This spreadsheet implements a structured risk‑scoring framework aligned with OHS and Substance Abuse Policy requirements. It lists key risk factors—such as frequency of cannabis use, role safety criticality, observed behavioural indicators, prior test results and medical referrals—each assigned a weighted score. The total score categorises employees into low, medium or high risk, automatically triggering the appropriate protocol: from enhanced monitoring and voluntary EAP referral for low risk, to random or targeted drug testing and formal disciplinary review for high risk. By standardising assessments, it ensures objective, defensible decisions and consistent compliance with legal obligations around workplace impairment, health and safety.

“Form 12” formalizes the final disciplinary step before dismissal. It captures the employee’s identity, the specific misconduct, the warning’s one‑year validity period, and the requirement for signatures from the issuer, the employee, and their representative. It also documents refusal to sign, if applicable. The form clearly warns that any repeat of the same offence will result in further disciplinary action up to and including dismissal, ensuring employees understand the severity and monitoring period of the sanction.

This policy applies to all staff and sets out the principles and authority for disciplinary action and grievance resolution. It defines informal actions (counselling, verbal warnings), formal steps (progressive discipline, written/final warnings, enquiries), and the role of external chairpersons. The document embeds a Disciplinary Code with offence categories and sanction guidelines, specifies notice periods, representation rights, and documentation requirements, and outlines parallel grievance procedures for employees to raise complaints—ensuring that both disciplinary and dispute‑resolution processes adhere to statutory fairness standards.

This template captures every aspect of a formal disciplinary enquiry: notice to the employee, confirmation of procedural rights (representation, interpreter, witnesses), recording of pleas (guilty/not guilty), detailed sections for evidence‑in‑chief, cross‑examination and re‑examination of parties, and closing arguments. It provides structured pages for minutes, mitigation and aggravation submissions, the chairperson’s decision on guilt, sanction selection with reasons, and official signatures—ensuring transparency and compliance with the Labour Relations Act’s stipulations on fair hearings.

This guideline equips managers to address incapacity in line with the LRA and COIDA, whether during or after probation. It provides a legal and contractual foundation, a KRA/KPI matrix to document performance gaps, and distinguishes between misconduct and incapacity. The policy outlines scheduling, conducting and documenting remediation meetings, issuing outcome letters, setting improvement timeframes, and, if necessary, convening a formal incapacity enquiry chaired by an independent chairperson. It also covers alternatives to dismissal—such as transfer, demotion by agreement, further training—and ensures all steps are procedurally and substantively fair.

Form 6 provides the official notification of disciplinary allegations, specifying each charge and warning that summary dismissal may follow. It summons the employee to a hearing (date, time, venue, presiding officer) and lists statutory rights: adequate notice, knowing the charges, representation, calling and cross‑examining witnesses, interpreter access, mitigation submission, finding receipt, sanction notice and appeal. The employee acknowledges receipt or records refusal to sign, ensuring transparency and compliance with LRA fair‑procedure requirements.

This checklist ensures that chairpersons adhere to fair‑procedure obligations: confirming the employee’s notice and rights, securing representation or interpreter needs, and managing hearing logistics (venue, witnesses, evidence exchange). It walks through opening statements, witness examination (cross‑ and re‑examination), closing arguments, and the issuance of written findings. If misconduct is upheld, it directs consideration of mitigating and aggravating factors, sanction selection per the Disciplinary Code and Code of Good Practice, and communication of appeal rights. All documentation (minutes, charge sheet, finding and sanction) must be retained.

This annex to the Substance Abuse Policy reiterates that, despite private‑use legislation, company premises are not “private places,” and any cannabis possession, use or cultivation on site is strictly prohibited. It references the OHS Act duty to maintain a safe workplace and details criminal penalties (fines or imprisonment) for dealing, possessing or using cannabis beyond private allowances or in public. Violations constitute serious misconduct, trigger disciplinary action up to dismissal, and may be reported to authorities.

This policy, regulated by the Tobacco Products Control Act and the OHS Act, applies to all employees (permanent, fixed‑term, casual, contractors). It mandates “Smoking Area” signage, limits smoke breaks to two 15‑minute intervals and a 30‑minute lunch break, and prohibits “informal meetings” that exclude non‑smokers. It requires prompt reporting of contraventions, investigative procedures by management, and disciplinary sanctions up to dismissal. The policy also offers information on smoking‑cessation support via EAP resources and ensures visitors comply with designated areas.

This policy recognises substance abuse as a health issue and a workplace hazard, balancing employees’ right to privacy with the employer’s duty to maintain safety. It defines mandatory testing (high-risk roles, post-incident, reasonable suspicion) and voluntary testing (employee-requested for assistance). A zero-tolerance stance applies to impairment on duty and cannabis use beyond private, lawful consumption. The document details awareness, education, and EAP support, as well as consequences for non-cooperation. Occupational Health & Safety obligations require employers to prevent access to the workplace by intoxicated individuals and allow necessary medical treatments when side effects pose no hazard.

