This unit considers key areas of employment legislation and its legal framework, focusing on how people professionals are obliged to take account of legal requirements in different jurisdictions when carrying out the varied aspects of their role.
At the start of your assessment, you are encouraged to plan your work with your assessor and where appropriate agree milestones so that they can help you monitor your progress.
Refer to the indicative content in the unit to guide and support your evidence.
Pay attention to how your evidence is presented.
Ensure that the evidence generated for this assessment remains your own work.
Completing and acting on formative feedback from your assessor.
Reflecting on your own experiences of learning opportunities and continuous professional development.
Reading the CIPD Insight, Fact Sheets and related online material on these topics as well as key research authors on the subject.
Recently Published
Scenario
You work for a large UK-based NHS trust in its People Management department where you specialise in providing advice and guidance to colleagues about employment law issues. In the last few days, you have received ten emails that you now need to answer. These are summarised below. Provide answers to each of these, aiming in each case to do so in around 390 words so that the total length of your assessment is 3900 words in length (+ /- 10%). Your emails should answer each of the enquiries as fully as possible and you should take care to justify all the points you make.
Task
Email 1 (AC 1.1)
A fellow people management officer estimates that 20% or so of her working days are taken up with activity that is created as a result of regulations. She states this is time she would prefer to spend more productively improving the employment experience that the Trust provides. To help her understand why it is important to spend time dealing with issues that relate to employment law, send a reply that includes an evaluation of the aims and objectives of employment regulation.
Email 2 (AC 1.2)
You are asked to brief a senior manager in your team about the status of judgements made by the European Court of Justice (ECJ) prior to the UK's departure from the European Union in 2020. Do these remain good law? Are they still binding on the UK courts? Or can they now be disregarded?He asks for an example by way of illustration.
Email 3 (AC 2.1)
A colleague asks for advice about 'occupational requirements'. She wants to know when she may and may not seek to stipulate that a job in her directorate must be carried out either by a man or a woman. Explain this to her, considering the main principles of discrimination law in recruitment and selection in your email with reference to specific examples.
Email 4 (AC 2.2)
A nurse manager wants to upgrade two of her health care assistants (HCAs) using some surplus money left over from a research project she has been carrying out. She wants to move them from the A grade on which the vast majority of HCAs in the Trust are employed to the higher B grade. The two people concerned are men. 80% of the HCAs in your Trust are women. She is asking you to approve the upgrade. Include discussion of the legal requirements of equal pay in your reply.
Email 5 (AC 3.1)
A colleague is concerned that a radiographer who recently resigned from the Trust may be about to make a constructive dismissal claim in relation to a change that was made recently to his working hours. She asks for your advice about the circumstances in which such a change can form the basis of a successful constructive dismissal claim and about how long former employees have to make claims before they are considered to be 'out of time' by the Employment Tribunal Service.
Email 6 (AC 3.2)
A senior manager is leading on a reorganisation in his directorate. Fifty posts are to be lost, some of which will involve compulsory redundancies. He is keen to get on with the process quickly, simply dismissing the poorest performers and avoiding as much by way of time-consuming consultation as possible. Include discussion of the legal requirements relating to redundancy in your answer.
Email 7 (AC 3.3)
Your Chief Executive Officer is about to open preliminary negotiations with a neighbouring hospital trust about the possibility of merging their two major pharmacy operations. The new centralised pharmacy will be based in your Trust but will provide services to the neighbouring trust as an expanded operation. She asks you to explain the major relevant rights that any employees involved in the merger might have in respect of the Transfer of Undertakings (i.e. TUPE) regulations should it go ahead at some date in the future.
Email 8 (AC 4.1)
You are asked to explain the regulatory requirements relating to the calculation of holiday pay to a new colleague. There are several dozen nurse bank staff who are employed regularly but on a casual basis to work in his department. They mainly cover shifts when permanently employed colleagues are absent and he is keen to ensure that their holiday pay is calculated fairly and lawfully.
