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View full libraryA suspension policy setting out when an employee may be suspended from work, the alternatives that should be considered, and how suspension should be authorised, communicated, reviewed and managed during an investigation or formal process.
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If you are establishing clear workplace standards, these conduct policy templates give you a practical set of policies covering expected behaviour, employee responsibilities and managing concerns.
This template brings together the key information, sections and considerations you need to create a clear, comprehensive and professional HR document. Preview the document below.
1 Overview
1.1 This policy sets out when an employee may be suspended from work while an investigation or formal process is carried out.
1.2 Suspension is a neutral precautionary measure. It is not a disciplinary sanction and does not mean that an allegation has been proven.
1.3 The organisation will consider whether the circumstances can reasonably be managed without suspension before making a decision.
2 Scope
2.1 This policy applies to all employees who may be considered for suspension in connection with an investigation, disciplinary matter or other workplace concern.
2.2 It should be read alongside the organisation's disciplinary, grievance and investigation procedures.
3 General principles
3.1 When suspension may be appropriate
Suspension may be considered where there is a genuine concern that the employee remaining at
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This policy provides a clear framework for managing situations where an employee may need to be temporarily removed from work while an investigation or formal process takes place. It helps ensure suspension is considered carefully and used only where appropriate.
The policy explains the circumstances in which suspension may be appropriate and encourages managers to consider the actual risks involved rather than treating suspension as an automatic response to a serious allegation.
Before suspending an employee, managers can consider whether temporary changes to duties, shifts, reporting lines, work location or contact arrangements could manage the situation while allowing the employee to remain at work.
Where suspension is necessary, the policy sets out how the decision should be authorised and communicated, together with arrangements covering pay, contact, confidentiality and the employee's involvement in the ongoing process.
Suspension should not simply continue without review. The policy helps managers and HR keep the decision under consideration, progress the underlying investigation and bring the suspension to an end when it is no longer necessary.
Use these best practice actions, recommended timescales and process stages to understand when and how the Suspension policy should be used, helping ensure each step is handled consistently and appropriately documented.
Understand the common mistakes to avoid when using this HR template, helping you reduce risk, prevent unnecessary costs and ensure the process is handled correctly.
Suspension is a temporary precautionary measure where an employee is asked not to attend work while an investigation or formal process takes place.
No. Suspension should normally be a neutral precautionary measure and should not be treated as punishment or evidence that the employee is guilty.
It may be appropriate where there is a genuine risk to the investigation, other employees, witnesses, customers, property or the business that cannot reasonably be managed through alternative arrangements.
No. The seriousness of an allegation does not automatically require suspension. The circumstances and risks should be assessed on their merits.
Depending on the circumstances, alternatives may include changing duties, shifts, reporting arrangements, work location or restricting contact with particular employees.
Employees will normally remain on their usual pay and contractual benefits during suspension, subject to their contract and applicable law.
There is no single statutory maximum period, but suspension should be kept as short as reasonably possible and reviewed regularly.
Only information that is necessary and appropriate should normally be shared. Managers should protect confidentiality and avoid implying that the employee is guilty.
We made a handful of changes for our own terminology and were then happy with the result. It was clear enough to use as an actual workplace document.
It gave managers something concrete to refer to when questions came up. It gave us a consistent position to work from when managers asked questions. The document gave us a sensible basis for checking our existing arrangements.
We appreciated the practical emphasis rather than just a list of principles. It was easier to review because the main principles were clearly set out.
How this content is developed and reviewed
The Suspension policy template is developed using a practical HR methodology that considers current UK employment legislation, ACAS guidance, CIPD good practice and the real-world HR process it supports. Templates and supporting information are regularly reviewed and updated, with additional reviews triggered by significant changes to legislation, guidance or established HR practice, helping ensure each document remains practical, relevant and suitable for UK employers.
Darryl Horn, Chartered HR Director
Darryl is a Chartered HR professional with over 25 years' experience in senior HR and employee relations roles.
He has extensive practical experience of managing conduct HR processes and founded hrdocbox to provide businesses with practical, professionally developed HR resources grounded in UK employment law and best practice.
HRDocBox has been creating practical UK HR documents since 2009.
"Darryl provides support and advice with excellent judgement, and has a strong understanding of people, policies and UK employment legislation."
"He is someone I trust; consistent, dependable, and committed to doing things properly."
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