Categories
Disability Discrimination Law Diversity Employment Law Equality Act 2010 Lousha Reynolds Neurodiversity Recruitment

Thinking Differently: Why neurodiversity is a workplace superpower

With it being Neurodiversity Celebration Week (16th–20th March), we felt that it was time to move beyond awareness and start talking more about action.

In the UK, it’s estimated that around 1 in 7 people are neurodivergent. This includes ADHD, Autism, Dyslexia, Dyspraxia, and Tourette’s, among others. For too long, recruitment processes and office environments have been designed around the “typical” brain. Often filtering out some of the most creative, analytical, and dedicated talent in the workforce.

From a British employment law perspective, supporting different ways of thinking is not only the right thing to do, but is also a legal requirement. To help business leaders and HR professionals, we’ve focused in on a few things to help better recognise and support neurodiversity at work.


Under the Equality Act 2010, many neurodivergent conditions meet the legal definition of a disability, where that condition has a substantial, adverse impact on the individual’s ability to carry out their normal daily activities. In such cases, this means that employees have a right to protection from discrimination, harassment, and victimisation.

Crucially, employers have a legal duty to make reasonable adjustments. This duty is “proactive,” meaning you shouldn’t wait for an employee to reach a breaking point before offering support. By fostering an environment where adjustments are normalised, you stay ahead of legal risks and, more importantly, help your team thrive.


2. Redefining “reasonable adjustments”

Support doesn’t always mean expensive equipment. Often, the most impactful changes cost nothing but a shift in mindset. Effective adjustments often include:

  • Environmental tweaks: Providing noise-cancelling headphones, adjustable lighting, or quiet zones for deep focus.
  • Communication shifts: Giving instructions in writing rather than just verbally or allowing for camera-off meetings to reduce sensory overload.
  • Flexibility: Allowing for flexible start and end times to avoid the sensory stress of peak-time commutes.

3. Rethinking recruitment

The traditional hour-long, face-to-face interview is often a test of social performance rather than job competency. To support different ways of thinking, we can look at:

  • Skills-based assessments: Letting candidates demonstrate what they can do rather than just what they can say.
  • Clear job descriptions: Removing jargon and fluff (like “must be a great multitasker”) if it isn’t essential to the role.

4. Moving from “culture fit” to “culture enhancement”

In corporate culture, we often talk about culture fit. However, this can inadvertently lead to mini-me hiring, where everyone thinks and acts the same way. 

To truly celebrate neurodiversity, we should look to add to our work culture. A neurodivergent employee might approach a problem from an angle no one else has considered. They might spot patterns others miss or bring a level of hyper-focus that drives a project to completion. Different ways of thinking are a competitive advantage.


How to get involved this Neurodiversity Celebration Week

This week is a fantastic opportunity to kickstart the conversation. You can:

  • Educate: Host a lunch-and-learn or share resources from the Neurodiversity Celebration Week website.
  • Listen: Create a safe space for employees to share their experiences (if they wish) and what support looks like for them.
  • Audit: Review your internal policies, from HR handbooks to your physical office layout, to see if they are inclusive of all brain types.

Neurodiversity isn’t something to be fixed or managed. It’s something to be celebrated. When we design a world that works for neurodivergent people, we inadvertently create a better, more flexible, and more productive workplace for everyone.


CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

Lousha Reynolds
Refreshing Law

Categories
Dismissal Employment Law Employment Rights Act 2025 Lousha Reynolds Notice Periods Probation

The top questions we’re hearing from clients this month

Although there are a raft of changes as a result of the Employment Rights Act (see ERA Timeline), undoubtedly the change that our clients have the most questions about is the reduction to the qualifying period for unfair dismissal from 2 years to 6 months, which takes effect on 1 January 2027.

The two most frequently asked questions this month relate to this and are as follows:


1.  What impact do notice periods have on qualifying service under the new regime and do we have to include them when calculating qualifying service? 

As long as the employee has a pay in lieu of notice clause within their contract and you exercise that right; i.e. you pay them in lieu of their contractual notice period, the contractual notice period does not get added to their period of service. However, for employees who have been employed for over a month but for less than two years, the law adds one week when determining their period of qualifying service. This means that even if you do exercise the contractual right to pay in lieu of notice, you need to factor in this additional notional week. 

What that means in practice, is that you need to communicate dismissal decisions over a week before the six month qualifying period to avoid the employee being deemed to have 6 months service and a right to bring an unfair dismissal claim due to the notional week of service being added. 


