The three biggest workplace conflicts and how to fix them . . .

Workplace conflict is nothing new.

We spend a huge chunk of our lives at work, rubbing shoulders with managers and colleagues who have different personal values, beliefs and work ethics to our own.

Throw into the mix a lack of communication, a healthy competition for promotions and a sprinkle of stress and pressure - and it’s no wonder disputes flare up! It’s a normal part of work life.

But, here’s the thing.

Many people struggle with managing conflict and it’s not always their fault.

The idea of addressing an issue or confronting another person can be a major stress trigger, often leading to situations that quickly spiral out of control.

Let’s take a closer look at workplace disputes, shine a light on some of the biggest workplace conflicts and explore techniques to handle them like a pro.

What is conflict at work?

While the dictionary might define conflict as a serious disagreement, argument or clash, it’s hard to pin down a precise definition for workplace conflict. One person’s idea of a ‘tricky situation’, and how they react to it, might be completely different from someone else’s.

Some conflict at work can be positive. For example, using a problem-solving approach that brings varying opinions together to reach a creative solution, when handled well, can be a great thing.

But that’s not always the case. Workplace conflict can happen across a range of behaviours, from low-key differences of opinion or a cross word in the office kitchen about spilt milk, through to serious incidents of bullying and harassment.

The negative impact of conflict at work

When left to fester, conflict at work can be hugely damaging. It can taint a person’s experience of coming to work, seriously damage performance and productivity, create stress, anxiety and an extra workload.

Unchecked, conflict can escalate into formal disciplinary or grievance cases—and potentially go all the way to an employment tribunal.

That’s why it’s crucial to address conflict before it gets out of hand and resolve it quickly.

Why are people worried about tackling conflict?

Conflict resolution can be stressful and daunting. For some, the thought of addressing an issue or confronting someone can be overwhelming. When they do finally pluck up the courage, there’s also the fear of handling it poorly, which could make the situation blow up in everyone’s face.

How to handle conflict at work

The key to managing conflict well is to first recognise what type of conflict is happening, so you can tackle it most appropriately.

Here are the three main workplace conflicts—with some strategies to nip them in the bud before things spiral out of control.

1. Communication breakdown 📢🔌

Misunderstandings, different ways of processing and expressing information or a lack of clear communication, can lead to confusion and disagreements. When communication falters, even small issues can escalate into significant conflicts.

To address this, start by identifying how the breakdown occurred. Pinpoint the root cause, then develop a plan for resolution. Choose the most appropriate communication channel—whether face-to-face, phone or email—and ensure your language is clear, respectful and mindful of tone. Always follow up to confirm that the issue has been fully resolved.

2. Personality clashes 😬💥

Not everyone gets along at work. Different personalities and work styles can sometimes clash, especially when people have wildly different approaches to problem-solving or decision-making.

Understanding the nature of the conflict is crucial. Encourage your team to respect each other’s differences and points of view. Providing emotional intelligence and conflict resolution training can help people see things from another’s perspective. The goal is to find a solution; while they don’t need to be best friends, they do need to work together effectively.

3. Power struggles 💼🔥

These types of struggles often stem from battles over authority, control or influence - especially if there is a lack of clarity in leadership roles. While competition for power is natural in business, it doesn’t have to be destructive.

To address this, establish a clear organisational structure with well-defined roles and responsibilities. Foster teamwork and collaboration and offer development opportunities to channel competitive energy in a positive direction.

Conflict at work is inevitable, but as a business owner that doesn't mean you have to accept it. While dispute resolution can be daunting, identifying the type of conflict and addressing its underlying causes through effective communication, clear role definitions and conflict resolution strategies can help to create a more collaborative—and conflict-free—environment.

Worried about a conflict brewing in your business? Need a confidential chat to discuss this further?

Please get in touch, we’re always happy to help!

What is Wellbeing Washing and how can you avoid it?

Is your business guilty of “wellbeing washing”?

There’s often a disconnect between what employees expect from wellbeing support and what employers provide.

A monthly pizza party or last-minute webinar just won’t cut it and employees see right through superficial gestures.

Let’s dive into the phenomenon of ‘wellbeing washing’ and how to avoid it while genuinely making a difference.

What is Wellbeing Washing?

It’s when businesses claim to care about employee wellbeing but fail to deliver anything meaningful or focus on the human element.

