Administrative Meeting Guide for HR Practitioners (Philippines)

An administrative hearing or administrative meeting, is not a courtroom drama nor a punishment — it is a structured due process step that allows all sides to be heard before a decision is made. This guide explains how to conduct an administrative hearing in the Philippines fairly, legally, and professionally.

How to Conduct an Administrative Hearing or Administrative Meeting in the Philippines

What is an Administrative Hearing or Administrative Meeting?

An administrative hearing— sometimes called an administrative meeting, is a structured meeting where the incident is reviewed, evidence is presented, and the employee under investigation can fully explain their side, ask questions, and submit their own evidence. It is one way of giving the employee an “ample opportunity to be heard,” which the Supreme Court recognizes as the core of procedural due process in termination cases. G.R. No. 247428 (2021)

Philippine jurisprudence clarifies that a trial-type hearing is not always mandatory, but the opportunity to explain must be real, meaningful, and documented — not just a formality. Autobus Workers’ Union v. NLRC, G.R. No. 117453 (1998)

Who handles the administrative hearing?

In some companies, a standing investigating or grievance committee handles the administrative hearing, with clearly defined roles (chair, HR, management representative, recorder, etc.). In many organizations, the Human Resource head or Labor Relations head manages the entire administrative investigation, from the NTE up to the recommendation for a Notice of Decision.

When is an administrative hearing needed?

An administrative meeting

• Clarify disputed facts or inconsistencies in written statements
• Assess the credibility of the employee, complainant, and witnesses
• Ensure the employee is genuinely heard and not just “asked to sign” documents
• Arrive at a fair and well-documented recommendation for management

In some cases, the Supreme Court has accepted written explanations alone as sufficient “ample opportunity to be heard,” but a properly documented administrative hearing remains a best practice to manage risk and show good faith. Discussion on ample opportunity to be heard

Before the administrative meeting

1. Confirm a suitable venue. The room should be enclosed, secure, well-lit, ventilated, and free from distractions. If possible, provide chairs outside where other participants can wait separately.
2. Prepare basic logistics. Ensure tables, chairs, drinking water, and writing materials are already in place before the hearing starts.
3. Arrange recording and documentation. Prepare an audio recorder (a mobile phone is acceptable) and assign a person or team to take formal minutes of the proceedings.
4. Organize all evidence. Gather documentary, audio, or video evidence and test any equipment needed to present them properly.
5. Prepare a clear hearing flow. While there can be flexibility, a typical order is:
   • Incident report author
   • Witnesses
   • Complainant (if any)
   • Immediate superior of the employee under investigation
   • Employee under investigation (one at a time if there is more than one)

During the administrative hearing

1. Brief the committee or panel. If a permanent investigating committee does not exist, briefly clarify the role of each member to avoid grandstanding, bias, or overlapping functions.
2. Set clear ground rules.
   • Inform all present that the proceedings will be recorded, and secure and note their consent.
   • Require participants to state their name and role before speaking.
   • Maintain orderly discussion — one speaker at a time, with the chair controlling who has the floor.
3. Present the allegations clearly.
   • Read and explain the incident report or complaint.
   • Identify the specific company rules, codes of conduct, or policies allegedly violated.
   • Explain the impact of the incident on people, safety, property, operations, or company image.
4. Present evidence. Lay out documentary and testimonial evidence transparently, and allow reasonable questions from the employee and panel.
5. Allow the employee to respond fully.
   • Give the employee sufficient time to answer the allegations and clarify any points.
   • Allow the employee to be assisted by a representative of their choice, consistent with company policy and any applicable CBA.
   • Allow the employee to present counter-evidence, documents, or witnesses.
6. Open the floor for clarifications. Let the panel or committee ask reasonable questions to clarify facts and test consistency.
7. Confirm completeness. Before closing, let the minute-taker recap key points to confirm that no material issue has been missed.
8. Close with next steps. Inform all parties if another hearing is needed and explain the expected timeline for evaluation and release of the Notice of Decision.

After the administrative hearing

Within a reasonable period (commonly about one week, depending on company policy and case complexity), the investigating body should:

1. Evaluate the evidence and testimonies objectively, applying the “substantial evidence” standard used in administrative cases.
2. Prepare a written case report with findings of fact, rule violations (if any), and recommended action for management review.
3. Coordinate the issuance of the Notice of Decision to formally conclude the case, whether it results in exoneration, a lesser penalty, or termination.

Frequently Asked Questions on Administrative Hearings (Philippines)

Frequently Asked Questions