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The role of HR

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  1. The role of HR • Provide advice on employment law and best practice • Support the recruitment and selection process • Support a range of wellbeing activities including OH referrals and return to work programmes • Provide advice and assistance in managing staff performance and conduct • Support change management initiatives • Develop a range of HR policies and procedures

  2. HR Survival Kit for Managers - content

  3. Objectives • Provide you with knowledge of key HR processes • Enable you to deal with common staffing problems before referring to HR • Understand when HR should be contacted for expert guidance • Understand where to look for further support/reference

  4. Recruitment and Selection

  5. The Process

  6. Selection Methods

  7. Interview Techniques • Ask open questions • Questions must relate to the person specification • Ask candidates to talk about their experiences • All questions must be the same for every candidate – follow up questions may vary • Use it as an opportunity to test the candidates knowledge • Ensure sufficient notes are kept

  8. Beware of practices that may be discriminatory!

  9. Recruitment and Selection In summary: • We have training to prepare you for interviews. These are mandatory if you’re involved in the selection process • Advertising is expensive! Be creative wherever possible • Competence can be assessed through a number of selection methods • Ensure all recruitment decisions relate back to the person specification • The main legislation governing recruitment is to prevent discrimination

  10. Probation

  11. Probation - Discussion Why is the probationary period important for both the manager and the employee?

  12. Benefits of probation

  13. Effective management of probation • Ensure a thorough induction • Provide clear and timely feedback and clarify expectations • Keep robust records of good and not so good performance • Provide support, training and guidance in development areas • Hold a probationary review meeting at 1, 3 and 6 months • Things not working out? Contact HR ASAP

  14. Probation - Case Study 2 months ago a new member of staff (Tina Turner) joined your team. Since Tina started, you have encountered the following problems: • 2 instances of lateness • Poor attendance record (bradford factor score of 36) These problems are having a negative impact on the team. Staff are saying that they don’t want to be put on the same shift as Tina as she is unreliable. You have given Tina the benefit of the doubt and have not yet spoke to her about the issues. As things haven't improved, you now want to take things forward.

  15. Probation – Case Study • How would you approach the situation? • How would you manage the remainder of the individuals probationary period? • What could have been done differently?

  16. Case study notes… _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

  17. Probation What happens if you don’t address the issues and concerns you have and you do confirm the individual in post at the end of their probation?

  18. Probation This happens!... • You keep an under-performing colleague for a long time (potentially) • There could be an impact on the service delivery and a morale issue within your team • You will need to manage them under the capability procedure once they have been confirmed in post Remember - Your most effective way of dealing with an employee who isn’t performing is during their probationary period

  19. Probation In summary: • Hold regular discussions within appropriate timeframes, allowing reasonable opportunity for any concerns to be addressed • Be honest – the individual may not be aware of their under performance and may need direction to address / improve this • Document discussions – summarise your discussions in writing, identifying successes and concerns, including any target setting and supportive measures • Ensure employee is aware of the consequences of continued poor performance

  20. Capability

  21. Capability • The purpose of the capability procedure is: • to ensure that staff achieve and maintain the level of work performance that is expected of them • to provide a fair and consistent mechanism for dealing with those employees who are unable to achieve a satisfactory level of work performance • If performance continues to be unsatisfactory, despite appropriate support, the outcome may be relevant formal warnings potentially leading to dismissal

  22. When should you consider using the Staff Performance Capability Procedure?

  23. Capability • The process: • Informal: • Stage 1 - Investigation of the problem, identification of causes and provision of guidance/advice/adjustments • Formal: • Stage 2 - First Formal Written Warning • Stage 3: Final Formal Written Warning • Stage 4: Dismissal • We want to equip you to handle the informal stage of this procedurewith guidance from HR

  24. Capability • The purpose of informal guidance/advice is to provide a positive framework in which the individual can improve their performance • Achieved by: • Support from the manager • Advice, guidance, coaching, training or supervision • Use of Personal Development Plans • Should be within a timescale that takes account of the context of the problem, the individual, and the needs of the University

  25. Personal Development Plans

  26. Capability - Case Study A member of your team (Barry White) has a role that involves regularly serving customers. You have received feedback on a few customer comment cards that refer to Barry being quite unfriendly and unhelpful. You have also noticed that he only communicates with other team members when asked to do so. The team have started to become quite hostile towards Barry and you’ve heard a few whispers from staff referring to him as being miserable and anti-social. You’ve provided feedback during your last couple of 1-1 meetings, however no improvement has been made.

