Ten essential workforce considerations for local government reorganisation (LGR)

The workforce issues of LGR can be considered in 10 broad themes:

• managing change
• for chief executives managing workforce transformation during LGR
• creating effective new cultures
• creating effective organisational structures
• HR skills
• transferring staff
• recruitment and retention
• recruiting a new leadership team
• pay and terms and conditions
• working with Trade Unions.

Under these of these themes we have put together a set of high-level, user-friendly prompts highlighting important considerations and actions for managing workforce transformation during LGR.

1. Early workforce planning is critical

Senior teams should map out staffing structures to meet the needs of the new authority early and identify affected roles, redundancies, or new posts, following legally compliant and fair processes. 

Clarify roles across tiers and departments, avoiding duplication and confusion, and appoint to those roles with change in mind, ensuring staff are able to engage in transformation, handle complexity, and work across boundaries – not just continue running existing services. Special attention focusing on staff retention is important during the transition period. 

 2. Be realistic about workforce capacity during the change 

New structures should reflect the capacity of leaders and managers to deliver change and learning as well as managing service delivery. Overloading a small leadership team or spreading them too thinly across services risks failure. 

To be a core strategic adviser during reorganisation, HR teams must have the capacity to advise leadership on people risks, legal duties and workforce design as well as managing the administration of the changes. 

3. Engage elected members positively 

Political leaders often play a role in appointing senior officers.  Ensure mechanisms are in place to involve members in well-structured and transparent processes. 

Reorganisations must align with people and politics. Mismatched organisational cultures, political rivalries, or lack of leadership buy-in can undermine even well-designed reforms.

4. Culture and integration are crucial

Bringing together different councils or services doesn’t mean their cultures will automatically align. Culture must be intentionally shaped to support the new organisation and communicated using vision and values. 

Prioritise transparent leadership, shared values, and cross-organisational team building before and after vesting day.

5. Staff and union engagement is a legal requirement

There’s a legal obligation to inform and consult affected staff and their representatives (usually trade unions). This includes sharing information on reasons for transfer, when it will happen, legal implications, and measures envisaged.

6. Employees contracts will transfer with them 

The Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) or similar will generally apply when staff are transferred to a new authority or organisation. This means employees' terms and conditions will be preserved when their employment transfers to the new authority. 

Redundancies, dismissals and changes to terms and conditions must happen within the appropriate legal framework. 

7. Service contracts may trigger a staff transfer

Reorganisation often involves changes to external service contracts (such as waste, IT, care services), and TUPE may apply to those staff too. 

Understand and review third-party contracts for TUPE triggers and indemnity clauses.

8. Redundancies are permissible in certain (specific) circumstances

Prior to vesting day, redundancies may be lawful if they are for legitimate organisational need (for example duplication of roles), and proper redundancy consultation and selection criteria and procedures followed. 

Redundancies made after the transfer for genuine business reasons unrelated to the transfer itself, can be fair and lawful — again, following correct procedures.

9. Pensions require special handling

Pension schemes are not automatically protected under TUPE, but local government staff usually have rights under the Local Government Pension Scheme (LGPS) and other relevant pension schemes and new arrangements must honour these.

There may be changes to the bodies responsible for managing pensions (administering authorities). One of the new unitary authorities (formed through local government reorganisation) must take over as the administering authority for all the areas that were previously part of the old county structure. This requires a lot of time and specialist advice to set up. 

10. Review and adapt after vesting day

No organisation is perfect on day one. Build in a review timetable to look at how well the new structure is working. Use feedback and data to refine roles, reporting lines and spans or control as needed in the following 12 to 24 months. 

1. Have a clear and shared vision

People need to understand what is changing and why. Develop and communicate a clear, compelling vision of the future organisation — what it will look like, how it will work, and how it will benefit residents and staff.

2. Prioritise early and ongoing communication

Regular, timely and transparent communication helps build trust and reduce anxiety. Be honest about what is known, what is uncertain, and what comes next — even when the message is tough! People can handle bad news better than uncertainty or secrecy. Check in with how people are understanding these messages. 

3. Engage staff at all levels

Involve employees, trade unions, and stakeholders early and often. Change can make people feel powerless. Where possible, give people a voice in shaping the change, and make use of local knowledge, creativity, and experience to co-design solutions.