2.  In view of the changes, what is the recommended duration for probationary periods?

We would advise between 3–4 months. For junior roles or where employees are on site full time/closely managed, a 3-month probationary period should be sufficient. You can also build in the ability to extend the probationary period for a further 6 weeks.

That said, we acknowledge that for the majority of our clients, it is difficult to properly assess suitability and performance within a 3-month period, particularly with hybrid working and for more senior roles. 4 months does still provide enough time for a short extension of the probationary period (we recommend 4 weeks) if this is required/or time in case meetings are delayed. However, where probationary periods are extended or meetings are delayed, it is important to remember to factor in the notional week referred to above to ensure that the employee does not have 6 months service at the time of the dismissal.

We recommend reviewing and updating the probationary periods in your existing contracts before issuing them to employees who commence employment on or after 1 July 2026. You should also check that your contracts include an appropriate pay in lieu of notice clause. In addition, it is vital to ensure that managers are fully briefed and trained on any changes to probationary periods and that they understand the importance of conducting the reviews in a timely manner.


CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

Lousha Reynolds
Refreshing Law

Categories
Employment Law Lousha Reynolds Video

Video | New look, same approach

The UK employment landscape is evolving fast. From new legislation to hybrid working models and workplace expectations, staying compliant while supporting your team can be challenging. At Refreshing Law, we provide clear, practical employment law guidance for businesses and HR teams. We can help with any employment law issues including:

  • Disciplinary and grievance procedures
  • Redundancy and restructuring planning
  • Discrimination and harassment issues
  • Contract and pay disputes

Our focus is on pragmatic advice that balances legal compliance with real-world business needs. So, you can make confident decisions and protect your organisation.

Watch our latest YouTube video to discover more about the Refreshing Law relaunch as we move into an exciting new chapter.


CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

Lousha Reynolds
Refreshing Law

Categories
Employment Law Lousha Reynolds Video

Refresh, reset

We’ve changed our look, not our approach

Now under the direction of experienced employment solicitor Lousha Reynolds, we’re pleased to introduce Refreshing Law’s new style.

We’ve rebranded, repositioned our social channels, and launched a new website, all to better reflect how we work and improve support for clients.

We continue to champion straightforward employment law advice, practical legal support, and clear guidance for employees, employers and HR teams. No jargon. No unnecessary complexity. Just lawyers who work for you.

Look out for more updates on our 2026 refresh and reset.

Refreshing Law | Voted one of the Top 200 legal practices in England and Wales by The Times


LOUSHA REYNOLDS

Lousha wearing beige two-piece

Lousha is a specialist, pragmatic employment lawyer, known for her personable approach and clear, practical advice. She helps clients navigate legal issues efficiently, focusing on achieving the outcomes that matter most.

Lousha has a wealth of experience in advising a diverse range of clients (both employers and employees) on the full spectrum of employment and HR related issues. She also has a proven track record at both the Employment Tribunal and the Employment Appeal Tribunal.

She has extensive expertise in:

  • Drafting contracts & policies
  • Disciplinaries, grievances, & managing dismissals
  • Redundancies, restructures, & change management
  • Performance management & absence management
  • Exit strategies: negotiating exits & Settlement Agreements
  • Tribunal litigation: unfair dismissal, discrimination & whistleblowing

Lousha took the helm of Refreshing Law in October 2025, following the retirement of Anna Denton-Jones, continuing our mission of straightforward advice and practical support for employees and employers alike.


VIDEO


CONTACT US

We’re here to help with any questions or concerns you may have. Whether you need expert advice or would like an initial conversation about our services, pricing, or the options available, please don’t hesitate to get in touch. At Refreshing Law, what sets us apart from other law firms is that you’ll get to speak to an experienced employment lawyer right from the very first call.

02920 599 993

07737 055 584

lreynolds@refreshinglawltd.co.uk

Lousha Reynolds
Refreshing Law

Categories
Anna Denton-Jones Disability Employment Law Employment Rights Act 1996 Equality Act 2010 Protected Characteristics Reasonable Adjustments

Disability and reasonable adjustments

If as a result of somebody’s disability they become unable to do the current role that they are employed in and the employer is looking to exit the employee from that position, they are obligated to look at alternative employment. This is the case in unfair dismissal law, before you even think about the disability angle.

