Chapter 7: Staff Management Flashcards
(113 cards)
1
Q
What is a conflict-of-interest
A
Conflict-of-interest is a situation where a personal or professional interest may conflict with our position, obligations or responsibilities as a Police employee.
2
Q
Police should never enter into a sexual intimate relationship with someone we have met in a professional capacity when an
A
Imbalance of power exist, or if that person is vulnerable
3
Q
Limited personal use of Police technology, equipment, supplies and other resources is permitted, but it must at all times
A
Be consistent with police values and standards of behaviour expected of an employee.
Be consistent with the terms of authorisation and direction of management.
Be kept to a minimum so that your official duties are not compromised.
Not incur direct cost other than trivial for Police or interfere with the use of the resources by others
4
Q
We need to consistently practice good judgement and integrity when
A
Creating, accessing, modifying and using, securing and disclosing all information.
5
Q
Police is strengthened by diversity. We are committed to having a diverse workforce that is
A
Inclusive and respectful of each other’s differences.
6
Q
If your behaviour or decisions fall short of the required standard set out in this code, your employment agreement and Police policies, we will
A
Talk with you and determine the circumstances and actions that have led to the situation.
7
Q
If you were found to have breached the code of conduct you may face disciplinary action which could include termination of your employment final outcomes will depend on
A
The seriousness of the situation.
Good employer principles and processes, and good faith will be applied and dealing with any breaches of the code.
8
Q
What is misconduct.?
A
This is behaviour or actions that breach this code of conduct or other police policies. Warmest contact may not justify dismissal it may result in formal disciplinary action.
9
Q
What is serious misconduct.
A
This is behaviour or actions that breach this code of conduct or other police policies and employment agreements and seriously undermine or damage the trust and confidence Police has in you, calling into question if the employment relationship can continue. It is behaviour or actions that may justify dismissal.
10
Q
Examples of miss contact
A
Examples of miss contact Treating a person harshly using abusive or offensive language miss use of police Internet or email systems failure to the clear of conflict-of-interest
11
Q
Examples of serious misconduct
A
Examples of serious misconduct Been convicted of or pleading guilty to an offence corruption bullying or harassment sexual misconduct fifth or dishonesty of any kind and are authorised access to, or disclosure of any matter or information related to Police business including NIA
12
Q
One of the benefits of flexible working hours
A
Enabling high-performance. Attracting and retaining top talent. Accessing a broader talent pool. Increase productivity.
13
Q
Flexible employment options can be
A
Any non-usual working arrangement, including changes to hours or days worked, and working from alternative locations.
14
Q
What is Flexi time hours
A
Flexi time allows an employee to work a set number of hours a week that can be very from week to week.
15
Q
What does condensed hours mean
A
Condensed hours means working full time hours but condensing those hours into a shorter week
16
Q
Flexible employment options is a two way street. I keep benefit to the organisation that is often overlooked, as the positive affect that comes from an employee been able to work in a way that suits their
A
Lifestyle and commitments
17
Q
As a leader, you have a pivotal role in promoting and enable Police to be with regards to FEO’s?
A
Flexible by default
18
Q
As a manager you have a duty to consider any requests for flexible employment options. It is your responsibility to consider and respond to all requests within What time frame?
A
Within one month of receiving them as per the employment relations act
19
Q
Who can decline an FEO application.
A
Only the district Commander or national manager can decline an FEO application.
20
Q
Can a manager decline a flexible employment option
A
No - they can either approve an application or recommend that it is not supported. Only the District Commander or National Manager (or equivalent) can decline an FEO application.
21
Q
What is the aim of performance management.
A
Performance management is about seeking improvement through dialogue and providing support to enable the employee to perform satisfactorily. It is not a disciplinary process.
22
Q
What is the objective of an informal discussion?
A
To encourage dialogue and to try and identify if there are any underlying causes that are contributing to the performance issues.
This should be a two way discussion aimed at pointing out the shortcomings in contact or performance and encouraging comments and improvement.
Criticism should be constructive, with the emphasis on finding ways to improve and for the improvement to be sustained.
23
Q
Wind must performance issues be addressed with an employee
A
As soon as possible after they are identified.
24
Q
What should you do if after a informal discussion the problem does not improve satisfactorily
A
Discuss with the HR advisory with a more formal performance meeting as appropriate.
25
What are the five steps to the performance meeting
Introduction the sets the agenda, if you have a Recent agenda provide a copy to the employee and the support person. Insure the agenda does not contain any predetermined conclusions or outcomes.
