The invisible scars of disciplinary processes

Dr Request Machimbira

In the workplace, disciplinary processes are often viewed as a necessary evil, a means to maintain order and discipline.

However, beneath the surface, these processes can leave unseen scars, affecting not only employees involved but also managers and complainants. The technical aspects of disciplinary processes often overshadow the humanity and feelings of employees, leaving them to navigate the aftermath without adequate support.

Lesson in post-incident support

I vividly remember my father’s funeral in July 1994, where the community came together to provide support and comfort to our family. The presence of my father’s uncles was particularly notable.

They stayed with us for several weeks after burial, providing emotional support and care during a difficult time.

Their presence was a reminder that the aftermath of a traumatic event requires more than just technical support; it demands human connection and empathy. The experience of our uncles staying with our family after the funeral has parallels in the workplace.

When an employee goes through a disciplinary process, it can be a traumatic experience, leaving them feeling vulnerable and isolated. Organisations must also provide post-incident support to employees after a disciplinary process.

 Consequences of poorly handled processes

Poorly handled disciplinary processes can have severe consequences on employees, including:

Disengagement: Employees may become disconnected from the organisation, leading to decreased motivation and productivity.

Resentment: Employees may harbour resentment towards the organisation, leading to a toxic work environment.

Apathy: Employees may become apathetic, losing interest in their work and lacking enthusiasm.

Poor brand ambassadorship: Employees may become negative ambassadors of the organisation, sharing their negative experiences with others and damaging the organisation’s reputation.

These consequences can ultimately affect performance, leading to decreased productivity, increased turnover and reduced job satisfaction.

Rethinking disciplinary processes

Presiding over disciplinary processes should not be a mere transactional issue, ticking compliance boxes to avoid the wrath of the law. Instead, it must be a strategic imperative, building employee confidence in the processes, strengthening the governance of work and creating a safe and productive working space.

The era of code of conduct technicians is behind us; we are now in the era of productivity enablement, where the focus shifts from mere compliance to what is best for productivity and our most valued asset  — the employee.

The role of HR practitioners

Human resources practitioners play a critical role in creating safe workplaces and enabling employees to give their best.  By recognising the humanity and feelings of employees, providing post-incident support and prioritising productivity, organisations can ensure that disciplinary processes support the overall goals of the organisation.

It is time to reconstruct the mindset of practitioners managing disciplinary processes. We must move beyond the technical aspects of disciplinary processes and prioritise the well-being and productivity of employees. By doing so, we can create a workplace culture that values empathy, support and human connection.

 Post-incident support

The last stage of a disciplinary process is not the communication of the disciplinary outcome, but rather the provision of post-incident support.

This is where responsible human resources practice comes into play.

By providing support and guidance, organisations can help employees reintegrate into the system, regain their productivity and move forward.

Post-incident support can take many forms, including:

Counselling: Providing employees with access to counselling services to help them cope with the emotional aftermath of a disciplinary process.

Coaching: Providing employees with coaching to help them develop strategies to improve their performance and behaviour.

Mentoring: Pairing employees with mentors who can provide guidance and support during the reintegration process.

 Conclusion

The unseen scars of disciplinary processes require more than just technical support. By providing post-incident support, organisations can help employees heal, reintegrate into the system and regain their productivity. Let us prioritise the well-being and productivity of employees and create a workplace culture that values empathy, support and human connection. By doing so, we can transform disciplinary processes from a necessary evil to a strategic opportunity for growth and development.

Dr Request Machimbira is the executive director of Proficiency Consulting Group International. He is a human resources expert, strategy facilitator, business trainer, team-building coach, independent labour arbitrator and published author. He writes in his personal capacity. For feedback, email [email protected] or phone +263772693404.