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.

A lot of businesses get to fifteen, twenty, even thirty employees without ever properly sorting out how they manage peop...
03/09/2026

A lot of businesses get to fifteen, twenty, even thirty employees without ever properly sorting out how they manage people.

It is completely understandable. In the early days you are focused on survival, then growth, then keeping clients happy and managing cash flow. Sorting out HR documentation and building management processes does not feel urgent when the business is busy and roughly working.

Until it does not roughly work anymore.

And by then, the gaps tend to be expensive.

Contracts that do not reflect how people actually work, creating disputes about terms and conditions. No clear disciplinary or grievance process, meaning the first time one is needed it gets improvised badly. Managers making different decisions about performance, leave, and conduct, because nobody has ever defined the consistent standard. A probation process that has never been properly structured, meaning bad hires stay far longer than they should.

None of this is unique to badly run businesses. I see it regularly in businesses that are commercially successful and growing well. They just never made the people infrastructure a priority.

The trigger is usually something going wrong. A grievance that escalates. A tribunal claim. Losing a good person who was fed up with the lack of consistency. A founder who finally hits a wall because they are the answer to every people question in the business.

The better trigger is sorting it before something goes wrong.

If your business has grown but your people processes have not kept up, now is a reasonable time to do something about it.

02/09/2026

There is a version of HR that most people have experienced and most people dislike.

The version that exists to protect the business from liability rather than help it grow. That says no more often than it says here is how. That generates documents nobody reads and processes nobody follows. That treats people problems as compliance issues rather than commercial ones.

That is not what I do.

What I mean by commercial HR is quite simple. Every people decision in a business has a commercial consequence, and the job of good HR support is to help you make those decisions in a way that protects the business, gets the right outcome and does not create bigger problems further down the line.

That looks different depending on what the business needs.

Sometimes it is urgent support because something has gone wrong and a founder needs clear, practical advice on what to do next. Sometimes it is building the people frameworks that allow a growing business to operate with more consistency and less founder dependency. Sometimes it is working with a leadership team on how they communicate, make decisions and hold each other accountable. Sometimes it is helping a business navigate a difficult restructure cleanly.

In every case, the focus is on what actually helps the business. Not on adding bureaucracy. Not on creating risk by being overly cautious. On finding the practical, proportionate solution that works.

That is the kind of HR support that most SME owners tell me they never knew existed.

If you want to understand what that could look like for your business, I am happy to have that conversation.

Most SME owners think about HR costs in terms of what they spend. The retainer fee, the legal advice, the cost of an ext...
01/09/2026

Most SME owners think about HR costs in terms of what they spend. The retainer fee, the legal advice, the cost of an external consultant when something goes wrong.

What they think about less is what weak HR is already costing them.

The manager spending two hours a day firefighting team issues that should have been dealt with at probation. The founder dragged into a performance situation that has been building for six months because nobody addressed it early. The good employee who resigned because they were exhausted carrying someone who was never held accountable.

The legal costs when a dismissal that was commercially justified was handled in a way that cannot be defended. The management time lost to a grievance process that lasted three months. The culture damage when a toxic high performer was kept too long because nobody was confident enough to deal with them.

These costs are real and they are significant. They just do not show up as a line on the HR budget.

The businesses I work with that get the most value from HR support are the ones that use it proactively. They have the right documentation in place before they need it. They get advice before they make a people decision, not after. They invest in their managers so problems get handled at the right level rather than escalating to the top.

That approach costs less than reactive HR. It is also significantly less stressful.

If you are currently dealing with HR on a needs-must basis, it is worth thinking about what that approach is actually costing you.

31/08/2026

I work with a lot of founders who, on paper, have built something impressive.

Good revenue, a decent team, a solid client base. From the outside, it looks like a successful business.

From the inside, it looks like a founder who cannot take a week off without their phone going constantly, who is copied into every significant email, who gets called when the printer breaks and who is the first call whenever anything slightly complicated happens.

