Hiring & Managing BJJ Instructors UK: Complete Guide for Gym Owners

Beyond the per-class or salary cost, budget for DBS checks (£68 for Enhanced DBS for paid instructors), contract preparation (£200-£500 if using solicitor), training materials and time, potential employer costs if hiring as employee (15% National Insurance on earnings above £5,000 annually from April 2025, pension contributions if salary exceeds £10,000), and recruitment costs (job board fees, background checks).

Plan cash flow carefully. If paying £30 per class for an instructor teaching 3 classes weekly, that's £360 monthly or £4,320 annually. Add employer costs if they're an employee, and you're looking at approximately £5,000-£5,500 total annual cost for this part-time position.

Before hiring, ensure you have Employer's Liability Insurance in place (legally required, costs £100-£400 annually), HMRC registration if this is your first employee (use HMRC's online service), understanding of contractor vs employee decision (will significantly impact costs and obligations), and contract templates ready (employment contracts for employees, service agreements for contractors).

Consider getting legal advice before your first hire. Spending £300-£500 on a solicitor consultation can prevent £10,000+ in future HMRC penalties or employment tribunal costs. Many gym owners learn this the expensive way.

Have systems ready: instructor manual or policies document (even basic version), training plan for new instructors (what they'll learn, shadowing schedule), schedule needs clearly defined (which classes need coverage, when), performance expectations documented (punctuality, preparation, teaching standards), and facility access procedures (keys, alarm codes, after-hours protocols).

If you don't have an instructor manual yet, start with a simple document covering basic policies: punctuality expectations (15 minutes before class), uniform/gi requirements, safety protocols, attendance tracking procedures, payment collection, and emergency contacts.

Be clear on what you need: which classes need coverage (specific days/times), what skills or specialisations are required (kids experience, no-gi expertise, competition coaching), part-time vs full-time (impacts contractor vs employee decision), contractor vs employee status (based on working arrangements, not preference), and growth potential (could this become a head instructor or partnership role?).

Write these down before posting job descriptions. Clarity prevents hiring someone who doesn't actually solve your needs.

Effective BJJ instructor job descriptions include clear role title (BJJ Instructor, Assistant BJJ Instructor, Head BJJ Instructor, Kids BJJ Coach), schedule and commitment (e.g., 'Tuesday and Thursday evenings 6-9pm, approximately 6 hours weekly'), minimum requirements (belt rank: typically purple belt minimum, brown/black belt preferred; teaching experience: specify if required or will train; UK work authorisation: critical legal requirement; availability: specific days/times needed), compensation range (transparency attracts serious candidates - '£30-£40 per class depending on experience'), location and facility details (area of city, facility size, mat space, equipment available), gym culture and values (your teaching philosophy, what makes your gym unique, member demographics), and growth opportunities (path to head instructor, partnership potential, professional development support).

Example opening: 'Established BJJ academy in East London (Hackney) seeks passionate purple belt or higher to teach adult fundamentals classes Tuesday and Thursday evenings, 7-9pm. We're a friendly, inclusive gym with 80 members focused on technical development and supportive training environment. Compensation £35-£40 per class depending on experience, with opportunities to teach additional classes as gym grows.'

These mistakes repel quality candidates: vague compensation ('competitive pay' - just state the range), unrealistic requirements (black belt + 10 years experience + university degree for part-time £25/class role), no mention of compensation (serious candidates won't apply), poor grammar and spelling (suggests unprofessional gym), overly demanding for low pay ('teach 15 classes weekly, cover reception, clean mats, manage social media for £25/class'), and no information about gym culture or values (candidates can't assess fit).

Remember: quality instructors have options. Your job post competes with other opportunities. Make it professional, specific, and appealing.

Position: Part-Time BJJ Instructor
Location: Manchester City Centre
Schedule: Monday & Wednesday evenings, 6:30-9:00pm (2 classes per evening, 5 hours weekly)
Compensation: £35-£40 per class (£280-£320 monthly), reviewed annually

About Us: We're a growing BJJ academy with 120 members in Manchester city centre. Our focus is technical development in a supportive, ego-free environment. We're proud of our diverse membership including 30% women and strong beginners' programme.

