Managing Employees

Managing Employees DET – Local Community Partnership Presentation – 9 August 2004 Presented by Workplace Advice, Office of Industrial Relations www.industrialrelations.nsw.gov.au

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?

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

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

Why have policies: • Meet legislative requirements • Ensure employee understanding • Consistency in management decisions • Effective method to communicate issues • Provide protection in disputes

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

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

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

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

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

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

After Implementation • Ensure policy is enforced consistently • Employees aware of any changes • Maintain records and paperwork • Ensure employees have access to policy

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)

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

Ad hoc Review (Poor Performance) Conducted when need arises Deals with specific issues Outcomes monitored regularly May lead to disciplinary action

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

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

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

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

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

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

Set agreed goals/targets: S pecific M easurable A chievable R ealistic T imely Follow-up – put in place dates and procedures

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

Conducting the meeting • Create the right environment – • Private and confidential • Comfortable, non-threatening atmosphere • Reasonable discussion between two adults

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

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

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

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

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 onefinal warning Include the fact that termination of employment is a possible outcome on failure to improve

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

Managing Employees