Frequently Asked Questions
About Working With Us
Contact us by email, phone, or through the form on our Contact page. We will arrange an initial conversation to understand your situation, discuss your options, and if appropriate, provide a proposal and fee estimate. Our initial conversations are always confidential and without obligation.
For urgent matters such as suspensions or time-sensitive investigations, we can usually begin within 48 hours. For planned work such as policy reviews, training programmes, or cultural reviews, we typically agree timelines during the scoping process.
Yes. We are based in London but work with organisations across England, Scotland, and Wales. We are also available for international engagements.
We offer fixed-fee packages for most services, so you know the cost upfront. For longer or more complex engagements, we agree a day rate and provide a realistic estimate of the time required. We do not charge for initial consultations.
Workplace Investigations
External investigators are typically the right choice when the allegation involves senior staff, when the subject matter is particularly sensitive or complex, when impartiality could reasonably be questioned if the investigation were handled internally, when your HR team does not have the capacity or specialist experience to handle it alongside their other responsibilities, or when the findings may need to withstand tribunal or regulatory scrutiny.
It depends on the complexity. A straightforward single-allegation investigation might take two to three weeks. A complex case involving multiple complainants, respondents, and overlapping issues can take six to twelve weeks. We provide a realistic timeline during scoping and keep you informed of progress throughout.
A comprehensive written report setting out the evidence, the analysis, and the findings on each allegation, with recommendations. Alongside the full report, we provide a separate management summary that distils the key findings and recommended actions into a concise format for senior decision-makers. Our reports are structured to be clear and accessible while being detailed enough to withstand external challenge. We also offer a post-investigation briefing to talk through the findings and discuss next steps.
Yes. The terms of reference are agreed with you before the investigation begins. If something outside the original scope emerges during the investigation, we will discuss it with you and agree how to handle it.
Workplace Mediation
Mediation is a voluntary, confidential process in which an independent mediator helps two or more people have a structured conversation about a workplace dispute and work towards a resolution they can both commit to. It is not about deciding who is right or wrong. It is about finding a way forward.
Most mediations are completed in a single day, following individual pre-mediation meetings with each party. The pre-mediation meetings typically take place in the days before the joint session.
If the parties cannot reach agreement, they retain all their existing rights, including the right to pursue formal processes. Nothing said during mediation can be used in subsequent proceedings. We will be honest with you before mediation begins if we think it is unlikely to succeed.
? It depends on the circumstances. Mediation can be appropriate after a formal investigation has concluded and the focus has shifted to rebuilding the working relationship. It is generally not appropriate as a substitute for investigating a serious allegation. We will advise you honestly on whether mediation is the right approach for your specific situation.
Employment Law and ERA 2025
The ERA 2025 is the most significant package of employment law reforms in the UK in a generation. It introduces changes to unfair dismissal rights, statutory sick pay, collective redundancy requirements, sexual harassment prevention duties, fire and rehire practices, trade union rights, and more. Changes are being implemented in phases from April 2026 through to 2027 and beyond.
Some changes take effect from April 2026, including SSP reforms and whistleblowing protections. Others, such as the enhanced sexual harassment prevention duty, take effect from October 2026. And the biggest change, day one unfair dismissal rights, is expected from January 2027. We recommend a phased approach to policy review, starting with the changes that take effect earliest.
From October 2026, employers must demonstrate they have taken "all reasonable steps" to prevent sexual harassment, up from the current "reasonable steps" standard. In practice, this means organisations need documented risk assessments, up-to-date policies, regular training, effective reporting mechanisms, and evidence of cultural assessment. A policy alone will not be enough.
Culture, EDI, and Change
A cultural review is an independent assessment of how your organisation actually operates, as experienced by the people who work there. It examines the gap between your policies and your practice, identifies patterns and systemic issues, and provides actionable recommendations for improvement. It typically involves confidential interviews, surveys, focus groups, and policy analysis.
Standard TUPE due diligence happens once a transfer has been agreed and focuses on the formal exchange of employee liability information required by the regulations. Pre-TUPE due diligence happens earlier, before any commitment to transfer, and provides a comprehensive, independent assessment of the workforce you may be inheriting. It covers staffing structures, pay and conditions, HR systems, employee relations history, training compliance, safeguarding checks, union relationships, service contracts, and strategic risks. The purpose is to inform the decision about whether and how to proceed, not just to manage the process once the decision has been made.
Typically four to eight weeks depending on the size of the organisation and the scope of the review. We agree the methodology and timeline during scoping.
Community Impact and Mentoring
Yes. All of our community mentoring and coaching work is offered freely, whether that is for early-career HR professionals, young people in transition, or community organisations. It is entirely separate from our commercial consultancy services and reflects our commitment to making specialist expertise accessible to people and communities that might not otherwise have access to it.
We work with three groups. The first is early-career HR and people professionals who are building their skills and confidence in the profession and benefit from regular conversations with someone who has been where they are heading. The second is young people facing significant transitions, including those leaving care, those in contact with youth offending services, or those growing up in communities where access to senior professional mentors is limited. The third is community organisations that would benefit from practical HR and people development guidance but do not have the resources to commission it commercially.
It depends on the person and the context. For early-career professionals, it typically involves regular one-to-one conversations about career development, handling workplace challenges, and building professional confidence. For young people, it might involve workshops on navigating the world of work, one-to-one sessions exploring decisions and opportunities, or simply consistent engagement from someone who takes them seriously and believes in what they can achieve. For community organisations, it can involve workshops, coaching sessions, or advisory support tailored to their specific needs.
Yes, and we are actively looking to develop partnerships with organisations doing sustained work with young people, early-career professionals, or underserved communities. If you lead or work within an organisation that supports any of the groups described on our Community Impact page and you think there is something we could offer together, we would welcome a conversation about how that might work.
Yes. We have a growing presence in the Caribbean and East Africa, working with educational institutions, youth organisations, and social enterprises on workshops for early-career professionals, coaching for young people, and HR and people development support for organisations doing important work in these regions.
Contact us by email at ayesha@ayeshawilson.co.uk and tell us about the person and their situation. We will arrange an initial conversation to understand whether there is a good fit and to discuss how we might be able to help.