6 benefits of efficient documentation procedures

This week we are sharing an article from Health & Safety Bulletin that talks about the need for undertaking audits, inspections and reviews as part of your safety management system. Not only do you need to audit this for your business, but you must also sufficiently document and record these processes.

6 benefits of efficient documentation procedures
 
Your documentation procedures, if carried out correctly, should achieve the following:

• provide evidence of your proactive health and safety management;
• ensure that management is aware of organisational performance;
• assist with continuous improvement;
• demonstrate a commitment to continuous improvement in health and safety performance;
• enable a more effective performance; and
• ensure review of individual managers' health and safety performance.

Additionally, records enable effective reporting to managers and directors who are not directly involved in health and safety matters. 

Remember, all steps taken to monitor your business' safety performance need to be documented.


Joanna Weekes
Editor
Health & Safety Bulletin, 18/10/2013

Contractors get the job done better

A thought provoking article from Stephanie Zillman on the Dynamic Business website:

Contractors get the job done better

There’s a myth surrounding contractors: that they’re less loyal than full-timers, and not as productive. The reality though, is quite the contrary.

The just-released 2013 IPro Index found that contractors deliver heightened productivity and loyalty.

First developed in 2009, the now annual index by Monash University and sponsored by Entity Solutions, examines the attitudes of white-collar contractors (aka independent professionals or ‘IPros’).

This years’ results reflect the findings of previous years, finding that IPros are keen to share responsibility for project outcomes and are determined to work with permanent staff to achieve better results.

Key results:

• 94 per cent agreed or strongly agreed that they had their client’s best interests at heart

• 93 per cent agreed or strongly agreed they consistently meet specific project goals.

Far from being a casual resource with little loyalty, IPros continue to act as a vital component of any business.

“The research clearly shows that IPros are immersed and happy in their work,” Entity Solutions CEO, Matthew Franceschini said. “Again we have found that this group is dedicated and very valuable to organisations looking for quality, professional staff resources.”

What’s more, contractors engage in this style of work not because they ‘can’t find’ a full-time role – but simply because they prefer this work style. Key lifestyle benefits cited include the variety of work, the sense of freedom and the perceived ability to earn more money.

Dr Tui McKeown, Senior Lecturer at Monash University and report author, said this year’s results build on previous years and show that, as a group, IPros are a powerful resource. “They can become a valuable asset which adds considerable value to an organisation,” Dr McKeown said.

“Engaging an IPro is effectively engaging a small business of one. The results from our examination of control reveal an IPro is also a quintessential partner and team player,” Dr McKeown added.

Because these professionals are small business owners in their own right, IPros are highly motivated to be successful and prosper. They work to do what is best for their clients because it is also best for them.

for the original article click here

Managing poor performance and behaviour

In order to maintain a harmonious, efficient and consistent work environment, the manner in which you deal with bad behavior is particularly important.

Bad, disruptive or negative behavior in the workplace is essentially a rebellious form of underperformance, and may be triggered from a number of factors including:

•                    An employee’s confusion or ignorance regarding their goals, expectations, standards to be upheld and resulting consequences

•                    Personality or cultural clashes

•                    Incompetency in the tasks or skills required of the employee

•                    Insecurity or uncertainty in their performance resulting from lack of praise or feedback

•                    Indolence, poor work ethic or environment

•                    Issues in an employee’s personal world

•                    Feeling victimized by workplace bullying

Developing a strategy on how to deal with such behavior, prior to having to deal with such situations is crucial. In the case that the issue results in termination and is taken to Fair Work, it is imperative to have a clear trail of documentation. These documents should include clear procedures on how to manage underperformance and a job description that highlights the expectations, roles and targets of each employee. 

Employees need to be aware of their job descriptions and of the employers’ management of work performance. Should management of underperformance become necessary, or should an employee violate employment conditions, documentation of interviews should be kept, as should any email communication. To help avoid small issues resurfacing, documentation of the management of each individual incident is helpful. 

Note however, not all issues of underperformance may need a formal address; the answer may be as simple as implementing of a culture of regular feedback to improve employees’ performance.

There are a few important steps in managing bad behaviour. These are:

1.   Identify the issue

2.   Assess the issue

3.   Discuss the issue with the employee in a private conversation

4.   Devise a solution as a team

5.   Monitor performance

A few other keys to remember when dealing with underperformance or any work related issue is to steer clear of using business jargon in conversation, and opt for a more relatable choice of words to avoid alienation or misunderstanding.  An employee should come away from the conversation with a clear understanding of the expectations of them in the workplace, the improvement required, and any follow up steps that will be taken

To find out more, or for assistance with managing poor performance or behaviour, contact Annette at End2End Business Solutions on (02) 8977 4002.

How to Investigate a Bullying Claim

Workplace bullying is a serious, and very real issue that requires attention and care to prevent and deal with any cases that may arise. Failure to implement procedures to prevent and address bullying in the workplace can put employers in danger of breaching OHS policies and the Fair Work Act.

Implementation of workplace policies is the first step in prevention of bullying; such policies should be thorough, and must outline the standard of behaviour expected of members of the workplace. 

Implementation of policies to all new and existing members of the workplace is crucial; they should be discussed in meetings and frequently submitted for review to guarantee functionality and effectiveness.

It is vital that an employer deals with issues of bullying at their immediate awareness as failure to do so can contribute to risk of health and safety in the workplace. 

Employers may look to either internal or external sources to investigate a bullying claim; regardless, it is important that the selected investigator is well trained, has a proper understanding of procedural fairness and any associated legal issues. External investigators are usually the go-to for a serious claim, where as an internal investigator may be more useful for more minor issues, or in cases that need to be dealt with more promptly.

Investigation should be used for:

•          Ongoing reports
•          In any case where a threat is involved
•          Cases where multiple employees have been reported
•          Where an informal, early intervention approach has not solved the issue.

An investigation needs to assess the issue and find a resolution. The appointed investigator should be neutral to both parties; they should determine what allegations will be tested and how the process will take place, including prospects to be interviewed and the overall timeline. Professionalism of the investigator is a must, as is objectivity in examinations, sufficient time allowance, consultation with relevant witnesses, informing all involved parties of possible investigation results and outcomes, fact based conclusions, set up of private hearings from all parties and documentation of facts.

To ensure fairness and efficiency of investigation it is crucial the respondent is made aware of

·         reports against them

·         investigation processes to be executed

·         possible consequences,

and:

·         has an opportunity to seek advice or representation

·         is provided with the opportunity to reply to complaints

·         is kept confidential and,

·         informed of how they may submit a review of the outcome.

The investigator must report on the accusations made, processes undertaken, evidence discovered including interviews and a conclusion of whether the case of bullying may be validated.

Further action should be taken if necessary, and outcomes should be communicated gently to the respondent. 

Contact Annette at End2End Business Solutions on (02) 8977 4002 for advice on establishing workplace policies and dealing with bullying claims for your business.