The Role: Teach adult fundamentals classes Monday and Wednesday evenings. Classes typically have 15-20 students covering gi techniques for white to blue belt levels. You'll follow our curriculum structure whilst bringing your own teaching style and personality.

Requirements: Purple belt minimum from verifiable lineage (brown/black preferred), ability to teach clearly in English, reliable and punctual, enhanced DBS check (we'll arrange and cover cost), right to work in the UK, available Monday & Wednesday 6:15pm-9:15pm, and values alignment with inclusive, supportive training culture.

Desirable: Teaching experience (though we'll train the right candidate), first aid certification, prior kids teaching experience, and competition coaching background.

What We Offer: Competitive pay with annual reviews, professional development support (seminar attendance), friendly, established member base, potential for additional classes as gym grows, and clear progression path to head instructor role.

How to Apply: Email CV and brief cover letter explaining your teaching philosophy to [email]. Include two references (ideally previous gym owners or instructors). Applications close [date].

Promoting senior students to assistant instructor roles is often the best approach. Advantages include proven culture fit (they already embody your values), loyalty (they're invested in your gym's success), knowledge of your systems (curriculum, members, procedures), member familiarity (members already know and trust them), and easier training (they've been learning your teaching approach for months or years).

Disadvantages include potential lack of teaching experience (will need significant training and support), relationship dynamics may change (harder to correct someone you've trained with for years), and limited external perspective (might not bring new ideas or techniques).

How to develop internal talent: identify promising students (typically blue belt or higher with good attitude), offer assistant instructor opportunities (demonstrating techniques, helping with warmups), provide structured training and feedback, support their development (seminars, coaching courses), and gradually increase responsibilities as they prove capable.

One successful gym owner shared: 'My best instructors started as white belts in my gym. By the time they reached purple belt, they knew my curriculum inside out and shared my values completely. Yes, I had to invest more in training them to teach, but the loyalty and cultural fit were worth it.'

Network within the UK BJJ scene: visit other gyms and network (attend open mats at other academies, build relationships with other owners and instructors), BJJA and UKBJJA events (competitions, seminars, annual conferences provide networking opportunities), competitions (meet instructors from various gyms), and seminars (hosting seminars builds relationships with high-level instructors who might know people looking for positions).

Important: approach with respect. Don't actively poach instructors from other gyms - it damages your reputation in the community. If someone expresses interest in opportunities at your gym, that's different from actively recruiting them away from their current position.

Digital platforms reach wide audiences: Facebook BJJ groups (UK BJJ Network, BJJ UK, regional groups), Reddit r/bjj (post in the weekly 'White Belt Wednesday' or general threads, many UK practitioners read regularly), Instagram (post in stories and feed, use UK BJJ hashtags, share information about your gym culture to attract aligned instructors), LinkedIn (professional platform, good for finding instructors making career transitions), and martial arts job boards (specialist boards like Martial Arts Jobs UK, Sport England jobs board).

When posting online, focus on what makes your gym unique. Generic 'BJJ instructor wanted' posts get lost. Share your culture, values, teaching philosophy, and what you offer instructors beyond just pay.

Official organisations provide qualified instructor access: UKBJJA (UK Brazilian Jiu Jitsu Association maintains instructor network, posts job opportunities, coaching course attendees are qualified instructors seeking opportunities), BJJA GB (British Ju Jitsu Association Governing Body offers instructor listings and networks), and Sport England databases (coaches registered through official pathways).

Instructors who've completed UKBJJA coaching qualifications (Level 1 Assistant Coaching for blue belts, Level 2 Coaching Award for purple belts) demonstrate commitment to teaching development and meet nationally recognised standards.

