I lost my job due to performance issues, but they weren’t mine.
Updated: Sep 23
There’s an elephant in the room that most organisations avoid naming:
discrimination is expensive.
Not just morally. Operationally. Financially. Reputationally.
Allowing it isn’t a “people issue”; it’s an organisational performance failure.
I use my firsthand experience to help companies avoid similar mistakes.
I was a long-serving senior leader with a strong track record, industry awards, and a reputation for delivery. Then I was diagnosed with breast cancer and needed time off for treatment. Treatment that saved my life.
From that point on, the organisation’s performance failed.
Not mine.
Roles were reassigned without process.
Governance was abandoned.
Equality duties were ignored.
HR conduct created confusion, contradiction, and mistrust.
Ultimately, litigation built on claims collapsed under evidence.
Conduct that was, in the end, unlawful.
These weren’t personal issues.
They were organisational performance issues, and they were costly.
This case has since been cited in national press and legal commentary as a significant discrimination ruling.
When HR fails, the business pays:
in talent, in credibility, in legal exposure, and in operational stability.
Discrimination isn’t just wrong.
It’s a performance failure with a price tag.
So the real question is this:
How do you ensure your HR function isn’t the weakest link in your organisation’s performance chain? How do you audit their impact before it becomes a liability? Should companies face the cost of HR errors, and how can they be avoided?
Key Takeaways for Effective HR Management
Here are some key takeaway points to consider.
1. Are decisions documented, consistent, and traceable?
If HR can’t show:
the rationale
the process
the evidence
the governance trail
…then you don’t have HR.
You have risk.
2. Do managers receive clear, lawful guidance, or vague “advice”?
High-performing HR gives managers:
clarity
confidence
compliance-aligned options
Underperforming HR gives managers:
ambiguity
contradictory instructions
decisions that later collapse under scrutiny
If managers are confused, HR is underperforming.
3. Are equality duties understood and applied in real time?
Not in theory.
Not in policy documents.
In actual decisions.
If HR treats equality as a “nice to have” rather than a legal obligation, the organisation is already exposed.
4. Does HR escalate concerns, or bury them?
Healthy HR surfaces risk early.
Weak HR hides it, delays it, or reframes it as “performance issues” in the wrong direction.
If HR avoids escalation, you’re not avoiding conflict.
You’re accumulating liability.
5. Are employees treated consistently during illness, pregnancy, disability, or crisis?
This is the pressure test.
This is where culture is revealed.
This is where organisations either demonstrate integrity or expose their weakest link.
If treatment changes the moment someone becomes vulnerable, HR is not performing.
They’re failing.
6. Does HR protect the organisation’s reputation, or damage it?
Litigation.
Turnover.
Loss of senior talent.
Public judgments.
Internal distrust.
These are not “people issues.”
They are performance indicators that your HR function is underperforming.
The truth is simple:
You can’t claim to be a high-performing organisation if your HR function is operating below standard.
HR is not an administrative service.
It is a risk-management function.
When it underperforms, the entire organisation carries the cost.
“Culture is revealed in what we tolerate.”
— Peter Drucker (attributed)
Having lived the consequences of organisational failure firsthand, I am committed to helping organisations succeed through stronger HR, optimised systems, and aligned strategy, growth, and projects. This is the foundation of Success Consult.
The Importance of HR in Business Growth
HR plays a crucial role in the growth of any organisation. It is not merely about hiring and firing; it is about creating a culture that fosters growth and innovation. When HR is effective, it can lead to a more engaged workforce, lower turnover rates, and improved productivity.
Building a Positive Workplace Culture
A positive workplace culture is essential for attracting and retaining talent. It encourages collaboration and creativity, which are vital for business success. HR should actively promote values that align with the organisation's goals. This includes diversity, equity, and inclusion.
Training and Development
Investing in training and development is another critical area where HR can make a significant impact. Providing employees with opportunities to learn and grow not only enhances their skills but also boosts morale. A well-trained workforce is more adaptable and better equipped to meet the challenges of a changing market.
Performance Management
Effective performance management is key to ensuring that employees are aligned with the organisation's objectives. Regular feedback and clear expectations help employees understand their roles and how they contribute to the overall success of the organisation.
Legal Compliance
HR must ensure that the organisation complies with all relevant laws and regulations. This includes understanding employment law, health and safety regulations, and equality legislation. Non-compliance can lead to costly legal battles and damage to reputation.
Conclusion
In conclusion, the role of HR in an organisation cannot be overstated. It is integral to not only managing people but also driving performance and growth. By prioritising effective HR practices, organisations can avoid the pitfalls of discrimination and operational failures.
Let’s work together to build a stronger, more inclusive workplace.
Other legal reviews.
Keywords / legal references:
A Wainwright v Cennox plc
disability discrimination, constructive dismissal, HR governance failure, equality duties, organisational risk
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