Part B

Task

1. You’ve received the following email from Gary Denver, Plant Manager NSW.

FROM: Gary Denver, Plant Manager NSW

TO: General Manager, Human Resources

CC: Al Perez, GM Manufacturing

SUBJECT: Advice Regarding Maintenance Supervisor

I’ve noticed a few problems with John Thompson, Maintenance Supervisor’s performance over recent weeks. He has been taking long lunches, particularly on a Friday and at times I have smelt alcohol on his breath. He also hasn’t been completing the end of shift reports which are required to be counter-signed by me and filed on the computer system. John has been with STAR for 15 years and has generally been a good performer. What action can I take to address this underperformance?

Gary Denver

Prepare advice in the form of an email response to Gary on the steps he needs to take to develop a performance improvement plan with John.

FROM: General Manager, Human resources

TO: Gary Denver, Plant Manager NSW


CC: AI Perez, GM Manufacturing

SUBJECT: Response to the e-mail of Gary

Mr Gary Denver, I understand the problem as this could be address easily through certain simple steps such as Identify the problem that John Thompson has facing in company as he has been good performer for 15 years. It is necessary to monitor his behaviour with other employees that how he is interacting with them. If there is any change in his attitude then there is problem in situation and at last it is being important to communicate with him personally and ask him about the problems. Even after this actions if he has not change then you can take proper action against him so that he realised his mistake. So, these are following step you can take to address this problem with John Thompson(DeNisi and Murphy, 2017).
General Manager, HR

Once you and John are together you can take the following steps to develop a performance improvement plan: gaps, causes, actual poor performance, agreement, improvements action plan (fill; out further – again check resources for hints )

1. You’ve now received the following email from John Thompson, Maintenance Supervisor following his meeting with Gary Denver about his performance.

FROM: John Thompson, Maintenance Supervisor NSW

TO: General Manager, Human Resources

CC: Al Perez, GM Manufacturing

SUBJECT: Advice Regarding Maintenance Supervisor

I’ve worked for STAR for 15 years and never been told I’ve done a bad job. In fact most people I meet reckon I’m a good bloke and I keep the peace between the boys. All of a sudden Gary has a problem with me. Sometimes on a Friday we have a bit of a get together at the pub. He asked if I had been drinking alcohol over lunch, and I said, ‘Yes, but just a couple’. It’s never been a problem before. He also went on about me not completing the end of shift reports. I’ve delegated this to one of the boys on the line because they know what’s been done each day. I’m very upset at how John has handled this this. He could have had a chat with me. He’s gone and made this all formal and I don’t trust his approach. What can I do?

John Thompson

The matter is at a point where mediation must now occur. Prepare a document to give to Gary and John on the steps that will be followed as you work with them to mediate this grievance.

Invite Gary and John to participate in a formal mediation of their grievance, on a day and time indicated (have some flexibility) and ask them to confirm their participation by a given date. Each party may bring along a support person. Location needs to be quiet, safe and neutral. List the 6 steps to formal mediation. First2 steps are intro, statement of the problem:

2. John’s behaviour at work has continued to deteriorate with regular unexplained absences and increased production errors due to insufficient supervision of the maintenance staff. Gary Denver has called you to make a time to meet with you for guidance on taking more formal disciplinary action.

1. In preparation of this meeting with Gary prepare a document that lists the actions that need to occur before taking disciplinary action according to STAR’s organisational protocols.

Use won words: Prior to taking action you need to consider:

• Whether John was aware of the standards required

• Was the grievance issue raised immediately

• Was the employee given reasonable opportunity and support

2. One outcome of disciplinary action could be dismissal from employment. Outline the factors to consider to ensure the dismissal is not unfair or unlawful according to legislative requirements.

Refer to extract from Fair Work Ombudsman fact sheet regarding ending employment

What needs to be submitted

• Part A complete Learning and Development Program with the Learning and Development Plan attached

• Responses to Part B

• Reference List/Bibliography