All staff will receive shadowing and a localized with a current employee within the same role as part of their induction prior to lone working with customers. 4. All staff attend the company’s induction week and undertake shadowing prior to working with customers so that they have a good and clear understanding of the company’s visions and values, legal aspects relating to their role, the roles and responsibilities of themselves and others within the company. 5.
Flexible Working 5. 1 All staff have the right to request a change in their working pattern but should take into account the needs of their team and the service prior to making a request. All managers have a responsibility (and in some cases a legal obligation) to give requests careful and serious consideration as well as aging into account the needs of the service. Staff and managers have a responsibility to work together with regards to requests to change working patterns. 5. Flexible working allows each employee to work in a way that allows them to have a balanced life and work pattern however it is crucial that the service and/or the customers do not suffer as a result of these requests. 6. Acting Up/Career Progression 6. 1 Occasionally, the opportunity to act up into a higher or different position is available. Staff should be asked to express an interest in the opportunity and be interviewed to assess their suitability. It is crucial that the staff are informed of the length of time of the acting up period.
Pay for the period of the member of staff acting up should be agreed and will be higher than that Of their contracted role. 6. 2 Acting up allows an opportunity for a member Of staff to gain experience and an understanding of a role and should it become vacant an opportunity to apply. It is important for employees to be able to gain experience so that they are ready to apply for any arising vacancies. Employing from within gives employees a clear pathway within the organization 7. Supervisions & Appraisals 7.
Supervisions and appraisal are a positive and constructive meeting that forms part of the ongoing relationship between an employee and their line manager. Meetings should be diaries in advance to allow each party to prepare for the meeting. 7. 2 It allows for development and personal objectives for the year ahead to be made and where possible achieved. It aids progression within the company as well as allowing both parties to discuss any arising matters and manage any poor performance. . Support supervises to reflect on their practice All supervisions are booked in advance with the supervise and they are informed to bring any agenda items with them, these are then discussed during the supervision. During the supervision the supervise is given a rating on various things depending on their role, for example office staff are rated on their telephone manner, team working, effectiveness to name some for example.
Where the rating may not be as high as the supervise or management feel they should be support of how to improve within the specific area(s) is given, this can then be monitored and support provided to overcome any difficulties/short comings. Prior to the supervision meeting I always make up a list Of agenda items, listing both positive points from the supervises practice as well as those areas that need more attention to improve the overall performance of the employee.
It is important to begin and end the supervision focusing on a positive achievement so that the meeting does not start or finish with the employee feeling deflated and undervalued. Where an employee requires constructive feedback it is important to do this straight to the point so that the employee knows what/ where their practice falls below what is expected of them. It is important ensure that feedback is constructive so that the employee can learn and overcome the area of concern and not feel bullied or singled out.
It is important to continuously monitor and mentor the supervise until their practice improves to a level deemed suitable by management. It is important that during the supervision process that the supervise is supported to identify their own development needs, this ensures that they can set their own goals and targets with the supervisor, whether this be for personal or work reasons and improve on their performance. Working with the perverse with their development needs will improve self worth which in turn will improve their motivation, self/job satisfaction and in the long run their performance.
It is important that targets set by both the supervise and the supervisor are reviewed so that these can be monitored and eventually met. Where there may be a target set by the employer and the supervise overcome and meet this it is important that it is identified where possible the specific point as to where they are struggling or failing and to work closely with the supervise to overcome this. Depending on the target it may be Seibel to set small goals to overcome to eventually overcome the main goal/target.
It may be more suitable for some supervises to explore different methods of addressing areas of challenging situations, however in order to do this it needs to be established what the supervise is struggling with and their reasons for this. Once this has been established steps can be put into place to overcome this, whether through training, shadowing, one to one meetings, supervising an experienced member of staff to name some for example.
It is important that when the supervise begins to overcome their halogen and/or overcome it completely that it is monitored and that the supervise is supported through supervisions to discuss this and for the supervisor to check how they are now managing and if any small issues begin to arise or the supervise has any uncertainties these should be addressed and overcome. Supervisions should be held at least every four weeks, however for good practice I hold supervisions every three months, in line with spot-checking them in their workplace once a month and yearly appraisals.
Should an employee have any concerns or shortcomings arise then I would privies before the three months so that these can be addressed before they become bigger issues. It is important that all supervisions are recorded and that a copy is given to the supervise and one copy onto the employees file. It is important that any areas Of concern/short comings/issues are acted on, the supervise is supported to over come these and that these too are documented. It is important that a document trail exists to prove, show and recap on how the employee was supported. 8. Communication 8. Memos, team meetings, supervisions, notice boards, emails, 8. 2 Good Hansel of communication should be developed and implemented so that all staff are kept informed of events It is important for employees to feel that they have an opportunity to ask questions and speak frankly without fear of being penalized for doing so. It is important that employees know what is expected of them because if they do not they cannot perform to any expectations and in turn morale can dip 9. Exit Interviews 9. 1 When an employee makes the decision to resign they are given the opportunity to complete an exit questionnaire.
If they wish they can complete this with their manager. Any adverse comments should be passed onto the human resource team so that action can be taken to address any issues that have been raised. 9. 2 It is important that exit interviews are conducted so that the employee is given a chance to express their views and Opinion on what works and what could be improved within the organization. It is important that the interview forms and any meetings are monitored and acted upon to highlight any possible trends, thus allowing the company to make changes which in turn will motivate the staff working for the company.
As well as exit interviews to determine why employees are leaving it is useful to know why they are staying. Questions such as why did you come to work here? Why have you stayed? What would make you leave etc can help motivate change/improve processes and strengthen employee retention strategies. 10. 1 Staff development is the ongoing process Of learning and development which can be achieved through formal courses, learning programmer, assessed practice, feedback, appraisals, self-assessment, conferences, study days, internships, condiments, supervisions, shadowing in-house learning, e-learning, distance learning and CUFF qualifications.