Frequently Asked Questions

Rebox HR is a multi award-winning outsourced HR consultancy. We provide expert, CIPD-qualified HR support to small and medium-sized businesses across the UK, from day-to-day advice and employment law guidance to complex projects such as TUPE, restructuring, and recruitment.

We work with SMEs across a wide range of sectors, from businesses hiring their very first employee through to companies with established teams who need reliable, professional HR support without the cost of a full-time HR department.

We're based in Daventry, Northamptonshire, but we support businesses right across the UK. Most of our day-to-day support is delivered remotely by phone, email, and video call, with on-site visits available when needed.

Our team are CIPD-qualified HR professionals with extensive experience across multiple industries. We stay up to date with the latest employment law changes so you don't have to.

You pay a fixed monthly fee and receive ongoing access to your dedicated HR consultant. This includes unlimited phone and email support, regular check-ins, document drafting and review, and guidance on any HR matters that arise. Essentially, we become your outsourced HR department.

Retained packages typically include unlimited HR advice by phone and email, employment contract and policy drafting, disciplinary and grievance support, absence management guidance, and regular HR health checks. We tailor every package to your specific needs.

We keep things flexible. Our standard retained agreements run on a rolling monthly basis with a notice period, so you're never locked into a long-term contract that doesn't work for you.

Outsourced HR gives you access to a team of experienced professionals for a fraction of the cost of a full-time salary, pension, and benefits. You also get broader expertise. Rather than relying on one person, you have a whole team behind you, with no holiday or sickness cover gaps.

We support businesses with TUPE transfers, restructuring, redundancy consultations, recruitment campaigns, policy overhauls, and any other one-off HR projects. We scope each project individually so you only pay for what you need.

TUPE (Transfer of Undertakings, Protection of Employment) regulations protect employees when a business or part of a business transfers to a new employer. It applies in mergers, acquisitions, outsourcing, and insourcing situations. We guide you through the entire process, ensuring legal compliance and smooth communication.

Yes. We provide end-to-end support for restructuring and redundancy, including planning, consultation processes, at-risk letters, selection criteria, appeal processes, and settlement agreements. We ensure everything is handled fairly and in line with current employment law.

Pricing depends on the type of support you need. Retained packages are a fixed monthly fee based on the size and complexity of your business. Project work is quoted on a per-project basis. Ad-hoc (PAYG) support is charged at an hourly or daily rate. We're always transparent, with no hidden costs.

No. We believe in complete transparency. Your quote will clearly outline exactly what's included, and we'll always discuss any additional costs with you in advance if your needs change during an engagement.

Pay-as-you-go (PAYG) is ideal if you only need occasional HR advice. You simply pay for the time you use. Retained support gives you ongoing, proactive HR cover at a predictable monthly cost, and typically works out more cost-effective if you need regular support.

Yes. We offer a free, no-obligation consultation where we'll learn about your business, understand your HR challenges, and explain how we can help. There's no pressure, it's simply a chance to see if we're the right fit.

Breathe HR is a cloud-based HR software platform designed for SMEs. It helps you manage holiday, sickness, documents, performance reviews, and employee records all in one place. As an accredited Breathe HR partner, we can set it up and support you with it.

Absolutely. We handle the full implementation, from initial setup and data migration to configuring policies, training your team, and providing ongoing support. We make sure you get the most out of the platform from day one.

Yes, Breathe HR integrates with a number of popular payroll providers. We'll advise you on the best setup for your business during the implementation process to ensure everything works smoothly together.

Simply get in touch by phone on 01327 640070, email hello@reboxhr.co.uk, or use our contact form. We'll arrange a free initial consultation to discuss your needs and recommend the right level of support.

We'll have an informal chat about your business, the HR challenges you're facing, and what you're looking for. We'll explain our services, answer your questions, and if it's a good fit, we'll put together a tailored proposal for you, no obligation.

We can usually get started within a few days of agreeing terms. For retained support, we'll begin with an onboarding process to understand your business, review your existing HR documentation, and identify any immediate priorities.

That's absolutely fine. Our ad-hoc and project-based services are designed for exactly that. Whether it's a tricky disciplinary situation, a contract query, or a full restructuring project, we can help on a one-off basis without any ongoing commitment.

