Process and procedure are the last hiding place of people without the wit and wisdom to do their job properly,” so said the infamous David Brent. Trouble is, when it comes to hiring and firing (in particular the firing) barristers, tribunal judges, ACAS and various other stakeholders involved in an Employment Tribunal case will want to know which documents you are going to rely on as an Employer, to make your case.
And that’s where the devil is in the detail, to coin another phrase. We’ve all come across colleagues, managers or subordinates who are ineffectual in one way or another. Some don’t know better, some choose not to perform and others are just plain lazy. But if you’re a small business lack of performance from a member of staff can have a huge impact. So, what are the documents and the practical steps you can take to deal with these situations?
To begin with, having a clear role profile or job description helps everyone understand what’s expected in the job. A good role profile will include sections on context/environment, working relationships and team working as well as key measures. Offering an induction to new joiners ensures you cover all the important stuff with them at an early stage and including a probationary review meeting (that actually takes place!) after one, three or six months is also helpful. Finally, having some sort of annual review or appraisal process gives both parties an opportunity to discuss any issues and ideally this should include a mid-year or even quarterly mini-review.
If you’ve already implemented all the above and still have issues, then a performance management discussion potentially resulting in a disciplinary meeting may be the next step. And if the thought of having a disciplinary meeting fills you with dread, don’t worry – there are plenty of guidelines available through the ACAS website amongst others, to help you along the way. Managing people needn’t be the headache some make it out to be. Implementing a few simple processes can make all the difference. Wishing you all the best with engaging, motivating and managing your staff!
Ruth George HR Consulting
t: 01442 261025
m: 07899 920075
e: [email protected]
To begin with, having a clear role profile or job description helps everyone understand what’s expected in the job. A good role profile will include sections on context/environment, working relationships and team working as well as key measures. Offering an induction to new joiners ensures you cover all the important stuff with them at an early stage and including a probationary review meeting (that actually takes place!) after one, three or six months is also helpful. Finally, having some sort of annual review or appraisal process gives both parties an opportunity to discuss any issues and ideally this should include a mid-year or even quarterly mini-review.
If you’ve already implemented all the above and still have issues, then a performance management discussion potentially resulting in a disciplinary meeting may be the next step. And if the thought of having a disciplinary meeting fills you with dread, don’t worry – there are plenty of guidelines available through the ACAS website amongst others, to help you along the way. Managing people needn’t be the headache some make it out to be. Implementing a few simple processes can make all the difference. Wishing you all the best with engaging, motivating and managing your staff!
Ruth George HR Consulting
t: 01442 261025
m: 07899 920075
e: [email protected]