A quiet word is often all that is required to improve

usually best dealt with informally.
A quiet word is often all that is
required to improve an employee’s
conduct or performance. In some
cases additional training, coaching
and advice may be what is needed.
An informal approach may be
particularly helpful in small firms,
where problems can be resolved
quickly and confidentially. There will
be situations where matters are more
serious or where an informal
approach has been tried but is not
working.
If informal action does not bring
about an improvement, or the
misconduct or unsatisfactory
performance is considered too
serious to be classed as minor,
employers should provide employees
with a clear signal of their
dissatisfaction by taking formal
action.
Discipline in practice 1
A valued and generally reliable
employee is late for work on a
number of occasions causing
difficulty for other staff who have
to provide cover.
You talk to the employee on his
own and he reveals that he has
recently split up with his wife and
he now has to take the children to
school on the way to work. You
agree a temporary adjustment to
his start and finish times and he
undertakes to make arrangements
for ‘school run’ cover which solves
the problem. You decide that
formal disciplinary action is not
appropriate.
How should it be done?
Talk to the employee in private.
This should be a two-way discussion,
aimed at discussing possible
shortcomings in conduct or
performance and encouraging
improvement. Criticism should be
constructive, with the emphasis
being on finding ways for the
employee to improve and for the
improvement to be sustained.

KEYS TO HANDLING DISCIPLINARY PROBLEMS IN THE WORKPLACE 11
2
Listen to whatever the employee has
to say about the issue. It may
become evident there is no problem
– if so make this clear to the
employee.
Where improvement is required make
sure the employee understands what
needs to be done, how their
performance or conduct will be
reviewed, and over what period.
It may be useful to confirm in writing
what has been decided.
Be careful that any informal action
does not turn into formal disciplinary
action, as this may unintentionally
deny the employee certain rights,
such as the right to be accompanied
(see p23). If, during the discussion,
it becomes obvious that the matter
may be more serious, the meeting
should be adjourned. The employee
should be told that the matter will be
continued under the formal
disciplinary procedure.
Keep brief notes of any agreed
informal action for reference
purposes. There should be reviews
of progress over specified periods.
Consider at any stage whether the
use of an independent mediator may
be helpful (see p7).
Develop rules and procedures
Extract: Acas Code of Practice on
disciplinary and grievance procedures
Fairness and transparency are
promoted by developing and
using rules and procedures for
handling disciplinary and
grievance situations. These should
be set down in writing, be specific
and clear. Employees and, where
appropriate, their representatives
should be involved in the
development of rules and
procedures. It is also important to