Managing Performance. 16.1 An Employee that is required to be counselled due to underperformance, and/or the displaying of behavioural characteristics which are out of alignment with the Company’s goals and/or values, will be managed in accordance with:
Managing Performance. Where performance is not at the expected standard, the manager should advise the employee at the earliest opportunity, with a view to supporting the employee to improve their performance to an appropriate standard. The employee and manager will work together through regular communication and feedback and both will have access to performance counselling and guidance during this period. This process will include the implementation of strategies to be agreed where possible to enable the employee to improve their performance. This managing performance process must include notification to the employee in writing and would be for no less than four weeks.
Managing Performance. The parties are committed to the use of the company’s development and performance review process to monitor job performance and encourage two-way communication between employees and their supervisors. This process provides employees with opportunity for formal feedback and self-assessment of work performance. Appendix A – Classifications & Wage Rates (increments) On Signing 1st Jan. 2008 Classification Xxxxxxxxx $21.34/hr $21.98/xx Xxxxxxxxx (LH 1) $21.78/hr $22.43/xx Xxxxxxxxx - Apprentice Year 1 $8.55/hr $8.80/xx Xxxxxxxxx - Apprentice Year 2 $11.87/hr $12.22/xx Xxxxxxxxx - Apprentice Year 3 $15.72/hr $16.19/xx Xxxxxxxxx - Apprentice Year 4 $18.73/hr $19.29/hr Builders Labourer - Category 1 $19.19/hr $19.76/hr Builders Labourer - Category 2 $19.81/hr $20.40/hr Builders Labourer - Category 3 $20.48/hr $21.09/hr ▪ The base wage rates above reflect previously agreed increases as documented in the Bells Constructions and Technologies Pty Ltd & CFMEU Enterprise Agreement 2006-2008. Appendix B – Grievance and Dispute Procedure
Managing Performance. All employees covered by this Agreement (other than Expeditioner employees who are subject to clauses 9.33 to 9.34, employees on irregular and intermittent contracts and non-ongoing employees on contracts of less than three months) are required to participate in the Department’s Performance and Development Scheme (PDS). The scheme aims to provide each employee with regular opportunities to discuss with their Manager performance expectations and the extent to which expectations have been met. It also enables employees to discuss with their Manager their development needs for both their current responsibilities and broader career development. Further information is contained in the Department’s PDS Policy. Employees are expected, as a minimum, to maintain a satisfactory standard of performance consistent with their performance agreement. Where a Manager believes that an employee’s work performance is unsatisfactory the Manager will work with the employee to address the causes of the unsatisfactory performance. Where the employee’s performance does not improve to a satisfactory level the Manager may initiate formal underperformance management procedures. Further information is contained in the Department’s Strengthening Performance Policy. The Department’s formal underperformance procedures are designed to: restore the employee’s performance to a satisfactory standard in a timely way have regard to the individual circumstances of the employee, including any health issues ensure natural justice and procedural fairness respond to any learning and development needs where appropriate and ensure performance expectations, measures and standards are clearly defined. TEMPORARY REASSIGNMENT OF DUTIES AT A HIGHER LEVEL Where the Delegate decides to temporarily fill a vacancy for a period of five or more working days, remuneration will be paid at the higher classification for the entire period of temporary reassignment of duties if the vacancy is at a higher classification than the employee's substantive classification. The additional remuneration for employees acting at a higher classification level will normally be equivalent to the difference between the employee's salary at their substantive classification and the minimum pay point of the higher classification. The Delegate may determine that a higher level of additional remuneration is warranted having regard to the experience, qualifications and skills of the employee or that a lower level of additional remunerati...
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Managing Performance. The Safer Lancashire Board will be responsible for the delivery of and managing the performance of the outcomes, targets and actions included in this agreement. The Board will use MADE and partner performance management systems to monitor both the targets and the actions being taken to achieve them utilising the Red/Amber/Green alert method. This will also include information for all of the targets disaggregated to district level enabling partners to assess whether or not we are ‘narrowing the gap’ and whether or not performance is improving. Specifically, the Safer Lancashire Board will monitor progress and manage performance against each of the priorities by:
Managing Performance. Service Provider will monitor employee performance, reward service excellence, and promote the continuous development of knowledge and skills. Service Provider will cross-train employees, develop individual career plans, and establish succession plans to manage employee turnover and plan for positions that require long lead times. Service Provider will minimize the impact of staff changes by storing work in shared locations, documenting processes, and rotating assignments so that employees are ready to step in and cover an area as needed.
Managing Performance. We will conduct an extensive review of the existing systems of performance management to develop a set of policies that will: ensure all staff are clear as to the expectations of their performance; provide regular and effective two-way feedback on their performance; provide motivation and incentive to continually improve performance; and be fair and equitable.
Managing Performance. Managing the performance of teachers is viewed as a normal activity that is undertaken by the principal and other members of the leadership team in a school. However when there is a concern about deficiencies in a teacher’s performance, then the procedures to be followed are outlined in Attachment C – Managing Deficiencies in A Teacher’s Performance.
Managing Performance. Job responsibilities, standards of performance, and performance appraisals remain the same as when working at the regular University work site. The immediate superior reserves the right to assign work as necessary at any work site. Employee commits to observe the days and hours he/ she is expected to be working and reachable at the telecommuting site; fully utilize the methods of contact such as dedicated phone line, voice calls, messaging, email, videoconference, etc.; and establish regular times and frequency of contact. For transparency, supporting documents to substantiate actual work rendered indicating outcomes and time spent on the delivery of the output and results required by the University may be deemed necessary. It shall be prepared by the employee, verified or certified by the immediate superior and approved by the Unit Head. Supporting documents would include Task Calendars and Month-End Reports that will be prepared by the employee, reviewed & verified by the immediate superior and approved or certified by the Unit Head. The De La Salle University’s rules and policies, including those set forth in De La Salle University Faculty and Employee Manuals shall be applied while in the Temporary Telecommuting Work Arrangement. These policies include, but are not limited to, policies regarding attendance, confidentiality, and policies prohibiting harassment. Employees are reminded that Work From Home Policy is not to be used in place of sick leave, and other leaves.
