Resolving Workplace Issues
Resources for Employees
2015
Note: This resource provides employees with information on the role of all employees in managing
and resolving workplace issues and the mechanisms available if they are subject to, or observe,
inappropriate behaviour or misconduct. More information is available in:
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Resolving Workplace Issues: Overview
Resolving Workplace Issues: Work Bullying, Harassment and Discrimination
Resolving Workplace Issues : Misconduct and Investigations
Directorates may have additional resources and policies that apply. Refer to your local HR area for
more information.
Contents
HOW DO I RESOLVE A WORKPLACE ISSUE? .......................................................................................... 3
Level One: Employee Manages and Resolves Workplace Issues at the Local Level ........................... 4
Level Two: Employee Manages and Resolves Workplace Issues at the Local Level with Assistance . 5
Level Three: Manage and Resolve Workplace Issue via ACTPS Enterprise Agreements .................... 6
WHAT CAN I EXPECT FROM THE ACTPS WHEN RESOLVING WORKPLACE ISSUES? ................................ 7
WHAT IF I AM ACCUSED OF INAPPROPRIATE BEHAVIOUR OR MISCONDUCT? ...................................... 7
APPENDIX A: Employee Assessment Tool for Identifying Workplace Issues .......................................... 9
APPENDIX B: Options for Resolving Level One Workplace Issues ........................................................ 11
APPENDIX C: How to Succeed in Challenging Discussions .................................................................... 13
APPENDIX D: Options for Resolving Level Two Workplace Issues ........................................................ 15
APPENDIX E: Open Door Protocol ......................................................................................................... 16
APPENDIX F: Other Complaints Management Mechanisms ................................................................. 17
HOW DO I RESOLVE A
WORKPLACE ISSUE?
If you experience or observe a workplace issue
which you believe to be inappropriate, or which
may constitute misconduct, there are several
steps you can take to address it – either by
yourself or with the support of your manager,
supervisor, Executive, or HR team. In all cases it is
important that you address workplace issues in a
timely and mature manner to support the
likliehood of a positive resolution.
What can I do?
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Don’t avoid the situation – make the first move
towards reconciliation and a resolution
Be open to new options for solutions
Remain flexible and adapt to the process as it
happens
Seek assistance and support where needed
Work towards having a positive workplace
How you address the workplace issue depends on factors such as:
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the type of behaviour;
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the context in which the behaviour occurs;
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the seriousness of the behaviour;
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the frequency of the behaviour or similar behaviours; and
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the impact of the behaviour upon yourself or others.
As a first step, you can use the Assessment Tool at Appendix A to determine whether the issue has
had a low, moderate or high impact in terms of your own or others’ ability to continue with regular
and agreed duties and whether there is (or may be) a risk to health and safety as a result of the
workplace issue occurring. Once you have determined the level of impact of the workplace issue, the
issue can be categorised into one of three levels for resolution, as illustrated in the diagram below:
Level Three
Issue managed through
underperformance or
misconduct processes
in ACTPS Enterprise Agreements
Level Two
Issue managed locally applying restorative
processes and resolution techniques (RPRT) with
assistance from supervisor, manager or HR
Level One
Issue managed locally by the employee directly or with assistance from
supervisor or manager
Completing the Assessment Tool should allow you to understand
your options and the action you can take to resolve the workplace
issue. For example:
1. A low level of impact: Low level impact workplace issues
can usually be managed at Level One.
Remember that not all
workplace issues arise
through willful or
deliberate intentions to
offend
2. A moderate level of impact: Consider Level One options for
resolution, or discuss the issue with your manager or supervisor (or, if
the workplace issue involves your supervisor or manager, consult with your relevant
Executive or HR team) who can then determine the appropriate means of managing and
resolving the issue/s (which may be at Level One, Two or Three).
3. A high level of impact: High impact workplace issues usually require you to discuss the issue
with an appropriate contact (e.g. your manager or supervisor, your relevant Executive or HR
team) who can then determine the appropriate means of managing and resolving the
issue/s. A high impact issue is usually managed at Level Two or Three.
