1. ANHLC Conference MANAGING PEOPLE, MANAGING PERFORMANCE

2. RESPECTFUL WORKPLACE

3. A RESPECTFUL WORKPLACE….. Is one where all employees are treated fairly, difference is acknowledged and valued, communication is open and civil, conflict is addressed early and there is a culture of empowerment and cooperation.

4. YOUR CONTRIBUTION You contribute to a respectful workplace culture by:

5. POSITIVE WORKPLACE A positive work environment is productive, rewarding, enjoyable and healthy for everyone concerned. And by everyone we mean managers, employees and clients. The most successful workplaces are those in which everyone works well together to create a positive work environment.

6. WORKPLACE CULTURE The presence of bullying in the workplace can be the result of a workplace culture and environment that permits such behaviours to occur; The presence of bullying in the workplace can be the result of a workplace culture and environment that permits such behaviours to occur; It can also be a product of poor people management skills and lack of supportive leadership; It can also be a product of poor people management skills and lack of supportive leadership; All members of an organisation play an important role in preventing and managing bullying and other psychological injuries; All members of an organisation play an important role in preventing and managing bullying and other psychological injuries;

7. WORKPLACE CULTURE Developing a healthy workplace culture requires: 1.The quality and frequency of performance feedback; 2.Levels of supportive leadership; 3.Building and engaging the work team environment by involving employees in decision-making processes; 4.Establishing that all supervisor’s and managers have accountability for people management 4.Establishing that all supervisor’s and managers have accountability for people management;

8. WHAT CAN YOU DO? Develop appropriate workplace policies that include a process for reporting/investigating any complaints; Develop appropriate workplace policies that include a process for reporting/investigating any complaints; Ensure staff are aware of the policies, they need to be available to employees (especially new staff); Ensure staff are aware of the policies, they need to be available to employees (especially new staff); Educate staff so they understand the policy; what their rights and responsibilities are; Educate staff so they understand the policy; what their rights and responsibilities are; and what they must comply with; and what they must comply with; Straight forward and simple processes; Straight forward and simple processes; Zero tolerance policy; Zero tolerance policy; Culture – top down – management leading by example; Culture – top down – management leading by example;

9. WHAT IS IT? Performance Management Is a much broader concept than performance appraisal or a disciplinary process, it aims to improve organisational, team, and individual performance. Effective performance management measures the progress being made towards the achievement of the organisation’s business objectives.

10. WHEN SHOULD IT HAPPEN? Remember: Performance management is a process….. Not an Event!!

11. PERFORMANCE MANAGEMENT CYCLE Recruitmen t Induction Performance Management Training and Development Recognition of Performance

12. What are the benefits of managing performance? Staff members clearly understand what is expected of them; Staff members clearly understand what is expected of them; Managers have a professional framework within which to discuss both positive and negative aspects of an employee’s performance; Managers have a professional framework within which to discuss both positive and negative aspects of an employee’s performance; Opportunity to monitor progress; Opportunity to monitor progress; Creates a safe environment for ongoing dialogue with each team member; Creates a safe environment for ongoing dialogue with each team member;

13. OPTIONS Implement a performance management plan; Implement a performance management plan; Review the work practices undertaken; Review the work practices undertaken; Provide additional training and development; Provide additional training and development; Informal counselling; Informal counselling; Further investigation; Further investigation; Formal written warning; Formal written warning; Termination; Termination; No further action……..

14. REASONS FOR POOR PERFORMANCE

15. 1. COMMUNICATION Do your staff always know what is expected of them? Do your staff always know what is expected of them? Do you communicate effectively through staff meetings, written announcements, and one- on-one sessions? Do you communicate effectively through staff meetings, written announcements, and one- on-one sessions? Do you regularly offer feedback? Do you regularly offer feedback? Do you walk the talk? Do you walk the talk? Do your actions reinforce the organisational priorities and values? Do your actions reinforce the organisational priorities and values?

16. 2. CONDITIONS Do your employees have enough time to succeed? Do your employees have enough time to succeed? Do your employees have all the tools they need to succeed? Do your employees have all the tools they need to succeed? Are your employees well trained? Are your employees well trained?

17. 3. CONSEQUENCES Do your employees know that what they do matters to the organisation? Do your employees know that what they do matters to the organisation? Do you regularly offer praise and recognition for good work? Do you regularly offer praise and recognition for good work? Do you always address poor performance and poor work habits? (or do you ignore them?) Do you always address poor performance and poor work habits? (or do you ignore them?) Do you challenge your employees to improve performance when necessary? Do you challenge your employees to improve performance when necessary?

18. 3. CONSEQUENCES Do you clearly communicate the consequences for failure to improve? Do you clearly communicate the consequences for failure to improve? Are you certain that you’re not providing negative consequences for good performance? Are you certain that you’re not providing negative consequences for good performance? Are you certain that you’re not providing positive consequences for poor performance? Are you certain that you’re not providing positive consequences for poor performance?

