Managing under performance Clause Samples
The 'Managing under performance' clause outlines the procedures and actions an employer may take when an employee's work does not meet established standards or expectations. Typically, this clause details steps such as providing feedback, setting improvement plans, and offering support or training to help the employee address deficiencies. Its core practical function is to ensure a fair and transparent process for addressing performance issues, giving employees an opportunity to improve while protecting the employer's ability to maintain productivity and standards.
Managing under performance.
4.7.1 The provisions of this clause do not apply to non-ongoing employees or ongoing employees who are on probation.
4.7.2 Where an employee is assessed as partially meeting or not meeting expectations under the Performance Management Scheme, or has otherwise been identified as not meeting required standards, the National Manager may initiate an under performance process.
4.7.3 The under performance process will be aimed at recovery of the employee’s performance such that he or she is able to continue in employment in the Tribunal at the same classification level.
4.7.4 The employee is to be advised in writing that he or she is not meeting required standards and that an under performance process is to commence.
4.7.5 The process will be initiated by a meeting between the employee and his or her supervisor to:
(a) Advise the employee of the areas in which he or she is not meeting the required standards of work and the standards that are required;
(b) Develop a performance improvement plan, including any development and learning options that may assist the employee to meet the required standards;
(c) Agree on the length of time over which the employee’s work will be assessed; and
(d) Discuss any other matters that are relevant to the under performance process.
4.7.6 Where there is no agreement on the length of time over which the employee’s work will be assessed, it will be 3 months.
4.7.7 The employee’s supervisor will assess the employee’s work throughout the under performance process unless the employee considers, and the National Manager agrees, that the employee may not be fairly assessed by the supervisor, in which case another person will be appointed by the National Manager to assess the employee’s work.
4.7.8 Throughout the under performance process, the employee is entitled to:
(a) Copies of any relevant documentation;
(b) An opportunity to provide comments on any relevant documentation; and
(c) To be accompanied, where they choose, by another person at any meetings or discussions associated with the under performance process.
4.7.9 Following the completion of an under performance process, the National Manager may:
(a) Take no further action as the employee has met the required standards;
(b) Extend the assessment period by a maximum of 3 months;
(c) Reduce the employee’s classification level;
(d) Reduce the employee’s pay point within a broadband to the equivalent of a lower APS classification level;
(e) Redeploy the employee at the same level; ...
Managing under performance. If a Section Head makes an assessment that an employee‘s performance is ―unsatisfactory‖, the Section Head will immediately advise the employee and attempt to assist the employee to improve their performance through constructive feedback, coaching, development plans and other methods.
Managing under performance. 4.7.1 Performance feedback using the IDPES will be the initial and primary channel for addressing under-performance. Where an employee’s performance is not satisfactory, the supervisor will address performance issues using ACIAR’s Guidelines for Managing Under-performance (Chapter 2 HR Manual).
4.7.2 The continuing employment of non-ongoing employees on terms of 6 months or less and employees on probation will be subject to the performance requirements outlined in their employment contract.
4.7.3 Where under-performance is due to ill health, employees may be requested to undergo a medical examination to determine their fitness for duty and to guide agreement on suitable duties and working arrangements during the period of ill health.
4.7.4 The under-performance framework does not apply to employees under a period of probation, non-ongoing employees who are engaged for less than six months or employees who are being case managed due to a suspected breach of the code of conduct, an identified medical condition/injury or loss of essential qualifications.
4.7.5 Where a dispute over performance appraisal leads to an Internal Review of Actions, employees, supervisors and management should adhere to the principles outlined in chapter 1 of the HR Manual.
4.7.6 Where an employee’s performance has been assessed as ‘does not meet expectations’ he or she is not eligible for salary progression or payment of the organisational performance bonus.
4.7.7 Where a supervisor has followed ▇▇▇▇▇’s agreed procedures to manage under-performance and the supervisee’s performance has not improved, salary regression or termination may apply.
