Quality Document 6.1.5
Quality Management System
Policy
Employee Counselling and Discipline
1. PURPOSE
 To ensure that a fair and consistent process is applied when dealing with breaches of
discipline and work performance.
 To maximise the prospect of achieving satisfactory resolution of any such breaches.
 To ensure that appropriate procedures and processes are observed in the actions of
supervisors and managers, particularly as application of this policy may ultimately lead to
termination of employment.
The key objective of any intervention in accordance with this policy is to address a problem in its
early stages so that the employee involved has the opportunity to meet requirements and continue
to develop in their role. The secondary objective is to ensure, where such intervention is
unsuccessful and eventually leads to termination, that appropriate procedures and processes have
been followed.
2. SCOPE
 This policy applies to all CAMS employees.
3. DEFINITIONS
 Misconduct: behaviour or action which is in direct conflict with the requirements of the
employee’s employment.
 Serious misconduct: misconduct, that when considered objectively is of itself sufficient to
warrant termination of employment.
4. RESPONSIBILITY
 Manager Organisational Development – to ensure a system is in place for dealing with issues
relating to this policy and to inform all staff of the policy.
 CAMS Managers and Supervisors – to embrace the requirements of the policy.
 Employees – To abide by the requirements of the policy.
5. SUPPORTING DOCUMENTATION
 Record of interview form
 Template warning letter
 Template final warning letter
6. EQUIPMENT / PERSONAL PROTECTIVE EQUIPMENT (PPE)
 Not applicable.
Drafted by:
A. Conway
Approved by: A. Lansberry
Issue: 4
All printed documents are uncontrolled
Issued:
July 2010
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7. SAFETY HAZARDS & RISK ASSESSMENT
 Not applicable.
8. ENVIRONMENTAL ISSUES

