Disciplinary meeting interview guide & meeting template.

1 Business resource November 2016. Disciplinary meeting interview guide & meeting template . When a serious employment incident has occurred employers will need to conduct a Disciplinary meeting / interview as part of the process of investigating the incident. The following guide outlines some interview techniques to employ. PLEASE NOTE. The law relating to Disciplinary action requires a formal process to be conducted. Restaurant Association members are strongly advised to first seek guidance from the employment team on 0800 737 827 before instigating any process. Disciplinary meeting interview guide November & meeting template . 2016. Note taking Ensure the following details are included in your notes: Basic rules Date Time It is recommended that a third party takes notes at the meeting as it can be difficult to both conduct Location of meeting the meeting and keep a concise record of the Parties present things discussed.

2 What was said and by whom (verbatim). Make clear reference to documents Ensure the notes are neat and clear Avoid abbreviations Record if the employee refused to answer a question Note taking Q. What was said to you immediately Sample template prior to the physical conflict? Here is a simple, clear, sample template for recording A: He called me a number of names, the questions and answers in a meeting / interview : which i can't now recall. Q: What made you react to the names? A: They were offensive. Q: What do you mean be offensive? A: He called me a number of names. Q: Do you remember what names he called you specifically? A: He called me a lazy slob. Disciplinary meeting interview guide November & meeting template . 2016. Keys to interviewing right Questioning techniques 1.

3 Preparation (substance and process) Use open questions to gather information: how', what', when', where', The meeting will run more successfully if you ensure why', who'. you are well prepared and have the necessary details For example: what happened to conduct the meeting . during the meeting yesterday? . Before an interview : Review and analyse Use closed questions to narrow - Known facts an issue down - Documents (for example, employment agreement) Answer no' or yes'. - Employee and their background (check For example: personnel file!) did you sign the timesheet?'. Review relevant law and employee's employment agreement Listening techniques 2. Asking Questions Be a good listener - Let the employee talk . Have a clear plan of the questions you will ask the but do not lose control of employee and be prepared to challenge the employee the interview if necessary.

4 Record inconsistencies told Consider your approach - Consider challenging inconsistencies - Tone: generally formal but friendly and non-threatening Further enquiries - Follow set and prepared structure It is likely that as a result of the interview / meeting Ask in a way that makes sense and achieves your goal you will need to make further enquiries. Be thorough in this process and ensure that you keep an open mind do not reach conclusions too early! Deal with a refusal to answer properly (Don't allow the employee simply not to answer, dig deeper. Advise the employee that if they refuse to answer, the employer will need to make a decision on only the information currently before them). Consider the following: Every person has the right to silence.

5 This is applicable in situations where to answer a question could lead the person to incriminate themselves. It becomes relevant where an employee acts in a manner that may lead to Disciplinary action and criminal action (for example: fraud, theft, drugs, assault). Therefore, it is best not to contact the Police before the Disciplinary process has been completed. Sometimes an employee will initially deny allegations The guide on the following page is designed as a template however proceed with questions. If you're not getting employers can use when conducting a Disciplinary or interview the information you need from the employee's answers meeting . It is a step by step process through with helpful tips think ahead about how to direct his/her answer to and a column for notes.

6 Your questions. Think ahead to your next question. Disciplinary /investigation meeting Date: Parties present: Location: [Where at all possible, it is recommended that you have someone else attend the meeting with you, the manager or supervisor and a tasked to take verbatim minutes of the meeting so that you can focus on conducting the meeting . Having two people present for a Disciplinary /investigation meeting is also important in case that there is a conflict later on about the contents of the meeting , there will then be two witnesses.]. Stage of meeting Background explanation Action points Notes 1. Pre- meeting Preparation is the key to a productive meeting . Review and analyse: preparation You cannot over prepare! a. The known facts b. All relevant documents (including employment agreement, house rules, policies).

7 C. The employee (their work history, background, personality etc). Determine what you want to achieve in the interview Compile a list of questions you would like to ask and that will assist you in achieving your goal. Group them accordingly to the structure of your interview ( chronologically or by topic). Write down follow-up questions to possible answers Highlight the questions you definitely want to ask Consider how you will deal with the employee's refusal to answer a question. Stage of meeting Background explanation Action points Notes 2. Greeting Assess the employee and take in Introduce yourself to the employee whether they are: and/or support person and representative. Nervous Tip 1: Confident Be confident! Talkative Remain cool, calm and collected Intelligent throughout the interview .

8 This will assist you in deciding on how to deal with the employee, what line of questioning to take with them. Note: 93% of all communications are non-verbal! 3. Preliminary An employee is entitled to have a support person Record whether the employee has a support Does the employee have a support and/or representative present at any meeting person and/or representative present. person and/or representative present? that may lead to a decision that could adversely affect an employee's employment. If No' please remind the employee that he/ Yes No she is entitled to have a support person and/. The employee would have been advised of this or representative present at the meeting and right in the letter inviting them to the Disciplinary confirm that they are agreeable to moving meeting but it is important to remind the forward with the meeting without one.

9 Employee of the right to have a support person and/or representative present before actually If the employee decides that they want to commencing the meeting . have a support person and/or representative present, adjourn the meeting and arrange another meeting time to enable the employee to organise a support person and/or representative. Stage of meeting Background explanation Action points Notes 4. Introduction An employee is entitled to know the purpose Commence meeting by: of a meeting , any allegations raised, and any to 1st meeting potential outcomes of the Disciplinary process. a. Referring to the initial letter inviting the employee to attend the meeting Again, the employee would have been advised b. Stating the purpose of the meeting ( of all of this in the letter inviting them to the to investigate certain allegation(s) and Disciplinary meeting but it is important to to seek the employee's response).

10 Reiterate this at the beginning of the meeting and c. Reiterating the allegation ( theft, to make sure that the employee understands the falsification of timesheets, sexual situation and does not have any questions. harassment etc). d. Confirming the potential outcome ( verbal warning, written warning or dismissal). e. Seeking the employee's confirmation that he/she has no questions about the process at this stage. Stage of meeting Background explanation Action points Notes 5. Employee's Let the employee provide his/her response/ Listen! explanation/comments to the allegation(s). opportunity Note that the employee is entitled to have their Write down the employee's comments. to provide support person and/or representative speak on This should be done verbatim, where possible.