Elements and Performance Criteria
- Undertake human resource planning
- Human resource needs are determined/reviewed in accordance with the organisation's short- and long-term needs, the anticipated business unit needs and the allocated budget.
- Existing competencies of staff are compared with the needs of the business unit and plans to address shortfalls are developed.
- Alternatives to staffing levels are developed which meet key provisions of the human resource plan.
- Staff are recruited, selected and separated in accordance with business needs.
- Organisational strategy is translated into performance goals and objectives.
- Manage the performance of individuals
- Performance management criteria are linked to business unit, strategic and operational goals, are identified in accordance with the organisation's performance management system and agreed in consultation with staff.
- Performance requirements are confirmed with staff and performance management processes are applied in accordance with the performance management system.
- Performance management processes are equitable and implemented in accordance with legislative requirements, and organisational policy and practices.
- Performance management/appraisal meetings, interviews and discussions are conducted within the principles of industrial democracy and participative, consultative processes.
- Outstanding performance and performance below agreed standards are identified and responded to in a constructive and timely manner, in accordance with organisational policy and practices to maximise the effectiveness of workplace performance.
- Staff are motivated to improve their work performance through regular feedback, reflecting and acting on workplace experiences, coaching and mentoring arrangements, and through organisational reward and recognition strategies where these exist.
- Manage learning and development
- Performance improvement strategies are developed that identify current learning needs and anticipate future requirements.
- Areas identified for improvement are addressed through selection and implementation of learning and development strategies to suit a diverse workforce.
- Information about learning and development activities is promoted to staff.
- Learning and development are managed equitably to maximise outcomes for the organisation and individuals.
- Manage grievance procedures
- Grievances and complaints are managed promptly and in a manner which optimises the likelihood of a positive outcome.
- Individuals rights and obligations under industrial awards/agreements and legislation are documented and communicated in a clear and concise manner.
- Meetings and interviews are conducted within the principles of industrial democracy and participative, consultative processes.
- Counsel employees
- Counselling is offered to support employees in relation to work difficulties, career aspirations and personal difficulties.
- Techniques and counselling style are chosen that are appropriate to the situation and cater for a diverse workforce base.
- Active listening skills are applied to formulate responses to employees.
- Referrals to appropriate support professionals and agencies are made to facilitate employee performance and well-being.
- Outcomes are documented and employee confidentiality is maintained in accordance with organisational requirements.
- Manage employee rehabilitation
- Establishment of a return to work program is coordinated for an injured employee in consultation with the employee and a rehabilitation specialist.
- A system is established to monitor the return to work program.
- Injured employee is effectively engaged through all parts of the return to work program.
- Records of the work program are maintained in accordance with organisational policy and legislative requirements.