louise woolridge / andy davies human resources

Louise Woolridge / Andy DaviesHuman Resources

HR Services• We provide a range of services to you which includes

expert advice from professionally qualified staff.• Establishment of new posts, advertisement, recruitment &

selection of new staff.• We support a range of wellbeing activities for you and

your staff including OH referrals and return to work programmes.

• Performance management including training on the appraisal process.

• Provision of employee benefits to recruitment of quality staff and remain an employer of choice.

HR Survival Kit for Managers - content

R&SProbationCapabilitySickness AbsenceGrievanceDisciplinary

HR Survival Kit for Managers - Objectives

• Provide you with knowledge of key HR processes.• Enable you to deal with common place staffing problems

before referring to HR.• Understand when HR should be contacted for expert

guidance.• Understand where to look for further support/reference.


Recruitment & SelectionR&SProbationCapabilitySickness AbsenceGrievanceDisciplinary

Recruitment & Selection

• All organisations do this differently.• Main legislation surrounding R&S is through the Equality Act

2010; i.e. don’t discriminate against anyone or group of applicants.

• We run separate R&S workshops which you will need to undertake prior to conducting an interview.

• The LPDC website contains advice on induction at Keele.• And don’t get me started on advertising costs…..



And now it’s time for a quiz….


How many jobs were advertised at Keele in 2012/2013

A. 121B. 371C. 243D. 91

How many jobs were advertised at Keele in 2012/2013

The answer is 371

How many interviewees were there in 2012/2013?

A. 1184B. 421C. 232D. 871

How many interviewees were there in 2012/2013?

The answer is 1184

What % of new starters remained at Keele for more than 1 year?

A. 91%B. 99%C. 94%D. 97%

What % of new starters remained at Keele for more than 1 year?

The answer is 94%

How much was spent on advertising vacancies in

2012/2013?

A. £180kB. £60kC. £100KD. £80K

How much was spent on advertising vacancies in

2012/2013?

The answer is £180k


Summary:- We have workshops to prepare you for interviews.

- We will soon have these available as e-learning.

- Please book through the LPDC website.


ProbationR&SProbationCapabilitySickness AbsenceGrievanceDisciplinary

Probation• There are a variety of probationary periods ranging from 6

months to 3 years.• This will have been identified on the contract request form

following selection of the successful candidate.

• ……Why do you think it is important for both colleague and manager?


ProbationEmployee Manager

Understand the organisation. Induct the employee into the organisation.

Fully understand the requirements of the post.

Get to know the strengths and weaknesses of the employee.

Show they have the skills and knowledge to perform the duties.

Confirm the employee has the skills and knowledge.

Undertake training required for the post and to meet any areas of development.

Identify areas for development.

Was the appointment right?


ProbationWhat would you do if an employee just isn’t meeting the

probationary targets?


ProbationWhat would you do if an employee just isn’t working out?• Need regular reviews and be honest.• Consider re-explaining tasks, re-training or developmental

training to increase ability to conduct the role.• If still not meeting expectations, state that clearly and

explain why.• Consider extending the probationary period to provide an

opportunity for the benefit of the training etc to be realised. • Document discussions – write to them.


ProbationWhat happens if you don’t have the honest conversation and you do confirm them in post at the end of their probation?


ProbationWhat happens if you don’t have the honest conversation and you do confirm them in post at the end of their probation?• You keep an under-performing colleague for a long time

(potentially).• There could be an impact on your business output and a

morale issue within your team.• You will need to manage them under the capability

procedure.• Your most effective way of dealing with someone who isn’t

performing is during their probation.


Quick QuizR&SProbationCapabilitySickness AbsenceGrievanceDisciplinary

What is taken into account when determining the length on probationary period?

1. Salary.2. Complexity, seniority, experience and terms &

conditions.3. Number of direct reports.4. Month in which appointed.

Which of the following comments is it likely to be unhelpful for a manager to make at a probationer's progress meeting?

1. The answer is: Complexity, seniority, experience and terms & conditions.


1. I've noticed a substantial improvement in your written work since our last meeting. In the past month, you made only one error, compared to 10 in the previous month.

2. I'd like you to work on improving your timekeeping. In the past month you've been over 15 minutes late on 10 different occasions, which is unacceptable.

3. Some further improvement in your work is required. While you have increased your output from 20 to 25 units per hour, the target output is 30 units per hour.

4. You seem to be doing ok generally.


The answer is: You seem to be doing ok generally.

Which of the following statements will help both employee and manager during the probationary

period?1. Lie about the employee’s

performance.2. Blame others for the employee

not achieving their objectives.3. Be honest and document

meetings.4. Change the probationary

objectives without informing the employee.

Which of the following statements will help both employee and manager during the probationary

period?The answer is: Be honest and document meetings.

Probation• Hand-outs:

– Guidance notes for Managers dealing with probationary periods.– Templates for probationary reviews – feel free to customise them.

