ࡱ> a qbjbjڤڤ ?CbCbh:::::NNN8N NN(vvv $j: ::vv4Ĕ"("("( R:v:v"( "("(*m v@f!! iRuڔ0 N!R : l "( %" B : QUEENS UNIVERSITY BELFAST _________________________ Disciplinary Procedure (For Staff Grades 1-5) _________________________ 1. Introduction This Disciplinary Procedure applies to staff grades 1-5, including those employees still on probation. The purpose of the Disciplinary Procedure is to ensure employees are informed if their behaviour is of an unacceptable standard, to make clear the standard required, provide where possible an opportunity to improve and to enable management to take appropriate action if behaviour remains unacceptable. The formal Disciplinary Procedure ensures that any allegations of misconduct will be subject to investigation and that a disciplinary panel will make a determination of appropriate action on the basis of the case presented by the parties involved. Any disciplinary action taken shall be appropriate to the degree of seriousness of the offence. Poor performance arising for reasons other than misconduct will be addressed by the Capability Procedure. 2. General Principles Any disciplinary complaint will be investigated promptly. It is strongly recommended that the manager should discuss the circumstances of the particular case with the HR Business Partner and seek particular advice on procedural matters. Where an investigation establishes that there is a substantive case to answer the employee will be given clear information of the nature and level of the seriousness of the disciplinary complaint. The employee will be given the opportunity to prepare and present his/her case and will be informed of the right to be represented or assisted in the presentation of their case by a representative of a recognised trade union or University colleague at every stage of the procedure. The member of staff may request one adjournment on the grounds that they are unable to arrange representation for a hearing, or that on reasonable grounds they require more time to prepare their case. Written records will be held of meetings relating to the issue. 2.6 The employee will be notified of any disciplinary decision and given a right of appeal. Where the matters being investigated relate to bullying/harassment on equal opportunities grounds, the investigation will be carried out in accordance with that procedure. 2.8 Where a precautionary suspension is imposed and/or a formal disciplinary investigation is to be undertaken, and the employee concerned is a representative of a recognised trade union, the appropriate full-time official of that trade union will be informed as soon as possible. No action beyond a first level warning will be taken against a representative of a recognised trade union until the appropriate full-time official is informed. 2.9 This procedure may be varied where the University considers that it is necessary in order to ensure that the procedure followed is fair. Any such changes will be subject to consultation with the parties involved. The University reserves the right to digress from this procedure in so far as it may be inconsistent with its legal obligations as employer. 2.10 Where a disciplinary matter is ongoing and a subsequent grievance relating to that matter is raised the disciplinary process will normally take precedence. Where a grievance is lodged prior to a disciplinary process relating to the matter, then the grievance will continue to be heard, unless the disciplinary offence is of a serious nature. Where necessary, the People and Culture Director will adjudicate on any such issue. 3. Grounds For Disciplinary Action Disciplinary action may be taken, and where found to be appropriate a penalty imposed, in respect of the following: 3.1 Conduct amounting to a criminal offence, whether or not there has been a decision to prosecute, of a kind that is judged in all the circumstances to impact adversely on the employment of the member of staff in the University. If there is no criminal conviction, action under this procedure can only be initiated with the prior approval of the Registrar or nominee. 3.2 Failure, refusal, or neglect to perform some or all of the duties or to comply with some or all of the conditions attaching to the post, or performing those duties or complying with those conditions in an unsatisfactory or inadequate manner. 3.3 Conduct on the part of the holder of a post held by the member of staff which is judged to be inappropriate or unacceptable as referred to in the Code of Conduct (which may be subject to review), and conduct which could include (but not be confined to) the following: (i) Breach of any obligation or duty arising under any of the Universitys regulations regarding financial matters, harassment, equal opportunities, public interest disclosure, health and safety, or data protection or any other rules, regulations or codes binding on the member of staff. (ii) Wilful damage to, or improper use of, University facilities, premises, property or equipment. (iii) Disruption of, or improper interference with the activities of the University or of any member of staff, student, the Senate member or visitor (other than any lawful industrial action). (iv) Violent, indecent, disorderly, threatening, abusive, insulting or harassing behaviour or language (whether written, spoken or in any other form). (v) Fraud, deceit, deception or dishonesty in relation to the University or any related activity, including research and examining. (vi) Action likely to cause injury or impair safety. (vii) Inappropriately divulging information or material received that has been marked or otherwise indicated as being in confidence (unless the disclosure is permitted under the Public Interest Disclosure (NI) Order 1998 or in accordance with the Universitys Public Interest Disclosure Procedure). 