That is not a business. That is a job with extra stress and no ceiling on the hours.

Building something you can genuinely step back from requires a deliberate effort to redistribute responsibility. Not just delegate tasks, but actually transfer ownership. Give managers real authority. Define clearly what they can and cannot decide without you. Create processes that people can follow without needing to check in constantly.

Most founders resist this because it feels risky. What if someone makes a mistake? What if something goes wrong?

Here is the honest answer: things will go wrong sometimes, whether you are involved or not. The difference is that with proper structure and capable managers in place, things go wrong less often, and when they do, someone else has the authority and the confidence to deal with them.

The goal is not a business that never has problems. It is a business that can handle problems without everything landing on the founder's desk.

That is entirely achievable. It just requires building the right foundations first.

Every team has them. The person who takes feedback personally. The one who goes off sick when a difficult conversation i...
28/08/2026

Every team has them. The person who takes feedback personally. The one who goes off sick when a difficult conversation is on the horizon. The employee who turns every performance conversation into a discussion about their wellbeing.

Most managers do not know how to handle them, so they avoid them. And the avoidance makes everything worse.

Here is the practical reality.

Having a sensitive employee does not mean you cannot manage their performance. It means you need to be more deliberate about how you do it.

That means making sure expectations are crystal clear from the start so there is no room for misinterpretation. It means keeping a record of every conversation so there is a clear documented trail. It means addressing issues early and consistently rather than letting things build until you have no choice but to have a much harder conversation. And it means being clear, direct and calm rather than softening things to the point where the message disappears entirely.

The businesses that handle sensitive employees well are not the ones that tiptoe around them. They are the ones with managers confident enough to have direct, evidence-based conversations in a way that is firm but fair.

That confidence comes from training, from clear processes and from having proper HR support behind them.

If managing sensitive employees is creating stress in your business, it is worth getting some proper support on how to do it well. The alternative is continuing to avoid it, and that always costs more in the end.

27/08/2026

Nobody enjoys making redundancies. Most business owners I know find it one of the hardest things they ever have to do.

What makes it harder is getting the process wrong, because then you are dealing not just with the emotional and commercial impact of losing people, but with the added stress of a legal challenge on top of it.

And I see this happen regularly.

Not because business owners are careless or deliberately cut corners. It happens because when the pressure is on and a difficult decision needs to be made, the instinct is to move quickly. To get it done. To deal with the emotional conversation and move forward.

But employment law does not care about the pressure you are under. It expects a proper process: genuine selection criteria, meaningful consultation, adequate notice, correct calculations. Every time one of those things is missing or handled badly, the risk to the business increases.

The good news is that a well-handled redundancy process, whilst never easy, does not need to be complicated. It needs to be structured, documented and fair.

If you are facing a situation where redundancy might be on the horizon, the best thing you can do is get proper advice before you start the process, not after something has already gone wrong.

Getting it right from the beginning is significantly less expensive than fixing it afterwards.

26/08/2026

Most founders worry about the obvious people problems. The difficult employee. The absence issue. The grievance that lands on their desk.

What they worry about less, and should probably worry about more, is what their best people are thinking.

High performers rarely complain. They do not raise grievances or make a fuss. What they do, eventually, is leave.

And when they go, they usually do not tell you the real reason. You get a polite resignation letter, a conversation about an exciting new opportunity and a vague mention of wanting a new challenge.

What they do not say is that they were frustrated watching someone else coast along with no consequence. That they were tired of raising issues that never got properly addressed. That they lost confidence in the leadership because decisions were inconsistent and expectations kept shifting. That they felt like the only person actually holding anything together and eventually got fed up of it.

Your best people have options. They know what they are worth. And they will not indefinitely tolerate a workplace where standards are low and accountability is inconsistent.

The businesses that retain their best people are not always the ones paying the most. They are the ones where expectations are clear, standards are maintained, good work is recognised and problems are dealt with rather than ignored.

