It is important that everyone understands the relationship between themselves, their managers, colleagues, those who they manage or supervise, councillors and, most importantly, the public who we serve.

As an employee, you should be aware of the commitments that the County Council makes to you in terms of equality of opportunity, training and development, health and safety and conditions of employment. Equally, it is important that you understand the standards that the County Council expects of you. Standards are laid down for your protection and that of the public we serve. Not upholding the standards could result in disciplinary action and or prosecution.

As a Manager, you have a particular responsibility to ensure that you have brought these standards to the attention of your team members and that they are also aware of any rules or expectations that are specific to their job. You should do so in writing and ensure that employees acknowledge receipt of these.Employer and Employee Responsibilities Code (docx, 37 Kb)

If you are a member of staff who has raised concerns about the conduct of another member of staff, guidance is available here as to what you can expect in terms of the outcome.   Confidentiality and outcome of management processes (DOCX, 41.32 KB)


We committed to dealing with issues of performance and capability in a fair and consistent way.  The aim of the procedure is to resolve problems in performance and capability, at the earliest possible stage, in a supportive way, whilst employees continue carrying out their roles. This is achieved by making the employee aware of any performance which falls below the required standards and encouraging, supporting and giving them the opportunity to improve.

Managing Performance and Capability (pdf, 38kb)


If a referral to occupational health is required the Occupational Health Referral Form on the Absence webpage under Sickness Absence Management Policy and Guide should be completed and forwarded to the HR Advisory Service.

Disciplinary and Dismissal

Disciplinary Procedure

As an employee, you should be clear about the rules and expectations attached to your job.  If you are not clear, ask your line manager.  The Disciplinary procedure exists to deal with those situations where rules are broken or expectations are not met.  It is designed, wherever possible, to encourage improved performance rather than resorting to dismissal.  However, there are a number of types of conduct, specified in the Procedure, which will almost certainly result in summary dismissal.

Disciplinary Procedure.doc (DOCX, 96.09 KB)

If you are a manager, it is your responsibility to ensure that the expectations we have of employees, both in terms of performance and conduct are met or managed. Where possible minor shortcomings should be dealt with informally, at least in the first instance. However, in more serious cases it is important that you follow the Disciplinary Procedure. Putting off dealing with difficult matters almost always has the affect of making them more difficult to resolve in the long-term.

A guidance has been compiled to support you step by step through the process. For ease of use the responsibilities have been individually sectioned so that you can understand the requirements expected of you within your designated role.

Disciplinary – Managers Guidance (DOCX, 497.17 KB)

Section 1 Role of a Commissioning Manager

Section 2 Role of an Investigating Officer

Section 3 Role of a Hearing Manager

At ‘a glance’ flowcharts are provided accompanied by template letters and guidance scripts to assist you with the process.

Support is always available from your HR Advisor and, in the most serious cases, from Legal Services.


There are five potentially fair reasons for dismissal, as follows:

  1. Redundancy
  2. Misconduct – this is addressed in the disciplinary procedure above.
  3. Contravention of legal requirement– this applies where the continued employment of  the individual would involve the employer breaching a legal requirement.  For example, the position of a lorry driver who, was no longer in possession of the requisite driving licence.
  4. Capability
  5. Some other substantial reason – this is clearly a ‘catch all- provision designed to address unusual circumstances that do not fall within the normal categories set out above.

If you are a manager you should always seek advice from the HR Advisory Service when the possibility of dismissal arises.

Drug and Alcohol Misuse

The Drug and Alcohol Misuse Policy is currently under review in light of changes with effect from 1st April 2016. Further communication will follow.

The Drug and Alcohol Misuse Policy is to deal with employee issues resulting from Drug or Alcohol misuse, either by providing support where it is accepted or resorting to the Disciplinary Procedure where support is not accepted or gross misconduct has occurred.

Drugs and Alcohol Policy (DOCX, 82.66 KB)

If a referral to occupational health is required the Occupational Health Referral Form on the Absence webpage under Sickness Absence Management Policy and Guide should be completed and forwarded to the HR Advisory Service.

Gifts and Hospitality

Your conduct as a local government employee should never lead anyone to question your interests or lead anyone to think that you have been influenced by gifts and hospitality.

