Dynamic HR Services

Dynamic HR Services 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 pro

fit, 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.

Recruitment has always been expensive. Now it's becoming risky as well.Shorter windows to assess new hires. Increasing e...
19/06/2026

Recruitment has always been expensive. Now it's becoming risky as well.

Shorter windows to assess new hires. Increasing employment legislation. Rising salary costs. Higher employer taxes. The cost of getting a hire wrong is climbing fast.

And yet I still see SMEs making hiring decisions based on a decent interview, a good CV, and "I had a good feeling about them."

The problem is that interviews are a terrible predictor of performance on their own.

Some people interview brilliantly and then struggle when faced with pressure, ambiguity or the reality of the role. Others are less polished in an interview and go on to become exceptional employees.

When the stakes were lower, a few hiring mistakes were survivable. In the current climate, many businesses can't afford that luxury.

One wrong hire means recruitment costs lost, training time lost, management time drained, team disruption, lost productivity — and potential legal risk if things don't work out cleanly.

What actually works: a structured interview process, a practical task or real-work assessment, clear scoring criteria, psychometric assessment where appropriate, and proper probation reviews from day one.

The goal isn't to make recruitment harder. It's to stop discovering six months later that your gut feeling was talking absolute rubbish.

The days of hiring someone because they seemed nice over a coffee are disappearing. If you want to build a more robust process, I can help with that.

18/06/2026

I want to talk about Foundations of Success® — because the way I'm describing it has changed, and there's a reason for that.

When I first developed it, the conversation was about growth. High performance. Scaling up. Culture.

Those things haven't gone away. But the conversation most founders are having with me right now sounds different.

They're not asking how to scale fast. They're asking how to survive well. How to create stability when everything around them feels uncertain. How to build a business that can handle pressure without relying entirely on the founder to absorb it.

So Foundations of Success® is now positioned around what it's always actually delivered — operational resilience.

In practice that means:

Structure, so decisions don't all land on one desk. Clear expectations, so performance doesn't drift. Stronger managers, so problems get dealt with before they escalate. Consistent processes, so the business holds up under scrutiny.

This isn't about becoming corporate. It's about building something that can cope with whatever comes next — rising costs, legislative changes, difficult employees, market uncertainty.

The businesses navigating this environment best aren't necessarily the biggest. They're the ones with the strongest foundations.

Over the last 12 months, the conversations I'm having with founders have shifted.A few years ago, people wanted to talk ...
17/06/2026

Over the last 12 months, the conversations I'm having with founders have shifted.

A few years ago, people wanted to talk about culture, engagement and values. Those things still matter. But right now, most business owners are focused on something far more immediate.

They want their business to run properly.

With costs rising, legislation tightening and margins under pressure, most SMEs don't have the bandwidth for initiatives that sound good but achieve very little. They want stability. Consistency. A bit of certainty in an increasingly uncertain world.

The questions I keep hearing:

Why am I still involved in every decision?
Why do I have managers who aren't actually managing?
Why does everyone seem to have a different understanding of what's expected?
Why am I having the same conversations over and over again?

Interestingly, I rarely see these as people problems. More often they're structure problems.

As businesses grow, founders add people — but they don't always add the framework that helps those people succeed. Expectations aren't clearly defined. Managers aren't properly supported. Accountability becomes inconsistent. Decisions drift back to the founder.

Before long, the business relies on one person to keep everything moving.

That is the opposite of resilience.

And in this climate — with economic uncertainty, rising costs and employment law changing constantly — a business built around a founder's capacity to keep up is a fragile one.

16/06/2026

When business owners buy support from me, they get HR expertise.

But they also get something that doesn't show up on a service menu.

Someone to sense-check difficult decisions before they become expensive mistakes. Someone who understands the business, not just the employment law. A sounding board when they're carrying the weight of every decision themselves. Someone who will tell them — clearly and honestly — when they're overreacting or procrastinating.

Running a business can be genuinely lonely.

Your team doesn't see everything — and neither should they. Your customers definitely don't. Even friends and family often don't fully grasp the pressures you're carrying day to day.

A few weeks ago I was helping a founder fill in the details of redundancy letters at 9pm on a Friday. The week before, another client rang to rant about an employee who'd turned a simple conversation into a full-scale drama. And earlier that week, someone wanted to talk through a new business idea — just to have someone sensible in their corner who understood both the people side and the commercial reality.

That's the bit people don't always see.

Sometimes what SME owners need most isn't another policy or template. Sometimes they just need someone who gets it — and who can translate the chaos in their head into an actual plan.

That's what I do.

15/06/2026

Most people assume founders get exhausted from working long hours.

Sometimes that's true. More often, they're exhausted because they're making decisions all day.

A relentless stream of small, boring, complicated decisions that nobody else sees.

Can we afford to recruit? How do we handle this performance issue? Have we followed the right process? Is this person genuinely struggling or are they taking the p**s?

Every decision takes a little bit of energy. One decision isn't a problem. Fifty decisions a day — over weeks, over months — absolutely is.

Over time, decision fatigue creeps in. You slow down, you put things off, you avoid conversations, you revisit decisions you've already made. You start questioning things that should be completely straightforward.

