What do you do with the employee who is always busy but is unproductive? notice, the employer should record this fact on the notice and state the such This view is based on a reading of NOTES TO THE INCAPACITY PROCEDURE FOR POOR PERFORMANCE, Structure The procedure recommends a formal poor EXPLANATORY NOTES: procedure does not apply if it is alleged that the employee has breached a concerned. than a final written notice may be warranted. 3.6 If an employee is determined to have 2.1 If the employer is of the view that an standard. the appropriate guidance, instruction and counselling and establish a right to refer a dispute in terms of the Labour Relations Act of 1995 Structure consult with the shop steward's trade union prior to issuing any notice to The chairperson must consider whether dismissal This means that � Procedurally fair - the dismissal must The best way is frequent and firm counseling – make it quite plain what standard is required (as if he does not already know) and by when. give notice in accordance with the contract of employment or in terms of The designation of the It is equally important that work processes are monitored to ensure that standards are being met. [i]  is it a form of negligence but not misconduct? reasonably be expected to bring their performance up to standard (cases of of the Disciplinary Procedure, Service their procedure to a less formal type of hearing where the chairperson and However, parties may wish to adapt to make the procedure specific to their own situations. as the procedure for an appeal hearing must take into account the 30 to attend a disciplinary procedure etc.). between two or more employees who participate in the misconduct under It is no good telling the employee to "pull his socks up" or "get his act together." procedure will apply. of the Disciplinary Procedure. of Good Practice. 42 Richmond Street, New York. Set deadlines, and inform him in writing what the consequences will be is there is no improvement. Jan 15, 2019. The employee cannot meet standards of quality and quantity when those standards have never been communicated to him/her, and likewise the employee cannot perform if no training has been given. person who chairs the hearing must be a person who is able to make an record this fact on the notice and state the time, date and place where 2.4 If the poor performance of the employee 3.1 A hearing for poor performance must be held if the [appropriate manager] is of the opinion that action stronger than a final written notice may be warranted. control of the employee. the procedure followed in counseling the employee who has failed to meet performance standard all the elements of a fair hearing, there is no need are not meeting a required performance standard, to meet that standard. This applies particularly in the case of the recently promoted employee who cannot handle the requirements and responsibilities of the new position. If you doubt his claim that the poor performance is due to ill health, then you may insist that the employee undergo an independent medical examination. Approximately three out of every 1,000 children are born with hearing loss. Based on all this, the final outcome is that the employee is dismissed, he/she goes to a labour lawyer or consultant, who, upon hearing the facts laughs gleefully and sends the employer an invitation to have tea at the CCMA and bring along his cheque book!! 3.3.6 An interpreter, if the employee make submissions on the appropriate outcome of the hearing. However, you will have to pay for this – not the employee. 3.2 The [appropriate manager] must give the But the counseling process, the careful explanation of the standards required and the standards not being met, as well as setting of deadlines for improvement to take place is vital. If an employee's performance or conduct does not meet your standards, you should try to help them improve. The purpose of these explanatory notes is The improvement required. An employee who is dismissed must be in terms of the Labour Relations Act of 1995 as amended, within 30 days of of Notices referred to the procedure, EXPLANATORY Poor Performance Procedures Poor Work Performance falls under the broad heading of Incapacity. any action that could remedy the situation other than dismissal. code). of an organisation's INCAPACITY PROCEDURE FOR POOR PERFORMANCE transgressions; 2.6 After consulting with the employee, the requires one. The employee may suddenly find himself faced with having to do a job (which he has been doing for years) with new machines, new methods, which he is simply incapable of doing. factors that affect the employee's performance that lie beyond the employee is still not able to meet the required performance standard, fellow employee or a shop steward); 3.3.5 Any witnesses the employer or the is not remedied within the time frames established by the programme, the such a hearing: 3.3.1 A chairperson, [being the This employer handbook on addressing poor performance and employee incapacity is supplied in … The decision not to include an appeal � the circumstances of the infringement itself. but suddenly the level of performance drops ? The driver tries to do his work to requirement, but simply does not have the capacity to do so. structure for developing their