Workplace Policies for Community Organisations

Introduction and Legal Framework

This paper outlines comprehensive workplace policies and procedures for a community organisation. As the author no longer works in the previous centre, these policies draw on existing practices from various community organisations and current employment experiences. The assessment covers four critical areas: recruitment and selection, staff induction, staff grievance, and dismissal.

Organisations that employ staff are bound by a complex set of obligations under workplace relations laws that relate to terms and conditions of employment, terminations of employment, industrial relations, anti-discrimination, and occupational health and safety. Employment in a community organisation also brings a special set of ethical obligations to ensure that employment practices reflect the organisation's values and principles. This requires understanding the concepts of community development and the need for a strong ethical framework for staff to operate within.

Equal opportunity, workplace relations, and other laws must be followed during the selection of new staff. These include prohibitions relating to the setting of discriminatory job criteria and misleading or deceptive representations in employment advertising and offers. A good induction process prevents unnecessary mistakes and misconceptions later on. Workers thrive in an environment of trust, confidence, and friendliness. It is therefore important to regularly assess the work climate to ensure that workers gain satisfaction from their work and environment. Policies and procedures must be developed which clearly spell out what constitutes a breach of relevant laws, including unlawful conduct such as sexual relations between staff and service users, and physical or verbal violence.

Recruitment and Selection Policy

The recruitment and selection process is based on merit, expressed in terms of the essential and desirable criteria established, and is in line with the policy of equal employment opportunity. These procedures cover all positions other than those of Manager of Community Centre and other senior staff identified under the Local Government Act, 1993. However, the principle of merit applies to the selection of the Manager and senior staff as well.

Recruitment is the process of attracting interest and applications for a vacant position in the organisation's structure. This process involves identifying the requirements to perform the duties of a position and advertising the position in a manner to attract suitable applicants.

Selection is the process of choosing the best person for the vacant position. This process includes the shortlisting of applicants for interview, developing questions for the interview, interviewing applicants, and selecting who should be offered the position based on merit.

Appointment covers the administrative processes to place and start the successful applicant.

The purpose of these functions is to attract, select, and appoint the most suitably experienced and qualified applicant based on merit. The merit of a person eligible for appointment to a position is to be determined according to the nature of the duties of the position and the abilities, qualifications, experience, and standard of work performance of those persons relevant to those duties.

Vacancy Arises: A vacancy arises when an employee leaves the organisation or a new position is established within the organisational structure.

Need to Fill Position Confirmed: When a vacancy arises as a result of an employee leaving, the Director must re-examine the departmental structure to determine whether job redesign will be more efficient and whether the position needs to be filled. Where a position changes as a result of job redesign, affected employees and their unions will be notified and the matter referred to the Consultative Committee for information. The General Manager will make the final decision to proceed to the recruitment stage.

Review Job Description, Job Specification, and Selection Criteria: The following procedures must be followed:

Prepare for Advertising (Internal and External): When preparing to advertise, the job advertisement shall include a brief description of duties, essential and desirable criteria, any special conditions, salary range, and a contact person for further information. The information package must contain the employment application form, job description, job specification, and general information about the organisation. The advertisement must note where applications should be forwarded, the closing date, and that a pre-employment medical may be part of the selection process.

Positions must be advertised for a minimum of five working days. Consideration must be given to the requirements of the Local Government Act, 1993 and the Local Government (State) Award, 1997, which prescribe that a position must be advertised in a manner sufficient to enable suitably qualified persons to apply.

Advertise: In accordance with the Local Government Act, 1993, vacant positions must be advertised in a manner sufficient to enable suitably qualified persons to apply. Where the organisation deems that there are sufficient suitably qualified internal applicants, positions will be advertised internally only in the first instance. Where there are not sufficient suitably qualified internal applicants, the organisation may advertise internally and externally concurrently. All advertisements will be placed on the Internet, at the organisation, and through employment agencies. All enquiries and applications will be treated with the utmost confidentiality.

Application: Applications will only be accepted on the organisation's prescribed employment application form. The application form should be completed in full, and a resume may be attached if the applicant considers it necessary.