Instead of genuine support, they offer token gestures, like one-off yoga sessions, instead of real, lasting support. They tend to be reactive, offering services that ‘deal’ with issues as they arise, rather than addressing the root of the problem.

On the flip side, employees crave meaningful changes like improved autonomy, job satisfaction, work-life balance and flexible working - far more positive for mental wellbeing than a slice of pizza!

What’s the impact?

Wellbeing washing is bad for business. It erodes trust and morale, and disillusioned employees may leave, affecting your business’s reputation and bottom line. Sincere efforts, on the other hand, boost satisfaction and retention.

Here are some strategies to truly support your employees’ wellbeing at work:

1. Listen up!

Pulse Surveys: Regularly ask employees what they need. Use their feedback to shape initiatives that tackle real issues like workload stress, lack of flexibility and workplace conflict.

Actionable Insights: Develop targeted programs based on survey results that provide meaningful support. If employees report high stress levels or are overburdened with work, offer stress management workshops, counselling or workload reviews.

2. Make It Part of Your Culture

Lead by Example: Encourage leaders to model healthy behaviours, like taking breaks, maintaining work-life balance and participating in wellbeing activities. This sets a positive example for everyone and normalises the importance of wellbeing at work.

Ongoing Support: Instead of one-off events, create continuous support systems, including regular mental health check-ins, dynamic flexible working options and fitness resources. Avoid focusing on the physical only; instead, support employees holistically, including their mental, financial and social wellbeing.

3. Invest in Development and Growth

Career Wellbeing: Provide training, mentorship and clear pathways for promotion. When employees feel their personal and professional development is supported, their overall wellbeing improves.

Recognition and Rewards: Regularly acknowledge and reward employees' hard work. Formal recognition programmes, bonuses or even a simple ‘thank you' can significantly boost employee morale and wellbeing.

Avoid ‘wellbeing washing’ by genuinely committing to your employees’ wellbeing. Pay attention to their needs, embed wellbeing into your culture and support their growth. This leads to a more engaged and productive workforce - a win-win!

Need a confidential chat to discuss this further?

Don’t hesitate to get in touch if you’d like to talk about any aspect of your HR - we’re happy to help.

Bye bye to “The Great Resignation” and hello to the “Big Stay Era”

The aftermath of COVID-19 brought a wave of change and adaptation for businesses

As the UK labour market fluctuated, vacancies hit record highs in what became known as The Great Resignation - a period of high job turnover and employee job-hopping.

Now, as we continue to move towards a new normal, the landscape shifts agai

The latest CIPD Labour Market Outlook indicates a sluggish labour market with dropping employment rates and declining staff turnover.

The Great Resignation is over, making way for a new kid in town…

Business owners, welcome to your ‘Big Stay’ era!

In this blog, we delve into what this shift means for your business and why embracing learning and development (L&D) is crucial for retaining and developing your people.

What is the Big Stay?

A phrase coined by the CIPD, it signifies the current period where staff turnover is falling, and vacancies are expected to decline. Employees now prioritise stability over change, resulting in less job openings and fewer people quitting their jobs.

How are employees responding?

Job stability tops their wish list. With a cautious ‘better the devil you know’ mindset, they prefer familiarity over risk and are opting to stay put for now. Post-pandemic, they are less inclined to switch employers or bounce from one job to the next.

What does this mean for business owners?

With lower staff attrition in 2024 and a return to pre-pandemic conditions, the labour market power balance is tilting in favour of employers.

According to the CIPD’s report, a staggering 55% of employers are focusing on retaining their current workforce, the highest level since 2016-17.

So now is the perfect time to invest in learning and development (L&D) opportunities to retain and empower your workforce.

It might be harder to find great people

If you’re recruiting for new roles, it might be more difficult for you to find the people you’re looking for.

Working on your employer brand and package might tempt great people into thinking that the grass is greener on your side of the field.

Need a confidential chat?

If you’d like to talk about any aspect of your HR, then please get in touch.

Can you legally ask if someone is neurodivergent?

The CIPD estimates that 1 in 5 people are neurodivergent in some way, representing a significant proportion of any workforce.

Businesses must consider neurodiversity as an essential part of their ED&I strategy and their people management approach.

Yet, for some businesses, neuro-inclusion can be bewildering and even overwhelming.

The fear of getting things wrong and asking the wrong questions can result in inaction or avoidance, further compounding the inequalities faced by neurodivergent people.

