Hi, I’m Delia!
For over a decade, I worked in HR roles across different organisations – always chasing fulfilment at work. I quickly learned that happiness at work matters: we spend a third of our lives there, and it inevitably spills into our personal lives.
But here’s the conflict I faced: While I wanted to help people as individuals, HR often required me to prioritise the company’s goals. I moved through different roles and industries searching for a better fit, until I finally realised – I was playing for the wrong team.
That’s when I decided to go self-employed. Instead of serving businesses, I now put my energy where my values are: supporting employees directly. Unlike most HR consultancy services, which are designed for companies, my work focuses on you – the individual. I provide hands-on, tailored Employee Relations and Employment Law advice that empowers you to understand your rights, navigate challenges, and find resolutions with confidence.
My mission is simple: to stack the odds back in the employee’s favour. If you’re dealing with a workplace issue and you don’t have to face it alone – I’m here to help you through it.
What I believe
Our misery at work follows us at home
Prolonged dissatisfaction at work can impact our mental health and even strain our personal relationships. Despite this, people working in a toxic environment often remain in jobs and choose to accept or ignore their employment issues, instead of taking action to address them. This may be due to a desire to avoid conflict, fear of retaliation or victimisation, or lack of perceived options.
My role is to help you identify and unpick the specific problems and find ways to address your issues proactively, through formal processes or alternative dispute resolution methods – to bring back happiness in your professional and personal life!
Companies should value their employees more
We live in a capitalist society, where making profit is prioritised over investing in the wellbeing of workers. Employers often refer to their workforce as “resources” and leadership view their workers as expendable, replaceable assets rather than individuals. This may in turn feed down to managers, who could feel entitled to prematurely dismiss employees or even force them out.
I believe that companies should recognise people’s unique contributions and promote a positive, respectful and safe working environment for their employees. If you’ve seen signs that you are being “quietly fired” or are in a process that could end in a dismissal, don’t give up just yet! We could work together to identify if your employer has been neglecting the formal procedures and considerations required for a fair dismissal, discuss your rights and your options, and agree on practical steps to resolve your issue.
Dismissing during probation is seen as a “safe bet”
In the UK, many dismissals occur during probationary periods, when employers often feel it is easier to let someone go and may cut corners on proper procedure. While employees gain stronger protection against unfair dismissal after two years of service, employers should remember that certain claims – such as discrimination or whistleblowing – can be brought from day one.
A casual approach to probationary dismissals can therefore expose businesses to legal risk and potential financial liability if an employee succeeds in a claim.
Careful, fair handling is essential, even in the earliest months of employment.
I believe that the decision to move jobs doesn’t come lightly and losing their new job can have profound impacts on an employee’s life, so dismissal during probation should be taken more seriously by employers. Managers should actively avoid setting new hires up for failure, by using a robust assessment process, implementing a strong onboarding program, and raising concerns early on and offering constructive feedback and necessary training and support.
If you believe you’ve been dismissed unfairly – for example, because of a protected characteristic such as disability, race, gender, age, or religion – or if your employer failed to honour your contract (including notice periods) or make reasonable adjustments for a disability, I can help.
Get in touch to discuss your situation. Together, we’ll review the merits of your case and explore whether you may be eligible to bring a claim to an employment tribunal.
“People leave managers, not companies”
Research shows that a bad manager is a primary driver for many people leaving their roles, even more so than the company itself, and despite the employee enjoying their job. Poor management can create a toxic work atmosphere, leading to burnout, feeling unvalued and losing confidence at work, and a strong desire to escape.
When leaving for a better manager, many people avoid explaining the real reason for their departure in exit interviews. This may be due to worry that the company may not be receptive to feedback and to avoid appearing unprofessional, or for fear that it could backfire and damage future endeavours with the company or other companies. Unfortunately, by doing so, employees don’t give the company the opportunity to address management complaints and improve the workplace, so nothing changes.
I believe that leaving a good job because of a bad manager should be a last measure, for when the situation is beyond repair, and employees should deal with negative work situations head on – by setting boundaries, providing upward feedback and seeking support when needed. If the situation involves bullying or mistreatment and has a negative impact on your mental and physical health, feel free to reach out to me to discuss your options, which may involve raising a formal grievance and making a claim to an employment tribunal for constructive dismissal.
The importance of defending yourself
In the high-pressure working environment of our modern workplace and due to the constant need to perform – add to that the home-related stressors, there is no surprise that mistakes at work happen. The problem is when companies show little tolerance for mistakes, fail to differentiate between an honest mistake and an act of misconduct or gross misconduct, and have a disproportionate response.
When mistakes cause harm or inconvenience, employees may experience strong emotions such as shame, guilt, anxiety, or even panic. As a result, some choose not to defend themselves in a disciplinary hearing.
They may feel the process is biased, that their employer has already made up their mind, or that speaking up could make things worse.
This fear can leave employees silent, even when they have a valid defence.
I believe it is crucial for employees to defend themselves during a disciplinary process – even when they may be at fault. Doing so provides the chance to:
- Present their side of the story
- Provide evidence to challenge allegations
- Explain their actions and highlight mitigating circumstances
This can often make the difference between receiving a harsh sanction and achieving a more balanced outcome.
My role is to support you through this process. I will:
- Help you understand the allegations and your rights
- Assist in building your defence and presenting your case in internal procedures
- Support you if the process results in dismissal, whether through an appeal or an employment tribunal claim
You don’t have to go through this alone – I’ll stand by your side at every step.
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