Straight, plain-English answers on pay, holiday, hours, leave, flexible working and more — written for busy owners and managers across Sussex, Surrey and London. No jargon, no scare tactics, just clear guidance you can act on.
Every business is different — we give tailored answers
Friendly, local HR support you can pick up the phone to
Fixed, transparent pricing with no surprises
A free, no-obligation first conversation
Jump straight to the area you need. For situations like disciplinaries, redundancy or TUPE, our HR Expertise pages go into more depth.
How we support small businesses, what it costs, and how to get started — the practical questions before you pick up the phone.
We’re an HR consultancy for small and growing businesses across Sussex, Surrey and London. We handle the everyday — contracts, policies, and day-to-day advice — as well as the bigger moments like disciplinaries, absence, performance, redundancy and TUPE. In short, we give you expert HR support without the cost of a full-time HR department.
Typically small and growing businesses — from those taking on their very first employee to established teams who want reliable, professional HR on hand. If you’re at the point where HR is taking up more of your time than it should, that’s exactly where we help. Every business is different, so our support flexes to fit yours.
You’ll work with an experienced, professionally qualified team. Mary is CIPD qualified, Claire is a qualified Mental Health First Aider (MHFA), and Ewen is a TCM Accredited Mediator and our HRIS lead. It means you get proper HR expertise, workplace wellbeing know-how and practical systems support from people who genuinely care about getting it right for you.
We’re based in Horsham, West Sussex, and support businesses across Sussex, Surrey and London. Most of our support is delivered by phone, email and video call, so distance is rarely an issue. Because we work with local businesses, we can also spend time on site with you when it helps. Wherever you are in the region, you’ll have a friendly team to call on.
Yes — we offer a free, no-obligation discovery call. It’s simply a chance for us to understand your business and your people challenge, and for both of us to see whether we’re a good fit to work together. There’s no pressure and no cost, and you’ll come away with a clearer picture either way. Everything always starts with a conversation.
We keep pricing fixed, transparent and tailored, with no hidden costs. Ongoing support comes through fixed-fee monthly retained packages: HR Starter from £99 a month for businesses up to five employees, HR Growth from £349 a month for teams of six to twenty, and HR Elevate from £799 a month for larger teams. Prefer to pay as you go? Our standard rate is £130 an hour, or you can buy a block of pre-paid hours to draw on whenever you need us.
Not at all. Retained packages suit businesses that want ongoing peace of mind and a consultant who already knows them, but they’re not the only option. You can also work with us on a one-off basis, or buy a block of pre-paid hours (from £1,250 + VAT for ten hours) to use as and when things come up, with no expiry date. We’ll recommend the approach that genuinely suits your situation.
Both. Some clients want us alongside them regularly for peace of mind and day-to-day advice; others come to us for a specific piece of work, like a contract review, a tricky disciplinary, or a redundancy process. There’s no wrong way to start. We’ll recommend the approach that genuinely suits your situation.
Book a free discovery call, where you can talk through your people challenge and we can both decide whether we’re a good fit to work together. Everything always starts with a conversation. If it feels right, we’ll follow up with a detailed proposal setting out exactly how we can help and support your business — with no obligation to go ahead.
It’s an informal, friendly chat — we’ll ask about your business and the challenges you’re facing, answer your questions, and explain how we can help. There’s no hard sell and no jargon. By the end you’ll know whether we’re the right fit, and what sensible next steps look like.
Getting hours, breaks and overtime right keeps your team fresh and your business on the right side of the rules.
Most workers shouldn’t average more than 48 hours a week, measured over a 17-week reference period rather than any single busy week. Someone can choose to opt out of the limit in writing if they want to, and they can opt back in later. We’ll help you set this up clearly so both sides know where they stand.
An adult worker is generally entitled to a 20-minute break when they work more than six hours, at least 11 hours’ rest between working days, and a day off each week. These are minimums, and many employers are more generous. We can help you build breaks into rotas so they’re respected without disrupting the work.
There’s no legal requirement to pay a premium rate for overtime — what matters is that pay never falls below the minimum wage across the hours worked. Whether you pay time-and-a-half, a flat rate, or offer time off in lieu is up to you and the contract. We’ll help you word an overtime approach that’s fair and easy to run.
