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This procedure is intended to establish a fair and effective mechanism for the speedy resolution of disciplinary matters.

Robert Higgins City Construction expects high standards of work and performance from all employees. Where it is decided that formal action should be taken, consideration is to be given to the most appropriate procedure to be used. Robert Higgins City Construction procedures exist for dealing with employ problems as follows:

Professional Support: a procedure to be followed where problems concerning professional competence have been identified and verified.

Medical Procedure: a procedure to be followed where medical issues are believed to be the underlying cause of the problem.

Disciplinary Procedure: a procedure to be followed where allegations of misconduct, predatory behaviour have been received and investigated; where standards of performance are unacceptable; where professional support and medical procedures are inappropriate.

Before proceeding with formal disciplinary action, a manager must determine that alternative procedures, including informal disciplinary action, have been exhausted or are not appropriate.

Also, minor lapses from acceptable standards of conduct or work performance will be dealt with by the employee’s line manager. In many cases, the right word at the right time and in the right place will be an efficient way of dealing with a minor lapse. It may be necessary to issue informal warnings or reprimands which will not be recorded on the employee’s personnel file.

Allegations of unacceptable performance or conduct are to be made in writing and forwarded, in the first instance, to the employee’s line manager who will provide the employee with written details. No formal action will be taken without a full and fair investigation. At all formal stages of the Disciplinary Procedure there will be a minimum of three steps taken. These are:

Letter: the letter will give date, time and venue of the meeting. It will outline the issues to be considered and will inform the employee of the right to representation.

Meeting: the meeting will be held in accordance with the Conduct of Hearings as at Appendix B(i).

Appeal: the appeal will be held in accordance with the Conduct of Hearings as at Appendix B(ii).

Records will be kept meticulously and all documents be made available to both parties.

Training will be given to all managers involved in disciplinary actions and support will be provided by the Human Resources Department.

Grievance Procedure

Purpose

The procedures described in this document are intended to enable all members our employees to seek redress of a grievance relating to that individual’s employment.

General Principles

In the first instance, every effort should be made to resolve the grievance informally. When this is not possible the formal grievance procedure may be used as required.

Employees should:

Be given a fair hearing by their immediate supervisor or manager concerning any grievances they may wish to raise.

Have the right to make representation to their next more senior manager where the grievance remains unresolved.

Have the right to be accompanied by and represented by a fellow employee of their own choice.

Be provided with a written statement of any outcomes following the commencement of formal procedures. Such a record should be made available to all parties.

Management should:

Arrange for the immediate supervisor or manager to be present at the hearing Representation and Appeals stages if the matter has not been resolved at the informal stage.

The parties:

Should make available any relevant documents to all involved in the formal stages of these procedures.

May, on occasion and by mutual agreement, modify the time limits referred to in this grievance procedure.

If at any stage in the procedure the matter has not been dealt with in the prescribed time limit the employee should be entitled to proceed to the next stage.

The aim of the procedure is to ensure that grievances are dealt with as quickly as possible and as closely as possible to the point of origin.

May consult with external agencies for advice with a view to resolving the grievance.

Until the grievance has been finally resolved, the proposed action which has caused the grievance will not be implemented.

This policy is subject to continuous monitoring and review to ensure continued improvement in our working practices.

 

Bullying and Harassment Policy:

Bullying & Harassment at Work

bullying and harassment in the workplace, No one should have to put up with bullying or harassment in any part of their life, including in the workplace. If you are being bullied, or are the subject of harassment, there are things you can do.

What’s the difference between bullying and harassment?

Bullying tends to involve someone trying to intimidate another, often less senior, colleague and can be incredibly damaging. There are a whole range of bullying behaviours but common ones include physical or verbal violence, humiliation and behavior that undermines someone’s confidence.

Harassment involves circumstances where someone’s behaviour is offensive or threatening. This could include making sexual comments, or abusing someone’s race, religion or sexual orientation among others.

What can you do?

There are many reasons why these situations arise ranging from severe discrimination to a simple clash of personalities or a misunderstanding that has gone too far.

Your first call should be to your employer Robert Higgins. We have a duty to prevent bullying and harassment in the workplace and we have a grievance procedure you can follow which may include meetings with your manager, mediation or internal investigations.

How we can help:

Our priority is finding the best solution for you as an individual, one that will allow you to move on with your life and your work with the least cost, disruption and upset.

We support you by listening to all staff and finding the best course of action for all parties.

 

This policy is subject to continuous monitoring and review to ensure continued improvement in our working practices.

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