Our ad-hoc HR services cover a wide range of needs including contract drafting and reviews, disciplinary and grievance hearings, settlement agreements, absence management advice, right to work checks, maternity leave guidance, redundancy and TUPE consultations, appeal hearings, exit interviews, and bespoke HR documentation. If you have an HR question or challenge, we can help.

We aim to acknowledge your request within one business hour and provide initial guidance or a plan of action within 24 hours. For urgent matters such as a live disciplinary situation or an employee issue that needs immediate attention, we prioritise accordingly to ensure you receive timely support.

No. That is the whole point of our ad-hoc service. You access our expertise as and when you need it, with no ongoing commitment, no retainer, and no minimum term. It is completely flexible and designed around your needs. Many of our clients start with ad-hoc support and move to a retained package once they see the value of having us on hand regularly.

Our ad-hoc services operate on a pay-per-use basis with transparent half-hourly rates or project-based fees. You only pay for the time and expertise you use. There are no retainers, no hidden costs, and no surprises. We agree the scope and cost upfront so you know exactly what you are paying for before we start.

We support a wide range of one-off HR projects including TUPE transfers, redundancy programmes, business restructuring, disciplinary and grievance cases, settlement agreements, dispute resolution, recruitment campaigns, policy overhauls, and organisational design. Each project is scoped individually so you only pay for what you need.

Project-based support is designed for a specific, defined piece of work with a clear start and end point. You get a fixed quote for the project, a dedicated consultant, and hands-on support until the matter is resolved. Retained support is an ongoing monthly arrangement covering day-to-day HR advice and all the issues that come up over time. If you have a one-off challenge, project support is usually the right fit. If HR issues come up regularly, retained support is more cost-effective.

We quote each project individually based on its scope and complexity. You receive a clear, fixed fee upfront so there are no surprises. For straightforward projects like drafting contracts or chairing a hearing, we may quote a day rate. For larger projects like TUPE transfers or restructuring programmes, we scope the full project and agree a total fee. We are always transparent about costs.

Yes. We regularly step in partway through HR projects where things have stalled, gone wrong, or where the business simply needs expert support to get it back on track. Whether it is a redundancy consultation that has hit a problem, a disciplinary process that needs rescuing, or a TUPE transfer that is behind schedule, we review where things stand, identify what needs to happen next, and take it from there.

They are the same thing. Settlement agreements were previously called compromise agreements. The name was changed in July 2013 under the Enterprise and Regulatory Reform Act 2013, at the same time as the introduction of protected conversations under section 111A of the Employment Rights Act 1996. If you have old template agreements that still use the term 'compromise agreement', they should be updated.

There is no fixed formula, and the right figure depends on the circumstances. Factors we consider include the employee's length of service, their salary and benefits, the strength of any potential claims they could bring (such as unfair dismissal or discrimination), the cost of continuing with a formal process, and what a tribunal might award if the case went to a hearing. As a rough guide, many straightforward settlements fall in the range of two to six months' salary, but complex situations or strong claims can be higher. We advise on an appropriate figure for your specific situation, balancing risk with cost.

A protected conversation, introduced by section 111A of the Employment Rights Act 1996, allows an employer to have a confidential discussion with an employee about ending the employment relationship without the conversation being used as evidence in an unfair dismissal claim at tribunal. This protection does not apply to discrimination claims, whistleblowing, or where there has been improper behaviour (such as undue pressure or threats). We coach managers on how to conduct protected conversations properly, because getting the tone or content wrong can mean the protection is lost.

Yes. For a settlement agreement to be legally valid under section 203 of the Employment Rights Act 1996, the employee must receive independent legal advice from a relevant independent adviser, most commonly a solicitor. The adviser must be identified by name in the agreement and must have professional indemnity insurance. It is standard practice for the employer to contribute towards the employee's legal fees, typically between £350 and £500 plus VAT. This cost is worth it because without independent legal advice, the agreement is not enforceable and the employee can still bring a claim.

Section 98 of the Employment Rights Act 1996 sets out five potentially fair reasons for dismissal. These are capability or qualifications for the role, conduct, redundancy, statutory illegality (where continued employment would breach a statutory duty or restriction) and some other substantial reason (SOSR). Even with a fair reason, the employer must also demonstrate that the dismissal was carried out using a fair procedure and that it was reasonable in all the circumstances.

