Performance Improvement Policy

Effective performance and behaviour management creates a harmonious and productive workplace, which is beneficial for both employees and employers. This Policy details our Company procedures for managing performance, managing underperformance and consequences involved and empowering our people. Campus Leadership and employees can be confident that any performance reviews conducted are done so in a fair, consistent and just manner and that it will be managed conscientiously and confidentially. 

 

National Quality Standard (NQS)

  

 

Education and Care Services National Regulations

 

 

Related Policies

 

Purpose

Managing employee performance is an important part of an early childhood Service. It is the manager’s responsibility to identify and deal with unsatisfactory performance or inappropriate behaviours as soon as they arise and in a manner which is supportive, consistent and fair. The main objective of performance management is to improve employee performance and behaviour to an acceptable level and to bring about change in behaviours in the workplace that are currently not at the required standard. The aim of this policy is to ensure consistency and fairness when dealing with all employees and to identify training needs and implementing actions to address gaps. 

 

Scope

This policy applies to educators, management and all employees.

 

Implementation

Performance Management plays an important role in setting clear goals for staff and setting out clear expectations as to an acceptable level of performance within the work environment. Through performance management, Campus Leaders can acknowledge and identify the individual strengths, skills, knowledge and interests of each staff member and support in areas that require improvement.

Each employee will participate in 2 performance reviews each year. A mid year review will entail an informal discussion and the setting of clear and achievable goal/s for employees. An end of year review will assess the goal set, the achievements towards this goal and either setting of a new goal or developing additional strategies to further support in working towards the goal. The review process will assist managers and staff develop an understanding and expectation of their roles, reflect on achievements and challenges and plan future goals that may assist in accomplishing improved performance and expectations in the future.

At all times of the performance management process, confidentiality and sensitivity shall be maintained.

 

Definitions

Serious Misconduct

Serious misconduct is when an employee:

• Causes serious and imminent risk to the health and safety of another person or to the reputation or profits of their employer’s business
• Deliberately behaves in a way that is inconsistent with continuing their employment

Underperformance 

Underperformance is when an employee is not doing their job properly or is behaving in an unacceptable way at work. It includes:

• Not carrying out their work to the required standard or not doing their job at all
• Not following workplace policies, rules or procedures
• Unacceptable behaviour at work (for example, telling inappropriate jokes)
• Disruptive or negative behaviour at work (for example, constantly speaking negatively about the company)

Privacy and Confidentiality

Management and Educators will adhere to our Privacy and Confidentiality Policy when dealing with grievances. However, if a grievance involves a staff member or child protection issues, a government agency may need to be informed.

Conflict of Interest 

It is important for the complainant to feel confident in 

• Being heard fairly
• An unbiased decision-making process

 Should a conflict of interest arise during a performance review meeting that involves the Approved Provider, Nominated Supervisor or other Management an objective third party will be nominated as an alternative mediator. 

Support Person

A support person is an individual who accompanies an employee to meetings with their employer, providing emotional support and assistance throughout the process. A support person can be a family member, friend, union official or delegate, work colleague, lawyer, or workplace relations adviser. 

A support person's role extends beyond providing merely emotional support. As stated in section 387(d) of the FW Act, a support person is present to ‘assist’ during discussions relating to dismissal. The specific nature of assistance may vary depending on the circumstances of each case. However, it generally includes tasks such as reviewing relevant documentation before the meeting, helping the employee understand questions asked, taking notes, acting as a sounding board, ensuring fairness in the treatment of the employee, suggesting breaks, and facilitating discussions or obtaining advice from an advocate during breaks in the process. The support person may not act as an advocate for the employee during the process.

 

Induction

Woodlands have devised an in depth onboarding process for all roles within the Company. During the 6 month period your Campus Manager will provide check-in opportunities on a regular basis. The onboarding process aims to:

 

• Set clear expectations for performance and practice within the work environment
• Set all new employees up for success within their respective roles
• Provide guidance in regard to Company role descriptions for each respective role allowing the opportunity for two way communication for clarification and open feedback
• Ensure new employees understand and can carry out the requirements of the position
• Ensure check-ins are carried out by a member of the campus leadership team on a regular basis to foster a sense of belonging for new employees

 

Probation 

A probation period gives an employer and employee an opportunity to check that an employee is suitable for the role they have been hired for. A meeting will be scheduled for the end of an employees probation period and feedback will be provided regarding their performance. This will be a time to discuss and set professional development goals and begin the formal performance review process.

 

Staff Performance Review

The best way to prevent underperformance is to make sure it does not occur to begin with. Communication is the key. Staff performance reviews are best completed on a regular and systematic basis to allow the campus leadership team to provide feedback on an employee’s work performance. This is also a time for employees to reflect on their own practice and performance. 

A performance review meeting will be conducted every 6 months - mid year and end of year. Please see guide to performance review meetings. A performance review meeting is an opportunity for:

• Employees to review their work performance
• Managers to outline expectations and responsibilities
• Setting professional goals

A performance review form will be used to assess employees goals and objectives, areas of strengths, responsibilities and further discussion as to what extent these have been met.

 

Managing Underperformance 

Appropriate management of underperformance plays a key role in performance management. Should the manager identify any performance issues or concerns the Managing Underperformance Guide should be consulted including the implementation of a Performance Improvement Plan if required.