3.4 Conduct occurring outside the University, which has or is likely to bring the University into disrepute, may also be the subject of disciplinary action. Action under this procedure can only be initiated with the prior approval of the Registrar and Chief Operating Officer or nominee. 4. Informal Procedure 4.1 When a supervisor/line manager identifies unsatisfactory behaviour which he/she considers could be dealt with informally, they will discuss the issue with the employee at an informal meeting. This meeting will determine whether the Disciplinary or Capability Procedure is appropriate and, if disciplinary is appropriate seek to agree a suitable course of remedial action. 4.2 An employee may be represented or accompanied by a representative of a recognised trade union or University colleague, and will be informed of that right. 4.3 If a suitable course of remedial action cannot be determined regarding the unsatisfactory behaviour then the matter will be formally actioned. 5. Precautionary Suspension 5.1 Where the suspected misconduct is such that it is considered, on reasonable grounds, that the individuals continued presence in the workplace may represent a risk to others, may give rise to further misconduct or may militate against the effective investigation of allegations, the employee may be suspended from duty or from all or any University premises as a precautionary measure. Suspension shall take place only where and to the extent that it is a necessary precaution pending the completion of a disciplinary investigation and/or hearing or appeal or for other good or urgent cause. The decision to suspend an employee will depend on the particular circumstances surrounding each case. Normally a Senior Manager should consult with the Head of HR Business Partnering (or nominee) regarding any proposed suspension before it takes place or as soon as possible thereafter by contacting the HR Business Partner.. 5.2 Suspension is not a disciplinary sanction nor is it a presumption of guilt. 5.3 Suspension will be with pay and will be kept to a minimum and will not normally exceed six months. 5.4 The decision to suspend from duty shall be confirmed in writing to the employee by the Head of HR Business Partnering (or nominee) who will review the suspension at fourteen day intervals. 5.5 The employee will be notified of the decision to suspend, the extent of the application of the suspension and the reasons for it and this will be confirmed in writing within two working days of each review. 5.6 An employee who is suspended from duty may appeal in writing to the People and Culture Director against the suspension. Such an appeal will normally be heard and determined within 10 working days of submission. 5.7 An employee who has been suspended must be available at reasonable notice to participate in the disciplinary process. 6. Minor Disciplinary Issues 6.1 When a line manager identifies unsatisfactory behaviour, or where such behaviour has been brought to their attention, which they consider to constitute a minor disciplinary matter, they will write to the member of staff setting out the nature of the conduct of the member of staff or other circumstances which have been identified and will discuss the issue with the member of staff at a meeting. 6.2 A member of staff may be represented or accompanied by a representative of a recognised trade union or University colleague. They will be informed of that right and the nature of the meeting. From this meeting, the line manager will determine whether this procedure or the Capability Procedure is appropriate and, if this Disciplinary Procedure is appropriate, establish a suitable course of remedial action. 6.3 In addition to a suitable course of remedial action, the line manager may issue an oral warning to the member of staff (see paragraph 11). 6.4 Where a suitable course of remedial action cannot be determined and/or the offence is such as would warrant a written warning, the unsatisfactory behaviour will be formally investigated under the procedure for more serious disciplinary issues. 7. More Serious Disciplinary Issues 7.1 A disciplinary complaint, other than one which is dealt with under the procedure for minor disciplinary issues or where it involves an offence, the penalty for which may be dismissal, will be investigated by the line manager. The line manager shall have the power to question witnesses and request relevant documentation and a written record will be kept of any meetings held during the investigation. 