role of a support person

The Role of a Support Person

Disciplinary

16 Oct 2023 (Last updated 3 Sept 2025)

Share on:

Employees are entitled to have a support person present during a meeting related to performance management,investigations and disciplinary action. Failure to afford an employee a support person in a meeting in relation to a dismissal can result in the dismissal being deemed unfair due to the employee not being afforded procedural fairness.

Where an employer dismisses an employee, and an employee subsequently lodges an unfair dismissal claim,the Fair Work Commission will consider whether there was an unreasonable denial of a support person at any discussions relating to the dismissal in order to assess whether the dismissal was harsh, unjust or unreasonable. Therefore, it is particularly important for employers to understand the role of a support person and when they must be afforded to an employee.

Can an employer deny a request for a support person?

There may be occasions where it is appropriate to deny a support person selected by the employee, including when the support person is:

  • in a more senior role than the person conducting the meeting;
  • involved in the issues being addressed in the meeting; or
  • someone who may be disruptive to the process, such as an ex-employee.

If you deny a selected support person, you must make it clear that the employee is able to select a more appropriate support person to avoid breaching the Fair Work Act.

The role of a support person

It is important to confirm to the support person at the outset of the meeting what their role is in the meeting. It should be explained to the support person that they are present in the meeting for emotional support only and they are not to act as an advocate for the employee. The employee must answer the questions themselves, not the support person.

Union officials

The law is not yet settled in relation to the role of a union official during meetings with an employee. However, the underlying principle remains that an employee is entitled to be a member of a trade union and have that union represent them in workplace disputes. As such, denying an employee to have a union official as a support person would likely result in the Fair Work Commission confirming that the employee was not afforded procedural fairness. With that in mind, although the union official may be able to make comments or ask questions in regards to the process, the employee must answer all direct questions which relate to the dispute.

Best practice

  • Notify the employee of an intention to have a meeting and the ability for them to bring a support person;
  • Clearly outline to the support person what their role is;
  • Allow the support person to support the employee in the meeting whilst ensuring that they are not acting as an advocate or talking on behalf of the employee; and
  • Be aware of any additional obligations which may arise under an enterprise agreement.

Know your obligations

Wondering what your responsibilities around performance management are? Peninsula works with businesses and employers, providing customised resources and advice for their particular needs. Our team is available 24/7 for our clients to answer any tricky questions. Call us today on 1300789186 to learn more about employment relations and workplace health and safety.

Have a question?

Have a question that hasn't been answered? Fill in the form below and one of our experts will contact you back.

By clicking submit you consent to our Privacy Policy

Related Blog Posts

Disciplinary

Steps in a Disciplinary Process

Sometimes an employer may need to raise and address concerns with an employee through a formal disciplinary process, for example in the case of misconduct, which is improper behaviour in the workplace. General misconduct is behaviour that is considered unacceptable; inconsistent with employee obligations or duties; or a breach of company policy or procedure. Examples include unauthorised absences, lateness and bad language. Serious Misconduct is defined in the Fair Work Regulations 2009 as wilful and deliberate behaviour that is inconsistent with the continuation of the employment contract or causes serious and imminent risk to the reputation, viability or profitability of the business, or health and safety of a person. It includes theft, fraud, assault, intoxication at work or failure to follow a lawful and reasonable instruction that is in keeping with the employee’s contract of employment. The Importance of a Disciplinary Policy It is recommended that businesses implement policies to avoid confusion or misunderstanding in respect of disciplinary processes, and to set employee expectations with regards to standards of behaviour. It is important to make these policies available to all employees (generally in an employee handbook) and be consistent in applying and enforcing them. Conducting a Fair Disciplinary Process Where there is cause to take disciplinary action against an employee, there is generally a requirement to conduct a procedurally fair process. This may include: An investigation to determine whether disciplinary action is appropriate; and if so Giving the employee an invitation to a meeting which outlines the allegations and possible consequences if the allegations are substantiated; Holding a meeting with the employee to discuss the issues allegedly involved (to which the employee may bring a support person); Providing the employee with the opportunity to respond to the allegations; Considering the employee’s responses and any extenuating circumstances before deciding whether the allegations are substantiated and an appropriate outcome. Step 1: Investigate Prior to commencing a disciplinary process, it is useful to conduct an investigation in an effort to establish the facts surrounding a particular matter. This can assist an employer to determine whether the commencement of a disciplinary process is necessary or appropriate in the circumstances. Suspension of the employee on full pay may be appropriate if the alleged conduct is serious or in circumstances whereby the employee might hinder the investigation. Step 2: Invite them to a disciplinary meeting If you proceed to go down a disciplinary path, you may wish to convene a formal meeting. Although this is not required, a disciplinary meeting is an effective way to extract information that will assist in reaching a conclusion. It is usually recommended the employer write to the employee outlining the allegations, the possible ramifications if the misconduct is proven and the date and time for the disciplinary meeting and that they may bring someone with them for support. The employee may be provided with a reasonable opportunity to prepare for the meeting. The minimum standard should be at least 24-48 hours’ notice. Step 3: Present the facts The meeting is usually opened by welcoming those present and identifying all persons present by name and role. The chair of the meeting will generally confirm that no decision will be made until after the conclusion of the meeting and any subsequent investigation is completed. The chair then usually outlines the meeting process and reads out the allegations of misconduct one at a time and invites the employee to respond to each one in turn. It is recommended you appoint a third person other than the chairman or the employee to take notes and document everything. Step 4: Listen to employee responses The meeting is the employee’s opportunity to present extenuating circumstances (if any) and the employer should consider the employee’s responses with an open mind. The chair and any other management representatives are entitled throughout to ask any questions considered necessary to confirm the employees understanding of the allegations or to test the response of the employee. Step 5: Respond Once all allegations have been explored, and the employee has been provided with an opportunity to respond to each allegation, ask the employee if there are any other matters which they wish to raise and what they would consider a reasonable outcome to the proceedings. The next steps (ie further investigation or deliberation and response) may be explained to the employee, and advise they will be notified of the outcome of this process in a timely manner before closing the meeting.   Step 6: Follow-up meeting to deliver outcome The employer should take time to consider or further investigate the employee’s responses before deciding on the balance of probabilities if the allegations are substantiated and considering what outcome is appropriate in the circumstances. The employee may  be invited to a further meeting so the outcome can be delivered. Step 7: Outcome Where an employer believes on reasonable grounds that misconduct has occurred after following the above process, this process may result in disciplinary action against the employee. A warning may be appropriate in the circumstances, or other outcomes, such as a letter of concern, reprimand, no action, final written warning, verbal warning, or even termination may be justified. The employee should be verbally advised of the outcome of the disciplinary process, with a letter of confirmation provided. Where appropriate, the employee should also be provided with a copy of the minutes of the disciplinary meeting with the outcome letter. Understand your obligations as an employer Peninsula works with thousands of businesses in Australia, supporting them with employment relations and workplace health and safety advice. Our committment is to provide tailored documents, support, and advice that is based on your industry and business type. Chat with us today to learn how we can help you.

