A Guide for Golf Clubs
Employment Rights Act 2025
What's changing?
When it hits?
How to stay ahead?
Built for busy golf club managers to stay ahead.
Key timeline at a glace
Some measures require further regulations and consultation, so detail may evolve.
This guide only briefly references changes to Trade Union laws.
If you require more information on those changes, please contact us.
Not every change is covered in this timeline.
For general information only. This guide is not intended to replace legal advice.
Key Timeline at a glance - see end of document
Why Golf Clubs Should Care?
"We'll sort HR later" is no longer a viable strategy
The majority of changes apply to businesses of all sizes, including golf clubs.
We work with Golf Club clients to make sure they are not bogged down by people management backlogs, so managers can focus on the Member services and excellence in Member experience.
With complex workforces including permanent, part-time and seasonable employees and workers, the Employment Rights Act 2025 is going to have significant immediate and longer term effects on your HR practice and management.
The cost of getting people decisions wrong is going to be more costly, time consuming and attract more reputational damage risks.
With the added complexity of being a Members’ driven organisation, it is time to act now to make sure you stay on the right side of the law and the delivery of an excellent golf club.
If you do not have an sufficient HR system or function, or need support, this is the time to act. It will no longer be optional to neglect people management, along with good leadership and culture.
Understanding the interconnected nature of risks is now crucial.
Financial Risk
Uncapped compensation, more time to bring claims, guaranteed hours
Operational Risk
People productivity impacting delivery
Reputational Risk
Trust erosion with members and Board
Culture Risk
Behavioural issues undermining reputation and service
Financial Risk: Statutory sick pay from day one increases payroll costs. Unfair dismissal compensation becomes uncapped. Fire-and-rehire restrictions limit your ability to adapt terms. Holiday pay record-keeping carries criminal liability. Every people decision now has a quantifiable price tag.
Reputational Risk: How you handle complaints, harassment allegations, and workplace investigations directly impacts your reputation. Mishandled issues can damage recruitment, staff commitment member relationships. In an era of transparent reviews and social media, your people practices are public.
Culture Risk: Do employees trust the management of the club enough to raise issues early? Strong culture isn't just a retention tool, it's a legal defence. Clubs with robust feedback mechanisms, transparent processes, and psychological safety experience fewer formal complaints and tribunals.
Operational Risk: Poor recruitment decisions, untrained managers, inconsistent processes, and inadequate documentation now carry larger consequences. Operational excellence in people management isn't optional, it's a prerequisite.
Hiring just got riskier. Ignoring HR is no longer optional.
The cost of getting people decisions wrong is rising
Compensation caps are being removed in January 2027. Tribunal windows are extending. Every hiring decision now carries material financial exposure.
Legal protections are expanding
Day-one rights for paternity and parental leave. Harassment prevention duties stronger. Earlier unfair dismissal protection. The employment landscape is fundamentally shifting.
Enforcement is strengthening
The Fair Work Agency launches in 2026. Holiday record-keeping becomes criminal. Regulatory scrutiny is intensifying.
This is not just HR. It is essential for Club success.
Key non-union changes: impact and what to do
This is a prioritisation guide for some of the key changes. It does not cover everything you may need to do.
SSP from day 1 and other statutory rate changes
Why it matters: It increases the cost of early absence and wages.
Do this:
· Confirm payroll readiness and eligibility rules. Use a payroll provider if needed.
· Introduce good absence management processes including return-to-work conversations.
· Update policies about changes to entitlements.
Policy changes, harassment, harassment by 3rd parties, whistleblowing and investigations
Why it matters: Workplaces must ensure that they have taken all reasonable steps to prevent harassment to have a defence against a claim. This includes from third parties and there is a focus on sexual harassment.
Do this:
· Update polices and procedures.
· Implement ‘all’ reasonable steps to prevent harassment (this may include arrangements with suppliers).
· Train managers on ED&I.
· Make sure you have good, robust workplace investigations and disciplinary and grievance processes in place.
Recruitment, onboarding + probation
Why it matters: With unfair dismissal protection arriving earlier and uncapped compensation, the first six months needs structure and documentation.
Do this:
· Review recruitment and onboarding processes. Get the right people in the right jobs.
· Review terms and conditions you offer. High earners will soon get uncapped compensation, including for example: potential loss of share options, bonus payments and pension loss.
· Use performance management proactively without delay.
Contract changes and ‘fire & rehire’ restrictions
Why it matters: It becomes much harder (almost impossible) to force contractual changes by dismissal and re-engagement.
Do this:
· Reassess your working arrangements, terms and benefits.
· Plan future changes early (pay/hours/benefits).
· Use consultation and clear business rationale if you need to change terms (within the constraints if the law).
Longer tribunal time limits
Why it matters: More time to claim means decisions may be challenged later. Records and consistency become your defence.
