Andrew Cooper is the Head of Programmes for Employee Wellbeing in Aneurin Bevan University Health Board in NHS Wales. He holds an honorary research role with the University of Plymouth and is leading a programme of research exploring the impact of the disciplinary process on individuals and organisations.With a background in healthcare improvement and innovation, he has held senior communications roles across the private, public and voluntary sectors and is a Fellow of the Chartered Institute for Public Relations for his contribution to healthcare communications.Adrian Neal is the Head of Employee Wellbeing in Aneurin Bevan University Health Board in NHS Wales and a Consultant Psychologist. Qualified in both clinical and business psychology, he leads a service providing psychological therapy for employees, consultation and support for teams and external organisations.He has worked across the public sector, including health, education, policing and government on employee experience and wellbeing initiatives. He has published widely and holds honorary roles with Cardiff and Plymouth universities and is a long-term member of the British Psychological Society’s Leadership and Management Faculty.

"Brings to life what it really feels like to be investigated, and to be part of the process, the parts that no textbook or policy can truly prepare us for. As a HR professional I wish this had been available years ago." Tracy Manley, Chartered FCIPD

• Foreword – Peter CheeseIntroduction – Andrew Cooper, Adrian NealPart I: Counting the Cost1. The Impact on the Investigated: The Potential for Harm to Employees Who Are Subject to Disciplinary Investigations – Benna Waites, Khadija Rouf2. The Impact on Investigators: Understanding the Harm That Managers and Others Involved in Disciplinary Investigations Can Experience – Richard Saundry, Andrew Cooper3. The Impact on Culture: The Potential for Harm to Organizational Culture Through Poorly Managed or Avoidable Disciplinary Investigations – Adrian Neal, Andrew Cooper4. The Impact on the Bottom Line: The Economic and Financial Harm Caused by Avoidable or Poorly Managed Disciplinary Investigations – Roger Kline, Ceri J. PhillipsPart II: Making the Change5. A Last Resort: How Pursuing Informal Resolution Can Lead to a Reduction in Employee Investigations, Fewer Sick Days and Costs – Doris A. Behrens, Sarah Simmonds6. Creating Compassionate Cultures: How a Compassionate Culture Leads to the Reduction and Better Management of Employee Investigations – Michael West, Rhiannon Windsor7. First Principles: How Fair, Comprehensive, Clear and Compassionate Disciplinary Policy and Processes Minimize the Harm and Costs of Employee Investigations – Jo Yarker, Adam Morgan8. Alongside the Lawyer: How Understanding the Lawyer’s Perspective Supports the Better Management of Employee Investigations – Tracey Rosell, Sammie MorrisPart III: Charting the Future9. Working in the Grey: How HR Can Mitigate Organizational Risk and Promote Employee Wellbeing in the Management of Employee Investigations – Aoife M. McDermott, Liz Rogers10. Avoidable Employee Harm: How the Concept of Avoidable Employee Harm Can Be Used To Improve the Management of Employee Investigations – Jonny Gifford, Andrew Cooper, Aled Jones11. A Systematic Approach: How an Effective Occupational Health and Wellbeing Approach Can Improve the Management of Employee Investigations – Kevin Teoh, Nick Pahl12. The Disciplinary Policy and Beyond: Steps To Improve the Management of Employee Investigations – Andrew Cooper, Rhiannon Windsor, Adrian Neal13. A Call to Action: The Disciplinary Process Through the Lens of the CIPD Profession Map: Principles-Led, Evidence-Based, Outcomes-Driven – David D’Souza, Julie Rogers