In this blog, we explore neurodiversity further, the business benefits of being a neuro-inclusive organisation and how to ensure your hiring practices are inclusive and legally compliant.

What is Neurodiversity?

Neurodiversity refers to the natural variation in how the human brain functions and processes information, and our behavioural traits. It describes how we experience and interact with the world around us. There is no ‘correct’ way to think, learn or behave; our differences are strengths, not deficits, and we are uniquely us.

What are examples of neurodiverse conditions?

There are several examples of how brains can process information differently and types of neurodiversity. Each neurodivergent person will have a range of associated characteristics which can vary considerably. Some of the common types are:

• Autism, or Autism Spectrum Conditions
• ADHD: Attention Deficit Hyperactivity Disorder, or ADD: Attention Deficit Disorder
• Dyslexia
• Dyspraxia, or Developmental Coordination Disorder (DCD)

Why is awareness of neurodiversity in the workplace so important?

According to the CIPD, the potential of an organisation to reach the full spectrum of talent, provide an environment where every type of thinker can thrive, and ultimately achieve its goals, is hugely shaped by its neuro-inclusivity.

By embracing different thinking styles at work, organisations can unlock their employees’ full potential, harness their skills and boost their productivity and engagement. It will also help to attract and retain top talent and strengthen their employer brand.

On the flip side, research indicates that overlooking neurodiversity can significantly impact employee wellbeing. Some neurodivergent professionals have experienced feelings of judgement or had to hide their true selves, resorting to ‘masking’ behaviours in order to appear neurotypical. This can have a damaging effect on their mental health.

What does hiring a neurodivergent employee mean for the business owner?

The business benefits of neuro-inclusion are wide-reaching. Neurodiverse individuals bring a range of strengths including hyper-focus, innovative thinking, creativity and detail processing. They have unique and diverse perspectives and insights, along with high levels of perseverance and resilience.

Yet, some employers tend to focus on the perceived challenges associated with neurodivergence, rather than the benefits. Neurodiversity can appear a complex topic initially, particularly as some people choose not to disclose it. However, many businesses are discovering that the minimal time and effort needed to make adjustments to workspaces, practices or processes are worthwhile.

Can I legally ask if someone is neurodivergent during the hiring process?

Put simply, no. Under the Equality Act 2010, being neurodivergent will often amount to a disability, even if the person does not consider themselves to be disabled. Therefore, asking this question, and receiving a disclosure of disability, could be discriminatory.

Instead, employers should invite candidates to inform them of any specific support needs during the hiring process and make it clear that these will be supported.

Greater neuro-inclusion can help organisations to attract diverse talent, which is fantastic for business!

Recruitment processes should be designed with neurodiversity in mind, including:

● Job Adverts and Job Descriptions should be written in inclusive, concise language. In a job description, clearly outline the core skills for the role, rather than including skills like ‘must be an excellent communicator’ if it’s only a nice-to-have. Otherwise, this could dissuade talented candidates who are literal thinkers from applying.
● Interviews can be unintentionally exclusionary and overwhelming for neurodiverse candidates as they often rely on social cues, such as body language and eye contact. Consider sending interview questions in advance and choose clear and concise questions, rather than compound or hypothetical ones.

Integrating neurodiversity into your ED&I strategy and adopting neuro-inclusive hiring practices will bring significant benefits to your business.

Cultivating an inclusive culture where people are valued for who they are and can authentically be themselves will unlock potential, attract diverse talent, and do wonders for your reputation.

How unconscious bias can affect employee engagement and retention

While most of us have heard the term ‘unconscious bias’, it’s easy to dismiss it as something that affects others and not us.

The reality is that unconscious bias affects everyone to some degree. Described as a ‘hidden flaw’, evidence suggests that, regardless of our role or position at work, everyone can think in a way that involves hidden prejudices at some point - without realising it.

For business leaders, recognising and addressing our unconscious bias is crucial, so that it doesn’t influence our behaviour and decisions at work.

Left unchecked, unconscious bias stops you from developing an inclusive and open-minded company culture; it compromises integrity, inhibits a diverse workforce and hinders career progression.

Before we delve any further, let’s take a look at the definition of unconscious bias and the different forms it can take.

What is Unconscious Bias

According to Imperial College London, unconscious (or implicit) bias is “a term that describes the associations we hold, outside our conscious awareness and control”. It also says that it is ”…triggered by our brain automatically making quick judgments and assessments”. These associations can be influenced by a whole range of factors, including personal experiences, our own background and cultural contexts.

