People and
Performance
Session overview:
• Corporate HR
• IMD Capability
• People Performance
Corporate Human Resources
How does it all link together?
TMR People Plan
HR Program of works
IMD Capability Committee
•
Given life by the IMD Capability Strategy and Action Plan.
•
Drives and ensures the implementation of the Capability Action Plan through
ongoing monitoring and evaluation;
•
Reports progress, key decision points and risks to the Infrastructure
Management and Delivery Division Senior Leadership Team (SLT) for action;
•
Acts as a conduit for the implementation of Corporate Operations Branch
capability initiatives; and
•
Is the capability “think tank” for IMD.

People Performance
What is it?
The Employee Cycle
Recruitment
& Selection
Transition &
Separation
Onboarding &
Probation
Workforce
Planning
What are your
responsibilities?
Performance
&
Recognition
Succession /
Progression
Development
How does People
Performance apply to each
stage of the Employee Cycle?
Making Decisions
“Fork in the Road”
We all make decisions every day and all these decisions
have consequences
Behaving ethically can then be defined as ‘doing the right
thing’
Sometimes it is clear what we should do - the ethical
decision is about choosing to do the right thing
“liable to be called to account” “responsible” “answerable”
Workplace Issue Discussions
-
-
Get the facts
- Investigate – Is it a real problem? Or a rumour?
Be Timely
- Confront the issue before it affects the work
environment or overall work performance
- Ignoring an issue is implied acceptance
Set a Goal
- Know what you want to achieve from the
conversation
- Get to the point and avoid “sandwich feedback”
Informal Resolutions are the Best Case Scenario
Reasonable Management Action
Behaviour will not be considered bullying if it is
reasonable management action carried out in a
reasonable manner
This exclusion is comprised of three elements:
• the behaviour must be management action
• it must be reasonable for the management action to be
taken, and
• the management action must be carried out in a
manner that is reasonable
What is Management Action?
The following are examples of what may constitute management
action:
• Performance appraisals
• Ongoing meetings to address underperformance
• Counselling or disciplining a worker for misconduct
• Modifying a worker’s duties including by transferring or re-deploying
the worker
• Investigating alleged misconduct
• Denying a worker a benefit in relation to their employment
• Refusing an employee permission to return to work due to a medical
condition
Ref: “Awkward Performance Review” Source: Youtube VitalSmartsChannel
Practice Scenario
Everyday occurrences
You are a supervisor in a warehousing operation. You recently
instituted a “No Smoking” policy in the facility. All employees were
notified of the policy change. It was not well-received. As you walk
down aisle B in the warehouse, you see a cloud of smoke and then
see Chris running to aisle A.
You need to talk to Chris.
**Assume that the supervisor has checked facts
Practice Scenario
Everyday occurrences
You are an office manager overseeing a department of
25 people. One of your employees comes to you and
complains about Pat’s unpleasant body odour and how
difficult it is to work in the same area.
You agree to talk to Pat.
Practice Scenario
Everyday occurrences
Jason is an apprentice stationed at a work camp in outback
Queensland. The tradesman he is apprenticed to, Phil, has
been taking on apprentices for many years and is highly
respected by his workmates. Jason is often sick on the job, and
complains of tiredness and that working in the sun is too hard.
After one long day of Jason complaining Phil has finally had
enough, and says to Jason, “well if you can’t handle it, mate,
maybe this isn’t the job for you.”
Jason complains to you that he is being bullied and asks you
whether you think he should report Phil.
Which way would you go?
Practice Scenario
Everyday occurrences
Sidney has recently been missing work. She tends to call in at the
last minute, and there seems to be a pattern developing of Mondays
and Fridays. Sidney has been in rehabilitation in the past for alcohol
abuse.
You need to talk to Sidney.
Practice Scenario
Everyday occurrences
You are a payroll manager supervising 25 people. Your team
works in close quarters with little physical separation between work
stations. Drew is one of your best performers, yet you have
received complaints that Drew tends to sprinkle conversations with
rather crude and vulgar references. This is not a team of saints,
but some have complained that Drew is crossing the line.
You need to talk to Drew.
Practice Scenario
Everyday occurrences
You are the Director of human resources. You asked your benefits
administrator, Morgan, to immediately send new benefit information
to your boss for her review. The next day, you are chewed out by
your boss for not sending her the information. You look bad.
You decide to talk to Morgan.
Practice Scenario
Everyday occurrences
You are the Director of finance. Your administrative assistant, Ryan,
is often late getting to work. You have tolerated it for the past year
but your work load has increased and you need all the help you can
get, especially at the start of the day. With Ryan coming in late, it is
starting to affect your ability to get your job done.
You need to talk to Ryan.
Practice Scenario - Outline
Set Purpose of the Meeting
Describe the Behaviour
Listen to the Reaction
Agree on a resolution
Document the Discussion
When Everyday Scenarios go south
Contact HR
Advise
Manager /
Directors
Consult
Policies/
Procedures &
Directives
Always,
Always,
Always,
Document!
Key Messages:
•
•
•
•
Consider confidentiality
OPTUM Support
Informal Resolution is the Best Case Scenario
Ignoring an issue is implied acceptance
When Informal Resolution just
won’t do…
Disciplinary Show Cause Process
• Show cause letters to employee
o Allegations and evidence
o Decision on findings (proposed penalty)
• Decision on disciplinary action/penalty
• Implement disciplinary action
Disciplinary Show Cause Process
First show
cause letter
Second show
cause letter
Final letter
• details the allegations and breaches being considered
• offers the officer the opportunity to respond (14 days)
•
•
•
•
considers the officer’s response to first letter
includes decision maker’s findings, based on balance of probabilities
if appropriate, proposes disciplinary penalty or finalises the process
offers the officer the opportunity to respond (7 days)
• provides notification of decision and appeal options
Further assistance
•
HR Contacts are always the first point of call
•
The CMU within Employee/ Workforce Relations always happy to assist.
•
Case Management Framework –
https://inside.tmr.qld.gov.au/corp/insidehr/Documents/Case%20Manage
ment%20Framework.pdf#search=case%20management%20framework
•
Employee Complaints –
https://inside.tmr.qld.gov.au/corp/insidehr/Pages/Employee-complaints.aspx
•
Industrial Relations Act 1999 –
https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/I/IndustRelA99.pdf
•
Public Service Act 2008 –
https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/P/PublicServA08.p
df
•
Code of Conduct – https://inside.tmr.qld.gov.au/corp/insidehr/Pages/Codeof-Conduct.aspx
Reflect
What is your key take away message?