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SSGT CPK 2017-727 > Chapter 7: Staff Management > Flashcards

Chapter 7: Staff Management Flashcards

1
Q

Code of Conduct - Our Code
How can we be sure our conduct complies with the Code of Conduct and policies - i.e. what should we apply to situations… the ‘what’ test.

What does this acronym stand for?

A

SELF test

Scrutiny - would decision/behaviour withstand scrutiny or be seen as appropriate by others

Ensure Compliance - decision/behaviour comply with Code and policy, GI’s and Proceedure

Lawful - is decision/behaviour lawful

Fair - is D/B fair and reasonable?

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2
Q

What are the things we must protect when we are considering decisions/behaviours - headings?
Our… x 8

A
  • Our Acceptance of others
  • Our Diversity
  • Our History
  • Our Influence and conflicts of interest
  • Our Information
  • Our Reputation
  • Our Resources
  • Our Safety
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3
Q

What factors are considered regarding breaches of the Code of Conduct? x7

A
  1. Nature and circumstances
  2. Intent when breach occurred
  3. Position, duties and responsibilities
  4. Ability to fulfil 3.
  5. Impact on organisation and relationships
  6. Impact of T&C police has in you
  7. how similar behaviour was treated in the past
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4
Q

What is definition of MISCONDUCT ?

What may misconduct result in - penalty-wise?

Give examples: x8

A

Def: behaviour/actions breach the code/policies.

May result in formal disciplinary action.

  • Absent without proper reason
  • Abusive/offensive language
  • Bringing police into disrepute by actions/behaviours
  • Misuse of police equipment
  • Misuse of police internet or email
  • Not complying with lawful instruction from supervisor
  • Treating person harshly
  • Use NIA for unauthorised use
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5
Q

What is definition of SERIOUS MISCONDUCT?
What could this behaviour justify happening?

What are some examples - incl. criminal stuff? x9

A

Def: behaviour/actions breach the code/policies.
seriously undermine or damage T&C police has in you.
May justify dismissal.

  • Bullying / harassment
  • Convicted, plead guilty to offence.
  • Corruption, accepting bribes, inducements
  • Dishonesty / theft of any kind
  • Excessive unjustified violence.
  • Knowingly making false declaration or statement
  • Repeated misconduct
  • Sexual misconduct
  • Unauthorised access or disclosure of police info - NIA
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6
Q

Definition of Performance Management?

Is this a disciplinary process?

When does this become a disciplinary process?

A

Seeking improvement through dialogue and providing support to enable employee to perform satisfactorily.

Not disciplinary process…

Only becomes disciplinary when employee unable/unwilling to improve following Performance Improvement Plan

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7
Q

What are the steps in Performance Management Process? x 4

A
  1. Informal Discussion
  2. Performance Meeting
  3. Performance improvement Plan
  4. Completion of PIP
    (… disciplinary)
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8
Q

What is step 1 of the the Performance Management Process?

How should this be done? x 8 steps
Starts with : Talk with Employee…

A

INFORMAL DISCUSSION

  • encourage dialog
  • establish underlying causes of underperformance
  1. Talk in private, discuss ways to improve, employee can have support person
  2. Listen to what they have to say
  3. Careful that informal action doesn’t turn into disciplinary action.
  4. Reach agreement on way forward.
  5. Send letter recording discussion (email)
  6. Arrange followup meeting
  7. Consider referral to Welfare etc.
  8. discuss with Human Resource Manager whether formal meeting appropriate.
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9
Q

What is Step 2 of the the Performance Management Process?