Contrary to popular belief, it is not exclusively reserved for gender or ethnicity, for example. Height, names, even our choice of sport, can automatically trigger mental shortcuts that our brains use to unleash unconscious bias. 

What are the types of unconscious bias?

Hidden prejudices can manifest themselves in different ways and in different workplace scenarios, including:

Affinity Bias: Our unconscious human tendency to stay in our comfort zone and lean towards other people with similar backgrounds, interests and beliefs as us.

Confirmation Bias: When we actively seek out evidence about a candidate that confirms why we like them; or, if we don’t like an applicant, selectively look for the reasons that prove we’re right.

Cultural Bias: When we judge a person or a group by the standards fundamental to our own culture.

Gender Bias: Prejudicing an individual based on their gender and perpetuating stereotypes, i.e., calling a woman ‘bossy’ for showing ambition while describing a man as ‘focused’.

Why does it matter?

Put simply, unconscious bias can impact our perception of, and interaction with, others. Not only is this harmful for your ED&I efforts, but it can have a detrimental impact on your overall business success. It can influence key business decisions and create inequality in areas such as recruitment, performance management and career progression.

So, as business leaders, what happens when we let our unconscious biases come to the surface:

Our hiring practices are biased

Recruitment is the pipeline for new types of people into your business. However, if we only hire people we like, or we believe are the right ‘fit’, then our organisation becomes homogeneous and we miss out on a broader, more diverse talent pool. Also, if your adverts or job descriptions use gendered language, or if you’re advertising on social media only, you may be excluding certain groups.

Our judgement is clouded during performance management

Unconscious bias could impact how managers approach performance reviews and feedback in their teams; for example, they could unfairly inflate, or deflate, ratings during appraisal season, and impact pay rise or disciplinary actions. If someone feels overlooked, and you’re not giving the people a chance when they deserve it, then you might have a flight risk - or an employment tribunal claim.

We promote the wrong people

Our promotion decisions become misguided if we fail to give someone an opportunity because we ascribe certain characteristics to them that they don't necessarily have, rather than base our decision on merit. This also means we can favour someone unfairly because we think they have positive characteristics, again that they don't necessarily hold.

We repel top talent

Attracting top talent into your organisation will drive creativity and innovation, bring in a ton of new ideas and enhance your brand image - and you are building your future leaders. But, if you don’t offer, in return, a business with a diverse and inclusive workforce that's bursting with a broad range of perspectives, backgrounds and experiences, then you’ll push that talent away in droves.

Our engagement plummets

Unconscious bias is a contributing factor to a spike in turnover and a drop in retention rates. If people don’t feel they’re being treated fairly, that their contributions are not being valued, and they feel excluded and isolated, it will lower their engagement. Disengagement could soon lead to their departure.

Unconscious bias can’t be erased overnight and it’s an ongoing, continual process of elimination. However, not only facing up to but actively moving past our unconscious biases and building an awareness of our thinking patterns can make us better leaders.

HR leaders and business owners bear a responsibility to make a difference through their behaviours and attitudes, by fostering a culture where people feel included, are treated fairly and are valued for who they are.

How to handle Flexible Working requests (Employment Rights Bill)

How to handle Flexible Working requests (Employment Rights Bill)

What does the new Flexible Working amendment mean for you and your business? How should you handle requests for flexible working? What are your employees’ rights in this area, and what are yours?

Here’s everything you need to know.

What change has been made to the Employment Rights Bill?

The Flexible Working (Amendment) Regulations 2023 Act has now come into effect and applies to any applications made from 6th April this year.

Previously, employees needed to be working for you for a minimum of 26 weeks before they could request to work flexibly.

Under the new amendment, they can request flexible working arrangements from the first day of their employment with you. They can make two requests within a 12-month period (previously they could only make a single request).

Employees are no longer required to discuss with their employer what impact their request may have, or how the effects can be managed.

As their employer, you are required to consult with an employee requesting flexible working before you can reject it.

Under previous rules, employers had 3 months to consider and respond to a request for flexible working; this has now been reduced to two months.

What does “flexible working” mean?

This can refer to your employee’s working hours or their pattern of work, for example, working part-time, flexitime, having compressed hours or adjusting their start or finish time. It can also apply to changing their working location, for example working from home.

What do you need to do?