4. Change is emotional as well as structural

Acknowledge that change on this scale often brings loss, uncertainty, stress and identity shifts. Show understanding and recognise the emotional impact on employees. Support staff emotionally as well as practically and create space to process change.

5. Support people with their resilience 

Managing employee resilience during organisational change is critical to maintaining performance, morale, and retention. Change fatigue is real and affects people’s ability to do their jobs and contribute in positive ways. Resilience is easier when people feel equipped. Offer help like coaching, mental health support, or flexibility in schedules.

6. Support and equip your managers

Managing people through organisational transformation is one of the most challenging aspects of leadership. Ensure your managers have time and knowledge to lead change, answer questions, and manage any resistance confidently and compassionately.

7. Be clear about timescales and milestones

Changes will come in stages and can feel like a 'moving target' for staff. Share timelines, key decision points, and what to expect and when, even if this is likely to shift. This gives people a sense of direction and reduces speculation. There may not be answers to everything, but it is important to 'manage the limbo'.

8. Anticipate and plan for resistance

Resistance is normal. Don’t ignore it. Listen to concerns, clarify misunderstandings, and adapt plans where appropriate. Sometimes resistance highlights risks or improvements that need attention.

9. Talk about the change but remember all the work still being done 

It is important to talk about changes and progress being made while also showing staff that their everyday work still matters. Helping staff to understand how their roles contribute during and after the change can be a powerful motivator and provide stability. Celebrating how support each other can build pride and strengthen teamwork.

10. Plan for recovery and improvement as well as change 

Transformation is rarely linear. Be ready to adjust plans based on feedback and emerging realities. Acknowledge mistakes and be transparent about course corrections. Be clear that reorganisation is a journey, not a one-off event. Ensure time and space for teams to reflect, regroup, and rebuild after this major change and as the new organisation takes shape. 

1. Culture doesn't happen by accident 

Bringing together different councils or services doesn’t mean their cultures will align by default. Culture must be intentionally shaped. It is a complex but powerful way to shape behaviours, develop shared values, and drive long-term performance, especially during transformation or after leadership changes,

2. Understand the starting point

Before building a new culture, take time to understand existing cultures across teams or authorities, including values, behaviours, leadership styles, and pain points. Culture isn’t what’s written down; it’s how people actually behave when no one is watching. Staff surveys, interviews, and focus groups can help to provide an insight. 

3. Co-create a shared vision and values

Involve staff from all organisations and all levels in developing a shared purpose and set of values for the new organisation. This supports understanding, engagement and a sense of ownership across the workforce.

4. Leadership sets the tone

Culture change starts at the top and spreads through influence. Leaders and managers play an important role in embedding new cultures within organisations by actively shaping and reinforcing desired behaviours and values. Appointment to these posts should be guided by the desired behaviours and values of the new organisation. 

5. Communication builds trust

Honest, regular, and two-way communication helps to reduce fear and resistance to letting go of old behaviours and values and adopting new ones. Articulate where you're going and keep staff informed, not just about the 'what' and 'when' but also the 'why.' Share why the culture needs to change and how it supports what the new organisation wants to achieve. 

6. Respect the past, focus on the future

Ultimately, culture is about how people feel and connect and behave. Respect the emotional side of change. People may grieve the loss of old norms. Acknowledge the strengths and legacies of predecessor organisations while building a new, forward-looking identity. Avoid framing reorganisation as a 'takeover.'

7. Train and equip people

Help employees understand and live the new culture by providing training on expected behaviours for leaders and teams navigating cultural shifts. Talk about the actions that demonstrate values and use storytelling, ways of working, and performance frameworks to reinforce new norms.

8. Embed culture into systems and structures

Culture isn’t separate from daily operations — it must live in how you work. Ensure that HR policies, recruitment, onboarding, performance management, reward systems, workflows, meeting etiquette etc support the desired values and behaviours of the new organisation.

9. Invest in team building and integration

Create opportunities for cross-team working, joint projects, and informal social connection — especially between legacy teams — to help build trust and break down 'us vs them' mindsets. Create time and space to develop new relationships and rituals 

10. Monitor, reflect, and adjust

Culture work is never 'done', it evolves.  Use pulse surveys, feedback loops, and staff engagement metrics to measure progress, address emerging issues, and keep refining your approach over time. Culture change takes time – usually years, not months – so keep assessing and supporting desired behaviours long after the launch of the new organisation. 

