A Review of Grievances and Complaints Procedures Jan Stuart, Senior Consultant Human Resources...
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Transcript of A Review of Grievances and Complaints Procedures Jan Stuart, Senior Consultant Human Resources...
A Review of Grievances and Complaints Procedures
Jan Stuart, Senior Consultant
Human Resources
Beverley Hill, Manager
Equity and Diversity
The University of Western Australia
OMBODSHEAA Conference
The University of New England
4th December 2006
The Problem(s)
• Too many processes -- how to choose the right one
• Processes too complex and time consuming• People not always happy with the process (let
alone the outcome)• Perceptions of ‘ad hocery’ • Auditor-General demanding better
accountability on complaints from all public sector bodies
• Commonwealth legislation requiring clear and accessible processes as part of governance protocols
Scope of the Problem
• Public Complaints -- no formal system other than for parking
• Student Grievances and Complaints -- different procedures for PG and UG
• Staff Grievances and Complaints -- general policies & guidelines, industrial agreements and legislation, equity legislation, safety & health legislation, research conduct leading to confusion
Our Approach
• Establishment of a Working Party chaired by Robyn Carroll, UWA Law School
• Representation from across the University -- Legal Services, Equity & Diversity, Human Resources, Vice-Chancellery, UG Studies, PG Studies, Guild
Terms of Reference
• To identify the nature and range of complaints and/or grievances that may occur in the University
• To review the various mechanisms by which these complaints and/or grievances are currently resolved
• To advise on principles that should pertain in the resolution of these complaints and grievances
• To identify ways in which current grievance/complaint processes can be improved and/or streamlined
Methodology
• Scanning the literature• Conducting an online survey --
complainants, respondents, managers and others (eg witnesses, advocates, mediators)
• National research -- Professor Hilary Astor
• Establish three Sub Committees -- public complaints, student grievances and complaints, staff grievances and complaints
Principles to be Maintained
• To base processes on existing management structure• To resolve grievances and complaints at the lowest level
wherever possible• To reinforce that grievance and complaint resolution is an
integral part of a manager’s duties• To refer complaints to a range of dispute resolution
processes (including reference to an externally constituted body) where appropriate
• In some instances to address the issues raised by a complaint as a responsibility for duty of care even if a complaint has been withdrawn or the concerns have arisen in a context other than as a formal complaint
• To operate in accordance with procedural fairness in the resolution of grievances and complaints
Issues Raised (Staff Complaints)
• Need for clarity in interpretation of terms and processes
• Less than effective use of procedures by management at the local level leading to concerns about timeliness
• Need to comply with a complex legislative environment and to adhere to international standards
• Need for policy and operational consistency and alignment
• Lack of coordination and system reporting -- risk management concern
Designing a Procedural Framework -- Five Steps (1)
1. Identifying a ComplaintAre there grounds?
Who can help?
2. Making a ComplaintWhat are the entitlements of the parties?
3. Assessing and Managing a ComplaintWho is the right person to manage the complaint?
Who has the authority to do what is required?
Is there is role for conflict resolution process while investigation proceeds?
Designing a Procedural Framework -- Five Steps (2)
4. Complaints and Dispute Resolution (processes)
What process is best suited to resolve the complaint?
At what level should the complaint be resolved?
5. Determining and Managing OutcomesWhat will be done?
• Report?
• Recommendations?
• Agreements?
• Sanctions?
Areas of Recommendation
• A coherent policy and simplified procedures• Systemic data collection and reporting• Simplicity, coherence, alignment, and integration in
procedures• Awareness raising and information for complainants and
respondents• Skilling those charged with managing complaints
(training and support)• Careful ‘before’ and ‘after’ management• Adequate record-keeping• Using a case management approach• Providing adequate resources• Developing performance indicators
• Enforcing agreements
Some ‘Difficult’ Issues(System and Process)
• Simplification -- Yes, but how?• Responding to anonymous complaints --
whistle blowing • ‘Formal’ versus ‘Informal’ complaints• Complexity of current industrial
agreements -- one staff, one process• The authority of the Head of School• Adequate resources
Some ‘Difficult’ Issues(The Participants)
• Personal capacity and skills of the managers -- the need for training and acknowledgement of responsibility
• Perception by staff that complaints are ‘career limiting’
• Perception that some people are ‘untouchable’
• The ‘emotional intelligence’ and/or mental health of participants
• Power differentials