COUNSELLING / DISCIPLINARY PROCEDURE. The following procedure shall apply where allegations exist concerning an Employee's conduct or performance:
(a) The relevant manager will conduct an investigation to determine what circumstances should be taken into account to determine the type of counselling / disciplinary action to be taken up with the Employee.
(b) The relevant manager will formalise what the Employee has done or failed to do.
(c) The allegations will be put to the Employee.
(d) The Employee will be given a fair opportunity to reply to the allegations. If requested by the Employee, the Employee will be given the opportunity to have a witness or representative present of his/her choice.
(e) If there is a case to answer, the Company will determine and take appropriate disciplinary action.
COUNSELLING / DISCIPLINARY PROCEDURE. 16.1 This procedure is to be followed for all disciplinary cases including unsatisfactory performance, attendance, and neglect of duty or conduct. This procedure shall not apply to Employees engaged on a probationary or casual basis.
16.2 An employee may seek representation from the Union(s) at any stage of this Counselling and Disciplinary Procedure or in relation to any matters dealt with under this procedure.
16.3 In order that a work culture of integrity and mutual trust is maintained, Employees and TJH will abide by the procedure outlined below.
Step 1 Verbal Warning/Counselling Where TJH has a first concern regarding the performance, attendance and/or conduct of an Employee, this Step shall be taken: An explanation of the concern and the performance and/or conduct expectations of TJH will be given. The Employee will be given an opportunity to provide an explanation. TJH will consider this explanation and any relevant facts. If TJH considers that it is appropriate, the Employee will be reminded of this procedure and that this is the first warning. At that time TJH will inform the Employee that failure to correct the performance and/or conduct, or any other problems with the Employee’s performance or conduct may lead to further warnings. The warning is to be documented and a copy provided to the Employee. The Employee under counselling will be made aware of the standards of improvement in performance and/or conduct that are to be made.
Step 2 Written Warning/Improved Performance Where TJH has ongoing concerns about the performance, attendance and/or conduct of the Employee regarding reasonable standards of performance and/or conduct, this step shall be taken: TJH will explain its concern with the standards of performance and/or conduct of the Employee. The Employee will be given an opportunity to provide an explanation. TJH will consider this explanation and any relevant facts. If TJH considers that it is appropriate, a written warning is to be given stating the opportunity previously given for improvement. The written warning will inform the Employee that it is a final warning and that failure to meet the stated standards of improvement or any further instances of poor performance and/or conduct will lead to dismissal without further warning. The written warning will also provide feedback to the Employee on how to improve his / her performance and/or conduct.
Step 3 Dismissal If the Employee has failed to meet reasonable agreed standards of improvemen...
COUNSELLING / DISCIPLINARY PROCEDURE. 15.1 The Parties agree to consult on the development and implementation of counselling and disciplinary procedures. However, the Company reserves the right to implement counselling and disciplinary procedures with respect to the Employees where consultation has not produced agreed procedures.
COUNSELLING / DISCIPLINARY PROCEDURE. 22.1. The following procedure shall apply where allegations exist concerning an Employee's conduct or performance:
22.1.1. The relevant manager should conduct an investigation to determine what circumstances should be taken into account to determine the type of counselling / disciplinary action to be taken with the Employee.
22.1.2. The relevant manager should formulate what the Employee has done or failed to do.
22.1.3. Those allegations should be put to the Employee.
22.1.4. The Employee must be given a fair opportunity to be heard on those allegations. If requested by the Employee, the Employee will be given the opportunity to have a witness or representative present of his/her choice.
22.1.5. If there is a case to answer, the Company will determine and take appropriate disciplinary action.
COUNSELLING / DISCIPLINARY PROCEDURE. (a) The primary purpose of this procedure is to ensure all Employees are informed of and given the opportunity to meet the standards required by Xxxxx’x. Issues warranting counselling or discipline are separated into two types:
(i) Behavioural Patterns. These are continuing or repeated breaches of Xxxxx’x’ standards which as a one-off issue may not be serious enough to warrant counselling but through repetition become a performance problem. Examples are unavailability for work, punctuality or failure to follow correct procedures.
