The date, time and place of the disciplinary enquiry so the employee time to prepare his defence. Give him AT LEAST 24 hours' notice of the enquiry. But try give him more time, if possible.
Give the charges laid against the employee in a language which he can understand. Detail the charges adequately so he can prepare accordingly.
nclude your rights to proceed against the employee for any other misconduct which may come about later along the line.
Specify who the Chairperson will be.
Worried about making mistakes when chairing a disciplinary hearing?
Chairing a disciplinary hearing isn't easy...
There are dozens of things you need to keep in mind to ensure you give each employee a fair hearing.
But we've made it easy for you...
Discover how to chair a legally compliant hearing in just five steps...
Tell the employee that he can have representation at the enquiry. This can be either a trade union representative or an employee off his choice.
Let the employee know that he'll have a chance to defend himself. Let him know he can:
Cross-examine any witness who brings evidence against him;
Look at any documentary evidence you have against him; and
Call forward his own witnesses.
A notice stating the employee should let you know:
Which witnesses he'll call forward;
Who his representative will be; and
If he'll require an interpreter.
A notice stating that, if he doesn't come to the enquiry without a valid reason, it will proceed anyway.
State that, if the notice doesn't give him adequate time to prepare, he must let you immediately.
Phrase the charges clearly so the employee knows exactly what you're accusing him of.
Those were 10 things to include in your 'charge sheet'.
Keep in mind that the notice period is not set as each case's circumstances are different.
To learn more, subscribe to the loose leaf service advertised below.
Protect yourself from labour-related problems by using this practical tool
The comprehensive Labour Law for Managers Loose Leaf Service gives you all the details you need for maximum protection in labour-related problems. You will find, for example:
Information on the problem areas managers have to handle in the workplace daily, and appropriate solutions;
Valuable advice for employers, based on the ever-changing legislation;
Sample contracts, dismissals and warning letters, etc;
Numerous practical checklists; and