1. People and Performance
JULIE

2. Session overview: Corporate HR IMD Capability People Performance JULIE
Intro team

3. Corporate Human Resources
JULIE
IMD don’t operate alone-sure we have our own flavour but its about the big picture of which we are a part.
TMR’s Strategic Workforce Plan is about continuing to ensure we have a talented and aligned workforce which brings strategy to life and ensures TMR delivers what matters for QLD.
We need an agile, flexible, responsive and resilient workforce, where our people have a drive and desire to be innovative, change ready and able to work across boundaries – or put simply, right people, right place, right time
IMD work within these boundaries with everything we do.
Explain – Inside HR and PDO Connect, Roadtek, E&T Connect – local business rules and local hr.
Local HR should be your first contact point.

4. How does it all link together?
TMR People Plan
JULIE
The overall flow of information up and down levels within HR. Strategy down, has input at the Leadership group levels, then flows through the business for their actions, and down to the HR program of works (which is defined by Corporate HR, and then flowed into each individual level.
Discuss: How we unpack – divulge strategy throughout the organization
** Note that this is in draft – subject to change
HR Program of works

5. IMD Capability Committee
Given life by the IMD Capability Strategy and Action Plan.
Drives and ensures the implementation of the Capability Action Plan through ongoing monitoring and evaluation;
Reports progress, key decision points and risks to the Infrastructure Management and Delivery Division Senior Leadership Team (SLT) for action;
Acts as a conduit for the implementation of Corporate Operations Branch capability initiatives; and
Is the capability “think tank” for IMD.
JULIE
What do the capability teams in IMD do – who are we and how do we link?
Mention all the members of the ICC here. Eg. Roadtek – who are the members?
Current Members -
Sophie Aider (E&T – Mat Leave)
Vibeke Matthews (E&T)
Blaire Smilie (Roadtek)
Mick Underwood (PDO)
Leah Warnick (PDO)
The IMDCC was formed post reform to implement the IMD Capability Strategy and Action Plan which identified critical skills gaps across the division. (Such as Project Management, Contract Management, Leadership, Communication and Financial capabilities).
The committee today still looks to address key capability gaps across the division ensuring common gaps are collectively addressed.
This program (BBBP) is one initiative the committee oversees, other things you may have heard of are the IMD Succession Planning Program, the Developing Technical Professional Program and we will soon be launching an IMD Scholarship Program.
There are 2 reps from each branch on the committee. The committee meet monthly to monitor and report on progress of key projects in the action plan. Each quarter the committee meets with the DLT to update them and ensure the projects being delivered meet the direction of the DLT.

6. People Performance What is it?
KIM
ASK THE ROOM – What do the learners think that people performance is? (Not just the “Naughty”)
2 minute discussion within the group. Tables can contribute thoughts on categories of activities.
SOME THINGS TO CONSIDER:
PEOPLE PERFORMANCE IS MORE THAN DISCIPLINE
IS EVERYONE’S RESPONSIBILITY
TAKES TIME AND COMMITMENT
TO BE SUCCESSFUL YOU NEED BE AUTHENTIC
DON’T START WITH THE END IN MIND
BE FAIR, REASONABLE AND TREAT EVERYONE EQUITABLY
RULE OF THUMB FAIR, FACTUAL AND NECESSARY
SOMETIMES YOU NEED TO OWN THE BEHAVIOUR – BY NOT ADDRESSING OR ACKNOWLEDGING UNDESIRABLE PERFORMANCE AND BEHAVIOUR YOU ENABLE IT
INVOLVE YOUR HR FROM THE GET GO
(KEEP AS DISCUSSION)

