BSBHRM512A_BUS Presentation 3

BSBHRM512ADEVELOP AND MANAGE PERFORMANCE MANAGEMENT PROCESSESPRESENTATION 3

PRESENTATION OBJECTIVES

At the end of this presentation you will be able to:

• Understand how performance-management processes are

implemented

• Evaluate progress and performance

• Be aware of legislation and regulation

• Recognise the diverse issues and to know when counselling and

discipline come into consideration

• Know the terminating employment rules

• Record outcomes

PERFORMANCE-MANAGEMENT TRAINING

Where certain competencies/performance indicators are consistently

being poorly met or unmet, a performance or skills gap exists

Identifying gaps is known as skills gap analysis or performance gap

analysis and managers need to be trained in carrying them out

Skills gaps can occur as a result of poor

• Selection processes and job specifications and descriptions

• Induction or training programs that result in employees not being

given the information needed to do their jobs

This leads to job dissatisfaction and stress

May lead to employees seeking employment elsewhere, thus

worsening the organisation's skills gap

PERFORMANCE MANAGEMENT PROCESS TRAININGSkills gaps are becoming an increasingly serious problem across all industries

and across the globe as a result of:

• Rapid changes in technology

• Constant introduction of new

industries and products

• Extended periods of strong economic

growth

• Increasing use of casual and part-

time employees

• An ageing workforce and negative

birth rate

• Increasingly competitive job market

• Low levels of unemployment

• Job seekers’ lack of interest in

particular industries

• Changes in the number of people

entering and completing training

• Increasing interest in skilled workers

from international organisations who

can afford to pay workers more

PERFORMANCE MANAGEMENT PROCESS TRAINING

Þ Skills development has become a priority for most organisations

Employers need to ascertain the amount and types of training required to

ensure all employees have the right knowledge, skills and attitudes to perform

the jobs they do and to meet organisational needs and objectives

Gap Analysis Process:

Identify organisation’s

needs/objectives

Identify competencies needed

Identify standards

Assess current skills

Determine skills/perfo

rmance gap

Develop learning

programs1 2 3 4 5 6

Performance appraisal documentation is the ideal basis for a skills/performance gap analysis, as they provide all the information required by steps two, three and four.

PERFORMANCE MANAGEMENT PROCESS TRAINING

Once a skills/performance gap analysis has been carried out,

organisations can:

• Create a report that details the overall training needs for the

organisation

• Develop a budget for investment in learning and training

• Prioritise the learning needs identified (some gaps in knowledge,

skills and attitudes will be more urgent than others)

• Develop learning and training plans to address gaps (these plans

will outline what needs to be learnt and the most appropriate

methods for delivering learning)

PERFORMANCE MONITORING AND INTERVENTION

Performance-management systems consist of more than formal appraisals

they consist of ongoing feedback and evaluations to guide and support

employees = progress is monitored, training and development is supported

and communication is improved

Regular evaluations clarify and reinforce information, procedures and diverse

expectations. They allow the manager to discuss the employee’s progress

since the last review

Ongoing feedback technique ‘Management by walking around’

Managers should keep feedback specific with clear examples of recent

behaviour. It is destructive to bring up past behaviour and grievances.

Managers should deal with the current situation

For more details, refer to this chapter in the eBook


Legislation and Regulations

Managers involved in performance-management need to be aware of

legislation relevant to performance-management functions. They need to

know both the principles involved in the laws and the technical aspects of their

application.

Legislation is a set of rules, regulations or guidelines passed by an act of

parliament. Legislation that might be applicable includes:

• Legislation dealing with discrimination

• Human rights legislation

• Fair work legislation

• Privacy legislation

• Legislation dealing with health and safety


The framework of laws governing performance-management is becoming

increasingly complex, particularly those laws that relate to addressing poor

employee performance.

Employees have more and more legal options to challenge or dispute negative

treatment they might encounter in the performance-management process.

=> Managers involved in performance-management need to understand the

legal framework in which they are operating to avoid or defend a disciplinary

sanction in a court or tribunal proceeding

EMPLOYEE CONTRACTS

Legal contracts that include provisions relating to:

• The employee’s duties and responsibilities

• Codes of conduct that employees are required to comply with

• Organisational policies that employees need to observe

• The grounds upon which an employer can terminate without notice

• The period of notice that an employee needs to be given when

employment is terminated with notice

• How and when an employee’s performance will be appraised or reviewed

• How the employee will be renumerated for their work


Health and Safety Legislation

Under health and safety legislation, employers have a duty to ensure that

employees' working environments are safe and pose no threats to their health.

