Having been in the field of human resources management for over 30 years, there have been plenty of occasions where I have had to consider disciplinary action and termination of employment as remedies for misconduct.
In doing so, we need to consider fairness from a couple of angles:
- Substantive fairness which requires that the action taken would not be harsh, unjust or unreasonable and
- Procedural fairness which is about ensuring that due process has been followed and the principles of natural justice have been complied with
A process that I use to consider the substantive fairness of an action is to assess them against the “3 tents” namely:
- Content: what actually happened, ensuring that you are aware of the facts of events that have given rise to consideration of action?
- Intent: was the action or dereliction of duty or other offence deliberate or was it due to a misunderstanding or a heat of the moment thing and is it in or out of character for the individual concerned?
- Extent: what was the effect of the action or dereliction of duty or other offence on the business and/or employees and/or other parties?
Of course there are the procedural elements to attend to as well but ensuring that the action that you propose will stand up to the “3 tents test” is a good start.