The composition of the Selection Committee is the responsibility of the Manager in consultation with Committee Management staff. The Selection Committee shall normally consist of a minimum of three representatives:

Shortlisting of Applicants: Each Selection Committee member shall independently assess applications against the essential and desirable criteria. The Committee shall then meet to shortlist applications. Where the majority of Committee members has shortlisted a particular applicant, that applicant should be interviewed. Applicants who do not meet the essential criteria will not be interviewed. Where the Committee cannot agree, the matter shall be referred to the General Manager. Where an applicant is a relative or close friend of a Committee member, that member shall disqualify himself or herself from the Committee.

Notifying Shortlisted Applicants: The Human Resources Section representative on the Selection Committee shall arrange interview times with shortlisted applicants, preferably by telephone. Where practical, applicants shall be given three clear working days' notice of interviews. Equal time shall be scheduled for each applicant interviewed.

Developing Interview Questions: Questions addressing the essential and desirable criteria shall be prepared jointly by the Selection Committee prior to interview. A written copy of questions with provision for recording responses will be provided to each Committee member. Questions not relevant to the position or in contravention of the Anti-Discrimination Act 1977 shall not be included. The Committee shall decide jointly on interview duration and format.

Conducting Interviews: It is the Selection Committee's responsibility to ensure that each applicant is made to feel comfortable and treated equally in accordance with equal employment opportunity principles. Each applicant shall be asked the same questions. However, further information may be elicited only in relation to the question being asked. No Committee member shall ask any question which is not relevant to the position or which contravenes the Anti-Discrimination Act 1977. At the completion of each interview, each Committee member shall independently rate the applicant. Where a particular skill or knowledge can be tested (e.g., typing speed), a test may be arranged at the completion of the formal interview, and applicants shall be advised at the time of arranging the interview that a test will form part of the process.

Verifying Credentials: The Selection Committee shall ask to see formal evidence of each applicant's qualifications and licenses during the interview. The Committee shall also ask each applicant to provide evidence of his or her right to work in Australia (e.g., birth certificate, passport, work visa).

Ranking Applicants: At the completion of interviews, the Selection Committee should independently rank each applicant based on individual ratings for each established criterion. The Committee shall, where possible, reach consensus on the applicant with the most merit. Where consensus cannot be reached, or where two or more applicants are considered equal, the information will be referred to the General Manager. The Committee shall recommend a commencing salary in accordance with the applicant's qualifications and experience. Unsuccessful applicants who are considered suitable shall be ranked in order of preference.

Reference Checking: The Director or nominee on the Selection Committee shall be responsible for completing reference checks. Reference checks shall be based on the applicant's ability to carry out the position's duties in accordance with the criteria. Reference checks will generally be carried out only on the applicant ranked number one after interviews. However, where two or more applicants are ranked closely, reference checking of more than one applicant may be undertaken. Reference checks should only be carried out with referees nominated by the applicant. If the Director wishes to approach other referees, he or she should first obtain the applicant's permission. A Selection Committee member shall not act as a verbal referee for any applicant.

Advice to Applicants: The Human Resources representative shall advise the selected applicant that he or she has been selected for appointment, subject to appeal. This advice shall, where possible, first be given by telephone and within 24 hours of receiving the medical assessment. Unsuccessful applicants who were interviewed shall be advised by telephone on the same day the selected applicant is advised, where possible, followed by written notice. Unsuccessful applicants not selected for interview shall be advised in writing. The Human Resources representative shall negotiate a commencement date and prepare a letter of appointment containing all conditions discussed with the successful applicant for signature by the appropriate Director.

In accordance with Clause 23(iv) of the Local Government (State) Award, 1997, where requested in writing, internal applicants shall be given written reasons for not being appointed. This advice must be requested by an unsuccessful applicant within one working day of being notified of the unsuccessful outcome. The Human Resources Representative on the Selection Committee on behalf of the Committee shall provide written reasons within two further working days.