COUNSELLING / DISCIPLINARY PROCEDURE. (a) The primary purpose of this procedure is to ensure all Employees are informed of and given the opportunity to meet the standards required by Xxxxx’x. Issues warranting counselling or discipline are separated into two types:
(i) Behavioural Patterns. These are continuing or repeated breaches of Xxxxx’x’ standards which as a one-off issue may not be serious enough to warrant counselling but through repetition become a performance problem. Examples are unavailability for work, punctuality or failure to follow correct procedures.
(ii) Behavioural Incidents. These are specific incidents where an Employee’s conduct breaches generally accepted or Xxxxx’x-specific standards of behaviour. Examples include abusive language or refusal to comply with instructions.
(b) Fundamental breaches of the contract of employment, including theft, the use of violence, non- prescribed drugs or alcohol in the workplace, will result in instant dismissal.
(c) Three methods of counselling and discipline may apply depending on the nature of the conduct in question:
(i) Counselling. This involves the Employee being formally or informally reminded or informed of a problem. The purpose of counselling is to make the Employee aware of the problem so that it can be rectified by the Employee. Counselling may be delivered in a one-on-one or group setting.
COUNSELLING / DISCIPLINARY PROCEDURE. 10.1. This procedure is to be followed for all disciplinary cases including unsatisfactory performance, attendance or workplace behaviour.
10.2. In order that a work culture of integrity and mutual trust is maintained, Employees and the Company will adhere to the following procedure.
COUNSELLING / DISCIPLINARY PROCEDURE. 14.1 The primary purpose of this procedure is to ensure all employees are informed of and given the opportunity to meet the standards required by the Company. This procedure also provides for:
14.1.1 an orderly and just method of reviewing an issue on its merits; and
14.1.2 a means of resolving an issue without disruption to work and without prejudice to final settlement.
14.2 Issues warranting counselling or discipline are separated into two types:
14.2.1 Behavioural Patterns
COUNSELLING / DISCIPLINARY PROCEDURE. 26.1 The following procedure shall apply where allegations exist concerning an Employee's conduct or performance:
(a) The relevant manager should conduct an investigation to determine what circumstances should be taken into account to determine the type of counselling / disciplinary action to be taken with the Employee.
(b) The relevant manager should formulate what the Employee has done or failed to do.
(c) Those allegations should be put to the Employee.
(d) The Employee must be given a fair opportunity to be heard on those allegations. If requested by the Employee, the Employee will be given the opportunity to have a witness or representative present of his/her choice.
(e) If there is a case to answer, the Company will determine and take appropriate disciplinary action.
(f) The manager can take into account matters not directly connected with the alleged offence, if previous written warnings for other offences have been issued, which might influence the type of disciplinary action taken.
COUNSELLING / DISCIPLINARY PROCEDURE. In the event of an issue developing that requires resolution, all efforts will be directed to provide appropriate counselling to resolve the issue to both parties satisfaction as soon as possible. Where counselling has not been able to resolve the problem, disciplinary action may be necessary and the management representative shall notify the employee of the reason. The first warning shall be verbal and will be recorded on the employee's personnel file. If the problem continues the matter will be discussed with the employee. A second warning in writing will be given to the employee and recorded on the employee's personnel file. If the problem continues the employee will be seen again by management. A final warning in writing may be given. If the matter recurs, the employee may be terminated. No dismissals will occur without the authority of senior management. Summary dismissal of an employee may occur for acts of “serious and wilful misconduct”. If a dispute should arise over the disciplinary action, the matter shall be referred to the Australian Industrial Relations Commission for resolution in accordance with the disputes resolution procedure. Such resolution shall be accepted by the parties as final. If after any warning, a period of twelve months elapses without any further warnings or action being required, all adverse reports related to the warning will be removed from the employee's personnel file. A representative of the employee or employer may be involved in the matter at any time if requested by either party.