When using this resource it is important to remember that not all workplace issues are the same
and complex cases may require a range of different mechanisms to resolve the matter.
Therefore, while this resource provides a useful start point to identify, manage and resolve
workplace issues, staff should not expect that each workplace issue will always be resolved in exact
accordance with the three tier process described in this resource.
Directorate HR teams, RED Contact Officers and supervisors/managers are available to provide
support and advice throughout the process.
Level One: Employee Manages and Resolves Workplace Issues at the Local
Level
Resolving workplace issues that are inappropriate at Level One is a
key means by which all employees can contribute to the ACTPS goal
of creating positive work cultures. The features of a Level One
workplace issue can include:
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one-off or irregular occurrence;
not serious in nature;
a series of low level, minor events;
inappropriate in nature;
does not appear to constitute misconduct as outlined in
ACTPS Enterprise Agreements; or
able to be resolved easily and quickly at the local level.
While misconduct is not usually
managed at Level One, you
should note that the outcome of
Level Two or Three processes
may be that the delegate (i.e. the
relevant decision-maker)
determines the issue can be
resolved at Level One.
At Level One, you can usually address and resolve the issue yourself. Employees are encouraged to
do so because this provides the best opportunity for a positive resolution in terms of maintaining
and/or improving working relationships and continuity of work. The actions you can take to resolve a
workplace issue at Level One include:
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take no further action but monitor the situation;
seek support and advice from a trusted and confidential source;
seek counselling from an Employee Assistance Program (EAP) provider;
seek personal development (e.g. training for resilience, having difficult discussions etc);
have a direct conversation with the individual/s with whom you are experiencing the
workplace issue; or
have a discussion with your manager/supervisor about the workplace issue you are
experiencing (or, if the issue is with your manager or supervisor, consult with next level of
management).
Appendix B provides further information on these options.
It should be noted that the outcome of a Level Two or Three process may be that a decision is made
to resolve the workplace issue through Level One at the local level.
The desired outcome at Level One is that the issue is successfully resolved in a non-disciplinary way,
with ongoing monitoring to determine that the resolution is effective. If the issue is not resolved,
Level Two options for resolution may need to be considered.
Level Two: Employee Manages and Resolves Workplace Issues at the Local
Level with Assistance
Workplace issues of inappropriate behaviour and some
instances of misconduct may be resolved at Level
Two. The features of a Level Two workplace issue can
include:
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Managers and supervisors have a duty
the nature of the workplace issue is complex;
of care to ensure the health and safety
there are disputed facts;
of their employees
it involves a one off event that is more serious
Even if you request that no action be taken,
in nature;
once you have raised a workplace issue with
your line of management, HR team or
there is a pattern of ongoing behaviour/s that
another Executive through the Open Door
are inappropriate;
Protocol, they may be obligated to take
Level One options for resolution have already
further action if there is a potential risk to
been attempted without success;
the health and safety of employees, such as
conducting a Preliminary Assessment to
the workplace issue requires a Preliminary
determine how to resolve the issue.
Assessment to determine the best way
forward; or
after conclusion of an investigation, the relevant delegate determines that the matter can be
resolved using Level Two options, rather than through disciplinary action.
If you decide to raise a workplace issue with your manager or supervisor that
has some of the above characteristics, they may conduct a Preliminary
Some incidents of
Assessment to determine the best way to resolve to the issue. For an issue
misconduct may be
to be managed at Level Two the outcome of this assessment will indicate
resolved remedially
through Level Two.
that the issue can potentially be resolved locally using restorative
processes and resolution techniques (RPRT). It should be noted that this is
not the only possible outcome of a Preliminary Assessment. Other possible
outcomes include the issue being escalated to be managed at Level Three, or a
decision being made that it is appropriate to resolve the workplace issue using Level One
options such as personal development or a direct discussion.
Once your manager or supervisor has determined that local, non-disciplinary resolution is
appropriate, they will develop and document a plan that specifies the steps to be taken, including
specifying the most suitable alternative technique to be used.
