TDA HR

TDA HR was established in 2012 and is a specialist HR consultancy that offers an innovative and tailored approach to HR Recruitment. With previous careers as qualified HR professionals, our consultants will offer valuable insight and a deep understanding across all facets of HR.

We partner with clients and candidates for permanent and interim HR Solutions, through contingent or executive search mandates and support clients’ specific diversity objectives, ensuring fair and inclusive recruitment practices.

TDA HR specialises in the recruitment of HR professionals for Financial Services, Commodities, FinTech and Professional Services companies globally.
The cornerstones of our business are trust, delivery and building long-standing partnerships with our clients and candidates.

Our Specialisms

Our People Partners

Our core values

Trust
We operate with discretion and loyalty
Delivery
Knowledge, efficiency, and desire for success drives us
People Partnership
Whether you are a client or candidate we always look to build a longstanding Partnership

What We Do

We recruit across all levels and disciplines of HR and specialise in Permanent, Interim and Executive Search across the following business areas:

  • Business Partnering
  • Learning & Development
  • Talent Management
  • D&I
  • Employee & Industrial Relations
  • Recruitment
  • HR Systems
  • Reward & Analytics
  • Change
  • Global Mobility
  • International HR
  • HR Operations

Industry News

A London Underground worker who made several protected disclosures about health and safety in London tube stations was unfairly dismissed, an employment tribunal has ruled.

London Central tribunal heard disclosures from the whistleblower, Micky Steeds, a skilled vents worker, regarding failed face-fitting tests (for respirator masks), illegal dumping of hazardous waste, and dangerous working practices that he believed exposed him, his colleagues, and Tube users to asbestos and other toxic materials present in the underground network.

The full judgment has not yet been published. The tribunal found that the evidence presented by London Underground fell short of demonstrating compliance on all occasions. The failure to dispose of hazardous waste appropriately may give rise to criminal and civil liability.”

After Mr Steeds made his disclosures in 2023, London Underground told him either to return to work, in what he was concerned were dangerous conditions, or be dismissed. The tribunal found that this was an “unfair and unjustifiable ultimatum” and that he was unfairly dismissed.

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Chevan Ilangaratne, counsel for Mr Steeds, described the decision to dismiss Mr Steeds as exceptionally hasty and harsh.

He argued that Mr Steeds had raised legitimate, public interest concerns relating to inadequate personal protective equipment, and exposure to potentially hazardous materials onsite, and had been treated badly by London Underground as a result. Ilangaratne said the effect of this treatment was to silence Mr Steeds.

The tribunal judge ruled that even if the disclosures were not the principal reason for his dismissal, the “total failure of the respondent to follow its own procedure rendered it substantially and procedurally unfair.”

Rather than engaging with the serious disclosures he was making, London Underground dismissed him. The tribunal called this the “antithesis of a fair approach”.

Mr Steeds said the judgment “felt like a complete vindication of raising the serious safety concerns at London Underground” and that navigating this process had been incredibly gruelling and exhausting. He thanked former colleague Rob Donnan, who lost his job as well for raising the same concerns. Mr Donnan’s claim for unfairly dismissal and of being subjected to detriment for making a protected disclosure was dismissed by an employment tribunal in September 2025.

Mr Steeds said: “No worker with concerns should ever have to choose between protecting the public interest and their own livelihood.”

Michael Ballantyne, solicitor for Mr Steeds, said: This case is a reminder of the stigma whistleblowers still face. Mr Steeds was viewed as a troublemaker from the start and expected to fall in line. When he stood his ground, London Underground closed ranks and Mr Steeds was given an ultimatum – either retract his disclosures, or be fired. I’m glad to see the tribunal agreed this was unreasonable and unjustified. This is an important win for whistleblowers and a good lesson for employers.”

The case will now proceed to a remedy hearing.

London Underground has been contacted for a comment.

 

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With increased risk at the start of employment and costs rising, employers can’t afford to get hiring wrong by waiting for legislation to be enacted, says Claire McCartney

As labour market pressures mount and operational costs increase, the Employment Rights Act 2025 (ERA 2025) is poised to significantly reshape how organisations approach hiring and workforce planning.

The Act changes how employers recruit, structure roles, onboard people and manage risk from the moment a vacancy is approved.

With the unfair dismissal qualifying period set to fall from two years to six months, the reforms will bring risk forward in the employment lifecycle.

That makes mid-2026 a critical window for HR to review hiring and planning strategies ahead of unfair dismissal changes in January 2027.

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Organisations that proactively adapt their approach in line with the Act will be best placed to manage these risks, unlock stronger workforce performance and deliver better business outcomes.

But against this backdrop, the key question for HR is how should it respond in practice?

With a shorter window to identify and address issues, employers will need to tighten how they hire, onboard and manage new starters from the outset of the employment lifecycle. Three areas stand out as immediate priorities:

1. Get hiring right first time

Several changes being introduced under the Act, including expanded Statutory Sick Pay and the reduction in the qualifying period for unfair dismissal, increase both the risk and the cost of poor hiring decisions.

The CIPD’s recent Labour Market Outlook survey shows most employers expect the ERA 2025 to increase their employment costs, with many anticipating reduced hiring and a rise in workplace conflict.

With the potential for higher costs if hiring decisions don’t land well, HR teams need to review recruitment processes to ensure candidates are well matched to both the role and the organisation. This will also reduce the likelihood of capability or conduct issues later on.

Workplace policies and employment contracts also need to be updated to reflect the Act. In addition, HR will need to strengthen how a candidate is assessed for suitability using structured interviews with clear scoring criteria to ensure consistency.

People professionals will also need to support time-poor or inexperienced recruiting managers with practical guidance to help them follow this process and make well-informed decisions.

