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CPK Insp 2020 > Chaoter 2 - Staff Management 1 > Flashcards

Chaoter 2 - Staff Management 1 Flashcards

1
Q

What a full benefits of flexible working

A

Enabling high-performance attracting and retaining top talent accessing a broader talent pool increased productivity

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2
Q

What is the police executive default position to F AO

A

The default position is yes then the staff member and manager work to make it doable

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3
Q

Name for common options of flexible working

A

Working from home or in alternative location Flexi time part time condensed hours

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4
Q

What is six way a police leader can support if he oh

A

Talk about if E0 with your team FE0 on the agenda educate advocate challenge role model

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5
Q

What a manager responsibilities with a physio

A

Consider in response to all requests for FEO within one month

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6
Q

Who can decline in FEO application

A

District Commander or national manager

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7
Q

Is performance management a disciplinary process

A

No performance measures only become relevant for disciplinary purposes where in employee has been unable or unwillingness to improve following a PIP

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8
Q

Under section 4 of the employment relations and parties must deal with each other in good faith what other parties required to do in that good-faith relationship

A

Be active and constructive in

maintaining a productive employment relationship that is responsive and communicative

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9
Q

Who does the code of conduct apply to

A

Employees permanent temporary or casual contractors and consultants volunteers in the other groups who have been advised this code applies

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10
Q

There’s a conflict of interest apply to conflicts that are real or perceived

A

Perception of a conflict of interest can be just as damaging as an actual conflict

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11
Q

And considering if a behaviour or decision is a breach of the code of conduct what factors may be considered? hint PPOTAI

A 
Position 
past behaviour treated
organisational impact trust and confidence police has in you
ability to fulfil your duties 
intention
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12
Q

What constitutes misconduct

A

Behaviour or actions that breached the code of conduct or other police policies

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13
Q

What constitutes serious misconduct

A

Behaviour or actions that breach code of conduct police policies employment agreements and damage the trust and confidence in you

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14
Q

Could serious misconduct justify dismissal

A

Yes serious misconduct this behaviour or actions that may justify dismissal

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15
Q

Name five examples of misconduct

A

Miss use of police Internet treating a person harshly being absent from work or late without proper reason failing to declare a conflict-of-interest bringing police into disrepute

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16
Q

Name five examples of serious misconduct

A

Being convicted of an offence corruption bullying or harassment sexual misconduct dishonesty of any kind

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17
Q

When does the performance matter become relevant for disciplinary purposes

A

Where and employee has been unable or unwillingness to satisfactorily improve following a PIP

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18
Q

What’s the objective of an informal discussion

A

To encourage dialogue and try and identify if there are any underlying causes that are contributing to the performance issues

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19
Q

What are the five key steps to a performance meeting

A

Introduction
provide information opportunity to respond problem-solving
recordkeeping

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20
Q

Does a record of the discussion of a performance meeting need to be signed by both parties

A

Yes it’s preferable that is signed by both parties at the end of the meeting and stored in a separate employees performance management file with a copy provided to the employee

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21
Q

Does a performance improvement plan and need to sit out the expectation of the employee and the employer

A

Yes it sets out the requirements and expectations of both parties in order for it to be successful the employee must agree to the Pip

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22
Q

If a new matter arises while and employee is on a performance improvement plan Ken that new matter be added to the Pip

A

No a PIP is specific to the behaviours that has been raised with the employee already should a new matter arise another performance meeting will need to be convened before Pip could be revised

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23
Q

If employee reaches the required standard in a poop before the end date of the Pip what should happen

A

The employee should be informed that they have achieved the level of performance required and that there is no lot longer and need to continue performance management through the PIP this in date should be confirmed in writing and a letter confirming this should be provided to the employee

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24
Q

What is the purpose of a disciplinary policy

A

To ensure breaches of our code are managed in doubt with fairly and in good faith with a view to improving contact

