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Diploma in Community Services (Case Management) 12 th June 2012. Welcome to all students Second Term - Session 16 CHCORG506D Coordinate the work environment CHCNET404A Facilitate links with other services. Reminder!!!!!!. CHERYL: RECORD THE MEETING. Assessment task for THESE two units.

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diploma in community services case management 12 th june 2012
Diploma in Community Services (Case Management)

12th June 2012

Welcome to all studentsSecond Term - Session 16CHCORG506D Coordinate the work environmentCHCNET404A Facilitate links with other services

reminder
Reminder!!!!!!
  • CHERYL:
  • RECORD THE MEETING
assessment task for these two units
Assessment task for THESE two units
  • Task was emailed to all students on 8/6/2012
  • Due to be submitted on 14/6/2012
  • Second task to be sent 15/6/2012 and due for submission on 21/6/2012
  • Third task will be emailed on 22/6/2012 and will be DUE NO LATER THAN COB 26/6/2012
  • If your task is not received by this date you will not receive any marks for the units as marks are required to be entered by 28/6/2012
  • ALL TASKS FOR THESE ASSESSMENTS ARE TO BE EMAILED TO ME cheryl.wilson4@det.nsw.edu.au
last week
Last week ..................
  • We took a final look at developing strategies to work with clients and identifying their uniqueness
  • Looked at using family and community genograms as two options to explore the client and their world
  • Discussed developing the ability to allow and encourage client story telling
  • Discussed the importance of observation and questioning
  • Importance of appropriate referrals
  • Introduction to organisational planning
  • Contingency planning
networking
Networking
  • Skilled networkers are individuals who realise that networking is a life skill, not just something you do when you want something. Networking includes connecting with different cultures, ages, special interests groups and networks. You make strong connections, follow up, keep in touch, identify and make contacts - forming win/win strategic alliances.
  • Skilled networkers understand that their ongoing success depends on treating their networks and the people within them with respect and integrity. This is one of the reasons why building networks takes time, effort and, most of all, sincerity.
  • The networking world is open to everyone, without exception, as long as your networking values are strong, ethical and transparent.
slide6
Skilled networkers have created simple systems that enable them to connect with others, stay connected and create valuable lifetime connections with key players other networkers.
  • Skilled networkers are not born, they are created. It need not be a complex process.
  • Anyone can improve their networking skills. The networking world is open to everyone, without exception, as long as your networking values are strong, ethical and transparent.
principles of networking
Principles of networking
  • The law of abundance - Just because your diary is empty does not mean that there are no opportunities around. Skilled networkers believe in an abundance of opportunities get out and about – make and grasp opportunities
  • The law of reciprocity - That you give out comes back tenfold. If you give out help, you get back help; give out information, you get back information. The challenge, of course, is that although for you the giving is instant and in the short term, the receiving may not happen for some time. Also, what is returned may not come from the person to whom it was given.
  • The law of giving without expectation - This occurs when you give without an expectation of receiving something. You do something for someone not to get something back, but because you want to help them achieve their goal.
habits of a skilled networker
Habits of a skilled networker
  • Understand that networking is a life skill, not something you do only when you want something from someone else.
  • Value your networks. Realise that every member forms part of the jigsaw of your professional life and you never know where people will turn up later. The opinion they gain of you now can affect their future opinion of you (and the opinions of others).
  • Practise making heart-to-heart connections with people when you communicate with them. Aim to be totally present and ‘in the moment’ at all times.
slide9
Arm yourself with business cards and a nametag when you attend an event. Collect business cards wherever you go.
  • Befriend the gatekeepers – the people who assist or sometimes protect the people you want to network with (secretaries, personal assistants and so on).
  • Walk your talk. Directly and indirectly you will become a role model to others.
  • Form strategic alliances based on quality not quantity. The most powerful people are those who share information. Always be generous with information.
slide10
Maintain confidentiality in relation to staff processes according to organisation and to protect individuals

What kind of personal information is referred to in the Privacy Act 1988?

the privacy act refers to information about
The Privacy Act refers to information about:
  • The engagement, training, disciplining, resignation or termination of employment of an employee
  • The terms and conditions of employment of an employee
  • The employee’s performance or conduct, hours of employment, salary or wages, personal and emergency contact details
  • The employee’s membership of a professional or trade association or trade union membership
  • The employee’s recreation, long service, sick, maternity, paternity or other leave
  • The employee’s taxation, banking or superannuation affairs
types of personnel records
Types of personnel records
  • Personnel files for each employee
  • Non-employee-specific personnel files
  • Personnel database systems
  • Integrated database systems
achieving efficient management of personnel records
Achieving efficient management of personnel records
  • Establishing policies and procedures for managing personnel records in accordance with the organisation’s regulatory framework
  • Designing personnel records systems so that records with short retention periods can be destroyed while retaining records with long retention periods
  • Designing personnel records systems so that sensitive records can be kept secure and protected to meet privacy management obligations
  • Creating and maintaining adequate summary records of employees
national privacy principles npps
National Privacy Principles (NPPs)
  • Employers can only collect personal information for a lawful purpose that is directly related to their functions
  • If an employer asks people for personal information, it must tell the person why it is collecting the information, how and by whom the information will be used. An employer must take reasonable care to check that personal information is accurate, up to date and complete before using it
  • The employer must do its best to make sure that the information is relevant to the employer’s reason for collecting it, up to date, of high quality, complete and protected from unauthorised access.
national privacy principles npps1
National Privacy Principles (NPPs)
  • A person whose information is held by a government or a private employer has a right to expect that the employer will hold it securely and will ensure that access to the information is permitted only for legitimate purposes.
  • The individual concerned shall be entitled to have access to their records, under the principles of access dictated by the Freedom of Information Act 1982.
national privacy principles npps2
National Privacy Principles (NPPs)
  • An employer must not use personal information for any purpose other than that for which it is obtained, unless:
    • The person the information is about consents
    • The use is necessary to protect against a serious and imminent threat to a person’s life or health
    • The use is required or authorised by law
    • The use is reasonably necessary to enforce the criminal law or a law imposing a pecuniary penalty or to protect public revenue
slide17
Plan appropriately to identify areas of need and develop proposals to address them, including arranging resourcing and staffing

