning
Simpson’s statement acknowledged that unfair dismissal changes are front of mind for many HR teams, but it also suggested that this focus may be too narrow. By saying that teams were “right to flag” one area, he recognised the instinct within the profession to prioritise immediate legal risk, while implicitly calling for attention to a broader suite of statutory shifts. The quote hinted that HR’s remit now includes legal foresight as much as compliance management.
The line also reflected the growing complexity of people practice in a changing regulatory environment. As statutory rights evolve, HR professionals must balance technical understanding of employment law with organisational readiness, communication with leadership and alignment of policy with culture. Simpson’s wording encapsulated the tension between focusing on headline changes and grappling with secondary but no less significant obligations.
The remark held broader resonance because it captured HR’s dual role: interpreting regulation and shaping how organisations respond to it. It suggested that effective HR leadership requires both tactical attention to specific risks and strategic awareness of how legal frameworks interact with workforce expectations and business objectives.
Implications
Employers may take the quote as an encouragement to broaden their review of the Employment Rights Act’s impact. Rather than concentrating solely on unfair dismissal provisions, people teams might assess how changes to union rights, statutory sick pay legislation and third-party harassment liability will affect workforce relations, contracts and workplace policies.
Workplaces may need to consider cross-functional planning, bringing legal, operations and leadership functions together to map risks and prepare guidance for managers. Simpson’s comment implied that isolating one issue could leave organisations exposed to less obvious but substantial obligations under the Act.
The statement also suggested that HR professionals should articulate these complexities clearly to boards and executive teams. By doing so, people leaders can ensure that compliance is not an afterthought but an integral part of organisational strategy as the new employment law framework unfolds.