What are the steps to complete BEFORE the meeting - ie. during the initial phase but after the informal discussion… includes info in letter to employee etc… x 6

A

Performance Meeting

  1. ID minimum standard of performance and how they fall short.
  2. send letter of invitation to performance meeting
  3. set up PM file
  4. Discuss with HRM and consider options to remedy performance concerns
  5. checklist of items to be discussed
  6. further support needed, get contact details of support
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10
Q

Step 2 of the the Performance Management Process: Meeting

What are the steps to complete DURING the meeting? x5

A
  1. Intro - open meeting, explain reasons, set agenda
  2. Provide info - minimal accepted standard, where they’ve fallen short, provide egs
  3. Opportunity to respond
  4. Problem solve - action to be taken.. (may be PIP)… or training/support, inform employee if standard not met, issue may go up to misconduct issue
  5. Record keep - notes, signed by all. copy to employee and to performance management file.
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11
Q

What is Step 3 of Performance Management Process?

What is included in the plan? (x 9 points)

(scroll)

A

PERFORMACE IMPROVEMENT PLAN

Include following:

  1. Performance to be improved.
  2. Minimum acceptable standard of performance with ref. to competencies, pos. description, code, etc…
  3. Remedial steps to be taken.
  4. Support /resources required.
  5. Timelines for feedback and support to be provided, and for achievement.
  6. Review periods and progress meeting dates.
  7. Start date for PIP
  8. Consequences if performance standards not met.
  9. Signature of all parties and date.
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12
Q

Once the PIP has been implemented - what is expected of manager/supervisor.? x4

A
  1. ensure agreed assistance provided.
  2. Diary meetings, notes of meetings.
  3. system in place to monitor performance
  4. PIP specific to the behaviours / poor performance raised - if new matters arise, another performance meeting and pip revised.
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13
Q

What is Step 4 of Performance Management Process?

What has to happen if PIP is completed? x3

A

Completion of the PIP

  1. After PIP implemented and completed, if reached required standards, informed of such.
  2. PIP ended and end-date recorded and letter confirming this to employee.
  3. Copy and letters on their file
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14
Q

Disciplinary Process for Non-performance of PIP - who must become involved at this point?

A

EPM - Employment Practice Manager

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15
Q

Disciplinary Policy - What are the two key things to note about the reason for the policy?

A
  • process used to determine whether alleged breaches of Code and/or Policies are substantiated, if so - what appropriate outcome is,
  • Underpinned by employment principles of good faith.
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16
Q

Good faith - what does this mean everyone in the police must do re the ‘disciplinary policy’? x4

(general comment x1
must do’s x3)

A

Breaches of Code dealt with fairly and in good faith with a view to improving conduct.

  • Engage openly, honestly and respectfully
  • Be responsive and communicative
  • Be active and constructive in maintaining a productive employment relationship
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17
Q

Re. ‘Good faith’, what are 10 things NZ Police are expected to do as an employer? (in reas. order - SCROLL)

(specifically for the disciplinary process)

A
  • FAIR: Conduct disciplinary processes fairly and responsibly
  • PRIVACY: Ensure privacy of police employees and confidentiality maintained
  • GOOD REASON: Undertake employment investigation only when good reason to
  • COMMENCE: Notify employees when employment investigation is commenced
  • REPRESENTATION: Advise of right to take advice/be represented
  • PROVIDE DETAILS: Provide details of specific allegations so they can respond
  • RESPOND: Allow reasonable opportunity to respond
  • EXPLANATION: Consider their explanation in unbiased manner
  • OUTCOME: Notify employee of outcome of police investigation
  • PROPORTIONATE: Ensure outcomes are proportionate to nature and seriousness of conduct
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18
Q

What are the steps in the Disciplinary Process? x 9

starts from “Initial Assessment” and goes right to the end.

A
  1. Initial Assessment: whether requires further investigation
  2. Categorisation: If legit concerns, determine Criminal or code breach
  3. Criminal and Employment investigations: If criminal, then how/when to commence Employment Inv.
  4. Restricted duties, Suspension, Stand down: risk assessed for all scenarios
  5. Drafting Allegations - incl. full disclosure
  6. Investigation initial steps: appointing correct investigator
  7. Investigation and Inv. Meeting: with employee and support - obtain their version
  8. Decision: Misconduct, what type, what sanction, advise employee, invite to comment, then final decision.
  9. Outcomes: Warning, Final Warning, Dismissal.
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19
Q

What happens in the Initial Assessment of a disciplinary process, * who assesses and * what do they assess?x2

What are the possible pathways depending on this ‘Initial Assessment’? x3

A
  • Manager to assess with support from HR.
  • substance, employee version, breach of what?, information available… etc.