Sources of input for human resource planning:

  • Clients and close stakeholders
  • Organisational plans, budgets and forecasts
  • Best practice and industry benchmarks
  • Individual departmental development and improvement needs
  • The organisation’s human resource personnel
  • Employees (including volunteers)
  • Legislation and legal advisers
recruitment is the process of determining
Recruitment is the process of determining:
  • Whether there is a need for a new employee
  • Where the person will be best utilised
  • What the new job will entail
  • What qualifications, experience, skills, knowledge and attitude the new employee should demonstrate
  • What personal characteristics are desirable
  • What the wages and conditions for the new position will be
  • Where the new employee should be recruited from
slide19

How the screening will be conducted

  • What times and personnel will be available for interviewing and assessing candidates
  • When the appointment will take effect
  • How and by whom an induction will be conducted
  • What training/coaching/mentoring will be organised for the new employee
  • When the responses for unsuccessful candidates will be sent out
legal requirements
Legal Requirements
  • The recruitment and selection process must be non-discriminatory
  • Recruitment, selection, employment and promotion must be based on merit
  • Merit relates to objective measures of knowledge, skills and ability
  • Ensure questioning techniques are equitable
recruitment stages
Recruitment stages
  • Job screening
  • Notification
  • Interviews
  • Testing Procedures
the interview
The Interview

Consider:

  • The environment
  • Who should conduct the interview?
  • Questioning methods
  • Question formats
  • The development of checklists and rating sheets
  • Timeframes
  • Methods for preventing interruptions
questioning techniques
Questioning Techniques
  • Closed
  • Open
  • Probing
  • Hypotheticals
  • Leading
  • Loaded
  • Questioning
candidate selection
Candidate selection
  • Selection must stand up to scrutiny
  • Make a verbal job offer, followed up with a written offer
  • Tell the truth about the job
  • Does the organisation support the values espoused during the recruitment process
  • Ensure adequate induction for the new employee
which of the following questions can be asked in an interview
Which of the following questions can be asked in an interview?
  • What was your last employment position?
  • Why do you wish to leave your current job?
  • Are you married?
  • Do you consider you have/had good relationships with work colleagues at your current/previous job?
  • What country are you from?
  • Do you have any children?
  • Have you ever been arrested?
  • Did you enjoy your previous job?
  • Have you undergone psychological treatment?
more questions
More questions …
  • What are your weaknesses?
  • What are your strengths?
  • Which church do you attend?
  • Have you ever been convicted of a criminal offence?
  • What additional studies have you undertaken?
  • What sort of work does your husband/wife do?
  • How do you work under pressure?
  • Are you available for weekend work?
  • Are you happy to undertake inter and intra-state travel?
slide27

If staff performance is unsatisfactory, provide counselling and support to improve performance and address staff performance issues as required in accordance with organisation’s procedures

steps of performance counselling
Steps of performance counselling
  • Collect reliable, valid and unbiased information
  • Notify the employee of the need and reason for a meeting
  • Contact other relevant personnel
  • As the employee if they wish to nominate an impartial observer
  • Set a mutually convenient time and date
at the meeting
At the meeting
  • Clearly explain the problem in terms of performance and KPIs
  • Ask the employee to give their perspective/opinion
  • Take into consideration that personal problems may impact on work performance
  • Ask what you can do to help
  • Determine and document an agreed upon plan
  • Organise follow-up meetings and progress evaluations
  • Follow through with agreed support measures
  • Ensure expectations, standards and goals are clear, reasonable, achievable and agreed
  • Document and record all discussion and outcomes
options for resolution
Options for resolution
  • Clarification of the purposes, roles and expectations of the position an employee holds
  • Initiation of training or retraining
  • Deployment to another area/section where the employee’s skills can be more suitably employed.
focus of counselling
Focus of counselling
  • Eliminating a problem behaviour, not on making the employee feel bad
  • Address performance issues, not personalities
  • Developing, in the employee, an understanding of the ways in which they can gain positive recognition in the future
  • Making expected behaviours clear and reaching agreement on these expectations to collaboratively establish objectives
michelle
Michelle

Michelle works in your organisation and has been taking a great deal of time off lately. She provides reasons for his absence; however these are beginning to sound a bit thin. You investigate and find that Michelle’s contribution (or current lack of contribution) to the work of the case management team is affecting the quality of service given to clients. What action would you take?

slide33

Encourage and facilitate staff access to appropriate training to enable the achievement of outcomes in the workplace and organisation

training should include
Training should include
  • Specific job and task training
  • Work Health and safety training
  • Skills development
  • Personal and professional development opportunities
  • Transition training
develop learning strategies
Develop learning strategies
  • Training
  • Coaching
  • Mentoring
  • Formal
  • Informal
  • Varying program levels
  • Varying content
  • On the job
  • Off the job
  • Change management procedures associated with new learning
  • Methods used to implement new learning and make it relevant to work