Our greatest asset is our people, but they come with some of the biggest challenges facing us in
Managing,
Retaining and
Developing staff
Among other strategies, these challenges can be managed most effectively with performance management.
Performance management helps to:
Identify and define expectations
Align daily tasks with key our objectives
Determine goals and areas for skill development
Identify areas for improvement
Recognise accomplishments.
Additionally:
Managers spend less time micro-managing workers
Workers enjoy greater autonomy
Misunderstandings are reduced, and confusion is lessened.
When a worker is not performing, this process guides in making a plan to improve performance.
When a worker continues to perform poorly or participates in misconduct, this process provides guidance on terminations.
Worker redundancies are outside the scope of this process.
BUT: if in doubt about terminating staff we should get legal advice.
Step 1. Plan Begin performance management by reviewing the worker’s job description to ensure it is accurate and up-to-date. If the job description is not up-to-date, update it first, then collaborate on a plan to:
Identify and agree on clear expectations
Identify how results will be measured
Agree on the monitoring process
Identify areas for training
Identify career development objectives.
For measuring results, identify up to five key performance objectives for the year with which to agree upon and document in the performance management plan.
Step 2. Monitor The monitoring step is ongoing while the performance process is in progress. The worker and their manager should meet regularly to:
assess progress towards meeting performance objectives
share feedback relative to goals and objectives
Identify any barriers to meeting performance objectives and how to overcome them
identify any changes, such as changes in the organisation’s priorities or new worker responsibilities
determine if extra support would help the worker achieve goals and objectives.
Step 3. Review
During a performance review, workers and managers should:
Summarise the work accomplished during the year relative to the goals set, including key results, accomplishments and shortfalls for each of the objectives
document challenges encountered and identify areas for training and/or development
identify and discuss any unforeseen barriers to the achievement of the objectives.
The worker should be allowed to provide feedback on the performance review.
The worker and the manager should document and sign off the review.
Decision A - Are there any concerns with this person
Yes, poor performance - Step 4
Yes, allegations of misconduct - Step 5
No concerns - End
Step 4. Poor Performance
Where a worker is not performing their job to the satisfaction of key management personnel, a documented performance improvement plan agreed upon by both worker and manager should be implemented, which includes:
clear and reasonable goals for improvement
reasonable timeframes for improvement
regular reviews of the improvement plan.
The plan may identify the need for implementing one or more of the following:
positive reinforcement programs with rewards and recognition for improvement
training, development and learning programs for identified gaps
work/life balance programs to assist workers with non-work problems
Worker counselling focuses on problem-solving and goal-setting
disciplinary action where standards of expected performance are set.
NOTE: Always keep detailed notes of conversations and copies of letters and plans.
Step 5. Worker Misconduct
Misconduct is where a worker breaches our documented policies and processes. Misconduct includes:
abuse, neglect or discrimination
breach of duty of care
failure to perform duties without a reasonable explanation
failure to comply with safety requirements.
Gross misconduct includes instances of dishonesty, fraud or other criminal conduct, such as:
violence or assault
drunkenness or drug use
the false representation of qualifications
sexual harassment or sexual misconduct.
Where there are allegations of misconduct:
Key managers must act promptly
An investigation should be carried out by someone not connected with the subject matter of the investigation
The investigation should determine:
If there is any basis to the allegation
if there is any reasonable explanation for it
Whether remedial action is required
What disciplinary action is appropriate
Suspending the worker may be appropriate while the investigation takes place
All relevant witnesses should be interviewed
The worker should be allowed reasonable representation if requested
The worker should be allowed to respond to the allegations
detailed records must be kept.
Any investigation carried out must be procedurally fair, which means:
All parties are allowed to be heard, and all relevant arguments are considered before decisions are made
People are allowed to present their views and respond to adverse material before decisions are made
the presumption of innocence
decision-makers act fairly without bias
decision-makers act only after knowing all relevant facts.
Possible outcomes include:
counselling the worker
warnings
termination, either on notice or immediately.
Step 6. Worker Appeal
If a worker has a serious difference of opinion regarding their performance review, they should have an avenue to appeal the review. In this case, the disagreement could be reviewed by:
A higher-level manager
The manager’s peers
Another worker or manager is designated as impartial.
Step 7. Termination
In cases where a worker fails to improve their performance (despite support and improvement plans) or has taken part in misconduct, a decision to terminate must be made.
Decision B - Is there a valid reason to terminate the worker
Yes - there is a reason to terminate the worker - step 8
No - there is no reason to terminate the worker yet - End
Step 8. Terminate Worker
A termination is a last resort in cases where:
A worker lacks the ability or is incapable of completing the job despite training and support provided
a worker has failed to improve their performance despite documented performance improvement plans, counselling and warnings
a worker takes part in serious misconduct or behaves below workplace standards.
Only dismiss workers with a valid, sound, and defensible reason.
Keep all records related to the termination of a worker, including support provided and details of events that led to the termination decision.
Before terminating a worker, check the following:
The worker has been notified in writing about the allegations against them
The worker has been allowed to respond to the allegations.
Please adhere to these guidelines to avoid a worker claiming unfair dismissal.
