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<blockquote data-quote="Salvia" data-source="post: 1393287" data-attributes="member: 278312"><p>Right, OK. It sounds as if some staff (how many, out of a total of how many) were skiving off (how often) and not doing their jobs properly or fully. You didn't pick up on this because you didn't meet with them often enough to realise what was happening. My question remains - how did that bring the org into disrepute? Financially? Contractually? Be clear what you're facing. </p><p></p><p>It also sounds as if you have already admitted to the investigation meeting, that you didn't do your job as well as it might have been done. It is always easier to deal with the stuff that's immediate & on our doorstep, than the stuff that's further away. You've been open & honest about this, both to your own manager and to the investigation - that's why I think you might be a scapegoat here. Who are the people who will take the disciplinary hearing? Are they regional or national officers of the charity? Are they people who will know you or know something of you and your reputation? </p><p></p><p>Some things that you might want to think about: What was the distance between the two areas - what travelling time is allowed within your contracted hours, how were you expected to allocate your working hours between the two sections? Is your job a new position? If not, why did the previous occupant leave (is there any relevance to your situation). What supervision is provided in other areas, how many supervisors to how many staff over what geographical locations, are all team managers on the same hours with equitable workloads & staffing. Competition is fierce within the charitable sector for care provision & it can be a lucrative business, but they cut costs to the bone & expect staff to give the earth for very little recompense (at least, that's the message I hear from those in service). </p><p></p><p>Be truthful, yes, but don't continue to take the blame (sounds as it you might have taken this approach so far) - and most definitely don't expect them to be fair, just, or care one jot about you or what's right. There aint no sentiment in business. Plus remember - getting rid of you now saves them money (potentially). They can sack you without pay or compensation (because it's gross misconduct which can result in instant dismissal), you will never acquire 2 years service, so can't ever get employment rights with them. They can start again with someone else, and get rid of them before they reach 2 years service, and keep on doing that for ever. Think about it. If you can, find out what is the average length of service of team managers, or other managers. Ask the questions. Raise these with a solicitor (if you use one) to see whether it's worth pursuing as part of a defence. Check whether this question could be raised under the freedom of information legislation.</p></blockquote><p></p>
[QUOTE="Salvia, post: 1393287, member: 278312"] Right, OK. It sounds as if some staff (how many, out of a total of how many) were skiving off (how often) and not doing their jobs properly or fully. You didn't pick up on this because you didn't meet with them often enough to realise what was happening. My question remains - how did that bring the org into disrepute? Financially? Contractually? Be clear what you're facing. It also sounds as if you have already admitted to the investigation meeting, that you didn't do your job as well as it might have been done. It is always easier to deal with the stuff that's immediate & on our doorstep, than the stuff that's further away. You've been open & honest about this, both to your own manager and to the investigation - that's why I think you might be a scapegoat here. Who are the people who will take the disciplinary hearing? Are they regional or national officers of the charity? Are they people who will know you or know something of you and your reputation? Some things that you might want to think about: What was the distance between the two areas - what travelling time is allowed within your contracted hours, how were you expected to allocate your working hours between the two sections? Is your job a new position? If not, why did the previous occupant leave (is there any relevance to your situation). What supervision is provided in other areas, how many supervisors to how many staff over what geographical locations, are all team managers on the same hours with equitable workloads & staffing. Competition is fierce within the charitable sector for care provision & it can be a lucrative business, but they cut costs to the bone & expect staff to give the earth for very little recompense (at least, that's the message I hear from those in service). Be truthful, yes, but don't continue to take the blame (sounds as it you might have taken this approach so far) - and most definitely don't expect them to be fair, just, or care one jot about you or what's right. There aint no sentiment in business. Plus remember - getting rid of you now saves them money (potentially). They can sack you without pay or compensation (because it's gross misconduct which can result in instant dismissal), you will never acquire 2 years service, so can't ever get employment rights with them. They can start again with someone else, and get rid of them before they reach 2 years service, and keep on doing that for ever. Think about it. If you can, find out what is the average length of service of team managers, or other managers. Ask the questions. Raise these with a solicitor (if you use one) to see whether it's worth pursuing as part of a defence. Check whether this question could be raised under the freedom of information legislation. [/QUOTE]
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