1. Start with clear strategic objectives

An effective structure must align with strategic goals, such as improving service delivery, achieving savings, increasing democratic accountability, or supporting local priorities. The structure is a tool, not an end in itself.

2. Prioritise resident and service user needs

Design the structure to ensure accessibility, responsiveness, and continuity of services. Organisational charts should reflect how services will best meet the needs of the public, particularly in high-impact areas like social care, housing, and planning. Locality-based structures (for example area teams, neighbourhood hubs, place directors) that align with community needs and foster stronger local engagement and visibility may be suitable.

3. Don’t delay critical appointments

Early appointment of key leadership roles (such as Chief Executive, S151 Officer, Monitoring Officer) is an essential step in establishing the new authority and also in providing clarity, direction, and assurance. These appointments will play key roles in shaping the new organisation and ensuring the success of the transition. Ensure members are trained in best recruitment practice and policies.

4. Keep governance and decision-making clear

Ensure clear lines of political accountability and managerial responsibility. Define who makes decisions, how they are made, and how scrutiny, risk, and audit functions will operate under the new structure.

5. Clarify roles and avoid duplication

Create role clarity and accountability across tiers and departments. Avoid duplication or confusion between strategy and delivery roles, or between corporate services ( eg finance, HR) and operational functions.

6. Be realistic about leadership capacity

New structures should reflect the capacity of leaders and managers to deliver change, not just theoretical ideals. Overloading a small leadership team or spreading them too thinly across services risks failure.

7. Structure must support collaboration

Ensure the structure enables cross-cutting work across departments (for example housing and health, education and safeguarding). Use matrix models or programme boards where collaboration is critical to outcomes.

8. Align systems and policies with structure and accountability 

Ensure that line management accountability, HR policies, finance and procurement rules, and so on, support decision-making and responsibility and reinforce the values and behaviours you’re trying to embed.

9. Engage staff and trade unions early

Involving staff and unions in shaping the structure builds ownership, reduces resistance, and ensures practical insights are considered. Transparent consultation processes improve outcomes and mitigate legal or industrial relations risks.

10. Review and adapt after implementation

No structure is perfect at launch. Build in a review mechanism (for example after 6 or 12 months) to assess how well the new structure is working. Use feedback and data from staff, partners and residents to refine roles, reporting lines or spans of control as needed.

1. HR is a strategic partner, not just a support function

During reorganisation, HR should take on a key strategic role, advising leaders on people-related risks, legal responsibilities, and workforce planning, not solely handling admin tasks. They can act as 'directors behind the scenes' of change, working closely with senior teams to help lead and coordinate the transformation.

2. Understanding change management is essential

Successful reorganisations depend heavily on HR teams and organisational development functions that have strong change management capabilities, including how to plan transitions, communicate effectively, manage resistance, and support teams through uncertainty. Councils lacking in-house capacity often rely on consultants, which can add cost and reduce ownership if not managed well.

3. Employment law knowledge must be robust

Reorganisation often involves complex TUPE, redundancy, consultation, and contracts understanding and management. HR must have up-to-date, practical understanding of legal frameworks to protect the organisation and its employees.

4. Communication skills are crucial

Clear, empathetic, and timely communication helps manage emotions and expectations. HR must be able to craft messages, facilitate difficult conversations, and ensure transparency about the processes of change and its impact on employees.

5. Data and workforce intelligence drive good decisions

Effective HR teams use data to map workforce risks, identify talent gaps, model structures, and track equality impacts. Evidence-based decisions are key during transformation.

6. HR must be proactive on equality, diversity and inclusion

Reorganisation can risk widening inequalities. HR must work with senior teams to actively ensure fairness in selection, consultation, and design processes, especially for underrepresented or vulnerable groups.

7. Employee relations skills are vital

Reorganisation can increase grievances, anxiety, and union activity. HR teams need strong negotiation, conflict resolution and partnership-building skills with staff and unions.

8. Agility and responsiveness are non-negotiable

Plans change fast. HR must be flexible, responsive, and able to act quickly—whether it’s updating policies, advising senior teams, reallocating staff, or managing a crisis of confidence.

9. HR needs to build trust across the organisation

During change, trust in leadership often drops. HR can be a bridge, demonstrating fairness, consistency, and support to help staff feel safe and respected.