If you are losing good people and struggling to understand why, it is worth looking beyond the exit interview. The real answer is usually in how the business is being run day to day.

I can help you figure out what is actually going on and what to do about it.

25/08/2026

People decisions are commercial decisions.

Every time you hire someone, manage their performance, handle a disciplinary process, deal with a grievance or make someone redundant, you are making a decision that has a direct commercial impact. It affects your costs, your productivity, your legal risk and your culture.

Yet most small businesses make those decisions with very little specialist support, often under pressure, often without fully understanding the legal framework they are operating in.

I see the consequences of that regularly.

A dismissal that was legally justified but handled badly, creating a tribunal risk that did not need to exist. A redundancy consultation that was rushed, creating a process that can be challenged. A grievance that was dealt with informally when it needed a formal response, leaving the business exposed.

None of those situations happen because business owners do not care or are not trying. They happen because people decisions are genuinely complicated, the legal landscape is changing constantly and without proper support, it is easy to get things wrong.

The SMEs that navigate this best tend to be the ones with access to good, commercially focused HR support that they can pick up the phone to before things escalate. Not a helpline that gives them a generic answer, but someone who knows the business, understands the commercial context and can give them real, practical advice on what to do.

That is what working with me looks like. If you want to understand what that could mean for your business, I am happy to have that conversation.

There is a moment that a lot of founders reach, usually somewhere between ten and thirty employees, where running the bu...
24/08/2026

There is a moment that a lot of founders reach, usually somewhere between ten and thirty employees, where running the business starts to feel unexpectedly hard.

It is not that things are going badly. It is more of a grinding feeling. Decisions are slower. The same problems keep coming back. Good people seem frustrated. The founder is working harder than ever but does not feel like they are getting further.

What is usually happening is that the business has outgrown the way it operates.

In the early days, a small team and informal communication worked brilliantly. Everybody knew what was going on, the founder was across everything and things moved quickly because the business was simple enough for one person to hold it all in their head.

Then it grew. More people arrived. Communication became harder to manage informally. Different managers started doing things differently. Expectations that were once obvious stopped being obvious. And the founder, who used to be able to sort everything with a quick conversation, found themselves pulled into more and more decisions.

This is not a failure. It is a completely normal stage of business growth. But it does require a deliberate response.

That response is not another strategy day or a new piece of software. It is getting clearer about how the business actually runs. Who owns what. What good looks like. How decisions get made. How performance is managed.

When those foundations are in place, the grinding feeling tends to lift. Things move faster, not slower. And the founder starts to feel like they are leading the business rather than being buried inside it.

If this sounds like where you are right now, it is worth a conversation.

21/08/2026

Why your contracts and policies matter more than you think

Most business owners know they should have proper employment contracts and HR policies in place. A lot of them have cobbled something together over the years and quietly hope it is good enough.

Sometimes it is. Often it is not.

The problem with template contracts and outdated policies is not just that they might not protect you legally. It is that they create ambiguity. And ambiguity, in an employment relationship, tends to benefit the employee rather than the employer.

When a contract is vague about working hours, someone will interpret that to their advantage. When a disciplinary policy is outdated, a process followed in good faith can be challenged. When a contract does not reflect how the business actually operates, you can end up in a position where what you thought was agreed is not what the employee understood at all.

The businesses I work with that have the cleanest, least complicated employee relations tend to be the ones with clear, current, properly drafted documentation. Not because documents prevent every problem, but because they create a shared understanding of the deal from day one.

It also matters enormously when things do go wrong. The first thing a solicitor or an employment tribunal will look at is your documentation. If it is a mess, that becomes part of the problem rather than part of the solution.

Getting your contracts and policies right is not the most exciting part of running a business. But it is one of the most important foundations you can have in place.

If yours have not been reviewed recently, it is worth doing. I can help with that.

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