Chap 7: staff management Flashcards

1
Q

Who can work FEO?

A

Any Police employee can apply to vary or alter their hours, days, or place of work in their current role.

Some of the common options for flexible working include
* Working from home or an alternative location
* Flexi time
* Part time
* Condensed hours

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2
Q

Who should be the investigator in a misconduct?

A
  • Someone objective and not involved in the matter – check for conflicts of interest.
  • In many situations it will be appropriate for the employees’ manager to be the investigator
  • If the matter is of a serious or sexual nature a more senior manager may be appropriate
  • If you have a choice of investigators, consider if there any specific areas of knowledge or skills that would be useful
  • An external investigator may be appropriate but would normally only be utilised in exceptional cases, where additional independence is necessary or where the matter is complex or sensitive.
  • The District Commander or National Manager with advice from their HR contact can determine who is best to investigate the matter.
  • If the matter is subject to a criminal investigation, then there needs to be a separate investigator.
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3
Q

Practice note – Performance Management steps…

A

Step 1: Informal discussion
Step 2: The performance Meeting
Step 3: The performance Improvement Plan
Step 4: Completion of the PIP required standard reached

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4
Q

Disciplinary Process Guidelines

Summary of Disciplinary Process

A
  • Initial Assessment
  • Categorisation
  • Criminal and Employment investigations
  • Restricted Duties, Suspension and Stand Down
  • Drafting Allegations
  • Investigation – Initial steps
  • Investigation and Investigation Meeting
  • Making the decision
  • Outcomes
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5
Q

Criminal and employment investigations

A

When a matter leads to a criminal investigation, and possible misconduct is also identified, a separate employment investigation must be commenced with a separate investigator.

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6
Q

Police Disciplinary Process Guidelines: Investigation Meeting

The purpose of an employment investigation

A

The purpose of an employment investigation is to establish what conduct has occurred and whether that conduct is misconduct and the seriousness of it.

The process includes meeting with the employee and their representative to obtain their version of events or explanation prior to finalising the investigation.

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7
Q

After the performance meeting

A
  • Ensure you review your documentation to ensure that you have captured everything discussed while it is fresh in your mind.
  • Verify your meeting notes with the person interviewed
  • Depending on any new information that has come to light you may need to meet with the employee or other people with relevant information a second time.

If you gather any new information or evidence, be sure to give the employee a copy and the opportunity to comment on it.

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8
Q

Unacceptable behaviour: Kia Tū policy and guidelines

Purpose

The purpose of this policy is to:
* prevent and resolve harmful behaviour at work by enabling anyone to speak up about concerns at work, be heard, and have their confidentiality protected and situation resolved promptly
* provide guidance on how to identify different types of unacceptable behaviour, address and resolve it and provide advice on how to access support
* achieve a shared understanding of what is and is not unacceptable behaviour in the workplace
* explain our process for raising concerns about unacceptable behaviour at work
* outline types of support available for everyone involved
* explain our restorative approach to resolve unacceptable behaviour, repair harm, rebuild trust and restore relationships
* define our roles and responsibilities to maintain a safe, inclusive workplace and high-performance culture.

A
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8
Q

Unacceptable behaviour: Kia Tū policy and guidelines

Purpose

A

The purpose of this policy is to:

  • prevent and resolve harmful behaviour at work by enabling anyone to speak up about concerns at work, be heard, and have their confidentiality protected and situation resolved promptly
  • provide guidance on how to identify different types of unacceptable behaviour, address and resolve it and provide advice on how to access support
  • achieve a shared understanding of what is and is not unacceptable behaviour in the workplace
  • explain our process for raising concerns about unacceptable behaviour at work
  • outline types of support available for everyone involved
  • explain our restorative approach to resolve unacceptable behaviour, repair harm, rebuild trust and restore relationships
  • define our roles and responsibilities to maintain a safe, inclusive workplace and high-performance culture.
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9
Q

Kia Tu Principles

A
  • People centric
  • Trusted
  • Responsive
  • Safe
  • Accountable
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10
Q

Definition of unacceptable behaivour

A

harnm is not only the physical harm but includes serious emotional distress. Some are not only unacceptable but also unlawful. This includes bullying, harrassment, and discrimination

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11
Q

Address it yourself

Examples of low level incidents

A

In some cases, especially for low level incidents or one-off comments, raising a concern immediately can be an effective response. Examples include:
* using language that is sexist or racist
* talking to someone in a group of people in a demeaning way
* a joke that is at someone else’s expense.

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12
Q

Early Intervention of unacceptable behaivour

Four phases of Early Intervention

A

1) Identification

2) Analysis

3) Engagement

  • Following the initial meeting, engagement in Early Intervention is voluntary. No one will be required to participate; nor will they be disciplined or disadvantaged for choosing not to. When the employee chooses not to participate in further intervention a record will be retained in IAPRO for reporting purposes.

4) Feedback and Follow up

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13
Q

Early Intervention Policy Information

Confidentiality and disclosure

When can you disclosure

A

The report produced by the national Early Intervention team must only be used for the purposes of Early Intervention and remain confidential to those people involved in Early Intervention in the course of their duties.

The District Lead and the supervisor cannot disclose personal information outside of the EI meeting without the employee’s consent unless they reasonably believe that disclosing the information:

  • Is for one of the purposes for which the information was obtained or is directly related to one of these purposes, or
  • Is necessary:

− To prevent or lessen a serious threat to public health or safety or to the life or health of a person

− To avoid prejudice to the maintenance of the law, or

− As part of any court process.

The only exception is where there is a proposal to remove an employee from Police, in which case the material may be referred to. Taken into account when looking at the employee’s complete disciplinary/employment history.

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14
Q

Trauma Support Policy

Aim

A

The NZ Police Trauma Support Policy aims to protect the health and wellbeing of all Police employees. It provides a process to ensure that employees have access to appropriate psychological support.

Regardless of outward signs and symptoms, referrals to a Wellness Advisor must be made under certain circumstances and in other situations supervisors should keep the wellbeing of their staff, at the forefront of their minds, at all times and make a referral.

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15
Q

How to access support

A
  • The district Wellness Advisor coordinates all trauma support services.
  • Supervisors may refer one of their employees to a Wellness Advisor, this should be done with the employees’ consent/knowledge. An employee may also self-refer to Wellness.
16
Q

When to refer to welfare

A

A prevention mindset means regardless of length of service, prior exposure to ‘similar’ events and how well a person seems on the outside, they should be referred to the Wellness Advisor where trauma is possible.

Employees should be referred as soon as possible after an event – timeliness is critical to best support our employees.

Trauma can occur through indirect involvement in incidents. On-going exposure to sensitive and/or descriptive information and images can also have an adverse impact on a person’s psychological wellbeing.

17
Q

Personal use of social media

A

When posting personal opinions on your social media accounts, make sure that it is your own view and not the Police view on a particular issue.

18
Q

Acceptable use of information and ICT / Social media

A

Privacy Act 2020 prohibits the access, use and disclosure of official information for private purposes.