Managing Employees
www.industrialrelations.nsw.gov.auDET – Local Community PartnershipPresentation – 9 August 2004
Presented by Workplace Advice, Office of Industrial Relations
Managing Employees
www.industrialrelations.nsw.gov.au
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?
When recruiting, identify your needsWhen recruiting, identify your needs
Managing Employees
www.industrialrelations.nsw.gov.au
Position DescriptionsPosition Descriptions
Is there any award coverage?
Do you need to develop a Contract of Employment?
Letter of OfferLetter 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
Managing Employees
www.industrialrelations.nsw.gov.au
A “Letter of Offer” should includeA “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
Managing Employees
www.industrialrelations.nsw.gov.au
Why have policies:Why have policies:
• Meet legislative requirements
• Ensure employee understanding
• Consistency in management decisions
• Effective method to communicate issues
• Provide protection in disputes
Managing Employees
www.industrialrelations.nsw.gov.au
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
Benefits of Policies and ProceduresBenefits of Policies and Procedures
Managing Employees
www.industrialrelations.nsw.gov.au
What is a Workplace Policy?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
Managing Employees
www.industrialrelations.nsw.gov.au
How to develop policiesHow 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
Managing Employees
www.industrialrelations.nsw.gov.au
Identifying the IssuesIdentifying 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
Managing Employees
www.industrialrelations.nsw.gov.au
Policy Checklist: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
Managing Employees
www.industrialrelations.nsw.gov.au
Implementing Policies: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
Managing Employees
www.industrialrelations.nsw.gov.au
After ImplementationAfter Implementation
• Ensure policy is enforced consistently
• Employees aware of any changes
• Maintain records and paperwork
• Ensure employees have access to policy
Managing Employees
www.industrialrelations.nsw.gov.au
MotivateMotivate:
•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)
Managing Employees
www.industrialrelations.nsw.gov.au
Self fulfilmentChallenging job
Self esteemRecognition for a good job
Social AcceptanceIndustrial Team work
Safety/security security & harmonyIndustrial Superannuation, safe
workplace
Survival – Food, water, air etcIndustrial - Money
Hierarchy of NeedsHierarchy of Needs
Managing Employees
www.industrialrelations.nsw.gov.au
Regular AppraisalsRegular 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
Managing Employees
www.industrialrelations.nsw.gov.au
Ad hoc Review (Poor Performance)Ad hoc Review (Poor Performance)
Conducted when need arises
Deals with specific issues
Outcomes monitored regularly
May lead to disciplinary action
Managing Employees
www.industrialrelations.nsw.gov.au
What is a Performance ReviewWhat 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
Managing Employees
www.industrialrelations.nsw.gov.au
Benefits and PreparationBenefits 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
Managing Employees
www.industrialrelations.nsw.gov.au
PreparationPreparation
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
Managing Employees
www.industrialrelations.nsw.gov.au
Conducting the appraisalConducting 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
Managing Employees
www.industrialrelations.nsw.gov.au
Conducting the appraisalConducting 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
Managing Employees
www.industrialrelations.nsw.gov.au
Setting and Achieving GoalsSetting 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
Managing Employees
www.industrialrelations.nsw.gov.au
Set agreed goals/targetsSet agreed goals/targets:
S pecific
M easurable
A chievable
R ealistic
T imely
Follow-up – put in place dates and procedures
Managing Employees
www.industrialrelations.nsw.gov.au
Ad-hoc or managing poor performanceAd-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
Managing Employees
www.industrialrelations.nsw.gov.au
Conducting the meetingConducting the meeting
Create the right environment –
• Private and confidential
• Comfortable, non-threatening atmosphere
• Reasonable discussion between two adults
Managing Employees
www.industrialrelations.nsw.gov.au
Establish the problem in contextEstablish the problem in context
• Highlight any positive aspects
• Define the problem in specific terms
• Explain WHY it is a problem
Gain commitment to a solutionGain commitment to a solution
• Find out the reason for the problem
• Encourage the employee to suggest solution
• Offer assistance
Managing Employees
www.industrialrelations.nsw.gov.au
The meetingThe 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
Managing Employees
www.industrialrelations.nsw.gov.au
Review following first warningReview 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
Managing Employees
www.industrialrelations.nsw.gov.au
Warning LettersWarning 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
Managing Employees
www.industrialrelations.nsw.gov.au
Final Warning LettersFinal 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
Managing Employees
www.industrialrelations.nsw.gov.au
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