7. The Employee Cycle
Workforce Planning
Recruitment & Selection
Onboarding & Probation
Performance & Recognition
Development
Succession / Progression
Transition & Separation
How does People Performance apply to each stage of the Employee Cycle?
What are your responsibilities?
KIM
People performance applies to every stage of dealing with people – every stage of the worklife.
GROUP ACTIVITY: 6 tables – give each table a category – explain which HR Activities are affected by People performance principles. (“Team leader” hat on)
Recruitment and Selection;
Testing Unconscious Bias
Promoting Diversity and supporting it in recruitment processes (gender neutralisation, cultural identification)
Fairness in Recruitment decisions
Reference / Referee Checking – How would this relate to people performance? What weighting does it get? How can it be done correctly? Eg. Can you decline an offer based on one negative example – Natural Justice??
On-boarding and Probation;
Setting expectations of conduct and performance – using PPA, referring to Job description, introducing policies and procedures and code of conduct
Introducing “the way we work here” – spoken and unspoken “norms” of behaviour
Probation for new employees
Performance & Recognition;
Performance should be addressed everyday
Poor performance should be consistent and timely feedback sessions – catch ups, weekly wins, on-the-spot feedback
What are the measures of performance – are they clear and reinforced consistently?
Recognition in TMR is in the form of the “thankyou program”, CUBIES, P4P and service awards
Performance Management doesn’t start when a Performance Improvement Plan (PIP) is implemented. Performance improvement is not a disciplinary measure, and isn’t to be used where there is a serious misconduct issue or serious allegation.
Frequent and meaningful conversations (toolkit)
Performance management should never be a surprise to employees, the conversation should always commence as an informal conversation between employees and their managers
Conduct and Performance Excellence (CaPE) - Reporting to PSC
Development
Employee capabilities (Workforce Capability Success Profiles)
BBBP!
Capability development requirements (links to PIP where there is underperformance)
Succession / Progression
Fairness and equality in recruitment decisions (Think: WfQ results – organisational fairness)
Fairness in promotion opportunities / secondments
Transition & Separation
Consider exit standards / contracts
Question to the group - Also consider, what are your responsibilities with each of the “hats” on - walking in another’s shoes – how does the perspective change?
What are your responsibilities as;
An employee?
Recruitment panel chair?
Colleague?
Team Leader?
Manager?
Director?
IT IS NOT OK TO SAY “I DIDN’T KNOW” – EXPLAIN VICARIOUS LIABILITY
What is your responsibility Level 1 and Level 2 ?? (Click on “What are your responsibilities?” text to take you to InsideHR Guide for Managers.

8. Making Decisions “Fork in the Road”
We all make decisions every day and all these decisions have consequences
Behaving ethically can then be defined as ‘doing the right thing’
Sometimes it is clear what we should do - the ethical decision is about choosing to do the right thing
“liable to be called to account” “responsible” “answerable”
DEB
Talking Point
We all come to that fork in the road when we need to make a decision on which way we are going to go (what action we are going to take).
So putting this into the context of our jobs, we are accountable for our actions and decisions we make when doing our job, and there are always consequences for our decisions.
Accountable (in my Macquarie Concise Dictionary) means –
“liable to be called to account” “responsible” “answerable”.
When we come to that fork in the road & need to make a decision about weather we are toing to go right or left, there is a consequence for which road we take
If we make good decisions - we can experience good consequences (good feedback or rewards, even a pat on the back)
If we make bad decisions - we can experience not so good consequences that may breach our CoC, so if we make the wrong decision we might be called to account to answer our decision we made
And an extreme consequence of a bad decision could be termination of our employment.
We also need to manage perception -
The decision to manage something is also about managing the perception associated with the situation
Perception that nothing ever gets done about Disciplinary management / conduct management
This is sometimes very difficult when we need to consider confidentiality issues

9. Workplace Issue Discussions
Get the facts
Investigate – Is it a real problem? Or a rumour?
Be Timely
Confront the issue before it affects the work environment or overall work performance
Ignoring an issue is implied acceptance
Set a Goal
Know what you want to achieve from the conversation
Get to the point and avoid “sandwich feedback”
DEB
When someone has potentially done the wrong thing, as a manager of a team, you will often be involved in having some frank and difficult discussions with that person.
When you have checked all the facts – you need to call a meeting with the employee.
Keep it brief and to the point – so that the message won’t be lost. Beware the sandwich feedback method - praise followed by corrective feedback followed by more praise. In other words, the sandwich feedback method involves discussing corrective feedback that is “sandwiched” between two layers of praise.
Think: Kiss / Kick / Kiss method
Question to tables – What are some other things that you should consider as part of the meeting to make it successful ? -
YOU CAN MAKE IT SUCCESSFUL BY:
PREPARING WELL
ACTIVELY LISTENING – RULE 80% LISTENING, 20% SPEAKING
ACKNOWLEDGING FEELINGS
FOCUS ON THE TOPIC & the ISSUE, NOT THE PERSON (particularly important if the person has a medical issue)
DON’T OVER COMMIT
STATE THE FACTS (USE OBJECTIVE LANGUAGE) - not personal, judgmental, or emotive. Objective language, therefore, is considered fair and accurate. It avoids exaggeration and bias, and shows respect for the views of others.
DOCUMENT CONVERSATIONS
FOLLOW UP WITH AN or copy of record of discussion notes
Informal Resolutions are the Best Case Scenario