7.2 Prior to the initiation of an investigation, the line manager of the member of staff will write to them setting out the nature of their conduct or other circumstances which have been identified and will invite the member of staff to an investigation meeting to discuss the issue at which they may be accompanied by a representative of a recognised trade union or University colleague. 7.3 If the allegations are of a more serious nature, where it involves an offence, the penalty for which may be dismissal, an investigating panel, consisting of the line manager and a HR Business Partner may conduct the investigation and managers of appropriate seniority, with relevant expertise, may be co-opted to assist the panel. 7.4 Where it is not appropriate for the line manager to conduct the investigation, or where the line manager is unable to carry out the role, the HR Business Partner will arrange for a manager of an appropriate level of seniority to conduct the investigation and any references to the line manager in this Procedure will include a manager appointed for this purpose. 7.5 Where it becomes clear during the course of the investigation that there are, or may be, relevant issues pertaining to equal opportunities, such as harassment or discrimination on the grounds of religion, gender, disability etc which will require investigation, the HR Business Partner will arrange for the Diversity and Inclusion to provide specialist advice to the investigation. 7.6 The role of the line manager or panel is to determine whether or not, following investigation, there is a substantive case to answer and if so, what further steps need to be taken. 8. The Investigation Outcome 8.1 The Line Manager/Panel will determine one of the following outcomes and provide reasons: That a substantive disciplinary case has not been established and no further disciplinary steps will be taken. That a substantive disciplinary case has not been established but that there are performance issues to be followed up under Capability Procedure. That a substantive disciplinary case has been established but that the disciplinary complaint constitutes a minor disciplinary offence which should be dealt with by way of remedial action or oral warning. In this event the employee will be informed accordingly and the line manager shall proceed under the procedure for minor issues. That a substantive disciplinary case has been established but that it does not constitute an offence which would be likely to result in dismissal. In such cases, the line manager shall issue a written or final written warning. (v) That a substantive disciplinary case has been established and that the disciplinary complaint is of sufficient level of seriousness (i.e. possibly resulting in dismissal) to be dealt with by way of a disciplinary hearing. The line manager or panel shall forward the report of the investigation in such cases to the Head of HR Business Partnering, so that he or she may determine whether the matter should be referred to a disciplinary hearing (see paragraph 8.1 below). 8.2 Where a line manager determines that there is a substantive disciplinary case he/she will be the presenting officer at the disciplinary hearing. Where a panel has conducted the investigation, a member of the panel, normally the line manager, will be designated the presenting officer. 9 Constitution Of Disciplinary And Appeal Panels 9.1 A Disciplinary Panel will be convened with authority to deal with disciplinary matters according to the level of seriousness of the disciplinary complaint as outlined in Appendix 1. 9.2 In all cases the individual panel members shall not have been previously involved with the case and appropriate substitutions will be made to ensure this. 9.3 The Head of HR Business Partnering will convene an appropriately constituted Disciplinary Panel. The employee will be notified in writing of the date of the hearing, with at least ten working days notice being given. The employee will also be notified of his/her right to representation by a recognised trade union or a University colleague. All relevant documentation will normally be provided (if possible five working days prior to the hearing, but normally no less than three working days prior to the hearing). 9.4 At the hearing the procedure adopted shall be such that it allows the opportunity for: The Disciplinary Panel to consider all relevant information, to question managers, the member of staff and their representative and any witnesses. The line manager or panel representative to put their case, to ask questions and for any witnesses to provide evidence. The line manager and/or panel representative will have an opportunity to make final representations. The member of staff and/or their representative to put their case, to ask questions and for any witnesses to provide evidence. The member of staff and/or representative will have an opportunity to make final representations. 9.5 In reaching the decision on whether the disciplinary complaint is upheld the Disciplinary Panel will consider the evidence given and representations made at the disciplinary hearing. 9.6 If the Disciplinary Panel decides the disciplinary complaint is upheld it will proceed to consider disciplinary sanction. It will consider the employees employment history, any active disciplinary warnings and any mitigating factors before making a decision on this. Where dismissal is being considered any previous disciplinary warnings (active/inactive) will be taken into account. 