10. Upskilling the HR team is a priority

Reorganisation puts extra pressure on HR, as they must still handle day-to-day tasks like payroll, benefits, and employee relations while supporting the change. To manage both, leaders should invest in extra support, training, and development to help HR stay effective during the transition.

1. TUPE usually applies

In the case of local government reorganisation, specific legislation (See for example regulation 3 of the Local Government (Structural and Boundary Changes) (Staffing) Regulations 2008) is normally applied so that staff transfer from their legacy authority to the new one in line with the Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE). This legislation protects employees’ terms and conditions when a relevant transfer happens.

2. Employment contracts transfer automatically

Under TUPE or TUPE-like regulations, employees covered by the reorganisation automatically become employees of the new authority on Vesting Day on their existing terms and conditions, with no break in employment, unless their employment has ended before then.

3. Consultation is a legal requirement

Both the current and new employers must inform and, normally, consult with affected employees via recognised trade unions or elected employee representatives. This consultation will provide information and allow for genuine discussion about any potential changes or 'measures' that might arise from the transfer. Failure to consult can lead to legal and financial penalties.

4. Redundancies are allowed, but only in specific circumstances

Redundancies made before or after a transfer can be lawful if they are for an  economic, technical or organisational (ETO) reason involving changes in the workforce. TUPE does not prevent fair redundancy processes and dismissals, but redundancies that happen because of the transfer itself are automatically unfair unless there is a valid ETO reason. 

5. Terms and conditions are protected

Staff who transfer keep their current contract terms, like pay, working hours, annual leave, and sick pay. Attempts to change these terms that are because of the transfer – for example to align or ‘harmonise’ them - are unlawful unless there’s a valid business reason (like an economic, technical, or organisational one).

6. Pensions are treated separately

TUPE doesn’t protect pension rights in the same way as other terms. However, the new authority will also be an LGPS employer and so transferring employees should receive the same LGPS membership access and entitlements after the transfer. Arrangements to allow this should be investigated and clarified early in the reorganisation process. 

7. Organisational change may still happen post-transfer

While TUPE protects staff during transfer, the new employer can restructure services and terms and conditions afterwards, subject to fair procedures and so long as there are genuine ETO reasons for the change. Early communication and consultation with unions and staff is essential.

8. Shared services or joint committees may trigger TUPE

Shared or outsourced services will be affected by the creation of the new authority. TUPE applies if staff or work clearly transfer to the new authority, and those staff must be included in consultation and transfer processes. However, in most outsourced arrangements, contractor staff stay with their employer, as a change in who commissions the service doesn’t usually affect their employment.

9. Managing employees through the change 

Consider how you’ll communicate and manage the transfer process across all the affected councils and keep staff motivated to continue to provide vital services.

10. Due diligence and early planning are critical

Effective staff transfers require clear governance, HR planning, risk assessments, and legal advice. Key considerations include staff data transfer, discussion of liabilities, policies audits and an agreed communications strategy to support morale and minimise disruption.

1. Communicate early and often

Uncertainty causes people to leave. Clear, honest, and timely communication about the reorganisation process, timescales, and what it means for the number and types of jobs affected by the change helps maintain trust and retention, even if all the details have not been decided yet. 

2. Map critical roles and talent

Talent loss can undermine service delivery. Identify roles that are business-critical and staff with essential skills across all affected organisations to prioritise retention strategies and manage recruitment risks for current work capacity and future needs of the new organisation. The uncertainty and instability of reorganisation can prompt skilled staff to leave, creating knowledge gaps and weakening services, especially in finance, HR, IT, and children’s services.

3. Expect increased turnover

Some staff will naturally choose to leave during change. Prepare for a temporary rise in turnover and develop contingency workforce plans, such as interim cover or flexible staffing solutions.

4. Offer stability where possible

During change, employees often worry about job security, feel disconnected from the organisation, or feel stressed about the future. To help, clearly explain how roles will continue (through TUPE or ringfencing) to reassure staff and encourage retention. While job security can’t be guaranteed for everyone, being open about the process and transfer options reduces anxiety and builds trust.

5. Invest in a talent management strategy 

Develop talent activities that support the evolving organisational model and transformation goals and manage smooth transitions into new roles. Talent management (training and development, coaching and mentoring) can be used as part of the change management process and support staff retention. 

