At Kraft HR Investigations, one of the first questions we are often asked is whether suspension is necessary and, if so, how it should be managed fairly.
Suspension is one of the most significant decisions an employer can make during a workplace investigation. When allegations are serious or concerns have been raised about an employee’s conduct, managers can feel under pressure to remove the individual from the workplace immediately. However, suspension should never be an automatic response.
A decision to suspend an employee pending the outcome of an investigation should only be taken after careful consideration of all the circumstances. Employers must be able to demonstrate that suspension was reasonable, necessary, and proportionate.
Suspension is a temporary measure used while an investigation is being carried out. It is not a disciplinary sanction and should not be viewed as an indication that the employee has done anything wrong.
The purpose of suspension is to allow an investigation to take place fairly and effectively while protecting the interests of the employee, their colleagues, customers, and the organisation. Suspension should remain a neutral act throughout the process.
Every situation should be assessed on its own merits, but suspension may be considered where:
The decision should always be based on identifiable risks rather than assumptions.
No. Employers should avoid adopting a default position that suspension automatically follows a complaint or allegation.
A suspension decision should be made only after considering whether there are alternative ways of managing the situation while the investigation takes place. Automatically suspending employees without proper consideration can damage trust, increase workplace tensions, and expose organisations to unnecessary risk. The rationale for any suspension decision should be carefully documented.
In many cases, alternative arrangements can effectively manage the risks without removing the employee from work entirely. Possible alternatives include:
Temporary redeployment – Moving the employee to another role, department, or location while the investigation is ongoing.
Changes to duties – Restricting specific responsibilities or access to certain activities while enquiries are completed.
Adjusted reporting arrangements – Introducing temporary management or supervision arrangements.
Remote working – Where appropriate, allowing the employee to work remotely during the investigation.
Restricted access – Limiting access to certain systems, information, premises, or individuals where this is necessary to protect evidence or maintain confidentiality.
Investigators and managers should consider these alternatives before deciding that suspension is necessary.
If suspension is deemed necessary, employers should record the reasons for suspension, the risks identified, the alternatives considered, why alternative measures were not suitable, the date the decision was made and who authorised the suspension.
Maintaining a clear audit trail demonstrates that the decision was reasonable and carefully considered. If the investigation is later scrutinised, these records may become important evidence.
In most cases, employees who are suspended pending an investigation should continue to receive their normal pay and contractual benefits. Suspension is generally intended to be a neutral measure rather than a punishment. Employers should always check the employment contracts, workplace policies, any collective agreements and internal procedures before implementing any suspension arrangements.
Where suspension is necessary, communication should be clear, professional, and respectful. Employees should understand:
Providing clarity helps reduce uncertainty and anxiety during what is often a stressful period for everyone involved.
Once an employee has been suspended, employers should progress the investigation without undue delay.
Extended periods of suspension can create stress and uncertainty and employee relations issues. These can reduce trust and confidence and increase the risk of operational disruption and additional complaints.
A clear investigation plan and reasonable timescales help ensure that matters are resolved as efficiently as possible. Where delays occur, employees should be kept informed about progress and expected next steps.
Suspension decisions often require employers to balance competing considerations. On one hand, there may be genuine concerns about evidence, workplace safety, or business risk. On the other, suspension can have a significant impact on the employee involved. A fair approach requires employers to have considered all available information and explored alternatives. It is wise to remain objective and you can show this by keeping accurate records and reviewing the decision regularly.
The focus should always be on managing risk while maintaining fairness and procedural integrity.
Some of the most common mistakes employers make include:
Avoiding these pitfalls helps ensure the process remains fair and defensible.
Find out more about:
What is a workplace investigation?
How to conduct a workplace investigation
Who should investigate?
Suspensions during investigations
Interviewing witnesses
Confidentiality
Gathering evidence
Writing reports
Timescales
