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Inspector's CPK > 2 - Staff Management 1 > Flashcards

2 - Staff Management 1 Flashcards

1
Q

Employment Relations Act 2000:

Under sect 4(1) of this act - What must parties do that are in an employment relationship? (2)

A
  1. Must deal with each other in good faith?
  2. Must not do anything to mislead or deceive or likely to mislead or deceive each other
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2
Q

Code of Conduct:

Who does the code of conduct apply to and when? (2)

A
  • Applies to anyone who is employed or engaged by NZP regardless of rank or position held.
  • Applies 24/7 - where those actions would bring police into disrepute or damage trust and confidence NZP has in us.
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3
Q

Code of Conduct:

The C.o.C provides general guidance and minimum expectations of behaviour that is expected of Police but is does not cover every situation. If in doubt with your actions and/or behaviour, you can apply the S.E.L.F test as help.

  • What does S.E.L.F stand for?
A

S - Scutiny: would your decision or behaviour withstand scrutiny and be seen as appropriate by others?

E - Ensure compliance: Does your decision or behaviour comply with the Code and other Police policy, GI’s and procedural expectations.

L - Lawful: Is your decision or behaviour lawful

F - Fair: is your decision or behaviour fair and reasonable

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4
Q

Code of Conduct

What factors may be considered when determining if a behaviour or decision is a breach of the C.o.C, and how serious it is? (7)

n & c, int, postn/dut/respbles, ablty flfl dut/respbles, impt org & relnshps, imp t & c, hw sim behvr bn tretd pst.

A
  • Nature & circumstances
  • Intent - did they knowingly behave or make a decision that was not in line with the C.o.C?
  • Position, duties, responsibilities
  • Ability to fulfil duties, responsibilities
  • The impact on the organisation & relationships
  • Impact on the trust & confidence Police has in them
  • How similar behaviour has been treated in the past.
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5
Q

Code of Conduct:

What is ‘misconduct’

A

It’s behaviour or actions that breach the C.o.C or policies, however while it may not justify dismissal it may result in formal disciplinary action.

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6
Q

Code of Conduct:

What are some examples of ‘misconduct’? (6)

A
  • Breaching policies or procedures
  • Treating someone harshly
  • Using abusive or offensive language
  • Misuse of police internet or email systems
  • Using police databases for personal use
  • Being absent from work or late without proper reason etc.
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7
Q

Code of Conduct:

What is ‘serious misconduct’? (2)

A
  • It’s behaviour or actions that breach the C.o.C or police policies and seriously undermines or damages the trust and confidence Police has in you.
  • This behaviour or actions may justify dismissal.
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8
Q

Code of Conduct:

What are some examples of ‘serious misconduct’? (7)

A
  • Being convicted of or pleading guilty to an offence
  • Corruption - accepting a bribe, inducement or reward
  • Sexual misconduct
  • Theft or dishonesty of any kind
  • Repeated misconduct
  • False declarations
  • Excessive unjustified violence…etc
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9
Q

Flexible employment options (FEO):

Who can work FEO?

A
  • Any police employee can apply to vary or alter their hours, days of place of work in their current role.
  • NOTE: Basically if an employee wants to work FEO, then the starting point (from the Police Exec) is ‘Yes’, the employee and the manager WILL work together to make it work - FEO by default.
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10
Q

Flexible employment options (FEO):

What are some of the benefits of working FEO? (4)

A
  • It enables high performance
  • It attracts and retains top talent
  • Able to access a broader talent pool
  • Increased productivity
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11
Q

Flexible employment options (FEO):

It is a common perception that working FEO means only working part-time hours which is incorrect.

  • What are some of the FEO options (4)
A

1. Part-time - this means working less than full-time hours whether that means working certain days, or fewer hours each day.

2. Condensed hours - this means working full-time hours but condensing them to make a shorter week.

3. Working from home or an alternative location - if duties and technology allows, employees can opt to work from home or another location.

4. Flexi-time - this allows an employee to work a set number of hours a week that can be varied from week to week.

NOTE: FEO is a 2-way street and discussing an application together can help identify how a flexible option can work for both the individual and the organisation.

