Employment Rights Bill

Debate between Lord Londesborough and Lord Ashcombe

Report stage
Wednesday 16th July 2025 Lords Chamber

[Lord Londesborough (CB)]

My Lords, I broadly support this group of amendments and, in particular, Amendment 49 in the names of the noble Lords, Lord Sharpe and Lord Hunt. My noble friend Lord Vaux’s more straightforward Amendment 50 would reduce the length of the qualifying period from two years to a minimum of six months, during which an employee may not claim unfair dismissal.

I am happy to agree with the Government that the current two-year period for effective probation, from my experience as an employer, is excessively long and merits revision. Like others, I understand that the Government are consulting on the length of the IPE, the initial period of employment, and that nine months is being suggested. However, given that most permanent employees have a formal annual review at 12 months, during which their remuneration and performance are reviewed, I think it is fair and transparent that the 12-month review also represents the end of the probationary or qualifying period. That provides clarity to both sides and, I believe, is sufficient time for the employer to assess the employee’s performance, competence and cultural fit.

I accept that, in the majority of cases, performance issues during probation surface within the first six months. A proactive employer should then step in to either articulate a performance improvement plan for the next six months, with clear markers and milestones, or come to an early conclusion that this is not going to work out and move on to dismissal. But if we overly squeeze the probationary period, we will deter employers, particularly entrepreneurs, from the creation of new jobs by reducing their appetite to take a risk on new recruits, as we have heard, which is surely not what the Government intend.

Clause 23 and Schedule 3 threaten to be a real menace for two groups of employer in particular. The first, as we have heard, is those sectors with naturally high staff attrition rates given the nature of their business, such as retail and hospitality. The second, perhaps less obviously, is those businesses that rely on particular job functions that carry higher risk and performance requirements, in particular sales, marketing and business development jobs that run across so many of our economy’s key sectors: everything from sales on the floor, in the park or in the kiosk, and, yes, telesales—which we all try to avoid—to those involved in B2B business development and client account management. I know from personal experience in advising start-ups and scale-ups that these are critical, revenue-generating roles with strong personal performance criteria where much of the remuneration comes—quite correctly—in the form of performance-related pay. We will do real damage to productivity and economic growth if we do not allow fair and proper time for assessment of these types of roles without the threat of unfair dismissal hanging over employers’ heads prematurely. That said, I will support Amendment 49 if it is put to the vote.

[Lord Ashcombe (Con)]

My Lords, I support the amendments tabled by my noble friends Lord Sharpe of Epsom and Lord Hunt of Wirral, as well as those proposed by the noble Lord, Lord Vaux of Harrowden. Throughout our debates, one thing has become clear: Clause 23 is one of the more troubling areas for the business community and therefore potential employees. That concern is reflected not just in what we have heard in this Chamber but in the Government’s own impact assessment.

When a company hires someone new, it takes a risk. No matter how impressive someone’s CV may be or how well they come across in interview, things do not always work out, as we have heard. That is why probation periods exist. They give both the employer and the employee a chance to assess whether it is the right fit. I have seen this at first hand in my own company, Marsh Ltd. For small businesses in particular, hiring someone new, especially during a period of growth, can be a major financial and operational commitment. When things do not work out, the company should not be left to carry all the burden because of a mismatch that is no one’s fault. Introducing a day-one right to claim unfair dismissal outside the already established exceptions places a heavy weight on employers. It could discourage them from hiring altogether. Worse still, it may lead to pressure being placed on existing staff, who are asked to do more because their employers are hesitant to take on new people.

In the Financial Times, the Chancellor said an excessive safety-first approach was not seen in any of Britain’s global competitors, adding:

“It is bad for businesses, bad for growth and bad for working people”—


a description of this Bill and Clause 23 in particular. These amendments offer a sensible middle ground. They would reduce the current qualifying period for unfair dismissal protection from two years to six months. That strikes me as fair and proportionate. It matches the length of the probation period used in many companies, and certainly in the one I work for. Six months should be enough time to determine whether someone is right for the role. These amendments would make it better for business, better for growth and better for working people. That is why I support them.

--- Later in debate ---

[Lord Ashcombe (Con)]

My Lords, I shall speak to these amendments, to which I have added by name. What we are dealing with here is a basic question of fairness. Currently, the law recognises the importance of accompaniment at disciplinary and grievance hearings, yet it narrowly limits who that companion can be. Unless an employee has a supportive colleague or is a trade union member, they face these often-daunting proceedings alone. This creates a two-tier system, as the noble Baroness, Lady Fox, mentioned. How can it be right that two workers in the same workplace facing the same process are given different statutory rights based solely on their union membership?

This is not a hypothetical issue. In reality, 78% of UK workers are not in a trade union, which means most cannot count on the support of a trained companion in these hearings. I have no objection to trade unions; I am not a trade unionist myself, but I reject the idea that statutory rights should be tied to union membership. I have yet to hear a convincing argument and defence of the current system. This is why I support these amendments. Both aim to fix this imbalance in different, practical ways.

Amendment 98 in the name of the noble Lord, Lord Palmer, would widen the scope of acceptable companions. It would empower the Secretary of State to propose certifying bodies—for example, Edapt in the education sector—to approve trained companions, with Parliament having final say through secondary legislation via the affirmative procedure. This approach ensures fairness. Amendment 99 in the name of the noble Baroness, Lady Fox, goes further, removing restrictions altogether and allowing the employee to choose their own companion. This gives power back to workers, who are best placed to decide who can support them.

We return to the core issue of fairness, which seems to have cropped up many times throughout this Bill—not only fairness for workers navigating difficult circumstances but fairness for employers, too, who would benefit from clearer, smoother processes and reduced risk of costly litigation. Ultimately, these are not radical proposals. The amendments are sensible adjustments that reflect the modern workplace and the real choices workers are making. As the Government’s document Next Steps to Make Work Pay rightly states,

“all workers should be able to enjoy fair rights and benefits”.

I hope that the House agrees.

[Lord Londesborough (CB)]

My Lords, I have added my name to Amendment 99 in the name of the noble Baroness, Lady Fox of Buckley, which, to me, smacks of common sense, while also acknowledging that Amendment 98, tabled by the noble Lord, Lord Palmer, is a step in the right direction.

For those of us who have conducted disciplinary and grievance hearings—as an employer, I have conducted my fair share over the years—these are often stressful, time-consuming and sometimes very divisive, not only for the employee but often for the employer, the manager and the other team members who are involved. An officious approach, in which only a trade union official may accompany the worker into the meeting, makes this situation, if anything, more adversarial, more us versus them and, in my view, less likely to lead to a sensible compromise that works for both parties. This is particularly the case for small and micro-businesses in which trade union representation is lower and the worker very often does not have that option. To widen it out to other members, colleagues, friends or even family members, as Amendment 99 states, seems to me a sensible move.