The following case studies give you an insight into the types of cases we deal with on a daily basis.

Case 1

A Relationship Director was called to a Stage 2 disciplinary hearing following an audit report, which criticised aspects of his performance. He called LTU’s 24-Hour Advice Line and we immediately arranged for one of our Individual Advice Consultants to attend the hearing. The LTU Individual Advice Consultant discussed the circumstances of the case with the member and prepared a detailed defence. In that defence the Consultant argued that a coaching plan would be more appropriate than a Stage 2 disciplinary.

The LTU Individual Advice Consultant succeeded in downgrading the hearing to a Stage 1 for 6 months.

Case 2

LTU’s 24-Hour Advice Line received a call from a Branch Manager who had been called to a formal disciplinary hearing charged with failing to support staff effectively. One of LTU’s Individual Advice Consultants was appointed to the case and accompanied the member to the hearing and presented the case.

At that meeting the LTU Individual Advice Consultant argued successfully against the poor investigation carried out prior to the hearing, where staff relevant to the complaint against the Branch Manager had not been interviewed. The actions of the Branch Manager were aimed at reducing the stress of her staff rather than increasing it and also in reducing the likelihood of fraud within the Branch.

The Bank agreed that the member had been treated unfairly and reduced the penalty to an informal verbal warning and a broader discussion as to how the Branch Manager could successfully manager her staff in the future.

Case 3

A Branch Manager was disciplined at Stage 2 of the Disciplinary Procedure for not following CHAPs routines. The Managers failure to ensure that the correct routines had been followed resulted in a significant loss to the Bank. The member contacted the Union for our professional help and guidance.

An LTU Individual Advice Consultant discussed the circumstances fully with the member and presented a detailed defence at the hearing. In that defence, the LTU Consultant explained that the Branch Manager had trusted staff to do what they were expected to do but they didn’t and it was wrong to blame the Manager for the mistakes made by his staff.

The Bank agreed that the Branch Manager had been treated unfairly and the charge was reduced to an informal warning.