In context of separation and termination, if a policy and process is not define and undertaken correctly then employers could be subject to an array of claims and/or disruption to business. In order to establish best practice, research relating to separation and termination should be conducted and consideration should be given to separation based on: Cessation of casual labor agreement Conclusion of an employment contract by either party or by both parties mutually Death Dismissal Expiry of a fixed term contract Redeployment Redundancy Resignation Retirement
In order to establish best practice in any area of HER. Recent developments in legislative parameters needs to be considered and researched to determine compliance, governance, and effectiveness of a policy or procedure. For each area relating to separation & termination consideration should be given to legal requirements. The starting point is checking in fine details all the applicable awards and agreement obligations. Legislation should also be referred to along with National Employment Standards (NEWS). Research goals should then be identified so information can be organized appropriately.
As part Of this it would be useful to make reference to original goals including specific areas of concern. As best practice relates to establishing the most effective way of achieving business objectives, it may be useful to establish metrics to measure efficiency of the proposed policy or procedure. Some measure could include: Reduction in complaints during relating to the separation and termination process Statistics relating to dispute resolution and complains Positive feedback from existing and parting staff As part of establishing best practice, it is often useful to research repeatable reoccurred which have proven themselves over time.
HER benchmarking relating to Termination & Separations can be used to provide a quantitative and qualitative comparisons. There are two types of Benchmarking – Internal Benchmarking and External Benchmarking. Internal benchmarking can be used to monitor and analyses performance over time with emphasis on continuous quality. External benchmarking takes data from other organizations. This can be useful in developing policies & procedures relating to Termination & Separations as it can provide comparative data on how the company’s HER practices compare with the others.
It also helps identify what type of practices work, and assist in identifying and setting priorities for internal policies & procedure development. In order to establish best practice in relation to Termination & Separations it is also important to undertake consultation with management and stakeholders prior to introduction of any policies & procedures. This allows HER policy makers to consider the real world impact of proposed / potential changes and explain any processes and benefits. The consultation process should include any relevant managers which include: Executive & senior managers
Line managers Supervisors Team leaders Consultation should ideally focus on: What relevant mangers want Explain any changes Seek feedback Resolving concerns Publishing the introduction of new forms, procedures or systems Forecasting the implications of each proposed action Once policies & procedures are introduced, there should be a review of policies, procedures, and supporting documentation to ensure that they are relevant and facilitate the effective achievement of business goals. This should be a continuous process to ensure that the Termination & Separation process is relevant. Old clarify whether staff were appropriately skilled to manage disciplinary action? Some important questions that can be asked when trying to identify training broadly are: Is the provision of learning activities determined from a consideration of organizational objectives? Is the provision of learning activities determined from a consideration of team or department of objectives? Does the team operate effectively as a team or department or just a as a collection of individuals? How might the team or department interact more effectively with its internal customers?
Does the team or department et to discuss ways of operating more efficiently and effectively? What skills of coaching and mentoring exist within the department to support learning? How does the team or department measure its effectiveness and compare itself against other similar teams or departments either within or external to the organization? Are people encouraged to develop their own skills and knowledge? DO managers support and encourage the development Of people for whom they have responsibility? Does your organization have clear objectives which people understand and can explain?
Do people understand owe they contribute to the objectives of the organization? Is there a clear induction process for people new to the organization? To what extent does training and education contribute to improved performance in the organization? How much training does each member of the team / department receive each year? Are effective interpersonal skills observed all the time between members of the team or department? However in order to address a specific area i. E. Disciplinary action, it would be important to take a more focused approach.
Some questions to seek answers to would therefore include: Who (team / department / titles) are responsible for taking disciplinary action? What current activities relating to disciplinary action require specific training? What future identifiable requirements (legal or procedural) will require specific training? Is a job analysis carried out to identify the skills and knowledge required for tasks in a particular team? How are the skills of staff involved in the disciplinary process evaluated and compared to the requirements of the department? Does a procedure exist for upgrading the skills of staff?
How often is a staff appraisal & / or skills analysis carried out and how often is here a follow up meeting? Do members of staff have personal development plans which are designed to enhance their skills? Is a ‘license to practice’ or certification required for the occupational area? How does the business ensure the qualifying level of continuing professional (education) points? Do staff involved in managing a disciplinary action keep abreast with latest developments by the way or professional or trade journals? What are the current areas of concern that require to be addressed via learning strategies?