1. Management/Supervision at Loughborough Rob Allan Director of Human Resources March 2013

2. Managers  Expectations - No handbook that details what we require or expect of managers/supervisors - Some references in job descriptions, but variable in content and detail. - Some indication in objectives? 2

3. Support for Managers/Supervisors  HR  Finance  Planning  Staff Development  Policies/Procedures/Guidance documents (Recruitment & Selection; PDRs; Grievance; Disciplinary; Sickness: Reward Review; Overtime; Pay progression) 3

4. Employment Contracts  Offer  Acceptance  Consideration  Oral or Written  Express and Implied Terms  Custom & Practice

5. Recruitment & Selection The Aim is simple: Select the best person for the job 5

6. DISMISSAL OCCURS  When the contract is brought to an end by the employer (with or without notice)  When a fixed term contract expires and is not renewed under the same contract  When the employee ends the contract in circumstances where the conduct of the employer entitles him to do so.

7. FAIR REASONS FOR DISMISSAL  Capability or Qualifications  Conduct  Redundancy  Where continued employment would contravene a statute  Some other substantial reason sufficient to justify dismissal

8. Accepting Responsibility 8

9. Disciplinary Procedures  the means by which the organisation’s rules are observed and standards are maintained  provides a method of dealing with any shortcomings in conduct or performance 9

10. DISCIPLINARY PROCEDURES  Give right to be accompanied  Ensure that except for gross misconduct no employee is dismissed for first offence  Ensure that disc. action is not taken until case has been fully investigated  Ensure explanation is given of penalty imposed  Provide right of appeal and process

11. DISCIPLINARY RULES  Rules set standards of conduct at work  They should be fair, reflect the needs of the organisation and be written in a way that everyone understands

12. Disciplinary Actions  Verbal/oral warning  Written warning  Final written warning  Downgrading  Dismissal with notice  Summary Dismissal (ie without notice) 12

13. FAIRNESS - Key Tests  Judged on the facts known to the employer at the time of the dismissal  Judged on the facts which managers ought to have known before the decision to dismiss

14. Poor Performance  Raising the issue of poor performance  Constructive counselling  Use of appraisal systems (PDR)  Seeking explanations  Provision of training  Monitoring & supervision  Warnings  Alternative employment?  Dismissal - the final step!

15. Ensuring Understanding 15

16. Capability One of the fair reasons for dismissal identified in section 98(2) is CAPABILITY 98(3) ‘Capability’ means capability assessed by reference to skill aptitude, health or any other physical or mental quality. 16

17. Managing Sickness Absence  Long Term Absence  Short Term Absence  Non-genuine sickness  3 rd Party Sickness 17

18. Grievances A Grievance is… … a problem or concern an employee has about their work, working conditions or relationships with colleagues 18