Email 9 (AC 4.2)
A member of staff who is pregnant asks you to explain to her the major ways in which maternity leave and shared parental leave differ. She is considering which of these options would be most beneficial to her and her partner and is looking for your guidance before making her decision.
Email 10 (AC 4.3)
A colleague in the People Management team has recently received a letter from a newly appointed administrative officer who is employed to work on your main hospital site. She is formally requesting the right to work from home on three days each week. Your colleague does not wish to accede to this request for fear that it will encourage other administrative staff to demand the right to work from home too and that this will reduce the quality of the service the team provides. Include an explanation of employment rights in relation to flexible working in your answer.
With reference to the scenario, your evidence must consist of:
written responses to each of the 10 emails above.
Approximately 3900 words in total (+/- 10%), refer to CIPD word count policy.
To get a high pass on 5OS01: Specialist Employment Law. Use this approach to answer your respective AC.
The general rule to follow: Make sure each AC is well addressed, ensuring the command verb is properly covered. The catch is that you should include case laws to support your answer; each AC should have at least 2 in-text citations from reputable sources such as case laws, journal articles or reputable websites.
Here is the sample answer you can have for this unit..
5OS01: Specialist Employment Law (3972 Words)
Task
Email 1
Hi Sarah,
Thank you for your email. I understand why you feel that around 20 percent of your time is spent handling issues created by regulations, and that you would rather use that time to work on improving staff experience. Many of us in HR feel the same at times. Still, employment regulation is a core part of our work and it serves important purposes. I want to explain two key aims so you can see why this time is valuable rather than wasted.
The first aim of employment regulation is to protect employees and make sure they are treated fairly at work. Laws such as the Equality Act 2010 and Employment Rights Act 1996 set standards for pay, contracts, discrimination, and how people are dismissed. If these rules are not followed then the employees might be facing unfair treatment, unequal pay, or unfair dismissal in the organization in which the formal legal process is not followed (Williams, 2019). In a large NHS Trust, this activity would create a distrust among employees and the management along with damaging employee morale. Professionals can put in efforts and spend time to ensure that the organization is complying with all the legal requirements as this would decrease the chances of employee grievances or tribunal claims(CIPD, 2022).
The second key objective of employment laws and regulations is to protect the organisation by providing structure and reducing risk. Laws and regulations guide us on different aspects of employment relations such as working hours, health and safety, sickness, and disciplinary processes. These laws and regulations usually include paperwork as they are aimed to prevent major issues through proper documentation. For instance, Working Time Regulations would restrain the employees from working unsafe hours that would protect the health and safety of both employees and the patients. Ensuring that the proper procedures are followed the professionals would also be ensuring that the decisions are consistent and defensible if they are challenged in any court of law (Taylor, 2020).
So while following the procedures might be a time taking process but it would act as prevention rather than burden. The work you do in that 20 percent is protecting staff rights, reducing risk, and helping the Trust stay compliant. Without this, we might spend far more time dealing with serious cases, complaints, or legal problems. In that sense, regulation supports rather than restricts productivity.
If you like, we can look at ways to streamline forms or share guidance to make the workload lighter.
Best regards,
Michael
Email 2
Hi Daniel,
Following the UK's exit from the European Union, the decision and the position of the European Court of Justice will also change. This is a common question because many areas of UK employment law were shaped heavily by ECJ rulings before Brexit. Below is a simple overview to help you understand what still applies and what has changed.
Before Brexit, ECJ judgements were binding on all UK courts. When the UK left the EU in 2020, the European Union (Withdrawal) Act 2018 was introduced to avoid a sudden legal gap. This Act kept most EU-based laws that were already in place, which became known as retained EU law. Because of that, ECJ decisions made before 31 December 2020 continue to form part of UK law, as long as the related legislation still exists. In this sense, they remain “good law” and still help courts interpret employment rights such as working time, equality and holiday pay (Zu, 2023).