RPRT are cooperative approaches that focus on resolving the workplace issue in a non-disciplinary
way. RPRT are practical ways of resolving issues early and locally through communication, openness
to others’ views, cooperation and reasonableness. The key advantage of RPRT is that they are
educative and positive in nature, encouraging increased awareness of people’s feelings, standards of
behaviour in the workplace and team dynamics. See Appendix D for more information on RPRT.
It should be noted that the outcome of a Level Three process may also be that a decision is made to
resolve the workplace issue through Level Two or One options at the local level.
The desired outcome at Level Two is that the issue is successfully resolved with no further action
required, or the issue is resolved with ongoing monitoring by management to ensure the resolution
is effective. If the issue is not resolved, Level Three options for resolution may need to be
considered.
Level Three: Manage and Resolve Workplace
Issue via ACTPS Enterprise Agreements
Workplace issues that constitute misconduct are generally
resolved at Level Three. The features of a Level Three
workplace issue can include:
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Work Bullying, Harassment
and Discrimination
Work bullying, harassment and
discrimination are serious workplace
issues and will not be tolerated in
the ACTPS.
Level One or Two options for resolution have
already been attempted without success;
If you think you are being subjected to
repeated behavioural lapses or continuing
work bullying, harassment or
discrimination, you can seek advice or
underperformance;
lodge a complaint with your supervisor,
complex workplace issues where facts are not
manager, Executive, or HR team. Any
known or are contested; or
such complaint may be investigated in
the workplace issue appears to involve:
accordance with the procedures set out
in ACTPS Enterprise Agreements. You can
o a breach of Section 9 of the PSM Act;
also seek advice from RED Contact
o engaging in conduct that has or may bring
Officers or union representatives.
the ACTPS into disrepute;
More information is available in
o unauthorised absence/s where no
Resolving Workplace Issues: Work
satisfactory reason is provided;
Bullying, Harassment and Discrimination.
o convictions of a criminal offence, an
offence where no conviction is recorded or
failure to notify the ACTPS of criminal charges; or
o making vexatious or knowingly false allegations against another employee.
As with Level Two, the Level Three process commences with a Preliminary Assessment to determine
the appropriate way to respond to the issue. If the manager or supervisor conducting the
assessment determines that an investigation may be required, this recommendation is forwarded to
the relevant delegate for consideration and consultation with the local
HR team, which may then result in an investigation being undertaken
in accordance with Section H (Workplace Values and Behaviours) of
Do you know about the
Open Door Protocol?
ACTPS Enterprise Agreements. The investigation is conducted by an
Under Open Door, you can
independent investigator to uncover the facts relevant to the
approach any Executive
workplace issue, and may involve interviewing all relevant
with concerns about
employees,
reviewing documents and so on. The findings of the
workplace issues. See
investigation are forwarded to the delegate who determines an
Appendix E for more info.
appropriate resolution. This can include a decision to resolve the matter in a non-disciplinary way
(e.g. using Level One or Two options), or to take disciplinary action against any person/s found to
have conducted the alleged behaviour. The types of disciplinary actions include:
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a written warning or admonishment;
a financial penalty (e.g. reduction in classification level, deferment of incremental
advancement, fine or removal of existing monetary benefits);
temporary or permanent transfer to another position at level or to a lower classification; or
termination of employment.
The desired outcome at Level Three is that the issue is successfully resolved, either through the use
of disciplinary action, or remedial actions at Level Two. If the issue is not resolved, or the employee
adjusts behaviour appropriately but resumes behaviour of a similar nature at a later point, then
further action will be taken as appropriate.
For more information on these processes, refer to Resolving Workplace Issues: Misconduct and
Investigations.
WHAT CAN I EXPECT FROM THE ACTPS WHEN RESOLVING
WORKPLACE ISSUES?
