The document discusses various types of letters used in employment contexts, including letters of appointment, offer letters, promotion letters, transfer letters, warning letters, show cause notices, charge sheets, memos, and termination/dismissal letters. Guidelines are provided on what information should be included in each type of letter to properly convey employment details, disciplinary issues, changes in employment status, and other work-related communications.

1. CHAPTER : V
Letter Drafting

2. Drafting of Appointment letter
• An offer of employment or letter of appointment
is a written document which formally offers a
position of employment to a person.
• Generally, well-drafted letters of appointment are
a good idea from the viewpoint of all employees
and employers.
• They clarify the general agreement made and
set the scene for determining the contents of the
contract of employment.

3. • A letter of appointment or a written offer of employment should be
provided to all new employees.
• In the case of non-award employees it is a critical point that there
are no obvious fall-back documents (eg: an award) to refer to in
order to understand the terms of the employment relationship.
• Such basic matters as remuneration, hours of work, superannuation
and termination of employment need to be clear between the
parties.
• Definition of non-award/agreement employee. (white collar
employees)
• A 'non-award/agreement' employee is a general term referring
to an employee to whom neither an award nor an enterprise
agreement applies. Examples of such employees can include
managers or supervisors, or employees in non-unionised
industries.

4. • Employers, Human Resources personnel, or the employers’
advisers usually draft offers or letters of employment.
• Where a ‘standard’ situation is in issue, a standard approach may
be taken.
• However, if there are some different or particular matters to cover,
careful attention should be paid to the relevant variations from the
standard.
• For example, an employer may wish a particular employee to be
available at unusual hours and this should be made clear in any
offer or terms of employment.

5. • it is very important to set out clearly and accurately the terms and conditions
of employment in the letter.
• This letter should include --
• commencement date,
• reporting manager or supervisor,
• whether a probationary period applies and the duration of that period,
• salary,
• sick leave,
• superannuation,
• other benefits such as car etc,
• leave entitlements, notice requirements etc.
• Many of these terms and conditions will be particular to the individual job. If
the engagement is conditional on the employee signing a detailed contract
of employment then this should be made clear in any letter of appointment.

6. What is a letter of appointment/offer of employment –
award/agreement employee
• An offer of employment or a letter of appointment in this
context is a written document which formally offers a
position of employment to a person. Sometimes the offer
and the key terms of employment are rolled into one and
sometimes the offer is made and the letter of
appointment follows.
• It is not as critical to provide written offers or letters of
appointment to award employees as it is with non-award
employees, but it is still advisable and prudent to do so.
The written record serves to nullify any arguments over
what was agreed between the parties.

7. • Unskilled/manual labour; clerical; tradespeople - all of whom would
almost always be covered by awards or agreements - may be given
a letter of appointment which outlines the critical information relating
to the new position -- so that commencing date and time,
remuneration, superannuation and some administrative details are
commonly found;
• Professional staff are less likely to be covered by an award or an
agreement. For those who are covered, they are more likely to be
given a detailed letter of appointment which could in itself constitute
a contract of employment (making sure that the minimum provisions
of any relevant award are met).
• Middle and senior management as well as managing
directors/CEOs are most unlikely to be covered by an award or a
registered agreement.

8. Interview letters
• The Interview Invitation Letter acknowledges receipt of a job application form, and proposes a
date and time for an interview, requesting contact if an suitable, alternative date and time is
required.
• Specify the date, time and location of the interview - enclose a map if appropriate.
• Indicate to whom and where the candidate should report to.
• Provide information about any additional aspects of the selection process that are going to be
incorporated into the day of the interview such as typing tests, presentations and/or informal
lunches.
• Ask if the candidate, whether or not they have disclosed a disability or health concern, requires
any special adjustments or equipment that they would need to attend interview.
• Candidate’s request should not be refused without discussing the matter with the Department of Human R
• Information about interview expenses that candidates can claim where appropriate
• Request that the candidate confirms his/her attendance at the interview by a specified date.
• The main costs associated with the interview process are:
• Travel Costs
• Accommodation Costs
• Hospitality Costs

9. Transfer Order
• A transfer is a lateral move to a position in the same classified pay range
• or to a
position with comparable duties and responsibilities.
All employees are eligible for transfer after being employed in their present
position for atleast three months.
• In addition, an employee must have been performing in a satisfactory manner in
his/her current job.
Employees are considered as candidates for transfer in the following order or priority:
a. Eligible employees in same department as the job opening
b. Eligible employees in other departments who have requested a transfer
c. Eligible employees being considered for lay-off due to a reduction in force
• . Employees desiring a transfer should submit a written request for transfer to
his/her department head.
• The employee should identify the specific vacancy in which they are interested.
•

10. • The department head forwards the request to the Department of
Human Resources for recommended action.
• The Department of Human Resources will determine whether the desired
job or a suitable job opening exists. If a suitable job is available, the
Department of Human
Resources will arrange for the employee's application to be reviewed by the
department in which the opening exists.
Employees will be allowed time off with pay for job interviews related to
transfers.
The decision to effect the transfer will be made by the head of the
department in which the job opening occurs.