• In summary,– Hold regular discussions.– Be honest.– Document discussions.


CapabilityR&SProbationCapabilitySickness AbsenceGrievanceDisciplinary

Capability• The aim of the capability procedure is to assist the member

of staff to achieve satisfactory work performance.

• However, continued underperformance may also result in relevant warnings and ultimately to dismissal.


Capability• The levels:

– Informal:• Stage 1 - Investigation of problem, identification of causes and provision of

guidance/advice/adjustments.

– Formal:• Stage 2 - First Formal Written Warning• Stage 3: Final Formal Written Warning• Stage 4: Dismissal

• We want to equip you to handle the informal stage of this procedure. For anything beyond this, call your HR link.


CapabilityWhat is the threshold where there is a capability issue?- Judgement call for a manager.- Often a failure to deliver outcomes or meet deadlines.- Series of smaller events that are continuous.- Should be used after probation.


CapabilityWhat factors could affect a colleague’s performance and what would you do to understand these better?- Health issues – refer to OH for a report to help determine

reasonable adjustments.- Wellbeing – the counselling service is available although this

may be picked up and signposted by OH.- Dyslexia – contact HR to arrange a Dyslexia assessment.- Work relationships – is everything ok within the team?


Capability• The purpose of informal guidance/advice is to provide a

positive framework in which the colleague can improve their performance.

• Achieved by:– Support from the manager. – Advice, guidance, coaching, training or supervision.– Use of Personal Development Plans.

• Should be within a timescale that takes account of the context of the problem, the individual and the needs of the University.


Capability• Please read the case study for Barry.• If it helps, discuss the case with your neighbour.• Consider:

– Is this a case that you would deal with through the informal stage?– What questions would you have for Barry?– Would you refer Barry to anyone to establish any further

background?– What would you do about the interaction within the team?


CapabilityInformally?

Yes. It could be argued that action should have been taken earlier. There is now plenty of substance to include in an honest conversation. Main output should be a Personal Development Plan which is reviewed regularly.

Referral/Signposting:

Referral to OH – the text must be shown to Barry.Outcome is to ensure he is receiving the right treatment from GP, that you are aware of impact of any medication/treatment and possible further referral to counselling service.

Questions for Barry:

How does he think his performance has been?

Any issues you need to be aware of?

How is he getting on with the wider team?

How are the 121s with staff going?

Has he identified any training/support needs?

Team Interaction:

Speak to the all team leaders and advise them that poking fun has to stop.

Remind them they have a responsibility as Team members to lead by example.

Ask how they can all work together with common outputs.


Capability• Completion of a Personal Development Plan.• Depends on context but for Barry, 6-8 weeks.• Objectives: Specific, Measurable, Achievable, Realistic, Time

bound.


Have a go at writing a SMART objective for Barry to prepare the packs for the next open day which is due on 22 March.

CapabilityIn summary:• Act promptly where there are capability issues.• The informal stage is an opportunity for both parties to

quickly resolve an issue.• Can’t work/won’t work - capability is about can’t work.

Won’t work is a disciplinary issue.• Where you have followed the informal stage, with a PDP and

suitable period of time for improvement, and there are still problems…..call you HR link.


Break for 15 minutes.

Sickness AbsenceR&SProbationCapabilitySickness AbsenceGrievanceDisciplinary

Sickness AbsenceR&SProbationCapabilitySickness AbsenceGrievanceDisciplinary

So ….. Why manage sickness absence?

Sickness Absence• Cost of loss of productivity and working time• Impact on service• Impact on others – morale, pressure of workload• Duty of care and responsibility to the member of staff off

sick• Contagion! • Managerial and moral obligation

Sickness Absence• Work related factors for sickness absence could be:

- Working patterns making it difficult to manage work/family commitments

- Terms and conditions e.g. pay, holiday, etc.- Career or job frustration – leads to boredom and inertia- Management style – need for direction, support, recognition, development- Perceived stress

- Specific problems at work, e.g. bullying, workload- Environmental factors affecting employee’s levels of comfort

at work.

Types of sickness absence

• Long-term• Short-term, intermittent, or sporadic• Non-compliance with sickness absence

reporting procedures


Sickness Absence – Information and Records

• Information on sickness history, patterns, trends and reasons can be accessed on the HR Dashboard http://hrinfo.admin.keele.ac.uk/

• A referral to Occupational Health, if appropriate, can provide up to date, impartial medical information and advice, to help you manage the case, support the individual, and inform your decision making and consideration of adjustments

• It’s vital that detailed and accurate records are kept by managers, throughout all stages of the sickness absence case – these clear audit trails could defend your position when/if you need to.


http://hrinfo.admin.keele.ac.uk/



Sickness Absence – Information and Records


Disability and Reasonable Adjustments

• A disability is defined in the Equality Act 2010 (Disability Regulations) as:

“a physical or mental impairment that has a substantialand long-term adverse effect on an employee's ability

to carry out normal day-to-day activities”.

