Dismissal: Hints, Tips and Solution-Focused Answers for Employers

Chair’s Introduction

Dismissal: Hints, tips and solution-focused answers for employers

Chaired by: Robert Gray of Eversheds Sutherland

Robert is acclaimed for his skill in deeply complex employment cases. He is immensely experienced, a great communicator and at the forefront of developments.

Trigger points

When, and by how much, do you amend trigger points and progress warnings for frequent short-term absences and/or under-performance because of a difficult mental health condition?

Answered by: Nicholas Siddall QC of Littleton Chambers

Nicholas secured a £3.3 million award for a leading academic in a race/religious discrimination claim. "He distils intricate detail into clear legal analyses."

Poor attitude

How much do you need to put up with before dismissing a technically sound employee because of a persistently poor attitude, e.g. lack of care, ignoring manager requests, undermining others, poor relationships in team?

Answered by: Alison Treliving of Squire Patton Boggs

Alison is highly experienced in complex unfair dismissal claims. "She is practical, solution-driven and charming." "She never baffles clients with legalese."

Stress and anxiety

In a grievance, disciplinary or redundancy consultation situation, what do you do - proactively - if the employee responds by taking long-term sickness leave for reasons of stress or anxiety?

Answered by: Adele Shortman of Weightmans

Adele has superb technical knowledge and a pragmatic and commercial approach. She has been involved in many of the leading discrimination and unfair dismissal cases.

Dismissal and re-engagement

Using practical examples, how do you control - and overcome - the risks of running a dismissal and re-engagement process, e.g. when a pay scheme is changing?

What counts and what would move a tribunal?

Answered by: Angela Brumpton of gunnercooke

Angela undertakes complex investigations and appeals for a major public body in what is very high-profile work. She is "a joy to work with - and a problem solver."

Bullying and harassment

What do you do - legally and practically - if those being bullied or harassed don't wish to make a formal complaint, complicated by the allegations being unclear and/or about senior management?

Answered by: Naeema Choudry of Eversheds Sutherland

Naeema sits as an Employment Tribunal Judge for the Midlands. "She is a seasoned handler of executive exit work and other highly sensitive and contentious scenarios."

Constructive knowledge

In a capability or disciplinary process, how do you deal with an employee with a drug or alcohol addiction, particularly when there may be an underlying disability?

Answered by: Chris Thompson of Gateley

Chris continues to impress with his "stellar employment law practice." He covers compliance, risk management, engagement models, restrictive covenants and litigation.