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12
Q

Flexible employment options (FEO):

As a leader, you have a pivotal role in promoting and enabling FEO.

  • What are the some of the ways in which you can support FEO? (6)
A
  1. Talk about it (with your team) - have regular conversations about it.
  2. FEO on the agenda - ensure that its always on the agenda at leadership discussions.
  3. Educate - help others with their understanding of it and how it can be used to achieve our business.
  4. Advocate - consider opportunities where you can promote FEO
  5. Challenge - challenge behaviour that does not align with our values or promotes FEO
  6. Role model - people will look to you as an example of how to manage work hours. Be mindful of your standards and expectations you are setting for your team.
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13
Q

Flexible employment options (FEO):

As a manager, what are your responsibilities with FEO applications? (2)

A
  • You have a duty to consider ANY requests for FEO.
  • You MUST respond to these request within 1 month.
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14
Q

Flexible employment options (FEO):

Who can decline an FEO application?

A
  • Only a District Commander or National Manager.
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15
Q

Performance Management:

What are the 4 steps for Performance Management?

I D, P M….

A
  1. Informal discussion
  2. The Performance meeting
  3. The Performance Improvement Plan
  4. Completion of PIP - required standard reached
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16
Q

Performance Management:

What is ‘Performance Management?’ (1)

skng imprvmt dialo & sppt to enb emp prfrm satsftrly

A
  • PM is about seeking improvement through dialogue and support to enable the employee to perform satisfactorily.

(While it is not a disciplinary process it can become one where an employee has been unable or unwilling to satisfactorily improve following a Performance Improvement Plan)

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17
Q

Performance Management: Informal Discussion

The objective of an Informal Discussion is to encourage dialogue and to try and identify if there are any underlying issues that are contributing to the performance issues.

  • When having an ‘informal discussion,’ how should this be done? (6)
  • Tlk priv, list emp, no fda, sen ltr, f/up mtg, ref well*
A
  1. Talk in private
  2. Listen to employee
  3. Don’t let it turn into formal disciplinary action, reach an agreement on a way forward where possible
  4. Send letter outlining discussion
  5. Arrange follow-up meeting
  6. Consider a referral to Wellness services?
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18
Q

Performance Management: Performance Meeting

What should you do BEFORE a ‘Performance Meeting’ with a staff member? (6)

id mps…, inv ltr, set prfm mgmt fle, disc hrm, p chklst, arr sppt prsn

A
  1. Identify minimum performance standard and how their performance falls short of it. (discussions should focus on shortfall)
  2. Invitation letter - invite employee to performance mtg.
  3. Set up Performance Mgmt File (Separate to PA file)
  4. Discuss with HRM (about options to remedy performance)
  5. Prepare checklist of items to be discussed.
  6. Arrange support person (where required)
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19
Q

Performance Management: Performance Meeting

What are the 5 steps should you go through during a ‘Performance Meeting’ with a staff member?

intro, prvde inf, op to resp, prob sol, rec discsn-sgnd

A
  1. Introductions
  2. Provide Information…of the minimum standard, the shortfall etc….
  3. Give the member the opportunity to respond
  4. Problem solving (if a PIP is required, advise what support, training, assistance is available)
  5. Record discussion - signed by both parties
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20
Q

Performance Management: PIP

What 10 things should a PIP contain?

perf imp, mas, rmdl stps, spp & resrces fbk, revw prd, prgrs mtg dtes, strt dte pip, consq prfm stds nt mt, sigs

A
  1. Performance to be improved
  2. Minimum acceptable standard
  3. Remedial steps
  4. Support and resources (to assist employee)
  5. Feedback: How and when this will occur
  6. Review Period
  7. Progress meeting dates
  8. Start Date of PIP
  9. Possible consequences if performance stds not met.
  10. Signatures - of both parties.
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21
Q

Disciplinary Policy:

The purpose of this policy is to ensure breaches of the C.o.C are managed and dealt with in what way?

