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Retrenchment: more than 50 employees

OVERVIEW

1.5.1. Appointment of a facilitator
1.5.2. Sixty days allowed for consultation/facilitation
1.5.3. The consultation process
1.5.4. After the 60 days

FORMS TO DOWNLOAD

1.1.11 Notice of intention to retrench
1.4.6 Retrenchment advice

Retrenchment: less than 50 employees

OVERVIEW

1.4.1. What is meant by retrenchment?
1.4.2. Under what circumstances can employees be retrenched?
1.4.3. Duty to consult
1.4.4. What selection criteria should be used?
1.4.5. How can retrenchments be avoided or minimized?
1.4.6. Timing of the dismissals
1.4.7. Mitigating the adverse effects of retrenchment
1.4.8. Severance pay

FORMS TO DOWNLOAD

1.4.6 Retrenchment advice - Example of letter terminating services

Dismissal based on misconduct

OVERVIEW

1.2.1. Principles
1.2.2. Procedural and Substantive Requirements
1.2.3. The Disciplinary Hearing
1.2.4. Principles that will apply to Disciplinary Hearings
1.2.5. Proof on a balance of probabilities
1.2.6. Record keeping and administration after the hearing

FORMS TO DOWNLOAD

1.1.27 Disciplinary appeal form
1.1.28 Disciplinary report
1.1.29 Notice forms
1.1.30 Lodgement of a grievance

Dismissal based on poor work performance

OVERVIEW

1.1.1 - Clarifying poor work performance
1.1.2 - Unable or unwilling to meet performance standards
1.1.3 - Procedure for dealing with poor work performance
1.1.4 - Considerations for dismissal for poor performance
1.1.5 - Parties involved
1.1.6 - Probationers and poor work performance

FORMS TO DOWNLOAD

1.1.11. Notice of intention to retrench
1.1.22 Performance Management Cycle and Forms
1.1.23 - Notice to attend a poor work performance counseling session
1.1.24 - Disciplinary finding for work performance
1.1.25 - Official record of poor work performance inquiry
1.2.4 - Dismissal for poor work performance : employees other than probationary employees
1.2.5 - Poor work performance counselling session
1.2.6 - Poor work performance hearing
1.2.7 - Checklist for dismissal for operational requirements
1.2.8 - Checklist for dismissals
1.3.2 - Notice of dismissal
2.1.6 - Poor work performance hearing

Labour Law

1.1.5.1. Amended Act - Occupational Health and Safety No 85 of 1993
1.1.5.2. Amended Act - Employment Equity 2014
1.1.5.3. Act - Employment Services 2014
1.1.5.4. Act - Basic Conditions of Employment
1.1.5.5. Act - Compensation for Occupational Injuries and Diseases

Changing a disciplinary sanction

A chairperson in a disciplinary hearing finds an employee not guilty of a serious transgression while senior management believes the person should have been found guilty. Or the employee is found guilty but, contrary to what the employer expects, is given a sanction short of dismissal. May management interfere and, for example, conduct a fresh hearing before another chairperson? May a sanction less severe than dismissal be increased and, if so, must a further hearing be held before this can happen?

Medical Certificates – Dispelling the myths

A number of myths exist regarding medical certificates, e.g. that employers cannot address employees regarding their absenteeism due to medical reasons until the employees have exhausted their sick leave in a particular cycle that
employees can stay away from work for up to two days, often linked to weekends or public holidays, without being ill, or that medical certificates cannot be questioned..

Contracting out of the labour relations act

Imagine a situation where an employer does not have job vacancy, but agrees to accommodate a person as a favour. The person is employed with the clear understanding that if things do not work out, the contract may be terminated without the employee having recourse to the remedies afforded by the Labour Relations Act. Can this be done?

Checklists

1.2.1 Employee orientation checklist
1.2.2 Notification to attend an incapacity investigation
1.2.3 Employee take-on --- termination checklist
1.2.4 Dismissal for poor work performance - employees other than probationary employees
1.2.5 Poor work performance counselling session