Do this:
· Keep meeting notes and decision records.
· Follow proper process and procedure for any dismissals.
· Be clear on and understand different reasons for dismissal and the process.
Family-friendly updates
Why it matters: Family rights are changing and the employees and managers need to know what rights exist.
Do this:
· Update policies and procedures.
· Be very careful when considering dismissing pregnant employees or those returning from maternity leave.
· Train managers.
Holiday records
Why it matters: Record-keeping and working-pattern rules are moving towards stronger enforcement and criminal liability.
Do this:
· Clean up holiday entitlement and pay records now.
· Make sure payroll can cope with different holiday pay calculations.
· Brief managers on importance of logging time off properly.
Zero hour and low hour workers
Why it matters: There will not be a ban on zero-hour contracts but there will be complex rules regarding offering low and zero-hours workers guaranteed hours, right to reasonable notice of shift changes and payment for cancelled shifts.
· Audit use of zero hour and low hour workers.
· Consider what your workforce needs to look like and where these arrangements are genuinely needed.
· Consider different workforce planning tools which could assist with managing zero hour and low hour workers.
Want some help?
We offer fixed-fee reviews, retainers and excellent training packages to suit all.
We also offer a free consultation, please contact us at contact@impactlawyers.co.uk for an appointment.
Some typical services:
· People risk readiness audit + simple implementation plan.
· Starter employment contracts + core policies (lean, compliant, usable) with optional explainer videos.
· Onboarding + probation workflow and templates.
· Absence + performance management essentials toolkit.
· Manager training (probation, performance, Equity and Diversity, absence, disciplinary and grievances).
· Workplace investigations support (toolkit, coaching, or independent investigator when needed).
· Prioritisation matrix tool.
· Explainer videos.
FAQs
When does the ERA 2025 come into force? The Act received Royal Assent on 16 December 2025 and its provisions have started coming into force already. See timeline.When should we start preparing for it? Now.What is the new qualifying period for unfair dismissal? The qualifying period for ordinary unfair dismissal will reduce from two years to six months’ continuous service. This change will take effect from 1 January 2027. From that date, many more employees will be able to bring unfair dismissal claims.Is the cap on unfair dismissal compensation really being removed? Yes. The Act removes both the 52-week pay cap and the statutory maximum cap on compensatory awards for unfair dismissal. This will mean a much higher incentive to high earners and older workers to bring claims for loss of earnings and other benefits.Will probation periods still be allowed? Yes. With unfair dismissal protection after six months’ service, probation periods will need to be actively managed rather than treated as a formality. Employers who allow probation to drift, fail to document concerns, or delay difficult conversations may find that they have lost the opportunity to exit fairly before legal protections apply. Workplace investigations will become very important in showing a fair process.Fire and Re-Hire: Can we still make redundancies? Yes. Genuine redundancies remain lawful. The new restrictions are aimed at dismissals used to force through changes to terms and conditions, not at dismissals arising from a genuine reduction in work or business closure.Will zero-hour contracts be banned? There is no ban on zero-hour contracts. Employers will be required to offer qualifying zero or low-hours workers a contract reflecting the hours they regularly work over a defined reference period. This is likely to significantly reduce the use of zero-hour arrangements in practice once the new rules come into force, expected in 2027. This is a very complicated area and much of the detail will be set out in future Regulations.What new duties do employers have around harassment? Employers will be required to take all reasonable steps to prevent harassment in the workplace, including harassment by third parties such as customers or clients. The duty to take reasonable steps to prevent sexual harassment will now fall within this all reasonable steps requirements. Failure to do so may result in liability. These measures are expected to take effect in October 2026.Has the time limit for bringing tribunal claims changed? Yes. The standard time limit for bringing Employment Tribunal claims will increase from three months to six months. This applies to all claims, including unfair dismissal and discrimination.What is the Fair Work Agency? The Fair Work Agency is a new enforcement body that will bring together the functions of several existing agencies. It will have wide powers to enforce employment rights, including statutory sick pay, holiday pay, national minimum wage and unpaid tribunal awards, and to impose penalties for non-compliance which means a financial and a reputational risk.
The Employment Rights Act Timeline:
What Changes When
Great Mangers need to be prepared. This timeline maps every confirmed change, grouped by implementation date and risk level. Use this as your planning tool.
The Pattern Is Clear
The Employment Rights Act 2025 ushers in a new reality, necessitating a proactive approach to people management and risk mitigation. Understanding these shifts is crucial for operational success.
Want Some Help?
We offer fixed-fee services, retainers, and training designed for Golf Clubs. Our services includes people risk readiness audit, starter employment contracts and core policies, onboarding and probation workflows, absence and performance toolkit, manager training, workplace investigations support, prioritisation matrix, and explainer videos.
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