1. Managing Performance
How to get the best out of your
employees
Deeside Enterprise Centre
Thursday 6th
June 2013
2. Employment Law
Rachel Reid Justine Watkinson
•Justine is Head of the Employment Law
Team
•Extensive expertise in advising on
executive appointments and
terminations, drafting of contracts of
employment and handbooks,
redundancy, disciplinary and grievance
•Extensive experience in advising
companies including aerospace,
automobile and logistics
•Specialties include advising on Tribunal
claims, disciplinaries, grievances,
discrimination, redundancy, business
reorganisations and industrial relations
3. Overview
• Company Assets
• Typical problems with employees
• Reasons to Manage Your Staff
• Understanding the Law
• How to manage your staff – Procedures/Top Tips
• Dismissal – a last resort?
• Aventi – HR/Employment Law Service
• Q&As
4. Company Assets
• View your employees as
financial assets
• Invest time in recruiting
and managing your
employees
• Nurture your employees
5. Typical problems with employees
Do you have these problems in your work place?
• Too much chatting
• Lateness
• Frequent errors
• Slow worker
• Using mobile phones
• Inflexibility
• Persistent absence
6. Reasons to manage your staff
Sir Alan Jones, Chairman of Toyota UK:
“Wherever you work, your job as a manager is to
make your people be the best they can be – and
usually they don’t know just how good they could
be. It’s individuals that make the difference”.
Engaging for Success: enhancing performance through employee engagement
A report to Government by David MacLeod and Nita Clarke
7. 5 Reasons to manage your staff
1. Return on Investment (ROI)
2. Costs of recruitment
3. Increase morale
4. Affect on other employees
5. Managing managers’ time
8. Understanding the Law
When is a dismissal fair?
•Employer must have a
potentially fair reason for
dismissal
•Employer must have acted reasonably
9. Understanding the Law
5 Fair Reasons - Employment Rights Act 1996
•Capability
•Misconduct
•Redundancy
•Statutory restriction
•Some Other Substantial Reason
10. Understanding the Law
When can an employer be said to have
acted reasonably?
•Depends on the circumstances, the
size and administrative resources
available to the employer
•The employer was correct in treating
the poor performance issues as a reason to
dismiss
•Determined in accordance with the merits of the
case
(s.98(4) ERA)
11. Understanding the Law
Reasonableness…
•ACAS Code of Practice
•25% increase on compensation for an employer’s
failure to follow the Code
•Importance of setting the standards
14. Informal or Formal Process?
Informal
•Early stages of a problem that do not cause
serious concern
•Communicate with your employees
•Informal chat and refresher training
•Remind employees of the standard expected of
them
•Motivate a change in performance
•Is there an improvement in performance?
15. Informal or Formal Process?
Formal
•No improvement following informal chat
•Invite to a formal meeting
•Issue a warning
•Set out a training plan and KPIs
•Set time period for improvement
16. Top Tips
on managing performance
• Setting the standards
• Managing the standards
• Training your managers
• Training your employees
17. Setting the Standards
• Staff Handbook
• Contractual
• Policies/guidelines
specific to an individual
role or department
• Job description
18. Managing the standards
• Appraisals
• Make a record of performance or behavioural
issues
• Redundancies – objective measures
• Review, update and introduce new
policies
19. • The standards need to be understood at the top
• Manage the managers
• In-house training
• External training e.g. dignity at work,
system training
Train your managers
22. Aventi
• Aventi offers tailored, dedicated and personal
employment law and HR support
• Developed a support service that will provide
peace of mind and can adapt and grow with you
• Our Aventi team are dedicated to providing
proactive and timely advice and expertise
• Employer liability Insurance