Under this legislation, risks to health and safety include bullying and violence

in the workplace.

Managers should be careful not to:

• Verbally abuse employees

• Exclude or isolate employees

• Give employees impossible tasks or assignments

• Harass employees, psychologically or otherwise

• Intimidate employees

• Intentionally withhold information that is vital for effective work performance

• Assign meaningless tasks to employees their job


Anti-discrimination Legislation

Managers need to ensure that the performance-management process does not

contravene anti-discrimination legislation.

Employers and managers are considered to be acting in a discriminatory

manner if they impose an employment condition that:

• An employee with a particular attribute cannot comply with

• A higher percentage of people without an attribute can comply with

• A higher percentage of people with a different attribute can comply with

• Is universally applied and that people with an impairment or a disability

cannot meet (e.g. a person who is suffering from an anxiety might not be

able to meet requirements to attend meetings)

• Is unreasonable


Unfair Dismissal Legislation

• If managers decide that an employee's performance is so poor as to

necessitate dismissal, they must be aware of the requirements and

possible consequences of dismissal under unfair dismissal laws

• The primary piece of legislation relating to unfair dismissal is the Fair Work

Act 2009 (Cwlth)

• Under this legislation, employees can claim their dismissal was harsh,

unjust or unreasonable, was not a case of genuine redundancy or the

dismissal was not consistent with the Small Business Fair Dismissal Code

• Unlawful dismissals are primarily based on discrimination grounds and

notice periods


Determinations about unfair dismissals will be based on:

Whether there was a valid reason for the

dismissal

Whether the employee was notified of the

reason for dismissal and given the opportunity to

respond

If the dismissal related to unsatisfactory by the

employee, whether the employee was warned

about that prior to dismissal

The degree to which the size of the employers’

organisation might impact on the

procedures

Any other matter that Fair Work Australia considers relevant

COUNSELLING AND DISCIPLINE

Underperformers exist in almost all organisations. They might fail to meet

organisational expectations, do the minimum to get by, be uncooperative,

have a negative outlook, fail to concentrate or be easily distracted, take

excessive sick leave or frequently be late, or be problematic in some other

way. They can be identified via appraisals.

Each organisation will have its own policies and procedures for dealing with

underperformers. However, most organisations will agree that it is better to try

to bring the employee's performance up to the required standard, rather than

terminating them and going through the recruitment and hiring process again.

It is in their best interest to retain employees wherever possible.

How? - Private meeting with the underperforming employee

- Tell what it is being done and what needs to be done

- Explanation from the employee


Exactly how to deal with underperformers varies according to the individual.

why are they underperforming? Personal issues, work , financial problems,

marital issues, illness?

These issues might be transitory and might resolve themselves quickly. If so:

• Cut them some slack for a short period of time, particularly if they have

been reliable/high-performing workers

• Look at change work duties and responsibilities, reducing their workload,

giving less stressful or less difficult tasks

Employee Assistance Programs (EAPs) help employees deal with problems that

might negatively affect their work performance health, and wellbeing

Often, employees underperform because they are not suited to their job tor

they do not have the necessary skills to do their job, if so they may need to be

moved into another position within the organisation


Causes of poor performance can be identified

Why is there poor performance?

For an employee to effectively meet performance requirements of a

position, it is necessary that the employee is competent in the tasks

required.

Competence is defined as:

Being able to carry out the work tasks required

• To the standard required

• Under the specific work-related conditions of the workplace


To develop competence in an employee, three learning components

need to have been satisfied during training and employees need to

prove their ability to complete tasks as part of an assessment

• Cognitive learning- a person's ability to retain and recall information and to understand facts and concepts

Knowledge

• Psychomotor learning - based on muscle reaction to impulses from the brain and identified with a physical action of some type

Skill

• Affective learning – shapes our willingness to do something, based on our motivations and how we view the world around us

Attitude

COUNSELLING AND DISCIPLINEIf an employee does not have necessary competence, knowledge, skills

or attitude to do the job, efforts need to be made to give the employee

the chance to acquire those skills.