9.7 If the Disciplinary Panel decides the disciplinary complaint is not upheld it may, where appropriate, recommend management action to address issues that have arisen. For example the Panel may recommend provision of improved induction or clarification on rules where misinterpretation of rules has led to allegations of misconduct. 9.8 Where it is established by the Disciplinary Panel that an allegation of misconduct by reason of poor performance is a result of capability issues, the Disciplinary Panel may refer the matter for consideration under the Capability Procedure. The disciplinary investigation report may inform the panel convened under the Capability Procedure. 9.9 Where an employees professional competence is in question the panel may invite a suitably qualified experienced person, in a relevant field to attend the hearing as a specialist expert. Any such specialist expert should be independent of both parties and may be questioned by all parties including the Panel. In such circumstances the employee will be advised. 9.10 If, without good cause, the employee does not attend the disciplinary hearing, whether or not it is attended by the representative, no submissions or evidence for the employee, other than those received in advance in writing, will be considered and the Panel will hear the presenting officers case, question the presenting officer as required and proceed to make a decision. 10. Disciplinary Decision 10.1 The Disciplinary Panel will make its decision, giving reasons, which will be issued to the member of staff by the Head of HR Business Partnering (or nominee) in writing, normally within ten working days of the decision. They will have the right of appeal and must make their appeal in writing within ten working days of the date of notification of the decision. If it is decided that no disciplinary action is necessary, all papers relating to the alleged offence will be expunged from the employees personal record. 11. Disciplinary Sanctions. 11.1 Oral warning) A note will be held on the HR file and will remain active for six months. 11.2 Written Warning A copy will be held on the HR file and will remain active for twelve months. 11.3 Final Written Warning A copy will be held on the HR file and will remain active for a maximum of 24 months. 11.4 If a warning is given, the employee will be given written notification of the duration of the warning and the consequences of any repetition or continuance of the offence that has given rise to the disciplinary action. 11.5 Further Action Short of Dismissal. In circumstances where an offence is particularly serious but still falls short of warranting dismissal the Panel may give consideration to other disciplinary action in conjunction with a formal written warning, including: Demotion in grade Withholding of any forthcoming increment in salary Suspension without pay (for up to three months) 11.6 A member of staff who has received a warning will be advised of their right to appeal the warning to the Director or Head of School. The decision of the senior manager/panel will be final (see Appendix 1). 11.7 Dismissal 11.7.1 The sanction of dismissal may be imposed as follows: (i) Summary dismissal is dismissal without notice or pay in lieu of notice. This sanction may be imposed in the case of gross misconduct. Dismissal with pay in lieu of notice is dismissal with immediate effect with pay in lieu of the contractual notice period being made. 11.7.2 Dismissal will take immediate effect. Where an appeal is lodged the employee will be regarded as suspended without pay from the date of termination until the outcome of the appeal process is known. If the appeal is wholly successful the employee will be reinstated and will receive full back pay for the period of suspension; service remains unbroken. If the appeal is partially successful the Appeal Panel may reinstate the employee and apply a more appropriate sanction including further action short of dismissal as at 10.5; service remains unbroken. In such cases, the employee will receive full back pay for the period of suspension, after the deduction of any notice payment made. Where an employee is re-instated to a different post at a lower grade pay will be re-instated at the appropriate rate having regard for payments made in lieu of notice. The Appeal Panel will determine the effective date of any such sanction. If the appeal is unsuccessful, dismissal will take effect on the original date determined by the Disciplinary Panel and that date will remain the effective date of termination. 11.7.3 Where the sanction of dismissal is imposed, the HR Business Partner will issue a letter of dismissal normally within ten working days of the decision, which will provide reasons for dismissal, the date on which employment will terminate and notice of the right of appeal. 12. Appeals 12.1 The decision of the Disciplinary Panel may be appealed to the relevant Appeal Panel on the grounds specified in paragraph 12.7. 