If assessed as:

  1. No conduct/performance concerns… No further action. Notify employee
  2. Potential Misconduct or Serious Misconduct… Refer to HR to determine next investigation steps. If criminal aspect, work with PPC: Police Professional Conduct.
  3. Performance issue… Manager to manage, help from HR
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20
Q

CATEGORISATION of Disciplinary process:

  1. Who categorises?
  2. What categories can breaches fall into?
  3. What are the 3 roles of those categorising?
A
  1. Manager and HR rep
  2. Performance, Breach of Code of Conduct, Criminal
    • Review and consider situation and alleged behaviour
    • Investigation, or straight to disciplinary meeting (ie. no investigation needed: excess data use)
    • Clear allegations drafted
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21
Q

What are the possible outcomes of a ‘complaint’ after investigation? x4

Which of these can run congruently?

A
  1. No further action
  2. Performance Management
  3. Employment Investigation
  4. Criminal Investigation

3 and 4 can run congruently

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22
Q

Empl. Inv.

If the outcome is an employment investigation, what 2 things should you consider first? x2

A
  • EMPLOYEE: Is restricted duties, stand down or suspension appropriate?
  • INVESTIGATOR: Who should be the investigator of the empl. inv.
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23
Q

Criminal and Employment Investigations.

When running congruently, when can the EI commence?

A

When aspects of the EI don’t raise issues of self-incrimination - then it can proceed congruently.

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24
Q

What does it mean by “request to hold employment investigation in abeyance”?

Who should be notified if it is held in abeyance? (high up)

A

Means that Employment Investigation can be suspended or stopped in case it prejudices the defence case in the criminal proceedings.

National Manager: Police Professional Conduct (PPC)
National Employee Relations Manager - NERM

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25
Q

When criminal process is completed, then what can happen with Employment Investigation held in abeyance?

What happens if the Employment Investigation is not held in abeyance? Can it be revisited after the criminal case is finished?

A

Regardless of result of Criminal, EI can be undertaken to determine whether there is a breach of code regarding the same incident .

If EI not held in abeyance and is concluded before criminal process finished, it CAN’T be revisited, regardless of outcome of criminal case.

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26
Q

Empl. Inv.

What are the risks that are alleviated when an employee is on Restricted duties, Suspension or Stand down? x4

A
  • H&S: risk to health and safety of employee/others
  • INTERFERE INV: risk employee interferes with inv.
  • INTERFERE OPS: risk employee interfere with police operation or routines
  • PREJUDICE: nature or gravity of conduct may prejudice public interest or damage reputation of police
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27
Q

Empl. Inv.
What are the options open re. “duties” of employee when investigation is begun. (x4 options)

What must happen before a decision on options is made?

A
  1. Employee remains in current position under supervision.
  2. Move employee to restricted duties
  3. Suspend from duty
  4. Temp stand down while assessment of situation made.

Discuss with employee before making decision

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28
Q

Empl. Inv.

Suspension of employee will be on full pay unless…x2?

A
  1. On leave without pay at time of suspension

2. Employee refuses to engage with investigation or obstructs investigation process…

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29
Q

Empl. Inv.
What must happen when employee is on restricted duties or suspension (during the course of investigation)…

ie. What do they have to do/can’t they do? x6

A
  • UNIFORM: May require handing in ID and uniform.
  • EOI, NAV: Not apply for promotion or vacancy
  • TRAINING: Training on hold
  • TERTIARY: Not eligible for tertiary study assistance
  • SECONDARY: Approvals for secondary reviewed… NOT allowed to do secondary during police work hours.
  • MEETINGS: They remain police employee and must be available for meetings.
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30
Q

Empl. Inv.

