Performance management Flashcards
What is performance management?
It is about seeking improvement through dialogue and providing support to enable the employee to perform satisfactorily.
It is not a disciplinary process.
It only turns disciplinary when an employee has been unwilling or unable to improve following a PIP.
Step one
Informal discussion
Address issues as soon as possible after they are identified
Have an informal meeting to discuss general work performance
Encourage dialogue and identify underlying causes
Encourage, support and help
Provide opportunity for employee to explain it
Make suggestions how to resolve issues.
How should an informal discussion go?
Talk in private
Discuss shortcomings in performance
Be constructive and look for ways to improve
Bring a support person if needed
Listen to response
Be careful informal action does not turn into formal disciplinary action
Reach an agreement on the way forward
Send a letter recording discussion
Arrange follow-up meeting
Consider referral to wellness services.
Step two
The performance meeting
A performance meeting should not pre-determine that a PIP will be commenced
Identify minimum standard of performance and determine where the shortfall is.
Send a letter of invitation to a performance meeting
Set up a performance management file
Discuss with HR
Draw up a checklist of items to be discussed
Organise support.
Step two
During the meeting
Open the meeting with introductions and set the agenda.
Provide information and outline shortfalls in performance
Give employee a genuine opportunity to respond.
Problem solve. If a PIP is necessary go through the form.
Take notes and good recordkeeping. Make sure notes are signed by both parties at the end of the meeting.
Step three.
The PIP
The PIP sets out the requirements and expectations of both parties. The employee must agree to the PIP. The PIP should include the following:
The specific performance that needs to be improved and the aim of the PIP.
Minimum acceptable standard of performance
Remedial steps to be taken. The standard should be measurable, realistic and have an achievable timeline.
The support and resources Police will provide to assist.
How and when feedback will be given
Review periods including with whom and how often
Dates for progress meetings
Start date of the PIP
Possible consequences if performance standards are not met
Signatures of both parties and date PIP was signed.
What must you do once PIP is implemented?
Ensure all agreed assistance is provided.
Diary meetings at the interval agreed. Keep good notes.
Monitor the employees progress and provide feedback.
Make sure the PIP is specific to the poor performance that has been raised. If new performance issues are identified a new PIP should be implemented.
Step four
Completion of the PIP when the required standard is reached
If the employee has reached the required standard inform them that there is no longer need to continue performance management through the PIP. The end date will be on the form.
Performance monitoring may continue on a more informal basis.
PIP should be retained on the employees file.
What do you do if performance has not improved after a PIP?
You could revise the PIP however it may be appropriate for the matter to go directly to a progressive disciplinary process. The employee must be invited to a disciplinary meeting. HR should be involved.
What is the purpose of the police disciplinary policy?
It is to ensure breaches of our code are managed and dealt with fairly and in good faith with a view to improving contact.
What are the key elements in the disciplinary process?
Initial assessment
Categorisation
Criminal and employment investigations
Restricted duties, suspension and standdown
Drafting allegations
Investigations - initial steps
Investigation and investigation meeting
Making the decision
Outcome
What is the NAT?
National Assessment Team.
In the pilot locations, the NAT will consider the appropriate pathway that might best progress the matter to resolution
What are the potential outcomes of a categorisation discussion?
No further action
Performance management
Employment investigation
Criminal investigation
Dual investigation
You should also consider whether employee needs restricted duties, standdown or suspension? Also consider who is the right person to be the investigator.
Who’s approval do you need to restrict duties, suspend or standdown an employee?
Advice must be sought from HR and you also need approval at district Commander level.
Who should be the investigator?
Someone objective and not involved
No conflicts of interest
It may be appropriate for employees manager
Serious or sexual offending must be investigated by senior manager
An external investigator may be appropriate in exceptional cases