Incapacity Management Policy and Practice Guideline is an essential framework that organizations implement to effectively manage employee incapacity. This policy aims to provide support and assistance to employees who are unable to perform their job duties due to physical or mental health issues.

The Incapacity Management Policy emphasizes the importance of early intervention to address incapacity concerns. It states that employers should be proactive in identifying and addressing potential issues before they escalate. This involves creating a supportive and open environment where employees feel comfortable disclosing their incapacities.

When an employee discloses an incapacity, the organization follows a structured process to assess the situation and determine the appropriate course of action. This process typically involves gathering relevant medical information, consulting with healthcare professionals, and conducting discussions with the employee to fully understand their situation.

The Incapacity Management Policy emphasizes the importance of communication and collaboration between the employee, management, and healthcare professionals. Regular and open communication channels are established to keep everyone informed and involved throughout the incapacity management process. This encourages transparency, empathy, and understanding from all parties involved.

Based on the assessment and medical information, the organization develops a personalized plan for the employee's return to work or an alternative solution if returning to their previous role is not feasible. This plan may include modifications to the work environment, adjustments to job duties, or providing additional support or training to enable the employee to carry out their job effectively.

The Incapacity Management Policy also recognizes the need for ongoing monitoring and review of employees' progress. It enables organizations to track the effectiveness of the accommodations or modifications provided and make necessary adjustments when required. This helps ensure that employees receive the necessary support to maximize their potential and reintegrate into the workplace successfully.

In circumstances where the incapacity becomes permanent or if the employee is unable to return to work, the policy provides guidelines for facilitating fair and compassionate exit strategies. It details the process for managing the separation, including considerations for compensation, benefits, and assistance with transitioning to other employment opportunities if applicable.

By implementing an Incapacity Management Policy and Practice Guideline, organizations demonstrate their commitment to supporting the well-being of their employees. This policy promotes a culture of inclusivity, empathy, and fairness, ensuring that employees with incapacities are treated with dignity and respect throughout the entirety of their incapacity journey.

Overall, the Incapacity Management Policy and Practice Guideline provides a structured approach to managing employee incapacity. It aims to balance the needs of the organization and the well-being of its employees, fostering an inclusive and supportive work environment where employees feel valued and empowered despite their incapacities.

An exit interview is a structured conversation between an employee who is leaving a company and a representative from the HR department or management team. It serves as an opportunity for the departing employee to provide feedback about their experiences, reasons for leaving, and any suggestions for improvement.

During an exit interview, several topics can be covered. One key area is the employee's overall experience with the company, including their job responsibilities, work environment, and relationships with colleagues. The employee may be asked about the reasons for their departure, such as career advancement opportunities or personal reasons. They could also discuss any frustrations they encountered, such as ineffective communication, lack of support, or conflicts with management.

The exit interview can be a valuable source of feedback for the organization. It helps identify patterns or issues that may be negatively impacting the employee experience and could potentially lead to higher turnover rates. By gathering this information, companies can gain insights into areas that require improvement, such as training and development programs, work-life balance policies, or career growth opportunities.

Additionally, exit interviews can provide an opportunity to discuss the employee's departure from a managerial viewpoint. Managers can gather feedback on their leadership style, effective or ineffective practices, and suggestions for enhancing team dynamics. This feedback can help managers refine their skills, improve their communication strategies, and create a positive work environment conducive to employee satisfaction.

Fixed term contracts of employment are agreements that outline the specific length of an employee's employment, as well as the terms and conditions of their role. These contracts are often used when there is a definite time period or project for which an employer needs additional staffing. Unlike permanent contracts, fixed term contracts have a predetermined end date.

Such contracts may be employed in situations where there is a need for temporary or seasonal employees or to fill positions for specific projects. They offer flexibility for both employers and employees. Companies can hire individuals to address specific needs without the long-term commitment associated with permanent employment, while employees can gain experience and maintain a steady income for the contract duration.

Fixed term contracts typically include provisions related to compensation, benefits, working hours, and any other terms and conditions that are relevant to the employee's role. The agreement should be clear and transparent, specifying the employment duration, notice period requirements, and any other necessary information such as the possibility of renewal or conversion to permanent employment.

While fixed term contracts offer flexibility, employers must still comply with labor laws and regulations. These contracts should be fair, ensuring that employees receive appropriate benefits and have access to the same opportunities for professional growth as permanent employees.

Whether conducting an exit interview or utilizing fixed term contracts, it is essential for organizations to approach these processes with a clear goal of understanding and improving the employee experience. By actively listening to departing employees and providing fair agreements, companies can create a positive work environment and retain talent in the long run.