It depends on the contract. If overtime is voluntary, they can decline; if the contract requires reasonable overtime, a refusal is a different conversation. Clarity in the contract prevents most friction here, and we can make sure yours says what you actually intend.
There’s no fixed statutory notice for a shift change, but reasonable notice is both fair and good for morale — and the direction of travel in employment law is towards more predictability for workers. A clear rota policy sets expectations on both sides. We’ll help you strike a balance that works for your business and your people.
It can, and this is an area that catches employers out. If someone has to be at the workplace or is so restricted that they can’t use the time freely, it usually counts; genuinely being free to do as they please while contactable often doesn’t. We’ll help you assess your on-call arrangements so pay and rest are handled correctly.
Clear, correct pay is the foundation of trust — and one of the easiest areas to slip up on without meaning to.
Almost all workers are entitled to at least the minimum for their age band, with the National Living Wage applying to those aged 21 and over. The rates change every April, so it’s worth a diary note to review pay each spring. We keep an eye on the rates for our clients so nobody is accidentally underpaid.
Yes — every worker is entitled to an itemised payslip on or before payday, showing pay and any deductions. It’s a simple thing that builds a lot of confidence. If your current payroll doesn’t make this easy, we can point you towards a straightforward fix.
Deductions are only allowed where the law requires them (like tax), the contract clearly permits them, or the employee has agreed in writing in advance. Docking pay without one of those in place is where problems start. We’ll help you word your contracts so any legitimate deductions are properly covered.
Usually yes, but how you go about it matters — a sudden clawback from someone’s next wage can cause real hardship and bad feeling. A calm conversation and a sensible repayment plan almost always works better. We can help you handle it fairly and keep the relationship intact.
There’s no legal duty to award a rise each year unless the contract promises one, though keeping pace with the cost of living helps with retention. It’s as much a business decision as a legal one. We’re happy to talk through a simple, consistent approach to pay reviews.
The sensible response is to put it right quickly — back-pay the shortfall and fix whatever caused it. Most minimum-wage errors are honest ones, often from unpaid time like training or travel being overlooked. We’ll help you check your pay adds up correctly so it doesn’t happen again.
Holiday sounds simple until part-time hours, starters and leavers get involved — here’s how it actually works.
Full-time staff are entitled to 5.6 weeks’ paid holiday a year — that’s 28 days for someone working five days a week. You can choose whether bank holidays are included within that or given on top. We’ll help you set out your holiday year and entitlement clearly so there’s no confusion.
You apply the same 5.6 weeks pro rata to the days or hours they work — so someone working three days a week gets 16.8 days. For very irregular hours it’s calculated a little differently. We can set up a simple method so every calculation is consistent and fair.
Yes — you can require holiday to be taken at certain times, such as a Christmas shutdown, as long as you give the right notice (generally twice the length of the holiday). It’s best set out in a policy so nobody is caught out. We’ll help you word it clearly.
You pay the employee for any holiday they’ve accrued but not taken by their leaving date. If they’ve taken more than they’ve accrued, you can usually recover it from their final pay if the contract allows. We’ll help you calculate final holiday correctly so leaving is clean on both sides.
You can, provided you follow the correct notice rules and have a fair business reason — you can’t simply block someone from ever taking their entitlement. A clear approvals process keeps things running smoothly at busy times. We can help you put one in place.
They can usually choose to convert the affected days back to sick leave and reclaim the holiday for later, provided they follow your normal sickness reporting. A simple policy makes this easy to handle. We’ll help you cover it so it’s fair and not open to confusion.
Supporting people through big life events well is good for them and good for loyalty — here are the essentials.
Eligible employees can take up to 52 weeks’ maternity leave, with Statutory Maternity Pay payable for up to 39 of those weeks at the set rates. Their job is protected while they’re away. We’ll help you handle the notifications, pay and cover so it runs smoothly for everyone.
Eligible partners can usually take one or two weeks’ paternity leave, paid at the statutory rate, around the birth or adoption. The rules on eligibility and notice are worth getting right. We can guide you through it so new parents feel properly supported.
It lets eligible parents share up to 50 weeks of leave and 37 weeks of pay between them, taken flexibly in blocks. It’s genuinely helpful for families but the notifications can look daunting. We’ll help you administer it without the paperwork becoming a headache.
Yes — employees returning from ordinary maternity leave are generally entitled to return to the same job, and those protections are being strengthened further, including around redundancy for new and expectant parents. It’s an area to tread carefully. We’re always happy to check a situation before you act.
