Fair through every stage
Performance, adjustments, redundancy and TUPE.
A half day on fairness at every stage: toxic behaviour, performance as a system, disability and adjustments, absence and return, difficult conversations, redundancy, TUPE and working with trade unions.
- Level
- Explore
- Learning time
- 4 hours 30 minutes
- Where
- Managing well
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Content Note.
This topic is about mental health at work. Part 3, Safe to Speak, Safe to Seek Help, talks about suicide and how to respond when someone is in crisis. It follows the Samaritans' guidance on talking about suicide safely and gives no detail of methods. Take it at your own pace, pause whenever you need to, and come back to it later if that helps.
If you need to talk to someone now, call Samaritans free on 116 123, any time, day or night. For urgent mental health help, call NHS 111 (in Wales press 2, in England choose option 2; in Scotland NHS 24 is also on 111). In Northern Ireland, call Lifeline on 0808 808 8000. If a life is at risk, call 999.
Overview and Outcomes.
Who It's For
Managers, HR partners and service leaders in councils, health, housing and the voluntary sector
Overview
Public service managers are judged on how they treat people at the hardest moments. From the Immerse Fair, firm and lawful, this half day starts with Robert Sutton's tests for telling toxic behaviour from honest challenge and with performance management as a system, using Adobe's Check-In. It then examines the Equality Act 2010, reasonable adjustments and Access to Work, and absence, fit notes and phased returns under the Employment Rights Act 2025. The conversations managers most avoid follow, with Situation, Behaviour, Impact, Radical Candor and the Thomas-Kilmann modes. To finish, it takes up fair redundancy, the P&O Ferries dismissals, TUPE, and social partnership with trade unions, including the Gunning principles.
Aims
The course is there to show that fairness, good management and the law usually point the same way, and to equip managers to manage performance and absence fairly, hold difficult conversations well and lead restructuring in partnership with trade unions so that trust survives the hardest moments.
In summary, you will be able to:
- Distinguish toxic behaviour from honest challenge and assess whether your performance management works as a system, drawing on Sutton and Adobe's Check-In.
- Apply the Equality Act 2010, reasonable adjustments and fit note guidance to support colleagues through disability, absence and a phased return to work.
- Plan a restructure, redundancy or TUPE transfer that consults meaningfully with trade unions, following the Gunning principles and the lessons of P&O Ferries.
What you'll develop
Across this Explore, you will develop the ability to:
- Apply Sutton's aftermath, target and pattern tests to distinguish toxic behaviour from honest challenge or an occasional bad day.
- Explain the four flaws of the traditional annual review and forced ranking: timing, memory, the curve and cost.
- Explain when a mental health condition meets the Equality Act 2010 definition of disability, and why a diagnosis is not the test.
- Explain the Statutory Sick Pay changes from April 2026 and what fit note advice does and does not require of an employer.
- Give specific, caring and direct feedback using Situation, Behaviour, Impact and Radical Candor, and explain why the feedback sandwich undermines both criticism and praise.
- Plan a fair redundancy process, from business case and consultation through pool, criteria, alternatives, notice and appeal.
- Explain what union recognition means in practice, including collective bargaining, facility time and consultation duties.
- Explain why talent and damage are separate ledgers, and identify the hidden costs of toxic behaviour and the reasons it is tolerated.
Built from 7 modules.
4 hours 30 minutes of learning.
- 01What Not to Do: The Cost of Toxic BehaviourHigh Performing Managers38 min
- 02Performance Management as a SystemHigh Performing Managers37 min
- 03The Law: Disability, Adjustments and Access to WorkMental Health at Work for Managers36 min
- 04Absence, Fit Notes and Returning to WorkMental Health at Work for Managers36 min
- 05Critical Conversations: Feedback, Coaching and ConflictManagement49 min
- 06Restructuring, Redundancy, TUPE and Changing TermsPeople Management and Employment Law39 min
- 07Working with Trade Unions and Social PartnershipPeople Management and Employment Law39 min