6. Be transparent about selection processes

Where recruitment is needed due to structural changes, ensure all internal recruitment or ringfencing processes are fair, clearly explained, and legally compliant (especially around redundancy or TUPE).

7. Strengthen the employer brand

Position the new organisation as an attractive employer. Use recruitment-style strategies to showcase values, vision, stability, and career development opportunities to be competitive in the labour market and attract scarce skills. 

8. Look after morale and wellbeing

Job insecurity and organisational change can affect retention, performance, and morale.  Major change affects people’s ability to do their jobs and contribute in positive ways. Morale will be higher when people feel equipped. Employee wellbeing support, line manager check-ins, and counselling can help staff feel supported and stay engaged.

9. Be prepared to recruit externally

You may need to fill gaps where internal staff don’t match new roles or where capacity is lost. External recruitment will need very particular strategies because it can be harder to bring people into an organisation that is undergoing substantial traumatic change. 

10. Monitor and adapt

Regularly track workforce data — including vacancies, turnover rates, candidate interest, and exit interview trends — so you can spot pressure points early and adjust your retention and recruitment strategies promptly. 

1. Leadership recruitment is strategic, not just an HR process

Recruiting senior leaders during reorganisation isn’t just about filling vacancies: it’s about setting the tone, culture, and direction of the new organisation. Recruiting to a shared vision where there is a deep connection to the new organisation’s goals means more collaboration and accountability, contributing enthusiastically to the collective success.

2. Clarify the future operating model first

Before recruiting, define the target operating model. What will leadership need to deliver? What structures are they leading? This helps create job roles and person specifications that are future-focused, not legacy-bound. It will also help to avoid duplication and manage conflict at senior levels.  

3. Appoint with vision and change in mind

Look for leaders with a track record of leading transformation, handling complexity, and engaging stakeholders not just running existing services. The ability to work across boundaries is crucial in newly formed or merged councils. It’s important to consider building a team that can work collaboratively and not focus solely on hiring individuals. 

4. Balance stability with innovation

You may need a mix of experienced leaders who understand local government systems and fresh talent who can challenge conventional thinking. Diverse experiences, perspectives and skills can foster resilience and innovation.

5. Communicate transparently with internal candidates

In reorganisations, existing staff may compete for new roles. Be clear about the selection process, criteria, and timescales to avoid confusion, speculation or morale issues. Offer support like coaching or outplacement where needed.

6. Engage members in a constructive way

Political leaders (council leaders, mayors) play a role in shaping and appointing the chief executive and director level roles. Ensure members are able to offer informed, well-structured, transparent judgement that supports robust, impartial appointments. Training for Members on policies and good practice is essential.

7. Recruitment should reflect new organisational values

Use the recruitment process to signal and embed desired behaviours and values for the new organisation such as collaboration, inclusivity, agility, community focus. Assessment methods should test these traits, not just technical competence.

8. Don’t delay critical appointments

Early appointment of key leadership roles (Chief Executive, S151 Officer, Monitoring Officer) is essential to provide clarity, direction, and assurance. This also helps avoid drift and uncertainty during transition periods.

9. Consider interim arrangements where necessary

Interim or acting appointments can provide stability and momentum if permanent recruitment needs more time or if critical roles are vacant during reorganisation. Ensure interim leaders are clear on their scope and limitations.

10. Plan for induction and integration

Leadership recruitment doesn’t end at appointment. Support new leaders with induction plans, stakeholder introductions, induction on legacy systems, and culture-building activities to help them lead effectively from day one.

1. TUPE usually applies

Specific legislation normally applies to local government reorganisation so that staff transfer from their legacy authority to the new one in line with the Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE). This legislation will give TUPE-like protections for employees’ terms and conditions when they transfer.  

2. Alignment of terms 

Reorganisations sometimes involve aligning pay, conditions, and policies across, affecting for example working hours, allowances, annual leave entitlements, sick pay provisions, flexible working arrangements, and other policies. Do a comprehensive audit of existing terms and be aware that TUPE protections may restrict the ability to change terms and conditions and policies.  

3. Changes to terms and conditions must be lawful and contractual

Making changes to terms and conditions is complicated and will normally need to be agreed and consulted on. Changes to terms and conditions where the sole or principal reason is the transfer will be void. However, some changes can be made where instead they are for an economic, technical or organisational (ETO) reason involving a change in the workforce.

