A newly published discussion paper from the Healthcare People Management Association (HPMA), developed in partnership with NHS Employers, shines an important light on how disciplinary policies are applied across NHS organisations.
Titled “Leadership in HR: Balancing People and Process”, the report draws on in-depth interviews with Chief People Officers and senior HR leaders across the UK. It forms part of HPMA’s wider Avoiding Harm programme, which explores how HR practices can unintentionally impact employee wellbeing and organisational culture.
The findings reinforce something many in the sector already recognise: while disciplinary processes are necessary, their application can sometimes lead to avoidable harm, not just for those under investigation, but also for managers, HR teams and wider organisations.
The human impact of disciplinary processes
One of the most striking aspects of the report is its emphasis on the emotional toll of disciplinary procedures. Employees subject to investigation frequently experience:
- Anxiety and distress
- Confusion and isolation
- Longer-term impacts such as trauma or disengagement
At an organisational level, poorly handled processes can damage trust, affect retention, and ultimately impact service delivery.
The report also highlights persistent inequalities, with evidence showing that disciplinary actions are more likely to affect certain groups, including ethnic minority staff, disabled employees, and those in lower-paid roles.
Seven themes for improvement
Based on insights from 16 NHS organisations, the report identifies seven key themes that provide a practical checklist for improvement:
- The essential role of HR leadership
Strong leadership from Chief People Officers is critical. Ownership and accountability at board level help ensure disciplinary policies align with organisational values. - Putting people at the centre
Policies should be clear, accessible and rooted in trust. A people-first approach recognises that most employees come to work intending to do a good job. - Support for everyone involved
Support shouldn’t stop with the individual under investigation. Managers, investigators and HR professionals also need structured guidance and care. - Addressing inequality
Fairness and consistency must be actively monitored. Organisations are encouraged to examine data and address disparities in how processes are applied. - Choosing the correct process
A recurring issue is the misuse of disciplinary procedures where capability or performance management would be more appropriate. Early and accurate intervention is key. - Taking a last resort approach
There is strong support for resolving issues informally wherever possible, reducing the need for formal disciplinary action. - Pursuing continuous improvement
Regular review, data analysis and organisational learning are essential to ensure policies evolve and improve over time.
Where training and accreditation fit in
While the report focuses on disciplinary processes, it also points to a broader need: consistency, clarity and capability in how policies are applied.
This is where high-quality training plays an important role.
Ensuring that managers and HR professionals are properly trained in areas such as:
- Conduct vs capability decision-making
- Fair and inclusive practice
- Investigative processes
- Communication and support during sensitive situations
can help organisations move closer to the people-centred, consistent approaches highlighted in the report.
For training providers, this creates an opportunity, and a responsibility, to deliver learning that is not only compliant, but impactful and aligned with current best practice.
Becoming an accredited training provider can support this by:
- Demonstrating that courses meet recognised quality standards
- Ensuring content delivers meaningful, measurable outcomes
- Building trust with organisations seeking reliable, effective training
The HPMA paper is not intended as a definitive solution, but as a starting point for reflection. Its themes encourage organisations to ask important questions about their own policies, culture and practice.
For both employers and training providers, the message is clear: balancing process with people requires ongoing attention, investment and learning.
Accredited, high-quality training is one of the tools that can help create that balance.