NEWS — 24 March Judicial assessment — further experience It was back in early October last year that we saw a new procedure introduced in to employment litigation, namely judicial assessment, and since then we have been reporting our experience up and down the country at various employment tribunals. You will recall that this is the procedure whereby at the preliminary hearing stage of the litigation, provided both parties agree, the judge will give his or her assessment of the relative strengths and weaknesses of a case, the idea being that this is likely to promote a quicker resolution of the dispute. Importantly, if it happens, it means that particular judge will be barred from a final hearing of that particular case — so that is one of the tactical considerations to bear in mind.
But making a complaint using the grievance procedure was the best thing I could have done. My employers investigated and agreed with my complaint.
The worst offender got the sack, and the others got formal warnings. We will use your feedback to seek funding and improve our guides and make sure they are as helpful as possible. Disclaimer The information in this guide applies to England and Wales.
The law is complicated. We recommend you try to get advice from the sources we have suggested. The cases we refer to are not always real but show a typical situation. We have included them to help you think about how to deal with your own situation.
July What is a grievance? But unless you are singled out from others at your work and treated differently, you are unlikely to have a valid grievance, provided your employer stays within the boundaries of acceptable management practice. Grievances are normally about things like: Terms and conditions of employment.
For example, your employer changes the date you get your pay from the 15th of each month to the 30th. For example, your office chair loses a wheel. Your boss screws it back in but it is still wobbly.
You complain again, but your boss says a new chair is too expensive and that you will have to manage. For example, there are three of you in your team.
Only one of you is supposed to take leave at any one time. Two of your workmates keep taking leave at the same time which leaves you under a lot of pressure. Bullying and harassment see below. Changes in working practices or organisational change. For example, you work for a small charity.
Your job is partly recruiting members, and partly campaigning, about After a couple of years, a new lead organiser is appointed. She reviews priorities and decides she wants you to focus solely on recruitment. Things to do with your working environment generally. If you are in this position, you may want to get some advice, see Further help.
Discrimination What is discrimination? Discrimination is only unlawful when you are treated worse than other people because of a particular personal characteristic. Sex, including pregnancy or maternity, or whether you are married or single or in a civil partnership.
Race, including colour, nationality, ethnic or national origin. Disability this means where you have a physical or mental health condition which has a substantial effect on your day to day activities, and which has lasted or is expected to last for a year or more.
Age this includes being young as well as old. Religion or belief this includes having no religious beliefs.study to assess the handling of disciplinary cases in the public service, identify challenges faced by government departments in the management of disciplinary cases and then develop a set of recommendations in order to advise and provide guidance to departments.
INQUIRY OFFICERS AND DISCIPLINARY AUTHORITIES GOVERNMENT OF INDIA INSTITUTE OF SECRETARIAT TRAINING AND which was set up to review the procedure of Disciplinary/Vigilance Inquiries, the Department ofPersonnel andTraining (DOPT) had directed Semi Governmental Organisations: By this.
Example of a disciplinary procedure Purpose of the procedure/Introduction [Name of organisation]’s aim is to encourage improvement in individual conduct and performance.
Disciplinary Policy M:\NHSB_HR\Operations\Policies\Bristol CCG\Finalised Policies\HRa disciplinary rutadeltambor.com Page 1 This policy and procedure is current and transferre.
The disciplinary procedure set out at Appendix 1 provides a framework for making employees aware of unacceptable conduct and for developing ways of correcting any such issues whenever possible. Statutory minimum procedure (discipline): a set of stages that must be followed by all organisations who contemplate dismissing an employee, or imposing a disciplinary penalty that goes beyond suspension on full pay, or a warning.