Employee Passport / HR practice guides
HR practice guides for managers
Explore 30 HR practice guides with practical manager checklists. To download a PDF, complete our contact form and we will email your chosen guide.
Anonymised practice examples drawn from cases handled by our team.
Disciplinary decisions and investigations
Coaching before disciplinary action
When an informal approach may help, what to record and how to review progress.
Planning a fair workplace investigation
Build a workplace investigation around clear questions, relevant evidence and an open mind.
Alternatives to employee suspension
Choose temporary arrangements that address the actual risk, with support and regular review.
Closing an investigation with no further action
Explain why an investigation is closing and what the employee can expect next.
Making disciplinary hearings accessible
Agree arrangements that help the employee understand the case and take part meaningfully.
New evidence at a disciplinary hearing
Pause and test material new information before reaching a disciplinary decision.
Setting clear disciplinary improvement expectations
Connect a disciplinary outcome to clear standards, support and realistic review points.
Gross misconduct and proportionate decisions
Keep the allegation, factual findings and sanction decision separate when assessing serious misconduct.
Checking live disciplinary warnings
Confirm the status and relevance of an earlier warning before it influences a new decision.
When an employee cannot attend a hearing
Understand the participation difficulty and consider workable arrangements before deciding how to proceed.
Reviewing a disciplinary appeal
Use the appeal grounds to test the evidence, procedure and proportionality of the original decision.
Fair decisions for short-service employees
Check the applicable policy, contract and reason for action rather than relying on service length alone.
Harassment, dignity and inclusion
Turning harassment risk assessments into action
Turn harassment prevention plans into named actions, evidence of completion and practical review.
Evaluating workplace harassment training
Separate attendance, understanding and confidence when evaluating harassment training.
Handling a harassment complaint fairly
Combine immediate support with impartial fact-finding and a clear complaint process.
Harassment risks from customers and work events
Connect harassment safeguards to customer contact, lone working and work-related events.
Managing workplace relationship conflicts
Protect fair workplace decisions while handling relationships and personal information proportionately.
Dignity and respect in management practice
Make dignity and respect visible in management decisions, communication and follow-through.
Using employee feedback to improve inclusion
Use employee feedback to identify practical action while protecting confidentiality and interpreting results carefully.
Whistleblowing and speaking up
Recognising whistleblowing in workplace complaints
Focus on the substance of a workplace concern before choosing grievance, whistleblowing or another process.
Responding to anonymous workplace disclosures
Identify proportionate enquiries and record evidence limits when the reporter is anonymous.
Checking for retaliation after a concern
Examine concerns about subsequent treatment separately from the merits of the original report.
Coordinating harassment and whistleblowing procedures
Coordinate responsibilities and information while retaining distinct harassment and whistleblowing safeguards.
Workplace mediation
Assessing whether workplace mediation is suitable
Assess willingness, safety and the need for formal findings before arranging mediation.
Preparing for voluntary workplace mediation
Clarify consent, roles, confidentiality and access needs before a difficult workplace conversation.
Writing a practical mediation agreement
Turn mediation discussions into specific responsibilities, safeguards and a practical review point.
When to pause workplace mediation
Recognise when mediation should pause because another process needs to establish the facts.
Employee records and support
Keeping reliable HR records
Check relevant HR entries against their sources before relying on them in employment decisions.
Reconciling time off in lieu balances
Explain a time-off balance through agreed rules, approved transactions and documented corrections.
Handling bereavement leave with care
Keep a sensitive support conversation connected to clear leave, pay and contact arrangements.
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