In a recent case (Miller v Rentokil 2024 EAT 37), the particular employee concerned had multiple sclerosis, which is a deemed disability under the Equality Act 2010, a bit like cancer, ie. the employee does not have to jump through hoops to show that there is a substantial disadvantage, has a long term effect and has difficulty with normal day to day activities. They are deemed as disabled, so we move directly to consider how they have been treated.

Once the employee has a disability, then the duty to make reasonable adjustments kicks in. In this case, the employee was a field based pest controller and the role involved him working at heights for 40% of the time. He could no longer do this and could only work very slowly. This particular employer looked at other jobs within the organisation and put him forward for an administrator role but decided not to recruit him and dismissed him.

He claims that failing to place him in the administrator role on a trial basis amounted to a failure to make a reasonable adjustment. The Tribunal upheld his claim, as did the Employment Appeal Tribunal. The burden was on the employer to show that it was not reasonable to have put that person into the role on a trial basis. They clearly couldn’t convince a Tribunal of this. On an objective assessment clearly they believed that he met the essential requirements of the job and a trial could have been successful.

The way I look at it, the employer is going to have to convince the Tribunal why it couldn’t do this, and why the employee couldn’t be trained into the role, particularly when it is a large employer. For example, somebody who isn’t used to using computers on a day to day basis might be trained and adapted into doing so.

In this particular case, the employer had actually set tests in verbal usage and maths in relation to their standard interview process. These tests were ones that the employer applied to everybody applying for roles and the Claimant scored 16 out of 30 in the verbal usage test and 7 out of 30 in the maths test. It was clear that the employee didn’t have experience using Excel, the spreadsheet programme, which perhaps explains why the decision maker in the case, a recruitment manager, decided not to slot the employee into the vacancy. It did not however consider any retraining or any trial.

In the case, they went back to Archibald v Fife Council from 2004 and Lady Justice Hale’s summation that making reasonable adjustments requires the employer to treat the disabled person more favourably than others. This too was the case of a manual worker no longer able to carry out her duties for mobility reasons. Lady Justice Hale pointed out that there is no law against discriminating against people with a background in manual work but it might be reasonable for an employer to have to take the difficulty that that person would face into account when considering the transfer of a disabled worker who could no longer do that type of work. Essentially I think that means being more patient and accommodating with someone making a transition.

In this particular case, the administrator role was a more junior one than the technical role the employee had taken on previously. They took into account the fact that his technical knowledge and experience in doing the manual job would actually assist him in being able to be an administrative support worker to those other colleagues doing that role.

They weren’t unsympathetic to the employer having concerns about whether or not he could do the role, but the key to assessing that would have been the trial period.

The other flaw in the employer’s process was not just slotting the employer into that trial. Instead they seemed to have just treated him as any other applicant for the role and possibly even put him up against other people in a recruitment process. The duty to make reasonable adjustments is about prioritising the employee.

The length of the trial period that the courts were talking about in this case was a 4 week trial. Given that is actually quite a short period, it would be wise to pay an extra month’s salary whilst assessing somebody’s suitability in an alternative position rather than dismiss.

Anna Denton-Jones
Refreshing Law

Categories
Anna Denton-Jones Communication Employment Contract Employment Law HR Offer of Employment Recruitment Video

Video | Offers vs contracts

Our latest video is available to view on the Refreshing Law YouTube channel — please click here to watch Anna discussing a case she read about recently which relates to an issue that she does see cropping up from time to time around what has been offered at interview and in the initial offer letter versus what is in the contractual documentation later on.

Anna Denton-Jones
Refreshing Law

 

Categories
Duty of Care Employment Law Health Conditions HR Stress

Guest Blog | How HR can take a trauma-informed approach to support employees

All businesses have a duty of care to their employees and safeguarding their mental health is a fundamental part of this. April is National Stress Awareness Month and a time to reflect on the negative impact of stress in the workplace.

We all know that stress is one of the most common causes of long-term work absence in the UK but how much do HR professionals understand about the impact that trauma can have as a contributory factor to stress and work burnout?

It’s important to understand what psychological trauma is and how it can have a significant impact on an individual’s mental and physical health. Trauma-informed care is an approach that recognises the impact of trauma on individuals and seeks to create a safe and supportive environment for healing.

So how can HR take a trauma-informed approach to supporting employees through work stress and burnout?

