英国酒店集团培训材料分享

GarethEdwardsAssistantGroupTrainingManagerManagingConductandPerformanceCourseObjectives:Bytheendofthiscourseyouwillbeableto:Understandtheimportanceofcounselling,andknowhowtoidentifypotentialproblemsUnderstandthedisciplinaryprocedureCarryoutformaldisciplinaryactionwithinthescopeofyourauthorityUnderstandtheappealsprocedureHowdoyoudealwiththe‘Challenging’membersofyourteam.......?ManagingConductandPerformanceManagingConductandPerformanceAtQHotelsALLmanagersmusttakeresponsibilityfordealingwithperformanceandconductissueswithintheirteamsThe‘ManagingConductandPerformance’CoursedealswiththisindetailThissessiongivesasummaryoverviewThemostimportantpieceofadviceistoALWAYS‘nipinthebud’anypotentialproblems!Tobeginwiththismaymeansimplyinformalcounselling....ManagingConductandPerformanceWhatisCounselling?CounsellingmeanstalkingtopeopleaboutpotentialproblemsimmediatelyandinformallyProblemscanoftenberesolvedbeforewhilsttheyareminorBeawareofyourteamandtheirworkperformanceNeveravoidapotentialproblem–itwillnotgoawayEncourageopenandhonestcommunicationwithyourteamManagingConductandPerformanceHowshouldcounsellingwork?AlwayscarryoutdiscussionsdiscreetlyandawayfromothermembersoftheteamListentoanyexplanationsputforward-theremaybeagenuinepersonalreasonforaproblem-tryandhelpfindasolutionMakeitquiteclearwhatisnotacceptable(conductorperformance)andthatimprovementisrequiredandthatthereisatimescale-explainthatnextstageislikelytobeformalactionKeepanoteonemployee’sfileforreferencepurposesIstherealegalrequirementtocomplywithsetprocedureswhenmanagingconductorperformance?InOctober2004,theEmploymentActmadeitalegalrequirementforallorganisationstofollowminimumstatutoryproceduresManagingConductandPerformanceFailuretocomplywiththesestatutoryprocedureswillrenderadismissalasautomaticallyunfair,andarelikelytoincreaseanydamagesawardedby10-50%ifprocedurehasbeenbreachedThislegislationwillbeamendedinApril2009shortly,howeverprocedureswillstillapplyandshouldalwaysbefollowedItisessentialthatyoualwaysleadbyexamplewhendealingwithformalconductandperformanceissuesManagingConductandPerformanceWhyhaveformalProcedures?TodealwithemployeeswhofailtomeetexpectedstandardofconductorperformanceTheprocedureensuresthatemployeesaretreatedfairlyTowarnclearlyoftheconsequencesifnoimprovementismadeToprotectthecompanyagainstclaimsforunfairdismissalAllemployeeswhohaveoneormoreyearsservicecanbringaclaimforunfairdismissalManagingConductandPerformanceWhocanbringaclaimofunfairdismissal?Allemployeeswithover12monthscontinuousserviceThosewithlessthanoneyear’sservicecanbringaclaimiftheybelievetheyweredismissedongroundsofdiscriminationegsex,race,disabilityetcEmployeeswithanylengthofservicecanbringaclaimofwrongfuldismissalManagingConductandPerformanceWhatistheroleofHumanResourcesinmanagingconductandperformance?HumanResourcesmustalwaysbeinvolvedateverystageoftheprocesstoensurethatthecorrectprocedureisfollowed–theyrepresenttheinterestsofbothparties–theCompanyandtheEmployeeManagingConductandPerformanceCarryingoutformalProceduresTherearetwoseparateprocedures:MISCONDUCTPOORPERFORMANCEHoweverthebasicstepsandproceduresarethesameHandlingMisconductSomeExamplesofMisconduct:PersistentAbsenteeismorlatenessUnauthorisedAbsenceMisuseofcompanyfacilitiesFailuretofollowcompanyrulesHarassmentDisorderlyConductManagingConductandPerformanceTheDisciplinaryStagesVerbalorOralWarning(Stage1)WrittenWarning(Stage2)FinalWrittenWarning(Stage3)Dismissal(Stage4)Rememberthatthesanctionimposedwilldependontheseriousnessofmisconduct/poorperformanceorwhetheritisarepeatofpreviousorsimilaroffenceRememberitisthe‘procedure’notthedecisionthatshouldbeconsistent,fairandreasonableegemployeesmaybetreateddifferentlyforthesametypeofoffencePriortotheHearingAfullandthoroughinvestigationcompletedtoestablishifthereisacasetoanswerWrittennotificationtoemployeeinvitingthemtoattendahearing,detailingtheallegation,informingthemoftheirrighttobeaccompanied,andincludingdetailsofanyevidencethatwillbeincludede.g.copiesoftrainingrecords,statementsetcPriortothehearingEmployeeshouldbeinformedaminimum24hourspriortohearing(maybelongerdependingonseriousness/complexityofcase(alwaysinformverballypriortosendingformalwritteninvite)Priortohearing,checkthefactse.g.lengthofservice,previouswarnings,anyknownmitigatingcircumstancestobetakenintoaccountAtthehearingUsethehearingchecklistManagermustalwaysbeaccompaniedbyanotetaker(normallyHumanResources)Introducethosepresentandkeepproceedingsprofessional–treattheindividualasyouyourselfwouldwishtobetreatedExplaintherightsoftheaccompanyingpersonClarifytheallegationsofthecase,usingevidenceasappropriateAllowtheemployeetostatetheircaseAtthehearingAskfollowupquestionsasrequiredIffurtherinvestigationisrequiredadjournthehearingKeepnotes,includingtimings(alwayskeephandwrittennotes,eveniftheminutesaretypedup)Aboveall,keepanopenminduntilhearingalloftheevidenceCheckthattherearenomitigatingcircumstancestobetakenintoaccounte.g.personalproblemsoutsideworkAdjournthemeetingtocon