However, they are not binding in the same automatic way they were before Brexit. UK courts can still use pre-Brexit ECJ rulings as guidance, but higher courts such as the Supreme Court and Court of Appeal can choose to depart from them if they believe it is right to do so. Lower courts are more likely to continue following them unless there is a strong reason not to. This means that after exiting Brexit,the rulings made by the ECJ from 31st December 2020 will not be binding on the UK courts. Therefore, it is for the judges to consider whether this ruling is relevant to their court judgment and whether the UK court can refer to it in its proceedings and judgments (Skoutaris, 2023).
A simple example is holiday pay under the Working Time Regulations. The ECJ previously ruled in Stringer v HMRC that employees should receive normal pay during annual leave. UK courts continue to use that ruling when interpreting existing regulations, since the law has not been replaced. However, if Parliament changes the rules in the future, courts could move away from that ECJ interpretation. So the influence remains, but with more flexibility than before (Georgieva, 2021).
In summary, pre-Brexit ECJ judgements still play a role and remain valid, but UK courts now have more freedom to interpret the law themselves. They cannot simply ignore past ECJ decisions, yet they are no longer strictly bound to follow them. New ECJ judgements do not bind the UK, but they may be viewed as helpful examples.
Best regards,
Michael
Email 3
Hi Sarah,
I hope you are doing fine. You asked about the circumstances under which it is appropriate to claim that the job can only be done by men or women. This issue is primarily addressed by the Equality Act 2010 that protects individuals from any kind of discrimination against the protected characteristics like gender, race, religion, age, disability etc. It is anticipated that we should treat all the applicants equally and should not discriminate anyone. Nevertheless, there are a couple of instances when mentioning gender will be permitted if there is a genuine Occupational Requirement (Hepple, 2018).
The genuine Occupational Requirement (OR) implies that the job cannot be fulfilled unless it is done by someone of certain sex. The justification has to be closely connected with the role and it has to be reasonable and justifiable. For instance, hiring women as support staff in a women's refuge center may be considered lawful. There are plenty of women that use services at this center who are mostly the victims of abuses and they may only feel safe when they are around female staff who is taking care of them (Fredman, 2020).
On the contrary, the professionals will not be able to use gender criteria according to their convenience and wish. For instance, if professionals are selecting only males as guards assuming that the strength of males would be an added advantage to providing better security than a female guard then this is a legal issue (Fredman, 2020).
It is considered to be an advisable practice to document the rationale of any occupational requirement because otherwise, in case of any challenge to their decision in the court of law, then it would be difficult for the professionals to support their recruitment decisions without proper documentation.
Best regards,
Michael
Email 4
Hi Linda,
Thank you for reaching out and your intention to appreciate the efforts of your team. For a pay upgrade to be granted, we have to make sure that such a decision will be reasonable and lawful, and will not create a conflict of interests. In this particular case, the request for a pay upgrade needs to be considered in regard to the issue of equal pay since the two HCAs that you plan to upgrade are males and most HCAs in the Trust are females (Parken, 2018).
The Equality Act of 2010 provides for the equal pay for equal work principle, which states that in accordance with this principle, equal pay should be provided to both males and females who perform work of equal value and scope. Thus, if all other HCAs on the A grade perform the same tasks, but receive a lower pay, then the permanent higher pay for the two HCAs will be a violation of equal pay rights of women (Noon, 2021).
Any disparity in payment will only be legally justified if there is a material factor defense present. What that means is that we need to identify a valid justification for the pay raise, which should not be connected to their gender. Possible justifications would include any of the following:
• There is proof that they have assumed additional and permanent responsibilities
• They possess special skills and knowledge that others at the same grade lack
• They have made contributions to the research project beyond what was required from their job
In addition, it is important to note that paying someone in a particular manner due to subjective preferences is not legal or proper. In addition, since we work within the public sector, we need to keep track of our gender pay gap, so any decisions that seem to favor men should be supported with evidence (McLaughlin, 2022). This will help to uphold the organization's reputation
On the basis of what has been revealed up till now, this does not seem like a very convincing case for upgrading. It would appear more appropriate to either grant a temporary responsibility allowance based on their research responsibilities or develop an appropriate development path that any HCA, who qualifies for it, can opt for.
