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Dynamic HR Services

Name: Dynamic HR Services
Address: Wilmslow, GB
Telephone: +447775588900

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Dynamic HR Services

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I am your unconventional HR and people strategy consultant! Working to increase your profit through innovative HR and people-practices.

Call me today and find out how I can help your business stand out from your competitors - 020 8798 3470 I do things differently

Straight up - I have an unconventional approach to HR! I believe that too many processes, procedures and policies bog down a company and hinder its growth. If a process, procedure or policy isn’t required by law, doesn’t contribute to a company’s growth or profit, there’s generally no need for it. I like to keep things simple. This enables a company to remain flexible and evolve quickly and easily when necessary. When it comes to people problems (for example naughty employees and poor performers) and HR strategy I’ll rarely tell a client 'you can't do that'. I prefer to come up with a range of dynamic options for them depending on the circumstances and talk them through the pros and cons of those different solutions. I won’t ‘sit on the fence’, I’ll happily say which option I recommend and why! I love to find innovative solutions to HR or people problems; however, I don’t just work on contracts, policies and disciplinaries. I work on a strategic level, looking at a business as a living and breathing entity. People are the lifeblood of that entity and I love nothing more than helping a company grow, innovate and profit with their employees being central to that. That’s where the name ‘Dynamic HR’ comes in. I’m

I'm pretty down-to-earth and I'm led by my clients' cultures and values. I believe in great customer service. I listen to your queries, I provide you with useful materials to refer to and I love to solve problems! I don't believe in tying anyone into onerous contracts. I’m happy to work on a retained basis or pay as you go. Whatever suits your business works for me. Finally, I'm here to help my clients' businesses be the best that they can be, through their people and I have plenty of quirky and modern ways to keep you one step ahead of your competitors! Disclaimer: Information on our page is for guidance, ideas, and assistance only. It is not intended either as a substitute for professional advice or judgement or to provide legal or other advice with respect to particular circumstances.

09/11/2026

You'll need to decide if a new hire is right by month three or four, not month six.
From 1st January 2027, employees will be able to bring an ordinary unfair dismissal claim after six months' service instead of two years, and it applies to people already working for you, not just new starters from that date.

Six months sounds generous until you realise the deadline isn't really six months, because by month six it's already too late to act on what you've seen.

So if you've hired anyone recently, it's worth checking:
1. Have you actually told them what good looks like, clearly, from day one?
2. Are your managers giving honest feedback at one and two months, or saying "let's give it another month" because the conversation feels awkward?
3. Do you have a proper decision point planned for month three or four?
4. Is any of it being documented as you go, rather than reconstructed later when it's already a problem?

That extra month everyone's tempted to grant out of politeness could be the difference between catching a bad hire in time and being six months in with a claim on the table.

Six months might sound like more time. It's actually a lot less room to get it wrong, so stop waiting for month five to have the conversation.

06/11/2026

Your managers could soon have their own name on a tribunal claim. Not the business. Them.

An employee said her reasonable adjustments hadn't been handled properly. She didn't just bring a claim against the company, she named the individual managers involved too. The first tribunal said she couldn't pursue them personally because responsibility sat with the employer. That's just been overturned on appeal, because a business can only make decisions through the people running it.

Nobody's been found personally liable yet, the case is still ongoing, but the principle now stands: get it wrong on reasonable adjustments and your manager's name can end up on the paperwork alongside the company's.

Most managers aren't trying to discriminate against anyone, they're just undertrained and terrified of getting it wrong, which is exactly how this spirals. So check whether your managers actually know:
1. What a reasonable adjustment is, before they panic and avoid the conversation entirely
2. When to ask for advice instead of guessing
3. How to keep managing someone's performance fairly while an adjustment is in place
4. That avoiding the conversation is usually riskier than having it badly

Because the pattern I see is always the same. An employee mentions ADHD or a health condition, the manager goes quiet on performance altogether, deadlines slip, someone else picks up the slack, and the whole team starts wondering why different rules apply to different people. By the time it lands back on your desk, it's a much bigger and more expensive mess than a slightly awkward conversation would ever have been.

Give someone the job title "manager" and nothing else, and you haven't delegated the risk, you've just put more names on the claim.

If you've handed people a team without the training to go with it, that's where I'd start.

05/11/2026

Your new hire has had four emergencies and done about two days of actual work. There's a name for that, and it isn't bad luck.

It's an easy pattern to miss because each individual excuse sounds reasonable on its own, a family crisis, a dentist appointment, a migraine, and you don't want to be the employer who doubts someone going through a hard time. But string four of them together in the first few weeks and you're not looking at bad luck, you're looking at someone who's worked out that a new hire gets the benefit of the doubt.

The problem isn't that founders are too sympathetic, it's that nobody's tracking the pattern, so each excuse gets assessed on its own instead of as part of one.

Before you extend any more goodwill, check:
1. Is each absence being logged and looked at together, or treated as one-offs?
2. Has their actual output been measured against what you hired them to do?
3. Would you give a three-year employee the same leeway?
4. Is your manager avoiding the conversation because it feels awkward this early on?

Recruitment, onboarding and training all cost real money before someone's done a day of productive work, and every week you spend giving someone the benefit of the doubt is a week your business is paying for nothing.

A pattern dressed up as bad luck is still a pattern, and it's your payroll funding it.

04/11/2026

Running a business in the UK right now means walking a tightrope that someone keeps making narrower.

Higher employer costs. More employment legislation. Less tolerance from tribunals for process gaps. More risk attached to every people decision.

And simultaneously, an expectation that you'll remain a brilliant employer who's across every legislative change, manages people with empathy and consistency, and handles every situation perfectly.

All while running the actual business.