Sometimes the perfect instructor isn't local: advertise to instructors willing to relocate (many instructors consider moving for right opportunity, particularly to major cities like London, Manchester, Birmingham), international instructors (some are willing to relocate to UK, particularly from Brazil, US, Australia), and returning expats (British instructors who've been training abroad often seek UK positions when returning).

Considerations: right to work verification is critical (UK citizens, Irish citizens, those with valid visa or settled/pre-settled status), relocation costs (will you contribute to moving expenses?), time to relocate (allow 1-3 months notice period), and integration support (helping them settle into new area builds loyalty).

For international hires, visa sponsorship is complex and expensive (typically £5,000-£10,000 in fees and legal costs). Most small gyms can't justify this unless hiring a very senior, established instructor who'll drive significant growth.

Must-have requirements include belt rank (typically purple belt minimum from verifiable lineage, brown/black ideal; verify lineage - ask who promoted them, can you confirm this?), UK work authorisation (critical legal requirement - don't interview without confirming; British citizens, Irish citizens, those with valid work visa or settled/pre-settled status), DBS check eligibility (Enhanced DBS required for instructors working with children; costs £68, takes 2-4 weeks; clean criminal record needed), availability matches your needs (if you need Tuesday evenings and they're unavailable, they're not suitable), and professional communication (how they communicate in application reflects how they'll interact with members).

UK work authorisation is non-negotiable. Employing someone without right to work carries penalties up to £60,000 per illegal worker plus potential criminal charges. Always verify before progressing to interview using Gov.uk right to work checking service.

Beneficial but not essential: teaching experience (though you can train someone with right attitude and skills), first aid certification (legally required for some settings; 1-day Emergency First Aid at Work or Sports First Aid course; can be obtained after hiring if needed), coaching qualifications (UKBJJA Level 1 or 2, or equivalent; demonstrates commitment to teaching development), safeguarding training (essential for kids classes; can be completed after hiring through organisations like BMABA), and specific skills matching your needs (no-gi expertise if you run no-gi classes, kids teaching experience, competition coaching background, women's self-defence experience).

Remember: skills can be trained, attitude and values alignment cannot. Don't reject someone who's a great culture fit but lacks a qualification they can easily obtain.

Concerning indicators include frequent gym hopping (multiple gyms in short periods without clear reason suggests issues), badmouthing previous gyms or instructors (unprofessional and suggests they'll do the same to you), unreliable communication during hiring (if they can't respond to emails during recruitment, expect worse after hiring), overemphasis on competition credentials without teaching focus ('I won 10 gold medals' doesn't mean 'I'm a great teacher'), unwillingness to follow curriculum ('I only teach my system' won't work in most gyms), no references available (should be able to provide at least one previous gym owner or instructor), and unrealistic salary expectations for market (expecting £60/class with no teaching experience).

Trust your instincts. If something feels off during screening, it usually is. Better to keep looking than hire the wrong person.

First contact should be brief phone or video call to assess communication skills and professionalism, verify basic requirements (work authorisation, availability, belt rank), explain compensation and expectations clearly (no surprises later), gauge enthusiasm and interest, and schedule in-person interview if promising.

Sample screening questions: 'Tell me about your BJJ background and who promoted you?', 'What teaching experience do you have?', 'What's your availability for [specific days/times]?', 'Are you currently working at other gyms?' (relevant for contractor classification), 'What's your teaching philosophy in one sentence?', 'The pay is £X per class - does that work for you?', 'When could you start if we move forward?'

This screening prevents wasting time on in-person interviews with unsuitable candidates. If they're clearly not a fit, politely decline and move on.

Invite promising candidates to your gym for tour of facility (show mats, changing rooms, equipment), trial class observation or teaching demonstration (critical - see section below), 30-45 minute conversation (assess cultural fit, teaching approach, reliability), and opportunity for them to ask questions (their questions reveal priorities).

Schedule interviews when gym is active if possible. Candidate seeing members training provides better sense of environment and culture than empty gym.