No — questions about pregnancy or plans to start a family risk a discrimination claim and are best avoided entirely, however friendly the intention. Keep interviews focused on the role. We can help you build fair, safe interview questions.
Employees have a right to reasonable unpaid time off to deal with an emergency involving someone who depends on them — a sick child, or a care arrangement falling through, for example. It’s about coping with the immediate situation, not ongoing care. A clear, compassionate policy helps everyone know what to expect.
Jury service, bereavement, public duties — the less common requests that still need a fair, consistent answer.
Yes — you must allow an employee time off for jury service, though you’re not legally required to pay them for it (many employers choose to top up or continue pay). Handling it gracefully is good for morale. We can help you set a fair, consistent approach.
There’s a specific entitlement to Parental Bereavement Leave and pay for parents who lose a child, and broader bereavement rights are expanding under the new employment law. Beyond that, how you handle the loss of a loved one is largely down to you — and compassion tends to be remembered. We’ll help you put a kind, clear policy in place.
There’s no one-size-fits-all rule, so a short, clear policy that sets out what people can expect — and a willingness to be flexible in genuine hardship — usually serves best. It’s one of those moments that defines how people feel about working for you. We can help you word it warmly and fairly.
Employees who serve as magistrates, school governors or in certain other public roles are entitled to reasonable unpaid time off. It’s usually very manageable with a little planning. We’ll help you set expectations so it doesn’t disrupt the business.
There’s no automatic right to one, so it’s entirely your call — but a well-structured career break can be a powerful retention tool for a valued team member. The key is a clear written agreement on terms and return. We can help you draft one that protects both sides.
Treat it on its merits and consistently — a transparent approach to unpaid leave avoids any sense of favouritism. Setting out how requests are considered in a short policy takes the awkwardness out of it. We’re happy to help you shape one.
Flexible working is now a day-one conversation for most employers — here’s how to handle requests confidently.
The right to request flexible working now applies from day one of employment, and employees can make more than one request a year. It’s a request, not an automatic entitlement — but it must be handled properly. We’ll help you set up a simple, fair process for receiving and responding to them.
You can decline for one of a set of recognised business reasons — such as the burden of extra costs, an inability to reorganise work among staff, or a detrimental effect on quality or performance. You need to consider each request reasonably and respond in good time. We’ll help you handle refusals fairly and on solid ground.
You’re expected to deal with a request within two months, including any appeal, unless you agree a longer period with the employee. Consulting them before deciding is now part of the expectation. We can give you a straightforward timeline to follow so nothing slips.
Yes, and it’s often the smart move — a trial lets both of you see whether the arrangement really works before it’s made permanent. It takes the pressure off the yes-or-no decision. We’ll help you set clear terms for the trial so it’s fair to everyone.
Focus on clear expectations, regular contact and outcomes rather than clock-watching, and make sure remote staff still feel part of things. A short home-working policy covering hours, equipment and communication removes most of the guesswork. We can help you put one together.
The practical essentials — expected hours and availability, equipment and expenses, data security, and health and safety at home. Getting these down in writing prevents small misunderstandings from growing. We’ll help you produce one that fits how your business actually operates.
You don’t need a big budget to offer benefits that people value — but the pension duties are not optional.
Yes — automatic enrolment means most employers must enrol eligible staff into a qualifying pension scheme and pay minimum contributions. It’s a legal duty, not a choice, with ongoing responsibilities attached. We’ll help you make sure you’re meeting them without it becoming a burden.
The current minimum is 8% of qualifying earnings in total, of which at least 3% must come from you as the employer, with the employee making up the rest. Some employers choose to contribute more as a benefit. We can help you understand what applies to your team.
They can opt out after being enrolled, and if they do you must handle it correctly and re-enrol eligible staff roughly every three years. It’s your duty to enrol them in the first place, not to discourage them from staying in. We’ll help you keep the process compliant.
Often the things people value most cost little — genuine flexibility, extra time off around big life events, recognition, learning opportunities, and an Employee Assistance Programme for wellbeing support. It’s about showing you care, not spending big. We can help you build a benefits package that punches above its budget.
Neither is required, but both can be attractive — an Employee Assistance Programme in particular is inexpensive and shows real support for wellbeing. Whether they’re worth it depends on your team and priorities. We’re happy to talk through what would land well with your people.