Who can make the decision to suspend an employee?

A

Only those with Delegated Statutory Authority…

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31
Q

Empl. Inv.

When drafting allegations in a Performance Investigation, why is it so important for allegations to be clear? x8

A
  • Investigation starts with correct focus
  • Allegations reflect police’s concerns, ie. “doesn’t align with values, policies, code…”
  • Right to know what is alleged.
  • Relevant facts considered
  • Helps ID appropriate course of action
  • Investigator retains knowledge of what’s already been put to employee.
  • No need to re-introduce allegations
  • Minimise risk that disciplinary outcome considered unfair/unjustified.
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32
Q

Empl. Inv.
What is your role as an investigator in a disciplinary enquiry/employment investigation? x6

(ie. what do you have to BE x2, DO X4, ESTABLISH: 1

A
  • Unbiased independence – Conflict of interest
  • Open minded
  • Remember, NOT criminal investigation
  • Analyse facts and information
  • Test evidence
  • Credibility of witnesses
  • Establish breach: criminal, misconduct or serious misconduct.
33
Q

What are the differences between a Criminal investigation and an Employment investigation?

Employment x 3
Criminal x 4

A

Employment:
• Expectation employee will participate and both parties uphold good faith.
• Relevant info is disclosed and employee has time to consider before commenting.
• Balance of probability

Criminal:
• No requirement to participate in good faith
• Investigative
• Don’t necessarily disclose info and don’t need to give them time to consider it.
• Beyond reasonable doubt

34
Q

Empl. Inv.

What should you do before an investigation meeting? ie. Make sure… what? (in relation to employee) x5

A
  • Employee has sufficient notice
  • Is aware of allegations
  • Has received copies of all relevant information
  • Opportunity to bring representation/support
  • Appropriate, quiet, private location
35
Q

Empl. Inv.

Investigation report should contain what? x4

A
  • Facts and relevant circumstances
  • Reasons why behaviour doesn’t align with values, code, policies etc
  • Allegations substantiated or not
  • Recommendation providing the decisionmaker with fair, factual, unbiased view.
36
Q

Empl. Inv.

What do you do with the Investigation Report after it’s completion? x3

A

• Draft report to employee to comment
• When serious misconduct, draft report to Employee Relations for review.
* If IPCA 1 or 2 – draft to IPCA for their comment.

37
Q

Empl. Inv.

Who makes the decision on a Disciplinary Warning?

A

District Commander / National Manager

May be delegated to inspectors.

Decisions are made in consultation with their Manager and HR.

38
Q

Empl. Inv.: Who makes the decision on a Dismissal? x4
which bosses?
in consultation with who?

A

District Commander
General Manager: Training
National Manager: Comms and SITE
Assistant Commissioners and above…

Decisions are made in consultation with their manager and HR.

39
Q

Empl. Inv. - There are two ‘decision’ stages to making the decision for warning or dismissal – what are these two stages?

A
  • Preliminary Decision

- Final Decision

40
Q

Employment Investigation.
Preliminary Decision – what is the definition of the prelim. decision?
What does file for this include? x4

A

“Outcome you are leaning toward”
• Investigation report and attached information
• Meeting notes and statements
• Submissions from employee and their representative
• Info on similar matters and outcomes (caselaw)

41
Q

Empl. Inv.

Final Decision and completion – what happens?
x5

A
  • Employee is entitled to comment
  • Consider comments incl. alternatives proposed
  • Make further enquires if new info
  • Respond to comments raised

• When decision is complete, and it’s an IPCA matter too – memo to PPC manager to ensure IPCA and complainant advised of result.

42
Q

What are the 3 possible outcomes of an Employment Investigation for low level or NO misconduct

A

No further action
Professional conversation
Performance management

43
Q

Empl. Inv.

What are the options for “disciplinary” OUTCOMES x4:
ie… at the very end!