Indicators of poor or underperformance or unsatisfactory behaviour include, but are not limited to:

• The employee not performing tasks associated with the role according to the position description
• The employee not carrying out the work to the standard as set by the Company core values
• The employee displaying unacceptable, disruptive or negative behaviour in the work environment
• The employee not following Company policies and procedures

Management will review past performance review reports to identify any previous concerns and review the employees position description to identify any concerns or responsibilities that are not being met. Identification of the underperformance or unsatisfactory behaviour will consider:

• The seriousness of the issue 
• How long the issue has existed
• The employees present performance 
• How this compares to what is expected of the employee

A performance management meeting will be arranged with the employee once underperformance or unsatisfactory behaviour has been clearly identified. Management will provide clear communication with employees to clarify:

• Performance indicators (why there is an issue)
• Expectations around ethics, values and behaviour
• How their underperformance or behaviour impacts the workplace environment
• Why there is a concern from campus leadership

 

Performance Improvement Plan 

A performance improvement plan will be developed with the employee outlining actions and goals to be implemented. Performance expectations and what is to be achieved over a specific period of time will be discussed and documented with the employee.

During the performance improvement plan process the employee will be supported to either address or resolved instances or patterns of underperformance and/or unsatisfactory behaviour. If the employee has not taken reasonable steps to address or resolve their performance or unsatisfactory behaviour and the Performance Improvement Plan has not been followed, the employee will be advised of the next steps in the performance management process which may include:

• Extension of the performance improvement plan time frame
• Provision of extra support, guidance or mentoring
• Issuing formal warnings and ultimately if the issue cannot be resolved, termination of employment.

A review of the Performance Improvement Plan is conducted to discuss the employees progression and to provide feedback of the goals and outcomes set. If the employee is showing satisfactory improvement of the identified issue the performance improvement plan will be resolved and processes implemented to ensure improvements will be maintained. If the staff member’s performance does not improve following formal performance management meetings and the implementation and completion of a performance improvement plan, then it may be appropriate to issue a formal warning or consider dismissal of employment.

 

Termination of employment

If an employee's performance or behaviour does not improve to the required standard, termination of their employment may be an option. Ending an employee’s employment is a serious step and managers must have a valid reason for the dismissal. The reason must relate to the employee’s capacity or conduct and follow a fair performance management and dismissal process. Employers cannot dismiss an employee in circumstances that are ‘harsh, unjust or unreasonable.’ If managing underperformance ends in termination of employment, it is important to be fair to employees. They should be given reasons for dismissal and an opportunity to respond to these reasons. Please see guide to Underperformance End of employment. 

 

Serious misconduct - Termination of Employment

Employers are required to adhere to the Fair Work Act when terminating an employee’s employment due to the engagement in ‘serious misconduct.’

Serious misconduct involves an employee deliberately behaving in a way that is inconsistent with continuing their employment, it may include the following:

• Causing serious and imminent risk to the health and safety of another person or to the reputation or profits of their employer's business
• Theft, embezzlement, tax evasion
• Fraus, misapplication, corruption
• Assault, taking of bribes
• Being intoxicated at work
• Refusing to carry out a lawful and reasonable instruction that is part of the job
• Criminally prosecutable offences directly related to employment (child abuse or neglect)

Please see guide to Termination of employment - serious misconduct.

 

Campus Leaders/Nominated Supervisor will:

• Follow the performance review procedure for regular and systematic review of work performance and behaviour 
• Ensure all staff comply with the Code of Conduct at all times
• Provide leadership team members, educators and staff with a comprehensive probation, induction and orientation program
• Provide all employees with a clear and concise position description upon employment
• Conduct performance review meetings with employees every 6 months
• Prepare accordingly before any performance review meeting with an employee
• Provide time to discuss the process of the review meeting, duration of meeting and provide points for discussion as per the Performance Review Template
• Set a mutually convenient time to meet and conduct the performance review
• Provide feedback to each employee highlighting areas of strengths and weaknesses and identifying new goals to be a focus of the employee during the next 6 months
• Highlight and discuss any areas where underperformance is identified
• Maintain confidentiality and uphold professional integrity at all times
• Ensure the performance review is documented and kept on file
• Communicate to employees how they can access their performance review file

In the case of underperformance:

• Provide employee with at least 24 hours notice of any performance management meeting, as well as offering for a support person to support the employee
• Be specific with any concerns or issues to be raised during the performance management meeting
• Document any performance management meetings using appropriate forms and templates
• Develop and implement a Performance Improvement Plan with the individual employee and adhere to the Managing Underperformance Guide if required
• Identify outcomes and appropriate goals to assist the educator to improve performance within an agreed timeframe 
• Take appropriate action when performance does not meet the agreed outcomes and goals
• Provide an official performance warning letter to the employee formally as part of the Managing Underperformance Guide as required
• Adhere to the Termination of Employment Guide when terminating employment of any employee
• Provide the employee with a Termination of Employment letter upon termination of employment
• Adhere to the Termination of Employment - Serious Misconduct Guide when terminating employment of an employee due to serious misconduct
• Provide the employee with a termination of employment letter upon termination of employment due to serious misconduct

Educators and employees will:

• Perform work to the standard as expected and identified within their position description
• Participate collaboratively in twice annually performance review meetings as a condition of their employment
• Reflect on any achievements or challenges that have occurred within the past 6 months to contribute to the performance review
• Address any concerns or issues regarding work performance and highlight areas for improvement or development
• Consider any circumstances or events that may have affected performance which may include, but is not limited to periods of ill health, excessive workloads, etc.
• Assist to develop goals and expectations during the performance review process
• Complete any training or professional development identified as part of a performance improvement plan
• Continue open communication with the Campus Leadership team
• Understand the Performance Review and Underperformance Management procedures  

 

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