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25
What are the three key components of good faith and an employer employee relationship
Engage openly honestly and respectfully be responsive and communicative be active and constructive in maintaining a productive employment relationship
26
When will police undertaken unemployment investigation
Police will undertake an employment investigation only with their is a good reason to do so
27
How will police consider an employees explanation in the disciplinary process
Police will consider and employees explanation in an unbiased manner free from predetermination and Uninfluenced by irrelevant considerations
28
During the disciplinary process what will police to do in respect of privacy of an employee
Police will insure privacy of police employees and the confidentiality of the investigation is maintained
29
What is the first step of the disciplinary process and what guidance will a manager seek
Initial assessment is the first step the manager will seek guidance from HR to assess the available relevant information to determine if it requires further investigation
30
Step two in the disciplinary process is categorisation who conducts this categorisation step
A matter is referred to the appropriate manager HR rep and professional conduct the professional conduct team assist if there is a potential criminal offending or if the allegation has resulted from a complaint against police
31
If a disciplinary matter is categorised as requiring a criminal investigation who are we required to seek advice from
If the matter is categorised as requiring a criminal investigation we need to seek advice from employment relations when this occurs
32
During the disciplinary process if it is determined that it's necessary and appropriate to remove the employee under investigation from the workplace who must advice be sought from
Advice must be sought from HR prior to taking the step
33
In the disciplinary process why is a notification of employment concerns or allegations to the employee important
Notification of employment concerns or allegations as part of our good-faith obligation this should also include full disclosure of information about the allegations
34
What's the purpose of an employment investigation
The purpose of an employment investigation is to establish what conduct has occurred and whether that conduct is misconduct and the seriousness of it
35
In making a decision about a disciplinary process what needs to happen
A preliminary decision needs to be reached the employee needs to be informed and have an opportunity to comment further consideration before a final decision can be made
36
What are the two main outcomes for consideration of a disciplinary process
They are warning/final warning or dismissal
37
What can aggrieved employee do in respect of a disciplinary process
Employee aggrieved by any action taken in a disciplinary process may pursue the matter as an employment relationship problem
38
What are the three possible pathways from an initial assessment
No conduct or performance concerns potential missed contact or serious misconduct performance issue
39
Name four types of matters considered in categorisation in the disciplinary process
Internally identified breaches complaints there are concerns about notifiable incidents in respect of the IPCA significant traffic matters
40
What are the four possible outcomes of the categorisation process
No further action performance management employment investigation criminal investigation
41
If an employment investigation is required what are the two key considerations that should be made
A restricted duties standdown or suspension appropriate who should be the investigator
42
What are some of the risks that determines restricted duties suspension or standdown may be appropriate
Risk to the health and safety of the employee risk the employee will interfere with the investigation risk the employee will interfere with police operations the nature or gravity of the alleged conduct to the reputation of police and public interest
43
What differentiates a criminal investigation from an employment investigation
In the criminal investigation no requirement to participate in good faith no requirement for disclosure no requirement to give time to consider must prove wrongdoing beyond all reasonable doubt
44
What needs to occur before an investigation meeting can be digitally recorded
Everyone in the room needs to be aware and consent to digital recording the conversation during an investigation
45
In an employment investigation meeting is it appropriate to check what other inquiries the employee thinks you need to make
Yes
46
Can inspector make a decision about a disciplinary warning in the disciplinary process
A district Commander National manager or above is a suitable decisionmaker however this may be delegated to inspectors or equivalent level manages decision is made in consultation with HR
47
Who must make a decision for a dismissal
District Commander general manager training national manager assistant commissioners and above with HR
48
The final warning for serious misconduct where they have been previous warnings should be considered what
The final warning is just that a final warning it should be considered a last chance
49
What is summary dismissal
If the decision is made to dismiss someone a summary dismissal maybe appropriate it means the employee will not be required to work out their notice period
50
What are the three situations when employment relationship problem policy does not apply
Independent contractors a matter that has another review ie. appointment review, harassment or a matter of a claim under the human rights act
51
If an employment relation problem cannot be resolved through dialogue what is an option
A referral to mediation
52
In the employment relations act what is the difference between a dispute employment relation problem
A dispute is about the interpretation application or operation of an employment agreement a problem includes a personal grievanceor a problem arriving out of her employment relationship
53
Name five claims that the employee could have in a personal grievance case
Unjustifiably dismissed disadvantage discriminated against sexually or racially harassed subjected to duress in relation to a union
54
What are options available to parties in and employment relationship problem process that is not resolved at mediation