A
  • No further action
  • Warning
  • Final Warning
  • Dismissal
44
Q

Empl. Inv.
What should a warning provision detail?
x3

Where is this warning information kept?

A
  • Period warning is effective
  • Future action or behavioural expectations
  • Other elements, like (no promotions, no medals, no CSI)

• Placed on personal file – forever

45
Q

Empl. Inv.

What are the instances where dismissal may be the outcome? x3

A
  • Relevant misconduct when on final warning
  • Serious misconduct
  • Repeated performance issues not remedied thru perf. Management.
46
Q

Early Intervention Policy: What are the 4 phases?

A
  • Identification
  • Analysis
  • Engagement and intervention
  • Feedback and follow-up
47
Q

Can EI info be used for other things – What is the exception?

A

It is not a disciplinary investigation and info must NOT be used for disciplinary, performance appraisal or appointments.

EXCEPTION: Where proposal to remove employee from police, may be referred to when looking at employment history.

48
Q

What is the idea behind EI?

A

Identification of employees not performing to acceptable standard taking into account past/present behaviour, where these are indicators they pose a risk to selves and police reputation.

49
Q

What is the IDENTIFICATION phase of EI? i.e. referrals from …where? x4

A
  • Self referral
  • Peers
  • Supervisors
  • Multiple alerts: Sick leave, assaults, TOR’S, assault police, PCA’S – from EI database
50
Q

What is the ANALYSIS phase of EI?

Who is then reported to/notified? x2

A
  • Determine whether enough for EI
  • Report to District Lead
  • DC or National Manager notified
51
Q

What is the ENGAGEMENT AND INTERVENTION phase of EI? (what EI Leads do… x 5)

Does an employee have to engage in EI?

A
  • District Lead contacts employee’s supervisor to discuss
  • EI meeting decided
  • District Lead to facilitate meeting with Supervisor and employee
  • Informal private meeting
  • Assistance – training, mentoring, welfare… etc.

Engagement is VOLUNTARY

52
Q

Can you disclose EI meeting info outside of a meeting?

When CAN you disclose information outside an EI meetings x4

A

Cannot disclose information outside of meetings without consent unless reasonably believe:
• Disclosing info is for one of the purposes for which the info was obtained, or
• Is necessary:
o To prevent or lessen threat to public H&S or life/health of person
o Avoid prejudice to maintenance of law
o Part of court process

53
Q

What happens if EI identifies potentially criminal, disciplinary behaviour?

A

Unsuitable for EI and must be referred to appropriate person outside EI team.

54
Q

Integrity reporting and ‘Speaking Up’.

What is to happen with inappropriate behaviour within police? (4 words)

A
  • Challenged
  • Reported
  • Investigated
  • Dealt with appropriately
55
Q

What are the principles of the Integrity reporting and Speaking Up chapter? x6

A
  • IGNORE: behaviour we ignore is the behaviour we accept.
  • CHALLENGE: All employees encouraged to challenge/report inappropriate behaviour
  • SELF REPORT: Responsibility for self reporting of own actions
  • RESPONSIBLE: Every employee is responsible for how something is handled, not just the senior member
  • SUPPORT: Supervisors are responsible for supporting those who Speak Up
  • RESOLUTION: All allegations of inappropriate behaviour taken seriously and resolved in timely manner
56
Q

Definitions of “inappropriate” behaviour re. integrity and speak up? x4

A
  • Unethical behaviour
  • Breach of Code of Conduct
  • Serious wrongdoings
  • Harassment, bullying, discrimination
57
Q

People who are the subject of concerns of inappropriate behaviour are entitled to what? x2

A
  • Right to know the ID of person reporting it

* Right to know the substance of the behaviour reported

58
Q

What do you do when receiving a report of inappropriate behaviour (answer with regard to the “speaker-upper”)
x5

A
  1. Discuss in unbiased fashion
  2. Obtain account of alleged behaviour – nature, names, time/place, other circs
  3. Advise – what steps will be taken, what supports they have available to them (speaker).
  4. Report to the People Group
  5. Maintain records and confidentiality.
59
Q

What are the Speak Up tiers of support for those speaking up?