This is important because your own personal reputation and that of the council could be seriously affected if you inappropriately accept a gift or hospitality.  It is also a criminal offence to demand or accept a gift or reward in return for allowing yourself to be influenced as a local government employee.

This is why the council has guidance which applies to all staff on gifts and hospitality.

Gifts and Hospitality Guidance (DOCX, 65.68 KB)

The gifts and hospitalities guidance and associated documents have now been updated to reflect the recording requirements of gifts and hospitalities in HRMS Self Service:  The process is laid out in the following document:-

Gifts and Hospitality Process (pdf, 13 Kb)

If you are on HRMS Self Service then you should go to the gifts and hospitalities section of HRMS and record the details of any gift or hospitality offered to you of more than nominal value and whether you intend to reject or accept it in line with the guidance.  This then generates an auto email to your line manager who then has to delegate the email to your Head of Service for approval or refusal of the gift or hospitality in line with the guidance.  These details are therefore recorded in HRMS.

If you are not on HRMS Self Service then you should record the same details onto the council’s standard form for recording gifts and hospitality. Following approval or otherwise by your Head of Service, the form is then sent to your group’s gifts and hospitalities champion who will enter the details onto HRMS.

Gifts and Hospitality Declaration Form (PDF, 31.48 KB)

In this way, all offers of gifts and hospitality that are more than nominal value (whether accepted or not) are recorded in HRMS, which becomes the council’s gifts and hospitality register.

Gifts and Hospitality Contacts (2016)

Communities GroupJulie Inman(01926)
Fire and RescueJanette Bray(01926)
People GroupJulie Quinn(01926)
Resources GroupSarah Turpin(01926)

Grievance Procedure

It is to be hoped that any concerns and issues would be resolved between Managers and their team informally.  However, if a grievance cannot be resolved in this way, there is a WCC Grievance Procedure.

Grievance Procedure (docx, 65 Kb)

For advice on the grievance procedure please refer to your HR Advisor.

Probationary Periods

All new appointments to the County Council should be subject to a six month probationary period.

It is important that employees are made aware of this and the fact that their progress is being monitored.  This should be made clear during their induction process.

Guidelines on the probationary process are given below:

WCC Guide to Probationary Periods (doc, 214 Kb)
Probation Outcome Form (online)
Probation Review Form (doc, 95 Kb)

Register of Interest

The Staff Register of Interests is a corporate register containing details of any financial or non-financial interests that staff have that could conflict with the council’s interests, or invite claims that they conflict.

Please complete your declaration using HRMS Self Service. If you do not have access to HRMS Self Service then you must complete a paper version of the declaration form. You can find FAQs about the staff register of interests and a copy of the declaration form by following the links below.

Register of Interests Guidance for Managers (PDF, 154.11 KB)

Register of Interests – Frequently Asked Questions (PDF, 150.75 KB)

Register of Interests – Declaration (PDF, 81.4 KB)

Smoking at Work

In general all County Council buildings are “no smoking” areas.  Smoke Free Workplace Policy (DOCX, 51.13 KB)

For advice on stopping smoking go to the “Your Wellbeing” section on the intranet and our Warwickshire Stop Smoking Service webpage.

Whistleblowing (Public Interest Reporting)

As an employee it is important that you feel secure and confident in drawing attention to wrong doing or departures from laid down standards. To assist employees on this, a Whistleblowing Policy has been developed.

Whistleblowing Policy (DOC, 134.5 KB)

You may also be interested in the following pages:

Bullying and Harassment

The County Council expects all employees to show consideration and respect to their colleagues. All employees have a clear role to play in helping to create a climate at work in which bullying behaviour and harassment is unacceptable.

Data Protection and Privacy

Individuals have rights under the Data Protection Act 1998, to ask what personal information we hold about you, and subject to exemptions, we should supply that information within 40 calendar days. These are known as ‘subject access requests’

Email, Internet and Social Media Policy

Here you can find the Email, Internet and Social Media Policy.

Equality and Diversity for Staff

The ‘Equality and Diversity team’ have developed a number of resources and guides to help you promote and deliver our equality and diversity agenda.