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INSP CPK 21 > Staff Management 1 > Flashcards

Staff Management 1 Flashcards

1
Q

Employment relations Act 2000. Section 4

What is the overall theme of this section

A

Parties to a employment relationship must deal with each other in good faith

Not mislead or deceive each other or likely to mislead or deceive each other.

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2
Q

NZ police code of conduct applies to who

A

Anyone who is employed or engaged by NZ police.

Also applies to what we do outside of work

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3
Q

In considering if a behaviour or decision is a breach of the code and how serious it is factors that may be considered are

A

Intent
Your position, duties, responsibilities
Ability to fulfil duties/responsibilities
Impact on the organisation and relationships
Impact on trust and confidence
How similar behaviour has been treated in the past

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4
Q

What is misconduct

A

Behaviour or actions that breach the code or other police policies.

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5
Q

What is serious misconduct

A

Behaviour or actions that breach code breach policies, employment agreements, seriously damage trust and confidence.
It is behaviour or action that may justify dismissal.

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6
Q

Examples of misconduct

A 
Treating people harshly
Using abusive language 
Misuse emails
Absent from work ,not declaring conflict of interest 
Not comply lawful instruction 
Misuse police property
Bringing police disrepute
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7
Q

Examples of serious misconduct

A 
Convicted or plead guilty
Corruption 
Bullying/harassment 
Sexual misconduct 
Theft dishonesty 
Disclose police info 
Repeated misconduct
False statement/declaration
Unjustified violence
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8
Q

Flexible employment options

What is the default when staff ask about FEO

A

Yes

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9
Q

Benefits of flexible working

A

Enables high performance
Attracts/retains top talent
Accessing a broader pool
Increased productivity

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10
Q

What does Flexi working include

A

Working from home
Flexitime
Part time
Condensed hours

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11
Q

Who can decline FEO

A

Only district commander or national manager

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12
Q

As a police leader you have a pivotal role in promoting FEO, how do you do this

A

Talk FEO with team
Have on agenda
Educate, advocate, challenge
Role model

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13
Q

Performance management .

What are the four steps to deal with a performance issue

A

Informal discussion
Performance meeting
Performance improvement plan
Completion of PIP

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14
Q

Step 1 informal discussion.

How should it be done ?

A 
Talk in private 
Listen
Careful not discipline 
Reach agreement/ way forward 
Send a letter recording discussion 
Consider wellness
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15
Q

Step 2 Prior to the performance meeting what should happen

A 
Deicide minimum standard 
Send letter
Set up performance file
Discuss with HR
Draw up a check list
Obtain names  if need further support
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16
Q

Step 2 performance Meeting

What should happen at the meeting (steps)

A 
Introduction
Provide info
Give opportunity to respond
Problem solve
Record keeping ( all docs to performance file)
17
Q

Step 3 The PIP

This includes requirements and expectations of both parties. What does this include

A 
Performance to be improved 
Min standards 
Remedial steps
Support and resources
Feedback when and how
Review period
Date next meeting 
Start date 
Consequences 
Signatures
18
Q

Once PIP in place what should we ensure

A

Ensure all agreed support provided
Diary meetings
Put in place system to monitor process
Note specific behaviours raised with employee

19
Q

Step 4 completion of PIP if standard reached

Standard not reached

A

Reached. Inform no longer needed

Not reached. Revise the pip/ Disciplinary process

20
Q

Disciplinary policy and process. Why do we have a process

A

Meet obligations of good faith
Comply with legal obligations
Under Employment Act 2000

21
Q

Describe the stages of the disciplinary process

A 
Initial assessment
Categorisation
Criminal/employment investigation 
Restricted duties/suspension or stand down 
Drafting allegations
Investigation/initial steps
Investigation/ investigation meeting 
Making the decision 
Outcomes
22
Q

Initial assessment what’s needs to be considered

A

Substance
Necessary to speak to employee/ other parties
Is it breach, code, policy or employment
What info is available
What are next steps

23
Q

Possible outcomes for initial assessment

A

No conduct or performance issues
Potential misconduct/ serious misconduct
Performance issue.

24
Q

Categorisation. What types of matters are considered

A

Matters involve breach of code or criminal offending
Complaint we have concerns about
Notifiable incident under section 13 of the IPCA
Significant traffic matters

25
Q

What is not considered at a categorisation meeting

A

Poor performance
One off low level misconduct
Or mistakes that can be dealt with by manager

26
Q

What are the types of outcomes from categorisation ( think action and type of investigation)

A 
No further action
Performance review 
Employment investigation
Criminal investigation
Dual investigation
27
Q

What should be considered at a categorisation meeting in relation to staff member ability to stay at work

A

Restricted duties
Stand down
Suspension

28
Q

What must be considered before someone is placed on restricted duties or stood down?

A

HR advice sought, approval from DC or director level

29
Q

Investigation. What is the purpose of the investigation

A

Hear employee explanation

Seek clarity on the situation

30
Q

Before investigation meeting ensure the employee has

A

Sufficient notice
Aware of allegation
Received copies
Opportunity to bring representation or support

31
Q

Who makes decisions on sanctions following a employment investigation

A

Disciplinary
DC or national manager/ insp can be delegated)

Dismissal. DC general manager. Training manager, comms centre manager, assistant commissioner in consultation with his/her manager

32
Q

What are two main outcomes types of disciplinary outcomes

A

Warning/final warning

Dismissal

33
Q

Warnings for misconduct.

Two types what are they

A

Warning - general misconduct

Final warning - general for serious misconduct

34
Q

Personal grievances must be raised in what time frame

A

Within 90 days

Date gave rise or date employee became aware

35
Q

On receipt person grievance

What must supervisor do

A

Send notification to HR,

HR advisory send copy to employment relations in PNHQ

36
Q

Five principles of unacceptable behaviour KIA TU policy

A 
People Centric
Trusted
Responsive 
Safe
Accountable
37
Q

Five principles of Kia Tu

A 
Principles
People centric.  At the heart 
Trusted.  Trust each other 
Responsive.  Act quickly 
Safe.  Healthy  work environment 
Accountable. All for our behaviour
38
Q

Responding to unacceptable behaviour

The four options

A

Address it yourself
Address it with support
Address with manager
Report it confidentiality

INSP CPK 21 (12 decks)

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