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 - Anne Pritam, Stephenson Harwood
How and when should employers call out banter and tackle it?
At what point does it become harassment?
What if both parties have participated or the harassed party does not wish to make a formal complaint?
Harassment - Jennifer Cashman, Ronan Daly Jermyn
Using real-life examples of how to overcome the problems, what actually warrants an investigation, especially in bullying and harassment cases?
Who do you involve and when do you allow an appeal?
Alcohol and drugs - Anne O'Connell, Anne O'Connell Solicitors
What are your obligations over alcohol or drug addiction as part of a capability or disciplinary process, when the addiction may be masking an underlying disability?
Poor attitude - Mary Kelleher, Hayes solicitors
How much do you need to put up with before dismissing an employee because of persistently poor attitude e.g. lack of care, ignoring manager requests, undermining others, poor relationships in team?
Stress and anxiety - Ciara McLoughlin, DLA Piper
In a grievance, disciplinary or under-performance situation, what must you do - practically and legally - if the employee responds by taking long-term sickness leave, for reasons of stress or anxiety?