We advise, represent and provide legal support to employers, and enjoy long-term and trusted relationships with the businesses and organisations we work with.
Our approach is to listen and understand your business or organisation, its values, visions and goals. That way we can help you to manage your people successfully and with the minimum of employment relations problems. Our aim is to help you avoid costly and time-consuming litigation.
If litigation becomes unavoidable, you will be in safe hands. Our approach to employment-related litigation is confident and skillful, and we support our clients and their witnesses throughout the process.
We can advise and represent you in the following areas:
- Drafting and reviewing service and consultancy agreements and employment contracts
- Disciplinary situations
- Managing ill-health and other absence
- Settlement Agreements and executive severance
- Maternity, paternity and family-friendly rights
- Discrimination, equality and human rights issues
- Drafting and enforcement of restrictions on competition
- Unfair dismissal, wrongful dismissal and other Employment Tribunal proceedings
- Industrial relations, trade unions and employee consultation
- HR policies
- Grievances and discipline
- Restrictive covenants
Head of Litigation and Dispute Resolution
Breach of restrictive covenant
A client's former employee was approaching their customers and suppliers to poach them for his new firm, using the contacts and pricing information gained from his employment with out client. This was in breach of the restrictive covenants in his contract of employment. We sent a robust letter of claim to the employee (copied to his new firm), warning him off and threatening a claim for an account of profits, i.e. seeking damages for the client based on the profits made by the new firm by actions in breach of covenant. He quickly stopped hi activities for the remainder of the covenant period.
Constructive dismissal claim
When an employee walked out and resigned, the client expected a constructive dismissal claim to be made shortly afterwards. When it landed, it made a number of allegations, mostly untrue but some (about a former manager) justified. There was also a claim for several thousand pounds in damages. In discussion with the employee's solicitors, we determined that what the employee was really after was a recognition that the former manager had treated her badly, an apology and a reference. The client was happy to provide these, and with payment of outstanding pay and holiday pay, the claim settled at an early stage without payment of damages.