Facing a Disciplinary Meeting? Here’s What You Need to Know
Disciplinary meetings are a formal part of many workplaces, and they can carry serious implications for your employment. Whether you’ve been handed a letter of allegations, asked to explain your performance, or invited to a “discussion” that feels more serious than it sounds, it’s important to understand that these meetings are not just conversations—they’re part of a legal and procedural process.
Knowing how to prepare, what questions to ask, and how to respond can make a significant difference in how your employer approaches the situation and what outcome is ultimately reached.
What actually is a Disciplinary Meeting?
A disciplinary meeting is a formal process where your employer discusses concerns about your conduct, behaviour, or performance. These meetings can occur in response to a complaint, internal investigation, or patterns of concern raised by management. The purpose of the meeting is to give you an opportunity to respond to any allegations before your employer decides what action—if any—will be taken.
Matters commonly addressed in disciplinary meetings include:
Allegations of misconduct or inappropriate behaviour
Breaches of company policy
Repeated performance issues
Unexplained absences or lateness
Interpersonal conflict or complaints from clients or co-workers
It’s important to note that the meeting itself is not disciplinary action—it's part of a process. However, what you say (and how you say it) may influence what happens next.
Get Prepared
Once you've been notified of a disciplinary meeting, your preparation should begin immediately. You have several rights under Australian workplace law, and understanding them is essential.
Bring a Support Person
You are entitled to have a support person attend the meeting. This person can be a colleague (who is not involved in the matter), a union representative, or someone you trust from outside the workplace. Their role is to provide emotional support, take notes, and help ensure the meeting is conducted fairly. They are not there to speak on your behalf unless permitted by your employer.
Request Adequate Notice
Employers should give you reasonable notice of the meeting so you can prepare. At least 24 hours is a general standard. If you receive notice late, or if the meeting is scheduled during your time off or outside normal hours, it is reasonable to request a delay. The same applies if you need more time to arrange a support person or review the material.
Ask for the Allegations in Writing
You have the right to know what specific allegations are being made against you. If the concerns are vague or general (e.g. "unprofessional conduct"), ask for a clear breakdown that includes dates, times, the nature of the incident(s), and the workplace policies or expectations you are alleged to have breached. This will allow you to prepare a proper response.
What If You’ve Been Stood Down?
In some cases, your employer may stand you down on full pay while they conduct an investigation. This is often a neutral measure taken to:
Avoid disruption to the workplace
Prevent interference with an ongoing investigation
Allow time for review of evidence or witness accounts
Being stood down is not the same as being suspended without pay, and it is not a disciplinary outcome in itself. You remain employed and entitled to your usual salary. During the stand-down period, you must remain available to attend meetings or provide a response when required.
Attending the Meeting
Disciplinary meetings vary in format depending on the employer, but the typical structure includes:
A presentation of the allegations by your employer or manager
An opportunity for you to respond
Discussion of any evidence or supporting documents
Clarification of next steps or possible outcomes
What You Can Do in the Meeting
Ask to hear all allegations before responding
Request breaks to speak with your support person privately
Take notes or request a copy of meeting minutes
Ask to see evidence (e.g. emails, CCTV footage, witness statements) if referenced
Request time to provide a written response if needed
If you feel unsure during the meeting or are overwhelmed, it is entirely acceptable to pause and collect your thoughts or ask to continue your response in writing after the meeting.
Responding to Allegations
How you respond to the allegations can influence the outcome of the process. Whether you are responding verbally or in writing, keep the following in mind:
Be clear and stick to the facts
If you dispute the allegation, explain why and provide supporting information
If the allegation is true but there are mitigating circumstances (e.g. illness, miscommunication, lack of training), explain them
Remain professional and avoid emotional or defensive language
If applicable, refer to your work record, past performance, or commitment to improvement
Example: If you're accused of being late three times, but two of those days involved pre-approved leave or transport issues you notified your employer about, make sure this is included in your response.
Can New Allegations Be Introduced During the Meeting?
The meeting should focus on the allegations that were communicated to you ahead of time. If new concerns are introduced during the meeting, you can request that they be formalised in writing and that a follow-up meeting be arranged. This ensures you have a fair opportunity to respond to all issues properly.
Vague or Unreasonable Questions
You should not be asked open-ended or vague questions that could lead to confusion or further allegations. For example, a question like “Walk us through your day on Tuesday” without context is not reasonable if you haven’t been told what the concern is.
You are entitled to ask:
“Can you clarify what this question is in relation to?”
“Are there specific actions or conduct I’m being asked to respond to?”
This helps protect you from unintentionally saying something that could be misinterpreted or taken out of context.
What Happens After the Meeting?
Following a disciplinary meeting, your employer may take time to consider your responses and review any further evidence. Possible outcomes include:
No further action
Informal counselling or feedback
A formal written or verbal warning
Placement on a Performance Improvement Plan (PIP)
Termination
Employers are not legally required to issue three warnings before taking disciplinary action. Each outcome depends on the seriousness of the matter, your response, and any relevant workplace history.
Show Cause Letters
In more serious cases, your employer may issue a show cause letter. This letter outlines the reasons why your employment may be at risk and gives you the opportunity to explain why disciplinary action—such as termination—should not be taken.
Your show cause response should include:
A direct response to each allegation
Any relevant context or mitigating circumstances
A reference to your work performance and conduct
Any evidence supporting your explanation
This is often the final stage before a decision is made, so it’s important to treat it seriously and consider seeking professional advice when preparing your response.
Performance Improvement Plans (PIPs)
If concerns relate to performance, you may be placed on a Performance Improvement Plan. A fair and reasonable PIP should include:
Specific, measurable goals
Defined timelines for progress
Support or training where needed
Regular follow-up meetings with your manager
You can request clarification or amendments if the goals are vague or unachievable. However, once the plan is in place, it's essential to engage with it and make reasonable efforts to meet the outlined expectations.
Disputing Warnings or PIPs
If you believe a warning or performance plan is unfair or inaccurate, you can provide a written response outlining your concerns. Your employer is not obligated to remove the warning, but having a formal response on record may be helpful if further action is taken in the future.