A
  • Tier one – Core supervisory responsibilities
  • Tier two – Proactive management
  • Tier three – Active intervention
60
Q

What is Tier one re. support of the person speaking up?
What is the obligation on police.
Who is the core supporter?

A

Core Supervisory Responsibilities:
Police have obligation to provide support to someone speaking up in good faith.

Supervisor is this first support supervisor.

61
Q

When do the additional Tier Two processes apply for SPEAK UP support - ‘proactive management’? x2

A

Additional support processes apply where:
a. Allegation reported requires employment or criminal investigation
b. Employee reports retaliation for speaking up
Then this will be discussed, steps taken to mitigate situation, support person appointed and welfare/ EAP/ Harassment made available.

62
Q

What is Tier three re. SPEAK UP support?
When does this occur?
Who is it referred to? x2

A
  • Active Intervention
  • Support thru one and two insufficient
  • Refer to Harassment Support Officer,
    Subcommittee of ELB for people-related issues requiring senior management involvement.
63
Q

When must a police employee Self-Report about an incident? (x7 situations)

A
  • Charges against them
  • Respondent of TPO
  • Summonsed or electing to give evidence as witness (other than police prosecutions)
  • Driving infringement for EBA
  • Speeding over 40kph
  • Suspension of DLICNO
  • Charge or infringement leading to suspension or partial of DLICNO (e.g. demerits, truck licence susp)
64
Q

UPON receipt of self-report of incident – where must this information then go?

A

Through line supervisors to District Professional Conduct Manager, Police Professional Conduct Group PNHQ.

65
Q

Discrimination and Harassment policy. What is the Purpose of the policy?
x4

Under what acts are the employer obligations drawn from?

What Act does this replace?

A
  • FAIR: Promote fair treatment of all employees
  • TIMELY: Timely and effective resolution of allegations
  • EFFECTIVE: Provide procedure enabling allegations to be effectively addressed
  • OBLIGATIONS: Promotes employer obligations

Obligations under:
o Human Rights act
o Health and Safety in Employment Act
o Employment Relations Act

Replaces Sexual Harassment Act

66
Q

What is the “scope” of the Discrimination and harassment policy, it applies to any…(x3)?

i.e. what staff and what behaviour

A

Applies to any:
• Person in workplace alleges discr. And harass…
• Employees, volunteers, contractors and those engaged by police who provides services to police
• Includes any allegations of sexual, racial harassment or bullying

67
Q

What are the principals applying to this Discrim/Harrassment policy? x5

the 5 things that underpin the policy:
behaviour/investigation/transperancy…

A
  • CODE: Employees adhere to code of Conduct and values
  • RESOLVE: All parties resolve issues with informal dialogue
  • SUPPORT: Employees have right to support in resolution process
  • ALLEGATIONS: Respondents have right to know allegations and to respond
  • TIMELY: Resolution in timely manner
68
Q

If harassment is resolved formally, what are the additional rights the parties have? (the right to have/be …. x 5)

A
  • Impartial investigator and decisionmaker
  • Be heard by impartial Invest. And D-maker
  • Informed of process
  • Timely investigation
  • Advised of outcome
69
Q

Definition of Discrimination in the work place. (broad)

“Discriminated against in their x1 on the basis of
__xlots of ways to discriminate_”

BY… x3

A

Discriminated against in their employment on basis of:
- Sex, marital status, religious or ethnic belief, disability, age, … etc
BY…
- Refusing to offer same employment terms
- Dismissing from employment
- Retiring or causing them to retire or resign

70
Q

Definition of Harassment?

“Behaviour directed towards_x3__ by ______
that meets ALL these criteria: (x4)?”

