Turning reflection into action: why balancing people and process matters in disciplinary practice

Disciplinary processes are among the most challenging areas of people management. They require balance between fairness and compassion, consistency and context, yet too often they are experienced as rigid, emotive and harmful.

That’s why Leadership in HR: Balancing People and Process, a new insight paper from HPMA and NHS Employers, resonated so strongly with me. Based on interviews with chief people officers across the NHS, the paper explores how disciplinary policies are applied in practice and the impact they have on people, leaders and organisations.

The paper arrived at exactly the right moment for us at Hertfordshire Community NHS Trust, as we begin reviewing our own approaches. It has already prompted valuable reflection and conversations about how we support our people while maintaining robust and fair processes.

With nine years’ HR experience in the NHS, I was familiar with HPMA’s Avoiding Harm programme and immediately recognised the value of the paper’s people‑centred approach. It is refreshingly honest about the reality of disciplinary work and the harm that can arise when processes are overused or misapplied. Employee relations is complex and nuanced, with every case being different. Yet organisations rarely pause to consider the emotional impact of formal processes on people.

Chief people officers have a responsibility to ensure that processes are applied fairly, proportionately and with care.

The insight paper highlights evidence that formal disciplinary procedures can cause heightened anxiety, distress and isolation, not only for those under investigation but also for managers and HR teams involved in the process. It also draws attention to longstanding inequities, with some groups experiencing disproportionate harm.

The paper’s emphasis on disciplinary action as a last resort particularly struck a chord with me. So much of this is about supporting managers to have the right conversations at the right time. Most issues can be resolved well before they reach a formal stage, and this paper gives us the insight and confidence to do that.

A key theme running through the paper is the essential role of HR leadership.

It makes clear that disciplinary practice is not just about policy design, but about leadership accountability, visibility and values.

The real power of the paper lies in its seven themes and reflective questions. Rather than offering quick fixes, it encourages leaders to pause and contextualise the issues for their own organisations.

It is a practical tool that can be used with boards, HR teams and senior leaders to ask difficult but necessary questions about culture, values and impact, which is exactly how I intend to use it as we review our approach.

The title of this paper, Leadership in HR: Balancing People and Process, captures the challenge and the opportunity perfectly. The questions help you pause, think and contextualise the issues for your organisation. It’s not just a conversation piece; it’s a catalyst for action. The paper also reinforces the importance of continuous improvement, learning from cases, reviewing practice and using insight to make meaningful, sustainable change over time.

The paper will be welcomed across the NHS. It offers a clear, thoughtful framework grounded in real experience, and it supports organisations to reflect, improve and put people at the heart of their processes.

A genuinely people‑centred approach should be the norm, and this paper will help us to achieve it.

Leadership in HR: Balancing People and Process is available on the HPMA website.