ࡱ> LNK` 0],bjbj 40," fff8$$,8+++++++$/h02N,-""", J,7%7%7%" p+7%"+7%7%:'*, * k6fo#S* +D`,0,]*R~2 $~2*~2*LI 67% , B,,$,"""" bb  Employment manual section 10 General employment policies 10j Briefing note - Whistleblowing Scope of advice note This advice note informs both employees and employers of the type of action that falls under the whistleblowing legislation and the procedure for dealing with this type of action. An example of a model policy is given as a separate document which contains detailed information to assist employees in deciding whether their proposed action falls under the legislation. Background Information Protection against victimisation or dismissal for workers who blow the whistle on criminal behaviour or other wrongdoing was introduced by the Public Interest Disclosure Act 1998 (PIDA) which reflects article 10 of the European convention on Human Rights in providing the right to freedom of expression. The legislation applies to specific limited actions which are detailed in the Appendix and cover disclosure to the employer and to outside organisations. Employers cannot opt out of the PIDA provisions. There is no qualifying period for protection for workers making a disclosure and no upper limit of the level of compensation that can be awarded. If a worker makes a protected disclosure and is dismissed as a result, the dismissal is automatically unfair. Formal procedures There are clear benefits for an employer in establishing a whistleblowing procedure. Employees have a lot at stake when considering whether and how to blow the whistle. Where malpractice is shown to have occurred, this may reflect badly on management systems, or on individual managers. Whistleblowers may fear that management will be tempted to shoot the messenger. A clear procedure for raising the issues will help to reduce the risk that serious concerns are mishandled, whether by the employee or by the organisation. An internal procedure will make it less likely that an employee would feel it necessary to make a public disclosure. Where there is evidence that the organisation is concerned to deal effectively with any malpractice a tribunal will be less likely to find that an employee was acting reasonably in making disclosures to an outside body. Managers have a duty to support whistleblowers that act in good faith and it is in the long-term interests of the organisation that they should do so. The organisations should develop a culture where employees know what conduct is acceptable and feel encouraged to ask if something is appropriate before - not after - the event. Implementing the procedure When dealing with this procedure it is important to remember that the whistleblower is a witness not a complainant; this will help separate the message from the messenger. Managers should be open to any such concerns before they become part of a grievance. When notified of a concern, managers: Have a responsibility to ensure that concerns raised are taken seriously. Should use tact and care; it can be awkward and embarrassing to raise a concern. Remember there are two sides to every story. Respect and heed legitimate employee concerns about their own position or career. Where appropriate, should investigate properly and make an objective assessment of the concern Thank the employee for raising the matter, even if the concern proves to be mistaken. Should keep the employee advised of progress Have a responsibility to ensure that the action necessary to resolve a concern is taken Remember you may have to explain how you handled the concern. For more information or guidance This information sheet is part of the South London CVS Partnerships employment manual. Community Links Bromley is a membership of the partnership. The manual is designed for use by local voluntary and community organisations. We provide information, guidance and signposting on all aspects of running a voluntary and community organisation. For more information, see our website at www.communitylinksbromley.org.uk. Peter Dyer, Head of Organisational Development tel: (020) 8315 1917 fax: (020) 8315 1924 email:  HYPERLINK "mailto:peterd@communitylinksbromley.org.uk" peterd@communitylinksbromley.org.uk     Community Links Bromley Information Sheets Community House, South Street, Bromley BR1 1RH Tel: 020 8315 1900 Fax: 020 8315 1924 Email:  HYPERLINK "mailto:admin@communitylinksbromley.org.uk" :;<>?@AB`abwr^M9&h'x\h'x\5CJOJQJ\^JaJ h'x\h`CJOJQJ^JaJ'h'x\h65CJ OJPJQJ^JaJ #h'x\hGx5CJ OJQJ^JaJ #h'x\hn5CJ OJQJ^JaJ h'x\5CJ OJQJ^JaJ #h'x\h]w5CJ OJQJ^JaJ #h'x\hW5CJ OJQJ^JaJ #h'x\hW5CJOJQJ^JaJ#h'x\hn5CJOJQJ^JaJ#h'x\h#t5CJOJQJ^JaJ;<abw 2 3    k l &'z{gd'x\gd'x\gd'x\gd` $gd'x\ $gd# $gdnXN,\,w      bcdefoȷȫ׷xgVggE h#hrCJOJQJ^JaJ h#hfCJOJQJ^JaJ h#hf}CJOJQJ^JaJ h#hK$CJOJQJ^JaJ h#hhCJOJQJ^JaJ h#h&CJOJQJ^JaJh'x\OJQJ^JaJ h'x\h'x\CJOJQJ^JaJh'x\h'x\OJQJ^JaJ#h'x\h'x\CJOJQJ\^JaJ+h'x\h'x\5B*OJQJ\^JaJph{  U%_dgdf}gdK$gd&gdn & Fgd'x\ & Fgd'x\gd'x\gd'x\gd'x\deX\^bdhjnpV&,L,M,N,O,P,Q,R,S,$a$gd& $dNgd# &dPgd# gdHgdfgdyeoq  RTVXZ^`dfjlp޼ͧ~kVNJNJNJNJh)K5jh)K5U(h#h&CJOJQJ^JaJmH sH $h#hH0JCJOJQJ^JaJ/jh#hHCJOJQJU^JaJ h#hHCJOJQJ^JaJ)jh#hHCJOJQJU^JaJ h#hfCJOJQJ^JaJ h#hyeCJOJQJ^JaJ h#h&CJOJQJ^JaJ h#h91CJOJQJ^JaJpr "TV,",#,L,M,N,P,[,\,],❳ކ~i(h#h&CJOJQJ^JaJmH sH h}h&h)K5 h&h&0JOJQJmH sH U+jh&h&OJQJUmH sH %jh&h&OJQJUmH sH h&OJQJmH sH h# OJQJmH sH hh&h&OJQJmH sH h&h&OJQJmH sH admin@communitylinksbromley.org.uk Web: www.communitylinksbromley.org.uk S,T,U,V,W,X,Y,Z,[,\,],gdH$a$$a$ 21h:p# / =!"#$% DyK $peterd@communitylinksbromley.org.ukyK Vmailto:peterd@communitylinksbromley.org.ukDyK #admin@communitylinksbromley.org.ukyK Tmailto:admin@communitylinksbromley.org.uk"8@8 &Normal_HmH sH tH L@L & Heading 1$@&5CJOJQJmH sH N@N H Heading 2$@&5CJ$OJQJhmH sH V@V W Heading 3$<@&5CJOJQJ\^JaJJ@J & Heading 4$<@&5CJ\aJN@N & Heading 5 <@&56CJ\]aJH@H & Heading 6 <@&5CJ\aJZ@Z H Heading 7$ `0@@&>*OJQJmH sH H@H H Heading 8 <@&6CJ]aJd @d H Heading 9 $ `0@&^`05CJ$OJQJmH sH DA@D Default Paragraph FontRi@R  Table Normal4 l4a (k@(No List4@4 &Header  !4 @4 &Footer  !6U@6 & Hyperlink >*B*phF>@"F HTitle$a$5CJ0OJQJhmH sH .)@1. 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