12.2 The employee should lodge any appeal in writing with the Head of HR Business Partnering within ten working days of receipt of the written notice conveying the decision of the Disciplinary Panel. A late appeal may be considered if the Head of HR Business Partnering considers there to be good reason for the delay. 12.3 The appeal should state the grounds on which it is made which will normally be one or more of the grounds in paragraph 12.7. 12.4 On receipt of an appeal, the Head of HR Business Partnering will convene an appropriately constituted Appeal Panel. 12.5 Where the grounds of the appeal are not clear the Panel may ask for written clarification. 12.6 The Head of HR Business Partnering will arrange for an Appeal Hearing. The employee will be notified in writing of the date of the Appeal Hearing, with at least five working days notice being given. All relevant documentation will normally be provided (if possible five working days prior to the hearing, but normally no less than three working days prior to the hearing).The employee will also be notified of his/her right to representation by a trade union representative or a University colleague. The hearing of the appeal should normally take place within twenty working days of the receipt of the appeal by the Head of HR Business Partnering. In exceptional circumstances or by mutual agreement this period may be extended. 12.7 Grounds of appeal against a decision of a Disciplinary Panel will normally come under one or more of the following headings: (i) Further evidence not previously considered at an earlier stage. The employee can demonstrate that certain evidence pertaining to the events up to the investigating stage and report, but not to events since that date, were not known or available for good cause to those conducting that investigation or to the Disciplinary Panel before it reached its decision is material to the issues in the case. (ii) Process or procedural aspects The employee can identify issues pertaining to the procedure used at the various stages of this case which were not operated correctly or appropriately in the circumstances and which, as a result, could have influenced sufficiently the final outcome or decision. (iii) Final decision not appropriate The employee considers that the decision that a disciplinary complaint be upheld cannot be sustained on the basis of the findings of the disciplinary investigation and/or the evidence before the Disciplinary Panel and/or the penalty imposed is too severe taking into account the seriousness of the offence and any mitigating factors. 13. Appeal Hearing 13.1 The Appeal Hearing is not a re-hearing of the case put before the Disciplinary Panel. The Appeal Panel is asked to consider if the original decision was inappropriate on the grounds of appeal specified. 13.2 The procedure will be as follows: The employee or the representative will make submissions. The Appeal Panel may question the employee and the representative. The presenting officer for the Disciplinary Panel will make submissions. The Appeal Panel may question the Presenting Officer for the Disciplinary Panel. The employee or the representative will have the opportunity to make final submissions. The Presenting Officer for the Disciplinary Panel will have the opportunity to make final submissions. The parties will be invited to withdraw before the Appeal Panel considers its decision. 13.3 The member of staff should attend the Appeal Hearing but the hearing may proceed in their absence where the Appeal Panel considers that such absence is unreasonable in the circumstances. 14. Appeal Decision 14.1 The Appeal Panel may confirm, increase, set aside or reduce any sanction imposed by the Disciplinary Panel. The Appeal Panel will give reasons for their decision. 14.2 Where the decision confirms the decision of the Disciplinary Panel any sanction imposed will take effect from the date of the Disciplinary Panels decision. 14.3 Where the decision involves a variation of the disciplinary action the Appeal Panel will state the operative date. 14.4 The Appeal Panel will make its decision, giving reasons, and the Head of HR Business Partneringwill inform the employee in writing of the decision of the Appeal Panel and the reasons for it, normally within 10 working days of the decision being reached. 14.5 The decision of the Appeal Panel will be final. 15. Confidentiality It is expected that all parties, including the employee, will respect the confidentiality of the procedure. Breach of confidence may compromise the integrity of the procedure and may be subject to disciplinary action. APPENDIX 1 Level of seriousness of disciplinary complaint  Authorised Disciplinary Manager/Panel. Authorised Appeal Manager/Panel.Sanction availableMinor disciplinary issues Line Manager Head of Department or manager above Line Manager.Oral WarningMore serious disciplinary issuesLine Manager (or nominated Manager under para. 6.3) Or Line Manager (or nominated Manager under para. 6.3) Hr Business Partner and other Manager. Head of Department (or nominee) with HR Business Partner and other Manager.Written or Final Written WarningPossible Gross misconduct/dismissalHead of Department (or nominated Manager under para. 6.3) with HR Business Partner and other Manager. 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