Dealing with tricky employee situations can feel overwhelming, but having a solid disciplinary process makes things much easier. It’s about being fair, following the rules and keeping things professional. Here, Carolyne Wahlen from Golf HR provides a straightforward guide to help you handle these situations without getting into hot water.
Step 1: Start with clear policies
Before anything goes wrong, make sure your club has a disciplinary policy. Think of it as your safety net. This policy should:
• Spell out what’s expected of your employees (be clear about things like timekeeping, behaviour, and work quality in a “code of conduct”).
• Give examples of unacceptable behaviour, like being consistently late or swearing at colleagues.
• Explain the steps that will happen if staff break the rules.
• Keep it simple and accessible in your employee handbook and send everyone a copy to their private email address. The handbook and policies are not meant to be secret, so make sure everyone has access.
Step 2: Spotting the issue
So, something’s happened — what now?
Act quickly. Letting it fester or hoping it will get better by itself will only make things worse.
Decide if it’s a quick chat situation or if you need to go formal. A lot of small issues can be fixed informally. That said, if this is the third quick chat you have had on this subject, you need to go formal. If the incident would be considered gross misconduct, then it has to be formal from the first moment on.
Step 3: Gather evidence
If formal action is necessary, start by digging into the details. This isn’t about jumping to conclusions — it’s about finding the facts. Here’s how:
• Pick the right person: Get someone impartial to investigate— it must be someone who hasn’t been involved in the issue at all, either as a protagonist or a witness.
• Gather evidence: Emails, CCTV footage, screenshots of messages or pictures posted on social media sites — collect everything that relates to the incident.
• Talk to witnesses: Chat with anyone who might have seen or heard something important. Get them to write down their version of events and to sign it.
Step 4: Hold an investigation meeting
• Then have an investigation meeting with the employee in question.
• You do not need to give advance notice of an investigation meeting; you can just say “Can I have a word?” and then do the investigation.
• The employee does not have the right to a companion at this stage.
• Record the meeting on your phone (voice memo) and let them do so as well if they ask.
• Go through the incident asking for their version and the evidence. Ask open questions to get more information.
• Example question: “Tell me what happened between you and Bob yesterday afternoon?” rather than “Did you hit Bob yesterday afternoon?”
• Have the recording transcribed so that you can use the transcript as evidence for the disciplinary.
Sometimes, if it is a minor or first-time offence, you can stop the process after investigation and instead of a formal warning, just issue them with an advisory note, saying what behaviour they should stop doing and what they should start doing.
If the issue is serious (like gross misconduct), you will need to suspend the employee. If you do, remember:
• They must still get paid.
• Make it clear this isn’t punishment — it’s just while you investigate.
• Keep it short and only for as long as you need.
• You will need to send them a letter confirming the suspension.
Write everything up in a report—this will be your roadmap for the next steps.
Step 5: Set up a disciplinary hearing
If your investigation shows there’s something to address, invite the employee to a hearing.
• Send a written invitation explaining the issue, with ALL the evidence attached.
• Tell them they can bring someone along (a trade union rep or a colleague).
• Advise them that you will be recording the meeting and that they can do so as well.
• Give them enough time to prepare— at least three working days’ notice.
Be upfront about the possible outcomes —whether it’s a first warning, a final chance, or a dismissal, you have to state this in the disciplinary invite.
Step 6: Hold the hearing
The person running the disciplinary meeting cannot have been involved in the incident or the investigation stage at all. The disciplinary hearing is where you lay everything out and officially let the employee have their say.
• Set the scene: Start by explaining why you’re there and how the meeting will go.
• Present your case: Share what you’ve found during the investigation.
• Listen to them: Let the employee respond, explain, and share any evidence they have.
• Ask open questions: Make sure both sides get to clarify points or challenge evidence.
• Wrap it up: Summarise everything before ending the meeting. You do not give the employee an outcome in the meeting.
Keep things calm and professional. Take notes and record the meeting (with everyone’s agreement) so there’s a clear record.
Step 7: Decide what happens next
Once the hearing’s over, take time to review everything before making a decision. Consider:
• How serious the issue is.
• Whether it’s a one-off or part of a pattern.
• The impact on the business and team.
• Any mitigating circumstances (such as personal issues).
Your options might include:
• No action / advisory note: If there’s not enough evidence.
• A first written warning: For less serious issues.
• A final written warning: For bigger problems or repeated behaviour.
• Dismissal: For gross misconduct or ongoing failure to improve.
Make sure your decision is fair and reasonable. Don’t let emotions or assumptions cloud your judgement.
Step 8: Share the outcome
Put your decision in writing and share it with the employee within five working days. The letter should include:
• What you’ve decided and why.
• What’s expected moving forward (if they’re staying).
• What will happen if things don’t improve.
• How they can appeal if they think the process wasn’t fair.
Step 9: Handle appeals
If the employee appeals, take it seriously. They have to appeal within five working days of receiving the disciplinary outcome. They might point out procedural mistakes or bring new evidence.
The appeal process should:
• Be reviewed by someone who has not been involved in this process at all so far.
• Focus on the specific grounds of the appeal.
• Be recorded as you did with the disciplinary hearing, with the employee allowed to bring a companion of a colleague or trade union representative.
• End with a written decision (within five working days of the meeting) explaining whether the appeal is upheld or not.
Tips for staying on the right side of the law
To avoid legal trouble, keep these things in mind:
• Follow the ACAS Code on Disciplinaries: It’s the gold standard for fairness. Ignoring it can mean higher payouts (25 percent uplift) if you end up at a tribunal.
• Be consistent: Treat similar situations the same way to avoid claims of unfair treatment.
• Keep it confidential: Only involve people who need to know.
• Document everything: Good records are your best defence if questions arise later.
Final thoughts
No one loves dealing with disciplinary issues but handling them fairly and professionally is part of running a golf club. By following these steps and staying within the law, you’ll protect your team and your organisation. And if you ever need a sounding board, don’t hesitate to reach out for advice!
Email cw@golfhr.co.uk for more information
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