Employment law training, done differently

You are expected to get people decisions right.

But nobody ever showed you how.

A manager sits on an issue and hopes it resolves itself. HR ends up operating in the grey, making the call without a clear line to work from. Everyone is guessing, and guessing is what loses claims.

Book a clarity call →
✓ In-house, built for your team ✓ Employer-focused ✓ Not another boring training session
Two programmes

One is for your leaders. One is for HR, when the situation gets curly.

For your leaders
Someone on their team says they're burnt out. They don't know what to say, so they say nothing.
The behaviour has happened more than once. They want the person gone, and they don't want the conversation.
Performance has dropped. Nobody asks what's underneath it.
Go to On the Front Foot
For HR
An employee raises mental health in the middle of the performance meeting. The process just changed and nobody told you how.
The redundancy is genuine, apparently. You just have to find the reason to squeeze in.
You've run performance processes for years. This is your first medical incapacity and there's no template for it.
Go to Out of the Grey
Programme one · For managers and people leaders

On the Front Foot

The expensive manager isn't the one who blows up. It's the one who goes quiet.

When a manager doesn't want to deal with an issue, they stop seeing a person. They start seeing a problem, and they deal with it from as far away as they can. That distance is where things go pear-shaped.

💬 Mary & Sanam Direct message
M
Mary 2:17 PM
📎 screenshot · #people-leaders
J
Jordan

hey quick one. Mel's been flat for weeks and her numbers are down

she said a while back something was wrong but I didn't know what to say so I left it

I've tightened her KPIs for the quarter instead. that should sort it right

he "left it". for six weeks 🙃
SL
Sanam @ Law Lenz 2:19 PM She told him something was wrong. He handed her a KPI. That's the moment it started boiling.
M
Mary is typing...
The conversation they keep putting off

Someone says something is wrong, and the manager doesn't know what to say, so they say nothing. Your managers learn how to have that conversation before it turns into something else.

The warning signs worth acting on

Managers miss the warning signs because nobody showed them what one looks like. They leave knowing what to act on, and what to leave alone.

The moment it stops being theirs

Everyone else teaches your managers compliance, cases and legislation. I teach them what to do with it. When to tackle something head on, and exactly when to phone in HR.

Bring me the situation your managers are sitting on right now. We work it in the room.

Programme two · For HR teams

Out of the Grey

The decision was made before you got there. You're just being asked to make it work.

Your manager decides how this starts. HR is left to make it stand up. By the time it reaches you the informal steps are gone, the manager has already said something they shouldn't have, and you are running a process that started badly and has to end properly.

When someone stops being able to do the job

It may be a process you've never run before, and the first time you run it is the one that gets tested. You leave knowing where the line sits and how long you have to hold it.

When the decision has already been made

The business decides before it speaks to HR. You learn how to run through your options and present them clearly, so they stay on the safe side or at least know the risk they are taking.

When it's gone too far to fix quietly

The process is already contaminated. You learn what can still be saved and what has to be started again.

💬 Beth & Sanam Direct message
B
Beth 4:42 PM
↪ forwarded from Jeff D, GM
J
Jeff

"can you get the redundancy paperwork sorted by friday, we've told Dan already"

they told him. before consultation. before anything.
B
I'm supposed to make this look like it wasn't pre-determined
SL
Sanam @ Law Lenz 4:47 PM You can't. The consultation already happened, it just happened without him in it. Now the job is working out what you can still do about it, and that's a real skill.
B
Beth is typing...

Stop advising the business from the grey. Get the confidence to guide the process, even the complex ones.

“

Honestly I wasn't sure how our managers would take it. They're not big on training days. But they were asking questions the whole way through and one of them emailed me that night to say it finally clicked.

Chief People Officer, aged care
A workshop your team will actually remember

No slide decks. Just what's actually on your desk.

The programme is the shape. Your situations are the content. We scope it on a call before I build anything.

Book a clarity call →
Sanam Permal with a Workshop Spots Open sign
Why Law Lenz

Not a seminar. A working session.

01
Judgement, not more law

Anyone can teach your managers more law. I teach them to spot the moment they have left their lane, and to stop before they make it worse. That is the moment everything turns on, and nobody has ever shown them where it is.

02
Capped numbers, on purpose

Scenario work dies in a lecture hall. A smaller group means everyone works, everyone asks the question they have been sitting on.

03
Built so your team stops needing me

Most employment lawyers sell you a helpline and a retainer. The goal here is the opposite. Your team gets good enough that most issues never need to reach a lawyer.

“

I sat through an employment law seminar last year and wanted to fall asleep. This was nothing like that. I actually texted my manager during the break.

Payroll Manager, childcare
Sanam Permal, Law Lenz employment law workshop trainer, laughing
Sanam Permal  ·  Founder
Who is in the room

Fair warning. I will make employment law interesting.

Expect plain English, real scenarios, and more than a few moments where your leaders actually laugh. Employment law doesn't have to be dry. In my sessions it never is. I'm a practising employment lawyer in New Zealand and Australia. I built Law Lenz because I kept watching good teams make entirely avoidable mistakes. Now I get in the room and make sure it doesn't happen to yours.

Still have questions?

Here are the
questions I get most.

Tell me what is happening in your business and I will give you a straight answer, including if the answer is neither. Managers sitting on issues, missing red flags, or fumbling performance and disciplinary conversations points to On the Front Foot. An HR team carrying the complex processes points to Out of the Grey. Plenty of businesses need both, in that order.
On the Front Foot is built around performance, disciplinary, or both. You choose. The 90-day trial sits in there too, because that is where managers lose it. Out of the Grey goes deep on the complex processes your HR team carries. Beyond that, the content comes from your business, not my slide library. I scope it with you on a call, then build it.
Yes. Online is just as interactive as in person and works well for remote and multi-site teams, especially the ones who want training staggered rather than done in one hit. In person, I travel anywhere in New Zealand.
Fifteen, maximum. The value is your people working real scenarios and asking real questions, and that dies in a big room. Much larger teams, we look at running it in cohorts.
It depends on the programme, your team, and the format. Book a clarity call and I will give you a straight answer, scoped to your situation, before anything is finalised.
That is exactly why there are two programmes. On the Front Foot makes your managers good enough that problems reach HR early and clean instead of late and on fire. Out of the Grey trains HR for the processes that were always going to be theirs. Each one makes the other's job easier.
The manager problem you have today took months to build. Training takes a fraction of the time you will spend cleaning up the next one.
If your team walks out and you don't think they can handle these situations better than they did that morning, you don't pay. Not a redo, not a partial. You don't pay.
Sanam Permal speaking at a workshop
Ready when you are

Your team can do this.
They just need to be shown how.

Tell me what your team is dealing with. I respond within one business day.

Book a clarity call →