Staff Management Flashcards
Misconduct vs serious misconduct
Misconduct
Breach the code or other police policy. May not justify dismissal but it may result in formal disciplinary action
Serious
Breach the code or other police policy and seriously undermines or damage the trust and confidence police has in you. May justify dismissal
Considerations around code breach
Nature and circumstances
Intent
Position, duties and responsibilities
Ability to fulfil your duties
Impact on trust and confidence police have in you
How similar behaviour has been treated in past
FEO
Duty to consider any FEO and respond to all within one month
Only DC or national manager can decline
Manager can approve an application or recommend that it is not supported
Performance management
About performance not disciplinary process. That is when they are unable or unwilling to satisfactorily improve following a PIP
- Informal meeting - private, listen, agreement going forward, follow up letter and meeting
- No improvement, more formal meeting. Go knowing minimum standard required, letter of invite, discuss with HR. PIP form is seems necessary. Monitor of no PIP
- The PIP. Aim, specific examples and performance to be improved. Minimum standards. Remedial steps. Police support and resources. Timing of feedback, meeting dates, start and end etc. Must be signed by both.
- PIP completion. Inform if reached standard and PIP can be in writing completed.
When PIP does not reach require standard
Revising PIP consideration
May be appropriate to go directly to progressive disciplinary process
HR or local employment resolutions team must be involved
Disciplinary process
Initial assessment- guidance from HR, asses available relevant info to asses whether needs further investigation
Categorisation- where to refer - manager, HR, PPC. Consider criminal and employment investigation, restricted/suspension/stand down
drafting allegations - notify as per good faith obligations- full disclosure of allegations as
Investigation and investigation meetings
Decision- misconduct - preliminary decision- outcome or sanction may apply - need to inform of preliminary decision and opp to comment before final decision
Outcomes- misconduct two outcomes - warning/final warning or dismissal
Employment vs criminal investigation
Employment
Uphold good faith
Relevant info disclosed
Balance of probabilities
Need to be convinced misconduct occurred
Criminal
No requirement on good faith
Investigative
Don’t necessarily disclose info
Beyond reasonable doubt and evidential test to be met
Kia tu - unacceptable behaviour policy
Stand for what is right, taking a stand for others, doing the right thing, being seen and heard, and bring proud of who you are
People centric
Trusted
Responsive
Safe
Accountable
Trauma policy/ when just refer to wellness
Critical incidents
Notifiable injury or illness
Threat to life while on duty
Disaster victim ID incident
Delayed body recover attendance
Any unnatural death
High number critical in short period
Intervention failed to prevent loss of life or injury
Death or serious injury baby/child
Family or employee family incidents
Aggravate or unpleasant factors
Referral to psychologist
May make
Mandatory for critical and in exceptional circumstances
First appointment not within 72hrs, ideally second within 10days
AEP for workplace incident
Non work - ACC can outsource to GB if more than 7days off work. Can chose to remain with ACC though
Work injury - includes accident or series of events at work, work related gradual process, disease or infection, noise induced hearing loss, mental injury by single event
All paid employees covered
Medical Certs essential. New one must be submitted before end date of previous
Return to work plan and meetings.