• Employers have an obligation to consider any reasonable adjustments, which may include:

- Specialised computer hardware or software - Increased flexibility to attend medical appointments - Disabled access to a building or floor- Specialist equipment to assist with lifting, carrying or portering duties - Additional time allowance for writing reports, letters, grant publications, etc.


Sickness Absence quiz!What would you do first??! Put the following in order of action/consideration:• Refer to Occupational Health• Contact the employee• Contact HR• Consider a formal sickness incapability hearing• Invite the employee to meet with you• Conduct Return to Work interview• Discuss and consider reasonable adjustments • Discuss and agree a phased return to work• Make file notes of phone conversations• Write to the employee as not been possible to speak to them by phone • Find out reason for absence and request Fit Note• Implement attendance targets and monitor over set timescales


Sickness AbsenceIn summary:• Act promptly, and maintain regular contact with the employee• Ensure that poor attendance is closely monitored and

managed• Refer to Occupational Health as per timescales, and act upon

this medical advice in conjunction with HR• Meet with the employee to discuss absence, well being and

possible ways forward• Keep clear, detailed audit trails and notes of all

communication• Refer more complex sickness absence issues to HR


Complaints & Grievances R&SProbationCapabilitySickness AbsenceGrievanceDisciplinary

Complaints & Grievances

• Scenario: How would you manage a situation whereby one of your employees writes to you formally, to say they believe they have been treated unfairly?

• Consider in pairs, what steps you would take and why.


Complaints & Grievances R&SProbationCapabilitySickness AbsenceGrievanceDisciplinary

Complaints & GrievancesThe principles of informal meetings:

• Confidential 1 to 1 with the member of staff• Conducted in a private room/setting where the member of staff feels

comfortable• No HR or Trade Union presence• Open and probing discussion to establish facts• Recommended 80:20 (employee:manager) ratio for discussion• Establishing:

– What the individual wants to achieve– How they would want to achieve it– What role the manager has in achieving the resolution

• No formal action taken or decision made at this meeting against any party involved


Complaints & GrievancesIn summary:• Can arise at any time where staff have a grievance relating to

their employment.• Need to be dealt with immediately and every effort will be

made to seek a resolution to the matter through informal discussions.

• The aim is to resolve all grievances and disputes in a timely, consistent and equitable manner.

• Good, detailed records should be taken at all meetings and kept confidentially on a case file

• Refer more complex or unresolved issues to HR


Disciplinary R&SProbationCapabilitySickness AbsenceGrievanceDisciplinary

Disciplinary

• It’s the ‘won’t do’ rather than the ‘can’t do’

• For what kind of acts might you consider taking disciplinary action?


DisciplinaryInformal Action:

• Used wherever possible• Used for minor offences – can be a “quiet word”• Highlight the areas of concern and consider the use of guidance/training• Warning that more formal action may be taken if unacceptable conduct

continues• Confirm in writing the details of the issue and what improvement is

required• Highlight that this may be referred to if formal action becomes necessary • Must be done promptly!


DisciplinaryFormal Action:• Used when Informal action is not appropriate or has not been successful• More serious offences• Consistent breaches of rules and/or procedures• Serious breach of rules and/or procedures• Employee must be informed of allegations in writing • Investigation required - no disciplinary meeting can be convened without

an investigation• May need to consider suspension depending on the seriousness of the

offence• Formal warnings can only be given at formally convened disciplinary

hearings


Disciplinary Quiz!Please consider:

Could the situation be resolved through formal/informal action?

Is there a need to suspend the employee? If so, why?

Is this situation likely to result in a warning/dismissal?


DisciplinaryThe cost of getting it wrong!

Did you know?? The maximum compensatory award

for Unfair Dismissal currently stands at £74,200


Disciplinary - Summary• The primary purpose of the disciplinary procedure is to ensure acceptable

standards of conduct are met and maintained.

• Disciplinary issues are breaches of these standards of conduct – otherwise known as Misconduct, or if severe, Gross Misconduct.

• As a Line Manager you are likely to be appointed as the ‘Investigating Officer’ for a member of staff in your team.

• As a Senior Manager you may be appointed to hear a disciplinary case .

• Managers should seek HR advice before invoking this procedure.

• Maintaining confidentiality is imperative, within and outside the University.


So, do you think you can survive HR matters?!

Summary:• Keep records or

conversations that you may need later.

• Act early to prevent issues escalating.

• Contact your HR link.

Information at your fingertips!

• HR link person (see HR website homepage for details)

• HR website – policies & procedures

• DOHS website• ACAS website• HR Dashboard


louise woolridge / andy davies human resources

Documents

hr policies

recruitment selection

hr link

hr survival kit

recruitment panel

knowledge of key hr

recruitment of quality

worst employee