4. Update policies and systems

HR policies, payroll systems, and contracts of employment for the new authority will have to accommodate legacy terms and be able to cope with new terms and conditions of employment as changes are made over time. Don’t overlook the practical steps needed to embed the new arrangements.

5. Job evaluation may be required

If roles are merged, changed, or restructured, job evaluation will need to be redone. This ensures fairness and equity under equal pay principles, especially where staff are being placed on a new pay structure.

6. Manage equal pay risks

When changing pay structures or trying to align terms and conditions equal pay considerations must be prioritised. Overlooking pay inequalities can lead to discrimination or equal pay claims. However, if legal obligations under transfer regulations require preserving existing terms, this may serve as a defence against such claims where changes are not legally allowed.  

7. Trade union engagement is crucial

Early, open and ongoing engagement with recognised trade unions is essential. Successful transfer and changes to terms and conditions and policies often depends on reaching collective agreements and maintaining good industrial relations. Recognised trade unions must be formally consulted on changes affecting pay, conditions, or roles. Lack of engagement can lead to disputes or legal challenges.

8. Redundancy and severance terms may vary

If reorganisation results in job losses, redundancy terms (including voluntary exit schemes) must be clear and consistently applied. These can legitimately differ between legacy councils and aligning them fairly is often complex and difficult.

9. Pension implications must be considered

Most local government staff are members of the Local Government Pension Scheme (LGPS). Transferring staff must retain the right to access the Scheme and this needs careful legal and actuarial management at early stages of the reorganisation process to prevent any disruption to contributions or scheme membership.

10. Clear communication builds trust

Pay and conditions are emotive issues. Open, honest communication about what’s changing, what’s protected, and how decisions are made is critical to maintaining morale and minimising employee and industrial relations issues. Set out a clear roadmap with timelines, milestones, and regular updates so that staff know what to expect and when.

1. Start with early engagement

Proactively involve your recognised trade unions at the earliest possible stages of planning. Early dialogue builds trust and allows unions to contribute constructively before decisions are finalised.

2. Understand the duty to consult

At a minimum, follow the statutory consultation requirements under the Trade Union and Labour Relations (Consolidation) Act 1992, including timelines and duties. Check if your council has additional policies and requirements to follow. Meaningful consultation involves open dialogue, listening to feedback, and being clear how that feedback can influence decisions. Poor consultation can lead to legal action.

3. Respect collective bargaining agreements 

You must honour existing agreements and understand how proposed changes affect terms and conditions, as breaches can be unlawful and harm long-term relationships. Review collective agreements across all the relevant authorities and work with HR and unions representatives to develop appropriate new bargaining arrangements.

4. Recognise the value of partnership working

Trade unions are not just opposition voices - they are key stakeholders who can help shape proposals that are fair, sustainable, and better received by the workforce. Develop a constructive working relationship with recognised unions through joint negotiating committees, working groups, and regular dialogue.

5. Communication and consultation 

Share information openly and honestly and be transparent about decisions that may impact the workforce. Regular, clear, genuine and consistent communication helps prevent misinformation and builds credibility.

6. Be clear about the ‘why’

Explain the rationale behind any proposed changes - whether financial, structural, or service-driven. Unions are more likely to engage constructively when they understand the bigger picture.

7. Understand the unions’ aims and responsibilities

Understanding the union's role and responsibilities to their members is crucial for constructive engagement. Trade unions have a duty to represent the interests of their members, advocate for fair treatment, and ensure that any changes to working conditions are negotiated transparently. 

8. Build relationships based on trust and mutual respect 

Foster a culture of mutual respect and trust between management and unions. Avoid adversarial behaviours and maintain professionalism, even during disagreements. Take the opportunity to meet outside of the formal structures – for example, a regular meet up over a cup of tea will opportunities to discuss issues informally.

9. Prepare for disagreement

Not all discussions will be smooth. Be ready to manage conflict professionally and respectfully. Have clear, pre-agreed processes in place for resolving disputes, including escalation routes, mediation options, and deadlines.

10. Support for union representatives and facility time

Provide appropriate facility time and resources for union reps to carry out their duties effectively. These should be, as a minimum, in line with ACAS guidance and legislation. You may already have local policies and agreements that cover this.