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#1 Posted : 21 December 2007 15:23:00(UTC)
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Posted By halesowen Baggie
I cant believe what has happened today!

A member of staff came to my office asking for some advice on the working time directive. This employee did not want to approach any other manager with the issues he has. I do not consider myself competent in this area so I gave this employee the phone number of the health and safety officer who though not employed on this contact, works for the same firm as I do (My contract falls under his remit for health and safety).

I am now being asked to attend a disciplinary meeting for 'Failure to adhere to contract management hierarchy for issue escalation'. What should I do?
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#2 Posted : 21 December 2007 15:28:00(UTC)
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Posted By J Knight
Hi,

I would check any Whistleblowing or Grievance procedures in place as they might ratify the decision of the employee in coming to you if they felt their problem couldn't be resolved satisfactorily elsewhere in the company. I would also be prepared to cite the IOSH professional code of conduct as a reason for acting as you did,

John
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#3 Posted : 21 December 2007 15:43:00(UTC)
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Posted By John Watson
Without knowing the full facts its hard, but this smacks of them looking to want to give you a kicking for some other reason and this is the only way they have found to do it. Seems very petty, if it gets upheld I would make sure that they follow this "rule" everytime, otherwise its discrimination.

Regards

John

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#4 Posted : 21 December 2007 16:22:00(UTC)
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Posted By Bob Youel

Do you know of the 'Failure to adhere to contract management hierarchy for issue escalation' policy and procedure as if not that is a good starter defence - always attack [ if you can] in such situations

Best of luck
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#5 Posted : 21 December 2007 17:55:00(UTC)
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Posted By Philip McAleenan
Paul,

You will receive a lot of advice and opinion on this forum, but at the end of the day you must seek the assistance from your union representative or speak to a legal advice centre, bringing with you all the relevant documents from T&C of Employment, to company policies and procedures, and the letter stating the purpose of the disciplinary hearing. Give some consideration to witnesses and others who will provide support.

You are entitled to have a clear unambiguous statement of the specific breach you are alleged to have committed, i.e. a statement on how you are supposed you have “failed to adhere … etc.” You are entitled to confront any and all who have made the allegations so that you may question them.

Disciplinary procedures are serious matters with serious outcomes, particularly if it goes against the employee, and therefore not to be treated lightly. Your employer will rightly accord little weight to any opinion or advice from this forum, but formal representation by your union is a different matter.

I am experienced both in personnel and as an employee representative; if you wish to discuss any matter offline in confidence, drop me an e-mail,

Regards, Philip
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#6 Posted : 21 December 2007 18:13:00(UTC)
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Posted By Granville Jenkins
First thing to do 'never admit that you have made a mistake' - Second thing to do 'look for the cause' and 'not the affect'. In this instance the effect is a 'disciplinary hearing' which seems a severe reaction on the part of the senior management - it would have been simpler if they had had a quiet word with you!
So what is the underlying cause - could it be that you were never made aware of the companies procedures - or is it a simple slip-up - whatever - disciplinary action seems excessive for such a minor grievance or perhaps you have trodden on the wrong toes or maybe someone is just out to 'get you'.

Whatever the issues, your company cannot 'sack you' for such a minor misdemeanour. If they do threaten you with such an action then tell them 'I will see you in court' - go straight to an 'employment tribunal' and sue them for unfair dismissal, or as someone else has mentioned if you are in a union - get the support of your union.

Regards
Granville
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#7 Posted : 21 December 2007 21:44:00(UTC)
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Posted By halesowen Baggie
Thanks for all the advice.
I have told the person conducting the disciplinary that I would like the MD of our company in the interview with me (This sparked an immediate phone call, asking me to think about what I am doing, and telling me to calm down, from both the person doing the interview and the Health and Safety Officer). I am sending him an email explaining exactly what has happened and asking him to attend as my representative.

I know he wont attend (we are a massive company) but at least he will know what is going on at one of his workplaces.
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#8 Posted : 21 December 2007 23:06:00(UTC)
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Posted By Karen Todd
Erk!!!

