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February - Club Victoria Inc.

February - Club Victoria Inc.

14 CLUBConnect December

14 CLUBConnect December 2011

Compliance and PerformanceManagementBy Nick Tindley, ER Team LeaderAny good human resources article will sprout the benefitsof processes, policies and procedures that ensure a robustworkforce who are legislatively compliant and performingto their best. This article will be no different, except that it willalso aim to provide some practical steps and hints to employers toensure a professionally managed workforce where performanceexpectations are determined early, effectively managed, andperformance issues quickly addressed.ComplianceEmployees are more resourced, more trained, and more awareof their workplace rights than ever before. Safety, industrialrelations, anti-discrimination are just a few of the complianceinitiatives that are required to be introduced and followed withina business.• Compliance goes beyond formal legislative requirement andextends to all work practices within your business:• Why do you have this work process? - Will it minimise risk,ensure speed and accuracy, comply with health and safetyissues, ensure consistency and control?• Is it doing what it was developed to do? - when was it lastreviewed, has anything in the process changed that will affectthe use of the system?• How was it developed? – who was involved in it’s creation,did affected staff get involved, was is tested prior to beingintroduced?• How was it communicated to staff? – were staff trained in thenew system, did staff need to sign off to it, what was providedfor low literacy or NESB.• When was it last reviewed? – ensure you implement a reviewprogram.• What happens when staff don’t comply? - what are theconsequences if people do not follow.Performance ManagementIf you do nothing else as a manager, the way you deal with a poorperformance will set you apart.Poor performance impacts the whole business in more ways thanone. It lets the team down, puts pressure on others to increasetheir performance, it can lead to absenteeism, workplace injuries,and staff turnover. It will impact on your ability to find and keepgood staff, and if that is not enough it will cost you results, timeand money.Aim of Performance ManagementThe aim of Performance Management is to improve performance.It is the ongoing management of performance and conduct toensure successful achievement of work and business outcomes. Itis used to identify and discuss situations where performance doesnot meet the required standard.Absenteeism, high turnover, team conflict, poor sales results,increased mistakes are all signs that the performance is not right.Are there underlying issues that you are not aware of, is it a groupissue or can it be pinpointed to an individual.Review the following points to make your next approach toperformance management successful.• Ensure that action is necessary - Review the issue anddetermine if there is in fact an issue.• Gather your facts/evidence – data, information, results, reports,customer feedback, rumours, gossip all help to build a profileof what is going on, who is involved, what part if the team/business does it affect, is this a once off, regular or ongoingissue. Has it been addressed previously and if so what was theresult and why is it different this time.• Plan your approach beforehand - Some performance issuesneed to be dealt with immediately, others can be discussed overa longer period of time. It is important to spend even a fewminutes, planning how the discussion will take place.• Approaching the staff member – regardless of what level ofseriousness the issue is about, staff should be approached withregard for their sensitivities, personality and confidentiality.• Hold a meeting and get right to the point – if the staff memberknows that they have been asked to see you for a disciplinary orperformance issue, get to the point and discuss is.• Follow-up –If solutions, timeframes and standards of expectedperformance are set during a performance managementmeeting, ensure dates are also set around follow up.Other TipsIn gathering the facts and developing appropriate meeting plansand possible solutions consider the following:• Is the employee clear on the expectations of their role?• Have they been provided with full instructions on the requiredstandard?• Has the employee’s performance consistently been belowexpectations?• Examine attendance patterns – has there been a recent change• Investigate reasons for sick leave.• Look for examples of deteriorating behaviour.• Consider changes in personality.• Are there any external factors that may be impacting onperformance? cCCLUBConnect February 2012 15

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