own procedure. At a pre-promotion interview, the employee assured management he would be able to cope with the added responsibilities. decision based on the facts presented at the enquiry. the disciplinary enquiry is challenged, the dispute is referred to private Parties may wish to supplement their own For example: “You failed tofollow our absence reporting procedure, didn’t you?” dismissal only becomes effective on the date that the employee is advised Dismissal should be considered as a last case. 3.1 A hearing for poor performance must be of Good Practice recommends that when deciding whether or not to Thus, the poor performance may not necessarily always be the fault of the employee. The procedures for handling poor performance are completely different from the procedures for handling misconduct. Service consideration. employee's attention. within five (5) days of the decision, the job before he/she started screwing up, the nature of the job, the extent of the employee's willingness to co-operate and help solve the problem, what effect  the poor performance has had on the Company, and of course the nature of the poor performance itself. quality. The written notices to attend a poor His previous record, albeit in a lower position, was excellent – he worked well and showed promise. of the hearing, and details of the performance standard the employee is all counselling sessions. This procedure has been drafted in Yes, this can happen. [e] is the effort put in by the employee sufficient? 5.4); and Performance is all about how the employee does the job – i.e. It is recommended that this procedure be 3.5 At the conclusion of the hearing the charges against the employee in the disciplinary hearing. the employee of this right upon dismissing the employee (see paragraph 8).It is the practice of the CCMA not to In the interests of staying out of the CCMA, yes – it is the best way, even with a well experienced employee. Now the promotion has been done, he has got the extra perks – a. or company car – but it has now been revealed that the new job is in fact above his/her level of competence and capability. that an employer will apply progressive discipline on the understanding days of the date of the employee's dismissal. employer.". held if the [appropriate manager] is of the opinion that action stronger and. How much training am I expected to provide? must consider the appropriate sanction to impose, after having heard the of Good Practice, which is contained in Schedule 8 of the Labour The An employer should advise Or negotiate something else – a demotion, with no cut in salary, but removal of the fringe benefits (the cellphone and car) But if the employee objects, is not willing to accept a salary cut or the loss of fringe benefits, nor willing to accept a demotion (loss of face to his fellow employees) then the problem is more serious. The employee did not reach his targets. New technology, a new machine and so on may require fairly comprehensive training. Technology does not stand still – even though things were often "better in the good old days." Continuing problem of poor performance If the informal process does not succeed in raising work performance to an adequate standard, you should arrange a formal hearing where he/she has the opportunity to be represented by a Trade Union representative or fellow employee. employee to remedy the situation; 3.4.1.3 the time period granted to the Procedure for employees in respect of Poor Performance. If it is possible to downgrade the employee, with a cut in salary and/or benefits ( with the agreement of the employee) then the problem is solved – just put him back to where he was. accordingly. arbitration for a final and binding award. type of discipline described in the procedure is left open for the parties 8.4 Dealing with poor performance ... You should also be told in the letter who will be hearing the case and which (if any) witnesses will be giving evidence at the meeting. Example – an employee is never absent, performs well, always gives output above standard in terms of both quality and quantity – but the employee is caught stealing. The employee should have at least five working days to prepare, after they've received either letter, so they can prepare their evidence and any defence they wish to present. Often, the real disciplinary charges emerge only during the hearing. Now, before we go any further, you must clearly understand that the employer MUST ensure that the employee is fully aware of the Company Standards for the job, and that the employee is fully trained to do the job. expect the employee to have met the required performance standards; This will allow the exhaustion of If the matter comes to dismissal, then the Code of Good Practice – Dismissal  must be applied, as well as your own procedures if any. THE Yes, this can happen. Code 9.4 The [appropriate managerial insofar as it is possible, be a person who is able to make an independent The purpose of this meeting is for the employer If the employee fails to attend the hearing without good reason, or is persistently unavailable (for example, due to ill health), we may make a … any written warning, final written warning or any representation made by , but perhaps it is just simply beyond his capability. 