A contractual bonus is one the employee is entitled to if set conditions are met; a discretionary one is genuinely at your choosing. The distinction matters because a poorly worded ‘discretionary’ scheme can end up being treated as contractual. We’ll help you word bonus arrangements so they mean what you intend.
The basics of keeping people safe are more straightforward than they sound — and they protect your business too.
You have a general duty to take reasonable care of your employees’ health and safety — which in practice means assessing risks, acting on them, and giving people the information and training they need. Most small businesses can meet this proportionately. We can point you to sensible, no-nonsense support to get it right.
If you have five or more employees, you’re legally required to have a written health and safety policy. Even below that, having one is good practice and reassures your team. We’ll help you make sure it’s in place and actually reflects your workplace.
A risk assessment is simply a considered look at what could cause harm and what you’re doing about it. You should review it regularly and whenever something changes — new equipment, new premises, or a new way of working. It needn’t be complicated, and we can guide you to the right resources.
You need appropriate first aid arrangements for your size and setting, and employers’ liability insurance is a legal requirement for most businesses with staff, usually with a minimum level of cover. These are quick wins that protect everyone. We’ll help you check you’ve got the essentials covered.
Work-related stress sits squarely within health and safety, so it’s worth taking seriously — spotting the signs early, keeping conversations open, and adjusting workloads where you sensibly can. Supporting mental health is increasingly what good employers do. We can help you build a culture and a policy that back this up.
Your duty of care follows the employee home, so it’s reasonable to check they have a safe, suitable set-up — a simple home-working assessment usually does the job. It’s about sensible care, not red tape. We’ll help you handle it lightly and properly.
Fair treatment isn’t just the law — it builds the kind of workplace people want to stay in.
The Equality Act protects nine characteristics: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. Treating someone unfairly because of any of these can amount to discrimination. We’ll help you build fair practices that keep you well clear of trouble.
Direct discrimination is treating someone worse because of a protected characteristic; indirect is where a policy that applies to everyone puts a particular group at a disadvantage without good justification. The second is easy to do unintentionally. We can review your policies to make sure they’re genuinely even-handed.
Yes — where an employee or applicant is at a substantial disadvantage because of a disability, you have a duty to make reasonable adjustments to remove it. These are often small, practical changes. We’ll help you identify sensible adjustments that support the person and the business.
You can — employers can be held responsible for discrimination carried out by staff in the course of their work, which is why prevention matters. Clear policies and training give you a defence and, more importantly, prevent harm. We can help you put both in place.
Take it seriously, deal with it promptly and fairly, and keep an open mind — how you respond says a great deal about your business. Depending on the situation it may be handled informally or through your grievance process. We’ll help you respond in a way that’s fair to everyone involved.
Yes — discrimination protection applies from the very start, including to applicants and to those with short service, unlike unfair dismissal which usually needs qualifying service. That’s why fair recruitment matters from the first advert. We can help you keep your hiring process clean.
Keeping good people is cheaper than replacing them — and much of what works costs very little.
The biggest levers are usually free — being listened to, feeling trusted, getting honest feedback, and seeing a bit of recognition for good work. People stay where they feel valued. We can help you build simple habits that make a real difference to how your team feels.
The most reliable way is to ask — a well-run exit interview, and better still regular check-ins with current staff, will tell you more than guesswork. Patterns usually point to something fixable. We can help you gather and act on that feedback constructively.
Beyond fair pay, your best people tend to stay for growth, recognition and a manager who backs them. Losing them is expensive, so it’s worth being proactive rather than reactive. We’ll help you spot flight risks early and give them reasons to stay.
Very much so — even one or two honest conversations can reveal something you’d want to change. The trick is to make it safe for people to be candid. We can give you a simple set of questions and help you read what comes back.
Treat disengagement as a signal, not a failing — a genuine, curious conversation about how they’re finding the role often surfaces something you can address. People rarely check out for no reason. We can help you approach it supportively and turn it around where possible.
It does — investing in people’s growth signals that they have a future with you, which is one of the strongest reasons good staff stay. It needn’t be costly to be meaningful. We can help you build development into everyday working life.
These are the questions we hear most often — but every workplace is different. If yours isn’t covered here, or you’d like an answer tailored to your business, we’re happy to help. The first conversation is free and there’s no obligation.
