What an Independent Grievance and Disciplinary Chair Does

When a grievance, disciplinary matter or appeal reaches the hearing stage, the quality of the decision-making process matters as much as the outcome. An independent chair conducts the hearing, manages the process, questions the parties and witnesses, assesses the evidence, reaches findings of fact, determines the outcome in line with policy and fairness, and produces a clear, structured and reasoned decision.

The chair is not a passive facilitator. A well-conducted hearing requires active, structured and disciplined decision-making: identifying the real issues, testing evidence rigorously, assessing credibility through a systematic approach, avoiding premature conclusions and unconscious bias, and producing an outcome that is not only fair but capable of withstanding appeal or employment tribunal scrutiny.

That is the standard I apply to every hearing I chair, whether it is a grievance, a disciplinary matter, a whistleblowing hearing or an appeal against an earlier decision.

Why Appoint an External Independent Chair?

Many organisations initially look to manage hearings internally. In straightforward cases that may be appropriate. In complex, sensitive or high-profile matters, internal decision-making creates real difficulties that are worth understanding clearly before committing to that approach.

Independence and visible impartiality

Internal decision-makers may be perceived as conflicted, particularly where allegations involve senior management, board members or long-standing internal relationships. Even where bias does not exist, the perception of it can undermine confidence in the process and expose the outcome to challenge. An independent chair removes that concern. The hearing is visibly fair and the decision is grounded in evidence rather than organisational expectation or internal pressure.

Reduced legal and tribunal risk

Employment tribunal claims frequently focus on procedural fairness, not just the substantive outcome. A flawed process can render an otherwise reasonable decision unsafe and expose the organisation to significant liability. An experienced external chair ensures the hearing is conducted fairly, that relevant evidence is properly tested, that credibility is assessed through a structured and defensible framework, and that conclusions are supported by clear and transparent reasoning. This significantly reduces the risk of a successful challenge.

Handling complex and sensitive allegations

Some matters require a level of skill and experience that goes beyond typical internal HR capability. Allegations of discrimination, harassment, sexual misconduct, whistleblowing, dishonesty and senior leadership disputes are not routine cases. They require careful, disciplined and legally informed decision-making by someone who has handled similar matters before and understands the consequences of getting it wrong.

Confidence for all parties

An independent external chair often improves engagement with the process. Complainants, respondents and witnesses are more likely to trust and engage fully with a hearing that is clearly independent and professionally conducted. That confidence in the process tends to produce better evidence, clearer accounts and more durable outcomes.

Why Instruct Me as Independent Chair

A decision-maker, not just a facilitator

I am a practising barrister, accredited investigator, accredited mediator and part-time judge with over twenty years of experience across more than 1,000 cases. I approach every hearing as a decision-making process that must withstand legal scrutiny, not as an HR exercise to be managed. The distinction matters enormously in practice.

Judgecraft: structured and defensible decision-making

My approach to chairing hearings is grounded in what I call Judgecraft: a disciplined method of decision-making drawn from my experience as a barrister, judge and investigator. It involves identifying the real issues at the outset, testing evidence rigorously and without preconception, assessing credibility through structured criteria rather than instinct, avoiding confirmation bias and premature conclusions, and producing a decision that is clearly reasoned and transparently supported by the evidence.

The result is a decision that is not only fair but capable of withstanding appeal or tribunal scrutiny. That is the standard every hearing outcome should meet, and it is the standard I consistently apply.

Superior questioning and evidence handling

A key determinant of the quality of any hearing is the quality of the questioning. My experience as a barrister and judge means I am skilled at questioning witnesses effectively and fairly, testing competing accounts without unfairness to either party, identifying inconsistencies that matter, and ensuring that all relevant evidence is properly explored before conclusions are reached. These are skills developed over decades of advocacy and judicial work, and they make a material difference to the quality of the hearing and the defensibility of the outcome.

Experience in high-stakes and senior-level matters

My chairing work regularly involves CEOs, directors and senior executives, allegations carrying significant reputational or financial risk, and cases with large volumes of evidence and multiple witnesses or cross-allegations. I have chaired hearings involving allegations of breach of confidentiality and data protection, bullying and harassment at board level, and complex multi-party disputes within major organisations. A relevant case study involving my role as independent appeal chair for a long-established academic institution is available here.

Commercial and organisational awareness

Before qualifying as a lawyer, I had a career in commerce, including as a money market trader and as the founder of three businesses. I understand how organisations work, how pressures operate at leadership level, and how to conduct hearings in a way that is rigorous without being unnecessarily adversarial or damaging to working relationships where those relationships need to continue.

The Hearings I Chair

I am available to chair grievance hearings, disciplinary hearings and appeal hearings across a wide range of matters, including bullying and harassment allegations, discrimination complaints, sexual misconduct allegations, whistleblowing matters, dishonesty and fraud allegations, performance and capability hearings, and appeals against earlier internal decisions.

I can be instructed to chair the hearing alone, or alongside my role as independent investigator where both services are required in sequence. Where I have conducted the investigation, I would not chair the subsequent disciplinary hearing as a matter of principle, to preserve the independence of the two stages. In that situation, I can assist in identifying an appropriate chair for the hearing.

