Poorly executed disciplinary investigations at work are costing the UK economy £28.5 billion a year and causing widespread harm to employees, according to public health doctors. The UK Faculty of Public Health (FPH) warns that these flawed processes damage not only the staff involved but also their colleagues and the employing organization, and should be considered a threat to public health comparable to smoking or poor diet.
Scale of the problem
UK employers conduct approximately 1.7 million disciplinary cases annually, with costs primarily arising from dismissals and resignations, according to research by the conciliation service Acas. However, the FPH states that many of these actions are flawed because organizations prioritize formal procedures over staff wellbeing.
Prof Tracy Daszkiewicz, president of the FPH, urged ministers, employers, and unions to address “the unintended harm caused by disciplinary investigations” that are “poorly conducted or applied excessively.”
Public health implications
The FPH said: “This is more than an organisational concern: it is a UK workforce issue with clear public health implications. The consequences ripple outward: damage to individual wellbeing, loss of trust in systems, avoidable sickness absence and the undermining of staff morale and retention. Taken together, these effects represent population-level harm.”
In a discussion paper published on Monday, Daszkiewicz added: “Disciplinary processes are often applied in ways that prioritise procedure over people, failing to account for the environmental, psychological and organisational dimensions of harm. This mechanistic application is what causes damage.”
Case study: Treasury tragedy
The Guardian reported on Friday that Chloe Moffat, a personal assistant at the Treasury, killed herself after being subjected to disciplinary proceedings based on an anonymous complaint. The 26-year-old was in line for a promotion and had received a bonus for good work, but was denied support at the disciplinary meeting and was left “shocked, crying at points, distressed [and] overwhelmed during it.” She was not told her job was not at risk and died by suicide a day later. The Treasury is now implementing new disciplinary procedures in response.
Alternative approach
The FPH recommends employers treat disciplinary investigations as a last resort, guided by the principle of “avoidable employee harm,” an approach pioneered by Aneurin Bevan University health board in NHS Wales. Research by Andrew Cooper, head of employee wellbeing and co-author of the report, found that this last-resort process reduced investigations by 71%, prevented over 3,000 staff sick days, and saved the health board at least £700,000 annually.
Niall Mackenzie, chief executive of Acas, said: “[The FPH report] reflects our own good practice advice on how early informal workplace resolution is less costly and stressful for employers and workers.” He added: “Trying to resolve matters informally first will usually be the best approach and benefit everyone involved. Going straight to a formal procedure should not be the default option for handling concerns at work.”
Impact on managers
The FPH report also highlighted that senior managers tasked with carrying out investigations can become “second victims” due to extra workload, emotional strain, and the risk of grievances being raised against them.
Paul Nowak, general secretary of the TUC, welcomed the report, stating: “Badly handled disciplinary processes are bad for business and workers. Every day, trade unions help resolve issues in the workplace and prevent problems from escalating to formal procedures. The best way to reduce workplace conflict is for employers to work with a recognised trade union and ensure that workers are supported by a union rep from the earliest stage.”
