MANAGING UNSATISFACTORY PERFORMANCE. 66.1 The procedures set out in this clause are designed to provide a mechanism to assess the performance of staff. The primary purpose of this process is to provide assistance to any staff member whose performance is assessed as requiring improvement.
MANAGING UNSATISFACTORY PERFORMANCE. 12.1 The purpose of this clause is to support employees with unsatisfactory work performance to improve their performance.
MANAGING UNSATISFACTORY PERFORMANCE. 55.1. The procedures outlined in this Clause apply to all continuing and fixed-term staff employed by the University. This Clause does not apply to casual and probationary staff.
MANAGING UNSATISFACTORY PERFORMANCE. 15.1. The purpose of this clause is to set out what may occur following the conclusion of the steps outlined in clause 14. The clause will:
MANAGING UNSATISFACTORY PERFORMANCE. 1) The Managing Unsatisfactory Performance (MUP) processes shall be in accordance with DET(E) policy, clause 2.8.2 and applicable guidelines to be developed in consultation with the LHMU DET(E)
MANAGING UNSATISFACTORY PERFORMANCE. 17.6.1 The parties commit to review the Managing Unsatisfactory Performance (MUP) processes and procedures during the first six months of the Agreement.
MANAGING UNSATISFACTORY PERFORMANCE. Nothing in this clause prevents the Vice-Chancellor referring a question of possible unsatisfactory performance to a supervisor for appropriate action.
MANAGING UNSATISFACTORY PERFORMANCE. (a) The Managing Unsatisfactory Performance (MUP) processes shall be in accordance with the Department’s policy HRM-PR-047: Managing Unsatisfactory Performance, which includes a requirement that prior to commencing a formal MUP process discussions are to be held towards identifying and resolving performance issues.
MANAGING UNSATISFACTORY PERFORMANCE. B.9.4 The department gives a commitment that when unsatisfactory performance issues arise they will be dealt with promptly and fairly.
MANAGING UNSATISFACTORY PERFORMANCE. 10.1 Counselling Prior to any disciplinary action being taken by the employer against any employee, the employee will be counselled in relation to a valid matter, with a view to accurately identifying work performance problems, and detecting means of reducing and removing the problems. In the first instance, the manager will gather information relating to a performance issue, document evidence and allow the employee to respond to any allegations. Depending upon the specific nature of an identified workplace performance issue, a performance management regime may be initiated during the counselling process. Underperformance should be managed in line with the following principles: The staff member may choose to have another staff member or a representative present during any discussions. Actual examples of poor or unsatisfactory performance must be given by the manager. Time must be allowed for the staff member to respond to the examples and to raise other matters they believe are relevant. A decision must be made to help rectify the performance and an agreed performance improvement strategy be developed. The employee will receive regular feedback throughout the period of the performance improvement plan to assist all parties in monitoring progress and targeting assistance. A written record will be kept of the discussion; examples and decisions made and kept in the staff member's personnel file. The record of the meeting will be signed by all parties. If, after the agreed timeframe, the expected improvement is not forthcoming, then a further discussion is to be held immediately. The staff member is to be made aware of the implications of continuing poor performance. These may include continuing counselling/mentoring, more training or the commencement of the discipline process.
