Management/Supervision at Loughborough

Rob Allan Director of Human Resources

March 2013

Managers

Expectations

- No handbook that details what we require or expect of managers/supervisors

- Some references in job descriptions, but variable in content and detail.

- Some indication in objectives?

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Support for Managers/Supervisors

HR Finance Planning Staff Development Policies/Procedures/Guidance documents

(Recruitment & Selection; PDRs; Grievance; Disciplinary; Sickness: Reward Review; Overtime; Pay progression)

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Employment Contracts

Offer Acceptance Consideration Oral or Written Express and Implied Terms Custom & Practice

Recruitment & Selection

The Aim is simple:

Select the best person for the job

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DISMISSAL OCCURS

When the contract is brought to an end by the employer (with or without notice)

When a fixed term contract expires and is not renewed under the same contract

When the employee ends the contract in circumstances where the conduct of the employer entitles him to do so.

FAIR REASONS FOR DISMISSAL

Capability or Qualifications Conduct Redundancy Where continued employment would

contravene a statute Some other substantial reason sufficient

to justify dismissal

Accepting Responsibility

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Disciplinary Procedures

the means by which the organisation’s rules are observed and standards are maintained

provides a method of dealing with any shortcomings in conduct or performance

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DISCIPLINARY PROCEDURES

Give right to be accompanied Ensure that except for gross misconduct no

employee is dismissed for first offence Ensure that disc. action is not taken until

case has been fully investigated Ensure explanation is given of penalty

imposed Provide right of appeal and process

DISCIPLINARY RULES

Rules set standards of conduct at work

They should be fair, reflect the needs of the organisation and be written in a way that everyone understands

Disciplinary Actions

Verbal/oral warning Written warning Final written warning Downgrading Dismissal with notice Summary Dismissal (ie without notice)

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FAIRNESS - Key Tests

Judged on the facts known to the employer at the time of the dismissal

Judged on the facts which managers ought to have known before the decision to dismiss

Poor Performance

Raising the issue of poor performance Constructive counselling Use of appraisal systems (PDR) Seeking explanations Provision of training Monitoring & supervision Warnings Alternative employment? Dismissal - the final step!

Ensuring Understanding

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Capability

One of the fair reasons for dismissal identified

in section 98(2) is CAPABILITY

98(3) ‘Capability’ means capability assessed by reference to skill aptitude, health or any other physical or mental quality.

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Managing Sickness Absence

Long Term Absence

Short Term Absence

Non-genuine sickness

3rd Party Sickness

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Grievances

A Grievance is…

… a problem or concern an employee has about their work, working conditions or relationships with colleagues

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