Online Reporter
Dr Request Machimbira
IN the complex and dynamic world of workplace management, employee suspensions can be a necessary evil.
When misconduct occurs, employers may need to take drastic measures to protect their interests and maintain order in the workplace.
However, suspensions can also have unintended consequences. In view of this, employers must approach this decision with caution and judiciousness.
The risks of reckless suspensions
Suspensions can be a double-edged sword. While they may seem like a quick fix to address misconduct, reckless suspensions can create problems.
Employers who suspend employees without sufficient cause or evidence may find themselves in a worse position than before. The key is to strike a balance between addressing misconduct and avoiding unnecessary disruptions to the workplace.
The importance of evidence-based suspensions Never suspend an employee on mere suspicion of misconduct.
This can create more problems than solutions and may lead to hazardous employment relations that threaten productivity. Before suspending an employee, employers must have a solid foundation of evidence that supports the decision.
This requires thorough investigation and careful consideration of the facts.
Investigating before suspension
While most employment codes of conduct provide for suspension to facilitate investigation, it is more judicious to investigate before a suspension is effected. This is out of an abundance of caution.
The underlying logic is that the presumption of guilt must be higher than that of innocence before effecting a suspension.
By investigating first, employers can gather evidence and build a stronger case for suspension, if necessary.
The need for judicious decision-making
Employers must not be trigger-happy when it comes to suspensions. Even where there is a higher presumption of guilt on the part of the employee, this is not a direct licence to brazenly effect a suspension.
HR managers and business leaders need to function above the level of code of conduct technicians and appreciate the broader implications of their decisions on productivity and workplace relations.
Every manager must appreciate that they are part of the risk architecture of the organisation. They should also appreciate that human resource risks are perhaps the biggest risk dimension any organisation can face.
Almost every other risk consideration is traceable to the human factor. Human resource processes must, therefore, be risk-conscious.
We need inbuilt safeguards in our human resource processes to mitigate such risks.
HR managers and business leaders are not just enforcers of codes of conduct; they are also productivity champions. When considering suspensions, they must weigh the potential impact on productivity and workplace relations.
The critical question is: Is it worth suspending the employee?
Not every serious infraction should merit a suspension, and employers must consider the context and potential consequences of their decision. Another important consideration is how the continued presence of an employee may affect the employer or workplace relations. For example, an employee who has committed a violent act or sexual harassment may create unreasonable uncertainty in the workplace, and a suspension may be necessary to maintain order and create a safe haven.
Before suspending a worker, employers must also consider whether they are ready to have the employee back at work once they are cleared.
Where there is a likelihood of being cleared or being given a less disciplinary sanction, a suspension may compound the employer’s problems.
Returning employees often present new challenges, such as apathy, feeling superior or engaging in sabotage, which can be avoided with judicious considerations on whether to suspend or not.
The importance of job cover
When considering a suspension, employers must also think about job cover.
If there is no contingent plan in place to take care of the work in the absence of a suspended employee, it is better to hold off on the suspension until such a time the plan is put in place. HR managers must always remember that the greatest workplace war is not one of labour technicalities but rather of productivity.
Their decision-making and programming must demonstrate this.
Suspensions in the workplace can be a necessary evil, but they require careful consideration and judiciousness. Employers must weigh the potential impact on productivity and workplace relations, consider the evidence and plan for the employee’s return.
By taking a thoughtful and systematic approach to suspensions, employers can minimise disruptions and maintain a productive and safe work environment.
Suspensions create scars, and they need to be managed with thoughtfulness and less excitement.
Dr Request Machimbira is the executive director of Proficiency Consulting Group International. He is a leading, award-winning human resources expert, strategy facilitator, board trainer, team building coach, independent labour arbitrator, board chairperson and published author. He writes in his personal capacity. For feedback, email request @proficiencyinternational.com or call +263772693404.