Managing under performance. Inappropriate conduct will be managed in accordance with the principles of natural justice and procedural fairness. Umpires will be advised when their conduct does not meet expected standards and assisted to meet these standards. Where reasonable, efforts to improve conduct have not succeeded, a fair and reasonable process will be used to address the problem. Consideration will be given to counselling in all cases of inappropriate conduct. Counselling will be sufficient to resolve many cases of inappropriate conduct, particularly first instances where the breach of conduct is not a serious one. Consistent with the principles of natural justice, the following must be taken into account when managing conduct: an umpire whose conduct is inappropriate must be informed as fully as possible of any allegations that the expected standards of conduct have not been met; all instances of inappropriate conduct must be managed promptly in a private setting; action taken to manage inappropriate conduct must be suitable and relative to the nature and seriousness of that conduct; an umpire must have an opportunity to put their point of view; any material put by the umpire in mitigation must be considered; any decision to take action must be made fairly, without bias and without prejudice; and an umpire may request a representative from the VFUA to attend any discussion between AFL Victoria and the umpire. A written summary of any discussion should be recorded and a copy provided to the umpire.
Managing under performance. (a) The parties agree that the objective of the procedures in this clause is the management of under-performing employees in a manner fair to employees. (b) If a supervisor forms the view that an employee has not achieved an acceptable standard of work performance, the supervisor shall utilise the following procedures:
(i) the supervisor shall give a written warning to the employee detailing the required standard of work performance and outlining how the employee's performance does not meet the standard; (ii) the Chief Executive shall appoint a person (the assessing officer) to assess the employee's performance for a period of two months (the assessment period). The assessing officer shall be from outside the immediate work area of the employee whose performance is to be assessed; (iii) at the completion of the assessment period, the assessing officer shall advise the Chief Executive whether the employee maintained (or, where appropriate, achieved and maintained) the required standard of work performance during the assessment period; (iv) if the employee maintained his/her work performance to the required standard, no further action shall be taken; (v) if the employee does not maintain his/her work performance to the required standard, the Chief Executive shall give a second written warning to the employee and repeat the procedures in paragraphs (ii) and (iii) above; (vi) if the Chief Executive, in consultation with the supervisor, forms the view, after utilizing the procedures in paragraphs (ii), (iii) and (v) above, that the employment of the employee should be terminated, the Chief Executive shall utilize the following procedures: • first, advise the employee that he/she is to show cause why his/her employment should not be terminated; • then, consider the response of the employee; and • finally, decide whether to terminate the employment or advise the employee of alternative action to be taken. termination for under-performance
Managing under performance. (1) Austrade aims to promptly and fairly address and reduce the incidence of under- performance.
(2) Underperformance may be identified at any time during the performance management cycle if a manager makes the assessment that an employee’s performance is unsatisfactory.
(3) Where underperformance is identified, Austrade will work with affected employees and their managers to attain and sustain the standards required.
(4) The procedures emphasize a simple process balanced with procedural fairness and the right to a person of the employee’s choice to provide support, and may include an informal process of regular feedback on performance, informal counselling, and coaching, before the formal performance management procedure is commenced.
(5) The formal underperformance procedures do not apply to employees completing a probation period, non-ongoing employees, and do not prevent Austrade from dealing with cases of suspected breaches of the code of conduct under its procedures for determining breaches of the code of conduct.
Managing under performance. The supervisor should ensure that: the employee has a clear job description; a performance agreement is in place; the employee understands the standards of work performance expected; and that he/she has received appropriate training and assistance to perform his/her duties.
Managing under performance. 51.1 Should under-performance issues arise they will be addressed in conjuction with ▇▇▇’s policies for managing under-performance.
Managing under performance. This Agreement maintains Austrade’s approach to managing under performance with emphasis on a simple process balanced with procedural fairness principles. The primary aim of this approach continues to be to address and reduce the incidence of under performance and at the same time encourage confidence in Austrade’s performance management process. Under performance may include inability to perform responsibilities, inability to cope with the organisation’s change, medical incapacity and/or the inability to develop necessary skills. The Human Resources Management Policy “Managing Under Performance (All Employees)” provides further details.
Managing under performance. Where an employee is assessed as not meeting role expectations under the Office’s Annual Performance Agreement or has been identified as not meeting required standards of work, the Office may initiate an under-performance process in accordance with the Office policy on managing under performance.