An Employee Development Plan should be drawn up it should contain:

• Areas of current job performance that require attention

• Development objectives

• The means by which progress towards the objectives will be measured

• An action plan (steps: training, coaching, mentoring)

• Resources to be used

• Timetable for the steps referred above

• An agreement as to how progress will be monitored

• Comments by the employee

• Comments by the appraiser/manager/supervisor of the plan

• An agreed time for review of the plan and employee performance/progress


If, once all possible assistance has been given to the employee, and the

employee's performance still does not improve, then it will be

necessary to institute progressive discipline. This may be different

across organisations, however most discipline dismissal processes

require managers to work through stages:

Stage 1: Manager and employee work together to determine what

needs to be done. Verbal warning and documented in writing

Stage 2: If no sufficient improvement, written warning is done and

employee is on notice

Stage 3: If employee’s performance is still not improved, should be

given a final warning

Stage 4: If after these last 3 stages, performance still not improved,

employee’s employment will terminate with explanation

DISPUTE-RESOLUTION PROCESSES

There will be instances when there will be a break down in the

performance- management process.

An employee might not agree with the appraisal the line manager has

given them. If no resolution can be negotiated options under the

organisation’s dispute resolution or grievance process.

Grievance process: more formal than a negotiation process.

Essential part of managing employee concerns and avoiding possible

lawsuits.

provide a framework in which issues can be discussed, decision can

be reviewed, facts can be identified, outcomes can be reached


Employees can state their grievance verbally or in writing. Employees

have the right to have a representative present at any step in the

process and an employee's grievance should be treated confidentially

unless the employee agrees to involve other people.

Basic elements of grievance process Typical grievance resolutions steps

- A timeline outlining how disputes will be dealt with

- How complaints should be submitted and to whom

- Identification of who will review the complaints and make the determination

- A statement that retaliation against any employee who brings a complaint is prohibited

- A statement that management will report back to the complaining party and that the decision is final

- Employee discusses issue directly with a supervisor/manager

- Dispute and action recorded at each step- Issue brought to HR who assign someone

to attempt resolution- Employee discuss with supervisor/manager

with HR- Employee or representative refers the

issue to Fair Work Australia for resolution


If an employee is dissatisfied with final determination of internal

grievance procedures, employees can hire a lawyer and file a lawsuit

Managers need to remember that when dealing with employee queries

or grievances there are various legislative structures that apply.

These include:

- Anti-discrimination

- Anti-harassment

- Equal Employment Opportunity (EEO)

TERMINATING EMPLOYMENT

As a last resort, an employee may need to have their employment

terminated.

When an employee departs an organisation, whether it is due to a

resignation or termination at the initiative of the employer, there are a

number of matters for an employer to close-off. The employment

termination or resignation must be documented and recorded.

The human resources department or line manager might need to

check if computer access has been barred, all credit card facilities

have been cancelled, subscriptions have been cancelled,

superannuation fund has been notified of the departure from the

organisation, internal financial delegations have been updated and

other internal parties have been advised appropriately.

RECORDED OUTCOMES

At a federal level, employers are required by the Fair Work Act 2009 and

Fair Work Regulations 2009 to keep certain employee records for a period

of seven years. These records include:

• General details about the employee, including date of birth, date of

employment commencement, status of employment and job

description

• Hours worked and wages paid, including details of any overtime taken

by the employee and the remuneration rate

• Leave taken by employees

• Superannuation contributions paid by the employer on behalf of the

employee

• Details relating to termination of employment, including the way in

which the employment was terminated and by whom

RECORDED OUTCOMES

Each organisation has its own policies as to how performance-

management documentation should be stored.

Guidelines that help managers to maintain confidentiality include:

• Information kept in employee files should only relate to performance-management

• Performance documents should be out of sight and reach in public areas

• Performance-management documentation not on manager’s desk when desk is

unattended

• Employee information should never be disclosed to people not involved in the

employment management process

• Unauthorised access to an employee’s performance information on computers should be

password protected

• Disks containing an employee’s performance information should be stored securely

• Only those people who need to access files should be authorised and able to access that

information

PRESENTATION SUMMARY

Now that you have completed this presentation you will know about:

• Implementation of performance management

• Evaluation of progress and performance

• Legislation and Regulation

• The diverse issues leading to counselling and discipline

• Know the terminating employment rules

• Recorded outcomes

BSBHRM512A_BUS Presentation 3

Education

Transcript of BSBHRM512A_BUS Presentation 3