A
  • Fairly & in good faith with a view to IMPROVING conduct.
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22
Q

Disciplinary Policy:

Under this policy, what does ‘good faith’ mean? (3)

engage…o, h & r…be r & c…be a & c…

A

It means both parties must;

  • engage openly, honestly and respectfully
  • be responsive and communicative
  • be active and constructive in maintaining a productive employment relationship.
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23
Q

Disciplinary Policy:

How must police conduct a disciplinary process? (10)

f & r, g rea, noti emp, det alleg, righ, op to resp, con expl, noti outc, outc propor, pri & conf

A
  1. Fairly and reasonably
  2. Undertake an employment investigation ONLY when there is good reason to do so
  3. Notify employee(s) when an investigation (in relation to them) is started - unless exceptional circumstances means it not appropriate.
  4. Provide details of specific allegations
  5. Advise them of their rights
  6. Provide reasonable opportunity to respond to allegations
  7. Consider their explanation in an unbiased manner.
  8. Notify of outcome
  9. Ensure outcomes are proportionate to the nature and seriousness of the conduct.
  10. Ensure privacy and confidentiality of investigation is maintained.
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24
Q

Disciplinary Process Guidelines:

What are the (9) steps for the ‘Disciplinary Process Guidelines?’

IA, C, C & EI, RD S S, DA, I-IS, I & IM, MD, O

A
  1. Initial Assessment
  2. Categorisation -HR, Professional Conduct team
  3. Criminal & Employment investigations (how/when)
  4. Restricted duties, suspension, stand down
  5. Drafting Allegations -disclosure
  6. Investigation-Initial steps
  7. Investigation & Investigation meeting
  8. Making decision
  9. Outcomes
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25
Q

Disciplinary Process: Making the decision

Once the investigation is completed, the employee needs to be informed of the preliminary decision. What needs to occur BEFORE a final decision on the outcome is made? (2)

A
  • the employee must have the opportunity to comment either in person and/or in writing.
  • Any comments or submissions need to be considered.
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26
Q

Disciplinary Policy Guidelines: Initial assessment:

In the initial assessment - What are the 5 questions that need to be considered when assessing the information

any sub, nesc spk, cndct brea?, inf av cons, nxt stps

A
  1. Is there any substance to it or is more infomation needed?
  2. Is it necessary to speak/notify employee (or others) about the matter to determine what the next appropriate step is?
  3. Is the alleged conduct a breach? (CoC, policy, employment agreement)
  4. What info is available for consideration?
  5. appropriate next steps?
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27
Q

Disciplinary Policy: Initial assessment

What are the 3 possible pathways that can come out of the ‘Initial Assessment’?

n cndct/ prfmce iss, ptnial mscndct or ser mscndt, prfmce iss.

A
  1. No conduct or performance concerns
  2. Potential misconduct or serious misconduct
  3. Performance issue
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28
Q

Disciplinary Process Guidelines: Categorisation

What is the role when categorising a potential disciplinary matter? (3)

rev inf, invtgn nd?, dtl clr allgtn

A
  • Review all the information
  • Determine if investigation needed? (may be ready to go straight to disciplinary meeting)
  • Detail clear allegations and specify how the alleged behaviour does not align with our code, policies and values.
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29
Q

Disciplinary Process Guidelines: Categorisation

When ‘categorising’ a disciplinary matter, what 4 types of matters are considered?

iim, cmplts cncrns abt, s13/noti inci, stm

A
  • Internally identified matters
  • Complaints we have concerns about
  • IPCA s.13 (Notificable incidents)
  • Significant traffic matters
30
Q

Disciplinary Process Guidelines: Categorisation

Under the ‘categorisation’ process what matters are not considered? (2)

A
  • Poor performance
  • One-off low level misconduct or mistakes that can be dealt by the manager.
31
Q

Disciplinary Process Guidelines: Categorisation

What are the 4 possible outcomes of the ‘categorisation’ part of the process?

nfa, pm, ei, ci

A
  1. No further action
  2. Performance Management
  3. Employment Invesitgation
  4. Criminal Investigation
32
Q

Disciplinary Process Guidelines: Criminal and Employment Investigations

If the matter is a criminal investigation and misconduct is also identified, what must occur?

