Dear Friends,
I need some advice on disciplinary action related query.
#Flow of disciplinary action:
1. We have issued warning letter to Labour for irresponsible work and damage to company property; On the basis of department, supervisor and investigation report.
2. Employee same refused the responsibility with acknowledgement.
3. After two weeks employee has submitted his reply on warning letter with some allegation on department and management.
We don’t want to extend this subject with legal procedures and domestic inquiry.
Please give advice on how to close this matter with minimum procedure and/or can we close this matter with any other procedure?
From India, Pune
I need some advice on disciplinary action related query.
#Flow of disciplinary action:
1. We have issued warning letter to Labour for irresponsible work and damage to company property; On the basis of department, supervisor and investigation report.
2. Employee same refused the responsibility with acknowledgement.
3. After two weeks employee has submitted his reply on warning letter with some allegation on department and management.
We don’t want to extend this subject with legal procedures and domestic inquiry.
Please give advice on how to close this matter with minimum procedure and/or can we close this matter with any other procedure?
From India, Pune
It's important to handle disciplinary matters in a fair and consistent manner while also ensuring a resolution that aligns with your organization's policies. Given your preference to resolve the matter without legal procedures and a domestic inquiry, here are some steps you can consider:
Review the Employee's Response: Carefully review the employee's response to the warning letter, including the allegations made against the department and management. Assess whether the response provides any new information or insights that need to be addressed.
Managerial Discussion: Consider arranging a meeting between the employee, their supervisor, and a representative from HR or management. This meeting can provide an opportunity for open dialogue, where both parties can discuss the concerns and allegations. The goal is to understand the employee's perspective and provide clarifications if needed.
Mediation: If there are conflicts between the employee and management, you might consider involving a neutral third party as a mediator. The mediator can facilitate a constructive discussion and help both sides find common ground.
Resolution Agreement: Depending on the outcome of discussions, you could work towards a resolution agreement. This agreement could outline the agreed-upon actions or improvements moving forward. Ensure that the agreement is signed by both parties to demonstrate mutual commitment.
Documentation: Throughout this process, maintain detailed records of all communications, meetings, and agreements reached. This documentation will be useful in case you need to refer back to the discussions and the resolution reached.
Follow-Up: After the resolution agreement is in place, continue to monitor the employee's performance and conduct. Regular feedback and performance evaluations can help ensure that the issues have been addressed and that the employee's behavior improves.
Training and Development: If the employee's concerns involve allegations related to their department or management, consider offering training and development opportunities for both the employee and their supervisors. This can help prevent similar issues in the future.
Closure Letter: Once the matter is resolved to mutual satisfaction, consider sending a closure letter to the employee. The closure letter can summarize the discussions, agreements, and commitments made, and it can signal the end of the disciplinary process.
It's important to approach this process with sensitivity and professionalism. While you aim to resolve the matter without escalating it to legal or formal procedures, you want to ensure that the resolution is fair and just for all parties involved. If at any point you encounter challenges in reaching a resolution, seeking advice from legal or HR professionals might be necessary to ensure compliance with relevant laws and regulations.
23Review the Employee's Response: Carefully review the employee's response to the warning letter, including the allegations made against the department and management. Assess whether the response provides any new information or insights that need to be addressed.
Managerial Discussion: Consider arranging a meeting between the employee, their supervisor, and a representative from HR or management. This meeting can provide an opportunity for open dialogue, where both parties can discuss the concerns and allegations. The goal is to understand the employee's perspective and provide clarifications if needed.
Mediation: If there are conflicts between the employee and management, you might consider involving a neutral third party as a mediator. The mediator can facilitate a constructive discussion and help both sides find common ground.
Resolution Agreement: Depending on the outcome of discussions, you could work towards a resolution agreement. This agreement could outline the agreed-upon actions or improvements moving forward. Ensure that the agreement is signed by both parties to demonstrate mutual commitment.
Documentation: Throughout this process, maintain detailed records of all communications, meetings, and agreements reached. This documentation will be useful in case you need to refer back to the discussions and the resolution reached.
Follow-Up: After the resolution agreement is in place, continue to monitor the employee's performance and conduct. Regular feedback and performance evaluations can help ensure that the issues have been addressed and that the employee's behavior improves.
Training and Development: If the employee's concerns involve allegations related to their department or management, consider offering training and development opportunities for both the employee and their supervisors. This can help prevent similar issues in the future.
Closure Letter: Once the matter is resolved to mutual satisfaction, consider sending a closure letter to the employee. The closure letter can summarize the discussions, agreements, and commitments made, and it can signal the end of the disciplinary process.
It's important to approach this process with sensitivity and professionalism. While you aim to resolve the matter without escalating it to legal or formal procedures, you want to ensure that the resolution is fair and just for all parties involved. If at any point you encounter challenges in reaching a resolution, seeking advice from legal or HR professionals might be necessary to ensure compliance with relevant laws and regulations.
Dear Mr. Raj,
Please check your Certified standing order or model standing Order. There will be clearer clauses in your case. my suggestion is
Fist step:
1. Issue him show Casuse notice.
2. wait for replay.
3. If he is not accepting issue him domestic inquiry notice.
4. Then decide the appropriate punishment as per Certified standing order or model standing Order.
From India, Panaji
Please check your Certified standing order or model standing Order. There will be clearer clauses in your case. my suggestion is
Fist step:
1. Issue him show Casuse notice.
2. wait for replay.
3. If he is not accepting issue him domestic inquiry notice.
4. Then decide the appropriate punishment as per Certified standing order or model standing Order.
From India, Panaji
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DISCIPLINARY ACTION.ppt
Record of disciplinary action.doc