How to Chair a Disciplinary Hearing

Before the hearing: setting yourself up properly

Before the meeting takes place, make sure you are clear on your role.

As chair, you are not there to “win” an argument or to prove the allegations. Your role is to:

• hear the employee’s response
• consider the evidence fairly
• decide whether disciplinary action is justified

You should also ensure that:

• the allegations have been clearly set out in writing
• the employee has received all relevant evidence in advance
• the right to be accompanied has been confirmed
• a suitable note-taker is present

If you are too close to the events, or were heavily involved in the investigation, you should not chair the hearing.

Opening the hearing: getting the tone right

Knowing what to say at the start of the hearing is often the part managers find most daunting.

A clear, calm opening helps establish control of the process and reassures everyone present. At a minimum, your opening should:

• thank those attending
• introduce everyone in the room and confirm their roles
• explain that you are chairing the hearing and will make the decision
• confirm the purpose of the meeting
• explain how the hearing will be structured

You should also:

• confirm the employee’s right to be accompanied
• confirm that notes will be taken
• check that the employee has received the allegations and evidence

This is not about reading from a script, but about making sure nothing important is missed.

Explaining the allegations

The next stage is to explain the allegations being considered.

In most cases, these will already be set out clearly in the invitation letter. Your role is to summarise them and confirm that you are only considering what has been put in writing.

It is important not to introduce new allegations at this stage. Doing so can undermine the fairness of the process and create procedural risk.

Where there are multiple allegations, a sensible approach is to take them one at a time:

• explain the allegation
• refer to the relevant evidence
• invite the employee to respond

Listening to the employee’s response

This is the most important part of the hearing.

The employee should be given a genuine opportunity to respond to the allegations, explain their version of events, and raise any mitigating factors. Their companion may also address the hearing, within the usual limits.

As chair, your role is to:

• listen carefully
• ask clarification questions where needed
• avoid cross-examination or confrontation

You are not there to argue with the employee. If you disagree with what is being said, that disagreement should be reflected in your reasoning and, if appropriate, in the outcome letter — not debated in the room.

Don’t get sucked into debate

One of the most common mistakes managers make is allowing the hearing to turn into an argument.

Disciplinary hearings can quickly become confrontational if:

• the chair challenges the employee’s account aggressively
• the discussion becomes circular
• emotions are allowed to escalate

If this happens, it becomes harder to maintain control of the process and much easier for the hearing to go off track.

If the employee disputes the allegations, note their position, ask any necessary clarification questions, and move on. You can explain your reasoning later when you confirm the outcome.

Closing the hearing

Once all allegations have been discussed and the employee has had the opportunity to respond, you should bring the hearing to a clear close.

Before doing so:

• confirm that the employee has said everything they wish to say
• ask whether there is anything else they would like to add

You should then explain:

• that you will consider the information carefully
• whether further investigation is required
• when the employee can expect to hear the outcome

It is also important to explain that:

• no decision has yet been made (unless company procedure allows otherwise)
• the employee will have the right to appeal if disciplinary action is taken

After the hearing: decision-making and outcomes

After the hearing, you should take time to consider:

• the allegations
• the evidence
• the employee’s response
• any mitigating factors

Possible outcomes may range from:

• no action
• a formal warning
• dismissal, in serious cases

The outcome should be confirmed to the employee in writing, setting out:

• the decision reached
• the reasons for that decision
• any disciplinary sanction
• the right of appeal and how to exercise it

Key takeaways for managers

When chairing a disciplinary hearing, remember:

• prepare thoroughly before the meeting
• set a calm, structured tone from the start
• stick to the allegations set out in writing
• listen carefully and avoid confrontation
• don’t rush the decision
• always confirm the outcome and appeal rights clearly

Handled properly, a disciplinary hearing does not need to be adversarial — but it does need to be fair, structured, and well-chaired.