Managing Follow Up
• Write and agree performance improvement and
development plans in accordance with organisational
Seek assistance from human resourcespeople
Manage specialists where
Reinforce excellence in performance through
recognition and continuous feedback
• Monitor and coach individuals with poor performance
• Provide support services where necessary
• Even experienced managers may need support when
assisting an employee through the performance
management cycle. This may include:
– technical support
– managerial support.
• Technical support may involve:
– technical training
– quality management
– attention to detail
– product/service knowledge
• Managerial support may involve:
– language and literacy support
– legal, HR or industrial relations support
– personal advice.
• Legal, HR or industrial relations support may be
– Australian Government online business support:
– Australian Securities and Investment Commission:
– Chambers of Commerce: www.acci.asn.au
– trade unions
– legal practitioners
– Industrial Relations Commission
– industry bodies.
• Establish and adhere to ethical boundaries when
– health issues
– relationship issues
– family problems
– drug and alcohol related issues
– depression and suicidal tendencies.
• Managers should counsel an employee whose
performance does not improve over time.
• Follow organisational policies and procedures for
counselling or disciplining employees.
• If there are no current policies, access Fair Work
Online (www.fairwork.gov.au) to determine
• Disciplinary processes should be clearly outlined in
organisational policies and procedures. They may
– disciplinary procedures
– stand-down letters
– discipline interview guides
– verbal warnings
– written warning
– termination or dismissal letters.
• Discipline should follow performance management
and counselling and should therefore not surprise
• Managers should view discipline as an opportunity
for corrective action rather than the final step before
• Organisations may have the right to implement the
following actions for continued unsatisfactory
– formal censure or counselling
– demotion by one or more classification levels or
– withholding of an increment
– suspension with or without pay
– termination of employment.
• Managers and organisations can establish an ongoing
record of poor performance by showing adherence
to a process of:
– performance reviews
– development plans
– records of conversation.
• Termination is the cessation of the contract of
employment between an employer and an
employee, at the initiative of the employer within
relevant industrial agreements.
• It must be accompanied by several legal and
• Organisational requirements for termination include:
– paid or unpaid leave until the termination is
– notice of termination/dismissal letter
– termination pay statement
– termination checklist
– abandonment of employment letter
– termination on the grounds of ill health or
• Notice of termination/dismissal is the formal letter
required under law to be sent or handed to the
employee whose employment contract has been
• It must be retained along with payroll records of
termination for no less than seven years.
• Terminations must be lawful and should not breach
any of the:
– employment contract
– equal opportunity, anti-discrimination or other
– award or workplace agreement.
• Legal requirements relating to terminations include:
– documenting the date and reasons for
– providing support to employees to write letters of
resignation if required
– complying with notice periods required by
legislation, awards or contract
– paying accrued entitlements including untaken
• Organisations may have a termination checklist. This
– meeting all termination obligations
– receiving all organisational property
– returning any personal property.
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