Provide information. Outlined the minimum acceptable standard of performance and outline with the employees performance has fallen short of that standard. Provide any documentation examples.
Opportunity to respond. Give the employee a genuine opportunity to explain any reasons for the shortfall of the performance.
Problem-solving. Explain the performance management process in the action that will be taken next. If a PIP seems necessary, go through the PIP form with the employee and the support person.
Record keeping. Record the discussion including employees explanation in the notes of the meeting and make sure this is signed by both parties at the end of the meeting. Copy all documentation to the employees performance management file and provide a copy to the employee.
26
If an employee does not reach the minimum standard of performance,
the issue may be treated as a misconduct issue and addressed under the progressive disciplinary process.
27
It is important that the PIP sets out the requirements and expectations of both parties. In order for this to be successful, the employee must agree to the PIP. The PIP should include the following information
The performance to be improved, be specific site examples. Include a brief statement about the name of the PIP.
Outlined the minimum acceptable standard of performance in reference to the competencies, position description, code of conduct and any other available benchmarks.
The remedial steps to be taken. The standard should be measurable, realistic and have an achievable timeline.
28
The PIP is specific to the behaviours/poor performance that has been raised with the employee. Should new matters arise whilst the employees subject to a PIP what should you do
Another performance meeting will need to be convened and PIP revised.
29
Upon the completion of a PIP what should be retained in the employees performance management file
A copy of the PIP and any letters sent to the employee
30
When an employee does not achieve the required standard following a PIP consideration may be given to revising the pipe, however in some circumstances it may be appropriate for the matter to go directly to the
Progressive Disciplinary Process. The employee must be invited to a disciplinary meeting. At this stage either HR advisory or someone from your local employment resolutions team (LERT) must be involved.
31
Where is the new pilot model for disciplinary policy and process operating (ABCWE)
Auckland, Bay of Plenty, Canterbury, Wellington, eastern and three emergency communication centres
32
The new disciplinary policy and process promotes a values based framework that has our people’s
Hearts and minds at the forefront, one that allows our people to feel safe to talk and supports a high trust culture.
The pilot has consciously moved away from the traditional one size fits all approach to a People centric model that introduces multiple pathways, restorative practices and alternative resolutions.
33
The disciplinary policy and process pilot adopts a preventative and educational focus where possible and aims to embed what?
A trusted disciplinary process that supports the wellness and safety of our people.
An approach that is fair and consistent, responsive, transparent and aligns with our good faith obligations.
34
Executive summary. The key things to note in this policy are that this process is
Used to determine whether alleged breaches of our code and/or policies are substantiated, and if so, what the appropriate outcome is.
Underpinned by the employment principles of good faith.
35
The purpose of this disciplinary policy is to
Ensure breaches of our Code are managed and dealt with fairly and in good faith with a view to improve in conduct.
36
Good faith obligations are mutual and mean that place in its employees and their representatives must
Engage openly, honestly and respectfully.
Be responsive and communicative.
Be active and constructive in maintaining a productive employment relationship.
37
Police will undertake an employment investigation only where there is
Good reason to do so
38
Police will notify employees with unemployment investigation in relation to them is commenced unless
Unless there are exceptional circumstances that mean this is not appropriate.
39
In pilot locations if there are concerns about the employees behaviour, the matter is referred to
The national assessment team (NAT
40
When would the professional conduct team be involved in a disciplinary matter
They should be involved to assess if there is potential criminal offending or if the allegation has resulted from a complaint against police.
41
When categorising, and it is established that we do have concerns, the matter is referred to who
Appropriate manager, HR representative and professional conduct team member.
42
If a disciplinary matter is categorised as requiring a criminal investigation who do you seek advice from
Employment relations (ER)
43
When should an employee Who is under investigation be placed on restricted duties suspension or stood down
Restricted duties or suspension should only be considered where there is a risk and allowing the employee to undertake their current duties where is necessary and appropriate to remove the employee and investigation from the workplace. Advice from HR must be sought prior to taking the step.
You also need approval at district Commander or national director level
44
What is the purpose of an employment investigation
To establish what conduct has occurred and whether that conduct is misconduct and the seriousness of it
45
If misconduct is established there are two main outcomes available for consideration what are they
Warning/final warning or dismissal.
Nothing prevents other appropriate outcomes that are not disciplinary sanction’s, such as performance management or professional conversations.