If you could provide some more information regarding the extra responsibilities that distinguish their position from all others at A grade, I would be glad to review the matter once again.
Warm regards,
Michael
Email 5
Hi James,
Thank you for bringing forward your issues with regard to the radiographer that had recently quit due to change in his working hours. It is necessary to know what circumstances would give way to a claim for constructive dismissal due to changes in working hours and the time limit within which such claims can be made.
There can be changes in employment agreements with mutual consent of the employer and the employee. In case of lack of such mutual consent, there may be negotiations and consultations that would take place between the two parties until they reach an agreement. However, in case the employment contract has flexibility clause, the employer would be free to implement the changes on his own terms (Collins et al., 2021). Flexibility clause refers to changes such as those pertaining to working hours, shift work, or location of work if it needs to increase the efficiency and effectiveness of the work. However, it is important to note that such flexibility clause cannot be used in an unreasonable manner, i.e. the employer cannot use the clause in imposing long-term night shifts without the consent of the worker.
Claim on Constructive dismissal occurs if the employee resigns due to a fundamental breach of the contract by the employer. As far as the issue of hours of work is concerned, it may happen if the employer alters working hours in such a manner that impacts the life of the employee, such as:
Imposing unsocial hours on a nurse without any discussion, thus impacting childcare arrangements.
An increase in working hours of a radiographer without prior notice, leading to financial difficulties and ill-health.
If the alteration is reasonable or done in good faith and for a temporary period after discussion with the employee, it may not amount to breach of contract. A claim for constructive dismissal can be successful only if the breach is serious, the employee resigns quickly, and there is clear evidence that the resignation is linked with the breach (Ewing, 2018).
The employee can file a claim at the Employment Tribunal within three months after the date of employment ends. Before filing a claim, the employee should generally undergo the Acas Early Conciliation process. Otherwise, the claim will be “out of time” if the time limit is missed.
Best regards,
Michael
Email 6
Hi Mark,
It is good that you have asked me regarding my views on the reorganization plan. I know that you want to move fast in all matters, but it is very crucial to go through the right procedures related to the redundancy to prevent any claims by the employees.
Redundancy occurs when the role of the employee is no longer required in the organization because of several organizational factors, including the closing down of the service, reduced workload, or reorganization in the organization. It is important to note that redundancy involves reorganization of the job, not performance of the individual (GOV.UK, 2024).
There are several steps involved in the process of redundancy:
1. Identification of the reasons for redundancy: Explaining the need for redundancy clearly.
2. Planning and selection: Identifying those positions that are at risk objectively, based on objective criteria such as skills, experience, attendance record, etc., not individuals, and keeping detailed records.
3. Consultation: consultation of all affected employees individually. If there are plans for 20 or more redundancies within 90 days at one establishment, collective consultation as per TULRCA 1992 will take place, which means that consultation of employee representatives or trade unions will take place at least 30 days prior to the first dismissal (ACAS, 2024).
4. Alternatives to dismissal: Investigating alternatives to dismissal, such as redeployment, training, flexible working, and voluntary redundancy.
5. Notice and redundancy payment: Giving employees a proper notice period and statutory redundancy payment depending on their age and service (GOV.UK, 2024).
Failure to consult employees or picking employees based on their performance could lead to claims for unfair dismissal or protective awards of 90 days’ pay in the event of collective consultation (ACAS, 2024).
For instance, rather than making poor performers redundant, one can use a selection matrix to score criteria such as experience, education, and skills of the employees objectively. Another method would be offering voluntary redundancy or retraining so that employees are able to work in other jobs within the organisation.
In addition to being legal, this will ensure that the reorganisation process is viewed as both transparent and reasonable.
