Chap 7: staff management Flashcards
Who can work FEO?
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
Who should be the investigator in a misconduct?
- 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.
Practice note – Performance Management steps…
Step 1: Informal discussion
Step 2: The performance Meeting
Step 3: The performance Improvement Plan
Step 4: Completion of the PIP required standard reached
Disciplinary Process Guidelines
Summary of Disciplinary Process
- 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
Criminal and employment investigations
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.
Police Disciplinary Process Guidelines: Investigation Meeting
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.
The process includes meeting with the employee and their representative to obtain their version of events or explanation prior to finalising the investigation.
After the performance meeting
- 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.
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.
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.
Kia Tu Principles
- People centric
- Trusted
- Responsive
- Safe
- Accountable
Definition of unacceptable behaivour
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
Address it yourself
Examples of low level incidents
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.
Early Intervention of unacceptable behaivour
Four phases of Early Intervention
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
Early Intervention Policy Information
Confidentiality and disclosure
When can you disclosure
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.
Trauma Support Policy
Aim
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.