A

Behaviour directed towards employee/volunteer, contractor by any person engaged in police that meets ALL these criteria:

  • Not legitimate
  • Unwelcome, unsolicited
  • THIO: Threatening,Humiliating, Intimidating,Offensive
  • Repeated, significant that has detrimental effect on employment, performance or job satisfaction.
71
Q

What is NOT harassment / discrimination? x6

A
  • Issuing reasonable instructions and expecting to be done
  • Warning/discipline following fair employment practice
  • Requiring reasonable standards of performance
  • Legitimate criticisms about work performance
  • Parental leave provisions
  • Reasonable accommodation and provision of work aids for staff with disabilities
72
Q

What is Racial Harassment?

“Using __x3___ that directly/indirectly… (x3)?”

A

Using language or visual material or physical behaviour that directly or indirectly:

  • Expresses hostility/ridicule against person cos of race, colour, ethnic backgrounds AND
  • Hurtful or offensive AND
  • Repeated or of significant nature that has detrimental effect on employment, performance or job satisfaction
73
Q

What is Sexual Harassment?

  1. Makes request of (x3) for (x3) containing implied or overt … x3
  2. By use of __x3___ subjects (x3) to behaviour that is…3?
A
  1. Makes request of employee/volunteer/contractor for sex/sexual contact/sex. activity containing implied/overt :
    - Promise of preferential treatment
    - Threat of detrimental treatment
    - Threat about present or future employment status, or
  2. By use of language/visual material/physical behaviour of sexual nature, Subjects the employee/vol/contr. to behaviour that is :
    - unwelcome or offensive,
    - repeated, or
    - significant enough to effect employment, performance, job satisfaction.
74
Q

Professional Distance Policy

What do we expect of police employees? x 4

A
  • Maintain professional distance from those we work with
  • Manage personal relationship where conflict of interest or balance of power arises
  • Avoid relationships unethical or inappropriate.
  • Report to supervisor when required.
75
Q

Acceptable Use of Technology, Equipment or Information, what are the guiding principles… “That…, therefore…..”?

Employees must do what? x 2

What ‘code’ and ‘test’ should you apply to the use of what 3 things?

Police staff should have no expectations of What? And what are The Police entitled to do…?

(scroll)

A
  • That Police provide access to systems equipment and info to make job easier. - therefore:
  • Must be used responsibly

Employees must:
• Embrace information management and privacy,
• Responsibly use police systems, equip, information

Apply CODE of C and SELF test, to the use of:

  • police systems, equip, info,
  • social networking,
  • personal computers
  • Have no expectations of privacy even if devices are for personal use
  • Police entitled to access any data on police tech. systems for lawful purpose
76
Q

What do we have to be mindful of in the Social Media Policy?

DO…x4
DON’T…x5

A
  • Personal opinion – YOUR view, not police view
  • Careful accessing social media at work
  • High privacy settings on personal accounts
  • Beware of security advice – avoid being victim of harassment

DON’T:
• Use personal profiles for work related activity
• Don’t use images in police uniform
• Don’t use personal email/ph. for police social media accounts
• Don’t post anything that can bring police into disrepute or negatively impact reputation of police
• Don’t post anything compromising your security or security of family/ colleagues

77
Q

What is the general order of investigations relating to employees? x a few…

A
  1. Complaint
  2. Disciplinary Policy stuff
    then …
    - No action
    - Informal Resolution
    - Employment Investigation
    - Performance investigation
    - Criminal Investigation
78
Q

What happens in the Speak Up process re. ‘protected disclosures’?

A

Threshold for Protected Disclosures is quite high.

HR and intranet can provide assistance

79
Q

Reporting inappropriate behaviour: if an employee feels uncomfortable reporting thru the normal reporting lines, what options do they have?

actual people x3, then ‘other reporting’ x3

A
  • Another trusted supervisor, FTO, Senior employee
  • HR, District Commander, National Manager…
  • Dep. Commissioner, Commissioner…
  • Speak up Helpline/Online
  • Crimestoppers
  • IPCA (if feel unable to report to anyone in the police, and it reaches IPCA level)

SSGT CPK 2017-727 (13 decks)

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