As you know, we’re always keeping organisations informed about the latest legislation changes and updates you need to be aware of.

Last year, we shared a detailed breakdown of the Government’s roadmap for the Employment Rights Bill, explaining what would change between 2025 and 2027. The purpose of that article was to clarify when specific legislation changes will take effect, so you can be aware and prepare for them.

As we approach April 2026, we want to focus on what will come into force and, more importantly, what this might mean in practice for organisations like yours.

We recognise that you’ve got a million worries on your mind.

And of course, your three biggest questions will certainly be:

• How much will this cost my organisation?
• How much extra admin will this create for my team?
• What happens if I get something wrong without realising?

That’s why we’ve written this second update.

You shouldn’t be overwhelmed by these changes. With a bit of awareness, early prep and support from Moss HR, the switch can be managed easily.

Keep reading to discover what the key April 2026 changes are, what they mean for you and what steps you should be taking now.

The April 2026 statutory sick pay changes you need to be aware of

This will likely be the most pressing change you need to be prepared for.

There are two SSP reforms which take effect as of 06 April 2026

• The most interesting change is the removal of ‘waiting days’ from the SSP system. This means that employees will be entitled to statutory sick pay from their very first day of sickness, rather than day four.
• There will be a removal of the Lower Learning Limit (LEL) and an amendment to the Period of Incapacity for Work to qualify for SSP.
  • This means all eligible employees can access SSP regardless of earnings
  • SSP will be paid at either 80% of normal weekly earnings or the flat rate, whichever is lower.
  • Employees off sick on 6 April 2026, or within a linked period thereafter, who were not previously entitled to SSP due to earning below the LEL, will be eligible for SSP from 6 April 2026 onwards.

What this means for small organisations

These are positive changes for employees, but we recognise many smaller organisations may be concerned about what they mean. After all, if there is an increase in sickness absences, small teams can be badly affected both operationally and financially.

Put simply, these changes mean that

• Short periods of sickness will now trigger additional SSP costs
• Lower‑paid or part‑time employees will be covered where they previously weren’t
• Payroll calculations may become slightly more complex

That said, SSP remains capped, and these changes are designed to provide earlier support to employees rather than encourage long‑term absence.

What you should be doing now to prepare

We’re all about the practical support for employers, so here are the clear steps you need to work on to ensure you keep in line with the new legislation.

• Begin by briefing your department managers. They need to understand that SSP applies to all employees from the start of their contract and from the first day of their sickness.
• Make sure you review all attendance and absence policies to ensure they reflect the new rules.
• Check your employment contracts and any sickness-related forms (such as return‑to‑work documentation) to make sure they reflect the legislation.
• It’s more important than ever to manage every absence effectively. If someone is off sick and their absence spans 06 April 2026, there could be implications for calculating that individual’s SSP. If you’re not sure how to do this or need additional help and support managing staff absences, please talk to us. We’re always happy to give you confidential advice and support.

Collective redundancy consultation: increased protective awards

If you’re dealing with a potential redundancy situation, keep reading.

From 06 April 2026, the maximum period of the collective redundancy protective award will double from 90 days to 180 days.

At the moment, we know there will be further changes to the redundancy threshold test, planned for 2027. As soon as we have more information, we’ll share it with you.

But you do need to be aware that the increased financial exposure comes into effect in April 2026.

What this means for employers

Many smaller organisations assume collective redundancy rules will never apply to them, until they do. While redundancies on this scale may feel unlikely, the increased protective award raises the stakes if consultation obligations are missed. The cost of getting it wrong could be significantly higher.

What you should be doing now to prepare

There are a few things you need to do to understand this.

• Make sure managers understand when collective consultation rules can apply. Briefing and training them early will make a big difference.
• Be aware that planned redundancies may need to be counted across all sites and workplaces, not viewed in isolation
• Build in time for advice before making redundancy decisions, especially during restructures

What about changes to paternity leave and unpaid parental leave?

Along with SSP, this will likely be of huge interest to your employees, so it’s essential you know what’s happening.

How will paternity leave and parental leave change from 06 April 2026?

Let’s start with paternity leave.

• Employees will be entitled to paternity leave from day one of employment. They can choose between one or two weeks’ leave to support a new child through birth, adoption or surrogacy
  • The rules for pay are not changing at this stage. To qualify for statutory paternity pay, employees must still meet the earnings and service criteria, including 26 weeks of continuous employment.
  • For 2026/27, statutory paternity pay will be £194.32 per week, or 90% of average weekly earnings (whichever is lower).

For unpaid parental leave

• Employees will be eligible for unpaid parental leave from their first day of employment. Until now, unpaid leave has only been available to those with 12+ months of employment with their employer.
  • Unpaid parental leave is capped at 18 weeks’ leave for each child (including adopted children) up to their 18^th birthday.  This is limited to 4 weeks per year per child (unless otherwise agreed with the employer) and must be taken as whole weeks, unless the child is disabled or the employer agrees otherwise.
  • This entitlement is carried over from job to job.

What this means for employers.

Unpaid parental leave can impact resourcing and workload planning. As part of your contingency planning, you should look at how your team could cope if a key team member were to take an unexpected absence.

What you should be doing now to prepare

• Update paternity and parental leave policies to reflect these changes
• Brief managers so that requests are handled confidently and consistently
• Be clear with employees about the difference between entitlement to leave and entitlement to pay
• Consider how you would manage cover if unpaid parental leave is taken unexpectedly

Sexual harassment is added as a protected disclosure for whistleblowing

If you’ve made the most of any of our resource toolkits, you’ll know we take prevention of sexual harassment seriously.

That’s why we’re pleased to see that, from April 2026, sexual harassment in the workplace will be added to the list of protected disclosures under whistleblowing legislation.

This means that if an employee makes a qualifying protected disclosure, they will be protected from any detriment or dismissal linked to that disclosure.

Why your organisation needs to be aware of this

This change increases the importance of clear reporting routes, consistent handling of concerns and having proper documentation in place.

It also reinforces the need to take all complaints seriously, even in close‑knit teams where issues are often raised informally.

What you should be doing now to prepare

• Update any whistleblowing and grievance procedures
• Ensure you have clear, confidential reporting routes in place, which are communicated to all employees
• Provide basic training or guidance so managers know how to respond appropriately
• Make the most of our ‘preventing sexual harassment in the workplace’ toolkit. This will help you identify your responsibilities and provide the resources you need to protect your staff.

Planning now avoids pressure later, and that’s where Moss HR can help.

We know that for many organisations, it’s rarely the legal change itself that causes stress; it’s the time, cost, and uncertainty around getting it wrong that keeps you awake at night.

We want to remind you that these upcoming employment rights changes will not completely affect how you are already working. But they do require a little early awareness and preparation.

As your external HR consultants, we’re here to:

• Keep you informed, without overwhelming you
• Help you update policies and documents when needed
• Act as your sounding board when you’re unsure how a change applies to your business

If you’d like to talk through how any of these changes affect you specifically, we’re here if you need us.