Staff Management Flashcards
What does misconduct look like?
Behaviour’s or actions that breach the code of conduct or policies.
- breaching policies and procedures
- treating someone harshly
- using abusive or offensive language
- unauthorised police database access
- absent from or late to work without good reason
- failure to declare conflicts of interest
- misuse of police property
- not complying with lawful instruction without reason reason
What does serious misconduct look like?
Behaviour or actions that breach the code, policies, employment agreements and seriously undermine trust and confidence in police
- Convicted of an offence
- Corruption
- Bullying or harassment
- sexual misconduct
- theft or dishonestly of any kind
- unauthorised access or disclosure of info related to police business
- repeated misconduct
- knowingly making a false statement
- excessive unjustified violence
Considerations for breaching the code?
- nature and circumstances
- intent - did you knowingly make decisions or act
- your position, duties and responsibilities
- your ability to fulfil your duties
- impact on the T & C police has in you
- how similar behaviour has been treated in the past
What are the 3 key points about FEO?
- Flexibility by default - the default setting is yes to FEO applications
- Applications can only be declined by a DC or national manager.
- Application in My Police is the first course of action
Why do we need FEO?
- Enabling high performance
- Attracting and retaining top talent
- Accessing a broader talent pool
- Reducing the gender pay gap
Ways to support FEO?
- Talk about FEO with your team
- FEO on the agenda
- Educate
- Advocate
- Challenge
- Role model
Manager responsibilities with FEO
Must respond to a request in 1 month
“How can we make this work”
Consider a trial period (3-6months)
Seek advise from WFM around demand patterns
Seek advise from HR, manager
Consider health and safety issues/risk
Principals governing the Enhancing Employee performance policy?
- resolving any barriers
- acknowledge good work
- informal people focused conversations
- integrity is important
- expected performance standards
- alignment with the code of conduct
- proactive management
- early interventions
Principals governing the Enhancing Employee performance policy?
- resolving any barriers
- acknowledge good work
- informal people focused conversations
- integrity is important
- expected performance standards
- alignment with the code of conduct
- proactive management
- early interventions
Factors that could impact performance
- mismatch between employees capabilities and requirements of a position
- not received clear guidance, sufficient resource
- tools and proceeds provided need to be improved
- the employee has received insufficient feedback on their performance
- interpersonal differences and conflict within teams
- significant change in the workplace
- difficulties outside of work
- the performance standards are unreasonable
Purpose of performance conversations?
May need to be done outside of the PHFF regular conversations
Two way discussions about areas for improvement
Conversation aimed at clarifying the issue, identifying barriers, ways to support and to improve.
Ensure sufficient time is allowed for the employee to respond.
Keep a written record for there conversations for both parties to refer to.
Consider the F5 development plan
The PIP - Step 1 - initiate a PIP
Verbal communication first followed by written communication outlining
- areas for improvement, sets out the performance concerns and performance deficiencies
- propose implementation of a PIP
- invite a support person allowing time for this to arranged if they want a support person present
The PIP - Step 2 - meet with employee to formulate a PIP for future implementation.
- define performance issues and provide examples
- background around how long performance issues have existed
- allow employee to provide explanation
- explain purpose of of the PIP
- explain consequences if performance doesn’t improve in the PIP process
- ID resources or support
- confirm next steps
- written record of meeting notes
The PIP - Step 3 - finalise the PIP
After initial meeting consider the employees response and if it is appropriate to implement a PIP.
If you do then finalise the PIP by:
- defining what success looks like
- specific improvement actions that are clear, relevant and timely.
- staying when progress will be reviewed and by who
- advising if performance doesn’t meet standard discussed it may impact on their employment
- keep copy of PIP as well as for employee
The PIP - Step 4 - first formal review meeting
On completion of the review period you will have measure the employees performance against the PIP objectives and if the required standards have been met or if the PIP continues.
- end the PIP assessment with a covering letter which requests a meeting to hear the employees feedback
- remind them to bring a support person
- both parties can discuss areas of concerns and what the next steps are
- manager concludes the meeting to consider the information and decide on future action
The PIP - Step 5 - confirmation of outcome
Once PIP concluded it should be recorded in appropriate written communication to the employee.
Outcome should usually reflect one of the following:
- PIP has resulted in required improvements being made.
- some achievements achieved, but required standard not reached
- no or insufficient improvements
The PIP - Step 6 - additional steps and final PIPs
If the PIP is to continue repeat steps 1-3
HR can provide further info
Decision letter which maybe a written warning, final warning or disciplinary consequence needs to be provided to the employee at this stage.
It will outline issues and consequences
What are the key stages of the employment resolution and disciplinary process?
- Receive notification
- Perform initial assessment
- Perform case assessment
- Recommended pathway
- Implement pathway
- Close case
What are the key stages of the employment resolution and disciplinary process?
Receiving notification
Notifications received and processed by Te Ohu Manawanui
Any concerns about behaviour contact Employment Resolutions Specialist (ERS) or PPC manager for assessment
What are the key stages of the employment resolution and disciplinary process?
Perform initial assessment
Initial assessment undertaken to establish if it meets the threshold to be assessed by the National Assessment Team (NAT).
If it doesn’t meet the NAT threshold it will be referred to the employees manager to address. - low level matters
Gathering further information for the assessment is not an investigation and anyone spoken to is not formally interviewed but any information gathered is disclosable to the employee.
What are the key stages of the employment resolution and disciplinary process?
Perform case assessment
If on the face of it there are concerns about the behaviour the matter is referred to the NAT who will assess the conduct.