10. Reasonable Management Action
Behaviour will not be considered bullying if it is reasonable management action carried out in a reasonable manner
This exclusion is comprised of three elements:
the behaviour must be management action
it must be reasonable for the management action to be taken, and
the management action must be carried out in a manner that is reasonable
DEB
You might have heard the term – RMA
We often get complaints about people feeling bullied when their manager is having these conversations with them about an issue -
This means, if you feel the behaviour is bulling, it would not be considered bullying if these 3 elements were followed

11. What is Management Action?
The following are examples of what may constitute management action:
Performance appraisals
Ongoing meetings to address underperformance
Counselling or disciplining a worker for misconduct
Modifying a worker’s duties including by transferring or re-deploying the worker
Investigating alleged misconduct
Denying a worker a benefit in relation to their employment
Refusing an employee permission to return to work due to a medical condition
DEB
Both substantive and procedural fairness are considered when determining whether management action taken was reasonable and whether it was undertaken in a reasonable way.
Example: the employer must have both a valid reason for taking the action against the employee, while also affording the employee natural justice throughout the process of carrying out the management action.
Scenario of Denying a work benefit;
this could be things like -
home garaging;
training that is not relevant to your role;
access to overtime
Default is to think that this is a “bullying circumstance” but it’s defined by a role, not the person in the role. Business circumstances have changed to bring about the removal of the benefit, however, could coincide with another ongoing issue.

12. Double click to start slide show
DEB
Double click to start slide show
Kim’s going to run us through some every day scenario exercises next
First we are going to show you a short video on how a performance review discussion can be miss understood
Ref: “Awkward Performance Review” Source: Youtube VitalSmartsChannel

13. You need to talk to Chris.
Practice Scenario
Everyday occurrences
You are a supervisor in a warehousing operation. You recently instituted a “No Smoking” policy in the facility. All employees were notified of the policy change. It was not well-received. As you walk down aisle B in the warehouse, you see a cloud of smoke and then see Chris running to aisle A.
You need to talk to Chris.
**Assume that the supervisor has checked facts
KIM – Teams going to present back - Ask if want to do play acting or discuss in groups
THE MEETING OUTLINE:
The meeting outline – Providing employees with effective feedback should not take a lot of time. It is important that managers are brief and concise in the message.
This is a suggested outline for confronting employees on workplace issues. The example is that of the smoking violation.
1. Purpose of meeting – Avoid superfluous questions or chatty conversation about the weather and get right to the point. “Chris, I have requested this meeting to talk to you about our smoking policy.”
2. Describe the behaviour – “You were smoking in the warehouse today, and that is against our workplace rules.”
3. Listen to the reaction – Does the employee confess to the violation, or does he or she only offer up excuses? What other information do you hear?
Straight Denial “I didn’t do it”
Manager’s response would be “I saw you smoking in the warehouse today. The purpose of this meeting is to make you aware it is unacceptable and it shouldn’t happen again.”
Diversion to others “Jill does it all the time and never gets in trouble!”
Manager’s response: “ We are not here to talk about others’ behaviour. We are here to talk about what you are doing and what needs to change.”
Avoid responsibility “ Wow, nobody told me about the rule”
Manager's response - “ Well, now that you know, I expect you to follow the rule going forward.”
Accepts responsibility “I did it”
Manager’s Response - “Thanks for being honest with me.”
4. Agree on resolution – Set the expectation for the employee. “Chris, it is against our work rules to smoke inside. I expect you to abide by our policy and never smoke inside again. If you break this rule in the future, you may be subject to further disciplinary action, up to and including termination. I’m sure you don’t want that to happen. Can
you agree that you will abide by the smoking policy?”
5. Document the discussion – As Chris’s manager, you should document the discussion and the agreement that resulted.
Other tips for the meeting
Be clear with the employee that you want to hear his or her explanation. Questions like the following will help facilitate
the conversation:
Why did you break the rules?
Why are you not performing up to standards?
Do you want to improve?
Do you think you can be successful?
How can I, as your manager, help you to succeed?
2. The focus of the meeting is not punishment. It is on communication and collaborative problem solving. Ask yourself, “Am I coming across
as a parent scolding a child, or is the meeting about two adults trying to solve a work problem?” What has the employee learned about job
expectations as a result of this meeting?
3. Managers should reinforce the desired behaviour with a follow-up meeting. If the employee has improved his or her performance, this
is a great opportunity to reinforce the good behaviour and provide the proper recognition for the employee’s effort. If the employee is still
struggling, then the follow-up provides the opportunity to re-assess the agreed improvement strategy with the employee.

