Banter and bias - Maura Connolly, Eugene F. Collins
Is it ever advisable to resolve concerns around banter or unconscious bias informally?
Are you always giving a hostage to fortune in the event full-blown claim for discrimination or harassment?
Long-term absence - Jennifer Cashman, Ronan Daly Jermyn
Weighing up the risk-based pros and cons, at what point do you dismiss if sick certs are arriving every month, giving no indication of a return to work, and there is no engagement with the company doctor?
Mental health - Ciara McLoughlin, DLA Piper
If you're facing short-term and sporadic absences because of mental health, how do you balance the competing considerations of support to the individual with business needs and HR objectives?
Mutual severance - Ronnie Neville, Mason Hayes & Curran
How do you control - and overcome - the risks of approaching an individual through a without prejudice' conversation?
What can you say and insinuate about the individual's prospects?
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?
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?