Part 1
A principle for every tricky case
Stay calm, listen to everyone involved, document facts rather than opinions, follow the written policy, and treat people the same way every time. When the law or a serious risk is involved, bring in legal advice early.
Part 2
An employee reports harassment or discrimination
- Take it seriously and thank them for coming forward; do not ask them to “sort it out” directly.
- Refer sexual harassment complaints to the Internal Committee, as the law requires, and follow its timelines.
- Keep the matter confidential, protect the complainant from retaliation, and consider interim measures such as changing reporting lines.
- Document every step; give both sides a fair hearing before any decision.
Part 3
Repeated lateness or absence
- Check the attendance record first, and speak to the person privately to understand the reason - there may be a health or family issue.
- Agree on clear expectations and a review date, in writing.
- Escalate through the warning process in your policy only if it continues without a valid reason.
Part 4
A manager and employee are in conflict
- Listen to each side separately, then bring them together with a clear goal: restoring a working relationship.
- Focus on behaviours and impact, not personalities.
- Agree on specific changes and follow up in two to four weeks. Consider a move only if mediation fails.
Part 5
A salary or payslip dispute
- Pull the payslip, contract, and attendance data and recalculate before you respond.
- If you made a mistake, correct it quickly and say so; if the payslip is right, explain the calculation line by line.
- Put the outcome in writing.
Part 6
Suspected misconduct or fraud
- Preserve evidence quietly and limit who knows.
- Follow the procedure in your policy: show-cause notice, a fair inquiry, and a reasoned decision.
- Do not decide on rumour and do not publicly accuse; get legal guidance before any termination.
Part 7
An employee resigns during a critical project
- Accept the resignation graciously and confirm the last working day under the notice period.
- Agree on a handover plan with a named successor and a documented checklist.
- Do not withhold dues, letters, or relieving as leverage; ask politely and offer a fair buy-out or extension instead.
Part 8
An employee is struggling with mental health
- Respond with care: a private conversation, no labels, no gossip.
- Offer support - flexible work, reduced load, leave, or an employee assistance programme where available.
- Share information only with those who need to know, and only with the person’s knowledge.
Part 9
Layoffs, restructuring, or a performance exit
- Follow the notice, severance, and legal requirements that apply, and take legal advice first.
- Use fair, written criteria; tell people in person, with a clear explanation and next steps.
- Support those who stay: explain what changes and listen to their worries.