Handling Discipline and Grievances at Work - Flowcharts - Disciplinary and Grievance Procedures

Sep 12, 2026

Flowcharts outlining disciplinary and grievance procedures at work, grounded in the Labour Relations Agency’s Code of Practice and related advisory guidance. Covers the transition from informal resolution to formal action, including gathering facts, notifying employees in writing, holding meetings, allowing accompaniment, and determining outcomes and appeal rights. Details disciplinary meetings, unsatisfactory performance progression, misconduct steps (including gross misconduct rules), and the statutory dismissal process, with written records and improvement timelines.

LanguageEnglish

CategoryPresentations

FormatPDF

Pages9

Reading Time3 min

AccessFree to download

Handling discipline – an overview

Informal action and outcomes

The disciplinary meeting

Taking disciplinary action – unsatisfactory performance

Taking disciplinary action – misconduct

Disciplinary appeals

The statutory dismissal and disciplinary procedure

Handling Discipline and Grievances at Work Flowcharts Handling discipline – an overview • Always follow the Labour Relations Agency’s Code of Practice (Code) on disciplinary and grievance procedures • It may be helpful to consider mediation at any stage-see page 6 of the Advisory guide (Guide) . Issue resolved as result of informal action Take formal action • establish facts • notify employee in writing • hold meeting • allow the employee to be accompanied • decide action Inform employee of result • no penalty • first written warning/ improvement note • final written warning • dismissal or other sanction If considering dismissal or, other action short of dismissal, follow the statutory dismissal and disciplinary procedures. (See pages 42-46 of the Guide) Conduct or performance fails to improve sufficiently take further action Conduct or performance improve action complete Flowchart 1: Informal action (See paragraphs 13-14 of the Code) Gather the facts before memories fade. Have a word in private –is there a case to be answered? [Remember this is not a disciplinary hearing. The aim is to encourage and improve] . No The matter is over – don’t leave any bad feeling. Yes Be clear about: • what needs to be done to improve ; • when you might speak again ; and • what could happen next (i.e. formal action) . [Offer [help e.g. training](help e.g. training) or counselling if needed. Keep written notes] Flowchart 2-The disciplinary meeting (See paragraphs 15 to 21of the Code) | Carry out a thorough investigation before any meeting | | --- | | | | Before the meeting
Tell the employee in writing:
• what they are alleged to have done wrong;
• the time and place for the meeting (making sure that the employee has had a reasonable opportunity to consider their response) ;
• they have the right to be accompanied ; and
• rearrange another meeting within five days if the employee or their accompanying person cannot make it to the meeting. | | | | At the meeting:
• give the evidence again ;
• let the employee present their case;
• let the accompanying person (if any) ask questions, but not answer directly questions put to the employee; and | Adjourn the meeting to consider any action and think about: • action taken for other employees in similar circumstances in the past; • the employee’s record, including current warnings; and • any special circumstances that could explain the employee’s behaviour Make your decision • tell the employee the decision and their right to appeal (See chart 3 ‘Taking disciplinary action’ and chart 4 ‘Disciplinary appeals’ Flowchart 3-Taking disciplinary action – Unsatisfactory performance (See paragraphs 22 to 23 of the Code) After the meeting (see flowchart 2) issue a written note setting out: • the performance problem (or problems) identified; • the improvement needed ; • a reasonable time scale for improving • a review date; and • any support that the employer will provide to help the employee to meet required standard/s If the problem is serious (see paragraph 28 of the Code) go to the final written warning stage Issue resolved Stop any action Final Written Warning: • consider any further unsatisfactory performance ; • meet to discuss the proposed action ; • put the warning in writing, setting out: -the improvement that is needed; -a reasonable time scale for improvement; and -a review date. • tell the employee about their right to appeal | | | --- | | Dismissal:
You must follow the minimum statutory disciplinary and dismissal procedure before dismissing anyone (or taking action other than dismissal such as demotion) . (See Flowchart 6 for statutory dismissal and disciplinary procedure and paragraph 30 of Code) | Flowchart 4-Taking disciplinary action – misconduct Different rules apply to cases of alleged ‘gross misconduct’. (See paragraphs 38-39 of the Code) .

FAQs

How should an informal action resolve a discipline issue at work?

Gather the facts, consider whether there is a case to answer, and encourage improvement. Be clear about what needs to change, when you might speak again, and what could happen next, and offer help or counselling if needed.

What steps must be followed before and during a disciplinary meeting?

Before the meeting, tell the employee in writing what they are alleged to have done wrong, the time and place, their right to be accompanied, and arrange another meeting within five days if they cannot attend. At the meeting, review the evidence, allow the employee to present their case, and let the accompanying person ask questions (but not answer directly for the employee).

What are the key requirements for a disciplinary appeal?

An appeal should usually be made within five working days and heard by someone senior to the original decision-maker where possible. At the meeting, consider new evidence, allow the employee to comment, and overturn prior decisions if warranted, then confirm the result in writing with reasons.

Sep 12, 2026

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