Case Studies
Case Study 1
The Client
Our client employs some 20 staff split between administrative and production roles.
Background
The subject is a male with six months service in the production team; initially a model employee, however, had become tardy in attending and on occasions did not attend.
Having been spoken to informally about attendance; things temporarily improved though not for long. Following a disciplinary hearing he received a 1st written warning.
The employee took two days unauthorised leave; indicated a date for return, then reporting sick took a further three days leave – he did not return to work.
How Sapience HR Helped
Following our advice, he was invited to a disciplinary hearing to explore alleged abuses of Sickness Policy, serious Health & Safety breaches and a breakdown in the employment relationship. The morning of the hearing an email was received stating he would not attend as he was resigning, and wished to raise a grievance citing alleged bullying by the Workshop Manager.
We advised suspending the disciplinary hearing and investigating the grievance. The employee was written to noting his desire to resign and arranging a grievance meeting so that the issues could be discussed. Our Client noted that they were still prepared to discuss a resolution.
Following a thorough and independent investigation by a Director it was found there was no substance to the claim, the grievance was dismissed and the employee informed accordingly. The employee was invited to a reconvened disciplinary hearing to conclude matters; the employee was advised that the hearing would continue in his absence, detailing possible outcomes and the right of appeal. He did not attend. The matters were proved in his absence and he was duly dismissed. As this was a formal dismissal, he was given the right of appeal. He did not appeal and thus the situation was finalised.
There is always an element of risk involved in holding a hearing with the employee absent, however, by following the advice from Sapience HR our client was in a very strong place to both defend and repudiate any claim for constructive dismissal which may have been brought before an Employment Tribunal.
Note: The current maximum compensatory award for constructive dismissal is £80,400.
Case Study 2
The Client
Sapience HR was engaged, by the Board of Directors, to review staffing structures for a medium sized hotel having 60 bed spaces and a staff of around 50, including the manager.
Background
The manager was unable to give any people metrics. Recruitment practices were basic. The manager performed a predominately administrative role with limited guest contact. Personal staff information had not been updated. There were no recorded disciplinary incidents over the previous twelve months. Appraisal sessions were infrequent. Training was ad hoc and limited. There were no regular communication processes throughout the various departments of the hotel. There were limited Health & Safety processes in place, though fire precautions and records were good.
Issues Identified
- Lack of communication, and management skills and processes
- Over staffing, with pay rates higher than industry norms
- Excessive use of overtime.
Sapience HR Recommended
- An immediate freeze on salary increases and stopping of overtime.
- Introduction of salary banding, new work patterns, new roles and outsourcing some operational areas, such as laundering the hotels linen.
- Updating of personal documents.
- Introduction of more robust recruitment processes.
- Introducing of better communication systems, updates and reporting at all levels.
- Introduction of revised appraisal system.
The advice and recommendations Sapience HR provided to the Board of Directors enabled them to develop a positive engagement strategy with the staff to further improve the operational efficiency and viability of the hotel.