If you are subject to, or have witnessed, workplace issues that may be inappropriate or may
constitute misconduct and you raise your concerns with an appropriate contact, you can expect:
 to be treated in accordance with the guiding principles of Respect at Work, Procedural
Fairness, Natural Justice and Confidentiality and Privacy;
 to be offered advice and support;
 to have your concerns responded to promptly and resolved efficiently and effectively in
accordance with ACTPS Enterprise Agreements, whole-of-government resources, and other
relevant policies or procedures;
 to be given an opportunity to explain your version of events;
 that those managing and resolving the issues (e.g. supervisors, managers, delegates) will
demonstrate neutrality and impartiality towards everyone involved;
 to be given the opportunity to have a support person present at any related interviews and
meetings (e.g. a friend, health and safety representative or union representative);
 that records will be kept of relevant conversations, meetings and interviews;
 that those managing and resolving the workplace issues will attempt to do so using local and
non-disciplinary options wherever appropriate; and
 that the workplace issue will be treated seriously and appropriate action will be taken.
WHAT IF I AM ACCUSED OF INAPPROPRIATE BEHAVIOUR OR
MISCONDUCT?
If you are a respondent to an allegation of inappropriate behaviour or misconduct, you should
always keep in mind that you are not obligated to accept any complaint raised against you as being
true, and that you will be given an opportunity to provide your version of events. Furthermore, if
you believe you are being unjustly accused or the complaint is malicious, you can discuss this with
your supervisor, manager, Executive, HR team or a RED Contact Officer.
However, in general terms, as a respondent in a process to
resolve a workplace issue, you should:
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Remember: Employees have
the right to appeal any
disciplinary decision made
under Section H (Workplace
Values and Behaviours) of
ACTPS Enterprise Agreements,
except termination of
employment.
respond to the situation appropriately and
professionally;
be aware of your statutory obligation to respond
truthfully and to participate in good faith;
actively listen to the person’s concerns and
genuinely reflect on how your conduct may have
been perceived by the other person/s involved;
be provided all information about the allegation and be
given a reasonable amount of time to consider the information
provided to you and an opportunity to make a response;
consider discussing the matter confidentiality with someone you trust or an EAP;
reflect on the information provided to you and decide how you will react or modify your
behaviour, with the primary focus being to effectively resolve the issue and support
productive working relationships; and
if appropriate, apologise for the offence caused and work with the other person to agree
upon a resolution and means of continuing to work together effectively.
APPENDIX A: Employee Assessment Tool for Identifying
Workplace Issues
The following assessment tool is designed to assist you to understand whether or not a workplace
issue is inappropriate, or may constitute misconduct, and assess the impact of the issue.
Understanding the issue will help you to differentiate between a minor issue that is causing a
passing irritation and an issue which is more serious, which in turn will help inform your decisions
about how to manage and resolve the issue.
There is no one assessment tool that will tell you exactly what to do in every circumstance. The aim
of this activity is instead to broaden your perspective and understanding of the situation from all
positions, while providing an opportunity for you to reflect on the behaviour away from the issue
and the environment.
Remember that you can seek the assistance of your supervisor, manager or Executive, HR team, RED
Contact Officer, or your directorate’s Employee Assistance Program if you require further
information and support.
How to use the assessment tool:
1. Fill out the questions below.
2. Use your responses to determine whether the workplace issue you are experiencing may be
categorised as Level One, Two or Three. If the impact of the issue is:
o Low impact: Consider Level One.
o Moderate impact: Consider Level One or discuss the issue with your manager or
supervisor (or, if the workplace issue involves your supervisor or manager, consult
with your relevant Executive or HR team) who can then determine the appropriate
means of managing and resolving the issue/s.
o High impact: Discuss the issue with your manager or supervisor (or, if the workplace
issue involves your supervisor or manager then consult with your relevant Executive
or HR team) who can then determine the appropriate means of managing and
resolving the issue/s.
NATURE OF THE ISSUE
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What happened / what is the issue?
Who was involved? (e.g. was it a one on one interaction or were there witnesses)?
Where did the issue occur?
When did the issue occur (date and time)?
What factors do you think caused the issue?
How did you respond/react?
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FREQUENCY AND SEVERITY OF THE ISSUE
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Is this a single incident or is there a pattern of behaviour (or a series of similar issues)?
If the issue has been repeated, how frequently has it been occurring?
Is the issue unreasonable within the circumstances? If yes, why?
What is the severity of the issue (low, moderate or high level of seriousness)?
If the issue continues and is unresolved, will it get worse?