Not applicable.
9. REQUIRED TRAINING
 All CAMS staff will be informed of this policy.
 Managers and supervisors to be trained in application of the policy.
10. PREAMBLE
In order to maintain a well-organised company with an effective working environment, employees
are required to perform their duties to a reasonable standard and no employee shall behave in
such a way as to impair the working process for others, or in any way prejudices the good order
and discipline of CAMS.
Where an employee does not meet the required standards, CAMS will provide appropriate
opportunity to rectify the situation and thereby enable the employee to continue in employment
(unless the performance/misconduct warrants dismissal following receipt of a final warning, or
summary dismissal based on the severity or the misconduct). In cases of poor performance, it is
essential that the CAMS Performance Review process has been followed by the
Manager/Supervisor, to ensure that all possible reasons for poor performance have been explored
and appropriate action taken by the company including action under this policy to attempt to
improve the employee’s performance via training and development plans.
Continued failure to meet required performance standards after having been given adequate
opportunity to do so, may result in an employee's employment being terminated.
This policy provides the guidelines under which counselling and disciplinary action may arise to
deal with misconduct or unsatisfactory work performance, and to ensure that efforts are directed
first at rectification rather than separation.
The existence of this policy does not preclude aspects of poor performance or low-level
misconduct in the workplace being dealt with successfully at an informal level, leading to early
and complete resolution.
Where a need arises for a counselling and disciplinary process, the procedure detailed in this
policy should be followed.
11. PROCEDURE
11.1
Counselling and Discipline
A Record of Interview form has been developed in order to provide consistency of
approach throughout CAMS. The purpose of this document is to record the basic
points or allegations at issue, and the steps being followed to address them. The
employee should receive a copy of this document immediately or shortly after the
Drafted by:
A. Conway
Approved by: A. Lansberry
Issue: 4
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July 2010
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counselling discussion. Depending upon the counselling discussions and the
employee’s response to the matters at issue, a letter may subsequently be prepared
confirming the outcome of the counselling discussion and decisions taken during the
discussion.
Depending upon the severity of any misconduct or work performance issues,
“warnings” including a final warning may be given before CAMS resorts to terminating
employment when it is considered appropriate. CAMS reserves the right to proceed
direct to the “final warning” stage, and/or, immediate termination of employment
(Summary Dismissal).
Where a final warning occurs, the employee’s performance/behaviour must reach the
level specified, by the nominated time, or CAMS may terminate employment. The
letter of warning will indicate whether the warning is final or stepped.
At each formal counselling or disciplinary interview employees will be given the
opportunity to provide a response to the matter. In addition employees may also
organise a representative to be present at the interview(s). The employee may
nominate a union representative in such a role. However, the employee may not
make an unreasonable or impracticable nomination (for example, someone who is not
able to attend within a short time-frame).
In some circumstances the company may stand an employee down on full pay, while
the issue is considered, or an investigation is warranted. In situations where this
occurs the employee will be informed of the timing and length of the “stand down”.
a.
First Interview – Counselling
The manager/supervisor shall discuss with the employee the problem, which
may include poor performance or misdemeanour and if necessary decide on
appropriate action to remedy the situation. The interview will be recorded on
a Record of Interview form and may be followed by a letter of warning being
issued to the employee.
b.
Second Interview
Where a second interview is required and the manager/supervisor determines
corrective action is needed, the employee shall be provided with a Record of
Interview form and a warning in writing which may be a final warning,
requiring the employee to be advised that dismissal may occur unless the
problem is remedied by a specified time.
c.
Third Interview
If there is a need for a third interview and the manager/supervisor determines
it is warranted, he/she may recommend that CAMS issue a notice of dismissal
to the employee or take such other action as deemed appropriate.
The employee will in all cases be provided the opportunity to organise a
representative to be present at an interview.
The Manager Organisational Development is available to offer assistance in this matter
and to be present at counselling/warning interviews if required. If the Manager
Drafted by:
A. Conway
Approved by: A. Lansberry
Issue: 4
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Issued:
July 2010
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Organisational Development is not available, or not required, then the
manager/supervisor must, in all cases, arrange for an observer to be present.
The General Manager should always be advised that disciplinary action is going to be
taken.
Life of Warning
A first or second warning will normally remain active for a period of twelve months
(unless a shorter period is agreed between CAMS and the employee), after which time
(providing no further warnings are issued) the warning should expire and a note placed
on the employee’s file to this effect.
A final (third) warning will remain active for a period of twelve months, then if the
employee’s performance for which they have been counselled has improved, the
warning should drop one level in status to a second warning for a further period of six
months. Then if performance in the area counselled is still satisfactory, it should drop
down another level to a first warning/counselling status for another three months.
After that the warning should expire and a note placed on the employee’s file to this
effect.
11.2
Summary Dismissal
CAMS reserves the right to terminate an employee's employment immediately and
without notice in cases of proven serious misconduct as defined, including, but not
limited to:

failure to comply with a reasonable direction of the employer

behaviour which in the opinion of the employer represents continuing and
significant neglect of duty, or a material breach of responsibilities under the
employment contract, or fraud, illegal acts, or serious misconduct prejudicial
to CAMS or CAMS’ reputation.
Examples of such behaviour include:
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serious breaches of the CAMS’ E-mail and Internet Use Policy
serious breaches of CAMS’ Workplace Bullying, Harassment and
Occupational Violence Policy
stealing, misappropriation or breach of trust concerning money
breach of confidentiality or security
falsifying job application details, time cards or records
falsifying worker’s compensation or insurance claims
possession of an offensive or illegal weapon
fighting or attempting to injure others
being intoxicated or affected by illegal drugs while at work
sabotage
wilful destruction or damage of CAMS’ property
wilful violation of safety regulations or company safety rules
failure to act in accordance with any of the OH&S policies
The above list is by way of example only and is not intended to be exhaustive.
Summary dismissal can only occur after an employee has been given the opportunity
to respond to any allegations of serious misconduct and the response and all other
Drafted by:
A. Conway
Approved by: A. Lansberry
Issue: 4
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Issued:
July 2010
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relevant material has been considered by CAMS prior to reaching a decision to
dismiss the employee.
12. MAINTENANCE
 This policy will be reviewed in consultation with the Staff Consultative Committee every three
years.
13. FLOW CHART

Not applicable.
Drafted by:
A. Conway
Approved by: A. Lansberry
Issue: 4
All printed documents are uncontrolled
Issued:
July 2010
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