What Others Have Said
"Excellent presentation! Extremely appropriate to my position. I now have more knowledge to assist me in making decisions and helping to chair cases. One of the most knowledgeable persons I have met. Thank you!"
Liz Pieterse, Services Engineer, Xstrata Rustenburg
"The course was unbelievably well presented, theoretically educational and practically applicable. I do not know how one could employ anyone, whether in a home or a business, without having been on this course."
Craig Rance, Manager, Rance Timber
"Extremely pleased! This is the most informative seminar I have ever attended. It gave me new insight and I am certainly better equipped for dealing with future labour matters."
Mekisien John, Mill Manager, TWK Agriculture
"This is normally a very difficult subject for all companies, but I learned how simple it really is. I feel confident that I can handle disciplinary actions at any time. The style of presenting is very good as it gives one an opportunity to deal with practical cases rather than having to absorb a lot of theory. The facilitator is an easy-
Lindiwe Malinga, General Manager Community Development
"Very pleased. It was very pleasant to work with you. Good presentation, very well given with a good style. Excellent humour."
Jacqueline Jute, Credit Supervisor, Alpha Pharm
Recapturing Management's Right to Discipline
Internal relationships and practices have become critically important. They affect your managers' role, since they are responsible for managing industrial relations at the interface level. They need proper orientation. They must know the legal rules and realize that discipline is not the mechanical application of steps in a procedure. You must equip them with the knowledge and skills they need to deal with day-
No company can afford the erosion of the Management's right to discipline. Nor can a company afford to negotiate and compromise about discipline. You cannot afford to lose face by having to change a disciplinary ruling because of a needless blunder. You can afford improved performance standards through firm supervision.
This Skills Shaping Seminar™ will provide you with proven, successful techniques to give you the edge in preserving positive discipline.
The seminar's aim is a straight as its title. . . . to inform your managers how to recapture, preserve and enhance Management's right to discipline. Through highly interactive lectures and workshop sessions, you will receive in-
You will get proven, successful techniques to give you the edge in preserving positive discipline. Not only must you know the legal rules, but you must realize that discipline is not the mechanical application of steps in a procedure. You'll discover the knowledge and skills they need to deal with day-
1. The Legal Framework of What You Can and Cannot Do
Discipline and the Labour Relations Act.
The significance of labour law for yourself and for your employees and the union representing them.
2. The Dynamics of a Positive Disciplinary Procedure
A streamlined structure for a Disciplinary Procedure.
The role of your supervisors, complainants, union shop stewards, the chairperson of the hearing, and the HR Specialists.
How to decide where to enter the Disciplinary Procedure for a particular offence.
How to decide whether an employee can be disciplined for an offence.
Questions you should ask yourself in the event where an employee has breached a contractual term.
3. Getting Mileage Out of Warnings
Techniques to help you prepare for the disciplinary interview.
A model for conducting a firm disciplinary interview that can be applied to any job.
Critical mistakes to avoid.
The validity periods of warnings.
4. Assessing the Suitability of Alternative Disciplinary Sanctions
When may Management demote an employee?
What can an employee do about demotion?
Is demotion a suitable disciplinary sanction?
Should transfers be used as disciplinary sanction?
May an employee be suspended and, if so, for how long?
When would suspension be an unfair labour practice?
Legal consequences. Do's and Don'ts.
5. Executing Fairness
The duties of the Chairperson of a hearing
Postponement of hearings
Types of evidence and how to evaluate evidence
The Reason for Dismissal
The burden of proof
What must Management prove to make a charge "stick"?
Theft, Fraud, Drunkenness, Refusal of instructions
Circumstances you should consider
Condonation of misconduct
6. Asserting Management's Right to Dismiss
Types of Dismissal.
What must be proved in respect of particular types of offenses?
When is summary dismissal justified?
Legal requirements for dismissal with notice.
What are the Companies duties in respect of appeals?
Duration: Two days
Space is limited. Register online today. See the dates and venues on the registration form.