Disciplinary Procedure free essay sample

General Principles: it includes general information about the rules of company. Such as Informal Resolution, Investigation, Nature of allegations, First breach of discipline, Suspension, Right to be accompanied, Equality and Diversity,   Confidentiality,   Involvement of Human Resources,   Appeals against Sanctions including dismissal and Timescales. Informal Procedure: It is part of the normal supervisory process that managers bring to the attention of the employees the standards required and any failure to meet those standards. The purpose of these discussions is to ensure that the employee understands the nature of the concerns, expectations of improvements in conduct and where appropriate timescales and the nature of any support available Formal procedure: Where the informal process has not led to improved conduct, or where the alleged misconduct is of such seriousness that the manager considers informal action to be inappropriate, formal action will be initiated. Investigation: Before a disciplinary hearing is convened there will normally be an investigation into the circumstances of the alleged misconduct. The purpose of the investigation is to establish the nature of the allegations. Disciplinary Hearings: the employee will be given an opportunity to present his/her case, question witnesses and raise any issues she/he wishes to have considered. The decision may be given verbally at the hearing and will in any event be conveyed or confirmed in writing within five working days of the hearing. Formal Levels of Disciplinary Sanctions: There are three levels in the formal disciplinary procedure Level One Formal verbal warning Level Two Formal Final written warning Level Three Formal – Dismissal Appeals: it is against warnings, sanctions or action less than dismissal. The employee has the right to appeal against a decision to issue a warning or sanction, less than dismissal, under this procedure. The appeal will be heard by a manager that is senior to the manager who has made the decision to issue a sanction and who has had no prior involvement in the case. Redeployment of redundancy plan In the case of redundancy, either on a voluntary or compulsory basis, the decision should be made on the basis of fair, non-punitive and non-discriminatory criteria such as length of service, nature of work, job skills etc. An employee who is dismissed by reason of redundancy is eligible for severance payment but not long service payment. Employers are also encouraged to provide employees of different age groups with equal access to voluntary departure or Redundancy schemes, if any. Employers are encouraged to review their redundancy and dismissal procedures from time to time to ensure that such procedures are not discriminatory. The stress felt by a dismissed or retrenched employee is notable. An employee who is dismissed/retrenched not only suffers wage loss, but also the loss of a secure future. Hence, in cases of termination, employers should explore alternatives to dismissal or retrenchment. If retrenchments are unavoidable, consider these measures : 1. encourage employees to join voluntary exit plan. 2. ensure that the retrenchment criteria are objective, fair, open, non-punitive and non-discriminatory. 3. explain to the affected employees how the termination compensation is calculated. Redundancy situations can be stressful for all involved. Outplacement services provide the practical and emotional specialist career coaching support that will enable an individual to navigate the competitive job market and move into appropriate new employment as soon as possible. It also enables organisations to focus their energies on business operations rather than divert the sometimes considerable time and energy needed to support leavers and the morale of the retained team Individual * Confidence-building at a vulnerable time * Greater clarity and focus about their next role More time-efficient job search campaign * Improved success-rate in being shortlisted for target roles * Enhanced interview skills to win the job offer organization * Providing genuine help to those who are about to face the most competitive job market for decade. * Reduced conflict and fewer  legal disputes as individuals feel supported in their transition * Freeing up HR and line management time and energy * Maintaining the morale of the redundancy â€Å"survi vors† who see their exiting colleagues well-treated Outplacement Executive outplacement programmes for senior managers and directors * Job-search workshops where a number of staff are being made redundant * Career clinics providing drop-in career coaching appointments * Research and information services, including market intelligence, business information etc * Networking opportunities Stage 1. Identifying the Aim of Your Plan The aim is best expressed in a simple single sentence. This ensures that it is clear and sharp in your mind. If you are having difficulty in formulating the aim of your plan, ask yourself: †¢What do I want the future to be? What benefit do I want to give to myself and staff? †¢What standards am I aiming at? †¢What values do I and my organization believe in? Stage 2. Exploring Options At this stage it is best to spend a little time generating as many options as possible, even though it is tempting just to grasp the first idea that comes to mind. By taking a little time to generate as many ideas as possible you may come up with less obvious but better solutions. Stage 3. Selecting the Best Option Once you have explored the options available to you, it is time to decide which one to use. If you have the time and resources available, then you might decide to evaluate all options, carrying out detailed planning, costing, risk assessment, etc. for each. Stage 4. Detailed Planning Detailed planning is the process of working out the most efficient and effective way of achieving the aim. It is the process of determining who will do what, when, where, how and why, and at what cost. Stage 5. Evaluation of the Plan and its Impact This is frustrating after the hard work of detailed planning. It is, however, much better to find this out now than when you have invested time, resources and personal standing in the success of the plan. Evaluating the plan now gives you the opportunity to either investigate other options that might be more successful, or to accept that no plan is needed or should be carried out. Stage 6. Implementing Change Once you have completed your plan and decided that it will work satisfactorily, it is time to implement it. Your plan will explain how! It should also detail the controls that you will use to monitor the execution of the plan. Stage 8. Closing the Plan Once you have achieved a plan, you can close the project. At this point is often worth carrying out an evaluation of the project to see whether there are any lessons that you can learn. This should include an evaluation of your project planning to see if this could be improved. Disciplinary interview is divided in to three level and they are: Level 1- verbal warning Level 2- Final written warning Level 3– Dismissal The following are the question ask on each level Level 1- verbal warning: 1. Were you late for office? 2. Did you take longer break? 3. Do you offend sleep on working hour? 4. Do you ignore company’s rules? 5. Did u misbehave with any staff? 6. Did you discriminate your team member? 7. Don’t you your wear uniform? 8. Did you harm company properties? 9. Did you ignore customer compliments? 10. Do you often make mistake on filing? Level 2- written warning: 1. Were you absence on the following days without any information to HR? 2. Did you damage company’s properties by knowingly? 3. Were you taken bride from customer? 4. Did you explore company’s agenda or policy? . Were you fighting with staff? Question for exit interview 1. What is your primary reason for leaving? 2. What was your most and least satisfying about your job? 3. Did this company help you to fulfill your goals? 4. What would you improve to make our workplace better? 5. Did any company policy and procedure make your job more difficult? 6. What did you like least about this company? 7. What does your new company offer that this company doesn’t? 8. What if we increase your salary ? 9. If we change our Pamp; P ,will you come back? 10. Any other comment?