A
  • An employment investigation must be commenced with a separate investigator
  • NOTE- can’t have the same investigator doing both the criminal and employment investigations.
33
Q

Disciplinary Process Guidelines: Restricted Duties/ Suspension/ Stand-down

Before the decision is made to place an employee on restricted duties or suspension, who must you seek advice from first?

A
  • HR
34
Q

Disciplinary Process Guidelines: Restricted Duties/ Suspension/ Stand-down

It may be appropriate to place an employee under investigation on restricted duties, suspension or stand-down to mitigate potential risks.

What are those risks? (4)

rk h & s, rk int inv, rk int pop, n & g

A
  • Risks to the health and safety of employee and others.
  • Risk the employee will interfere with investigation.
  • Risk the employee will interfere with police operations or police routines.
  • The nature and gravity of the alleged conduct will prejudice the public interest or damage police reputation.
35
Q

Disciplinary Process Guidelines: Drafting Allegations

When drafting allegations, it is critical to clearly outline what to the employee? (3)

infrm yr cncrns, expln cnsdred unaccp…resp alleg

A
  • Fully inform them of the your concerns about their conduct.
  • Explain why, if true, Police would consider their conduct unacceptable.
  • Enable them to properly respond to the allegation.
36
Q

Investigation initial Steps:

In an employment investigation, who should be the investigator? (4)

obj nt invol, emp mgr, seri or sx, excep circ ext invst

A
  • Someone objective and not involved in the matter.
  • In many cases, it will be appropriate for the employee’s manager to be the investigator.
  • For a more serious matter or one of a sexual nature, a more senior manager may be more appropriate.
  • In exceptional circumstances, an external investigator may be appropriate.
37
Q

Disciplinary Policy: Investigation

What is the difference between an employment Investigation (4) and a criminal Investigation (4) when it comes to:

  • participation by employee
  • disclosure to employee
  • time to consider before commenting
  • what standard of proof test?
A

Employment Investigation:

  • expectation on both parties to participate in good faith
  • relevant info to be disclosed and
  • employee is given time to consider it before commenting
  • balance of probability

Criminal Investigation

  • no requirement to participate in good faith
  • don’t necessarily disclose info
  • dont need to give them time to consider it.
  • need to prove beyond resonable doubt and require evidenital sufficiency.
38
Q

Disciplinary Policy: Emp Investigation meeting

What is the purpose of an investigation meeting? (2)

hr emp’s vws, sk clrty/explre aspcts thts not clr

A
  • to hear the employee’s views/ explanation re the situation or conduct
  • to seek clarity/ explore any aspect of the situation that is not clear.
39
Q

Disciplinary Policy: Investigation meeting

Before you commence an investigation meeting with the employee, what (6) steps do need to ensure has occurred first?

sffcnt ntce, aw alleg, rcvd discl, opptny rep/sppt, comms vi sppt, roo bkd.

A
  1. They’ve sufficient notice of the meeting
  2. They’re aware of the allegations/ concerns.
  3. They’ve received disclosure of all the relevant information.
  4. They’ve had an opportunity to bring along a rep or support person.
  5. If they have a rep/ support - then any communication should be via them.
  6. Ensure an appropriate location/room is booked.
40
Q

Disciplinary Policy: Investigation meeting

During a meeting with an employee, what 6 things should you ensure takes place?

conf aw alleg, dig rec, tk brks, h & upf, op end q, o enqs

A
  1. Confirm employee is aware of allegations & concerns
  2. If meeting is to be digitally recorded, ensure everyone is aware and they consent to it.
  3. Take breaks (stressful)
  4. Be honest and upfront with employee
  5. Ask open ended questions
  6. Check what other enquiries the employee thinks needs to be made?
  • Consider your investigation planning
41
Q

Disciplinary Policy: Making the decision

After an investigation, review your documentation to ensure everything has been captured correctly. Verify your notes with the person interviewed, then a clear & concise investigation report should be completed in a timely manner, and submitted for a decision.