Unfair dismissal is a statutory claim under the Employment Rights Act 1996, which examines whether the employer had a fair reason for dismissal and followed a fair procedure. Wrongful dismissal is a contractual claim that arises when an employer breaches the employment contract, typically by failing to provide the correct notice period. Wrongful dismissal claims have no qualifying service period, meaning an employee can bring a claim from their first day of employment. Both claims can be pursued simultaneously at an employment tribunal.

The law applies equally to businesses of all sizes, but the practical impact is greater for smaller employers. A tribunal claim that a large company absorbs as a cost of doing business can be genuinely damaging to an SME, both financially and in terms of management time. Small businesses are also less likely to have documented policies and procedures, which makes it harder to demonstrate fair treatment. We help you put the right foundations in place so you are protected before issues arise, not scrambling to catch up when they do.

Frequently. The UK government regularly introduces new legislation, amends existing statutes, and updates statutory rates. Recent changes include increases to the national minimum wage, new rules on flexible working (now a day-one right), changes to holiday pay calculations, and the introduction of new statutory rights around neonatal care and tips. Case law also evolves constantly as tribunals and courts interpret existing legislation. We keep track of all relevant changes and proactively update our clients so they are never caught out.

A disciplinary procedure is started by the employer when there is a concern about an employee's conduct (such as persistent lateness, insubordination, or misconduct) or their performance (such as failing to meet agreed targets or standards). A grievance is a formal complaint made by an employee about something at work, such as their treatment by a manager, a dispute with a colleague, working conditions, or a decision that affects them. In some situations, an employee may raise a grievance during or in response to a disciplinary process. Both processes are separate but can run concurrently, and both must be handled in accordance with the ACAS Code of Practice.

The ACAS Code of Practice on Disciplinary and Grievance Procedures is not legislation in itself, but employment tribunals are legally required to take it into account when deciding relevant cases. If a tribunal finds that an employer unreasonably failed to follow the Code, it can increase any compensation awarded by up to 25%. The Code sets out the minimum steps: investigate the issue, notify the employee in writing, hold a meeting, allow the employee to be accompanied, make a decision, and offer the right of appeal. These steps apply to both disciplinary and grievance procedures. We build every procedure we support around the ACAS Code so your business is protected.

Gross misconduct is behaviour so serious that it fundamentally breaks the trust between employer and employee, justifying summary dismissal (dismissal without notice). Common examples include theft, fraud, physical violence, serious insubordination, serious breach of health and safety rules, and being under the influence of drugs or alcohol at work. However, what constitutes gross misconduct depends on the circumstances and your disciplinary policy. Even in cases of apparent gross misconduct, you must still investigate properly and hold a hearing before making a decision. Summary dismissal without a fair process is still unfair dismissal. We help you get this balance right.

Yes. Under section 10 of the Employment Relations Act 1999, an employee has the right to be accompanied at any disciplinary or grievance hearing by a trade union representative or a work colleague. The companion can address the hearing, confer with the employee, and sum up the employee's case, but they cannot answer questions on the employee's behalf. If the chosen companion is not available on the proposed date, the employer must offer a reasonable alternative within five working days. We make sure all of this is handled correctly in every hearing we support.

Under section 139 of the Employment Rights Act 1996, a redundancy occurs when the employer ceases (or intends to cease) carrying on business entirely, the workplace where the employee works closes, or the need for employees to carry out work of a particular kind has ceased or diminished. Common examples include losing a contract, closing a department, automating a process, or restructuring to reduce headcount. If the real reason for dismissal is something else (for example, performance or conduct), dressing it up as redundancy will not make it fair and could result in an unfair dismissal claim.

You must use objective, measurable, and non-discriminatory selection criteria. Common criteria include skills, qualifications, performance records, attendance (excluding disability-related, pregnancy-related, or family leave absence), and disciplinary record. Length of service alone (last in, first out) is generally considered unfair because it can indirectly discriminate against younger employees. We help you design a scoring matrix, train your managers to apply it consistently, and moderate the results to check for any unintended bias before sharing scores with employees during consultation.

Statutory redundancy pay is calculated based on the employee's age, length of continuous service (capped at 20 years), and weekly pay (capped at a limit that is reviewed each April). The formula is half a week's pay for each full year of service when the employee was under 22, one week's pay for each full year between 22 and 40, and one and a half weeks' pay for each full year aged 41 or over. Statutory redundancy pay is completely free of tax and National Insurance. Many employers also offer enhanced redundancy terms above the statutory minimum, and we can advise on the tax treatment of any additional payments.

