How to handle appeals – key points analysis and process.
Handling a disciplinary, redundancy or dismissal appeal is something very few of us are trained to do.
You want to do the right job but it is not always obvious where to begin. Many people structure appeals around what is important to them rather than how the organisation or the law see a particular problem. That can handicap the person making the appeal or the person hearing the appeal.
A lot of time can be wasted chasing down ideas that shouldn’t really affect the outcome in anyway, while a lot of good appeal points can get missed. A good appeal process can help the individual explain their disputes and feel listened to. You can also use the appeal process to identify and correct areas of managerial weakness. This is great, but if you are busy, or not used to doing appeals this is easier said than done.
Then there is the tricky business of evaluating what you have found, making a decision and communicating it to everyone concerned. Sometimes you can feel disloyal if you are making a decision that your organisation is in the wrong. How do you deal with all of that? If your early process has not been robust you can find yourself out on a limb…
Talk to someone experienced who can help you plan what to do and how to do it.