46
If an employee is aggrieved by any action taken in a disciplinary process they may pursue the matter as
Employment relationship problem
47
A formal categorisation may be required in situations where the matter is
Serious or complex in nature or the matter is potentially criminal.
48
What type of behaviour is not considered for assessment under the disciplinary policy and process
Poor performance.
One off low-level miss contact or mistakes that can be dealt with by the manager.
This makes sense as these can be dealt with via informal conversations, formal performance meeting, PIP etc.
49
What are the four types of possible outcomes in relation to disciplinary policy and process
No further action.
Performance management.
Employment investigation.
Criminal investigation.
50
When does an employee need to be informed that they are under investigation
The employee needs to be informed of the preliminary decision and have the opportunity to comment accordingly either in person or on writing.
51
When should a formal categorisation be required
In situations where the matter is serious or complex nature or the matter is potentially criminal.
52
When must a separate employment investigation be commenced with a separate investigator
When a matter leads to a criminal investigation, and possible misconduct is also identified.
53
What is the purpose of an investigation into employees conduct
To establish and consider the facts of what happened and to assess whether the employees actions were in breach of our code, police policies or employment agreements and our values.
54
When would an external investigator be appropriate
They would normally only be utilised in exceptional cases, where additional independence is necessary or where the matter is complex or sensitive
55
With regards to employment investigations what is the threshold with regards to evidence required.
The test is balance of probability, It is more likely than not that misconduct occurred. It is not necessary to prove beyond a reasonable doubt, however we do need to be convinced that this contact occurred and have reasonable grounds to support that.
With regards to a criminal investigation police need to prove wrong doing beyond all reasonable doubt and require evidential sufficiency to meet that test.
56
During an investigation meeting if you want to digitally record the conversation, who needs to be made aware and consent to this
Everybody in the room including a support person
57
When should the investigation report be completed
A concise and clear investigation report should be completed in a timely manner.
58
Who makes the decision on sanctions in relation to disciplinary warnings and dismissal
Disciplinary warning - District Commander or national manager and above this may be delegated to inspectors or a Quillivant level managers decisions are made in consultation with his manager and HR
Dismissal - District Commander, General manager: training, national manager: communication centres on SITE, assistant commissioners and above, in consultation with his or her manager and HR.
59
When no further action, performance management and professional conversations for findings of low level or no misconduct are identified as the best course of action, are these considered disciplinary outcomes?
No
60
There are two main types of disciplinary outcomes, what are they
Warning/final warning
Dismissal
61
If there are other additional outcomes under consideration as a consequence of the disciplinary process for example a delay in awarding long service medals, in eligibility for CSI, removal from special squad etc do you have to seek advice from HR or employment relations?
You must seek advice from HR or employment relations.
62
If there are other additional outcomes under consideration as a consequence of the disciplinary process for example a delay in awarding long service medals, in eligibility for CSI, removal from special squad etc do you have to seek advice from HR or employment relations?
You must seek advice from HR or employment relations.
63
There are two levels of warning, warning and final warning however, for serious matters a final warning may be appropriate as a first response in what circumstances
Generally for serious misconduct matters, or where previous warnings have already been issued. A final warning is a step away from dismissal and could be considered a last chance for an employee to demonstrate the expectations of police
64
When would dismissal be the appropriate option
When you assess the conduct is such that Police can have no trust and confidence in the employee.
Examples: Further relevant misconduct occurs when the employee is on a current final warning.
There is a finding of serious misconduct quarantine dismissal following an investigation.
There are repeated performance issues which have not been remedied through performance management process which has led to the disciplinary process.
65
Is the decisionmaker as to whether employee should be dismissed what must you also give consideration to
Alternatives to dismissal, including any alternative proposed by the employee.
66
Kia Tū replaces Speaking Up. What does Kia Tū stand for?
Standing for what is right, taking a stand for others, doing the right thing, been seen and heard, and be proud of who you are.
Prevention requires everyone in the organisation to be reflective, compassionate, bring fairness to the work and, most importantly, be prepared to take a stand
67
What are the five principles underpinning the policy of Kia Tū (PARTS) as in Kia Parts
People centric
Accountable
Responsive
Trusted
Safe
68
What is the aim of Kia Tū
To resolve concerns promptly at the lowest level, in proportion to the harm caused or seriousness of the behaviour.
69
What are the four options of responding to unacceptable behaviour with regards to Kia Tū?
Address at yourself.
Address it with Support.
Address it with a manager.
Report at confidentially.