You can include employees on maternity leave, shared parental leave, adoption leave, or sick leave in a redundancy process, but you must be very careful. Under regulation 10 of the Maternity and Parental Leave etc. Regulations 1999, employees on maternity leave (and those on adoption or shared parental leave) have a right to be offered a suitable alternative vacancy in priority over other employees, if one exists. Dismissing someone because of their pregnancy, maternity leave, or a disability-related absence would be automatically unfair and discriminatory. We ensure your process treats protected employees correctly at every stage.

Yes. Since 6 April 2020, all employees and workers must receive a written statement of their main terms and conditions on or before their first day of employment. This applies from day one, with no qualifying period. Previously, employers had two months to provide the statement and it only applied to employees (not workers). The requirement is set out in section 1 of the Employment Rights Act 1996. If you fail to provide a compliant statement, and the employee brings a successful claim on any other matter, the tribunal can award an additional two to four weeks' pay as compensation for the missing statement.

The written statement must include the employer's name, the employee's name, the start date, the date continuous employment began (if different), the job title or a description of the work, the place of work, pay and pay frequency, hours of work, holiday entitlement and holiday pay, notice periods, pension arrangements, and details of the disciplinary and grievance procedures. Since April 2020, additional information is also required on day one: the days of the week the employee is required to work, whether hours or days may vary, any other benefits provided, any probationary period, and any training requirements. Some information can be provided in a supplementary statement within two months, but the core terms must be given on day one.

There are a handful of policies that are either legally required or so closely connected to legal obligations that every employer should have them. These include a disciplinary and grievance procedure (required to be referenced in the written statement of employment particulars under section 1 of the Employment Rights Act 1996), a health and safety policy (required by the Health and Safety at Work Act 1974 for employers with five or more employees), and a data protection or privacy policy (required under the UK GDPR). Beyond these, there are policies that are strongly recommended because they provide a framework for managing common situations consistently: absence management, equal opportunities, anti-harassment and bullying, flexible working, family leave (maternity, paternity, shared parental, adoption, neonatal care), whistleblowing, and social media use. We assess your business and recommend the right set of policies for your size, industry, and workforce.

An employee handbook is a single document that collects all your workplace policies and procedures together. It is not a legal requirement, but it is best practice for any employer with more than a handful of staff. A well-structured handbook gives employees a clear reference point for workplace rules and expectations, helps managers apply policies consistently, and demonstrates to a tribunal that you had proper procedures in place if a claim arises. We create handbooks that are professional, clearly written, and branded to your business. They can be issued in print, as a digital PDF, or hosted in your HR software for employees to access online.

The Bradford Factor is a formula used to measure the impact of short-term sickness. It is calculated by squaring the number of separate episodes and multiplying by the total number of days lost. For example, ten one-day absences score far higher than one ten-day period. This helps employers identify disruptive patterns of frequent, short leave. We help you set fair trigger points and apply the formula consistently while ensuring compliance with the Equality Act 2010 for disability-related cases.

Yes, but you must follow a fair process. Under the Employment Rights Act 1996, dismissal for capability due to ill health can be fair provided you have obtained up-to-date medical evidence, consulted with the employee, explored reasonable adjustments and alternative roles, and followed the ACAS Code of Practice. If the absence is related to a disability, you must also demonstrate that you have met your obligations under the Equality Act 2010 before considering dismissal. We guide you through each stage to minimise legal risk.

You should consider an occupational health referral when an employee has been absent for an extended period, when you need clarity on their fitness to return, when you suspect a disability under the Equality Act 2010, or when fit note advice is vague. An occupational health report provides independent medical guidance on the employee's condition, likely return date and any reasonable adjustments you should consider. We help you draft focused referral questions and interpret the reports you receive.

Under sections 20 and 21 of the Equality Act 2010, employers have a duty to make reasonable adjustments where a provision, criterion, or practice, a physical feature of the workplace, or the absence of an auxiliary aid puts a disabled employee at a substantial disadvantage compared to a non-disabled person. What is 'reasonable' depends on factors including the cost and practicality of the adjustment, the size and resources of the employer, and the likely effectiveness of the adjustment. Common examples include flexible working hours, modified duties, ergonomic equipment, additional breaks, working from home, and providing a support worker. The duty only applies where the employer knows, or could reasonably be expected to know, that the employee has a disability. An OH referral is one of the main ways employers establish whether the duty applies and what adjustments are appropriate.

