empowering workplaces with employment

knowledge

IntegrityWorks Ltd

Organising people in your workplace

This is your workplace

Barbara Buckett &

Associates

IntegrityWorks Ltd

Services we offer your workplace

Checks designed specifically for

your business

Advice, reviews, audits,

personnel advice and training

An annual review to check the

effectiveness of your

employment contracts and

performance reviews

Assistance with writing job

descriptions and interview

processes

Assistance with designing

vocational tasks for interview

Health and safety in your

workplace

Hazard identification

Have you got your holidays

sorted?

Advice on any aspect of

managing your staff

Employment documentation

Performance management

Improving productivity

Employee engagement

Restructuring and redundancy

Internet use at work

Sick leave

Holidays and time off

What job descriptions should do

•Job descriptions

describe the job you

want someone to do

•They list all the tasks

your business requires

them to do clearly

•They reflect the real

job so should be

updated each year as

business changes

•They are different

from an employment

contract which is a

legal requirement

•Job descriptions show

what skills, attitudes

and knowledge you

expect an employee to

demonstrate on their

CV

• The CV is the base

for selecting

employees for

interview

Check list for a job description

•Use this check

list to see how

well a sample

job description

of your business

rates!

The title of the job that accurately reflects the job YOU want done by the person filling the position

The department or location that you expect the person employed to work in or at

The line of reporting: who the person employed will be reporting to

The overall responsibility of the position: does the buck stop with them?

The key areas of responsibility

Consults with: the person or persons that the person filling the position will be expected to work with on a regular basis

The term of employment: full time, part-time, fixed term, casual

The essential skills and knowledge that you expect the person to have

Would you like a tool like this for

managing? Knowing how to figure out what

tasks you want your new employee to perform and how to describe these?

Knowing what skills they will need to be most effective in your business? Are these skills the same as someone else or different?

Knowing how your workplace structure will accommodate the new employee and draw up lines of reporting/acountability?

How to describe what sort of skills and knowledge you really want the new employee to have?

How to align the job description with the interview questions?

IntegrityWorks offers Tips and tactics for writing job descriptions which you can purchase from www.jobdescriptions.co.nz

What about the interview?

•Make sure the applicant has enough of the skills, attributes and knowledge you require for the position

•Short list applicants according to their match to the job

•Develop a set of both behavioural and situational questions

•Ensure all applicants get the same questions in the same situation

What questions to ask? Behavioural questions

Give me an example when you .

. .

Describe a situation in your last

job/ your organization when you

were put under pressure, and

how tell us how you managed it

Tell me about a time you asked

for additional responsibility at

work and what happened

Tell me about the largest project

you worked on and what your

role was

Tell me about the last time you

broke the rules. What you did

and why?

Situational questions

“You are a manager, and one of

your employees has just told

you he thinks another worker is

stealing merchandise from the

store.”

What should you do?

What additional information

should you obtain?

How many options do you

have? What are these options?

Should you call the police?

Would you like a tool like this to manage Knowing what are the right behavioural

questions to ask at the interview so you can quickly decide if they will fit and work in your business well

Knowing what behaviours you need this employee to have to be most effective

Knowing how to turn these into questions and how to rank the answers

Knowing what situational questions to ask at the interview so you can determine if they will model the right skills under pressure

Knowing how to turn the situational analysis into questions and how to rank the answers

Knowing how to choose the right people to interview with you

Knowing what the cut off level is for potential applicants

IntegrityWorks offers Tips and Tactics for interviews which you can purchase through www.interviewwell.co.nz

Deciding who to hire?

interview intuition

Identify the top seven attributes or competencies the job requires and structure the interview accordingly.

Keep a log of each applicants’ responses and grade the answers 1-5 as you go

At the end of the interview the applicant with the highest score is technically the best person for the job

But do you feel they will be the best fit for your workplace?

Do you have an understanding of the applicant's personality style, values, and motivations?

Sometimes called gut feeling

this is the response most

people have within the first two

minutes of meeting someone

new

Most hiring decisions are made

by intuition during the first few

minutes of the interview

Will this person be the best fit

for my business?

So now an offer of employment Letter of offer contains the

successful applicants name, theposition (job title), the nature of the job (job description), the location (place or places of work), the hours, the salary, the holidays and leave entitlements (including annual leave, sick leave and maternity/paternity leave)

It may also contain any special conditions or clauses discussed and agreed at the interview

The terms and conditions of resignation/termination, including notice period

The anticipated date of job start

The offer of employment is not an employment contract

The employment contract Every employee must have a written employment agreement. It can be

either an individual agreement (personal) or a collective agreement (union)

The Employment Relations Act 2000 has “good faith” as its central principle. This means that employers, employees and unions must deal with one another honestly and openly

Some provisions must be included in employment agreements by law

Contains the names of the parties: the employer and employee

The position and the duties contains the position, the duties, the line of reporting, the performance objectives, and the system of performance reviews

The nature and terms of agreement, which includes the type of agreement(full-time, permanent, casual), and if there is a 90 day trial period

The place and hours of work (working hours, lunch and other meal breaks, tea breaks and variation of working hours)

Wages and salary, holidays and other allowances, other benefits (Kiwisaver, health care, company car)

Restructuring and redundancy, termination of employment, resolving employment relationship problems www.dol.govt.nz

Would you like this tool for

managing? Knowing how to build an

employment contract so you can quickly get your new employee on board

Knowing the basic stuff like what has to be in there and what doesn’t have to be

Knowing you are compliant with the Employment Relations Act 2000

Knowing what you want to record re performance reviews and how these will be monitored and recorded

Knowing how you will measure performance

Knowing how their wages will relate to their performance

IntegrityWorks offers Tips and Tactics for building employment agreements which you can purchase through www.eragree.co.nz OR we will come and build one for you

The new employee at work The first day is important so

take time to make sure:

All paperwork is completed (employment contract signed, banking details, IRD are entered) re job

Take time to orientate the new employee to the physical location of your business (where things are-bathrooms, stationary, tools, fire exits, protective clothing, lunch rooms, induction manuals, communications)

Take time to orientate them to the people (colleagues, roles and responsibilities, dress code, and expected code for use of phones, faxes and internet)

Check in at the end of week 1 Has your new employee go the

hang of your business?

Have understood what is

expected of them?

Have fitted in with the other

staff?

Have showed strengths you

found at interview?

Have communicated well within

your business?

Have performed as expected in

week 1?

Have demonstrated an interest

in your business?

If there are any concerns about

these factors arrange a meeting

to discuss

So what is a performance

review? Small business owners like you want to manage your staff performance

using a system that is:

Easy to implement

Does not need heaps of administration to organise

Is quick effective and makes a difference

Is explained in clear simple English

Has short easy to understand tips to get the best out of performance

reviews

Is accessible on a template that is ready to use

Would you like this tool for

managing? Knowing how to conduct 90 day trial

reviews - so you can quickly get a new employee up to speed in their role (and make a better assessment on whether or not they will fit)

The nitty gritty stuff like - what do you say first, second and third?

How to deal with an employee who cries, gets angry or goes silent on you

What about an employee who overrates their own ability – what you need to do to bring it back into balance

How should you deal with learning and development?

Dealing with poor performers : What do you do if someone is a nice enough person but just not performing?

How do you deal with someone deliberately breaking the rules - what do you do then? If you get these steps wrong you could be in for a very costly experience before the courts - it pays to get it right!

IntegrityWorks offers Tips and Tactics for employee performance reviews which you can purchase through www.performancereviews.co.nz