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IMPACT OF THE ISSUE
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Have you been affected by the issue? If yes, what level of impact has the issue had upon
you (low, moderate or high)?
If the issue continues, will your reaction to it get worse?
Has work productivity been affected by the issue? If yes, to what level (low, moderate or
high)?
Has the situation impacted others? If yes, what level of impact has the issue had upon
others (low, moderate or high)?
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OVERALL ASSESSMENT OF THE ISSUE
Low impact
Overall Rating
Moderate
impact
High impact
APPENDIX B: Options for Resolving Level One Workplace
Issues
Take no further action but continue to monitor the situation
If you feel the issue does not need to be addressed directly, you may decide not to take any further
action and monitor the situation. You can monitor the situation by keeping records of the issue in a
diary, such as what happened and where it happened, the time and date that the issue occurred,
who was involved and how you were impacted. If the issue continues, you might want to complete
the assessment tool again and consider different options for resolution. It is important not to let the
issue drag on; early intervention is key to effective resolution.
Seek support and advice from a trusted and confidential source
When dealing with an inappropriate workplace issue, it may be difficult to be objective about what is
happening to you and clear your mind. Sometimes having a conversation with a trusted and
confidential source who is not involved in the issue can help you to remain objective. Examples of a
trusted and confidential source include: family and/or friends, a close colleague (preferably from
another team or area), a RED contact officer, or your union representative. Whomever it is, they
should be able to listen to you and help clarify the situation and offer support, discuss options to
deal with the inappropriate behaviour, act as a point of referral, maintain confidentiality and be
neutral.
Have a direct conversation with the employee with whom you are experiencing the issue
Having a direct conversation with the individual involved can be one of the best options – but it
might also be something which makes you nervous. You should only have a direct conversation if
you feel comfortable to do so and it has to be respectful and professional.
Approaching the individual may be possible early in the process however it may get more difficult if
the issue is not addressed and worsens over time. If the person has never been challenged about
their behaviour they may not be open to feedback, preferring instead to allocate blame to someone
else. In contrast, some individuals are unaware of the effect their behaviour is having upon others
and they may respond quickly to adjust and improve their behaviour. You should therefore be
prepared for different possible outcomes of your conversation, such as:
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the individual accepts your feedback positively;
the individual finds your feedback challenging and takes some time to process it and
respond; or
the individual rejects your feedback entirely.
Practicing these types of conversations beforehand can be very beneficial and help improve the
likelihood of a positive outcome. You can use the quick guide below to help you plan how to run the
conversation.
1)
2)
3)
4)
5)
6)
State the purpose of the conversation
Name and describe the issue you want to change
Describe the impact of the issue on you and the workplace
Identify your contribution to the problem
Discuss what you would like them to do differently
Give the other individual an opportunity to respond (this may involve giving them a
reasonable period of time to process your feedback and get back to you at a later time)
7) Be open to feedback and prepared to consider new ideas for resolution
8) Agree on a solution that helps everyone move forward
If you attempt to resolve a workplace issue, take diary notes that clearly identify the date and time,
what was said or done, in what tone, in response to what, and in front of whom (if anyone) and the
behaviour that occurred. Your notes should include how you felt when the incident(s) occurred.
If after the discussion with the individual involved, the workplace issue is:
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Resolved: Focus on promoting a positive workplace but also monitor the situation.
Not resolved: Discuss the issue with your manager/supervisor, or other appropriate
contacts.
Remember: Even though such conversations sound challenging, they can be a quick and efficient
solution to the issue.
Counselling
If you need help in dealing with the issue and its impact upon you, seek assistance through the
Employee Assistance Program (EAP). EAP can help you determine coping and management
strategies, stress management, conflict management skills and build your resilience. Refer to your
local HR team for the relevant details of your EAP provider. Alternatively, consult with your medical
practitioner or a registered psychologist to monitor your health and assist your psychological
wellbeing.
Personal development
Personal development courses and training can also help in dealing with workplace issues and their
impact on you. Personal development can help build your resilience, self-confidence, conflict
management skills, self-esteem, relationship skills and improving communication. These courses
(e.g. crucial conversations) can be found online via the HR Shared Services Training Calendar.
