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Managing Employees. DET – Local Community Partnership Presentation – 9 August 2004 Presented by Workplace Advice, Office of Industrial Relations. When recruiting, identify your needs. Break the job down into tasks and functions - allocate importance

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managing employees

Managing Employees

DET – Local Community Partnership

Presentation – 9 August 2004

Presented by Workplace Advice, Office of Industrial Relations


When recruiting, identify your needs

Break the job down into tasks and functions - allocate importance

Skills needed/Qualifications/Experience

The workload of the position? What does the business need?

Should the position be * Full-time * Part-time * Casual

Will the position be permanent or temporary?


Position Descriptions

Is there any award coverage?

Do you need to develop a Contract of Employment?

Letter of Offer

Offer successful applicant job offer in writing

Ensure offer is returned signed if accepting position

Letter of Offer confirms key provisions of position

Confirms employment arrangement in writing


A “Letter of Offer” should include;

      • start date
      • probation period
      • wages
      • hours/days to be worked
      • award coverage if any
      • requirements of position and duties
      • dress standards
      • who to report to on first day
      • what time to attend on the first day

Why have policies:

  • Meet legislative requirements
  • Ensure employee understanding
  • Consistency in management decisions
  • Effective method to communicate issues
  • Provide protection in disputes

Benefits of Policies and Procedures

Consistency in management decisions

Provide protection in disputes

Employees clearly understand what is expected of them

Boundaries established on what is acceptable/unacceptable behaviour

Can provide framework for assessment of performance/behaviour/attitude


What is a Workplace Policy?

  • A statement of purpose
  • Guidelines about how purpose is to be achieved
  • Taken together provide framework for operation of the policy
  • Specify action which will or may be taken, imply an intention and pattern for taking action

How to develop policies

  • Decide what policies are needed
  • Discuss with supervisors/employees
  • Define key terms at the beginning
  • State who is affected by policy
  • Outline procedures to support policy
  • Write in plain English

Identifying the Issues

Employee Entitlements – prescribed by award or legislation

Employee Conditions – support how award provisions apply

Standards of behaviour – conduct, dress

Employee benefits – car, parking, mobiles

Use of company equipment and resources -email


Policy Checklist:

  • Aim of Policy – why it was developed
  • Who the policy applies to
  • What is acceptable/unacceptable
  • Consequences of not complying
  • Date when developed or updated

Implementing Policies:

  • Committee of management support
  • Consult the employees prior to implementation
  • Distribute copies to employees
  • Conduct briefing sessions or training
  • Put in place support mechanisms
  • Maintain documentation and records

After Implementation

  • Ensure policy is enforced consistently
  • Employees aware of any changes
  • Maintain records and paperwork
  • Ensure employees have access to policy


    • to supply a motive to (do something)
    • to cause (a person) to act in a particular way,
    • to stimulate the interest of (a person in an activity)

Regular Appraisals

Planned and regularly scheduled

Linked to strategic plan and direction

Review past performance, focus on future issues

Link achievable personal goals with LCP strategic review

Review employee for training and development, salary reviews

Look at outcomes


Ad hoc Review (Poor Performance)

Conducted when need arises

Deals with specific issues

Outcomes monitored regularly

May lead to disciplinary action


What is a Performance Review

A two-way discussion and opportunity to:

get to know employee better and discuss their feelings about the job

talk about what went right and what went wrong

talk about any organisational problems which may be hindering performance

discuss future objectives and goals

Should be regular, positive, motivational, free and open discussion


Benefits and Preparation

Establish a work climate conducive to productive performance

Initiate and maintain positive communication about work performance -v- work expectations

Help employees prepare for appraisal

Prepare and conduct discussions that encourage an exchange of information to produce better results

Follow through properly on agreements reached with the employee



Review the job requirements – know them well

Review previously agreed goals and standards

Do skills audit – skills, training, experience, qualifications, past jobs & performance

Evaluate job performance versus job expectations for time being appraised – rate it

Assist employees to prepare

Note any aspect of performance that needs to be discussed


Conducting the appraisal

Conduct in a non-threatening environment

Be prepared – consider issues the employee may raise

Encourage open dialogue and listen to what the employee has to say

Deal with specific issues raised

Discuss agreed objectives/targets


Conducting the appraisal

Follow-up – interim dates and procedures

Focus on performance not the person

Recognise good performance

Allocate sufficient time with no interruptions

A reasonable discussion between two adults


Setting and Achieving Goals

Work together to set objectives –

Ensure employee has major input into process, allow them to take responsibility for their performance

Mutual agreement – on key points and action to be taken to resolve problems

Follow-up – summarise action, put in place follow-up dates and procedures


Set agreed goals/targets:

S pecific

M easurable

A chievable

R ealistic

T imely

Follow-up – put in place dates and procedures


Ad-hoc or managing poor performance

Poor performance should be addressed immediately

Employee must be informed of problem and given opportunity to explain - consider the explanation

Review in reasonable period (one week to one month depending on issue)

Give feedback - good and bad


Conducting the meeting

  • Create the right environment –
  • Private and confidential
  • Comfortable, non-threatening atmosphere
  • Reasonable discussion between two adults

Establish the problem in context

  • Highlight any positive aspects
  • Define the problem in specific terms
  • Explain WHY it is a problem
  • Gain commitment to a solution
  • Find out the reason for the problem
  • Encourage the employee to suggest solution
  • Offer assistance

The meeting

  • All informal warnings should be noted
  • Cover the problem(s) - give the employee chance to explain - consider explanation
  • Put in writing - include review time
  • If informal warnings not working
  • time for formal interview
  • check award – follow award process

Review following first warning

Ensure this happens

Give feedback - acknowledge if fixed

Improvement - “significant & sustained”

May give another warning - no legal obligation for 3 warnings

If review is final warning - put in writing - including the possibility of termination


Warning Letters

All formal warnings should be written

Clearly outline the problem - refer to any previous verbal warnings

Refer to any explanation given at interview

Tell them how to do it right - nominate review date if appropriate


Final Warning Letters

Refer back to previous warnings – formal and informal

Include any previous undertakings to improve

Cover the details of the counselling procedure

Remember there is only onefinal warning

Include the fact that termination of employment is a possible outcome on failure to improve

Office of Industrial Relations – 131 628

Workplace Advice – 9020 4611 or 1800 803 836

WorkCover - 131 050

Anti-Discrimination Board - 9268 5544 or 1800 670 812