Dominic Hodson

Dominic Hodson is a partner in King & Spalding’s Global Human Capital and Compliance practice. For over 20 years, Dominic has worked closely with some of the world’s best-known brands to provide strategic and commercial compliance solutions for their global personnel.  

Dominic specializes in global employment law and has devoted his career to the development of this niche practice, guiding his clients to compliant and commercially practical resolutions to their needs. Dominic's practice covers all regions of the world and encompasses not only the day-to-day issues which global employers face in managing their workforce in specific countries, but also the complex and

detailed issues arising from the implementation and management of multijurisdictional HR projects and initiatives. He has a particular focus on the labor and employment aspects of international business transactions and his work includes:

• Resolving employment and labor issues arising out of international M&A, spin-offs, joint-ventures and outsourcings, such as global business transfer rules (e.g. TUPE and its European equivalents); employee and employee representative consultation and consent processes; termination and rehire requirements; and pre- and post-transaction rationalization and integration processes.
• Addressing global employment compliance issues, such as data protection; workplace harassment and discrimination; equal opportunity; flexible work and working from home requirements; leave and absence entitlements; wage-hour compliance; and protections for specific classes of employees.
• Implementing individual and collective terminations and reductions in force, including alignment to permitted reasons for termination; individual and collective (e.g. works council and trade union) consultation requirements; government and labor authority notification and approval processes; severance agreements and other termination documents.
• Designing cost-management processes, such as adjustments and withdrawal of compensation programs; forced vacation; furloughs, unpaid leave and other reductions in working time; and implementation of other non-standard working arrangements to achieve necessary cost reductions.