Managing Staff

Will Holmes à Court
Will Holmes à Court
Last updated 
General guidance to managers on managing staff

Overview

Introduction
HWH believes that one of a manager's key roles is the counsel and encouragement of staff.

This policy guides all managers engaging with HWH staff, including:
  • hiring new workers
  • inducting new workers
  • training new workers
  • performance reviewing workers
  • ending workers employment
  • worker resignations.
Applies to 
  • engaging with new workers, including hiring, training,
  • ongoing performance reviews and
  • termination 
Responsibility of 
  • all managers
Related Items
  • NDIS (Provider Registration and Practice Standards) Rules 2018 (Cth)
  • NDIS Quality, Safety and You online orientation training
  • Aged Care Act 1997
  • Fair Work Act 2009
  • Staff training and development register
  • Worker Appraisal
  • Worker Training Plan

Guidance

When to hire new workers
Employing new workers allows HWH to:
  • grow our client base
  • offer additional services 
  • provide services to new clients
  • enhance our client's experience.
New workers should be hired when:
  • clients are being turned away due to a lack of workers to provide the requested services
  • clients are going elsewhere because the agreed services cannot be provided
  • the budget can afford new workers—when service gaps are identified that would best be filled with new workers
  • new services are planned, and additional resources are required to provide those.
Criteria for selecting new workers
The criteria for selecting new workers should consider the following:
  • is the candidate suitably qualified for the role?
  • will the candidate fit the culture?
  • will the candidate be of value to HWH?
  • Will we be able to offer the candidate an opportunity to grow.
Employment contracts
All workers, including full-time, part-time, casual or contractors, require a documented and signed employment contract which sets out:
  • the job title and type of job (e.g. permanent, casual or contract)
  • the commencement date
  • the worker’s duties
  • the worker’s hours
  • the worker’s entitlements, including any overtime or penalties
  • the notice required for dismissal or resignation
  • how changes to the employment contract can be made.
Refer: 
  • Casual Employment Agreement 
  • Permanent Employment Agreement
Inductions of new workers
Inductions of new workers should include (where relevant):
  • completing the NDIS Quality, Safety and You online orientation training
  • completing the online learning New Worker – NDIS Induction Module
  • legislative requirements for working with vulnerable people
  • how the new worker fit into HWH
  • the worker’s general duties and responsibilities, including duty of care expectations
  • restrictive practices, including: 
    • what is an authorised restrictive practice 
    • what is an unauthorised restrictive practice 
    • what is a prohibited practice 
  • HWH policies and processes (e.g. abuse and neglect, bullying, harassment and discrimination, information security, risk management, WHS, social media, privacy and confidentiality)
  • enrolling workers in the Core Modules Induction Training under TalentLMS
  • training in preventing, identifying, and responding to abuse, neglect, harm and exploitation
  • incident reporting, including referrals to appropriate authorities
  • handling and escalating complaints
  • training in HWH core systems (viz: BaseCamp & QuickBooks Time)
Position descriptions
Each worker role requires a documented position description that outlines:
  • identified skills and knowledge required for the role
  • responsibilities of the role
  • scope and limitations of the role
  • any mandatory training required for the role.
Refer:
Performance management
  • Performance management of workers benefits both HWH and the worker.
  • Worker performance reviews should be conducted at least annually.
  • Performance reviews can be used to:
    • identify performance issues early
    • provide feedback
    • build skills and confidence
    • set clear performance measures
    • keep the worker motivated and accountable.
Worker grievances
  • A grievance is a wrong or hardship suffered (real or perceived), which is grounds for a complaint. A worker grievance can also include any allegation of discrimination, bullying or harassment by another worker or manager.
  • A worker with a grievance should, in order of preference: 
    1. attempt to resolve the issue, e.g. discuss the issue with the person involved
    2. if not resolved, notify their manager, preferably in writing
    3. if still not resolved, the manager should notify key managers about the issue
    4. if still not resolved, pursue the matter with external authorities.
Dismissals
  • All worker dismissals are conducted in line with legislative requirements, this includes:
    • the notice given
    • the worker’s entitlements
    • organisational responsibilities
    • record-keeping to avoid claims of unfair dismissal.
  • Workers may be dismissed without prior notice if they are implicated in cases of
    • serious misconduct,
    • have seriously breached abuse and neglect,
    • bullying, harassment and discrimination policies, or
    • breached duty of care responsibilities.
  • Conditions for "termination without notice" are covered in the worker's Employment Contract.
  • Refer to the Manage Worker Performance process for more information on how dismissals can be carried out correctly.
Resignations
  • Worker resignations should comply with the worker’s employment contract, including any required notice period.
  • Resigning workers should be allowed to provide feedback via an exit interview.