14. Practice Scenario Everyday occurrences
You are an office manager overseeing a department of 25 people. One of your employees comes to you and complains about Pat’s unpleasant body odour and how difficult it is to work in the same area.
You agree to talk to Pat.
KIM
SHEREE NOTE – SPLIT SLIDES INTO 1 SCENARIO PER SLIDE. Move tables around – 1 manager per table ??
Split Tables up – What would you do to resolve the situation?
INSTRUCTOR DIRECTIONS:
Split up the Groups into
1 x Employee
1 x Manager
The Rest of the people are “observers”
Conducting the Scenarios
1. Have students sit in the circles of chairs and face the student directly across from them.
2. Explain that the purpose of this exercise is to simulate the daily employee related issues that confront managers and supervisors; a good manager will quickly address issues as they occur rather than ignore them. This exercise requires students to think on their feet and quickly become comfortable with employee confrontation.
3. Plan on 8 to 10 minutes per round. You may want to prioritize 3. the scenarios
in case you run out of time.
4. Provide an overview of the exercise
Timely and thoughtful feedback from the boss helps the employee know the supervisor’s expectations and what is considered acceptable behavior. Some supervisors find it difficult to confront others, or let other work distract them from this task. This exercise provides an opportunity to practice and become comfortable with confronting behavioural issues in the workplace.
Leadership presence – Work with students playing the supervisor’s role on how they present themselves physically when leading discussions. Their body language must be that of a leader. Do students convey this persona?
At the end of each of the first two scenarios, ask the “employees” to provide feedback to the “supervisors”.
What is the tone of voice being used? Is it calm? Firm? Listen to see if the supervisor sounds apologetic. If so, this may alter the effectiveness of the message (e.g., the employee might doubt the supervisor is really serious).
2. What is the physical posture? Sitting up straight? Shoulders square with the employee, not turning away?
3. What is the level of eye contact? Is the supervisor looking directly at the employee or looking elsewhere? Many people avoid eye contact when confronting others or delivering an uncomfortable message.
4. What is the level of engagement? Does the supervisor want to be there? Is he or she distracted, or engaged in the conversation with the employee?
5. Give students 2-3 minutes to engage in the supervisor-employee dialogue.
6. Time allotted for each scenario will depend on the amount of class time available and the depth of the conversation you wish to achieve. If you allow just 2 minutes for the discussion, it will put more pressure on the supervisor to push for a resolution to the problem. Allowing 3 or more minutes for each conversation usually results in more specific agreement and a greater feeling of satisfaction for both parties. The instructor may want to vary the time allowed on different scenarios and explore with students the effect of time restraints on conversation.
Scenario debrief questions
At the end of each scenario dialogue round, ask students the following
questions:
1. In this particular scenario, what was the challenge facing the supervisor?
2. I want to hear from the supervisors. What was your strategy going into the meeting? How did you plan on approaching this?
3. As a supervisor, what seemed to work and what didn’t?
4. As an employee, how did you feel? What worked for you?
5. As an HR professional, what advice would you give the supervisor before his or her conversation with the employee?
6. What potential HR issues are there in this scenario?
7. Are there any legal implications in terms of laws or regulations?