11. Promotion letter
• A promotion letter is a letter from the employer
to the employee detailing the new job and its
responsibilities.
• A promotion letter insures that the employee
understands their new role in the organization.
The promotion letter outlines who the employee
reports to, who may report to them, and their
additional responsibilities and the expectations
of the new position.
• The promotion letter should also mention the
new salary if there is one.

12. Model of promotion letter
• DATE……….
• FOR IMMEDIATE RELEASE
• SoftLite Industries is proud to name Jill Smith as its new.
Chief Executive Officer
• Mrs. Smith] has been with Softlite Industries for three
years as Vice President of Sales.
• She has helped boost SoftWare consumer sales over
the half-billion mark, and was a chief player in the
marketing of our widely successful PowerStatment line
of accounting software.
• We congratulate Jill Smith, and look forward to a
prosperous future with her.

13. Show Cause Notice.
• A Show Cause Notice is an official document
• inviting you to show cause or justify to Council
• why Council should not issue you with an
• Enforcement Notice to remedy the alleged
• breach of legislation. If you do not attend the
• hearing or respond in one of the other ways
• indicated in the Notice, Council will issue an
• Enforcement Notice.
• Failure to comply with an
• Enforcement Notice is of itself an offence.

14. Charge Sheet
• It is used in Personnel Administration, more
specifically with disciplinary Action to be taken
against an employee.
• Charge sheet is notice of a charge that the
employee is responsible for some misconduct
and the management wants to know what he
has to say about it.
• It gives the employee an opportunity to explain
his conduct.
• In an enterprise, the procedure of taking
Disciplinary Action starts with serving a charge
sheet to the employee concerned.

15. Memo
• Memos bring attention to problems and they
solve problems.
• They accomplish their goals by informing the
reader about new information like policy
changes, price increases, or by persuading the
reader to take an action, such as attend a
meeting, or change a current production
procedure.
• Regardless of the specific goal, memos are
most effective when they connect the purpose of
the writer with the interests and needs of the
reader.

16. Warning Notice
• An effective employee warning should inform the employee of a
specific employee violation or performance and also offer the
opportunity to improve or correct.
• One of the best methods to ensure that the employee takes
immediate action to their warning is by documenting and
communicating the warning through the usage of the Employee
Warning Notice.
• In case the employee doesn’t immediately improve, the form also
documents that the warning did take place and will assist should
documentation should be necessary through an employee dispute
and or lawsuit.
• The Employee Warning Notice provides spaces for the complete
details of a disciplinary discussion, including the date and offense.
There is adequate space for comments by both the supervisor and
employer, the disciplinary action taken and a place for a signature to
acknowledge the receipt of notice.

17. Employees Disciplinary Punishments Act
Passed on 5 May 1993 (Fine)
• (1)An employer has the right to impose fines which do not exceed ten times the
average daily wages of the employee.
• (2) An employer shall deposit fines, in addition to the social tax, into the social
fund after paying wages to the employee. The procedure for deposit of fines
into the social fund shall be established by the Government of the Republic.
• (3) A fine is calculated based on the average daily wages which, pursuant to the
Employment Contracts Act, are payable upon termination of an employment
contract for each working day for which advance notice was not given.
• (4) An employer shall deduct a fine from the wages of an employee such that
the sum of all deductions does not exceed 50 per cent of the wages payable to
the employee upon each payment of wages.
• (5) The deduction of a fine commences not later than from the second payment
of wages to an employee after the imposition of a punishment. Deductions are
continued from each following payment of wages until the fine is deducted in
full but for not longer than three months after the first deduction. If deductions
are not commenced in a timely manner, the employee is deemed not to be
punished and no disciplinary punishment can be imposed on him or her for the
same offence. If the deduction of a fine is interrupted, the employee is deemed
to be punished by way of a disciplinary punishment and the fine can no longer
be deducted from his or her wages. If an employer stops making deductions
from the wages of an employee before the prescribed time, the employee is
deemed to be punished by way of a disciplinary punishment.

18. Termination and Dismissal of
services
• Termination of employment is the end of an employee's duration with an
employer. Depending on the case, the decision may be made by the
employee, the employer, or mutually agreed upon by both.
• Voluntary termination is a decision made by the employee to leave the
job. Such a decision is commonly known as "resignation", "quitting",
"leaving", or "giving notice".
• Involuntary termination is the employee's departure at the hands of the
employer. There are two basic types of involuntary termination, known often
as being "fired" and "laid off."
• Dismissal is the employer's choice to let go of the employee generally for a
reason that is the fault of the employee.
• A layoff is usually not strictly related to personal performance but due to
economic cycles or the company's need to restructure itself, or a change in
function of the employer (for example, a certain type of product or service is
no longer offered by the company and therefore jobs related to that product
or service are no longer needed).

19. Letter of Appreciation
• Reasons to write a letter of appreciation include:
- Encouraging future opportunities for working
together.
- Creating or strengthening personal and
business relationships.
- Giving praise for a stand-out performance or
work completed.
.- Thanking someone for a contribution or help
- Motivating someone to reach goals.
- Acknowledging receipt of an important
document or a gift.