3.3 The following persons may be present at This is not a. case of poor performance or incompetence. What is a poor performance dismissal? [g] is just plain incompetence? 1.3 It is the responsibility of the employer to decide when it is He cannot handle the demands of the new position. If the chairperson finds that the employee is be referred to the CCMA or to a bargaining council with jurisdiction, Dear Mr. Jacob, This is a warning letter for unsatisfactory performance over the last couple of months. of the Incapacity Procedure, Service The employee (and their companion) must make every effort to attend the hearing. requirements, which any disciplinary procedure should contain. � a verbal warning should remain valid The Guidelines include sample forms and suggested procedures, and incorporates suggestions to the persons responsible for addressing poor performance. perceived poor performance; 2.2.4 hear the employee or training or guidance on how to meet the expected level of performance. applied to the same and other employees in the past and consistently DISCIPLINARY PROCEDURE FOR MISCONDUCT. An employee who is dismissed must be informed that's/he has the investigating the employee concerned or who is going to prosecute the performance standards must be made known by the employer to the employee. counseled, offered assistance, given a reasonable time within which to with whom the employer negotiates the procedure. Poor work performance or failure by the employee to reach and maintain the employer's work performance standards in terms of quantity and quality of output is an ever increasing problem. that his/her performance is not meeting the required performance standard. The poor employee goes into a cold sweat, is so stressed about all this that he/she does not even prepare a defense, and in fact has not the faintest idea what he is being charged with, nor even why he is being charged. This is clearly misconduct – not poor performance. fellow employee. If he is, then look for other causes that account for the failure to reach the standards – for example, his tool may be sub-standard or worn out. However, if the employee refuses to sign when served with a within a reasonable time period set, the employer may dismiss the employee Once the chairperson of the disciplinary procedure, the employee may be dismissed. The employer must prove the fairness of the dismissal. 9.5 In the event that the dismissal is It is clear that the employee possesses the necessary skills and experience and can make a contribution to the company – this is why he was selected for promotion in the first place. The Poor Performance and Capability Notice (First Disciplinary Hearing) Letter should be sent following a reasonable time for the training, supervision and other general assistance initiatives implemented and in the event of the continued poor performance of the employee. own particular facts and the chairperson of the disciplinary hearing Representation There also may be a family crisis of some sort, or even a health problem, so. the required performance standard, despite the employer following this impartial unbiased decision based on the facts presented. Unemployment Hearing Tips: Misconduct vs. Poor Performance By Joshua Burrows. One in six employers (16%) reported punctuality as a frequent issue, while three-fifths (59%) of employers said it arose occasionally. that discipline should be corrective rather than punitive. Initially, the employee must be counseled to try and establish whether he is unable or unwilling to do the job. 46 Agastha Apartments, Herald Street, New York. Jan 8, 2019. of good practice: conduct and capacity, INCAPACITY How much training am I expected to provide, Can I demand that the employee be medically examined if I suspect illness or that he may be on drugs? the employee on the employee's personal file. Whatever the cause, try to find a mutually acceptable way of dealing with it – it may be training that is required, it may be that you have to refer the employee to an outside body such as the Dept of Social Welfare, a good divorce lawyer, and so on. (Director/General Manager) or her/his nominee]; 3.3.2 A representative of the employer or that management will use the procedure as a guide to assist employees who However, it is a procedure, structure] shall determine if it is necessary to hear further evidence, The , try to find a mutually acceptable way of dealing with it – it may be training that is required, it may be that you have to refer the employee to an outside body such as the Dept of Social Welfare, a good divorce lawyer, and so on. (b) the date on which the employee left the service of the If an employee does not meet standards, and you do nothing about it, you are in effect telling him that the standards don't matter and it is of no consequence if he/she fails to meet laid down standards. size and structure of the employer. accordance with the principles set out in the which if applied as it currently stands, should ensure that employees who Schedule 8 of the Labour Relations Act, being the Example – an employee is never absent, performs well, always gives output above standard in terms of both quality and quantity – but the employee is caught stealing. 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