Guidance - Disciplinary Suspension
Introduction
Suspension from work pending an investigation occurs where the University decides to temporarily relieve a colleague of their work duties while an investigation is conducted in accordance with the Disciplinary Policy. Suspension is not a disciplinary sanction, nor does it infer any guilt.
Suspension will only be appropriate in certain situations and should be considered carefully before being implemented, for example, in cases regarding allegations of serious or gross misconduct colleagues may be suspended on full pay where it has not been possible to temporarily deploy to alternative duties.
The decision to suspend a colleague must not be taken lightly and requires prior agreement with People & OD.
Suspension should be considered if it is necessary to protect:
- The investigation - for example if there are concerns about someone damaging evidence or influencing witnesses.
- If there is a genuine risk to others, property or business interests.
- The colleague under investigation.
The period of suspension should be kept as brief as possible and kept under review. This means that the investigation process should be carried out as quickly as possible while ensuring that the process is sufficiently thorough and fair.
Where a colleague is suspended, care should be taken as to how this is communicated to them and to others. As far as reasonably possible, when sharing with teams/contacts, the reason for the suspension should be kept confidential to minimise any risk to the colleague’s reputation.
When a colleague is suspended, they should be kept updated with progress on the investigation and notified of any significant delays in concluding the investigation.
Supporting colleague wellbeing during suspension
The University has a legal ‘duty of care’ to support colleagues during periods of suspension and to look out for their wellbeing. Being suspended can be stressful and colleagues could feel worried or distressed about the investigation and what will happen once it is concluded.
The following provides a short overview of the responsibilities assigned to each role holder at each stage of the process.
Commissioning Manager Responsibilities
- The Commissioning Manager will normally inform colleagues of their suspension and oversee the process to ensure it lasts only as long as necessary.
- They will provide details of a designated contact for any concerns during the suspension, normally the colleagues’ Line Manager.
- Commissioning Managers should read ‘Communicating and managing the suspension’ section below, which serves as a helpful checklist.
Investigating Manager Responsibilities
- The Investigating Manager is responsible for updating the Commissioning Manager on the progress and expected completion of the investigation.
- If the investigation extends beyond the initial timeline, the Investigating Manager must provide an updated timeline for completion.
- Should evidence arise indicating that suspension is no longer required, the Investigating Manager must notify the Commissioning Manager promptly and consult with People and OD for guidance.
Disciplinary Hearing Manager Responsibilities
- The Disciplinary Hearing Manager is responsible for updating the Commissioning Manager on the progress and expected completion of the Disciplinary Hearing.
- If the Disciplinary Hearing encounters any delays, the Disciplinary Hearing Manager must notify the Commissioning Manager (where this is not otherwise undertaken by the same person).
- Should evidence arise indicating that suspension is no longer required, the Disciplinary Hearing Manager must notify the Commissioning Manager promptly and consult with People and OD for guidance.
Line Manager Responsibilities
- Line Managers must maintain clear and consistent communication with the suspended colleague, including providing updates on the investigation’s progress.
- To support colleague wellbeing during the suspension, Line Managers (or an appointed manager) should conduct regular wellbeing reviews throughout the process. Line Managers should read Conducting Wellbeing Reviews During Suspension Guidance and connect with the relevant ER Partner to ensure a record of the meeting is added to the Case Management File in Ivanti.
Communicating and managing the suspension (Commissioning Manager checklist):
- Explain the reason for the suspension.
- Confirm suspension is on full pay.
- Make clear it does not mean a decision has been made of wrongdoing and set out what the next steps will be i.e.:
- Written confirmation of the suspension will be provided, confirming its duration and terms
- Confirm if any University items should be temporarily returned (staff ID card, keys, IT equipment etc)
- They should expect to be invited to a meeting by the appointed Investigation Manager and they will have the right to be accompanied at this meeting by a work colleague or trade union representative.
- Explain their responsibilities during suspension, i.e. what they can and cannot do.
- Make clear the investigating manager will listen to their point of view and consider it before any conclusions are reached.
- Check their contact details are up to date, including emergency contact details.
- Confirm the colleague will be kept updated with progress on the investigation and notified of any significant delays in concluding the investigation.
- Confirm a designated wellbeing contact (usually the line manager) will check in regularly, providing ongoing support and guidance as needed. Throughout the suspension the Commissioning Manager should affirm that the regular check-ins are being carried out as planned.
- Share the named person they can contact if they have concerns, for example this will normally be their line manager or a People & OD contact.
- Let them know of the support resources available and encourage them to use it if they need it at any stage of the suspension.
- Consider practical steps such as requesting IT access suspension, removal of staff access ID card, accessing University equipment, systems or buildings.