The scope of matters assess are:
- an employment matter where the behaviour could be a breach of our code, our values, police policies or employment agreements or
- any case likely to be categorised by the IPCA as cat A or B
What are the key stages of the employment resolution and disciplinary process?
Recommended pathway
NAT panel can recommend one of the following pathways:
- where further information is required for case assessment - information request, preliminary investigation and incident investigation
- where there is enough information to recommend the appropriate employment process - NFA, early resolution, alternative
Disciplinary meeting and employment investigation - where there is potential criminality- criminal investigation, dual investigation (criminal and employment)
What are the key stages of the employment resolution and disciplinary process?
Implement pathway
- making the decision
- outcomes
- moving forward
What are the 5 principles of the Kia Tu policy
- People centric
- Trusted
- Responsive
- Safe
- Accountable
Types of unacceptable behaviour
- bullying
- cyber bullying
- discrimination
- harassment
- sexual harassment
- racial harassment
- indecent assault
- sexual violation
What is NOT unacceptable behaviour?
- differences in opinion
- legitimate leadership action to improve performance, keep standards high, punctuality and attendance
- isolated incident of abruptness
4 ways of responding to unacceptable behaviour
- Address it yourself
- Address it with support
- Address it with a manager
- Report it confidentially
Support services available when dealing with unacceptable behaviour
- wellness advisors
- early intervention leads
- EAP
- mate to mate
- Chaplin service
If a concern is raised about you police will
- advise you of the concern and information about it
- provide appropriate assistance and support
- explain the process and how your confidentiality can be protected
- provide you with an opportunity to respond in writing or through an interview
Options other than police
Police association
Police leaders Guild
Public’s service association
IPCA
Work safe
Employment NZ mediation services
MBIE
Employment Relations Authority
Public services commission
Netsafe
Human rights commission
Who can access trauma support?
Police employees:
- following attendance at or significant involvement in a critical incident
- adversely affected by the impacts of policing
- personal issues are not covered by the trauma policy.
What support under the Truama policy is provided?
Upto 3 hours of 1 on 1 consultation which may include:
- assessment
- debrief from specific incidents
- psychological education
- cognitive behaviour therapy
- eye movement desensitisation and reprocessing
- clearance to return to duties
Consent is required for this and you have the right to engage with or refuse psychological services at any stage
Mandatory referrals to trauma support
Mandatory following a critical incident and in exceptional circumstances:
Specialist and general roles with significant exposure to trauma eg nature disasters, mass homicides ( terrorism)
Immediate actions following a critical incident
CILO
Police Shooting - appointed to const A and or B
Carries out the task of a CILO as per checkpoint app.
Non police shooting - eg fleeing driver or death in custody
Fulfill the the CILO role as per checkpoint app
Immediate actions following a critical incident
Wellness
Immediate referral to a wellness advisor
Immediate actions following a critical incident
D & A testing
Police shooting-
- DCC will arrange D & A testing ASAP for const A in consultation with CILO
Non police shooting critical incident and if applicable in the police drug and alcohol policy DCC will arrange D & A testing
Immediate actions following a critical incident
H & S advisor
DCC to advise work safe ASAP for both types of critical incidents
Immediate actions following a critical incident
Downtime
Police shooting - Constable A has mandatory 10 day downtime.
Non police shooting Constable A May have a 5 days downtime and an further 5 in agreement with DC and wellness advisor
Immediate actions following a critical incident
Debrief and clearance
Mandatory debrief and clearance to resume duties for both types of critical incidents
Immediate actions following a critical incident
Reintegration
Police shooting - mandatory referral into the Reintegration Programme once clearance obtained from psychologist
Non police shooting critical- Reintegration Programme maybe required once clearance obtained from a psychologist
What is the supervisors role in the rehabilitation process
Take the lead in initiating and managing rehab for employees injury/illness
Supported by return to work advisors, H&S advisors and relevant health professionals
What is AEP?
Accredited Employer Programme
If work related injury or illness police have agreed with ACC to provide a return to work/ rehabilitation under the AEP.
Bowden Care Group are contracted as our Third Party Administrator
What is a work injury?
Suffered at work. Includes when you are off site (in the field)
Can include
- accident or series of events at work
- work related gradual process, disease or infection
- work related noise induced hearing loss (more than 5%)
- work related mental injury caused by a single event likely to cause mental injury to people generally.
Medical certificates
Without a med cert police can’t recover costs from ACC
New Ames Cert must be obtained BEFORE the end date of the previous cert
Steps to take when work related injury occurs
- Contact employee and discuss support and immediate work rearrangements. Should be within 2 days of hearing about accident
- If absence is likely to be more than 10days discuss the rehab policy and procedures
- Ensure incident report is done in my police
- Ensure leave request entered into my police
- Get a copy of the ACC45 med cert from employee
- Make sure the med cert is attached to leave requests.
Steps when absence is more than 10 days
- start the rehab process
- weekly contact with employee and complete the managers weekly rehab monitoring form
- ensure consecutive med Cerys are received and attached to leave requests
- have an early rehab meeting and discuss a return to work plan. All parties must sign the return to work plan
- expect contact from a Howden Care Case Manager
- must maintain weekly contact
Steps for returning to work
If absent for more than 5 days get a med cert
If more than 10 days must have a medical clearance
Have a return to work meeting
Have monthly rehab plan reviews if employee is on light duties
4 phases of early intervention
- Identification
- Analysis
- Engagement and intervention
- Feedback and follow-up