Disciplinary

What’s the Difference Between Performance Management and Disciplinary Action?

Many employers can find the processes of performance management and disciplinary action challenging to follow. Before either process even begins, it can be hard to distinguish between underperformance and misconduct. If you want to reach a satisfying outcome, you’ll need to pick the right process for the problem you’re facing. If you’re required to take action with an employee, it helps to have the facts at your fingertips. This article breaks down the key differences between performance management and disciplinary action, giving you the confidence that you’re using these two important processes appropriately.   What is disciplinary action? If an employee is behaving improperly in the workplace, an employer may need to escalate their concerns regarding the employee’s conduct by means of a formal disciplinary process. Employers should implement policies outlining the code of conduct so all employees know what constitutes acceptable behaviour. These policies should be made available to all employees and the employer should be consistent in enforcing them. Disciplinary action is usually taken to address misconduct, which is defined as behaviour that is contrary to the terms of an employment contract or breaches a company’s policies and procedures. What are some examples of misconduct? Misconduct is behaviour that is inconsistent with employee obligations or duties, as outlined by company policies. Examples include: Unauthorised absences (including ‘sickies’) Repeated lateness Bad language Poor presentation Refusing to follow directives Misuse of company equipment Serious Misconduct Gross or serious misconduct is defined as wilful and deliberate misconduct that is inconsistent with the continuation of an employment contract. Serious misconduct can pose risks to the reputation, viability or profitability of a business, or even the health and safety of another person. Examples includes theft, fraud, harassment and assault. Provided a fair process is followed, serious misconduct may give an employer the grounds for instant or summary dismissal, which means the employee is not provided with notice, or payment of notice in lieu. Appropriate Standards of Behaviour It should be noted that not all misconduct is clear and obvious. For example, getting into a fight with a colleague is clearly inappropriate behaviour in any workplace. However, expected behaviour when using company equipment may vary from business to business. To remove any uncertainties, it’s crucial to ensure that you’ve implemented and consistently applied a thorough code of conduct. This will help you validate your position if an employee disputes an allegation of misconduct. What is performance management? Performance management is a process used to address underperforming staff. Underperformance occurs when an employee is not meeting the essential requirements of their role. If an employee is performing poorly (for example, failing to hit key performance indicators or fulfil the remit of their role), an employer may consider entering the employee into a performance management process.   As part of a fair process, the employer should identify the issue, inform the employee and provide further training where appropriate. The employer should put a plan of action in place to address the performance issues and to give the employee an opportunity to improve. Performance management should only address the requirements of the role, not behaviour. Remember that misconduct is not the same thing as poor performance. While part of the performance management process is similar to disciplinary procedures, it is important for employers not to conflate the two concepts. What’s the difference? A performance management process may result in further training or a performance management plan (PMP), or performance improvement plan (PIP), both of which give an opportunity for the employee to improve their performance. A disciplinary procedure may not result in a behavioral management plan, since it is not an employer’s responsibility to ensure their employees act appropriately in the workplace. An employer’s duty is only to remind them of their expected behaviour and discipline them in an appropriate way if they fail to adhere to it.

Do you have any questions regarding Disciplinary?