Equal pay: UK employment law
In Great Britain, the Equality Act 2010 creates a legal obligation on employers to ensure equal pay. Explore this legal requirement, and case law in this area
Correspondence with the Secretary of State for the Department of Business and Trade outlining the CIPD's belief that the Employment Rights Bill should now be passed.
Business organisations are clear that there remain concerns about many of the powers contained in Employment Rights Bill. However, in order to secure the six-month qualifying period for unfair dismissal, and to make progress on further negotiations on the Bill in secondary legislation, six leading business groups, including the CIPD, have today exchanged correspondence with the the Secretary of State for the Department of Business and Trade stating we believe the Bill should now be passed.
We are pleased the UK Government has agreed to move forward with tripartite discussions on other key elements of secondary legislation as there remain many areas where compromise will need to be found to get the Bill into a workable state.
Below are copies of the letters sent to the Secretary of State and the response sent back.
In Great Britain, the Equality Act 2010 creates a legal obligation on employers to ensure equal pay. Explore this legal requirement, and case law in this area
Understand how employment law is made in the UK and how claims are processed in the tribunal and court system
Explore our collection of resources around legal issues relating to flexible and hybrid working, including the changes to the right to request flexible working
Explore our legal resource on whistleblowing in the workplace
Findings from CIPD’s work as part of the UK Government-funded Innovate UK BridgeAI programme
AI is moving from experimentation to everyday infrastructure. For HR teams, that shift brings a practical question: how do we make productivity gains while protecting the conditions for good work — fairness, capability, sustainable performance and employee trust?
AI is already reshaping how work is done, and organisations are looking for practical ways to support continual upskilling – not one-off training, but approaches that evolve alongside how AI is used in practice.
AI is exposing gaps in how HR and leadership skills are applied. The challenge is not acquiring new skills but using existing ones to manage workforce change effectively