Building Confidence & Competence to Manage Disciplinaries & Grievances

Disciplinary & Grievance


Handling discipline and grievance issues can be costly and time consuming. With consequences both financially and in terms of your reputation, it is imperative that you follow a timely, fair and legal process. Knowing the steps to achieve this is key to minimising risk.

In this informative and interactive workshop, we will go through real live scenarios with group exercises discussing  the disciplinary & grievance procedure. Throughout, we’ll be observing the ACAS Code of Practice, covering suspension, investigation, disciplinary hearings and decisions, appeals and the keeping of appropriate records.  You will leave feeling confident & competent to manage disciplinary & grievance within your workplace.

Who should attend? Management Development for business owners or members of the team who are in a management position and need development in the skills needed to successfully & competently manage the Discipline & Grievance process within their team / business.

What is covered? Current Employment Law and the Acas Code of Practice and procedures that must be followed to ensure success.

We will ensure that in a friendly environment we will look at the law and the process / documentation that must be completed from the initial issue to completion whilst looking at the five legal fair reasons for carrying out a disciplinary.

A selection of some of the most recent Employment Tribunal cases will be discussed and their outcomes and attendees will be asked to perform a mock disciplinary / grievance based on a real case scenario.

What will I gain? Knowledge of best practice & the law in conducting Disciplinaries & Grievances whilst gaining the competence to take back to your work place and use successfully / competently if necessary and avoid an Employment Tribunal.disciplinary & grievance, HR Support, HR Advice

To take away: – All candidates will be given a copy of a Statutory Disciplinary & Grievance Policy for use within their organisation and draft legal letters for each step of the process whilst being told of the pitfalls that can occur.

When:                 Wednesday 29th November 2017

Where:               BTC Bessemer Dr, Stevenage SG1 2DX

Time:                  8:30 am – 1:30 pm

Price:                 £199.00 per delegate

Eventbrite - Building Confidence & Competence to Manage Disciplinaries & Grievances

Who will be running the course: The course will be run by Matthew Pinto-Chilcott who is a Chartered Member of the Chartered Institute of Personnel & Development (MCIPD) with an advanced qualification in Employment Law (ACEL) accredited by the Solicitors Regulation Authority and the Bar Standards Board. Matthew started work in the operational side of the hospitality industry, successfully running five bars at Heathrow and Gatwick Airports and then as Operations Manager at Fleet M3 Welcome Break and South Mimms Welcome Break on the M25.

Due to his success within operations and high footfall/high turnover businesses he was asked to go into Human Resources. During this time held a number of Head Office UK wide HR roles with his most recent being within Veolia Water as Head of HR & Talent prior to going self-employed in 2009.

PLEASE NOTE: Places are kept to a maximum of 10 attendees per development workshop so as to ensure maximum experience, knowledge & productivity is achieved on the day.

FURTHER QUESTIONS: Is you wish to know more or have any questions please either call 01462 621243 or email:

“Effective leadership is putting first things first. Effective management is discipline, carrying it out.” Stephen Covey


Sports Direct resort to the use of the ‘Emoji’ to measure employee happiness.

Emojis, Emoji, HR Advice, HR Support, HR Consultant, HR Consultants, SME's, SME, Line Management, EmployeeSports Direct warehouse employee (s) who say they are unhappy with their working conditions are being identified by their fingerprints and asked to explain their grievances to management, according to the trade union Unite.

A recent article in the Guardian by Rob Davies titled Sports Direct workers invited to press sad or happy emboli clocking in highlights the way the company is now measuring the attitude of its employees whilst at work whilst ensuring it is brought to the attention of their manager so that the necessary action can be taken but is this an effective way to do this?

Matthew of Consensus HR comments “Business owners should surely not need the use of such gadgets to measure the attitude of their employees and should be down to the relationship they have with their teams. Regular constructive meetings / six monthly performance reviews should take place where the employee has the opportunity to have an honest, open & frank conversation with their manager where SMART objectives are set and any feedback received actioned upon. This should take place in a mutually friendly environment and not the manager’s office or an office where Disciplinaries generally take place.

Depending on the size of the company, a company could also get the team to nominate employee representatives and attend a monthly / quarterly meeting to discuss employee issues in a non-confrontational, anonymous way. An employee survey could also be conducted anonymously if required. However if the company culture is not correct you will still only be told what you want to hear and not the real feelings amongst the team. Too many times business owners / managers are extremely busy and do not have the time to manage correctly which results in a demotivated workforce who ultimately is one of their main business assets.”

The leisurewear company introduced a staff survey system at its Shirebrook warehouse, Derbyshire, which was at the centre of allegations of “gulag” conditions last year after a Guardian investigation.

Emojis, Emoji, HR Advice, HR Support, HR Consultant, HR Consultants, SME's, SME, Line Management, Employee

When the warehouse’s 3,500 workers clock in, they are asked to press a touchpad featuring a happy or sad face Emoji to indicate whether they are satisfied with working conditions.

If they press sad, they are asked whether they are sure about their decision and, if they press it again, they can be called in by managers to discuss why they did so.

Staff can be identified because the touchpad uses fingerprint recognition technology to identify those who express discontent.

Unite said the staff survey system was “bogus” because workers were unlikely to be candid about their feelings if they could then be singled out for questioning.

“Would you risk having hours withheld, possibly losing your job and being called in by management because you indicated dissatisfaction with your work environment?”

Turner described the survey as “a bogus exercise to gloss over past failures and some of the problems” which he said still persisted at the warehouse.

Frank Field, the Labour MP who chairs of the work and pensions select committee, said an anonymous feedback system would be better.

“All it will reveal is how brave some staff are,” he said. “We ought to extend it to MPs and see how they feel about Sports Direct.”

Shirebrook became the focus of a parliamentary inquiry last year after a Guardian investigation revealed dismal working conditions, including body searches, pay below the minimum wage and constant fear of sacking for minor transgressions.

Unite said conditions were still poor and that the “vast majority” of workers were on contracts that guaranteed no more than 336 hours a year.

“With reports from agency workers of crowded aisles, defective warehouse equipment and products stacked dangerously high, we know that health and safety is still a major cause for concern,” said Turner.

“Gimmicks like using Emojis do not escape the fact that Sports Direct’s reliance on thousands of insecure agency workers still poses a reputational risk or that many are still owed money for non-payment of the minimum wage.

“Sports Direct still has a long way to go to clean its act up and risks the charge of ‘business as usual’ until it makes temporary agency workers direct permanent employees.

Sports Direct said it had put in place multiple ways to protect staff and allow them to provide feedback.

“We believe these comments by Unite do not accurately reflect the position at Sports Direct,” said a spokesperson. “We have a range of different measures in place to protect staff. These include a comprehensive system for staff to provide detailed feedback via an initiative called your company, your voice, plus a workers representative who attends meetings of the board.”

Sports Direct also had a “staff listening group, a staff health and safety committee and a staff wellbeing service”, said the spokesperson.

“Whilst we are disappointed with Unite’s stance we will continue to engage with the union, and we recently contacted Unite on this basis.”

If you wish to find out how your employees feel about your company in an appropriate best practice & friendly constructive way, give us a call on 01462 621243 or alternatively fill in our contact form an we will contact you.

Consensus HR – “Helping Companies with their People Solutions”

  • For further information