Firstly, review your policies - and make sure your flexible working policy fits with the new law.

Make sure you have a process in place to review and respond to requests for flexible working - don’t wait for the first application to come in. Decide how you will deal with requests and make sure all managers are aware of this.

How should you respond to a request?

Firstly, ask your employee to make their request in writing, stating clearly what changes they wish to make.

It is important to consider all requests fairly and it’s always worth discussing with your employee. Of course, they are not obliged to discuss the potential impact on your business, but it may be helpful for you to know their thoughts and feelings on the matter.

Remember that while your employees can request flexible working patterns, you do not have to say yes.

Not all job roles are suitable for different working patterns - but it’s a good idea to approach all requests from the point of view of “how can we make this work” rather than “we don’t want to do this.”

What are the reasons for turning down a request?

There are eight valid reasons for turning down a request for flexible working and you can only turn down a request if one of these applies:

• The cost to your business would be too high
• Work cannot be reorganised among your other staff
• You cannot recruit more staff
• Quality will be negatively affected
• Your business’s ability to meet customer demand will be negatively affected
• Performance will be negatively affected
• There is not enough work for your employee to do at the time(s) they’ve requested
• There are planned changes to the business, and you believe the request will not fit with these plans

Look for a compromise

If you’re not able to accept your employee’s request as it is, look for ways to compromise:

• Could you agree to part of the request, for example allowing them to work from home two days a week instead of three?

• Could you agree to a short-term change, rather than permanently?

• If a weekly work pattern change is not possible, could a fortnightly pattern work?

What if you can’t agree to a flexible working request?

All decisions must be made fairly and using facts rather than personal opinion.

If you really can’t find a way to make it work, talk to your employee and explain the situation. Listen to their reasons for requesting the change and suggest other options where you can.

Ask them if they have any other ideas for future options.

You want your employees to feel happy and valued in their work. So even if you can’t accommodate their request, it’s important that they feel heard and understood.

Bear this in mind with any future hires

It’s important to communicate your flexible working policy, and the level of flexibility you can reasonably accommodate, when you’re hiring new employees - otherwise you could see your staff turnover rocket.

The employment landscape is changing, and jobseekers are keen to work for businesses that show that they value employee wellbeing. Flexible working opportunities are a great way of attracting the best new people to your team, so it’s in everyone’s best interest to make this work.

In conclusion

Your employees are now entitled to request a flexible working pattern from their first day of employment with you.

You must consider their request fairly and have a valid reason for turning it down.

If you're concerned about how this may affect your business, or worried about how to put it into practice, get in touch for an informal chat about how we could help you.

700 construction workers take their own lives every year in the UK

That’s a minimum of two lives lost, every single day, which is a really scary and awful statistic.

What a grim reality to remind us of the profound impact of mental health challenges within the construction industry.

Some unique factors might be contributing to high suicide levels in construction, including:

Male-dominated industry: Exacerbated by outdated beliefs that “men should be tough” and that showing any kind of vulnerability is somehow “weak” or “unmanly”, male-dominated industries are shrouded in stigma around openly talking about mental health, stress and similar challenges.

Physical demands and high-risk environments: This industry is inherently stressful, and the demanding physical expectations can further contribute to physical and mental health challenges.

Long working hours: Extended working hours compromises work-life balance and can mean not getting enough rest, which also increases the health and safety risks.

Job insecurity and financial instability: Seasonal fluctuations and market instability create personal financial instability, adding pressure to personal life.

So, as business leaders, what can we do to take positive steps to reduce stress at work and destigmatise mental health challenges?

Here are 3 areas to focus our efforts on:

Raise awareness and educate:
Increasing awareness and educating staff about mental health challenges and the signs of burnout are crucial for dismantling the stigma and encouraging employees to seek help early.

Regular check-ins:
Establishing a system of monthly check-ins between managers and their team members is great for improving employee engagement. Asking some wellbeing-related questions during these meetings creates opportunities to provide support.

Promote work-life balance: 
We shouldn’t need legislation to force companies to promote a better work-life balance or offer more flexibility for their people. Limiting excessive overtime and promoting a healthy work-life balance are essential for reducing stress in any industry - not just construction.

Providing employees with access to wellness resources such as an Employee Assistance Programme (EAP) is not always financially affordable for small businesses.

Fortunately, there are many charities and free resources available in the UK.