70
When addressing unacceptable behaviour by yourself ensure that any on the spot responses are
Respectful, polite and focus on the behaviour not the person.
71
If unacceptable behaviour has been raised with a manager can the manager formally report the concern on your behalf.
With your consent they may. If the concern raises a risk of harm to yourself or any others, the manager may be required to report it.
The manager is also responsible for ensuring you have access to impartial and confidential advice, guidance and support.
72
How do you formally report unacceptable behaviour confidentially under the Kia Tū process?
0800 2 Kia Tu or online form.
Your concern will be assessed by an independent triage panel to recommend the best pathway for resolution.
73
What is trauma
Trauma is any type of distressing event or experience that can have an impact on your ability to cope and function.
74
Who coordinates or trauma support services?
The district wellness advisor
75
Can a supervisor refer one of the employees to a wellness advisor?
Yes they can however this should be done with the employees consent/knowledge. Employee may also self refer to Wellness
76
The trauma policy states that in certain circumstances a supervisor must make a referral to the district wellness advisor, what are some of these?
Involvement in critical incidents.
Notifiable injury or illness.
Threat to the employees life while on duty.
DVI incidents.
Attendance in a natural death.
Attendance at a high number of critical incidents over a short period of time.
Incident where police negotiations fail and There is loss of life or injury to others.
Death or serious injury of baby or young child.
Attending incidents that involve other police employees or their family members.
Unpleasant or stressful duties example protracted inquiries, cases were aggravated and/or unpleasant factors exist
77
What time frame should an employee be referred to a wellness advisor where trauma as possible?
As soon as possible after an event. Timeliness is critical to best support our employees
78
When is a referral to a psychologist from the wellness adviser mandatory
Following a critical incident, and in exceptional circumstances
Exceptional circumstances means - significant exposure to trauma for example significant natural disaster (CHCH earthquakes) or mass homicides (mosque killings).
Critical incidents means - a critical incident and their actions may have contributed to the death or life threatening injury of a person (use of firearm resulting in death or serious injury, or fleeing driver has crashed resulting in serious injury or death).
79
When should I psychologist appointment occur after a critical incident
The first appointment with a psychologist will not occur earlier than 72 hours following a critical incident and ideally the second appointment should occur within 10 days post incident.
80
What must a supervisor do when employee is returning to work because of an illness or injury
Supervisor must take the lead role in initiating and managing the rehabilitation of your employees following work absences due to illness or injury
81
Please have chosen to enter a cc accredited employer program, which means Police is responsible for managing any workplace injuries. What injuries do ACC still manage for Police
Any injuries arising as a result of a motor vehicle accident in some other complex injuries.
82
Injury claims for police are managed under what Act
The accident compensation act 2001
83
There are many benefits to employees in place of been an accredited employer. One of them is having a reduced ACC levies. What is the other major benefit
Police fund the cost associated with all claims their employees make as a result of an incident causing injury at work. for example treatments, entitlements and return to work support
84
How frequently do Police have to reapply to be a member of the AEP (Accredited Employer Program)?
Police must reapply Every year
85
The sites to be audited are chosen by ACC. All standards must be achieved to remain in the AEP.
Areas for continuous improvement are identified in the audit, an example is
Our cover decision time frames were of concern taking on average 22 days. Streamline processes and training resulted in this time frame reducing to 3 to 5 days in 2020
86
ACC also outsource the management of non-work related injury claims to Gallagher Bassett.
What time frame do you have to exceed for ACC to allocate your team members nonwork claim to Gallagher Bassett for management
Must have more than seven days off work
87
If an employee does not want the nonwork claim to be managed by Gallagher Bassett can they choose to remain with ACC
Yes
88
What is a work injury
An accident or series of events at work.
Work-related gradual process, disease or infection. this does not include non-physical stress.
Work related noise induced hearing loss (more than 6%).
Work-related mental injury caused by a single significant event likely to cause mental injury to people generally.
89
Who is covered when injured at work and can make a claim
This applies to all paid employees:
Permanent employees
Staff on fixed term contracts
Casual employees
90
Are medical certificates essential
Yes. Without a current medical certificate, police cannot recover any ACC costs associated with a claim, treatment and weekly compensation
A certificate must be provided for all ACC absences. A new medical certificate needs to be submitted before the end date of employees previous medical certificate.
91
Who can issue a medical certificate for workplace injuries or incapacity
A registered medical practitioner for example GP, surgeon, specialist.
However, both a registered medical practitioner in a registered health professional for example Physio/chiropractor can lodge an ACC claim.
