Managing Underperformance. 49.1 Managers will address underperformance with an employee as soon as practicable where they consider the employee’s performance has not been satisfactory.
49.2 An employee will be provided a minimum of four weeks, prior to the end of cycle assessment, to improve their performance.
49.3 Where an employee’s performance continues to be unsatisfactory, relevant procedures to manage the underperformance may apply.
49.4 Employees will receive regular and specific feedback on the employee’s performance and will be provided with appropriate support from the employee’s Manager in meeting expected performance standards.
Managing Underperformance. 32.1 Managing Underperformance procedures do not apply to an employee during a probationary period or to a temporary employee who has not been employed by IBA for more than 12 months. Further details on managing underperformance can be found in the IBA Managing Underperformance procedures.
32.2 The Managing Underperformance procedures will be applied where an employee is not performing at the standard expected of their level. This includes employees who are, or are likely to be, assessed under the performance management system as RD (where the rating is also due to declining performance) or FM.
32.3 Nothing in the Managing Underperformance procedures limits the power of the Chief Executive Officer under Xxxxxx 5 to transfer the employee to another position.
Managing Underperformance. 16.1 There may be occasions when an employee‟s performance is consistently falling below the expected standard, even though the employee‟s supervisor has taken measures to overcome the problems as part of his or her day-to-day management responsibilities. It is important that these matters be addressed promptly and fairly rather than waiting until the next formal performance management feedback session and any relevant matters must be included in the next formal feedback session if ongoing action is required. The procedure for handling poor performance set out below applies to all employees except for the following, who are dealt with under the terms of their engagement:
(i) an ongoing employee who is on probation;
(ii) a non-ongoing employee who is employed for a specified term or for the duration of a specified task; and
(iii) a non-ongoing employee engaged on an irregular or intermittent basis.
16.2 This clause sets out the procedure to be observed when, despite attempts to improve performance through the performance feedback scheme and/or other measures, performance still consistently falls below the expected standard.
(i) A written warning to the relevant employee is to be provided if a performance issue is identified.
(ii) After the warning is provided the Commission will assess the employee‟s performance. A regard for natural justice processes must be observed, including the employee‟s right to be accompanied by a person of the employee‟s choosing, and a structured work plan will be developed with the employee. The structured work plan will be observed over a 2 month period.
(iii) At the end of the 2 month period the Commission‟s assessment of whether the employee‟s performance has met the expected standard of performance and other relevant supporting papers will be given consideration within 7 days.
(iv) No further action is needed if the assessment is satisfactory.
(v) If the assessment is unsatisfactory the Commission will write to the employee asking him or her to, within seven days, show cause why further action should not be taken against him or her.
(vi) The Commission will then consider any cause shown by the employee and the options available. These options include termination of employment, involuntary termination (retirement) and other actions.
(vii) An employee, who has received a written warning pursuant to subclause 16.2(i), may voluntarily request in writing to be retired at any time during this process. The Commission will decide whe...
Managing Underperformance. The management of underperformance applies to an employee whose work performance is rated as “needs support” or “unsatisfactory” in that the employee’s performance has failed to meet several responsibilities in their performance agreement, including priority and day-to-day responsibilities. The Commission’s Performance Feedback Scheme policy contains the detailed process for managing underperformance. The process may be invoked where: an employee’s performance is below the expected standard; the performance issues are ongoing; and informal resolution has been attempted. The process for managing underperformance does not apply: to employees on probation; where action is being taken in accordance with procedures established in accordance with section 15 of the Public Service Act for handling breaches of the Code of Conduct; where there is a health-related reason for the underperformance; or where an essential qualification has been lost. WORKFORCE ADJUSTMENT MOVEMENT TO ANOTHER APS AGENCY An employee, other than an employee engaged for a specified term or for the duration of a specified task, will, where practicable, give a minimum of four weeks’ notice of their intention to move to another APS agency, except where a lesser period is agreed with their manager. SEPARATION FROM THE APS An employee will, where practicable, give a minimum of four weeks’ notice of their intention to resign or retire. The relevant delegate may agree to a lesser period of notice. EXCESS EMPLOYEES
Managing Underperformance. 20.1. The provisions of this clause apply to all permanent employees who are not serving a period of probation and specified term employees with greater than 12 months continuous service.
20.2. The managing underperformance process will not apply where the cause of an employee’s under-performance is due to personal illness or injury except in the circumstance of unauthorised and/or excessive absenteeism.
20.3. Where an employee’s performance has fallen below the level required of that employee, the employee’s performance will be managed. Further information is available in the Performance and Development Procedures.
20.4. Informal discussion and counselling - before any formal action is taken, the manager will consider appropriate plans and/or action to overcome identified problems.
20.5. Despite clause 20.4, if in the opinion of the manager the performance problem to be addressed is of a serious nature, the manager may initiate a formal counselling process in the first instance.