Who can make the decision to:

  • Give Disciplinary Warning
  • Dismissal
A

Warning:

  • DC or NM (may delegate to Inspector or equivalent.)

Dismissal:

  • DC or GM: Training, NM Comms, Assist Commissioner or above

(all in consultation with respective manager & HR)

42
Q

Disciplinary Policy: Outcomes

What are the 2 main types of disciplinary outcomes?

A
  • Warning (Final warning)
  • Dismissal

NOTE: outcomes such as ‘no further action’, ‘performance management’ and ‘professional conversations’ are available for low level incidments or where there is no misconduct. However these are not disciplinary outcomes.

43
Q

Disciplinary Policy: Outcomes

What are the 2 levels of warnings and when could they be appropriate to use?

A

Warning: generally for misconduct

Final Warning: generally for serious misconduct or where previous warnings have been issued

(one step away from dismissal)

44
Q

Disciplinary Policy: Outcomes

Where dismissal is the appropriate option, it is because the employee’s conduct is such that Police no longer have trust and confidence in that employee, what are examples of when this might occur? (3)

fur mis, ser mis dis, rep pi

A
  • further misconduct occurs whilst on a final warning
  • serious misconduct warranting dismissal
  • repeated performance issues which have not been remedied through the performance management process
45
Q

Employment Relationship Problem Policy:

  • Who and what does this policy apply to (2) , and
  • who does it not apply to? (3)
A

It applies to ALL police employees and ALL employment relationship problems.

It does NOT apply to;

  • Independent contractors (but can apply where en ER problem arises due to their actions).
  • Matters where there are other specific review procedures i.e. Appointment Review policy or Discrimination and Harassment policy etc.
  • Any matters subject to a claim under HRA 1993.
46
Q

Employment Relationship Problem Policy:

What 4 principles apply to all employment relationship problems?

ac gf, bth en d & ex info, ri rep, bth prties resp resl

A
  • Both parties must act in ‘Good Faith’
  • Both parties are encouraged to use dialogue & exchange relevant info to seek a resolution (consider mediation)
  • Employee’s right to representation (at any stage of the process).
  • Both parites initially responsible for resolution

unless;

  • problem relates to action/inaction of supervisor
  • other reason that requires more senior person to become involved.
47
Q

Employment Relationship Problem Policy

Under the ER Act 2000, Good faith behaviour includes what 7 things?

prov inf, not m & d, lstng pnts vw, con mttrs rais, b rsptfl & cnstrtve, sk resol tmly mnnr, lmt invl

A
  1. providing information
  2. not misleading or deceiving
  3. listening to points of view
  4. consider matters raised (change position?)
  5. being respectful and constructive
  6. seek resolution, and in timely manner
  7. limit to only those involved
48
Q

Employment Relationship Problem Policy:

Under s5 ER Act 2000 - what is a ‘dispute’? (3)

A

Means a dispute about the

  • interpretation,
  • application or
  • operation of an employment agreement.
49
Q

Employment Relationship Problem Policy:

Under s5 ER Act 2000 - what is an ‘employment relationship problem’ (3)

pg, dspte, ay prblm rltng empymt aggmt

A

ERP includes

  • a pg,
  • dispute and
  • any other problem relating to an employment agreement.

BUT does not include any problem with the fixing of new terms and conditions of employment.

50
Q

Employment Relationship Problem Policy:

Under s103 ER Act 2000 - A ‘personal grievance’ is defined as any grievance an employee has against police because of a claim that the employee has been what? (5)

un dis, un dis, disc, har s or r, sub dur uni

A
  • unjustifiably dismissed
  • unjustifiably disadvantaged in their employment
  • discriminated against in their employment
  • harassed, sexually or racially
  • subjected to duress in their employment relating to being or not being a member of the union.
51
Q

Employment Relationship Problem Resolution procedure:

What are the 5 key steps in the process of resolving employment relationship problems?

emp rai prob, eng inf dia, not resol - anth mgr or pg, medi, mor f pro

A
  1. employee raises problem with manager
  2. parties engage informal dialogue (good faith)
  3. if not resoved may take to another manager or raise PG
  4. may refer to matter to mediation
  5. may seek more formal process (ERA, HR Commission)
52
Q

Employment Relationship Problem Resolution procedure:

When is a PG deemed to have been raised? …and what is the timeframe for when it must be raised?

suff info….