I'm not sure that the MD could attend as your representative. I know that at a company where I worked I was 2IC to the MD and had to do all the disciplinaries - he said he couldn't do them or be involved in them as he was where the final say on all appeals ended up.

I know you must be very annoyed and upset at everything going on at the minute, but duck down below the parapet for now and seek some really good advice, e.g. from union rep or similar as suggested above. Document everything & keep a really good diary of all that is said & done, etc.

Let us know what happens?

KT
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#9 Posted : 22 December 2007 09:24:00(UTC)
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Posted By GeoffB4
First thing to do 'never admit that you have made a mistake'

Actually, but not specific to this case, sometimes it is best to do just that and admit it.

I wonder about the moral values of a nation when we accept without question the insurance advice not to admit liability - and which in turn is based purely on monetary values.
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#10 Posted : 22 December 2007 14:07:00(UTC)
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Posted By B Smart
Quick Check list:
1/ Inform Union/ACAS/other help....
2/ Gather all employment documentation:
a) Contract
b) Staff (employee) Handbook
c) Safety Policies
d) All other policies and procedures
3/ Start researching statutary employment documents
4/ Start looking for another job

B. Smart
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#11 Posted : 22 December 2007 17:43:00(UTC)
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Posted By Kieran J Duignan
In the course of any meeting, ask for clarity about the substantive issues raised about the Working Time Directive, so that the forest doesn't totally obscure the starting point.
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#12 Posted : 24 December 2007 03:29:00(UTC)
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Posted By Anthony Rocheford
In addition to the advise above re the Union etc.
My position would be that I acted responsibly by referring the person to the competent person in the organisation for advise that was outside of my scope instead of giving incorrect advise for which I could be held liabel if it were acted upon and the wrong result occurred.
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#13 Posted : 28 December 2007 10:52:00(UTC)
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Posted By The toecap
I went through the disciplinary process because i wouldn't remove an accident to a member of public from the database. I was dismissed a week before Xmas.I will be appealing but, i will also be looking for an another job.
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#14 Posted : 28 December 2007 12:17:00(UTC)
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Posted By Phil Grace
I'm really confused by both the original posting and some of the responses.

A "disciplinary hearing"... surely not? From the sense/wording of the posting this is a fairly big company. They will have (should have) formal procedures which will set out the routes/steps to take when a person commits a "wrong". Usually these consist of a verbal warning followed by written warnings and then moving to more formal hearings with a view to dismissal. But the ultimate sanction -dismissal - can only usually be used for offences of gross misconduct. These should be defined in company handbook, terms and conditions of employment - and wouldn't usdually invovle failure to follow (adminsitrative) procedures. I think I detect an over enthusiastic manager and/or one who has mis-intepreted the rule book.
Phil
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#15 Posted : 28 December 2007 12:18:00(UTC)
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Posted By Phil Grace
Opps - sorry abotu typos - too quick on the "post it" button....!
Phil
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#16 Posted : 28 December 2007 13:09:00(UTC)
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Posted By Kieran J Duignan
Where a professional is exposed to a disciplinary process in relation to his conduct of his job, the psychology of hostage management offers useful guidance.

If you would find it useful to familiarise yourself with research and practice of the psychology of hostage management, read 'Hostage at the Table. How Leaders can overcome conflict, influence others and raise performance.', George Kohlrieser, Jossey-Bass, 2006

Kohlrieser is an experienced hostage negotiator and leadership trainer.
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#17 Posted : 28 December 2007 14:18:00(UTC)
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Posted By Gilly Margrave
With all due respect I don't think a psychologist would be as useful as an employment lawyer.
I'm not a lawyer but IMHO it appears that you may have been unfairly dismissed. You need to write to your employer informing them of you intention to appeal their decision and asking what their procedure is.
If you have not received a response after 28 days (or if they confirm your dismissal) you may need to submit an ET1 to the Employment Tribunals:

http://www.employmenttri...ov.uk/claim_form_et1.asp

It is important that you do this quickly as ET1s have to be submitted within a strict 3 month timescale.

If you are a member of a Trade Union you should contact them ASAP.
If not it would be wise to seek advice from one of the specialist law firms - If you e-mail me I'll give you a list.