● Mind: Mind offers a range of resources, including information on mental health conditions, tips for well-being and access to their Infoline for support.


● Samaritans: A helpline available 24/7, Samaritans provide confidential emotional support for anyone struggling to cope.


● CALM (Campaign Against Living Miserably): Focused on preventing male suicide, CALM provides support through a helpline and webchat.


● Headspace: An app offering guided meditation and mindfulness exercises, Headspace can be a helpful tool for stress reduction.


● Woebot: A free app offering assistance with stress, anxiety, sleeplessness and depression, using proven Cognitive Behavioural Therapy (CBT) techniques.

Let’s work together to enhance well-being within your workplace. Together, we can break the silence surrounding mental health and help prevent suicide.

What is constructive dismissal?

You’ve probably heard the term ‘constructive dismissal’ before, but are you clear on what it actually means?

Constructive dismissal is the term that applies when a change to an employee’s working conditions or unfair treatment forces them to quit.

Sometimes this is confused with unfair dismissal, which is where you fire the employee.

With constructive dismissal, the employee feels forced out of the business due to conditions beyond their control (such as their employer’s behaviour).

Usually, an employee can only claim constructive dismissal if they’ve been employed with a company for more than 2 years. However, if they claim discrimination this rule doesn’t apply.

If an employment tribunal finds you guilty of constructive dismissal, you’ll be liable to pay compensation to the employee. The amount depends on factors like how long the employee has worked for you, their age and their weekly pay.

There’s a cap on the basic award of £17,130, and a cap on the compensatory award of £93,878. That means in total, including legal fees and travel expenses, you could be looking at spending more than £110,000.

This is just one of the reasons you want to avoid a constructive dismissal claim. Aside from the expense, it takes up a lot of time and can tarnish your business’s reputation, as well as creating a feeling of unrest or bad feeling amongst remaining employees.

With this in mind, what are some examples of constructive dismissal?

Mr Parbhjot Singh v Metroline West Limited

The employee went on sick leave following an invitation to a disciplinary meeting. He attended an occupational health (OH) appointment to assess his capability. The OH advisor didn’t suggest that his sickness wasn’t genuine. However, the employer believed that the sickness absence was a means of avoiding his disciplinary meeting, so paid the employee statutory sick pay instead of contractual sick pay.

The employee claimed to have been constructively dismissed due to the failure to pay their contractual pay.

The employment tribunal (ET) found that the employer failing to pay contractual sick pay was a breach of contract, but also stated that it was not a repudiatory breach. This was because the employer intended to maintain the employment relationship and withholding the employee’s pay was a means of doing this. However, the employment appeal tribunal (EAT) dismissed this line of reasoning, as the employee was entitled to pay which he didn’t receive.

Adams v Charles Zub Associates Ltd

The employee, Adams, hadn’t received his April salary by the 9th of May, so he quit his job and filed an unfair dismissal claim to an ET.

Ordinarily, because this constitutes a significant breach going to the “root of the employment contract”, the ET would conclude that the employee was constructively dismissed.

However, in this case, the ET found that although a breach of contract had occurred, it wasn’t the intention of the company to purposefully withhold the money, so it didn’t pass the test for constructive dismissal. This is because the employee was made aware of the organisation’s financial situation and the mitigating circumstances surrounding their pay.

This case highlights the importance of maintaining clear communication channels.

Craig v Abellio

In this case, an employee had been off work due to sickness. His sick pay was calculated and paid incorrectly as a result of a series of errors and miscommunications by the employer. The employee raised a grievance and the employer was originally found to owe £2,000 to the employee. Then, the employer was found to owe over £6,000.

The employer agreed to pay the employee by a specified date but failed to pay by the deadline. The employee resigned the next day and brought a constructive dismissal claim.

The ET and EAT went back and forth on whether the issue was a result of mistakes or a genuine repudiatory breach. Originally, it was found that the failure to pay was merely a mistake and not a breach of an express contractual term. However, the EAT eventually sent the case back to the ET for further consideration.

This case demonstrates how difficult it can be to determine whether the final straw in a constructive dismissal is enough to raise a successful claim.

As you can see, constructive dismissal isn’t clear cut. Tribunals can be long processes, and even when you think they’re concluded, an appeal can be launched.

If you’re unsure as to where you stand with any employee dispute, or potential cause for concern, take expert advice before you act. It could save you a lot of time, money and stress. If I can help you with that, please get in touch.