Employment law changes: why the first six months now matter more

The UK employment landscape is already changing following the Employment Rights Act 2025, one of the most significant shifts in employment law in decades.

While implementation is being phased in, one of the biggest changes for employers is the reduction of the unfair dismissal qualifying period from two years to six months, due to come into effect from January 2027.

For businesses that have historically had a longer window to assess whether a new hire is the right fit, this will require a shift in mindset. The early stages of employment are likely to require far greater structure, consistency and attention than many employers have historically needed. For many employers, this is less about panic and more about preparation. It is an opportunity to review recruitment processes, onboarding structures and probation management before these changes take effect.

The reality of a six-month window

Six months sounds like plenty of time until you factor in:

• Onboarding

• Training

• Annual leave

• Sickness absence

• Time for someone to settle into a new environment

Suddenly, that period feels far shorter.

Businesses may need to make decisions on performance and long-term suitability with less time and, in some cases, less complete information than they may be used to.

Probation periods may require more structure

For some businesses, probation periods are already well managed. For others, they can be relatively informal.

If timelines shorten, we may see more organisations introducing:

• Clearer objectives from day one

• More structured check-ins

• Better documentation of progress

• Earlier conversations where concerns arise

This is less about creating unnecessary process and more about ensuring expectations are clear for everyone involved.

Senior hires will not be exempt

Historically, senior hires have often been given greater autonomy and less formal oversight during their first few months. That may begin to shift.

More senior appointments may require:

• Clearer early objectives

• Structured review points

• Stronger communication between leadership teams and HR

That may feel unfamiliar in some organisations, but it could become increasingly common.

Better recruitment becomes even more important

This is arguably the biggest takeaway.

The strongest way to reduce future issues is to make the right hire in the first place. Many businesses moved quickly during the post-Covid hiring rush, and in some cases recruitment processes became more reactive than planned.

This may be a good opportunity to revisit:

• Interview processes

• Candidate assessment methods

• Role briefing

• Cultural fit considerations

• Onboarding expectations

Getting recruitment right at the start significantly reduces risk later.

The role of line managers becomes even more important

Line managers are likely to play a bigger role in the success of new hires.

That means ensuring they feel confident in:

• Setting expectations

• Giving feedback

• Identifying concerns early

• Working alongside HR when needed

For some businesses, this may also highlight the challenge of the ‘accidental manager’, individuals who have moved into leadership roles without formal management training.

Onboarding deserves more attention

If businesses have less time to assess performance, onboarding becomes even more valuable.

Strong onboarding helps people become productive faster and gives new hires the best possible chance of succeeding.

Reviewing onboarding processes now could make a meaningful difference later.

Documentation will still matter

With tribunal backlogs continuing, employment disputes can take time to progress.

That makes good record keeping important.

Employers may want to ensure they are consistently documenting:

• Probation reviews

• Performance discussions

• Absence concerns

• Key feedback conversations

Clear records can help businesses make better decisions and protect themselves if issues arise later.

A sensible time to review processes

This does not need to be viewed negatively.

For many businesses, it is simply an opportunity to tighten up areas that may have become inconsistent over time.

That could include:

• Recruitment processes

• Probation frameworks

• Onboarding structures

• Management training

• Performance documentation

Small improvements now could prevent bigger issues later.

Final thoughts

The changes may create additional responsibility for employers, but they also reinforce something that strong businesses already do well.

Hire carefully, onboard properly and support people effectively from day one.

That is rarely a bad thing.