Ironically, this usually happens at the exact point where the business needs stronger leadership, faster decisions and more clarity.

The founders who seem calm and in control haven't got a secret. They've simply stopped carrying the entire business around in their head.

They've built structure. Clear expectations. Defined responsibilities. Processes that allow people to make good decisions without needing permission every five minutes.

If you're currently the answer to every question in your business, that's not a compliment — it's a structural problem. And it's one that gets more expensive the longer you leave it.

22/05/2026

Here's a realistic picture of where a lot of small businesses are right now.

Hiring decisions made on instinct. Probation periods that drift and get extended without any formal structure. Performance conversations that are too vague to be evidenced. Holiday records that sort of make sense if nobody looks too hard. Sickness absence managed inconsistently. Statutory processes followed in a rough approximation of how they should work.

That has been survivable — just about — for a long time.

It is becoming far less survivable.

The combination of higher employer costs, expanded employee rights, lower barriers to bring employment claims, and active enforcement agencies means the operating environment for small businesses has genuinely changed.

The businesses that get caught out won't necessarily have done anything with bad intentions. They'll just have kept doing things the way they always did, in an environment that no longer accommodates that approach.

You don't need to become a corporate machine. You don't need a dedicated HR department. But you do need to know what your legal obligations are, have the right documents in place, and handle people decisions in a way that's consistent and evidenced.

That's what I'm here for.

If any of this has landed, let's talk.

The pace of employment law change over the past 18 months has been significant — and more is coming.Here's what small bu...
21/05/2026

The pace of employment law change over the past 18 months has been significant — and more is coming.

Here's what small businesses should have on their radar right now:

Unfair dismissal protection is expected to extend from two years to six months — meaning your window to make a clean departure decision during employment is shrinking considerably.

Day one rights are expanding. Bereaved Partner's Paternity Leave (BPPL) is already in force, giving employees a right to up to 52 weeks' leave from their first day in certain circumstances.

Holiday pay record-keeping is now subject to enforcement. The Fair Work Agency has powers to check your records and penalise businesses where entitlements and calculations can't be properly evidenced.

The duty to prevent sexual harassment is now a proactive legal obligation — not just a reactive one.

Taken together, this is a genuinely significant shift in the employment law landscape. The businesses that navigate it well won't necessarily be the largest or the best-resourced. They'll be the ones that got properly informed and acted early.

If you're not sure where you stand on any of the above, let's have a conversation.

20/05/2026

Most businesses put a reasonable amount of effort into hiring — and then the new hire starts, and the induction is basically "here's your laptop, here's the kitchen, here's the Slack channel."

This is where so many people problems start.

A proper induction isn't just about being welcoming. It's about setting the foundation for everything that comes after: clear expectations, an understanding of how the business operates, introductions to the right people, and a structured way of assessing whether things are going well in those early weeks.

When that foundation is missing, new hires spend the first few months figuring things out by trial and error. Standards drift because nobody clearly defined them. And by the time it becomes apparent that something isn't working, weeks or months have passed with no documentation, no formal review conversations, and no clear evidence base.

A structured first 90 days — with regular check-ins, documented conversations, and clear milestones — gives you a much stronger position if things do go wrong. And it significantly increases the chances that they don't.

I hear this from business owners occasionally: "We're only small, we don't really need HR."I understand the instinct. Bu...
19/05/2026

I hear this from business owners occasionally: "We're only small, we don't really need HR."

I understand the instinct. But the businesses that say this are often the ones most at risk.

Because small businesses typically don't have the internal knowledge to handle a grievance properly, conduct a fair disciplinary process, or navigate an absence management situation. They improvise. And when it goes wrong — and eventually it does — the commercial and legal consequences fall entirely on the business owner.

Employment tribunal fees were abolished for claimants in 2017. The bar to bring a claim against you is very low. And the average cost of defending even a straightforward claim, when you factor in management time, legal fees and potential compensation, runs well into thousands.

HR support for a small business isn't a luxury. It's a very practical form of risk management.

You insure your premises. You insure your vehicles. The people decisions you make every single day carry significant financial risk too — and most small businesses have absolutely nothing in place to manage it.

18/05/2026

I want to walk through what actually happens — in practical, commercial terms — when a business doesn't use probation properly.

Month one: the new hire seems fine. There are a few things you're not sure about, but it's early days. You give it time.

Month two: the doubts are growing. Performance isn't quite where you expected. But there's been no formal review, no documented conversation, no clarity on what success in the role actually looks like.

Month three: you're fairly certain this isn't working. But you're busy, it feels awkward, and you keep thinking you should give it a bit longer.

Month four or five: you're now confident they're not right for the role. But you've had no structured probation reviews, no written warnings, no documented performance concerns. Your window to make a clean, low-risk decision is closing rapidly.

Month six: you're at the end of probation. You either have to extend it formally — with proper documentation and a clear improvement plan — or you're entering the unfair dismissal risk window with someone you already knew wasn't right three months ago.

This is entirely avoidable.

Probation works when you treat it as a real assessment period with clear expectations, honest review conversations, and the confidence to make a call early if it's not working.

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