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Tag: unfair dismissal

Was it fair to dismiss an Ofsted inspector for brushing rainwater out of a child’s hair and patting them on the shoulder?

No, says the Court of Appeal in Hewston v OFSTED (available here)

Facts: Mr Hewston was an Ofsted school inspector with over 12 years of service and a clean disciplinary record. However, following an incident during an inspection (when Mr Hewston brushed rainwater off the forehead of a 12-year-old boy returning from a rainy PE lesson and placed a hand on the boy’s shoulder) the school submitted a complaint to Ofsted and to the local authority designated officer for safeguarding (LADO). It said that Mr Hewston’s physical contact with the boy was inappropriate and made him feel uncomfortable.

The LADO reviewed the matter and advised Ofsted to investigate, potentially with a view to offering further training.

Ofsted undertook a disciplinary process. During this process, Mr Hewston said the school had exaggerated the situation as it was hostile to Ofsted and wanted to find reason to target an Ofsted inspector. He also maintained that the incident did not amount to gross misconduct (although he admitted the physical contact, he said it was meant to be a sympathetic gesture). But he said he would avoid physical contact in future due to the stress it had caused and was willing to undergo training.

Despite this, Ofsted dismissed Mr Hewston for gross misconduct – on the basis of his lack of judgment, breaching professional standards and bringing Ofsted into disrepute. It also said he had not shown sufficient insight or remorse to reassure them that such conduct would not recur. That said, the dismissal letter made clear that he was not considered a safeguarding risk and had not caused harm.

Mr Hewston brought a claim for unfair dismissal.

Tribunal decision

The Tribunal dismissed Mr Hewston’s unfair dismissal claim. It said Ofsted had conducted a fair and reasonable investigation and had formed a reasonable belief that his actions undermined trust and confidence in his abilities and this amounted to gross misconduct.

Mr Hewston appealed.

EAT decision

The EAT overturned the Tribunal’s decision and said Mr Hewston had been unfairly dismissed. In particular, there did not appear to be any safeguarding issues, Ofsted failed to forewarn Mr Hewston about the consequences of this type of conduct (it was not described as gross misconduct and there did not appear to be a ‘no touch’ policy) and Mr Hewston had not undergone any relevant training. The EAT also said the dismissal was procedurally unfair as key documentation (both the pupil’s and the school’s complaints) had not been shared with Mr Hewston during the disciplinary process.

Ofsted appealed.  

Court of Appeal decision

The Court of Appeal dismissed the appeal and agreed with the EAT.

In particular, the Court said that Mr Hewston could not have reasonably expected his actions (touching a pupil) to lead to dismissal and there was little risk of future inappropriate conduct by H, given his expressed willingness to undergo training.

The Court provided a useful reminder of the principles applying to conduct dismissals:

  • Disciplinary policies usually list examples of gross misconduct. If the type of misconduct is not listed, employers can still fairly dismiss, but the key question is whether the employee could have reasonably expected it to be treated as gross misconduct, considering the act itself and its context.
  • Employers should not escalate the severity of misconduct simply because an employee does not show remorse (unless there is a demonstrated risk of serious future misconduct arising from such an attitude).
  • Loss of trust and confidence and the risk of reputational harm can be a relevant factor in reaching a disciplinary sanction, but it cannot be a stand-alone basis for such a decision; there must at least be some misconduct.
  • Employees should be provided with copies of all documents relevant to anything in dispute in the disciplinary process before any decision is reached. 

Implications:

In a nutshell, this decision highlights the importance of:

  • Clear policies: When reviewing your policies, it’s important to carefully define the boundaries of acceptable behaviour. Carefully consider the examples of gross misconduct you include. While no list can cover every scenario, tribunals will assess whether an employee could have reasonably understood their actions as gross misconduct.
  • Training: Provide regular training and guidance to staff on standards of conduct. (For employers in the education sector (or any roles involving vulnerable individuals) training on safeguarding and professional conduct is particularly important).
  • Proportionality and fairness in disciplinary decisions: particularly when the conduct does not raise safeguarding concerns or breach explicit policies.
  • Avoid relying on an employee’s lack of remorse to exaggerate the severity of their actions or as a reason for dismissal (without evidence of risk of future misconduct).
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