Staff Management 1 Flashcards
Employment relations Act 2000. Section 4
What is the overall theme of this section
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.
NZ police code of conduct applies to who
Anyone who is employed or engaged by NZ police.
Also applies to what we do outside of work
In considering if a behaviour or decision is a breach of the code and how serious it is factors that may be considered are
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
What is misconduct
Behaviour or actions that breach the code or other police policies.
What is serious misconduct
Behaviour or actions that breach code breach policies, employment agreements, seriously damage trust and confidence.
It is behaviour or action that may justify dismissal.
Examples of misconduct
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
Examples of serious misconduct
Convicted or plead guilty Corruption Bullying/harassment Sexual misconduct Theft dishonesty Disclose police info Repeated misconduct False statement/declaration Unjustified violence
Flexible employment options
What is the default when staff ask about FEO
Yes
Benefits of flexible working
Enables high performance
Attracts/retains top talent
Accessing a broader pool
Increased productivity
What does Flexi working include
Working from home
Flexitime
Part time
Condensed hours
Who can decline FEO
Only district commander or national manager
As a police leader you have a pivotal role in promoting FEO, how do you do this
Talk FEO with team
Have on agenda
Educate, advocate, challenge
Role model
Performance management .
What are the four steps to deal with a performance issue
Informal discussion
Performance meeting
Performance improvement plan
Completion of PIP
Step 1 informal discussion.
How should it be done ?
Talk in private Listen Careful not discipline Reach agreement/ way forward Send a letter recording discussion Consider wellness
Step 2 Prior to the performance meeting what should happen
Deicide minimum standard Send letter Set up performance file Discuss with HR Draw up a check list Obtain names if need further support
Step 2 performance Meeting
What should happen at the meeting (steps)
Introduction Provide info Give opportunity to respond Problem solve Record keeping ( all docs to performance file)
Step 3 The PIP
This includes requirements and expectations of both parties. What does this include
Performance to be improved Min standards Remedial steps Support and resources Feedback when and how Review period Date next meeting Start date Consequences Signatures
Once PIP in place what should we ensure
Ensure all agreed support provided
Diary meetings
Put in place system to monitor process
Note specific behaviours raised with employee
Step 4 completion of PIP if standard reached
Standard not reached
Reached. Inform no longer needed
Not reached. Revise the pip/ Disciplinary process
Disciplinary policy and process. Why do we have a process
Meet obligations of good faith
Comply with legal obligations
Under Employment Act 2000
Describe the stages of the disciplinary process
Initial assessment Categorisation Criminal/employment investigation Restricted duties/suspension or stand down Drafting allegations Investigation/initial steps Investigation/ investigation meeting Making the decision Outcomes
Initial assessment what’s needs to be considered
Substance
Necessary to speak to employee/ other parties
Is it breach, code, policy or employment
What info is available
What are next steps
Possible outcomes for initial assessment
No conduct or performance issues
Potential misconduct/ serious misconduct
Performance issue.
Categorisation. What types of matters are considered
Matters involve breach of code or criminal offending
Complaint we have concerns about
Notifiable incident under section 13 of the IPCA
Significant traffic matters
What is not considered at a categorisation meeting
Poor performance
One off low level misconduct
Or mistakes that can be dealt with by manager
What are the types of outcomes from categorisation ( think action and type of investigation)
No further action Performance review Employment investigation Criminal investigation Dual investigation
What should be considered at a categorisation meeting in relation to staff member ability to stay at work
Restricted duties
Stand down
Suspension
What must be considered before someone is placed on restricted duties or stood down?
HR advice sought, approval from DC or director level
Investigation. What is the purpose of the investigation
Hear employee explanation
Seek clarity on the situation
Before investigation meeting ensure the employee has
Sufficient notice
Aware of allegation
Received copies
Opportunity to bring representation or support
Who makes decisions on sanctions following a employment investigation
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
What are two main outcomes types of disciplinary outcomes
Warning/final warning
Dismissal
Warnings for misconduct.
Two types what are they
Warning - general misconduct
Final warning - general for serious misconduct
Personal grievances must be raised in what time frame
Within 90 days
Date gave rise or date employee became aware
On receipt person grievance
What must supervisor do
Send notification to HR,
HR advisory send copy to employment relations in PNHQ
Five principles of unacceptable behaviour KIA TU policy
People Centric Trusted Responsive Safe Accountable
Five principles of Kia Tu
Principles People centric. At the heart Trusted. Trust each other Responsive. Act quickly Safe. Healthy work environment Accountable. All for our behaviour
Responding to unacceptable behaviour
The four options
Address it yourself
Address it with support
Address with manager
Report it confidentiality
