Managing Employees

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Managing Employees
www.industrialrelations.nsw.gov.au

• DET Local Community Partnership
• Presentation 9 August 2004
• Presented by Workplace Advice, Office of
  Industrial Relations

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When recruiting, identify your needs
Break the job down into tasks and functions -
allocate importance Skills needed/Qualifications/E
xperience 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?
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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
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• 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

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

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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
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• 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

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• 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

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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
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• 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

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• 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

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

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• 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)

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

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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
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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
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Set agreed goals/targets S pecific M
easurable A chievable R ealistic T
imely Follow-up put in place dates and
procedures
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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
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• Conducting the meeting
• Create the right environment
• Private and confidential
• Comfortable, non-threatening atmosphere
• Reasonable discussion between two adults

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• 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

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• 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

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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
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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
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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
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• 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