Case Notes

Situation

A regional hospitality group operating across three jurisdictions had no current employment contracts, a policy handbook last revised in 2018, and a disciplinary process that had been applied inconsistently across properties. A pending Ministry of Labour inspection triggered the engagement.

Outcome

Full compliance audit delivered within four weeks. Contracts drafted and executed across all 120 employees. Policy handbook rewritten to current statutory requirements in each jurisdiction. Disciplinary process documented and management briefed. Inspection completed without finding.

Situation

A financial services institution had a senior employee facing allegations of gross misconduct. Previous informal interventions had not been documented. The case was at risk of becoming a wrongful termination claim before an Employment Tribunal.

Outcome

End-to-end disciplinary management: investigation framework, formal hearing conduct, written outcome, and appeal process. All stages documented to tribunal standard. Case closed without legal proceedings. HR process rewritten for the institution following the engagement.

Situation

A distribution business growing through acquisition had no succession plan and significant key-person concentration risk at the operational management level. Three of its four regional managers were within two years of retirement eligibility.

Outcome

Succession framework designed and documented. Internal talent review conducted across both jurisdictions. Development plans written for six identified successors. Transition timeline agreed with the board. No operational disruption during first two management transitions.

Situation

A manufacturing firm with a unionised workforce was facing a collective grievance that had escalated beyond the internal process and was on course for industrial action. The firm had no HR representation and management had not engaged formally with the union for over eighteen months.

Outcome

Representation at formal grievance meetings. Structured negotiation process with union representatives. Written outcome agreed by both parties. Ongoing labour relations framework established. No industrial action taken. Management trained in the collective bargaining obligations applicable to the operation.

Situation

A professional services firm had grown from 10 to 45 employees in three years and was operating entirely on informal expectations. No HR handbook existed, leave entitlements were applied inconsistently, and managers were making ad hoc compensation decisions without a framework.

Outcome

Complete HR policy suite developed: employment terms, leave policy, compensation framework, performance management process, code of conduct, and disciplinary and grievance procedures. All policies reviewed against current statute and distributed to staff. Induction programme written and implemented.

Situation

A technology business in the pre-listing phase was undergoing due diligence by a private equity acquirer. HR documentation, headcount accuracy, equity ownership, and employment liability were all in scope of the vendor due diligence review.

Outcome

HR data room assembled. Employment documentation gap analysis completed and remediation executed prior to disclosure. Employment liability schedule produced. HR risk section of the vendor due diligence questionnaire completed and reviewed. Transaction closed without HR conditions attached.

Situation

A healthcare network had promoted clinical staff into supervisory and management roles without providing any formal management training. Employee relations complaints were rising, and three formal grievances had been filed in the preceding twelve months, all citing management conduct.

Outcome

Management capability diagnostic conducted across twelve supervisors. Structured training programme delivered: employment law obligations, disciplinary process, performance management, and communication. Grievance rate fell to zero in the twelve months following the programme.

Situation

A non-profit organisation had no internal HR capacity and was relying on a board director with a legal background to handle people matters. The organisation was facing its first redundancy situation and had no process in place.

Outcome

Retained HR support established. Redundancy process managed end-to-end: business case documentation, selection criteria, individual consultation meetings, written outcome letters, and statutory payment calculations. All departures documented. Board director briefed on ongoing HR obligations. Retained relationship continued.