Poor attitude - Alison Treliving, Squire Patton Boggs
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?
Constructive knowledge - Chris Thompson, Gateley
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?
Dismissal and re-engagement - Angela Brumpton, gunnercooke
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?
Stress and anxiety - Nicholas Siddall QC, Littleton Chambers
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?
Trigger points - Nicholas Siddall QC, Littleton Chambers
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?
Bullying and harassment - Naeema Choudry, Eversheds Sutherland
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?