Best regards,
Michael
Email 7
Hi Jane,
I appreciate your inquiry regarding the possibility of a merger between our pharmacy activities and the adjacent hospital trust. In accordance with the TUPE rules of 2006, it offers job security in case of transfer of undertakings because the transfer affects the employees' rights following the change or transfer of ownership. The TUPE rules are triggered when there is an occurrence of transfer of a business, service or a part of it from one employer to another. The TUPE rules aim at protecting employees' employment, terms and conditions, and continuity of their service in case of transfer (Lipszyc, 2022). In our case, if the adjacent trust's pharmacy staff transfers to our centralized pharmacy, then the TUPE rule will automatically apply to that staff.
Key concepts in TUPE include:
Automatic Transfer of Employment: It states that the employees that have been designated to work in a certain business that has changed hands will be automatically transferred to the new business ownership. The terms of their contract, salaries, benefits, and the accumulated years of service remain as they were before. For instance, if a pharmacist working in the neighboring trust had special allowances for shifts or training, then such conditions shall also apply when she is transferred to our trust (Taylor, 2020).
Protection against Unfair Dismissal: Under this concept, the employees cannot be dismissed purely because of the transfer itself. Any such dismissal shall be termed as unfair dismissal. The dismissal of an employee should be based on valid ETO reasons which are Technical, Economic, and Organizational reasons.
Maintaining Terms and Conditions: All the contract terms, which include working hours, holidays, and pension, remain the same even after the transfer. Any modification in these terms and conditions can only be made after getting consent from the employees or through ETO reasons. In case the clinical technician from the adjoining trust works odd hours, it would not be right for us to change these hours without any operational reason.
Information and Consultation of Employees: The existing and the new employers are expected to communicate and consult with the staff or their representative in advance. This will involve communication about the transfer, its legal, economic, and social effects, and the measures that are being taken by the organization in relation to employees (Lipszyc, 2022).
These practical cases are two items that would entail the transfer of the dispensing team from the adjoining trust, but they will maintain their current salary and weekend shift arrangement. Consulting the staff members about any possible reassignment into the consolidated pharmacy department (Lipszyc, 2022).
Proper planning, communication, and documentation are crucial in order to ensure adherence to TUPE guidelines.Best regards,
Michael
Email 8
Hi David,
Thank you for your question concerning holiday pay for bank nurses. Ensuring all employees, even those on casual contracts, receive the proper payment and comply with the relevant laws is vital. According to the law in the United Kingdom, all workers are entitled to statutory annual leave.
According to the Working Time Regulations 1998 (as amended), all workers in the UK are entitled to 5.6 weeks’ holiday per year, including bank workers (GOV.UK, 2020). Therefore, any shifts they work are added to their holiday entitlement. In order for their holiday pay to be properly assessed for bank workers, whose hours can vary greatly from week to week, an averaging system should be used.
An average pay system is one of the most popular methods of calculating the pay for employees who have varied hours or varied pay rates. This means adding up all pay in a particular period and dividing it by the number of weeks worked.
For instance, when a nurse employed by the bank earns £20,800 over 52 paid weeks, then the weekly pay will be calculated as £20,800 ÷ 52 = £400. Hence, if such a worker takes one week off as holiday, he or she should earn £400. This approach is useful in compensating workers who may earn on an irregular basis or with overtime pay (GOV.UK, 2020).
The other way of calculating holiday pay is through rolled-up holiday pay. It involves adding an extra percentage to every payment for the holidays. This percentage is 12.07%, and it includes 5.6 weeks of holiday leave among 46.4 weeks of work. Thus, for instance, if a nurse gets £500 for a shift, the rolled-up holiday will be £500 × 12.07% = £60.35. Itemising this amount will help the employees have proper rest time (ACAS, 2024).
Key Points for Compliant Payment of Holiday Pay
1. Maintain precise record-keeping of work hours and payment amounts.
2. Clearly outline to the bank workers how their holiday pay will be computed and paid.
3. Make sure that holiday pay will include regular overtime, bonuses or allowances where appropriate.
This way, holiday pay for bank nurses will be fair, clear, and compliant with laws which is necessary to maintain staff satisfaction and avoid the risk of conflicts (Harpur Trust v Brazel, 2022).
