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Workshop B Agenda

Pages from HR Law AU Masterclass Brochure

SYDNEY: 5 SEPTEMBER

BRISBANE: 12 SEPTEMBER

MELBOURNE: 19 SEPTEMBER

PERTH: 19 SEPTEMBER

Registration and welcome coffee: 8:30am
Course duration: 9:00am-4:30pm, including networking breaks

ADDRESSING CURRENT PROBLEMS WITH PERFORMANCE MANAGEMENT

  • Identifying the main types of poor performing employees

  • Profiling common management and HR practices which can contribute to performance issues

  • Creating socially safer workplaces

  • Investigating common legal claims resulting from ineffective management and poor performance management processes, including: confusing misconduct with performance, constructive dismissal, bullying, stress and adverse action claims

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UNDERSTANDING PEOPLE IS UNDERSTANDING BUSINESS

  • Looking at managerial authority, responsibility for managing performance and how HR can support management to step up

  • Effectively managing the employment relationship, including out of hours conduct and social media

  • Holding effective one-on-ones, and giving frequent feedback for
    improved performance

APPLYING EFFECTIVE COMMUNICATION STYLES

  • Using DISC to understand communication styles and how they impact communication in the workplace

  • Recognising most common performance issues can be ‘overused strengths’

  • Using communication styles as a tool to more effectively deal with performance issues

HAVING CRUICAL CONVERSATIONS AND MAKING THE RIGHT DECISIONS

  • Having crucial conversations along the performance pathway, and ensuring their effectiveness

  • Framing performance issues and what you are measuring performance against

  • Dealing with mis-aligned performance perceptions of the employee

  • Engaging in low versus high intensity crucial conversations - informal versus formal approaches

  • Documenting crucial conversations

  • Determining the right decisions and justifying reasonable management actions

PUTTING PERFORMANCE PROCESSES INTO PRACTICE

  • Overcoming problems with traditional performance appraisals

  • Aligning managerial and HR effectiveness with acceptable standards for the organisation

  • Avoiding complex performance or disciplinary processes that are ineffective

  • Minimising potential legal risks and consequences of performance improvement processes

  • Practice by role playing crucial conversations, and creating crucial tailored emails for performance scenarios which can have escalating problems

HAVING CONFIDENCE AROUND LEGAL RISKS

  • Using crucial conversations to avoid legal claims such as unfair dismissal, general protections, bullying and psychological injury or stress

  • How to proceed in the face of legal claims or grievances

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