Assess teaching philosophy and approach: 'What's your teaching philosophy?' (listen for alignment with your values), 'How do you handle students with different learning speeds?' (reveals patience and adaptability), 'Describe your experience teaching fundamentals vs advanced techniques' (ensures they can teach your target level), 'Walk me through how you'd structure a 90-minute fundamentals class' (assesses planning and organisation), and 'How would you handle a student who challenges your instruction during class?' (reveals conflict management).

Assess experience and background: 'Tell me about your BJJ journey and who you've trained under' (verify lineage), 'What's your approach to kids classes vs adult classes?' (if relevant), 'Describe a challenging teaching situation you've faced and how you handled it' (reveals problem-solving), 'What do you find most rewarding about teaching BJJ?' (assesses genuine passion), and 'Why are you leaving your current gym?' or 'Why are you looking for teaching opportunities?' (listen carefully to this answer).

Assess long-term goals and fit: 'What are your long-term goals in BJJ and teaching?' (understand their trajectory), 'Where do you see yourself in 3-5 years?' (partnership interest? Opening own gym?), 'What questions do you have about our gym, members, or teaching approach?' (their questions reveal priorities), 'How do you feel about following an established curriculum vs creating your own?' (compatibility check), and 'What would make you want to teach here long-term?' (understand retention factors).

Always include a teaching demonstration. Technical skill doesn't equal teaching ability. Ask candidate to teach a 15-20 minute technique or class segment. Provide scenario: 'Teach a fundamental sweep to a mixed-level group including beginners.'

Assess clarity (are explanations clear and well-structured?), engagement (do they connect with students, make eye contact, check understanding?), safety awareness (do they emphasise safety points, check everyone's positioned correctly?), pacing (too fast and beginners are lost, too slow and advanced students are bored), adaptability (can they adjust if someone doesn't understand?), teaching style (does it match your gym culture?), and confidence (are they comfortable in front of group?).

The technique they choose matters less than how they teach it. You're not judging their technique knowledge - you're judging their ability to transfer that knowledge to others.

Alternatively, invite them to observe and assist with an actual class before teaching demonstration. This shows your teaching style and gives them sense of your members and culture.

Never skip reference checks. Speak to previous gym owners or instructors (ask about reliability and punctuality, teaching quality and member feedback, professionalism and how they handled challenges, reason for leaving, and 'Would you hire them again?').

If candidate can't provide at least one instructor or gym owner reference, that's concerning. 'I don't want to tell my current gym I'm leaving' is understandable, but they should have other references (previous gyms, coaches they've worked with).

Make reference checks after interview but before offering position. Don't waste time on someone with problematic references.

Present offer clearly: compensation structure (£X per class, or £X annually if salaried), schedule and expectations (specific days, times, number of classes), start date (allow time for notice period at current position, DBS check processing), trial period (typically 3-6 months during which either party can end arrangement with minimal notice), contract to follow (written agreement will be provided), and allow 24-48 hours for consideration (don't pressure immediate decision).

Example: 'We'd like to offer you the position teaching Tuesday and Thursday adult fundamentals, 7-9pm, at £35 per class. That's 4 classes weekly or approximately £560 monthly. We'd like you to start [date] if that works, with a 3-month trial period during which we'll both assess if it's a good fit. I'll send over a written contract for you to review. Take 24-48 hours to think it over and let me know.'

If they accept verbally, celebrate briefly, then immediately move to written contract. Verbal agreements aren't sufficient legally or practically.

All UK employment contracts or service agreements must include employment status (employee or self-employed contractor - be clear which), compensation and payment terms (rate per class or annual salary, when and how payment made, who invoices whom if contractor), schedule and hours (specific days and times, total hours expected weekly/monthly), holiday entitlement (if employee: 5.6 weeks or 28 days statutory minimum; if contractor: no holiday pay but note they can decline work), notice period both parties (typically 1 month for instructors, 2-3 months for head instructor; must be reasonable and equal both sides), DBS check requirement (Enhanced DBS for anyone working with children; gym typically covers initial cost), confidentiality and non-compete (must be reasonable in time and geography to be enforceable; 6-12 months within 5-10 mile radius is typical), intellectual property (curriculum ownership - clarify that curriculum remains gym's property), termination conditions (grounds for dismissal, redundancy terms, notice requirements), and dispute resolution (how disagreements will be handled, arbitration clauses).