Best regards,
Michael
Email 9
Hi Sarah,
I would like to thank you for asking me about maternity leave and shared parental leave. It is essential to know the distinctions between these terms in order for you to choose the one that suits you and your husband better. Please find below a table showing the main differences as well as their explanation.
Feature
Shared Parental Leave (SPL)
Maternity Leave
Maximum Leave
A maximum of 50 weeks is shared among the parents.
50 weeks (26 ordinary and 26 additional).
Pay
A maximum of 37 weeks of statutory shared parental pay (ShPP) at the statutory rate. This depends on the mother SMP used.
A maximum of 39 weeks of the statutory maternity pay (SMP) with a 90% earning for the first 6 weeks at the existing statutory rate.
Who is entitled
Both parents are eligible if they meet the eligibility criteria. Earnings and employment duration.
Only by birth mothers.
Required notice
Both parents must give 8 weeks' notice for the blocks.
Should give at least 15 weeks of notice before the due date.
Job protection.
Return to the equivalent or same job, and the same applies if the leave is taken immediately after the maternity leave or following return to work.
One returns to the same job after the ordinary leave and get equivalent job after additional leave.
Flexibility
It can be taken in blocks, in bits, or shared with agreement.
It is less flexible, and it is normally taken in fixed blocks.
Redundancy protection
It has protection as the recent amendments have strengthened the rights.
Strong protection only exists during leave.
The maternity leave gives job security and a well-defined payment scheme to the woman employee. An entitlement of up to 52 weeks' leave and statutory maternity pay (SMP) of 39 weeks is provided. The SMP is paid in two phases as 90% of the average weekly earnings for the initial six weeks followed by a statutory rate for 33 weeks. This guarantees that the women have adequate financial support in the initial months as well as job security to go back to their position or a similar position after taking the leave (GOV.UK, 2024).
The shared parental leave provides for 50 weeks of leave for both the father and mother to be shared, while also being entitled to 37 weeks of statutory pay. It is much more flexible as compared to maternity leave and the employee is able to take the time off in separate blocks of periods, whether consecutively or simultaneously as per the need of the family. For an employee to qualify for SPL, she must reduce her maternity leave while at the same time giving proper notice (ACAS, 2024).
The key differences are based on eligibility, flexibility, and payment scheme. Maternity leave is specifically tailored towards mothers and has a fixed payment scheme, whereas SPL involves coordination of parents, offers marginally low statutory payments, but gives room for flexibility in leave scheduling and allocation. For practical purposes, it is advised that you should conduct scenarios involving your household finances, childcare considerations, and work to understand which is more favorable for you (University of Bath, 2024).
In conclusion, maternity leave is a scheme that ensures good security for the mother in terms of guaranteed payments and job security, while SPL leaves room for flexible division of duties. It all depends on your personal circumstances and the needs of the family.
Best regards,
Michael
Email 10
Hi John,
I would like to thank you for posing the question about the flexible work request made by the recently hired administrative officer. It should be noted that there should be both legal and operational considerations before making any decision.
Topic
Key Points: What the laws say.
Definition
Flexible working relates to changes in working hours, times, and/or places, such as home working, flexi-time, or hybrid working (ACAS, 2024).
Who Apply
All employees have a right to submit their statutory requests immediately on joining an organization (Employment Relations (Flexible Working) Act 2023).
Number Requests.
A worker can make no more than two statutory requests in a 12-month period (GOV.UK, 2024).
Employer Duties
Employers are required to consider all applications reasonably, engage in consultations prior to rejection, and decide upon the outcome within two months (ACAS, 2024).
Ground refuse
The legislation specifies eight reasons, permissible to employers, including cost implications, inability to reorganize work among other staff members, inability to hire additional staff, and negative effect on quality/performance (Employment Relations (Flexible Working) Act 2023).
Tribunal relevance.
Non-compliance with statutory procedure and the ACAS Code may result in unfair treatment and discrimination cases (GOV.UK, 2024).
