Performance Counselling Sample Clauses

Performance Counselling. In the event that poor or unacceptable performance or conduct becomes apparent the relevant manager or supervisor will formally counsel the employee concerned with regard to such performan ce and identify strategies for improvement over a specified period. The relevant manager or supervisor will provide the employee with notes summarising the counselling session and expectations for improvement. The manager or supervisor will provide the empl oyee with such assistance as is appropriate and reas onable to resolve any performance problem.

Performance Counselling. 1. Where a Team Leader thinks the work performance of an employee is at risk of falling below the general standard expected for a classification level (or the specific requirements for a particular job) the Team Leader will discuss their concern with the employee. 107.2. Employees should be given help to improve their work performance to a satisfactory level through fair procedures that protect the interests of the ATO, its employees and its clients.

Performance Counselling. This procedure will be applied in instances where an employee’s performance and or behaviour is deemed to be unsatisfactory or commits an act of misconduct. This is to ensure there is a consistent and fair approach applied across the organisation. With the exception of cases of misconduct, any performance issues which become the subject of the process outlined in this clause, must have previously been dealt with through coaching.

Performance Counselling. Team Leader informs the individual of the perceived problem, counsels the individual and sets out an agreed plan to remedy the problem. Details of this process will be noted in the employee’s personnel file. Should identified performance/behaviour related problems continue, the Team Leader will counsel the individual and allow the individual to account for their performance/behaviour, explain the consequences should the problems not be properly addressed, set out and document an agreed action plan including review dates. The person concerned will be asked to sign the written document. A copy of the documentation (first written warning) is to be held in the employee’s personnel file. After 3.15.ii). above, and no satisfactory progress is made, the procedures of 3.15.ii) above will be repeated and a second and final written warning will be issued in the presence of the Team Leader’s Manager, Plant Manager or Division Human Resources Manager. A copy of this further documentation (final written warning) will also be placed in the employee’s personnel file. If satisfactory progress is not made after 3.15.ii). or 3.15.iii). above, and the individual has had adequate time to respond, and the Team Leader’s Manager as well as the Division Human Resources Manager have been briefed and are in agreement, then the person’s contract of employment will be terminated. The individual shall at all times have the right of appeal to the Team Leader’s Manager if they feel aggrieved with the action of the Team Leader. Each warning remains in force for up to six months, unless a new warning is issued within those six months. In that case, any previous warning still in force remains valid for a further six months period following the new warning. Dismissal follows after the second and final written warning. Individuals have the right to have present an Employee Representative or an employee of their choice during steps 3.15.i). to 3.15.iv), above, External resources may be requested during steps 3.15.iii) and 3.15.iv), above. The staff member’s right to use the Dispute Settlement Process provided for in this Agreement shall not be prejudiced or limited by the operation of this procedure.

Performance Counselling. If the Company considers that the performance of any employee is unsatisfactory, the Company’s representative will: 9.6.1 Discuss the matter informally with the employee with a view to identifying ways in which the performance of the employee could be improved. Specifically, the Company’s representative and the employee will discuss: 9.6.1.1 The areas of the employee’s performance which are unsatisfactory; 9.6.1.2 The reasons for the employee’s unsatisfactory performance; 9.6.1.3 The steps available to the Company which would assist the employee to perform satisfactorily, which may include arranging for the employee to receive training or additional training or altering the employee’s working conditions; and 9.1.6.4 The steps available to the employee to remedy the unsatisfactory performance. During any such informal discussion, the employee is entitled to elect to have either another employee or a representative, which may include the Union, present during the discussion. The representative of the Company will remind the employee of that entitlement at the beginning of the discussion. 9.6.2 If after informal discussions, the Company still considers that the performance of the employee is unsatisfactory, advise the employee in writing of: 9.6.2.1 The areas of the employee’s performance which are unsatisfactory; 9.6.2.2 The Company’s response to any reasons offered by the employee for his or her unsatisfactory performance; 9.6.2.3 The steps taken or intended to be taken by the Company which would assist the employee to perform satisfactory; 9.6.2.4 The steps required of the employee to remedy the unsatisfactory performance; and 9.6.2.5 The time allowed for improvement before further assessment. 9.6.3 Where the required improvement has not occurred following the steps set out in 9.6.1, give the employee a written warning that failure to improve performance within a given time may lead to the employee’s suspension or dismissal from employment and setting out the steps necessary to be taken by the employee to improve their performance to a satisfactory level. 9.6.4 Where the performance of an employee then continues to be unsatisfactory suspend the employee without pay for a time specified in writing by the Company or dismiss the employee with notice.