Right to work checks are a legal requirement under the Immigration, Asylum and Nationality Act 2006. Every employer must verify that each new employee has the legal right to work in the UK before their employment starts. This involves checking original documents (such as a passport or biometric residence permit), taking copies, and recording the date the check was made. If you employ someone who does not have the right to work and you have not carried out a compliant check, you face a civil penalty of up to 45,000 pounds per worker. We make sure your checks are thorough and properly documented.

A thorough induction should cover introductions to the team and key contacts, a tour of the workplace, health and safety briefing (required under the Health and Safety at Work Act 1974), IT and equipment setup, an overview of company policies and procedures, role-specific training, and scheduled check-ins with the line manager during the first week and month. We recommend creating a written induction plan that both the new starter and their manager can follow, so nothing gets missed and every employee receives a consistent experience.

A probation period is a set period at the start of employment, typically three to six months, during which the employer assesses whether the new employee is suitable for the role. Probation periods are not a legal requirement under UK employment law, but they are widely used and can be helpful if managed properly. The key is that the probation period should be referenced in the employment contract and the written statement of particulars. During probation, the employee still has all their statutory rights, including protection against discrimination from day one under the Equality Act 2010 and the right not to be unfairly dismissed for certain automatically unfair reasons. We help you set up probation reviews with clear objectives so you have a documented basis for any decisions.

Yes. The Equality Act 2010 applies from the moment you advertise a vacancy. Job adverts must not discriminate, directly or indirectly, on the basis of any protected characteristic (age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, or sexual orientation). We review your adverts to make sure the language is inclusive, the requirements are genuinely job-related, and there is nothing that could be interpreted as discriminatory. We also advise on where to advertise to reach a diverse pool of candidates.

A disciplinary procedure deals with conduct, meaning the employee's behaviour or actions. A capability procedure deals with performance, meaning the employee's ability to do the job to the required standard. The distinction matters because the approach is different. With conduct issues, the focus is on whether the employee chose to behave in a certain way. With capability, the question is whether the employee is able to perform to the required level, even with support. Both capability and conduct are potentially fair reasons for dismissal under section 98 of the Employment Rights Act 1996, but the process for each must reflect the nature of the issue. A capability process should include support, training, clear targets, and a reasonable timeframe for improvement before any formal warnings are considered.

There is no legally prescribed length for a PIP, but it must give the employee a reasonable opportunity to improve. In practice, most PIPs run for between four and twelve weeks, depending on the nature of the role and the performance concerns. A sales role with clear monthly targets might have a shorter review period than a complex project management role. The key is that the timeframe must be realistic. Setting a two-week PIP for issues that have built up over months is unlikely to be seen as fair by a tribunal. We help you set a timeframe that balances the need for improvement with the practicalities of the role and gives you a defensible position if the situation leads to further formal action.

Yes, capability (which includes performance) is one of the five potentially fair reasons for dismissal under section 98(2) of the Employment Rights Act 1996. However, the dismissal will only be fair if you can demonstrate that you followed a fair process. That means making the employee aware of the performance shortfall, giving them a reasonable opportunity to improve with appropriate support, following a formal capability procedure if improvement is not achieved, and considering alternatives to dismissal such as redeployment. The ACAS Code of Practice applies, and failure to follow it can result in a 25% uplift in tribunal compensation. We make sure every step is documented and the process is fair, so your position is as strong as possible if a claim is brought.

If an employee's underperformance is linked to a health condition or disability, the employer has additional obligations under the Equality Act 2010. A disability is defined under section 6 of the Act as a physical or mental impairment that has a substantial and long-term adverse effect on the person's ability to carry out normal day-to-day activities. If the employee meets this definition, the employer is required to make reasonable adjustments under section 20 to remove any disadvantage the employee faces. This might include adjusting targets, providing additional training, modifying duties, or allowing flexible working. Proceeding with a capability process without considering reasonable adjustments, or dismissing an employee whose performance issues are connected to a disability, could result in a discrimination claim with uncapped compensation. We help employers navigate these situations carefully, involving occupational health where appropriate and documenting every step.