A

Deemed raised;

  • they have provided sufficient information to enable police to respond/act,

Timeframe:

  • within 90 days from the date incident occurred.
53
Q

Employment Relationship Problem Resolution procedure:

Once a PG is raised, the receiving manager must advise who else? (2)

A
  • the local HR Mgr, who in turn must advise
  • Employment Relations at PNHQ of the situation asap.
54
Q

Employment Relationship Problem Resolution procedure:

How does an employee raise an Employment Relationship Problem? (2)

v, w

A
  • either in verbally or
  • in writing

(can use Notification of ERP as a guide)

55
Q

Employment Relationship Problem Resolution procedure:

It is anticipated that most employment relationship problems and personal grievances may be resolved through informal discussions.

  • When meeting/ engaging in an informal discussion with the employee (asap), what is it you are trying to identify? (4)
  • nat prob, asp resol imm, resp, tf to resp*
A
  • Nature of problem
  • Aspects that can be resolved immediately
  • Responses from receiving manager (proposals for managing or resolving)
  • Timeframes to respond if time required
56
Q

Employment Relationship Problem Resolution procedure:

If an employment relationship problem cant be resolved to the satisfaction of an employee, what 4 things can they decide to do?

nfa, dis anth mgr, medi, pg or hra comp

A
  • Take no further action
  • Discuss with another manager
  • Mediation
  • Invoke PG or Human Rights complaint
57
Q

Discrimination and Harassment policy:

What does the Discrimination and Harassment Policy provide (3)

Fw inves alle, oblig & resp, aff commt

A
  1. Framework to investigate/address allegations of D and H.
  2. Obligations and responsibilities of both the Commissioner and employees when seeking to resolve issues.
  3. Affirms committment of NZP to:
  • being a good employer
  • eliminate D and H from workplace
58
Q

Discrimination and Harassment policy:

What is the purpose of the Discrimination and Harassment Policy? (2)

prmte fr trtmt & tmly & eff resoltn, prvde prcdre addrs d & h whle prmtng emps oblgns undr HRA, H & S, ERA

A

To promote:

  • fair treatment and timely and effective resolution

To provide a proceedure to address D and H while promoting employer’s obligations under:

  • Human Rights Act
  • Health and Safety in Employment Act
  • Employment Relations Act
59
Q

Discrimination and Harassment policy:

Who and what does the discrimination and harassment policy apply to? (2)

A

Applies to ANY persons employed by or engaged by police, or who provide services to police

Applies to ANY situation; where a person (in workplace) makes an allegation of D and/or H.

60
Q

Discrimination and Harassment policy:

When a D and H allegation has been made, what can be used at the outset to try and resolve the matter? (1)

A

Informal constructive dialogue

61
Q

Discrimination and Harassment Policy

What is the definition of discrimination? (2)

  • emp disc (d or ind) - s, ms, rlgn, clr, r, eth, age…or*
  • their invol serv / uni*
A

Employee is discriminated against (directly or indirectly) on basis of:

  • sex, marital status, religious or ethical beliefs, colour, race, ethnic or national origins, disability, age,political opinion, employment status, family status, sexual orientation or
  • by reason of the employee’s involvement in the activities of a service organisation/union
62
Q

Discrimination and Harassment Policy

What is harassment? (4)

beh not leg, unwel & unsol, con off, intim, hu or thr & rep or sig detrmntl efft…

A
  • behaviour is not legitimate
  • is unwelcome and unsolicited
  • considered to be offensive, intimidating, humiliating or threatening

AND

  • either repeated or of such significance that it has a detrimental effect on their employment, performance or job satisfaction

(It may be a single incident or a course of conduct.)