Discuss the workplace issue with your supervisor or manager
If you feel that you are unable to resolve the workplace issue directly or through other Level One
options, you can discuss the issue with your manager or supervisor (or, if the issue involves them,
consult the next level of management). If you don’t want to approach your line of management, you
can also discuss the issue with your local HR team, RED Contact Officer, or an Executive through the
Open Door Protocol.
Your manager or supervisor can offer you support and guidance and has the responsibility to
address the issue and promote resolution of the issue. They will assess and evaluate the issue by
undertaking an objective and impartial Preliminary Assessment that will help to determine the next
appropriate steps.
APPENDIX C: How to Succeed in Challenging Discussions
It can be helpful to do some preparation to set yourself up for success when facing a difficult
conversation in the workplace. Below are some tips and suggestions that might be useful to help you
prepare for a conversation with someone you feel is conducting inappropriate behaviour.
Although the discussion may be difficult; don’t avoid it. Have the conversation when you notice the
inappropriate workplace issue – otherwise you risk the issue escalating and becoming more serious.
Before the conversation:
 Write down the points you want to discuss
 Ask yourself – what do I hope to gain from the conversation?
 What do I think the ideal situation would be?
 Practice the conversation with yourself or a confidential support person, so you are able to
express your thoughts clearly
 Plan what the best environment will be to have the conversation
How to start the conversation – some conversation starters:
 “I’d like to discuss an important issue that occurred .... “
 “I’d like to talk about .... I want to also get your point of view on it”
 “I think we have different perceptions about ..., this happened ... and I felt ...”
During the conversation:
 Adopt a structure such as:
o Naming the issue
o Identifying what you would like to change
o Describing the feelings associated with the issue
o Describe the impact the issue has had (this may be the impact upon you, others, or
the workplace in general)
o Identify how you may have contributed to the issue
o Be clear that you are seeking to resolve the issue
o Invite a response from the person you are speaking to
 Remember to be professional and stay calm
 Be firm, clear and specific
 Ensure you give the individual a chance to consider your comments and respond with their
own comments – offer the individual the chance to return to the discussion at a later point if
they need time to digest the information you have provided to them
 Respect the other individual’s opinions and points of view
 Control you own reactions and know how to handle them effectively
 Really listen – don’t just focus on your issues, listen to what the other individual is saying
 Think of the situation from the other person’s point of view
 If the other employee laughs at what you say, tell them you are being serious
 Keep focus on the topic and your outcome – don’t let the conversation drag into lots of
others issues or go off scope – if this happens, return to the original issues
 Focus on a resolution and moving forward
 If the conversation is getting difficult and confrontational, remove yourself from the
situation in a calm and polite manner
After the conversation:
 Write down all the points you remember from the conversation and the outcome in a diary
 The other employee may need some time to reflect on what you said and the issue may still
improve later even if they do not accept your view in the beginning
 If there is an agreement to stop the inappropriate issue, monitor the situation and if it
occurs again, discuss it with your supervisor or manager
 If the issue is unable to be resolved, discuss it with your supervisor or manager
APPENDIX D: Options for Resolving Level Two Workplace
Issues
Back and forth communication. The manager or supervisor facilitates non face-to-face
communication between employees to reach an understanding on how to manage and resolve the
issue.
Changes in shift or duties. The manager or supervisor changes shifts or duties for employees
involved in order to avoid further issues.
Coaching. A manager, supervisor or a trained coach works with employees involved in a one-on-one
process to discuss and reflect on the issue and its impact and provide guidance, specific directions
and feedback.
Facilitated Discussion. A manager or supervisor facilitates a voluntary face-to-face conversation
between employees to communicate, resolve the issue and have an understanding on how to work
positively together in the future.
Feedback. The manager or supervisor observes the parties involved and offers feedback so they can
reflect on their workplace issues. This may also involve higher levels of supervision and more
frequent feedback.
Group Communication and Development. The manager or supervisor discusses appropriate
workplace expectations, roles, goals and expectations with the team. The group works together to
identify underlying issues and discuss options to address potential issues.
