Suspension during an investigation

Ask what risk suspension would control

Suspension is not a routine first step after an allegation. Acas says it should be used only in some situations, where it is reasonable and there is no suitable alternative. The employer should identify the specific risk, such as interference with evidence, risk to people or the business, or an unworkable working relationship during enquiries.

Consider temporary changes to duties, location, reporting lines, systems access or shifts. Any alternative should also be proportionate and avoid implying guilt.

Set clear temporary terms

Normally continue contractual pay and benefits. Confirm the reason in suitably neutral terms, the expected contact arrangements, confidentiality expectations, access to support and who will provide updates. Do not impose a blanket ban on speaking to colleagues if that would prevent the employee from preparing their response; define any necessary restriction carefully.

Protect the person's privacy. Tell colleagues only what they need to know for work continuity. The suspended employee should still have a chance to give evidence and respond as part of the workplace investigation.

Review rather than drift

Set a first review date and reconsider necessity whenever circumstances change. Record why suspension remains necessary, why an alternative is not sufficient and what is being done to progress the investigation. End the suspension promptly when its reason falls away.

The later disciplinary decision must be made from the evidence and a fair procedure, not from the fact of suspension. In Northern Ireland, official nidirect disciplinary guidance also describes full-pay suspension as non-punitive. A small organisation may have limited options, but it still needs a reasoned, reviewed choice rather than an automatic exclusion.