Avoid template contracts from US websites. UK employment law is substantially different. Either use UK-specific templates from ACAS or legal providers, or pay solicitor £300-£500 to draft proper contract. This investment prevents future disputes and legal claims.

For contractor agreements, ensure contract reflects genuine self-employment (flexibility over when and how work done, right of substitution even if rarely used, own equipment/insurance, working for multiple clients). If contract reads like employment relationship, HMRC may challenge contractor status under IR35. See our contractor vs employee guide.

Complete these checks before first day: right to work check (verify and copy documents using Gov.uk checking service; acceptable documents include UK/Irish passport, biometric residence permit plus share code, share code from visa or settled status; keep copies for at least 2 years after employment ends; penalties up to £60,000 per illegal worker), DBS check application (Enhanced DBS required for anyone working with children; apply through UKBJJA DBS service or approved provider; costs £68 for paid instructors; takes 2-4 weeks typically; instructor cannot work unsupervised with children until received), employment contract signed (both parties sign, keep copies, instructor gets copy before starting), Starter Checklist for HMRC if employee (submit online, determines tax code and student loan deductions), Employer's Liability Insurance confirmation (legally required, check policy covers new instructor), and pension auto-enrolment assessment if employee (if earning over £10,000 annually, must be enrolled; employer contributes minimum 3%).

Don't let instructors start before completing these steps. While you might be eager to fill schedule gaps, employing someone without right to work verification or without proper DBS for kids classes creates serious legal liability.

Structured onboarding improves retention and effectiveness. Week 1-2 include instructor manual provided (or basic policies document if you don't have formal manual), facility access and keys (alarm codes, after-hours procedures, equipment location), software/systems training (attendance tracking, payment processing, communication tools), safety protocols review (emergency procedures, first aid kit location, incident reporting), child safeguarding training if applicable (required for kids classes; available through BMABA or similar), curriculum overview (teaching progression, technique sequence, class structure expectations), and introduction to members (formal or informal, helps build rapport).

Week 2-4 include shadowing experienced instructor (observe at least 2-4 classes of each type they'll teach), assisting with classes (demonstrating techniques, helping students, getting comfortable), first solo class with observation (you or senior instructor observes and provides feedback), regular check-ins (brief daily or weekly touchpoints to answer questions), and 30-day review scheduled (formal feedback session at end of first month).

The goal is making them feel supported, not overwhelmed. Drip-feed information rather than dumping everything on day one. New instructors who feel supported and clear on expectations stay longer and perform better.

Initial phase focuses on observation: observe all class types they'll teach (sit in on beginners, intermediate, kids, whatever they'll cover), learn gym systems and procedures (how you track attendance, collect payments, handle issues), meet members and build rapport (introduce them, encourage interaction), assist with classes but don't teach yet (help demonstrate, partner with students, get feel for dynamics), and daily debriefs (15-20 minutes after classes to discuss what they observed, questions, observations).

This shadowing phase prevents common mistakes of throwing new instructors straight into teaching without context. Even black belts need time to understand your specific gym culture and systems.

Gradually increase responsibility: teach warm-ups and drilling sections (low-stakes first teaching experience), teach full technique under observation (you're present to support if needed), receive constructive feedback after each class (what went well, what to improve, specific actionable suggestions), and build confidence gradually (increase complexity as they demonstrate competence).

Feedback should be specific and actionable. Not 'That was good' but 'Your explanation of hip pressure was really clear, and I noticed you made eye contact with everyone to check understanding. Next time, consider demonstrating from both sides even when students are drilling so they see the detail from multiple angles.'

Transition to autonomy: teach assigned classes independently (they're responsible for planning and delivering), regular check-ins and feedback (weekly or bi-weekly, formal or informal depending on needs), address any issues early (don't let small problems become patterns), and encourage questions and learning (maintain open communication).