Instructed solutions. The manager or supervisor instructs employees involved on ways they can
work together in future to resume required duties and prevent further inappropriate issues.
Mediation. An external party holds a voluntary structured negotiation between employees to
communicate and reach an agreement on how to resolve the issue and set in place expectations
about ways of working together and improving the relationship.
Mentoring. The manager or supervisor arranges for a more experienced colleague (internal) or an
external mentor to serve as an example for employees to follow.
Personal Development. Employees attend personal development workshops or training to raise
awareness, improve skills or adjust behaviour.
Self-management. The manager or supervisor makes an agreement with the individual experiencing
the issue that they will attempt a direct conversation with the relevant person.
Targeted communication. The manager or supervisor will inform the employee who has caused the
inappropriate issue that such behaviour should be discontinued.
Team Charters. A team charter is developed that focuses on key workplace expectations and the
potential consequences of breaching the expectations.
Transfer to other duties. The manager or supervisor transfers one of the employees to avoid further
issues. Removing the affected person from the workplace may sounds as if it is avoiding the problem
or punishing them. However, for some people, the chance to change shifts or to work in a different
area on a temporary basis might be a valid choice when the workplace issue is eroding their health
and wellbeing, even if only for a short period of time.
Workplace conferencing. The manager or supervisor and employees involved come together to
manage their relationships when issues arise. The group goes through understanding what
happened, what the impact was and what the resolution will be.
APPENDIX E: Open Door Protocol
The below excerpt was taken from the Open Door Protocol (available here:
http://www.cmd.act.gov.au/governance/public/publications#red)
The ACTPS values open and honest communication. If you have a respect, equity or diversity issue
that concerns you, your matter will receive fair and objective consideration. The Open Door Protocol
is a work practice in which supervisors, managers and executives leaves their door "open"
(figuratively speaking) in order to encourage productive communication and to ensure that every
individual has a genuine, impartial avenue to raise concerns relating to respect, equity and diversity
issues.
How the Open Door Protocol works
Employees who are of the opinion that they have been affected by workplace issues that may be
inappropriate or may constitute misconduct are encouraged, where appropriate, to talk directly to
the person engaging in the behaviour to try to resolve the issue directly and locally in the first
instance.
If this has not resolved the issue, employees can approach their immediate supervisor or manager
with their concerns. Many issues can be resolved at this point if dealt with promptly. If the matter
cannot be resolved at this point, the employee can approach their local RED Contact Officer or RED
Executive Sponsor, their directorate’s HR area, or any other supervisor, manager or executive for
advice or to lodge a complaint.
It is important to note that despite the above preferred process, staff can approach an executive
through the Open Door Protocol at any time.
APPENDIX F: Other Complaints Management
Mechanisms
The strong preference is for the options for resolution available within the ACTPS to be fully
explored, before these external options are considered. However, a summary of external complaint
management options to resolve serious workplace issues is included below:
WorkSafe ACT: If you are unhappy with the way in which your complaint is handled or with the
conduct of the ACTPS in relation to your complaint (including if you think the ACTPS is not meeting
its obligation to take all reasonable steps to protect employees from harm at work), you can contact
WorkSafe ACT. More information is available here: http://www.worksafe.act.gov.au/health_safety
Fair Work Commission (FWC): The FWC may be able to help you resolve issues in the workplace if
they cannot be resolved internally. This can include issues such as: discrimination; workplace rights;
dismissal; bullying; or disputes arising during the course of negotiating enterprise agreements. More
information is available here: https://www.fwc.gov.au/
Fair Work Ombudsman (FWO): The FWO can provide you with information about resolving an issue
or dispute in the workplace and has a range of online resources that may be of assistance. More
information is available here: http://www.fairwork.gov.au/
ACT Human Rights Commission: If you believe you are being discriminated against for a particular
reason such as your sex, disability, race or another attribute that is protected under the
Discrimination Act 1991, or if you are experiencing bullying of a sexual nature, you can contact the
ACT Human Rights Commission to discuss the matter or lodge a complaint. More information is
available here: http://hrc.act.gov.au/