Suspension Protocol - June 2026
In this section
- 9. Sickness absence during suspension
- 10. Maternity leave during suspension
- 11. Annual leave
- 12. Medical suspension
- 13. Ensuring Equality of Opportunity
- 14.1. APPENDIX 1 - Suspension Checklist for Managers
- 14.2. APPENDIX 2 - Employee Conduct - Guidance for Employees Who Have Been Suspended
- 14.3. APPENDIX 3 - Liaison Officer/Contact Officer
3. Grounds for suspension
Before deciding to suspend a member of staff, consideration will be given to the following factors:
Seriousness of the allegations relating to the individual.
The need to preserve the integrity of the investigation.
The best interests of the individual against whom the allegation is made.
The best interests of the Authority, other employees, members of the public or service users.
Consistency with former similar allegations.
Following these considerations the line manager must then decide whether a transfer to another area of work or team would be appropriate as an alternative to suspension.
Prior to taking a decision to suspend an employee who is a trade union representative. The line manager must seek advice from a HR Business Partner.
Prior to any suspension being implemented, the line manager must consult their Head of Service and seek advice from a HR Business Partner. (Please refer to line manager’s checklist at Appendix 1).