1. empowering workplaces with employment knowledge
IntegrityWorks Ltd

2. Organising people in your workplace
3. Services we offer your workplace
Checks designed specifically for your business
Advice, reviews, audits, personnel advice and training
An annual review to check the effectiveness of your employment contracts and performance reviews
Assistance with writing job descriptions and interview processes
Assistance with designing vocational tasks for interview
Health and safety in your workplace
Hazard identification
Have you got your holidays sorted?
Advice on any aspect of managing your staff
Employment documentation
Performance management
Improving productivity
Employee engagement
Restructuring and redundancy
Internet use at work
Sick leave
Holidays and time off
4. What job descriptions should do

Job descriptions describe the job you want someone to do 5. They list all the tasks your business requires them to do clearly 6. They reflect the real job so should be updated each year as business changes 7. They are different from an employment contract which is a legal requirement 8. Job descriptions show what skills, attitudes and knowledge you expect an employee to demonstrate on their CV 9.The CV is the base for selecting employees for interview

Check list for a job description

Use this check list to see how wella sample job description of your business rates!

The title of the job that accurately reflects the job YOU want done by the person filling the position
The department or location that you expect the person employed to work in or at
The line of reporting: who the person employed will be reporting to
The overall responsibility of the position: does the buck stop with them?
The key areas of responsibility
Consults with: the person or persons that the person filling the position will be expected to work with on a regular basis
The term of employment: full time, part-time, fixed term, casual
The essential skills and knowledge that you expect the person to have
10. Would you like a tool like this for managing?
Knowinghow to figure out what tasks you want your new employee to perform and how to describe these?
Knowing what skills they will need to be most effective in your business? Are these skills the same as someone else or different?
Knowing how your workplace structure will accommodate the new employee and draw up lines of reporting/acountability?
How to describe what sort of skills and knowledge you really want the new employee to have?
How to align the job description with the interview questions?
IntegrityWorks offers Tips and tactics for writing job descriptions which you can purchase from www.jobdescriptions.co.nz
11. What about the interview?

Make sure the applicant has enough of the skills, attributes and knowledge you require for the position 12. Short list applicants according to their match to the job 13. Develop a set of both behavioural and situational questions 14. Ensure all applicants get the same questions in the same situation

What questions to ask?
Behavioural questions
Give me an example when you . . .
Describe a situation in your last job/ your organization when you were put under pressure, and how tell us how you managed it
Tell me about a time you asked for additional responsibility at work and what happened
Tell me about the largest project you worked on and what your role was
Tell me about the last time you broke the rules.What you did and why?
Situational questions
You are a manager, and one of your employees has just told you he thinks another worker is stealing merchandise from the store.
What should you do?
What additional information should you obtain?
How many options do you have? What are these options?
Should you call the police?
15. Would you like a tool like this to manage
Knowing what are the right behavioural questions to ask at the interview so you can quickly decide if they will fit and work in your business well
Knowing what behaviours you need this employee to have to be most effective
Knowing how to turn these into questions and how to rank the answers
Knowing what situational questions to ask at the interview so you can determine if they will model the right skills under pressure
Knowing how to turn the situational analysis into questions and how to rank the answers
Knowing how to choose the right people to interview with you
Knowing what the cut off level is for potential applicants
IntegrityWorks offers Tips and Tactics for interviews which you can purchase through www.interviewwell.co.nz
16. Deciding who to hire?
interview
intuition
Identify the top seven attributes or competencies the job requires and structure the interview accordingly.
Keep a log of each applicants responses and grade the answers 1-5 as you go
At the end of the interview the applicant with the highest score is technically the best person for the job
But do youfeel they will be the best fit for your workplace?
Do you have an understanding of the applicant's personality style, values, and motivations?
Sometimes called gut feeling this is the response most people have within the first two minutes of meeting someone new
Most hiring decisions are made by intuition during the first few minutes of the interview
Will this person be the best fit for my business?
17. So now an offer of employment
Letter of offer contains the successful applicants name, the position (job title), the nature of the job (job description), thelocation (place or places of work), the hours, the salary,the holidays and leaveentitlements (including annual leave, sick leave and maternity/paternity leave)
It may also contain any special conditions or clauses discussed and agreed at the interview
The terms and conditions of resignation/termination, including notice period
The anticipated date of job start
The offer of employment is not an employment contract
18. The employment contract
Every employee must have a written employment agreement. It can be either an individual agreement (personal) or a collective agreement (union)
The Employment Relations Act 2000 has good faith as its central principle. This means that employers, employees and unions must deal with one another honestly and openly
Some provisions must be included in employment agreements by law
Contains the names of the parties: the employer and employee
The position and the duties contains the position,the duties, the line of reporting, the performance objectives,and the system of performance reviews
The nature and terms of agreement, which includes the type of agreement (full-time, permanent, casual), and if there is a 90 day trial period
The place and hours of work (working hours, lunch and other meal breaks, tea breaks and variation of working hours)
Wages and salary, holidays and other allowances, other benefits (Kiwisaver, health care, company car)
Restructuring and redundancy, termination of employment, resolving employment relationship problems www.dol.govt.nz
19. Would you like this tool for managing?
Knowing how to build an employment contract so you can quickly get your new employee on board
Knowing the basic stuff like what has to be in there and what doesnt have to be
Knowing you are compliant with the Employment Relations Act 2000
Knowing what you want to record re performance reviews and how these will be monitored and recorded
Knowing how you will measure performance
Knowing how their wages will relate to their performance
IntegrityWorks offers Tips and Tactics for building employment agreements which you can purchase through www.eragree.co.nz OR we will come and build one for you
20. The new employee at work
The first day is important so take time to make sure:
All paperwork is completed (employment contract signed, banking details, IRD are entered) re job
Take time to orientate the new employee to the physical location of your business (where things are-bathrooms, stationary, tools, fire exits, protective clothing, lunch rooms, induction manuals, communications)
Take time to orientate them to the people (colleagues, roles and responsibilities, dress code, and expected code for use of phones, faxes and internet)
21. Check in at the end of week 1
Has your new employee go the hang of your business?
Have understood what is expected of them?
Have fitted in with the other staff?
Have showed strengths you found at interview?
Have communicated well within your business?
Have performed as expected in week 1?
Have demonstrated an interest in your business?
If there are any concerns about these factors arrange a meeting to discuss
22. So what is a performance review?
Small business owners like you want to manage your staff performance using a system that is:
Easy to implement
Does not need heaps of administration to organise
Is quick effective and makes a difference
Is explained in clear simple English
Has short easy to understand tips to get the best out of performance reviews
Is accessible on a template that is ready to use
23. Would you like this tool for managing?
Knowing how to conduct 90 day trial reviews - so you can quickly get a new employee up to speed in their role (and make a better assessment on whether or not they will fit)
The nitty gritty stuff like - what do you say first, second and third?
How to deal with an employee who cries, gets angry or goes silent on you
What about an employee whooverrates their own ability whatyou need to do to bring it back intobalance
How should you deal withlearning and development?
Dealing with poor performers :What do you do if someone is anice enough person but just not performing?
How do you deal with someone deliberately breaking the rules - what doyou do then? If you get these steps wrong you could be in for a very costly experience before the courts - it pays to get it right!
IntegrityWorks offers Tips and Tactics for employee performance reviews which you can purchase through www.performancereviews.co.nz