19. WHAT’S INVOLVED An effective Performance Management Strategy should include: Performance Development; Performance Development; Performance Improvement; Performance Improvement; Training Training Challenging Assignments; Challenging Assignments; Regular Performance Feedback; Regular Performance Feedback; Managing underperformance and discipline; Managing underperformance and discipline;

20. COMMON PITFALLS Delay or avoidance – not addressing problems until you are fed up; Delay or avoidance – not addressing problems until you are fed up; Failure to follow up or monitor performance or conduct after giving a warning; Failure to follow up or monitor performance or conduct after giving a warning; Lack of frankness; not wanting to hurt people’s feelings, embarrassment; Lack of frankness; not wanting to hurt people’s feelings, embarrassment; Counselling/warnings too informal; Counselling/warnings too informal; Failure to keep proper notes/records; Failure to keep proper notes/records; Goals and standards not clear or measurable; Goals and standards not clear or measurable;

21. COMMON MISTAKES The common mistakes of performance management include: Performance discussions are “too soft” Performance discussions are “too soft” Have not effectively conveyed your expectations; Have not effectively conveyed your expectations; Have not included a timeframe for improvement; Have not included a timeframe for improvement; Did not provide the employee a chance to respond; Did not provide the employee a chance to respond; Did not use verbal or written warnings; Did not use verbal or written warnings;

22. MANAGING DIFFICULT EMPLOYEES Considerations: 1.May be indicative of ineffective management; 2.Performance/conduct issues never improve by an employer pretending its not happening; 3.Ignoring difficult employee sends the wrong message;

23. THE ENVIRONMENT Needs to be one in which: The employee/s understand their role; The employee/s understand their role; They understand the expectations of their role; They understand the expectations of their role; They understand the organisational directions; They understand the organisational directions; They are aware of the importance their contribution makes to the organisation. They are aware of the importance their contribution makes to the organisation.

24. THE MEETING Four main objectives: 1.To encourage, recognise and strengthen those behaviours that lead to good performance; 2.To identify, overcome or change behaviours that can pull performance down; 3.To plan; 4.To identify development needs;

25. THE MEETING Set mutual goals and expectations; Set mutual goals and expectations; Recognise positive performance; Recognise positive performance; Develop strategies to address unacceptable performance; Develop strategies to address unacceptable performance; Provide an environment which encourages and facilitates success; Provide an environment which encourages and facilitates success; Establish clear, measurable expectations; Establish clear, measurable expectations;

26. GIVING FEEDBACK Tips for giving positive feedback to encourage desired behaviour: 1.Describe the performance objectively, specifically, and sincerely; 2.Deliver feedback as soon as possible after a positive performance; 3.Don’t wait until the performance is perfect; 4.Avoid giving mixed messages;

27. GIVING FEEDBACK Tips for giving negative feedback to eliminate unwanted behaviour: 1.Discuss the performance privately; 2.Check to make sure that you’ve clearly stated your expectations to the staff member; 3.Don’t provide negative feedback when you’re angry; 4.Talk to the staff member as soon as possible after the performance occurs;

28. RECEIVING FEEDBACK Listen! Listen! Listen! Listen! Listen! Listen! Don’t justify or behave defensively; Don’t justify or behave defensively; Ask questions to clarify; Ask questions to clarify; Ask for specific examples; Ask for specific examples; You don’t have to agree; You don’t have to agree; Don’t take it personally; Don’t take it personally;

29. FAIR PROCESS Why adopt a fair process? 1.Greater potential of acceptance by the employee concerned; 2.Minimises the risks of exposure to unfair dismissal or other legal claims; 3.Puts employer in a stronger position to defend claim; 4.Being an ethical employer is good business;

30. UNFAIR DISMISSAL 1.Who is eligible to make an application? 2.What is harsh, unjust or unreasonable? 3.What is a genuine redundancy? 4.What are the costs?

31. UNFAIR DISMISSAL Ensure that you have followed these steps: 1.Was there a valid reason (performance, conduct, redundancy)? 2.Did you provide appropriate warnings? 3.Opportunity to respond; 4.Notification of reason for termination; 5.Any other relevant matters;

32. SOMETHING TO THINK ABOUT The only thing worse than losing a good employee………. is Keeping a bad one!!

33. A FINAL THOUGHT Sometimes I lie awake at night, and I ask, “where have I gone wrong?” then a voice says to me……………. “This is going to take more than one night”. Charles. M. Schulz (Charlie Brown “Peanuts”)

34. QUESTIONS Contact Jobs Australia 03 9349 3699 (Caroline or Rachel) for further assistance.