1. 1 Discipline, Capability and Grievance resolution: for those with responsibility for others Jessie Monck, PPD, jcm56@cam.ac.uk Human Resources Division Personal and Professional Development

2. 2 Roles and responsibilities Managers… ensure individuals and the team can and do get the job done All employees… take responsibility to meet standards and expectations of the job

3. Reasons why employees may not meet the expectations/standards of their role… Insufficient training Unclear instructions Ill health Not aware of standard expected Cannot reach standard despite support Carelessness or lack of effort Under influence of drink/drugs …

4. Approach to managing these situations Problem-solving – structured way of achieving improvement Supportive Seamless progression and gradual increase in formality Part of working relationship, actions by managers have to be: consistent and justifiable in line with employment legislation Use the correct policy and procedure!

5. Using the right policy: is it capability or conduct? Lack of capability: employee can’t (outside their control, assessed by reference to skill, aptitude, health, or any other physical or mental quality) Misconduct: employee won’t (within their control) Covered by same ACAS code Covered by different University procedures Consider other University policies, guidance and procedures e.g. Sickness absence, Dignity at Work, Probationary

6. Examples of misconduct wilful failure to perform the duties of the post refusing to comply with reasonable requests from the work supervisor incapacity to perform the duties of the post effectively due to alcohol or drug abuse bullying, sexual or racial or disability harassment of any member of the University staff and students misconduct in research breach of duty regarding non-disclosure of confidential information breach of the University or Department safety regulations or rules unsatisfactory timekeeping unauthorised absence from work breach of any other conditions of employment 6 (from Disciplinary Policy)

7. 7 Take formal action: Carry out an investigation to establish the facts Inform employee in writing Hold meeting – chance to discuss Allow employee to be accompanied Decide action Take informal action wherever possible Issue resolved = action complete Conduct fails to improve sufficiently = take further action Conduct improves = action complete Employee dismissed Provide employee with an opportunity to appeal Inform employee of result in writing e.g.: No penalty First written warning Final written warning Dismissal or other sanction *Inform or consult your HR Business Manager or Adviser* Always follow the relevant University procedures – be prompt, fair and consistent. Consider using the University Mediation Service at any stage. Records should be kept at all stages of the procedure and be confidential (in line with the DPA). A fair DISCIPLINARY procedure overview

8. 8 Take formal action: Carry out an investigation to establish the facts Inform employee in writing Hold meeting – chance to discuss Allow employee to be accompanied Decide action Take informal action wherever possible Issue resolved = action complete Performance fails to improve sufficiently = take further action Performance improves = action complete Employee dismissed Provide employee with an opportunity to appeal Inform employee of result in writing e.g.: No penalty First improvement note Final improvement note Dismissal or other sanction *Inform or consult your HR Business Manager or Adviser* Always follow the relevant University procedures – be prompt, fair and consistent. Consider using the University Mediation Service at any stage. Records should be kept at all stages of the procedure and be confidential (in line with the DPA). A fair CAPABILITY procedure overview

9. 9 Key skill: asking questions Open: Tell me about… Probing: Can you expand… Closed: This is what I understand. Am I right?

10. 10 Key skill: giving feedback 1.Clarify: “This is what I expect to see…” (the expected standard of performance or behaviour) 2.Explain: “This is what I actually see…” (observed performance or behaviour) 3.Discuss together 4.Agree plans for improvement 5.Review progress CEDAR

11. A fair GRIEVANCE resolution procedure 11 Always follow the relevant University procedures – be prompt, fair and consistent. It may be helpful to consider mediation at any stage. Records should be kept at all stages of the procedure and be confidential (DPA). Issue resolved = action complete *Inform or consult your HR Business Manager or Adviser* Follow the relevant procedure if it’s not possible or appropriate to resolve the matter informally Resolve informally wherever possible Employee to let the employer know the grievance in writing Meeting to discuss the grievance Allow the employee to be accompanied at the meeting Decide on appropriate action Allow the employee to appeal if not satisfied. Deal with appeal impartially and where possible by a manager not previously involved.

12. What staff can do Seek advice Keep records Speak to individual if able to Complain formally to HOD if not HOD will initiate investigation 12

13. Preventing problems (create harmony!) Clear expectations of performance and behaviour Deal with problems early on Communicate and listen well Keep it objective not personal Focus on actionable solutions Encourage ‘no-blame’ culture Show mutual respect Keep confidences and build trust 13