MANAGING UNSATISFACTORY PERFORMANCE Sample Clauses
The 'Managing Unsatisfactory Performance' clause outlines the procedures and steps an employer may take when an employee's work does not meet required standards. Typically, this clause details the process for identifying performance issues, providing feedback, and offering opportunities for improvement, such as performance reviews or development plans. Its core function is to ensure that both parties understand the expectations and remedies available, promoting fair treatment and giving employees a chance to address deficiencies before more serious actions, like termination, are considered.
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.
55.2. It is expected that supervisors will have provided regular feedback on performance as part of the performance review processes at UTS and will deal promptly and fairly with issues. Supervisors will provide guidance and counselling and, where appropriate, staff development, to address performance issues when these are first identified.
55.3. The procedures of this Clause must be followed before disciplinary action may be taken against a staff member for unsatisfactory performance. Nothing in this Clause prevents the relevant ▇▇▇▇, Director, Deputy Director, Deputy Vice-Chancellor, ▇▇▇▇▇▇▇ or the Vice- Chancellor from referring a question of possible unsatisfactory performance to a supervisor for appropriate action.
55.4. Where a supervisor forms the view a staff member’s performance is unsatisfactory, the supervisor will inform the staff member in writing:
a. of the improvement required b. the time period in which a reasonable improvement is expected, and c. if there is no improvement that disciplinary action will be taken.
55.5. To enable the staff member to achieve the expected performance improvement in the timeframe the supervisor will offer the staff member reasonable support, training and coaching.
55.6. Where a supervisor believes that the processes referred to in sub-clause 55.4 have not produced the desired improvements in performance, the supervisor will make a report to the ▇▇▇▇ or Director as appropriate and, at the same time, provide a copy to the staff member who has ten working days in which to provide a response to the report to the ▇▇▇▇ or Director. The report will state clearly the aspects of performance viewed as unsatisfactory and the record of attempts to remedy the problem/s.
55.7. The ▇▇▇▇ or Director as appropriate will review the report and any response provided by the staff member and may decide to:
a. take no further action b. recommend to the Deputy Vice-Chancellor that disciplinary action be taken under ▇▇▇▇▇▇, 57 Discipline.0 55.8. A staff member may choose to be accompanied by a representative of their choosing at any meeting convened in accordance with this Clause, provided that person is not a barrister or solicitor in private practice.
55.9. If disciplinary action above a verbal warning is taken a staff member may apply for a process review u...
MANAGING UNSATISFACTORY PERFORMANCE. 12.1 The purpose of this clause is to support employees with unsatisfactory work performance to improve their performance.
12.2 The process of managing unsatisfactory work performance will be consistent with the principles of procedural and substantive fairness.
12.3 Prior to commencing the process
(i) have explained the standards of performance required of the employee;
(ii) have provided informal support to the employee to meet the standards;
(iii) consider the organisational or personal factors that play a role in the employee’s unsatisfactory work performance; and
(iv) considered alternatives to the formal support process to address the problems.
12.4 Commencing the formal unsatisfactory work performance process
(a) Where the employer considers that informal attempt to address the employee’s unsatisfactory work performance have been unsuccessful, the employer must advise the employee in writing of the following:
(i) the areas of unsatisfactory work performance, including a description and examples;
(ii) the required standards of performance and/or expectations of the Employee’s role;
(iii) the proposed training, counselling, coaching, feedback, professional development or other support, proposed be provided to help the employee to meet the standards;
(iv) of the processes under this clause and a copy of this clause provided; and
(v) a date and time to for a meeting where the employee can respond to the alleged unsatisfactory performance with the attendance of a support person. The employee may elect not to attend the meeting and to respond in writing.
(b) If, after considering the employee’s response, the employer determines the employee is not meeting the standard, the formal support period will commence to enable the employee meet the standard. The support period will be no less than 12 weeks.
MANAGING UNSATISFACTORY PERFORMANCE. 46.1 This clause does not apply to casual employees or probationary employees.
46.2 The management of unsatisfactory performance, and any decision by the University to take Disciplinary Action against an employee for unsatisfactory performance, will be managed in accordance with this clause.
46.3 An employee who is subject to an unsatisfactory performance process under this clause, may elect to appoint a Nominated Representative at any stage of the process set out in this clause.
MANAGING UNSATISFACTORY PERFORMANCE. 10.1 Counselling
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. 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. Notwithstanding the foregoing, agreement is not required where the changes are necessary to ensure that the policy is consistent with the law; or the changes constitute administrative simplification of the policy (that do not affect the intent of the relevant benefit or entitlement).
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.
(b) The MUP process shall consist of the following two stages:
(i) Stage 1,
(a) the formal identification of unsatisfactory performance;
(b) weekly inspections over a four week period (inspections incorporate feedback from Cleaner); and
(c) if cleaning standards do not improve to an acceptable level following the inspection period. Stage 2 is enacted; or
(d) if cleaning standards improve to an acceptable level following the inspection period. Six month monitoring program is enacted; or
(e) if cleaning standards are not maintained during the 6 month period. Stage 2 is enacted.
(ii) Stage 2 a. A report is compiled by the Business Services Manager (BSM) and/or Principal for regional office consideration to determine the appropriate action. Where an investigation or disciplinary action may be required, regional office shall contact the Workforce Relations and Review unit to determine the appropriate course of action.
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. (a) This clause will not apply within the minimum employment period or to a Casual Employee however natural justice will be applied to all Employees.
(b) An informal process of performance improvement and professional development may occur prior to a formal process being undertaken.
(c) Where the Principal considers an Employee’s performance is unsatisfactory and may lead to termination, the School will apply the following procedure in the management of that unsatisfactory performance.
(i) The Principal will formally advise the Employee in writing of:
(a) the time, date and place of the first formal meeting to discuss the Employees’ performance;
(b) the detail of the performance concerns;
(c) the Employee’s right to be represented at all meetings scheduled to discuss the performance issues; and
(d) the option of the College to terminate the employment or take other disciplinary action should the procedure not resolve the College’s concerns.
(ii) Formal performance management meetings will:
(a) include discussion regarding the College’s concerns with performance;
(b) give the Employee an opportunity to respond to these concerns;
(c) include discussion of any professional development needs, counselling or assistance, to be made available to the Employee;
(d) include documentation of any complaints or other evidence, where appropriate;
(e) set reasonable periods of review in order to properly assess performance.
(d) If, after following the procedure and period of performance review in this clause, the Principal’s decision is to terminate the employment the School will give the required period of notice or payment in lieu of notice.