2. Make onboarding and probation count from day one

With less time to assess new hires before legal risk increases, the early days of employment matter more than ever.

From 1 January 2027, employers will have six months, rather than the current two years, to ensure new starters are performing as expected.

It’s worth noting that the new, reduced qualifying period will apply immediately to anyone with at least six months’ service on 1 January next year so includes anyone hired from July 2026.

Now is the time for HR to review induction processes, onboarding and contractual probation periods.

This could include considering whether probation periods should be shortened to five or five and a half months to ensure decisions can be made within the six-month window and avoid potential unfair dismissal risks.

It will also be crucial to strengthen how new starters are managed during this period. HR professionals will need to support managers to set clear objectives, have regular check-ins and address any issues early on.

People managers will need a clear structure and objectives for new starters, and they should document concerns and the support provided to ensure decisions are fair, consistent and well evidenced.

A stronger focus on hiring quality, onboarding and early support won’t just reduce risk, it will enable individuals to contribute more quickly and perform at their best.

3. Rethink flexibility beyond zero-hours

Workforce flexibility will need a rethink as the Act will change how zero-hours and short-hours work can be used.

The ERA 2025 changes include new rights to guaranteed hours and better notice of shifts for employees, meaning arrangements may become more complex.

Organisations may want to explore alternatives, including annualised hours contracts or increasing the use of temporary workers or self-employed contractors.

HR should also conduct a risk assessment to identify any areas of risk and opportunity to help inform wider workforce planning.

A more deliberate, forward-looking approach will help organisations maintain flexibility while complying with requirements and avoiding unintended costs. It will also ensure their workforce is set up to deliver strong performance outcomes.

The Employment Rights Act 2025 will fundamentally shift how organisations hire, manage risk and structure their workforce.

The window to prepare is now and HR teams that move early, reviewing practices, strengthening processes and planning ahead, will be positioned not just to keep up, but to lead through the change.

 

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The post Three ways hiring needs to change under the Employment Rights Act appeared first on Personnel Today.

James Reed has said that the government should tax companies that use robots, including AI and chatbots, in a wide-ranging interview discussing the future of the labour market.

The chairman and CEO of Reed Recruitment said that many people in business felt the Labour Party’s language and focus on growth in the 2024 general election were encouraging, but that its actions in government have been very different.

Talking on the BBC’s Big Boss Interview, Reed said this was one of the toughest periods in his 30 years as chief executive, similar to the financial crash and the start of the pandemic.

“A difference here, though, that worries me particularly, is that both in 2008 and 2020, there was a sense in the country – and in the world more widely – that we need to sort this out or do something about it,” he said.

“I don’t see that at the moment. It’s sort of like rabbits in a way, looking into the headlights of these changes, not sure what to do. And my sort of mantra on this is that I believe we should back humans and tax robots, but that’s going to take some designing.

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“It’s going to take some careful thought, but taxing work and workers feels very early 19th century to me.”

He continued: “There are big warehouses now that will have many robots in them, where they might not have had the same number of humans in them as in previous times.

“I don’t think just the sort of robots that run marathons, I mean chatbots and AI… the provision of those services is consuming huge amounts of energy and contributing significantly to climate change, it is said, I don’t see any reason to disbelieve that, and yet we’re taxing employers who hire young people to pick up beer glasses in gardens, and not robots.”

‘Tax robots’

He said: “It would take some designing. It might be that if you replace people in your business with robots, there’s a surcharge, a tax. Or it might be that if you use robots, whether that’s in the service sector or in manufacturing, then there’s an extra tax on that, rather like VAT.”

He added: “I think that is a policy that needs proper consideration, because that’s the future, that’s where the wealth is going to be created… so, that’s where the taxation should follow.”

Asked what he would say to the UK’s next prime minister, following Sir Keir Starmer’s resignation on Monday, Reed said: “It’s an opportunity to reset the government’s relations with business and actually row back on what I feel strongly was some early mistakes that were made in that first Budget in October 2024 when £25 billion was put on employers’ national insurance as a massive tax increase.

“That was effectively a tax on jobs, and we’ve seen the consequences of that since then in the shrivelling up of opportunities for people, and the great reduction in the number of vacancies.”

New chancellor

Reed said there needs to be a new chancellor because of Rachel Reeves’ actions against business, particularly small businesses. He said family businesses were still “reeling” from the changes announced on inheritance tax, adding that the revenue raised was “pitiful” and that business property relief should be reinstated.

“Fifty-seven per cent of the people in this country work in family businesses, so those family businesses are thinking, well, I don’t want to grow my business because I only get whacked for tax if one of the family dies.”

On the impact of the national insurance increase in the “Halloween Budget”, he said that while it may have raised billions of pounds in the short run, the impact has been expensive.

“It’s really stopped businesses from hiring, and it’s worse, actually, because the timing was so unfortunate. It’s encouraged businesses to look at alternatives, particularly automation, at a time when AI is really advancing very fast, so particularly automation, but also offshoring jobs, and we’ve seen that too.”

He said businesses were looking again at offshoring following the increases in the costs of employing people. “I know for a fact that you know it’s much cheaper to hire someone in Hungary than it is in Northamptonshire, because we have offices in both places, so it has become topical again,” he said.

Reed also warned that AI is “burning through entry-level jobs,” destroying opportunities for young people at a pace the UK is not prepared for. He said vacancy numbers on the reed.co.uk have been in decline for three years, adding that graduate vacancies on the jobs site have collapsed from 180,000 to 50,000 in four years, and are still falling.

The hardest-hit group is 21 to 25-year-olds, many of whom emerged from university with degrees that have, Reed said, “no currency out there in the world”.

 

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