I'm not going to pretend the environment isn't brutal, because it is. The founders I work with aren't complaining for the sake of it. They're operating in a landscape that is genuinely harder than it was five years ago.

What I can tell them — what I'm seeing in the businesses that are coping — is this:

The ones doing best are not the ones who know every piece of employment legislation. They're the ones who have a small number of things nailed: consistent processes, documented decisions, managers who can have difficult conversations properly, and someone they can call before a situation escalates.

That's not a full HR department. It's the difference between an expensive problem and a manageable one.

You don't have to be perfect. You have to be consistent and defensible.

In the current environment, that's what protection actually looks like.

03/11/2026

Someone asked me last week why I do this work when it involves so much conflict, frustration and people at their worst.

Fair question.

The honest answer is that the conflict and frustration is not the work. It's what I get called in to help with. The work is what happens on the other side of it.

A founder who was carrying their entire business on their own shoulders, learning to let go properly. A manager who thought they were a bad manager realising they were just an untrained one. A business that was lurching from one people crisis to the next finding out what it feels like when there's a structure underneath things.

I'm not a traditional HR consultant. I don't particularly enjoy the paperwork side. What I enjoy is the moment something shifts.

That call where a founder says "I didn't realise it could feel easier than this."

The leadership team that goes into a session assuming this is going to be uncomfortable and comes out talking about each other completely differently.

The business owner who took a week off for the first time in three years and nothing fell apart.

That's the work.

The conflict is just the entry point.

02/11/2026

Poor management is probably the most expensive thing in your business that doesn't have a line on the P&L.

Think about what it actually costs.

A manager who avoids performance conversations: months of underperformance that affects the team's output, morale, and eventually the clients.

A manager promoted without development: turnover in their team that costs roughly 1-1.5x salary per person to replace, plus the time and disruption of rehiring.

A manager who doesn't build trust: the gradual departure of your best people, who will not indefinitely work for someone who doesn't lead them well.

A manager who handles a difficult conversation badly: a grievance, a formal process, potentially a tribunal. Minimum five figures. Months of distraction.

None of that shows up as "management capability" on a spreadsheet. It shows up as recruitment costs, legal fees, lost productivity, and founder time spent firefighting things that should never have escalated.

The businesses that invest in their managers aren't doing it because it's a nice thing to do.

They're doing it because the alternative is significantly more expensive.

Train your managers, or pay for the consequences. Those are the options.

30/10/2026

End of October.

Two months left of 2026.

For a lot of the founders I work with, this is the point in the year where the gap between "what we planned" and "what actually happened" becomes impossible to ignore.

Some of that gap is external. The market, the legislation, costs nobody planned for.

Some of it is internal. The things that were uncomfortable to address. The decisions that were put off. The conversations that never quite happened.

I don't say that to pile on. I say it because two months is actually enough time to fix one or two things properly if you start now.

Not everything. One or two things.

What's the thing in your business that would make the biggest difference before Christmas?

Not asking so I can pitch something at you. Genuinely curious.

Drop it in the comments. Sometimes just naming it is the start.

29/10/2026

The annual performance review is not a management tool. It's a management avoidance tool.

Think about what it actually does.

It takes all the feedback conversations that should have happened across twelve months and compresses them into one uncomfortable hour at the end of the year. By which point the feedback is so stale it's useless, the person has had no chance to improve during the period in question, and everybody just wants to get it over with.

The review exists to make businesses feel like they're managing performance. They usually are not.

What actually works:

1. Regular, short conversations that address issues whilst they're still small.
2. Clear expectations so there's an agreed baseline to refer back to.
3. Managers who are confident enough to say "that's not working" in the moment rather than banking it for December.
4. Documentation that exists because conversations happened, not to cover a decision that's already been made.

When managers have those conversations regularly, the annual review becomes exactly what it should be — a summary of a year of honest dialogue rather than a surprise the employee is now expected to respond to.

Most businesses don't have a performance problem.

They have a conversation problem.

28/10/2026

It's Halloween this week, which means business owners across the UK will be dressing up in the scariest costume of all.

"We'll deal with that in the new year."

Truly terrifying.

Some things that are less scary when dealt with now versus January:

• The performance conversation you've been avoiding since August.
• The probation decision you've been putting off since September.
• The absence pattern you've been ignoring since June.
• The manager who doesn't manage that you've been meaning to support since last year.

None of these get less scary with time. They get more expensive.

January arrives. You're now three months deeper into the same problem, the situation has usually compounded, and you're starting the year in reactive mode.

Scary stuff. 🎃

Happy Halloween. Try not to let anything too frightening into Q1.

27/10/2026

High performers don't leave for more money. They leave because they could see what was coming.

I've never met a strong employee who left a genuinely well-run business for a marginal salary increase.

What I have seen, repeatedly, is talented people leaving because they could see the writing on the wall before the founder could. The coaster who was being tolerated. The manager who was clearly out of their depth. The culture that was starting to drift. The founder who was starting to micromanage because they were stressed.

High performers notice these things faster than anyone else. They have options. And they exercise them quietly.

By the time you're in exit interview territory, you've already lost.

The exit interview answer is almost never the real reason. The real reason was a pattern that started six months earlier that nobody addressed.

If you're losing good people and the narrative is "competitive market" or "they got a better offer", it's worth asking a different question.

What did they see that you didn't?

Your best people are not just an asset. They're a signal.

When they start leaving, something is wrong. The business that pays attention to that signal early enough can fix it.

The one that dismisses it will keep losing people and keep calling it the market.

Address

Wilmslow

Opening Hours

Monday	9am - 5pm
Tuesday	9am - 5pm
Wednesday	9am - 5pm
Thursday	9am - 5pm
Friday	9am - 5pm

Telephone

+447775588900

Website

http://www.dynamichrservices.co.uk/

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