Establishing an HR policy and disciplinary framework
In an organisation of more than one hundred people, unwritten rules were generating disputes. An employee handbook, a disciplinary scale and a notification-and-record framework were established as a set that managers could genuinely apply.
An unwritten rule does not exist in court
The same conduct led to different outcomes in different units, and this inconsistency strengthened legal claims.
The policies had to be written not as legal texts but as tools that work on the manager's desk.
Our Approach
Keeping the commercial objective at the centre, we broke the legal risks down into measurable steps.
01 · Policy Set
The handbook and procedures were written in plain, practical language.
02 · Disciplinary Scale
The conduct-to-sanction mapping was set out in a table for consistency.
03 · Notification and Training
A signed-acknowledgment process and manager training were completed.
Timeline
The main stages of the process.
Consistency is the strongest defence
The employer established a framework that is notified, trained and consistently applied — disciplinary decisions now rest on the rule rather than the person.
- A workable handbook
- A consistent disciplinary scale
- A signed-acknowledgment and record-keeping system
- Case-based manager training
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Owing to the legal profession's duty of confidentiality and client privacy, matters are anonymised. In a meeting, within the limits of confidentiality, we can describe our comparable experience more concretely.
In a brief preliminary meeting we take in the objective, existing documents, parties, time pressure and critical risks. We then clarify the scope, team, timeline and fee model.
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