Employment relations authority or the human rights commission
55
The procedures for dealing with an employment relationship problem and a personal grievance of the same but there are time restraints on raising a personal grievance when missed a personal grievance be raised
A personal grievance must be raised within 90 days beginning on the date that the action giving rise to the personal grievance occurred or from the date the employee became aware of it which ever is the later
56
The manager receiving a personal grievance complaint must send what to the local EPM or HRM
they must send notification of the personal grievance along with relevant details
57
Which method is it expected that most employment relation problems and personal grievances may be resolved through
Informal discussion
58
Of parties agree during an informal discussion for a personal grievance that the problem can be resolved at this stage what is the manager responsible for insuring
The resolution is implemented within the agreed timeframes
59
During an informal discussion for an employment relation problem if the problem cannot be resolved to the employees satisfaction what are the four options available to them
Take no further action discuss with another manager mediation formal process I E human rights commission
60
Is discrimination or harassment unacceptable and unlawful
Yes any discrimination and or harassment is unlawful and unacceptable
61
If a case of workplace harassment is to be resolved formally what are the additional rights of the complainant and respondent
Impartial investigator and decision maker be heard verbally and or in writing be kept informed a timely investigation advised of outcome
62
Week in the definite definition of discrimination and the police harassment policy be found
Discrimination is found in the human rights act that is the definition of
63
What are the criteria required for behaviour to be considered harassment
Behaviour is not a legitimate unwelcome and unsolicited considered offensive intimidating humiliating or threatening and behaviour is either repeated or significant in nature
64
What are the three criteriarequired to meet the definition of racial harassment
Express hostility bring into contempt or ridicule on the ground of their race colour ethnic or national origins and is hurtful or offensive and is either repeated or significant in nature
65
What are the two types of incidents that amount to sexual harassment of an employee
We are request of a sexual nature is implied or overt that contains a promise of preferential treatment or threat in relation to their employment or by the use of language of a sexual nature visual material or physical behaviour that isunwelcome or offensive that is repeated or significant in nature
66
What determines a serious allegation
Perceived risk of physical or significant emotional harm may amount to serious misconduct of proved
67
What are the three key things to note in the professional distance policy that are expected of employees
Awareness of the need to maintain a professional distance from those we deal with an our work appropriately manage any personal relationship ie. conflict, power imbalance avoid unethical or inappropriate relationships
68
What's the difference between a personal relationship and a professional relationship
Personal can include friends family contact or conduct as personal or intimate professional occurs when the relationship has arisen out of the employees work duties
69
Why would professional rat relationships we develop with members of the public be unequal
Disclosure of private or personal information power imbalance vulnerability
70
Forming a personal relationship that is considered unethical would be with who
``` Offenders victims informants witnesses and their family members vulnerable persons were a duty of care exists any person in custody complainant's ```
71
What types of personal relationships must you declare to your supervisor as soon as possible
Unethical or inappropriate Unequal an actual or potential conflict-of-interest
72
What are the supervisor responsibilities when a personal relationship that's unethical inappropriate an equal or with a conflict-of-interest is declared
Assist with the steps can be taken for safeguards to manage conflict of interest or power in balance
73
Can a police employee have any expectation of privacy when using police technology
No employees must have no expectation of privacy even if the devices are used for personal benefit
74
How was the risk from the trust rather than technical controls blocking access and use balanced for police
The risk is balance by increase monitoring and compliance with a focus on early intervention education increase user awareness
75
What's the premise that employees have access to information and use of police technology
Is a premise of trust that employees are be using responsibly
76
Order for Dewes in the social media policy
Do insure personal opinions make it clear that it's your own view do access personal social media sites in accordance with the police manualdo select high privacy settings on your personal account do be aware of security advice issued through the Bully board
77
Name five don't in the police social media policy
Don't post photos of yourself in uniform don't use your personal email address for police social media accounts don't post anything that will bring the police into disrepute don't post anything that compromises your security don't use Facebook as a channel to send unprompted messages to members of the public
78
What's the premise that employees have access to information and use of police technology
Is a premise of trust that employees are be using responsibly
79
Order for Dewes in the social media policy
Do insure personal opinions make it clear that it's your own view do access personal social media sites in accordance with the police manualdo select high privacy settings on your personal account do be aware of security advice issued through the Bully board
80
Name five don't in the police social media policy
Don't post photos of yourself in uniform don't use your personal email address for police social media accounts don't post anything that will bring the police into disrepute don't post anything that compromises your security don't use Facebook as a channel to send unprompted messages to members of the public

CPK Insp 2020 (10 decks)

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