I wonder how I can make internal secondments work for my business?

Internal secondments are a common tool employers use to cover short-term needs or specific projects. Essentially, they involve moving an employee from their usual role to a temporary position, with the expectation that they will return to their original role once the secondment ends.

Secondments can be set for a fixed period (three, six, or nine months, for example) or for a specific purpose, such as maternity leave cover, a project, or as a development opportunity.

Handled well, secondments can be a win-win for both employer and employee, but only if expectations are clear from the outset.

Why should employers consider secondments?

For employers, secondments offer flexibility. They provide a temporary solution, offer a quick turnaround compared with external recruitment, and allow testing a role or employee development without making a permanent commitment.

For employees, secondments can support career growth. They can enhance a CV, provide exposure to new challenges, and boost engagement and retention by recognising potential. Importantly, they offer a safety net: employees know they can return to their original role if the secondment doesn’t go as planned.

Do contracts need to change?

Whenever key aspects of employment change, it’s important to capture the arrangement in writing. Typically, secondments are not formal variations of the main employment contract. Instead, a side letter is drawn up to document practical points, including:

• Duration of the secondment
• Role and responsibilities
• Pay
• Hours or location changes
• Line management responsibilities

The aim is to anticipate potential challenges and document them for clarity.

What happens to the original role?

During a secondment, the original role may be left vacant or temporarily filled, perhaps by agency staff. Flexibility is key, ensuring the role is ready for the returning employee.

Depending on the role, location, and employee circumstances, it may also be necessary to address:

• Relocation expenses
• Timescales for the secondment
• Additional support provided by the employer

Changes to employment law from January 2027, which protect employees with six months’ service from unfair dismissal, also mean employers should be clear about how a temporary cover role may be reviewed if dismissal on substantial business grounds becomes necessary.

Managing the individual during the secondment

It’s important to establish who will manage the employee day-to-day. Employees still need a point of contact for holiday, sickness, grievances, or other concerns. Depending on the situation, this may be someone in the host team or their original line manager.

Clear communication is crucial. Employees returning to their original role may also benefit from remaining in touch with their former colleagues and staying updated on relevant changes. Secondments often fail when employees feel “in limbo” or disconnected from either team, so managing relationships carefully is essential for success.

What if things don’t work out?

Not every secondment will succeed, and that’s part of the purpose: testing a role or development opportunity. However, early termination carries risks, including potential claims for constructive unfair dismissal or discrimination. If the employee feels they have been unfairly treated, not properly managed, or overlooked for development opportunities, they may consider bringing a claim.

It is sensible for employers to keep those risks in mind and communicate well if there is a need to terminate the arrangement early.

To summarise

Internal secondments can deliver significant benefits for both businesses and employees. A structured, transparent approach that covers expectations, management, and communication helps reduce risk and ensures the arrangement is a positive experience for everyone involved.

For support with secondment agreements, management, or best practice, contact our Employment Peace of Mind Team today on 023 8071 7717 or email employment@warnergoodman.co.uk.

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