If the unsuccessful applicant is not satisfied with the advice, he or she has two further working days to lodge an appeal against the appointment with the General Manager. An appeal may be lodged only on the grounds that the unsuccessful applicant believes that the process outlined in the Recruitment and Selection Policy was not followed, or that he or she was treated unfairly.

If an appeal is lodged within the prescribed time, the selected applicant shall be advised. The General Manager has absolute discretion to dismiss an appeal without hearing if it is not based on the grounds outlined above. Appeals shall be heard by the General Manager alone. In hearing an appeal, the General Manager shall interview whoever he or she considers necessary and consider whatever information is appropriate. The General Manager's decision will be final. No appointment will proceed until the appeals process has been finalised.

On commencement of employment, the new employee will complete an induction program conducted by the Induction Coordinator. The Induction Coordinator must schedule all new employees to attend induction on their first day of employment, nominating the area where the induction will be conducted and ensuring all necessary resources are available (e.g., chairs, video player, overhead projector, refreshments).

Staff Induction Policy

In cases where a new employee cannot be inducted by the Induction Coordinator (e.g., night shift), the Induction Coordinator must arrange for an appropriate Manager or Supervisor to carry out the task. An appropriate amount of time and expenditure should be used to ensure the communication of required information, such as occupational health and safety requirements, duties to be undertaken, dealing with customers, and the physical layout of the site. This will ensure that employees can work safely and represent the organisation effectively.

The Induction Coordinator should tailor the induction program to suit the needs of the employee being inducted and provide appropriate information. The Induction Coordinator should assign a "mentor" who will help the new employee during the first two weeks of employment. The mentor should provide support, give advice on matters arising, answer questions informally, give practical tips, introduce staff, and be involved in giving feedback.

The Induction Coordinator is responsible for following up the employee's induction during the first week and month as indicated on the Induction Checklist. The Induction Coordinator should work through the Induction Checklist for each new employee, ticking each item as it is addressed and crossing out those items not applicable. They should ensure that the new employee and the appropriate Manager sign the Induction Checklist on completion. Each employee should complete an Induction Evaluation within three weeks of completing the induction, and this should be forwarded to the Human Resources Department.

The induction program should provide information about the organisation's size, organisational structure, number of employees, and services provided. It should include position description, relationship of the job to other jobs, leave entitlements, remuneration and superannuation, professional image, training and development, worker's compensation, and grievance procedures. Organisational policies including equal employment opportunity, harassment, code of conduct, and grievance procedures should be explained. Occupational health and safety information must cover the organisation's policy, safe work practices and rules, manual handling, and general housekeeping. Fire safety information should include explanation and demonstration of the fire warning system, fire evacuation procedures, assembly point for evacuation, types and locations of fire extinguishers, and fire wardens. The induction should also address injury and incident reporting processes, location of first aid facilities, and identification of first aid and occupational health and safety representatives.

A new employee should be given a tour of the office including toilets, tea room or canteen, first aid facilities, car parking, and noticeboards. An overview of the local area should cover local shops and facilities and public transport. The new employee should be introduced to managers and supervisors, other employees, occupational health and safety representatives, first aiders, and fire wardens.

Staff Grievance Procedures

Employees of the organisation experiencing loss and grief shall be treated appropriately and given access to any internal and external resources that would assist them in coping. All persons in areas where the client base has an elevated mortality risk shall be provided with appropriate training to understand grief and responses to grief, recognise grief in themselves and in fellow workers, appropriately manage grief, and carry out appropriate protocols in the event of client adverse events. Such training shall, where appropriate, be included in induction training.

The Manager shall identify a peer support person in every workplace. These persons will be provided with appropriate training and given ongoing resources and support. Peer support persons shall be available for initial debriefing following work-related loss and grief. Where appropriate, the Centre Manager shall authorise, at the organisation's expense, access to counsellors and other external specialists to assist persons experiencing grief and loss.

Grievance Procedure: The process for addressing grievances is as follows:

Employees have the right to discuss the issues with a support person or advisor to clarify the basis for the grievance, go directly to the personnel committee if the Manager is not the appropriate person, and withdraw the grievance at any time.