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1

Introduction 4.2.1

Unsatisfactory Performance and Attendance (UPP) to provide a fair and proportionate framework, and develop a culture of learning and development for individuals and the organisation.

That early intervention is key and encouraging Management Action as opposed to formal action

2

Applicability 4.2.2

Does not apply to officers in their probabtionary period and only to officers up to the rank of Chief Superintendent. It does apply to Special Constables and this needs to be taken into account when dealing with process and outcomes.

3

Ongoing performance assessment and review 4.2.3

Every officer should have a PDR which sets out clearly the activities and and behaviours expected, in line with their role, expectations and a national standard.

Nothing should be a surprise!

4

Sources of information 4.2.4

Immediate line manger, other managers that don't have direct line management duties, other colleagues.

Occasionally complaints and the formal misconduct procedures may also highlight UPP issues where there are no misconduct issues substantiated

5

Management Action 4.2.5

Principals to apply:

Line manager to discuss perceived shortcomings at the earliest opportunity - wrong to store up a list for a PDR
Reason made clear, based on evidence and a factual basis
Establish if other underlying reasons apply
Health or welfare issues to be taken into account
Where there is a personality clash, it may be appropriate to consider a redeployment
Clear that the line manger is there for further advice
That if there is no improvement then there may be possibility of UPP
Line managers to gather evidence and keep contemporaneous notes of contact with the officer
Challenging unsatisfactory performance or attendance where there is evidence (in an appropriate way) doe not constitute bullying.

This should be all that is required - that formal processes should be minimal

6

Definition 4.2.6

Unsatisfactory performance (or attendance) is defined as "an inability or failure of a police officer tp perform the duties of the role or rank as he (or she) is currently undertaking to a satisfactory standards or level"

Day to day 'monitoring is intended for improvement - occasional lapses should be dealt with through normal management activities.

Demonstrate that MA has been considered and explored fully before going on to UPP

7

Attendance Issues 4.2.7

Most attendance issuers will be caused due to sickness periods. Other absences (ie incorrectly calling in sick, when not) are likely/would be dealt with through misconduct.

Where issues around sickness or injury, it should be the responsibility to treat the officer fairly and be supportive and demonstrate reasonableness at all aspects of the situation

8

Monitoring attendance 4.2.8

Line manager and OH

9

Attendance Action under UPP 4.2.7..2

Unacceptable levels of either short term, short periods of sickness or long term extended periods

Consideration to nature of issues
Likelihood of continuation/recurring
Pattern, etc.
The need for other work
Extent of cooperation from officer, or not
What earlier supportive action has taken place
What a Selected Medical Practitioner (SMP) considers around permanent disablement or force considering medical retirement
Impact of Equality Act 2010 and public sector equality duty

10

Multiple instances of unsatisfactory performance 4.2.8

These could lead to jumping to later stages sooner. However, this can only relate to UPP that is similar. In general UPP for different issues should not be conflated