People and Performance

1. People and Performance

2. Session overview: • Corporate HR • IMD Capability • People Performance

3. Corporate Human Resources

4. How does it all link together? TMR People Plan HR Program of works

5. IMD Capability Committee • Given life by the IMD Capability Strategy and Action Plan. • Drives and ensures the implementation of the Capability Action Plan through ongoing monitoring and evaluation; • Reports progress, key decision points and risks to the Infrastructure Management and Delivery Division Senior Leadership Team (SLT) for action; • Acts as a conduit for the implementation of Corporate Operations Branch capability initiatives; and • Is the capability “think tank” for IMD.

6. People Performance What is it?

7. The Employee Cycle How does People Performance apply to each stage of the Employee Cycle? What are your responsibilities?

8. Making Decisions “Fork in the Road” We all make decisions every day and all these decisions have consequences Behaving ethically can then be defined as ‘doing the right thing’ Sometimes it is clear what we should do - the ethical decision is about choosing to do the right thing “liable to be called to account” “responsible” “answerable”

9. Workplace Issue Discussions Get the facts Investigate – Is it a real problem? Or a rumour? Be Timely Confront the issue before it affects the work environment or overall work performance Ignoring an issue is implied acceptance Set a Goal Know what you want to achieve from the conversation Get to the point and avoid “sandwich feedback” Informal Resolutions are the Best Case Scenario

10. Reasonable Management Action Behaviour will not be considered bullying if it is reasonable management action carried out in a reasonable manner This exclusion is comprised of three elements: • the behaviour must be management action • it must be reasonable for the management action to be taken, and • the management action must be carried out in a manner that is reasonable

11. What is Management Action? The following are examples of what may constitute management action: • Performance appraisals • Ongoing meetings to address underperformance • Counselling or disciplining a worker for misconduct • Modifying a worker’s duties including by transferring or re-deploying the worker • Investigating alleged misconduct • Denying a worker a benefit in relation to their employment • Refusing an employee permission to return to work due to a medical condition

12. Ref: “Awkward Performance Review” Source: Youtube VitalSmartsChannel

13. Practice Scenario Everyday occurrences You are a supervisor in a warehousing operation. You recently instituted a “No Smoking” policy in the facility. All employees were notified of the policy change. It was not well-received. As you walk down aisle B in the warehouse, you see a cloud of smoke and then see Chris running to aisle A. You need to talk to Chris. **Assume that the supervisor has checked facts

14. You are an office manager overseeing a department of 25 people. One of your employees comes to you and complains about Pat’s unpleasant body odour and how difficult it is to work in the same area. You agree to talk to Pat. Practice Scenario Everyday occurrences

15. Jason is an apprentice stationed at a work camp in outback Queensland. The tradesman he is apprenticed to, Phil, has been taking on apprentices for many years and is highly respected by his workmates. Jason is often sick on the job, and complains of tiredness and that working in the sun is too hard. After one long day of Jason complaining Phil has finally had enough, and says to Jason, “well if you can’t handle it, mate, maybe this isn’t the job for you.” Jason complains to you that he is being bullied and asks you whether you think he should report Phil. Which way would you go? Practice Scenario Everyday occurrences

16. Sidney has recently been missing work. She tends to call in at the last minute, and there seems to be a pattern developing of Mondays and Fridays. Sidney has been in rehabilitation in the past for alcohol abuse. You need to talk to Sidney. Practice Scenario Everyday occurrences

17. You are a payroll manager supervising 25 people. Your team works in close quarters with little physical separation between work stations. Drew is one of your best performers, yet you have received complaints that Drew tends to sprinkle conversations with rather crude and vulgar references. This is not a team of saints, but some have complained that Drew is crossing the line. You need to talk to Drew. Practice Scenario Everyday occurrences

18. You are the Director of human resources. You asked your benefits administrator, Morgan, to immediately send new benefit information to your boss for her review. The next day, you are chewed out by your boss for not sending her the information. You look bad. You decide to talk to Morgan. Practice Scenario Everyday occurrences

19. Practice Scenario Everyday occurrences You are the Director of finance. Your administrative assistant, Ryan, is often late getting to work. You have tolerated it for the past year but your work load has increased and you need all the help you can get, especially at the start of the day. With Ryan coming in late, it is starting to affect your ability to get your job done. You need to talk to Ryan.

20. Practice Scenario - Outline

21. When Everyday Scenarios go south Key Messages: • Consider confidentiality • OPTUM Support • Informal Resolution is the Best Case Scenario • Ignoring an issue is implied acceptance

22. When Informal Resolution just won’t do…

23. Disciplinary Show Cause Process • Show cause letters to employee • Allegations and evidence • Decision on findings (proposed penalty) • Decision on disciplinary action/penalty • Implement disciplinary action

24. Disciplinary Show Cause Process First show cause letter • details the allegations and breaches being considered • offers the officer the opportunity to respond (14 days) Second show cause letter • considers the officer’s response to first letter • includes decision maker’s findings, based on balance of probabilities • if appropriate, proposes disciplinary penalty or finalises the process • offers the officer the opportunity to respond (7 days) Final letter • provides notification of decision and appeal options

25. Further assistance HR Contacts are always the first point of call The CMU within Employee/ Workforce Relations always happy to assist. Case Management Framework – https://inside.tmr.qld.gov.au/corp/insidehr/Documents/Case%20Management%20Framework.pdf#search=case%20management%20framework Employee Complaints – https://inside.tmr.qld.gov.au/corp/insidehr/Pages/Employee-complaints.aspx Industrial Relations Act 1999 – https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/I/IndustRelA99.pdf Public Service Act 2008 – https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/P/PublicServA08.pdf Code of Conduct – https://inside.tmr.qld.gov.au/corp/insidehr/Pages/Code-of-Conduct.aspx

26. Reflect What is your key take away message?