SCH22. Capability
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Capability Policy
It is {{org_field_name}}’s policy to provide support to any employee who does not meet the standards of the job for which he or she was employed or who is not coping adequately with the pressures of the job, the volume of work or any other aspect of his or her employment.
Any employee who is experiencing such difficulties will be offered whatever support is felt by {{org_field_name}} to be appropriate including training, coaching, mentoring, supervisory guidance, referral for advice, medical treatment, counselling and/or time off work.
No disciplinary action will be taken against an employee whose performance has fallen below the standards that are regarded as satisfactory until the procedure below has been exhausted.
In contrast, where an employee’s unsatisfactory job performance is clearly due to the employee’s own lack of effort, carelessness or negligence, the issue will be dealt with under {{org_field_name}}’s disciplinary procedure.
Procedure
Employees
- Employees are encouraged to approach their managers in the first instance, or to contact __________ if they feel that they are not coping adequately with any aspect of their job.
- No employee will be penalised or victimised for disclosing this sort of concern and every reasonable measure will be taken to provide support to the employee.
Managers
1) A manager who notices that an employee is not adequately meeting the standards of his or her job or who is not coping adequately with the pressures of the job, the volume of work or any other aspect of his or her employment, should treat the matter as one of capability
2) Managers should handle capability problems by following the procedure below.
a) Write to the employee setting out their concern and invite the employee to come to a meeting to discuss the matter.
b) Advise the employee that he or she has the right to be accompanied to the meeting by a workplace colleague or trade union official. [optional]
c) At the meeting explore thoroughly and objectively the root cause of the perceived lack of capability.
d) Explain clearly and specifically to the employee in what respects he or she is failing to meet the standards required.
e) Invite the employee to put forward his or her explanation for the apparent lack of capability, listen carefully to any representations made and take all the points raised by the employee seriously.
f) Check whether the job duties, standards of work, deadlines, priorities, etc have been fully and clearly explained to the employee.
g) If it is established through discussion with the employee that the problem is rooted in lack of knowledge, skill or training, devise a plan in consultation with the employee to remedy this through the provision of training, coaching or mentoring.
h) If it is established that the cause of the problem is, for example, poor management, poor procedures, difficult working relationships or some other workplace factor outside the employee’s control, take the appropriate steps to investigate and resolve the particular situation.
i) If the problem is thought to be health-related, seek the employee’s consent to obtain a medical report.
j) If the problem is rooted in family or personal difficulties, consider whether it would be appropriate and/or beneficial for the employee to be offered counselling or time off work.
k) If the root cause of the problem is that the volume or type of work is causing the employee to become stressed, consider what can be done to reduce or reorganise the employee’s workload in such a way as to reduce the amount of stress that the employee is experiencing to a manageable level.
l) Consider the possibility of offering the employee a transfer to alternative duties, or to a different job, if appropriate.
3) In consultation with the employee, set reasonable targets and time limits for the employee to improve to the required standard or level, which will be defined in measurable terms wherever possible.
4) Maintain a full and accurate record of the areas in which the employee is experiencing difficulties or failing to perform, and all discussions held with the employee about the matter.
5) If a standard performance appraisal review is due to be held around the time of these discussions, either defer it or, if it is to go ahead, ensure that what is written on any appraisal form is consistent with the discussions that are taking place with the employee about his or her capability.
6) Adhere to a review date where one has been set and re-appraise the employee’s performance and level of improvement on that date.
Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}
Reviewed on: {{last_update_date}}
Next Review Date: {{next_review_date}}
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