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Update 9.7.21:  This post was updated to synergize the other articles of the series, and the contribution of other HR writers to make learning easier. Click the link within the post to bring you to the sub-topics for expanded discussion

 
workplace due process
 
 
Whether you’re an HR, manager or an entrepreneur, knowledge of due process and the admin procedure will come in handy when dealing with problematic employee behavior in the workplace.
 
When the rights of both employees and management collide, the workplace can be toxic leading to low employee morale. The mechanism that balances the rights of both sides is what the law calls due process. Non-observance of this can result in deeply rooted mistrust, embarrassment, and monetary damage to both the company and the employee.
 
And in this context, I am starting completed a blog series that will explained in practical terms, the end-to-end application of due process in the workplace
 
To give you an overview, due process is both substantive and procedural. Documentation is carried out via the twin memos- the notice to explain and notice of decision to serve as proof of compliance. A preventive suspension can be included in the mix depending on the case, and an administrative meeting though not required is highly encouraged to further give employees the opportunity to explain themselves in high-level cases.
 
It is in the best interest of both parties to adhere to this to avoid emotionally draining and time-consuming grievance and/or labor cases.  For employees, by observing 30 days rendering period when resigning. For employers, when an intervention will directly affect employment, like employee discipline, termination because of unacceptable behavior, financial losses or reengineering, and health reasons.
 
The purpose of this series is to promote industrial peace. Work itself is stressful, so eliminating unnecessary stressors is prudent. In the process, we are co-creating a rights-based positive workplace environment.
 
Let’s begin the journey!
 
 
 
 
 

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