Balancing Act: 3 ways HR policy development burnishes challenges into bright opportunities In the UK, there are major changes underway to employment law. It’s a gradual process with some legislation already in place;  while other aspects make their way through the parliamentary course. According to the press, each new slew of rights for employees threatens to put more pressure on stretched employers already dealing with uncertainty. But what if we were to reframe the situation? What if we were to leverage the HR policy development necessary to meet employment law to drive growth and pull ahead of the competition as well? We look at 3 ways the new regulations that took effect in April 2025 can shape your wider-picture thinking – and doing.

Predictable unpredictability

The introduction of new employee rights to neonatal and bereavement leave is designed to accommodate the needs of parents at a difficult time. It’s often impossible to anticipate this situation. With the run-up to a new arrival, the hope is that all will go well and things will work out as planned. Schedules, workflows, role coverage and delegated responsibilities can be mapped out in advance with flexibility built in. But here’s the thing: life is unpredictable. Humans are not robots and events happen to them outside of work. So it’s not even a matter of having a ‘family first’ culture: the issue is much wider than family. Accommodating the new legislation includes updating:

• Employee policies and handbooks.
• Leadership and management training.
• Procedures and modes of communication.

It can be a complex process, so make the most of the time and energy you spend by strategically broadening the story beyond your legal responsibilities. Here are three things to consider:

1. The protective nature of a culture of care

  Good organisations will be eager to do good by their people. Bereavement, relationship breakdown, moving house and ill health can affect anyone – sometimes without warning. How we choose to support individuals will be deeply rooted in our culture and reflected in our strategic approach to HR. Individuals know that should the unexpected happen, you’ve got their back – and if there are difficult conversations to be had, they’ll be held responsibly and consciously. Just what they need at a time when everything else in their life may seem out of control. What’s the alternative? The kind of rigidity that causes people to walk away or disengage: leaving teams with skill gaps, disgruntled employees and ill feelings – not to mention costly disputes.

2. The might of mindful management

Every organisation has its own operational parameters and structures but how do we view flexibility and what do we choose to micromanage? If someone needs to take the afternoon to pursue something away from their desk to maintain their mental health, for example, who needs to question it? What if their output and effectiveness remain unaffected? What would be the cost to the organisation if they didn’t take time out? Burnout? Poor performance? Loss of expertise and loyalty?

3. The power of EVP

To attract, engage and retain the talent needed to take it forward, an organisation will consciously develop its EVP to bring its intention and culture to life. By ensuring that people feel safe, valued and listened to, they’re free to innovate, build sound relationships, make solid decisions and put the best of their talents and energy into their work. A human-focused employer brand and offering gets the right people aboard, genuinely motivated and with you for the long run. It also puts you ahead of the competition.

Why it’s an act of balance

There needs to be equilibrium. It can’t all be about individuals because the wellbeing of the company impacts the wellbeing of the workforce. However, if it’s going to grow and thrive, an organisation’s lifeblood is its people. So HR policy development calls for a wider-picture approach where the unpredictability of human lives can be absorbed and catered for as far feasibly possible. So if you feel like the progress of new employment laws has you on the back foot, now’s the time to look at your wider people strategy. It could be the best thing that’s ever happened to you. We’re experts in partnering with organisations who want to make HR policy development a priority but don’t know where to start – or they’re unsure about what’s holding them back. If you’re meeting new employment laws with trepidation, let’s work together so you can realise the fresh new opportunities opening up. We’re indebted to HR and mediation expert, Jarred Associate Lak Purewal for his help and advice in developing this article.