Create a safe and supportive environment

Creating a safe and supportive environment is an essential part of a trauma-informed approach. This includes:

  • Establishing trust: Building trust with employees is essential. This can be achieved through open communication, active listening, and a non-judgmental approach.

  • Fostering a sense of safety: Employees need to feel physically and emotionally safe in the workplace. HR can ensure that the workplace is free from harassment, discrimination, and other forms of violence.

  • Providing choice and control: Employees need to feel that they have choices and control over their work environment. HR can provide employees with opportunities to give feedback, participate in decision-making, and have a sense of autonomy.

  • Empowering employees: Empowering employees to take control of their work environment and manage their stress can help them feel more confident and reduce the risk of burnout.

Offer resources and support

HR can offer resources and support to help employees manage their work stress and prevent burnout. This may include:


  • Counselling services: Counselling services can help employees manage their stress and cope with trauma.

  • Training and education: Providing employees with training and education on stress management and mental health can help them understand the impact of stress and develop coping strategies.

  • Flexible work arrangements: Offering flexible work arrangements such as hybrid or flexible hours can help employees manage their workload and reduce stress.

  • Peer support: Providing employees with peer support networks can help them feel connected and supported in the workplace.

In summary, taking a trauma-informed approach to supporting employees through work stress and burnout is essential for promoting employee wellbeing and preventing burnout.

HR can create a safe and supportive environment, offer resources and support, and empower employees to take control of their work environment. By doing so, HR can help employees manage stress and prevent burnout, leading to a more productive and healthier workforce.

If you would like to learn more about becoming a trauma-informed organisation, you can find further information on the Platfform Wellbeing website.

Platfform Wellbeing
Platfform Wellbeing is a commercial training, workplace wellbeing and counselling service aimed at organisations across the private, public and third sector. It offers kind, compassionate responses at times of distress and supporting organisations with creating cultures and teams than enable people to thrive. We are part of Platfform, a mental health and social change charity.

 

Categories
Anna Denton-Jones Employment Contract Employment Law Fraud HR Offer of Employment Recruitment

The implications of falsehoods in CVs

A Court decision caught my eye when I was reading the legal news. Firstly, the case is interesting because it went all the way to the highest court in the land, the Supreme Court. Secondly, the Supreme Court overturned the decision of the Court of Appeal. Thirdly, the former employee had been ordered to pay back £97,000 having falsely claimed, in a job application, that he held qualifications and relevant work experience that he did not in fact have.

The case involved somebody called Jon Andrewes who had worked as the Chief Executive of St Margaret’s Hospice in Taunton. He claimed he had a university degree, relevant work experience and even a PhD from Plymouth University, insisting on being called Dr.

There was nothing wrong with his performance in the job, indeed the fact that he worked from 2004 to 2015 and was regularly appraised as either a strong performer or outstanding performer shows that he had not aroused suspicion at an early stage. He had also used similar lies to be appointed to roles as a Director and then Chair of the Torbay NHS Care Trust and as Chair of the Royal Cornwall NHS Hospital Trust.

At some point he was obviously caught out and the whole deck of cards came crashing down.

In 2017 he pleaded guilty to obtaining pecuniary advance by deception and two counts of fraud and was sentenced to 2 years imprisonment. The Proceeds of Crime Act of 2002 sets out a confiscation regime whereby criminals are relieved of their ill-gotten gains. In this case, the Crown were seeking an order that his entire earnings during the period of employment under false pretences should be confiscated. This would have been £643,000 (net earnings).

The Court of Appeal had held that it would be disproportionate to expect him to pay something back.

The Supreme Court sought a middle way and ordered he pay £97,000. There was clearly a feeling that to deprive a person of their entire earnings when the employee had apparently done a good job, would be a step too far but they also declined to agree with the employee’s submission that a ‘take nothing’ approach was appropriate. Despite the fact that he had done a good job, the Hospice and two Trusts had sought a person of honesty and integrity and would have chosen another candidate if they had known about the deception.

In carving this middle route, the Supreme Court was clearly trying to represent the difference between the earnings made as a result of the CV fraud and a lower amount of earnings that the defendant would have made had they not committed the fraud.

The same principles will apply whatever the seniority of the employee.

One of the key issues arising in the case is what background checks were done to verify qualifications and information given on the CV. Just because somebody is in a very senior position, all the status doesn’t mean we should not subject them to checks that we might make for more lowly employees. I am not sure how the deception was identified in the end but it does seem that at least 3 HR Departments have some egg on their faces?