Flexible working permits workers to juggle between their personal and professional lives without impacting organisational productivity. The Employment Relations (Flexible Working) Act 2023, coming into effect from April 2024, enhanced statutory rights by allowing workers to make two applications per year, consider applications within two months and apply a reasonable process (legislation.gov.uk, 2023). As per the guidelines provided by ACAS, it is advised to take requests from employees in a serious manner and reject requests only on reasonable business grounds, which include quality of service and effectiveness (ACAS, 2024).
Considering the situation you have presented, the problem is that the provision of three days of home working might lower the quality of service or even motivate other employees to ask for such an opportunity. While “fear of precedent” cannot be used as a legal ground, there are objective grounds that you can refer to in order to prove the administrative officer’s work obligations, the need to have access to patient records, or cooperate with clinical teams.
One option would be to hold a meeting with the employee where the proposed scheme is evaluated in relation to its operation and other options discussed. This might include a trial period of home working of one or two days, followed by monitoring of work and customer satisfaction. The decision to refuse must be documented on the basis of the relevant ground, and there must be an appeal procedure as a way of reducing possible disputes.
In summary, it is the right of the officer to apply for flexible working. You have to consider his or her application properly. Refusal is permissible for reasons of the business, but it has to be objective and documented.
Best regards,
Michael
References
CIPD (2022) People Management and Employment Law Report. Chartered Institute of Personnel and Development. Available at: https://www.cipd.co.uk (Accessed: 30 December 2025).
Taylor, M. (2020) Good Work: The Taylor Review of Modern Working Practices. Department for Business, Energy and Industrial Strategy, London.
Williams, S. (2019) Employment Law, 6th edn. Oxford: Oxford University Press.
Georgieva, Z. (2021) Brexit and judicial independence in employment law, International Journal of Law and Management, 63(4), pp. 456-470. Available via Google Scholar.
Skoutaris, N. (2023) Brexit and the Court of Justice: legal continuity and change, Legal Studies, 43(3), pp. 425-438. Available via Google Scholar.
Zu, Y. (2023) Statutory interpretation after Brexit: a case study of retained EU law, Legal Studies, 43(2), pp. 295-311. Available via Google Scholar.
Adediran, A. (2023) ‘Occupational requirements and lawful discrimination in employment’, Industrial Law Journal, 52(4), pp. 511–530.
Fredman, S. (2020) Discrimination Law. 3rd edn. Oxford: Oxford University Press.
Hepple, B. (2018) Equality: The New Legal Framework. Oxford: Hart Publishing.
McLaughlin, C. and Wright, S. (2022) ‘Equal pay, transparency and organisational justice in public services’, British Journal of Industrial Relations, 60(2), pp. 405–423.
Noon, M. and Hoque, K. (2021) ‘The persistence of the gender pay gap: A review of the evidence’, Work, Employment and Society, 35(4), pp. 643–662.
Parken, A. (2018) ‘Equality, gender and fair pay in the UK: Challenges and policy responses’, Gender, Work and Organization, 25(3), pp. 245–260.
Collins, H., Ewing, K.D. and McColgan, A. (2021) Employment Law. 3rd edn. Oxford: Oxford University Press.
Deakin, S. and Morris, G. (2020) Labour Law. 7th edn. Oxford: Hart Publishing.
Ewing, K.D. and Hendy, J. (2018) ‘Constructive dismissal in UK employment law’, Industrial Law Journal, 47(3), pp. 312–330.
ACAS (2024) Redundancy: managing staff redundancies, Acas. Available at: https://www.acas.org.uk/redundancy (Accessed: 31 December 2025).
GOV.UK (2024) Redundancy: your rights – consultation, notice and redundancy pay, UK Government. Available at: https://www.gov.uk/redundancy-your-rights (Accessed: 31 December 2025).
GOV.UK (2024) Maternity pay and leave. Department for Business and Trade. Available at: https://www.gov.uk/maternity-pay-leave (Accessed: 31 December 2025).
GOV.UK (2024) Flexible working: how to ask for flexible working and employer responsibilities. Available at: https://www.gov.uk/flexible-working (Accessed: 31 December 2025).