- Confirm confidentiality will be maintained with workplace colleagues and teams being advised on a need-to-know basis that the colleague concerned will not be in work. For instance, they should not be advised of the circumstances for the absence or provide with any details of the allegations unless called to give evidence as a witness.
- Written confirmation of the suspension will be given also, covering the key information shared in the discussion. People & OD will provide a letter template which can be updated.
Support Resources and Signposting
An investigation can be stressful for everyone involved. Sometimes it can lead to significant distress and negatively impact the mental health of a colleague. Where concerns about the mental health and wellbeing are raised, consideration should be given to whether the process can be adjusted in some way to facilitate their participation. Sometimes it might be appropriate to seek (with the agreement and involvement of the colleague) professional medical guidance via the University’s Occupational Health Unit, as to how the investigation can proceed fairly in recognition of the impact the process may have on the employee's mental health. To ensure the colleague is able to receive help, the colleague should be advised where they can seek further support.
Colleagues can access mental health support via the following resources:
- Employee Assistance Programme (EAP) – provides confidential support to University employees and their family members, 24 hours a day, 365 days a year, 0800 882 4102.
- Champion Health app – provides online personalised wellbeing content, tools, trackers and includes a resources library. When registering enter access code: uog1451
- Able Futures –a mental health support service provided by Access to Work. There is no cost to using this confidential service and no waiting list. Support is available over the phone, video call and through email. Colleagues can call Able Futures on 0800 321 3137 or visit able-future.co.uk to sign up online.
- The University’s Mental Health First Aid Network – provide initial assistance and direct help for those wanting to talk about their mental health concerns.
Post suspension - reintegrating back to the workplace
When supporting a colleague back to work after a suspension, line managers should:
- Discuss their return with them, including timing, what to tell others and any concerns they may have.
- Discuss their role, expectations and any adjustments required.
- Convey the ongoing support available and agree check-ins to see how the return is going.
- Ensure any agreed resolutions are actioned and completed.
Conducting Wellbeing Reviews During Suspension
When conducting wellbeing reviews with a colleague on suspension, the aim is to provide support, maintain open communication, and monitor their welfare without discussing the details of the investigation or making assumptions about the outcome.
Preparation
- Schedule the wellbeing review in advance and agree on a suitable time with the colleague.
- Choose a neutral and private setting for in-person meetings or ensure the virtual meeting platform is secure.
- Clarify that the purpose of the meeting is to check on their wellbeing, not to discuss the investigation
Opening the Conversation
- Start the meeting by thanking the colleague for attending and reiterate the purpose of the review as a supportive check-in. For example:
- “Thank you for meeting with me today. I want to ensure you’re feeling supported during this time and check in on how you’re doing.
Active Listening
- Ask open-ended questions to encourage dialogue, such as:
- “How are you feeling overall?”
- “Are there any challenges or concerns you’re facing during this period of suspension?”
- “Is there anything we can do to better support you right now?
Providing Reassurance
- Emphasise confidentiality (within appropriate boundaries) and reassure the colleague they remain valued. For example:
- “I understand this can be a difficult time, but I want you to know you’re an important part of the team, and we are here to support you.”
Offering Support
An investigation can be stressful for everyone involved. Sometimes it can lead to significant distress and negatively impact the mental health of a colleague. Where concerns about the mental health and wellbeing are raised, consideration should be given to whether the process can be adjusted in some way to facilitate their participation. Sometimes it might be appropriate to seek (with the agreement and involvement of the colleague) professional medical guidance via the University’s Occupational Health Unit, as to how the investigation can proceed fairly in recognition of the impact the process may have on the employee's mental health. To ensure the colleague is able to receive help, the colleague should be advised where they can seek further support.
Colleagues can access mental health support via the following resources:
- Employee Assistance Programme (EAP) – provides confidential support to University employees and their family members, 24 hours a day, 365 days a year, 0800 882 4102.
- Champion Health app – provides online personalised wellbeing content, tools, trackers and includes a resources library. When registering enter access code: uog1451
- Able Futures –a mental health support service provided by Access to Work. There is no cost to using this confidential service and no waiting list. Support is available over the phone, video call and through email. Colleagues can call Able Futures on 0800 321 3137 or visit able-future.co.uk to sign up online.
- The University’s Mental Health First Aid Network – provide initial assistance and direct help for those wanting to talk about their mental health concerns.
Documenting the Review
- The relevant ER Partner will engage the assigned wellbeing contact to obtain regular update and ensure a record of each review is factually noted in the Case Management Record via Ivanti/UofG Helpdesk, recording the date, time, key topics discussed, and any agreed actions, ensuring the documentation respects confidentiality and focuses on wellbeing.