A serious allegation lands with a manager and the first reaction is: ‘Send them home while we investigate.’ That may be necessary, but it should never be automatic. Suspending an employee pending investigation is a temporary precaution, not a disciplinary sanction or finding of guilt. The employer must identify the risk it needs to control, consider less disruptive alternatives and keep the decision under review.
Start with the risk—not the allegation label
ACAS says suspension is appropriate only in some situations and should not be used automatically. Begin by gathering enough initial information to understand what may have happened, who is involved and how serious the situation could be. This is an initial risk decision, not the investigation outcome.
Ask what could realistically happen if the employee remains at work. The relevant concern might be interference with evidence or witnesses, a genuine risk to colleagues or the employee, or a risk to customers, property, systems or other business interests. Record the evidence for that concern, its seriousness and why a temporary control is needed now.
Avoid reasoning such as ‘gross misconduct always means suspension’. The allegation may be serious while the immediate risk is manageable. Conversely, a changing situation can justify suspension later even where the employer initially allowed the employee to remain at work.
ACAS: deciding whether to suspend ↗ · Related guide: workplace investigations →
Test workable alternatives before suspension
ACAS advises employers to check whether an alternative can control the risk. Depending on the role and contract, that could mean temporarily changing a shift, team, site or reporting line; arranging home working; removing access to a particular system; stopping a defined duty; or keeping the employee away from certain customers, stock or equipment.
Match the restriction to the problem. If the concern is access to finance data, removing that access may be enough. If two employees need separating after a serious complaint, do not assume the complainant should be moved; consider fairness, their wishes and whether moving them could look punitive. Any temporary change must remain lawful and should not breach the employment contract.
Write down each realistic alternative and why it would or would not manage the identified risk. That decision record is more useful than a generic checklist saying only that suspension was ‘reasonable’.
Make the suspension decision neutral and specific
Where suspension is necessary, make clear that it is a neutral precaution and does not mean the employee has done anything wrong. Explain the reason, the risk being controlled, what happens next and that the employee's account will be heard before any conclusion. Keep the decision-maker's language open-minded; phrases suggesting guilt can undermine confidence in the investigation.
Tell the employee sensitively, face to face where practicable, and confirm the arrangements in writing. There is no general legal requirement for written suspension notice, but ACAS recommends it to avoid misunderstanding. Follow the organisation's policy and include a named contact, current contact details, available support, review arrangements and the practical rules that apply.
Define any restrictions precisely. State whether the employee may access the workplace or systems, contact colleagues, speak to witnesses or attend meetings. A blanket communication ban can obstruct the employee's ability to respond. Allow proportionate access where needed for the investigation and explain the confidentiality expected from everyone involved.
Continue pay and contractual benefits
The suspended employee should continue to receive their pay and contractual benefits. ACAS warns that reducing or stopping pay can expose the employer to legal action even where the contract appears to permit it. Take specific legal advice before contemplating unpaid suspension.
Deal carefully with variable pay, allowances, bonuses, benefits, sickness and pre-booked holiday. Check the contract and policy rather than assuming ‘full pay’ answers every item. The employee remains employed and should stay available for reasonable investigation steps and a return to work, subject to sickness or agreed leave.
Test the risk and alternatives before sending someone home.
HR + SAFETY can help managers assess whether suspension is proportionate, document the decision and set clear terms for a fair investigation.
Discuss a suspension decisionKeep the period short, active and under review
There is no universal minimum or maximum suspension period. ACAS says it should be as brief as possible and reviewed regularly. Set review dates from the outset and ask at each one whether the original risk still exists, whether evidence has changed and whether an alternative control can now replace suspension.
Suspension must not become a holding pattern while diaries drift. Give the investigator a proportionate plan, preserve relevant evidence, arrange interviews promptly and update the employee on progress. Agree how often the named contact will communicate, even when there is little substantive news.
Look after wellbeing. Suspension can cause worry, isolation and reputational concern. Remind the employee that no finding has been made, explain available support such as an employee assistance programme or occupational health, and consider reasonable adjustments to meetings or communication where appropriate.
ACAS: supporting mental health during suspension ↗ · Related guide: occupational health referrals →
Separate suspension from the investigation outcome
Suspension controls a temporary risk; the investigation gathers evidence from all sides and decides whether there is a case to answer. Use a suitable investigator, define the issues, collect material that supports and challenges the allegation, and give the employee a fair opportunity to respond. Follow the ACAS Code of Practice and the organisation's own procedure.
Do not turn the suspension meeting into an unannounced disciplinary hearing. There is no general statutory right to be accompanied at an investigation meeting, although ACAS says it is good practice to allow accompaniment if requested. The statutory right applies at a disciplinary hearing where a warning or other disciplinary action may be taken.
At the end of the investigation, decide separately whether there is no further action or a disciplinary case to answer—and whether suspension is still needed. If no further action is required, end it as soon as possible. If a disciplinary hearing follows, continued suspension still requires a current, reasonable justification.
Employee suspension checklist
Legal requirements and official guidance were checked on 25 September 2026. Suspension decisions are fact-sensitive; take advice where contractual wording, discrimination, whistleblowing, health, safeguarding or regulatory issues materially affect the risk assessment or proposed restrictions.
- Gather enough initial information to understand the allegation and immediate context.
- Identify the specific risk to the investigation, people or business.
- Assess the seriousness and likelihood of that risk using available evidence.
- Consider and record workable alternatives to full suspension.
- Check the contract, suspension policy and any collective arrangements.
- Explain that suspension is a precaution and not a finding of wrongdoing.
- Confirm the reason, pay, benefits, restrictions, contact and next steps in writing.
- Appoint a named contact and agree appropriate wellbeing support.
- Set regular review dates and progress the investigation without avoidable delay.
- Reconsider suspension whenever the evidence, risk or available controls change.
- Plan the return to work and what colleagues will be told.
- Record the decision to end suspension, whether or not a disciplinary process follows.
Suspension is a temporary risk control, not a default response to a serious allegation. Identify the risk, test alternatives, protect pay and wellbeing, review the decision and keep the investigation demonstrably open-minded.
This guide provides general information for UK employers. It is not legal advice and should not replace advice based on the facts of a specific matter.