92
Can a supervisor initiate unrelated disciplinary matters during the course of rehabilitation for his employee
No.
93
What must you do within The first five days I’ve been advised that your employee has suffered an injury that will keep him from work.
Advise WFM.
If it is a work injury, fill out an incident report within 48 hours (audit standard)
Contact the employee within two days
Receive a medical certificate for all ACC absences. If an illness then certification is needed if absence is over five days
Complete the leave request and attached a medical certificate if your employer cannot do this.
Arrange meaningful alternative duties if your employee is cleared for light duties but not full duties
94
When must an incident report be filled out.
When must the supervisor contact the employee who has notified them of an injury and they will be off work.
Within 48 hours
95
When is a medical certificate required for sickness
If the employee has more than five days off work.
96
What muster supervisor do following a workplace injury 10 days or more.
Keep workforce management updated with any changes.
Insure weekly contact with the employee to identify any barriers in support there may be needed. Provide a weekly update to Gallagher Bassett on the outcome of this contact with your employee.
Arrange a meeting with your employee to develop a return to work plan.
Send the agreed and signed return to work plan operational to health and safety adviser or return to work advisor.
Insure medical certificates are kept up to date. Send the medical certificates to health and safety adviser and accpayroll@police.govt.nz
97
What must a medical certificate include in an employee is returning to light duties
It must include any restrictions of hours or light duties and any other safety concerns. The medical certificate must also have a review date.
98
Early intervention is preventative in nature and
Aimed at engaging with employees in a remedial in support of minor
99
What are the four phases to early intervention
Identification
Analysis
Engagement in intervention
Feedback and follow up
100
If early intervention process identifies behaviour that is considered to be a potential criminal, disciplinary, or performance issue, it is considered unsuitable for early intervention and must be referred to an appropriate person outside the early intervention team
101
Early intervention is not a disciplinary sanction and information collated through the process must not be used for
Disciplinary, performance appraisal or appointment processes.
The only exception is where there is a proposal to remove an employee from police, in which case the material may be referred to and taken into account when looking at the employees complete disciplinary/employment history.
102
Early intervention is managed and record it through what database
IAPRO database.
This database is administered by the national early intervention team based at PNHQ they have so Access to that part of the database
103
If analysis for early intervention determines that someone is in need of early intervention engagement who is advised of this
The district lead for early intervention, the district Commander or national manager are also notified
104
The main focus of the district lead for early intervention is to
Help facilitate and Support supervises in conducting early intervention meetings with their employees.
105
With regards to early intervention what can be offered to an employee of the supervisor in district lead consider that it would help address any concerns
And offer of assistance maybe made to the employee
106
Any outcome for early intervention must be agreed between who
The supervisor and the district lead (not the person who the EI is for….)
107
Is early intervention mandatory for the employee to participate in
The employee must attend the first meeting however after this they can choose whether or not they wish to participate. If they choose not to there will be no disciplinary action or disadvantage for choosing not to engage. A record will be retained in IAPRO for reporting purposes.
108
What purposes Can the report produced by the national early intervention team be used for?
Must only be used for the purpose of early intervention, and remain confidential to those people involved in the process.
No information about early intervention is held on the employees personnel file.
109
The district lead and the supervisor cannot disclose personal information outside of the early intervention meeting without the employees consent unless they reasonably believe that disclosing the information
Is for one of the purposes for which the information was obtained or is directly related to one of these purposes, or
Is necessary To prevent or listen a serious threat to public health or safety or to the life or health of a person.
To avoid prejudice to the maintenance of the law, or is part of any court process
110
You must not use please technology, information or other resources for
Unethical or inappropriate purposes or against Police policy, whether there is inadvertent or intentional.
111
If you discover that you have made an error of inappropriate accessing, using or procuring information or technology you should notify the appropriate manager when
As soon as possible
112
You must not intentionally download, hold, transmit, few or present to any other person any objectionable were offensive material and unless
Unless it is required for an authorise police operation.
You should not make lengthy or long distance personal phone calls or otherwise use resources for nonpolice business activity to the point that performance or availability of services could be affected
113
With regards to personal use of social media what are the don’ts
Don’t post photos of yourself in uniform on personal social media accounts, or anything that identifies you as a police officer is not recommended.
Don’t post anything that can bring Police into disrepute or negatively impact the reputation of police.
Do not post anything that compromises your security/safety or family or colleagues for example post in personal information such as phone numbers or addresses