63
Q

Discrimination and Harassment Policy

What is not considered discrimination or harassment? (7)

iss reas inst, war/ disc, req rea std perf, leg criti, affir pol, p lea, reas accom aids disab

A
  1. issuing reasonable instructions
  2. warning/disciplining someone (fair process)
  3. requiring reasonable standard of performance
  4. legitimate criticism (constructive, during PA)
  5. affirimative policies
  6. parental leave provisions
  7. reasonable accomodation of aids for disabilities
64
Q

Maintaining Professional Distance policy:

Under this policy, what are the 3 things expected of Employees?

m pd…mge pr, av uneth or inapp

A
  1. maintain professional distance from those we deal with in our work
  2. MANAGE personal relationships where conflict of interest or imbalance of power arise. Declare to supervisor.
  3. avoid unethical or inapropriate relationships
65
Q

Maintaining Professional Distance policy:

Under this policy - What is a ‘professional’ relationship?

A

A relationship that has arisen out of the employee’s work duties. Includes relationship between:

  • 2 police employees
  • employee and member of public
  • employee and associate
  • employee and contractor and others
66
Q

Professional Distance guidelines:

Professional relationships we develop with members of the public may be unequal due to what reasons? (3)

A
  • Members of the public required to disclose personal/private info, which is not reciprocated
  • ability and power held by us to be decision-maker
  • they are vulnerable due to circumstances.
67
Q

Professional Distance guidelines:

What list of people must you avoid forming personal relationships with, in particular sexual relationships while you are dealing with them in a professional capacity? As they are considered unethical? (7)​

O, V, Com, W, I, VP, PiC,

A
  • Offenders
  • Victims
  • Witnesses and their families
  • Informants
  • Vulnerable people
  • Persons in Custody
  • Complainants
68
Q

Professional Distance guidelines:

If a police employee intends to enter into or is in,

  • a personal relationship with another employee, or
  • a member of public that may be considered unethical or inappropriate, unequal or
  • is an actual or potential c.o.i,

they must report it to their Supervisor asap. What then must the Supervisor do? (1)

A
  • Assess whether or not steps can be taken to put in place safeguards to manage any c.o.i or power imbalance.
69
Q

Professional Distance guidelines: Managing internal relationships

Personal relationships between Police employees may be unequal or potentially creates a c.o.i where an employee has a decision-making role with another employee. What type of relationships is this likely to include? (2)

emps whr rprtng lne rlnshp, btwn rcrts & instctrs

A

Relationships between;

  • employees where there is a reporting line relationship, or
  • between recruits and instructors.
70
Q

Acceptable use of technology, equipment and information:

What are the ‘Employee Principles’ that employees must adhere to with regards to ‘Acceptable use of Police technology, equipment and Information’? (5)

embrc sppt prmte IMP & A, respo pol sys per bft, no exp priv, ackn pol ent accs, no misu pol sys, appy coc/slf

A
  • embrace, support, promote IMP and A policy
  • responsibly use Police tech systems and equipment for personal benefit
  • no expectation of privacy
  • Acknowledge that Police are entitled to access any data/records held for any lawful purposes
  • not misuse Police tech systems and equipment
  • apply CoC and SELF test
71
Q

Acceptable use of technology, equip and info

The monitoring and usage reports done on police technology systems and equipment focus on what 3 things?

ei, usr ed, incr usr awrnss

A
  • early intervention
  • User education
  • Increased user awareness
72
Q

Social Media:

In terms of personal use of social media, what things should you do? (4), and

What things shouldn’t you do? (5)

pstng pers opi - ow vw, acc pers s/m sts IMP & A, slct hgh priv sttngs per accts, chk scrty advce on b/brd

A

Do’s

  • When posting personal opinions, make it clear that its your own view, not the Police’ view.
  • Only access personal social media sites at work as outlined in the Info Mgmt, Privacy & Assurance chapter.
  • Select high privacy settings on personal account.
  • Be aware of security advice issued through the Bully Board.

Don’ts

  • Post photos in uniform on personal s/m sites
  • Use personal email addresses or phone no.s on Police s/m sites.
  • Post anything that can bring police into disrepute
  • Post anything that compromises your/family/colleague’s security
  • Use FB as a channel to unprompted messages to the public.

Inspector's CPK (10 decks)

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