Anna Denton-Jones
Refreshing Law

Categories
Anna Denton-Jones Employment Law Employment Rights Act 1996 Holiday HR Part-Time Working Pay

Holiday calculations for part year workers

Given we are in peak holiday season, are you happy you are paying people correctly when they take annual leave? The Supreme Court, i.e. the highest Court in our land has just ruled on the case of a teacher whose employment contract meant that she only worked for a proportion of each year, so 32 weeks in total over 3 terms ie;- part of the year. Others might work part of the year such as a ‘season’ on a farm or on a holiday site.

The employer had calculated the entitlement using the shorthand of 12.07% of annualised hours. This number had become standardised shorthand – 12.07% being the figure obtained using the standard working weeks in a year which is 46.4 (52 weeks less the statutory 5.6 weeks holiday entitlement) and 5.6 weeks being 12.07% of 46.4 weeks).

The employee argued they should have looked at her wages during the 12 week period prior to her taking holiday to calculate her average pay over that period. This was the approach ACAS recommended for workers employed on a casual basis or with irregular hours (they have since removed this from their site).

If you used the calculation favoured by the employee, she would be paid more when she took annual leave, in fact 17.5% of her annual earnings.

Since the date of the case, under the Employment Rights Act, if a worker doesn’t have normal working hours, a week’s pay is taken to be their average pay over a 52 week period and if there are weeks in which there is no remuneration being payable such weeks are excluded from the calculation with earlier weeks brought into the reference period instead. This is since April 2020 but in this particular case, the individual was referring to a period before then when the reference period was 12 weeks, excluding the weeks on which she didn’t work).

I suspect often employers who are looking at average pay just work out average pay over the 52 week period and forget to discount weeks in which there are no earnings?

I won’t bore you with the arguments that went back and forth between the various levels of Tribunal and then the Court of Appeal before the Supreme Court but essentially, the Supreme Court has agreed with the Court of Appeal decision. The percentage method of calculation (12.07 or 17.5%) has been rejected comprehensively and should no longer be relied on. They confirmed the average wage calculation instead This should be followed even if it results in part year workers receiving a higher proportion of their annual earnings as holiday pay.

It also means that there is now a dichotomy between accrual of annual leave which accrues in proportion of the work done and pay in respect of such leave which has to be calculated by reference to remuneration during periods of actual work. When it comes to accrual, in the first and last years of employment, accrual is based purely on the passage of time under the Contract – it doesn’t have any relationship to the amount of work done in that time. Non-working weeks could be included in calculating accrued holiday entitlement but are ignored when calculating holiday pay.

In practical terms, this is likely to be problematic, mainly for schools, where somebody does not have regular working hours rather than if somebody’s salary was annualised and paid in 12 monthly instalments, they are already receiving the correct amount of pay during weeks of holiday as during working time.

For those employers who have casual workers, they need to make sure that they are using the calendar week method. If a worker takes a week’s holiday, they should be paid a week’s pay according to the statutory formula which may produce a different rate of pay each time a holiday is taken depending on what their earnings have been in the 52 weeks that they have last worked prior to the calculation being done (or the period of employment if shorter).

That still leaves us with the difficulty in expressing holiday entitlement in contracts. If a worker does a different number of hours or days each week and sometimes may work no hours at all, what does the employer say in terms of quantifying their annual leave entitlement? Here the Working Time Regulations don’t provide any clues. One possible solution as per the government guidance which sits alongside the regulations is to base it on the number of days in an average week of a representative period, e.g. if the average week is 2.5 days long then a day’s holiday equals 1 divided by 2.5 or 0.4 of a week. If the employee took 2.5 days off it would reduce their holiday entitlement from 5.6 weeks to 5.2 weeks.

It is possible that we may now see a flurry of deductions claims from workers who have had their holiday calculated on the percentage. Those claims generally have to be brought within 3 months of the final pay day or the most recent pay day that they say has been calculated erroneously and can go back for 2 years back pay from the date of the claim.

Anna Denton-Jones
Refreshing Law

Categories
Anna Denton-Jones Employment Law Holiday HR Pay Video

Video | Shifting sands and holiday pay

Our latest video is available to view on the Refreshing Law YouTube channel — please click here to watch Anna discussing holiday pay and some interesting developments in this area.

Anna Denton-Jones
Refreshing Law