  27. Capability – Case Study • 1/ Based on the information within the case study, draft a personal development plan (PDP) for Barry. Consider what objectives you would set to assist him in improving his performance. • 2/ What key points would you discuss with Barry as part of the informal stage? • 3/ How would you deal with the team?

  28. Capability Vs Disciplinary CAN’T DO WON’T DO

  29. Capability Factors which could affect an individual’s performance and what you can do to understand these better: • Health issues • refer to OH for guidance on determining reasonable adjustments • EmotionalWellbeing • make aware of the counselling service (OH may do this) • Dyslexia • contact HR to arrange a Dyslexia assessment • Work relationships • is everything ok within the team?

  30. Capability In summary: • Act promptly where there are capability issues • The informal stage is an opportunity for both parties to quickly resolve an issue • Can’t do/won’t do - capability is about can’t do. Won’t do is a disciplinary issue • Where you have followed the informal stage, with a PDP and suitable period of time for improvement, and there are still problems…..call your HR link for further advice

  31. Sickness Absence

  32. Types of Absence • Short-term/ intermittent Sickness Absence • Long-term Sickness Absence • Unauthorised Absence

  33. Sickness Absence – Exercise What do you think are the top 4 causes of Short-term and Long-term absences?

  34. Sickness Absence – ExerciseMost common reasons

  35. Why manage sickness absence? • Cost of loss of productivity and working time • Impact on service • Impact on others – morale, pressure of workload • Duty of care and responsibility to the member of staff off sick • Risk of it being seen as the ‘norm’ • Managerial and moral obligation

  36. Managing Absence – Short Term The most common methods used to manage short-term absence are: • Return-to-work interviews • Record & monitor attendance • Set trigger mechanisms to review level of absence • Formal procedures for unacceptable absence

  37. Sickness Absence – Role Play Return to work Interview – role play

  38. Managing Absence – Long Term The most common methods used to manage long-term absenceare: • Regular telephone contact • Occupational health involvement • Consideration of fit note recommendations • Absence review meetings • Risk assessments • Phased Return to work plans

  39. Sickness Absence – Exercise Occupational Health Referral What’s good? What’s not so good? What could you do differently?

  40. Disability and Reasonable Adjustments • A disability is defined in the Equality Act 2010 (Disability Regulations) as: “a physical or mental impairment that has a substantial and long-term adverse effect on an employee's ability to carry out normal day-to-day activities”. • Employers have an obligation to consider any reasonable adjustments, which may include: • Specialised computer hardware or software • Increased flexibility to attend medical appointments • Disabled access to a building or floor • Specialist equipment • Additional time allowance for writing reports, letters, etc.

  41. Managing Absence - Unauthorised What is Unauthorised Absence & How would you manage it?

  42. Discussion notes… _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

  43. Sickness Absence In summary: • Act promptly, and maintain regular contact with the employee • Ensure that poor attendance is closely monitored and managed • Refer to Occupational Health as per timescales, and act upon this medical advice in conjunction with HR • Meet with the employee to discuss absence, well being and appropriate ways forward • Seek guidance from HR regarding complex sickness absence issues

  44. Disciplinary

  45. Managers role • The primary purpose of the disciplinary procedure is to ensure acceptable standards of conduct are met and maintained. When an individual breaches these standards, as a Supervisor/Line Manager you may be appointed as the ‘Investigating Officer’ • Before invoking the formal stages of this procedure, HR advice should be sought • All parties involved must ensure that they maintain, as appropriate, the confidentiality of the process within and outside the University

  46. Misconduct • Examples of misconduct are refusing or neglecting to comply with reasonable and legitimate management instructions; unauthorised absence, persistent lateness, rude or offensive behaviour • Minor lapses of conduct may be dealt with informally • There is no definitive list regarding sanctions to be issued for specific acts of misconduct

  47. Gross Misconduct • Serious offence • Disciplinary action that may warrant suspension from duty whilst the matter is being investigated • May result in the employee’s dismissal from the University if the allegation is upheld • A dismissal for gross misconduct would be with immediate effect and without notice (summary dismissal)

  48. Disciplinary – Exercise Gross misconduct or misconduct?

  49. Disciplinary - Exercise