Continue observing occasionally even after independence. Brief post-class debriefs maintain standards and show you care about their development. Many gym owners stop providing feedback after initial training, then wonder why teaching quality drifts.

Instructor development never stops: monthly or quarterly feedback sessions (formal reviews of teaching, member feedback, areas to develop), peer observations (instructors watch each other, share ideas and learn from each other), external training opportunities (seminars, coaching courses, guest instructor sessions), professional development support (budget for training, paid time for development), and belt progression support (recognise and celebrate their continued growth in BJJ).

Investment in instructor development pays dividends through better teaching quality, higher instructor satisfaction and retention, member retention (great teaching keeps members), and reputation growth (members tell friends about excellent instruction).

See our complete instructor training and development guide.

Clear communication prevents most problems: regular team meetings (weekly if large team, monthly if 2-3 instructors; cover schedule, member issues, curriculum, celebrations), WhatsApp or Slack for quick communication (daily operational stuff, immediate questions, schedule changes), shared calendar for scheduling (Google Calendar, gym management software; visibility on who's teaching when, cover arrangements), and clear expectations for response times (e.g., 'Respond to messages within 24 hours on weekdays').

Don't rely solely on informal communication. Regular scheduled meetings create space for discussion that ad-hoc messages miss.

Fair and clear scheduling prevents resentment: fair distribution of desirable time slots (don't give one instructor all prime evening slots while another gets unpopular morning classes), cover for holidays and sick leave (system for instructors to arrange coverage, temporary pay adjustments if covering), advance notice for schedule changes (minimum 1-2 weeks notice except emergencies), and flexibility when possible (accommodate instructor needs when you can).

Consider rotating prime time slots if multiple instructors want the same times. Fairness in scheduling prevents conflicts and turnover.

Document and communicate clearly: class preparation and planning (arrive knowing what technique/drills you'll cover), punctuality (typically 15 minutes before class start; allows setup and member greeting), professional appearance (clean gi, gym branding if required, personal hygiene), member engagement and retention (learning names, building rapport, responsive to questions), safety and risk management (stopping dangerous situations, enforcing hygiene standards, incident reporting), and administrative duties (attendance tracking, payment collection if applicable, equipment care).

Include these in your instructor manual so expectations are clear and consistent.

Balance praise with correction: regular positive feedback (don't only communicate when correcting; recognise good teaching, member compliments, extra effort), constructive feedback delivered privately (never criticise instructor in front of members; private conversation shows respect), recognition of exceptional teaching or effort (public praise in team meetings, gym social media, member newsletters), and involve in decision-making where appropriate (curriculum development, gym policies, special events).

Simple recognition costs nothing but significantly impacts retention. A message saying 'Three members mentioned how much they enjoyed your class last night - the armbar details you covered really clicked for them' takes 30 seconds and makes instructors feel valued.

When problems arise, address them promptly: address problems early and directly (don't hope they'll resolve themselves), document serious issues (written records of performance problems, conversations, warnings), follow disciplinary procedures if employee (UK law requires following ACAS Code: warnings, performance improvement plans, dismissal procedures), and know when professional advice needed (legal advice for dismissals, HR advice for complex situations).

See our guide on dealing with difficult instructors for detailed approaches to specific scenarios.

Understanding reasons helps prevent turnover: better pay elsewhere (£5-£10 more per class makes difference; if local competitors pay £40 and you pay £30, you'll lose people), lack of appreciation or recognition (feeling taken for granted, no thank you or acknowledgment), no career progression (stuck at same level with no path to advancement), poor communication from gym owner (feeling uninformed, excluded from decisions, uncertainty about future), unfair treatment or favouritism (perceived inequity in scheduling, pay, responsibilities), opening their own gym (your success inspired them; natural progression), and personal circumstances (relocation, career change, family commitments, injury).

Exit interviews help identify patterns. If multiple instructors cite same reasons for leaving, that's actionable feedback.

