⚡ Quick answer Telling an employee to ‘resign or be fired’ feels like a clean exit — but a resignation extracted under that pressure is legally a dismissal (constructive dismissal), and the employer then faces an unfair dismissal claim having run no fair process at all: no hearing, no warnings, no consultation. The employee has 30 days from the resignation to refer the dispute to the CCMA. The lawful alternatives are the ones the ultimatum was avoiding: a proper disciplinary process for misconduct, a performance process for poor performance, section 189 consultation for redundancy, or a genuine mutual separation agreement. ‘Just give them the choice — resign or be fired…

⚡ Quick answer Unpaid suspension backfires because of a simple rule employers miss: precautionary suspension — being sent home while allegations are investigated — must be paid, because it is not a finding of guilt. Suspending without pay as punishment is disciplinary action short of dismissal, which requires its own fair process and is an unfair labour practice risk at the CCMA (90-day referral window). The compliant toolkit is: paid precautionary suspension pending a prompt hearing, or a sanction after a hearing — never unpaid time invented on the spot. It feels like the natural middle option — not a warning, not a dismissal, just… home, without pay, while things…

⚡ Quick answer Dismissal during probation is permitted with more latitude than after confirmation — but it is never process-free. The Code of Good Practice requires: a reasonable probation period agreed upfront, ongoing evaluation against clear standards, guidance and training where the employee falls short, a reasonable opportunity to improve, and a process where the employee can respond before the decision. Probationers are protected against unfair dismissal from day one, and against automatically unfair reasons (pregnancy, union membership) completely. ‘It is probation, I can just let them go’ is the most expensive sentence in small-business HR. Probation exists so employers can assess a new hire with some protection — and…

⚡ Quick answer Section 189 consultation must genuinely explore alternatives to retrenchment before jobs are cut: a hiring freeze, reduced hours or short-time, voluntary severance packages, early retirement, redeployment to other roles, salary sacrifices by agreement, and transferring work in-house instead of retrenching. Commissioners ask for these by name — an employer who cannot show alternatives were tabled and considered has failed the consultation, whatever the severance paid. The exploration must be documented in the consultation minutes. The question commissioners ask first in retrenchment disputes is not about severance — it is ‘what alternatives to retrenchment did you explore?’ Section 189 makes job losses a last resort, and ‘last’ is…

⚡ Quick answer A CCMA case runs: the employee refers the dispute (30 days for dismissal); you receive the referral and a set-down notice; conciliation — a private settlement meeting — happens first, and most cases settle there; if not, dismissal disputes go to arbitration, often the same day (con-arb), where the employer must prove fairness with documents and witnesses; the commissioner issues a binding award within 14 days. There is no appeal — only narrow Labour Court review. Preparation is the entire game: the discipline file built before the dispute decides most outcomes. The envelope arrives — a CCMA case, with your company named as respondent — and most…

⚡ Quick answer You can dismiss for a first offence in South Africa only when the misconduct is gross enough to destroy the trust relationship: theft, fraud, dishonesty, assault, gross insubordination, serious safety violations, working under the influence. Ordinary misconduct — lateness, minor policy breaches — requires progressive discipline first. And even for gross misconduct, the hearing can never be skipped: notice of charges, a chance to explain, an impartial decision. Guilt is never a substitute for process. Every employer eventually faces the first offence that feels dismissal-worthy — and the law’s answer is ‘maybe, for a short list, through a process’. Dismiss for the wrong first offence and the…

⚡ Quick answer A warning letter that will stand up at the CCMA contains six things: the specific rule or standard breached, the facts (dates, times, what happened), the employee’s explanation (heard and recorded), the correction required, the consequence of repetition, and a validity period — typically six months for a written warning and twelve for a final written warning. It must reference a rule the employee actually knew, be signed (or refusal witnessed), and be filed. Vague warnings about ‘attitude’ are worth less than the paper. The warning letter is the atom of progressive discipline — and the document commissioners read first and most sceptically. A warning that is…