20.6. Formal counselling is appropriate where informal discussions and counselling with the employee have not resolved the under-performance or the issues are of a serious nature. The employee may request the support of an employee representative or support person as required.
20.7. Final assessment and recommendation – at the end of the assessment period, the manager will advise the Delegate whether the employee has reached a satisfactory standard of work. Where the employee is assessed as performing unsatisfactorily during the assessment period, the Delegate may:
20.7.1. reduce the employee by 1 or more increments;
20.7.2. reduce the employee’s classification level;
20.7.3. reassign the duties of the employee; or
20.7.4. terminate the employment of the employee.
20.8. Where the Delegate is considering any of the options specified in clause 20.7 the employee will be provided with an opportunity to respond to these proposed actions. The Delegate, having considered any response made by the employee, may take the action already indicated, take alternate action based on another option provided in clause 20.7 or determine that no further action as identified under clause 20.7 is required.
Managing Underperformance. 63.1 principles. The Manager will: (a) rating based on the following Achieving level;
Managing Underperformance. 23.7.1 Discussions about work performance may be held at any time as part of the ongoing tracking and feedback process. Where a problem with an employee’s performance is identified and the manager determines that formal processes need to be applied, the manager will:
a. advise the employee in writing that an underperformance issue/s needs to be addressed;
b. inform the employee in writing of the performance standards they are expected to achieve and the area/s of performance they need to improve. These standards will be set fairly and be consistent with the Work Level Standards;
c. provide an opportunity for the employee to respond so that all relevant matters can be considered, including any possible changes to the performance standards expected and any requests by the employee for training, coaching, re-arrangement of duties or changes to the work environment;
d. set a reasonable period over which the employee’s performance will be monitored and a date for review having regard to (c) above; and
e. advise the employee of the likely consequences if the employee does not meet the required standard, including that the ABC may take action under subclause 23.9.3.
Managing Underperformance. 22.1 The provisions of this clause apply to all permanent employees who are not serving a period of probation and specified term employees with greater than 12 months continuous service.
22.2 These procedures will not apply where the cause of an employee’s under-performance is due to personal illness or injury except in the circumstance of unauthorised excessive absenteeism.
22.3 Where an employee’s performance has fallen below the required level of “On target” the employee’s performance will be managed under the PACS Guidelines and the following steps will be followed:
22.3.1 Informal discussion and counselling - Before any formal action is taken, the manager will consider appropriate plans and/or action to overcome identified problems. The informal discussion should include:
(i) Identification of the performance problems requiring attention;
(ii) Development of an appropriate plan or action to address these problems, including an agreed timeframe for these issues to be resolved (up to 3 months); and
(iii) Advice to the employee of the consequences of performance not improving to the required standard, which would include moving to formal counselling and the possible sanctions that could be actioned against the employee.
(iv) a record of the discussion to be kept by the manager, an interim PACS agreement may be used to record the performance issues and measure improved performance.
22.3.2 If in the opinion of the manager the performance problem/s to be addressed are of a serious nature, the manager may initiate a formal counselling process in the first instance.
22.4 Formal counselling - Formal counselling is appropriate where informal discussions and counselling with the employee have not resolved the under-performance or the issues are of a serious nature. During the formal counselling session the following matters will be specified in writing:
(i) That a formal process has been commenced;
(ii) A specific PACS agreement will be used to record performance issues and measures of improved performance;
(iii) the standards of performance expected of the employee will be identified;
(iv) the employee will be advised of how their performance has failed to meet those standards;
(v) the employee and the manager will discuss how an improvement in the employee’s performance is to be achieved over an agreed timeframe of up to 3 months;
(vi) the consequences of performance not improving to the required standard will be identified/notified; and
(vii) program of feedb...
Managing Underperformance. 46.1 Where the employee does not achieve the required standard of performance during the performance improvement process, a managing underperformance process, involving an independent assessment, will be implemented to assess the employee's work performance.
46.2 The ABS will appoint a person to conduct the independent assessment. In addition, the ABS will seek to establish a work plan, consistent with the principles outlined in clause 44.1, with the employee for the purposes of the assessment.
46.3 At the end of the managing underperformance process, if the employee has attained and sustained the required standard of performance, this process will be deemed complete.
46.4 If the required performance standard has not been achieved within a reasonably defined timeframe, the Australian Statistician will advise the employee of the findings and any actions proposed consistent with the Public Service Xxx 0000, that is:
a. reassignment of duties; or
b. reduction in salary or classification; or
c. termination of employment.
Managing Underperformance. 10.4.1 The University will take appropriate steps to identify and address concerns about performance as they arise.
10.4.2 Where a staff member does not or is unwilling to improve their performance, or the supervisor/manager identifies that the staff member’s performance is unsatisfactory, Schedule 11 - Managing underperformance procedure will apply. Action taken in accordance with these procedures may include disciplinary action up to and including termination of employment.