Gilly

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#18 Posted : 28 December 2007 14:29:00(UTC)
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Posted By Glyn Atkinson
A few questions after reading through this thread -

1. Who has asked you to this disciplinary meeting - your HR department or line management?

2. Did you actually know in writing (company written policy etc)about this heirarchy of enquiries to be made through your management structure?

3. Do you belong to a Trade union of any description?

4. Have you tried for advice through a local Citizen's Advice bureau or free first consultation with a barrister?

5. Is this really going to be a gross misconduct offence worth dismissal??
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#19 Posted : 28 December 2007 15:17:00(UTC)
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Posted By Kieran J Duignan
Curious the prejudcial views expressed about 'psychology' and 'employment law'.

As someone qualified and experienced in both, I can simply observe how they have much in common relevant to the original question raised, provided they are approached without prejudice.

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#20 Posted : 28 December 2007 16:18:00(UTC)
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Posted By GeoffB4
I feel exactly the same way about it Keiran, we should all approach the question without prejudice.
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#21 Posted : 02 January 2008 11:40:00(UTC)
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Posted By garyh
If I was treated like this, I would defend myself as above. Then walk.
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#22 Posted : 02 January 2008 12:05:00(UTC)
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Posted By Kieran J Duignan
The original question posed was 'What should I do?' after an (unavoidably) brief outline of a troubled situation.

The full range of possible responses appears to extend from contrasting poles.

A 'win' for all concerned: conflict is defused; risks of errors or actual errors are clearly identified and those responsible learn how to avoid them in future; the CEO publicly records his or her appreciation for the manner in which all involved conducted themselves.

A 'lose' for all concerned: conflict is escalated through lawyers on both sides, who make loadsa money for NOT addressing the root issue; errors are ignored and the difficulty is multiplied many times through litigation lasting months; the employee who intended to help limps out of the company with a stigma; the board fail to acknowledge how they have wasted resources.

OSH professionals can choose which pole they incline towards, and whether they opt to facilitate thoughtful, well-informed, analytical negotiation or to fuel antagonisms and loadsa money for lawyers.

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#23 Posted : 04 January 2008 10:32:00(UTC)
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Posted By Lilian McCartney
IOSH's membership helpline can offer free guidance on employment law.

Phone them, the number is on back of your membership card.

If not an IOSH member then contact another agency as previously advised above..

Good luck

Lilian
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#24 Posted : 22 January 2008 12:57:00(UTC)
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Posted By Jean
Hi halesowen Baggie

What was the result of the threats? Are you able to update us?

Jean
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#25 Posted : 22 January 2008 16:32:00(UTC)
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Posted By GARRY WIZZ
Having come across a number of sacking cases,i.e. the whole of the night shift, more managers that I can remember the names of, yep it was a very very large national company with all the resources you would expect.

When your in the kangaroo court the best advice I could offer is shut your mouth, least said the better.

Seems to work because the company is paying out significant sums of money for wrongful dismissal, and I mean significant. Did hope they would sack me, had to quit instead.

garry
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#26 Posted : 22 January 2008 17:21:00(UTC)
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Posted By halesowen Baggie
I have been lucky enough to find myself another job.
I raised a grievance at work and put my notice in, the stuff hit the fan, management asked me to stay offering various incentives.
Since my notice has been in management are treading on eggshells around me. (They must think a constructive dismissal case is pending, which is not, Im just glad to get out).
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#27 Posted : 22 January 2008 18:50:00(UTC)
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Posted By Jean
I wish you all the very best.
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#28 Posted : 22 January 2008 18:51:00(UTC)
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Posted By Raymond Rapp
Nice to hear you have another option. It is a shame we will not see the end result though - from a purists perspective. Make them sweat a bit, I think you would have a reasonable case for constructive dismissal. Not an option I would normally recommend, but in your case you nothing to lose, if you secure another position.

Ray
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#29 Posted : 22 January 2008 20:36:00(UTC)
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Posted By Bob Baynes
Glad things turned out OK, good for you. Now what about Toecap? How are you doing?

Regards

Bob Baynes
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