15. Practice Scenario Everyday occurrences
Jason is an apprentice stationed at a work camp in outback Queensland. The tradesman he is apprenticed to, Phil, has been taking on apprentices for many years and is highly respected by his workmates. Jason is often sick on the job, and complains of tiredness and that working in the sun is too hard. After one long day of Jason complaining Phil has finally had enough, and says to Jason, “well if you can’t handle it, mate, maybe this isn’t the job for you.” Jason complains to you that he is being bullied and asks you whether you think he should report Phil. Which way would you go?
KIM
While this situation is unfortunate, it is not harassment or bullying. Harassment can be defined as repeated or consistent behaviour and this occasion only occurred the once. Jason and Phil need to sort out their problem and perhaps Phil would have been better to get advice from his supervisor as to how to deal with Jason’s attitude. Phil should also record the conversation for future reference, and reflect on the effect of his comment

16. You need to talk to Sidney.
Practice Scenario
Everyday occurrences
Sidney has recently been missing work. She tends to call in at the last minute, and there seems to be a pattern developing of Mondays and Fridays. Sidney has been in rehabilitation in the past for alcohol abuse.
You need to talk to Sidney.
KIM

17. Practice Scenario Everyday occurrences
You are a payroll manager supervising 25 people. Your team works in close quarters with little physical separation between work stations. Drew is one of your best performers, yet you have received complaints that Drew tends to sprinkle conversations with rather crude and vulgar references. This is not a team of saints, but some have complained that Drew is crossing the line.
You need to talk to Drew.
KIM – all to contribute to discussions around tables

18. Practice Scenario Everyday occurrences
You are the Director of human resources. You asked your benefits
administrator, Morgan, to immediately send new benefit information to your boss for her review. The next day, you are chewed out by your boss for not sending her the information. You look bad.
You decide to talk to Morgan.
KIM- all to contribute to discussions around tables

19. Practice Scenario Everyday occurrences
You are the Director of finance. Your administrative assistant, Ryan, is often late getting to work. You have tolerated it for the past year but your work load has increased and you need all the help you can get, especially at the start of the day. With Ryan coming in late, it is starting to affect your ability to get your job done.
You need to talk to Ryan.
KIM - all to contribute to discussions around tables

20. Practice Scenario - Outline
Set Purpose of the Meeting
Describe the Behaviour
Listen to the Reaction
Agree on a resolution
Document the Discussion
KIM
Make handouts – 1 -5 points ,and 1 x scenario on the handouts

21. When Everyday Scenarios go south
Contact HR
Advise Manager / Directors
Consult Policies/ Procedures & Directives
Always, Always, Always, Document!
Key Messages:
Consider confidentiality
OPTUM Support
Informal Resolution is the Best Case Scenario
Ignoring an issue is implied acceptance
KIM

22. When Informal Resolution just won’t do…
DEB

23. Disciplinary Show Cause Process
Show cause letters to employee
Allegations and evidence
Decision on findings (proposed penalty)
Decision on disciplinary action/penalty
Implement disciplinary action
DEB
So if we have to discipline someone – it’s a 3 Step Process – explained more next slide
2 x show cause letters & decision on action or penalty

24. Disciplinary Show Cause Process
First show
cause letter
details the allegations and breaches being considered
offers the officer the opportunity to respond (14 days)
Second show
cause letter
considers the officer’s response to first letter
includes decision maker’s findings, based on balance of probabilities
if appropriate, proposes disciplinary penalty or finalises the process
offers the officer the opportunity to respond (7 days)
DEB
First show cause letter – Liability for discipline and should cover the allegations and evidence & quotes the potential breach of the CoC
Second show Cause letter – decision on findings (response to employees explanations, proposed penalty)
Final Letter - Notification of Penalty & outlines the appeals process they may take within 21 days if not satisfied
Balance of Probabilities = For a case to be proved on the balance of probabilities, the evidence must establish that it is more probable than not that the alleged conduct occurred.
Case managers and decision makers look at precedents when determining appropriate penalties, as well as circumstances and what is fair and reasonable for the misconduct.
This is usually a fairly long process and very stressful for both the subject person/party, the other employees involved (if any) and on management involved, so it’s best to try to nip bad behaviour in the bud before it goes too far.
Final letter
provides notification of decision and appeal options

25. Further assistance HR Contacts are always the first point of call
The CMU within Employee/ Workforce Relations always happy to assist.
Case Management Framework – ment%20Framework.pdf#search=case%20management%20framework
Employee Complaints –
Industrial Relations Act 1999 –
Public Service Act 2008 – df
Code of Conduct – of-Conduct.aspx
DEB

26. Reflect
What is your key take away message?
JULIE