Transcript Awards Online - Workplacement

Managing Employees
www.industrialrelations.nsw.gov.au
DET – Local Community Partnership
Presentation – 9 August 2004
Presented by Workplace Advice,
Office of Industrial Relations
Managing Employees
When recruiting, identify your needs
Break the job down into tasks and functions allocate importance
Skills needed/Qualifications/Experience
The workload of the position? What does the
business need?
Should the position be * Full-time * Part-time *
Casual
Will the position be permanent or temporary?
www.industrialrelations.nsw.gov.au
Managing Employees
Position Descriptions
Is there any award coverage?
Do you need to develop a Contract of Employment?
Letter of Offer
Offer successful applicant job offer in writing
Ensure offer is returned signed if accepting position
Letter of Offer confirms key provisions of position
Confirms employment arrangement in writing
www.industrialrelations.nsw.gov.au
Managing Employees
A “Letter of Offer” should include;
• start date
• probation period
• wages
• hours/days to be worked
• award coverage if any
• requirements of position and duties
• dress standards
• who to report to on first day
• what time to attend on the first day
www.industrialrelations.nsw.gov.au
Managing Employees
Why have policies:
•
Meet legislative requirements
•
Ensure employee understanding
•
Consistency in management decisions
•
Effective method to communicate issues
•
Provide protection in disputes
www.industrialrelations.nsw.gov.au
Managing Employees
Benefits of Policies and Procedures
Consistency in management decisions
Provide protection in disputes
Employees clearly understand what is expected
of them
Boundaries established on what is
acceptable/unacceptable behaviour
Can provide framework for assessment of
performance/behaviour/attitude
www.industrialrelations.nsw.gov.au
Managing Employees
What is a Workplace Policy?
•
A statement of purpose
•
Guidelines about how purpose is to be achieved
•
Taken together provide framework for operation of
the policy
•
Specify action which will or may be taken, imply an
intention and pattern for taking action
www.industrialrelations.nsw.gov.au
Managing Employees
How to develop policies
•
Decide what policies are needed
•
Discuss with supervisors/employees
•
Define key terms at the beginning
•
State who is affected by policy
•
Outline procedures to support policy
•
Write in plain English
www.industrialrelations.nsw.gov.au
Managing Employees
Identifying the Issues
Employee Entitlements – prescribed by award
or legislation
Employee Conditions – support how award
provisions apply
Standards of behaviour – conduct, dress
Employee benefits – car, parking, mobiles
Use of company equipment and resources email
www.industrialrelations.nsw.gov.au
Managing Employees
Policy Checklist:
•
Aim of Policy – why it was developed
•
Who the policy applies to
•
What is acceptable/unacceptable
•
Consequences of not complying
•
Date when developed or updated
www.industrialrelations.nsw.gov.au
Managing Employees
Implementing Policies:
•
Committee of management support
•
Consult the employees prior to implementation
•
Distribute copies to employees
•
Conduct briefing sessions or training
•
Put in place support mechanisms
•
Maintain documentation and records
www.industrialrelations.nsw.gov.au
Managing Employees
After Implementation
•
Ensure policy is enforced consistently
•
Employees aware of any changes
•
Maintain records and paperwork
•
Ensure employees have access to policy
www.industrialrelations.nsw.gov.au
Managing Employees
Motivate:
•to supply a motive to (do something)
•to cause (a person) to act in a particular way,
•to stimulate the interest of (a person in an activity)
www.industrialrelations.nsw.gov.au
Managing Employees
Hierarchy of Needs
Self fulfilment
Challenging job
Self esteem
Recognition for a good job
Social Acceptance
Industrial Team work
Safety/security security & harmony
Industrial Superannuation, safe
workplace
Survival – Food, water, air etc
Industrial - Money
www.industrialrelations.nsw.gov.au
Managing Employees
Regular Appraisals
Planned and regularly scheduled
Linked to strategic plan and direction
Review past performance, focus on future issues
Link achievable personal goals with LCP strategic
review
Review employee for training and development,
salary reviews
Look at outcomes
www.industrialrelations.nsw.gov.au
Managing Employees
Ad hoc Review (Poor Performance)
Conducted when need arises
Deals with specific issues
Outcomes monitored regularly
May lead to disciplinary action
www.industrialrelations.nsw.gov.au
Managing Employees
What is a Performance Review
A two-way discussion and opportunity to:
get to know employee better and discuss their
