1. HANDLING DISCIPLINE & GRIEVANCES EMPLOYEE RIGHTS

2. SUPPORTING PERFORMANCE FOR IMPROVEMENT DISCUSS THE INDICATORS OF POOR PERFORMANCE EXPLAIN A PERFORMANCE IMPROVEMENT CYCLE EVALUATE METHODS TO SUPPORT PERFORMANCE IMPROVEMENT DISCUSS ORGANISATIONAL PROCEDURES

3. STAFF DEVELOPMENT However hard you try to develop your staff & arrange conditions conducive to good performance, problems can arise. When problems arise which relate to unsatisfactory conduct counselling should be used before disciplinary action. Counselling may be used before or as part of disciplinary procedures. Counselling as a meeting which seeks to resolve problems which are having a direct or indirect effect on job performance.

4. DEALING WITH POOR PERFORMANCE Ideal way is not to let it happen.This is dependent on a number of points Motivation theories points towards. In addition: Clear Objectives – Specific Right Skills – Explicit Roles Resources – Clear – Processes Linked Rewards – Open Relationships

5. ACTIVITY ONE THINK OF A SITUATION WHEN YOU WERE CONCERNED ABOUT THE PERFORMANCE OF ONE OF YOUR TEAM/COLLEAGUE. DESCRIBE WHAT CONCERNED YOU GIVE EXAMPLES OR EVIDENCE. WHAT WAS THE CONTEXT? WHAT FACTORS AFFECTED THE SITUATION?

6. PROBLEM IDENTIFICATION HOW IMPORTANT IS THE PROBLEM? WHAT IS THE IMPACT ON THE TEAM THE DEPARTMENT, UNIT, ORGANISATION, CLIENT? ARE YOUR CONCERNS ABOUT ISOLATED INCIDENTS OR QUIRKY BEHAVIOURS? WOULD ANOTHER COLLEAGUE, MANAGER SEE THE PROBLEM IN THE SAME LIGHT?

7. REASONS FOR POOR PERFORMANCE LACK OF UNDERSTANDING ABOUT THE GOAL, TASK ETC CAPABILITY DEFICITS DELIBERATETLY NOT DOING WHAT IS REQUIRED

8. CONTINUED THE FIRST TWO EXAMPLES ARE CAPABILITY ISSUES THE THIRD MAY LEAD TO THE NEED TO INVOKE DISCIPLINARY PROCEDURES IF THE PERSON IS CHALLENGING, (OPENLY OR OTHERWISE) THE NATURE OF HIS OR HER JOB

9. INTERVENTIONS IT IS GENERALLY ACKNOWLEDGED THAT WHEN MANAGERS INTERVENE WITH APPROPRIATE COUNSELLING, FORMAL DISCIPLINE & GRIEVANCE PROCEDURES CAN BE AVOIDED, AT A CONSIDERABLE SAVING TO THE ORGANISATION GET COPIES OF YOUR FORMAL PROCEDURES AND FAMILIARISE YOURSELF WITH THEM. WHAT IS YOUR ROLE THROUGHOUT THE PROCEDURES?

10. COUNSELLING IN THE CONTEXT OF PERFORMANCE MANAGEMENT: A MEETING BETWEEN A MANAGER & STAFF MEMBER WHERE THE AIM IS TO SEEK TO HELP STAFF TO RESOLVE PROBLEMS WHICH ARE HAVING A DIRECT OR INDIRECT EFFECT ON JOB PERFORMANCE

11. COUNSELLING STYLES NON – DIRECTIVE STYLE PIONEERED BY CARL ROGERS SUPPORTIVE STYLE COUNSELLOR SHOWING EMPATHY INTERPRETIVE STYLE FEELINGS NOT SHARED, COUNSELLOR OFFERS BACK INTERPETATIONS FOR STAFF TO EVALUATE

12. STYLES CONTINUED PROBING STYLE AIM IS TO CHECK OUT ASSUMPTIONS EVALUATIVE STYLE – WITH EMPHASIS ON ANALYSING & INTERPRETING PROBLEMS OFFERING SOLUTIONS AND ADVICE IT IS IMPORTANT TO RECOGNISE AND DEVELOP YOUR OWN STYLE AS YOU WILL BE PUT UNDER PRESSURE

13. STANDARDS OF WORK STANDARDS CAN BE DISCIPLINARY AS WELL AS CAPABILITY, IF THERE IS AN ELEMENT OF “KNOWINGNESS” ABOUT NON – CONFORMANCE WITH STANDARDS. FAILURE TO COMPLY IS DIFFICULT TO HANDLE AND NEEDS RULES AND PROCEDURES

14. DISCIPLINARY PROCEDURES TIME KEEPING ABSENCE HEALTH & SAFETY MISUSE OF FACILITIES DISCRIMINATION DISCLOSURE OF CONFIDENTIAL INFORMATION COMPLIANCE WITH INSTRUCTIONS CLAIMING EXPENSES ACCEPTING GIFTS HOSPITALITY CONTACT WITH MEDIA ANY OTHERS?

15. GRIEVANCE PROCEDURES GRIEVANCE PROCEDURES EXIST TO DEAL WITH PROBLEMS ARISING IN THE WORKPLACE WHICH COULD ADVERSELY AFFECT THE MEMBER OF STAFF’S MENTAL OR PHYSICAL WELL BEING OR THE ABILITY TO PERFORM TO THE STANDARD EXPECTED. FORMAL MECHANISM THROUGH WHICH EMPLOYEES CAN INDIVIDUALLY OR COLLECTIVELY BRING CONCERNS TO THE EMPLOYER & HAVE THEM ADDRESSED

16. SELF DIRECTED WORK FAMILIARISE YOURSELF WITH YOUR ORGANISATION’S DISCIPLINARY RULES & PROCEDURES. GRIEVANCE PROCEDURES & ASSOCIATED DOCUMENTATION WHAT IS YOUR ROLE & LEVEL OF AUTHORITY? SUMMARISE KEY ASPECTS OF LEGISLATION THAT APPLY TO THE DISCIPLINARY & GRIEVANCE PROCEDURES

17. AND MORE! WHAT KNOWLEDGE & SKILLS DO YOU NEED TO IMPLEMENT DISCIPLINARY & GRIEVANCE PROCEDURES WITH YOUR STAFF UNDERSTAND THE PRINCIPLES OF DISCIPLINARY & GRIEVANCE INTERVIEWS. DEVELOP YOUR STYLE OF “COUNSELLING” FOR POOR PERFORMANCE