The UK Faculty of Public Health recently released a report discussing the risks involved in the poor application of disciplinary processes. Essentially, it highlighted how a badly handled process can escalate conflict and end up harming everyone involved. It’s an interesting perspective, and one that might encourage employers to pause and think about the emotional costs of disciplinaries in their business. Not only for the person who’s the subject of it either, but for everyone else involved in it too.
What were the report’s observations?
The report, “Reducing harm from the poor application of disciplinary processes: a public health issue”, discusses the clash between workplace wellbeing, and the excessive or poor use of disciplinary processes.
It argues disciplinaries should always be a last resort, not the starting point for dealing with a problem. It also highlights that disciplinary processes are clearly going to be difficult and upsetting for the person at the centre of them. But that’s not always fully recognised in the way they’re carried out.
The report discusses evidence of the harm extending beyond the person being investigated too. It can affect investigators, colleagues, the culture and even the communities the organisation services. Relationships can become damaged. Investigators and other people involved in the process may feel ongoing guilt and stress. Trust and morale can be eroded, and engagement levels affected. A culture of blame and defensiveness can form, which can have all kinds of negative consequences.
Could this apply to your organisation?
While the initial research focus was on the healthcare sector, the report points out the findings apply far more widely. Respondents from many different sectors and organisations said the examples of different types of harm resonated with them. They may resonate with you too. If so, there are some practical things you can do now to reduce the emotional cost of disciplinaries in your organisation.
Be aware of the impact on the person going through the disciplinary
Facing disciplinary action can be highly stressful. The pressure can manifest itself in various ways like harming mental wellbeing and affecting sleep. It can knock confidence and damage performance. Workplace relationships may well be affected.
So it’s important to take a sensitive and understanding approach. If you have wellbeing support available, then signpost them to it. Look at whether any reasonable adjustments might be required if health issues are a factor. And keep the process confidential, to reduce the risk of the person feeling stigmatised and talked about by others.
Make sure the process is fair and transparent
Uncertainty can increase the amount of emotional strain people involved in the process can feel. So make it as transparent as possible to reduce anxiety.
Explain each stage of the disciplinary process, including how decisions will be reached. Set realistic timescales and make sure individuals are informed of any delays. A prolonged process can increase stress. Obviously it can’t be rushed, but it does need to move along in a timely way. If timescales change, make sure that’s quickly communicated and explain why it’s the case.
Ensure the individual(s) who is/are the subject of the investigation also understand their rights. That includes knowing when they can be accompanied and supported by others during the disciplinary interview.
Prepare managers emotionally
When it comes to disciplinaries, quite often the emphasis is often on helping managers understand the policies, procedures and associated legal risks. But there isn’t always as much preparation for the emotional side of being involved in a disciplinary case.
Some actions you could take to help with this include providing training in difficult conversations and how to take an empathic approach. A manager who’s going to be involved directly in disciplinary hearings may benefit from training or guidance in behavioural techniques for running them. Examples of techniques include active listening, approaches to staying calm and focused, and knowing how to de-escalate conflict. As far as possible, they should understand how to separate the person from the behaviour, making the process about specific actions, conduct or performance rather than character.
Make sure support’s also available to managers once the outcome decision has been made, especially if it’s a difficult outcome. They might feel unsettled and stressed and could benefit from debriefing sessions or structured peer support.
Treat people respectfully
A disciplinary is a difficult dynamic. But that’s never a reason to treat people who are the subject of it in a disrespectful way. Maintain confidentiality throughout. Deliver outcomes privately, with clear explanations of the reasons and the right to appeal. Make sure there’s time for questions too. Respectful treatment can reduce resentment and the risk of harm to future working relationships if their employment with you is continuing.
We can help you
If you need to manage an investigation or disciplinary process, we can support you. We can provide you with independent HR expertise that delivers a well-managed process, balancing procedural fairness, consistency and compassion. Please do get in touch today to find out about the ways we can help you and your business.