I also work closely with the independent workplace investigation service I provide, and with the workplace investigation training I deliver for HR teams and managers who wish to develop internal capability.

When to Appoint an External Chair

You should strongly consider appointing an independent external chair where the allegations involve a senior member of staff, director or board member, where there is a realistic risk of perceived bias or conflict of interest in an internal process, where the case involves complex or sensitive allegations that require experienced judgment, where there are multiple parties, cross-allegations or a significant volume of evidence, where there is a realistic prospect of employment tribunal proceedings, or where an earlier internal process has been challenged or has broken down.

Appointing the right chair at the outset is significantly less costly than the consequences of a flawed process. Employment tribunal litigation, reputational damage and internal breakdown of trust are all avoidable with the right approach from the start.

A Practical and Flexible Service

I offer fixed fees where appropriate, giving organisations cost certainty from the outset. I am available promptly for urgent matters and can conduct hearings in person or remotely via video conference. I communicate clearly throughout the process and can assist in shaping the hearing procedure in advance to ensure that allegations are properly framed, the process is appropriate, and the hearing is set up to succeed.

Training for Internal Chairs and HR Teams

If your organisation wants to develop the capability to chair grievance and disciplinary hearings internally, I offer practical training for HR professionals and managers covering how to conduct fair, structured and defensible hearings. Contact me to discuss your organisation’s requirements.

What My Clients Say

“I would personally like to thank you so much for the professional way you handled the proceedings. You recognised all key points and thoroughly brought forward a fair, clearly stepped and smooth hearing. You were understanding of my plight and remained neutral and objective throughout. I was really impressed with your knowledge of the case and the key issues that needed to be resolved, coupled with your passion and dedication to ensure a fair and just hearing. I am gratefully indebted to you. I can now move forward with positivity and hope. It has been truly humbling to have met such a talented, dedicated and compassionate person.” Party at a disciplinary hearing

“I wanted to leave a testimonial as I was very impressed with how well you handled the case. It is always a challenge to deal with more complex matters and emotional issues when people have got a bit stuck in their outlook. You were clear, focused and patient as a fact-finder dealing with a wide range of evidence. I feel the participants trusted that you were fair and open. In the later discussions you helped people to reach a clear understanding of the issues involved. That led to a resolution of issues that worked for all parties. It was a masterclass.” Annie Conboy, party representative at a disciplinary hearing

“Professional and courteous. We could not recommend Robin highly enough.”

“Clear, focused and patient. A masterclass in handling complex and emotional evidence.”

See all testimonials.

Published Resources

My book The Workplace and Corporate Investigator’s Handbook covers the full process of workplace investigations and hearings, including how evidence is assessed, how credibility is evaluated, and how to produce outcomes that are fair, well-reasoned and defensible. It is relevant reading for HR professionals, legal advisers and anyone involved in commissioning or conducting workplace processes.

See all books.

Frequently Asked Questions

What is the difference between an independent investigator and an independent chair?

An independent investigator conducts the fact-finding process: interviewing witnesses, reviewing evidence and producing an investigation report. An independent chair conducts the subsequent hearing: testing the findings, hearing representations from the parties, assessing the evidence and reaching a decision on outcome. These are distinct roles. Where I have conducted the investigation, I would not also chair the disciplinary hearing, to preserve the integrity of both stages. You can find full details of my investigation service on my independent workplace investigator page.

Can you chair an appeal against an internal decision?

Yes. I regularly chair appeal hearings against internal grievance and disciplinary decisions. Appeals require particular care because the chair must assess whether the original process was fair and the original decision was reasonable, without simply substituting their own view for that of the original decision-maker. My experience as a judge and barrister means I approach appeals with the same structured and disciplined framework I apply to first-instance hearings.

How quickly can you take on a chairing instruction?

I can usually confirm availability promptly. Contact me with the details of the matter and the proposed hearing date and I will advise on availability and next steps as quickly as possible.

Do you chair hearings remotely?

Yes. I conduct hearings in person or remotely via video conference, depending on what is most appropriate for the matter and the organisation.

Do you work outside London?

Yes. I am based in London but conduct hearings throughout the United Kingdom and will travel as required.

How do you charge for chairing hearings?

I offer fixed fees where appropriate, giving cost certainty from the outset. Contact me with the details of the matter and I will provide a clear fee proposal.

Can you also provide training in how to chair hearings internally?

Yes. I offer training for HR professionals and managers in how to conduct fair and defensible grievance, disciplinary and appeal hearings. Contact me to discuss your organisation’s needs.

Take the Next Step

If you need an independent chair for a grievance, disciplinary or appeal hearing, I would be glad to discuss your requirements. Early contact allows me to advise on the process, confirm availability, and ensure the hearing is structured for the best possible outcome.

You may also find these pages helpful:

• Independent Workplace Investigator
• Workplace Investigation and Hearing Training
• The Workplace and Corporate Investigator’s Handbook
• Workplace Investigation Knowledge
• Case Study: Independent Appeal Chair

Call 020 4538 0246, use the contact form below, or book a call directly.