feelings about the job
talk about what went right and what went wrong
talk about any organisational problems which may
be hindering performance
discuss future objectives and goals
Should be regular, positive, motivational, free and open
discussion
www.industrialrelations.nsw.gov.au
Managing Employees
Benefits and Preparation
Establish a work climate conducive to productive
performance
Initiate and maintain positive communication about
work performance -v- work expectations
Help employees prepare for appraisal
Prepare and conduct discussions that encourage an
exchange of information to produce better results
Follow through properly on agreements reached
with the employee
www.industrialrelations.nsw.gov.au
Managing Employees
Preparation
Review the job requirements – know them well
Review previously agreed goals and standards
Do skills audit – skills, training, experience,
qualifications, past jobs & performance
Evaluate job performance versus job expectations for
time being appraised – rate it
Assist employees to prepare
Note any aspect of performance that needs to be
discussed
www.industrialrelations.nsw.gov.au
Managing Employees
Conducting the appraisal
Conduct in a non-threatening environment
Be prepared – consider issues the employee may
raise
Encourage open dialogue and listen to what the
employee has to say
Deal with specific issues raised
Discuss agreed objectives/targets
www.industrialrelations.nsw.gov.au
Managing Employees
Conducting the appraisal
Follow-up – interim dates and procedures
Focus on performance not the person
Recognise good performance
Allocate sufficient time with no interruptions
A reasonable discussion between two adults
www.industrialrelations.nsw.gov.au
Managing Employees
Setting and Achieving Goals
Work together to set objectives –
Ensure employee has major input into process,
allow them to take responsibility for their performance
Mutual agreement – on key points and action to be
taken to resolve problems
Follow-up – summarise action, put in place follow-up
dates and procedures
www.industrialrelations.nsw.gov.au
Managing Employees
Set agreed goals/targets:
S pecific
M easurable
A chievable
R ealistic
T imely
Follow-up – put in place dates and procedures
www.industrialrelations.nsw.gov.au
Managing Employees
Ad-hoc or managing poor performance
Poor performance should be addressed immediately
Employee must be informed of problem and given
opportunity to explain - consider the explanation
Review in reasonable period (one week to one month
depending on issue)
Give feedback - good and bad
www.industrialrelations.nsw.gov.au
Managing Employees
Conducting the meeting
Create the right environment –
• Private and confidential
• Comfortable, non-threatening atmosphere
• Reasonable discussion between two adults
www.industrialrelations.nsw.gov.au
Managing Employees
Establish the problem in context
• Highlight any positive aspects
• Define the problem in specific terms
• Explain WHY it is a problem
Gain commitment to a solution
• Find out the reason for the problem
• Encourage the employee to suggest solution
• Offer assistance
www.industrialrelations.nsw.gov.au
Managing Employees
The meeting
All informal warnings should be noted
Cover the problem(s) - give the employee chance to
explain - consider explanation
Put in writing - include review time
If informal warnings not working
- time for formal interview
- check award – follow award process
www.industrialrelations.nsw.gov.au
Managing Employees
Review following first warning
Ensure this happens
Give feedback - acknowledge if fixed
Improvement - “significant & sustained”
May give another warning - no legal obligation for 3
warnings
If review is final warning - put in writing - including the
possibility of termination
www.industrialrelations.nsw.gov.au
Managing Employees
Warning Letters
All formal warnings should be written
Clearly outline the problem - refer to any previous
verbal warnings
Refer to any explanation given at interview
Tell them how to do it right - nominate review date if
appropriate
www.industrialrelations.nsw.gov.au
Managing Employees
Final Warning Letters
Refer back to previous warnings – formal and informal
Include any previous undertakings to improve
Cover the details of the counselling procedure
Remember there is only one final warning
Include the fact that termination of employment is a
possible outcome on failure to improve
www.industrialrelations.nsw.gov.au
Managing Employees
Office of Industrial Relations – 131 628
Workplace Advice – 9020 4611 or 1800 803 836
www.industrialrelations.nsw.gov.au
WorkCover - 131 050
www.workcover.nsw.gov.au
Anti-Discrimination Board - 9268 5544 or 1800 670 812
www.lawlink.nsw.gov.au/adb
www.industrialrelations.nsw.gov.au