Build long-term commitment through pay competitively (know and match market rates for your area; saving £5/class costs thousands when you lose instructor and must recruit/train replacement), regular pay reviews and increases (annual reviews minimum; cost-of-living adjustments 2-4%, performance increases 5-10%), clear progression path (assistant instructor → instructor → senior instructor → head instructor → partner; make this path visible and achievable), professional development budget (£500-£1,500/year for seminars, coaching courses, competition support), revenue share or profit share for loyalty (reward long-term commitment with ownership or profit percentage), involve in gym decisions (seek input on curriculum, class times, policies, special events; people stay where they have voice), public recognition and appreciation (social media mentions, member newsletters, verbal acknowledgment), flexibility for personal circumstances (accommodate scheduling needs when possible, understand life happens), quality instructor manual and support (clear policies prevent confusion and frustration), and building genuine relationship, not just transactional (show interest in their BJJ goals, life outside gym, personal development).

Remember: instructors are people, not resources. Treating them as valued team members rather than hired help dramatically improves retention. Gym owners who ask 'How are you doing?' genuinely and regularly retain instructors far longer than those who only communicate about scheduling.

Legitimate grounds include consistent poor performance despite feedback (you've provided clear expectations, training, feedback, improvement time; performance hasn't improved), unreliability (missed classes, frequent late arrival, last-minute cancellations affecting members), inappropriate behaviour with members (boundary violations, aggressive conduct, harassment), breach of contract terms (teaching at competing gym in violation of non-compete, sharing confidential information), and financial necessity (gym downsizing, revenue drop requiring cost reduction).

UK employment law distinguishes between fair and unfair dismissal. Ensure your reasons are legally sound before terminating. See ACAS guidance on unfair dismissal.

For employees (not contractors), UK law requires fair dismissal procedures following ACAS Code: investigation (gather facts about performance issue or misconduct), written allegations (inform employee in writing of concerns), hearing (give opportunity to respond, right to be accompanied), decision (decide on outcome: no action, warning, final warning, dismissal), and appeal (employee has right to appeal decision).

Warning progression typically follows verbal/informal warning, written warning, final written warning, and dismissal. For gross misconduct (serious safety violation, theft, assault), immediate dismissal after proper hearing may be justified. However, most performance issues require stepped warnings showing you gave opportunity to improve.

Notice period per contract (typically 1 month for instructors, 2-3 months for head instructor), final pay and holiday pay calculation (must pay for unused holiday, calculate accurately), written confirmation of termination (provide written letter confirming dismissal, reasons, effective date, final pay details), and avoiding unfair dismissal claims (employment tribunals can award compensation if dismissal unfair; tribunals increase awards up to 25% for failure to follow ACAS Code).

Handle professionally: private conversation explaining decision (never fire someone publicly; private, respectful conversation explaining reasons), written termination letter (formal written confirmation following conversation), return of keys and access (deactivate alarm codes, retrieve keys, remove from systems), final payment within notice period (calculate final pay including holiday correctly, pay on time), reference policy if applicable (decide whether you'll provide reference, what you'll say), and communicate departure to members professionally (brief, factual, positive: 'Instructor X is moving on to other opportunities. We wish them well. Classes will be covered by...').

Maintain professionalism even if parting was difficult. BJJ community is small, and how you handle departures affects your reputation.

Most departures are resignations, not terminations: exit interview (understand why they're leaving; learn from feedback even if it's hard to hear), notice period enforcement (per contract, typically 1 month; negotiate if they want to leave earlier), knowledge transfer (ensure smooth handover of classes, member relationships, administrative duties), maintaining professional relationship (they'll remain part of BJJ community; part on good terms), and non-compete considerations if applicable (enforce reasonably; don't be aggressive unless they're actively recruiting your members).

When instructors leave to open their own gym, handle gracefully. It's flattering they learned from you. Many successful gym owners maintain friendly relationships with instructors who've left to start their own academies, even referring members who live closer to the new location.