Dear colleagues, lately both in the newspapers and in the media there is constant talk and discussion of article 18, pending the final draft and approval by the government of the labor reform.
In the latter period, then, in the pharmaceutical sector there is a continuous flourishing of sentences Of Courts and clarifications by the DPL (provincial labor directorates) which clarify and settle the ever-increasing conflicts between companies and workers.
In particular, since there is an important shield such as Article 18, which in fact prevents or at least significantly stems many incongruous and unjustified dismissals, we are witnessing an explosion of disciplinary disputes and the phenomenon of mobbing especially in our sector.
Unfortunately, for mobbing, Italy appears to be very late as it has not yet managed to implement the European directive on this issue with a specific law, even if the law on Stalking has opened an interesting trend to exploit.
As far as the phenomenon of incongruous disciplinary disputes is concerned, in the last period some companies have decided to use an iron fist against the workers, very often activating absurd and unfounded disciplinary disputes which in the end turn out to be completely bogus and which, when examined by judges and DPL officials, completely lapse.
By exploiting weak legislation closer to companies than to workers, who appear to be the strong subject, while the worker has always been the weak part, many marketing managers push weak personnel management to venture into unsafe and treacherous waters, activating incongruous procedures based on incorrect assumptions.
It takes very little, the one who in some way becomes disliked by the "powerful" of the moment immediately becomes the target of the corporate arrows. From here we move on to "sieving" the entire activity of the unfortunate worker and also using private investigators who are unleashed on the heels of the unfortunate worker on duty, we look for any foothold to build an accusatory castle that leads, taking advantage of the three disciplinary disputes in two years, to dismissal for just cause.
Using these unorthodox methods, these weak characters first try to psychologically exhaust the unfortunate person on duty and then eliminate him from the company. (classic example of bullying)
What happens is scandalous for several reasons. Obviously it is right that a company has the possibility of having a sanctioning power available to remedy many issues that can arise in personnel management, but the inconsistent use
