Appreciation Certificate Wording Ecg Interpretation 2010 by hdd21421

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									(Practice Name) Policy & Procedure Manual                             Sec.2 HRM



THIS SECTION HAS BEEN AMENDED TO REFLECT THE INTRODUCTION
OF THE FAIR WORK ACT 2009. THE FAIR WORK ACT 2009 REPLACED
THE WORK CHOICES LEGISLATION. MEDICAL PRACTICES ARE
ADVISED TO BE CONTINUALLY INFORMED AND UP TO DATE IN
RESPECT OF WORKPLACE RELATIONS LEGISLATION, REGULATIONS
AND DECISIONS OF FAIR WORK AUSTRALIA. AS THE FAIR WORK ACT
2009 IS NEW, IT IS SUBJECT TO AMENDMENT AND INTERPRETATION.

2.1      Awards & Entitlements
Policy

This practice complies with all its legal obligations towards its employees.
These include:
     Provision of rates of pay, leave and other entitlements as set out in
       the relevant Award or workplace agreement;
     A safe and healthy workplace;
     Equal opportunity and freedom from discrimination and harassment
     Protection of employee and patient privacy; and
     Maintenance of appropriate staff records.


Additionally, this practice follows established procedures and policies for
employment and management of staff, including:
   Clear communication of expectations and standards, using position
       descriptions and job specifications as well as staff codes for
       conduct and presentation.
   Recruitment procedures which are fair, thorough and facilitate
       selection of the best candidate.
   A formal induction procedure for all staff, to familiarise them with
       important practice procedures relating to patient care, occupational
       health and safety, emergencies, confidentiality and conduct.
   Regular feedback and opportunities for development through
       performance review.

Procedure

Under the Fair Work Act 2009, medical practices are bound by Workplace
Agreements or Federal Awards which set out minimum employee
entitlements.  If medical practices are not bound by a workplace
agreement, then they must abide by the relevant awards.

From 1 January 2010, the 10 National Employment standards (NES)
became law and replaced the Australian Fair Pay and Conditions
Standards. All modern Awards, Enterprise Agreements, contracts of
employment, ITEA‟s and old Workplace Agreements must provide for
these 10 NES as minimum conditions.
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The NES applies to all employees covered by the national workplace relations
system, however only certain entitlements apply to casual employees.
Under the NES, employees have certain minimum conditions. Together with
pay rates in modern awards (which also generally take effect from 1 January
2010) and minimum wage orders, the NES makes up the safety net that
cannot be altered to the disadvantage of the employee.
In addition to the NES, generally an employee‟s terms and conditions of
employment come from a modern award, agreement, award and agreement
based transitional instruments, minimum wage orders, transitional minimum
wage instruments, state or federal laws.

The NES are set out in the Fair Work Act 2009 and comprise 10 minimum
standards of employment. In summary, the NES involve the following minimum
entitlements:
Maximum weekly hours of work – 38 hours per week, plus reasonable
additional hours.
Requests for flexible working arrangements – allows parents or carers of a
child under school age or of a child under 18 with a disability, to request a
change in working arrangements to assist with the child‟s care.
Parental leave and related entitlements – up to 12 months unpaid leave for
every employee, plus a right to request an additional 12 months unpaid leave,
plus other forms of maternity, paternity and adoption related leave.
Annual leave – 4 weeks paid leave per year, plus an additional week for
certain shift workers.
Personal / carer’s leave and compassionate leave – 10 days paid personal
/ carer‟s leave, two days unpaid carer‟s leave as required, and two days
compassionate leave (unpaid for casuals) as required.
Community service leave – unpaid leave for voluntary emergency activities
and leave for jury service, with an entitlement to be paid for up to 10 days for
jury service.
Long service leave – a transitional entitlement for certain employees who had
certain LSL entitlements before 1/1/10 pending the development of a uniform
national long service leave standard.
Public holidays – a paid day off on a public holiday, except where reasonably
requested to work.
Notice of termination and redundancy pay – up to 4 weeks notice of
termination (5 weeks if the employee is over 45 and has at least 2 years of
continuous service) and up to 16 weeks redundancy pay, both based on length
of service.
Provision of a Fair Work Information Statement – From 1 January 2010, all
employers covered by the national workplace relations system have an
obligation to give each new employee a Fair Work Information Statement (the
Statement) before, or as soon as possible after, the employee starts
employment. It contains information about the NES, modern awards,
agreement-making, the right to freedom of association, termination of
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employment, individual flexibility arrangements, rights of entry, transfer
of business, and the respective roles of Fair Work Australia and the Fair
Work Ombudsman

 Hint
A Fair Work Information Statement is available from –fair work on line.
http://www.fairwork.gov.au/Pay-leave-and-conditions/Conditions-of-
employment/Pages/Fair-Work-Information-Statement.aspx?role=employees



Option 1: Employment under Awards (Select the appropriate option/s
depending on what you use at your practice and list staff groups employed
under each option.)

Awards provide for minimum rates of pay and a safety net of employment
terms and conditions. Often employers will negotiate additional over-
award terms and conditions in order to attract, retain and reward their staff.

Awards Applicable to Medical Practices:

Reception staff, practice managers, bookkeepers, payroll people, and
cleaners: Health Professionals and Support Services Award 2010 (Award
code M000027).

Nursing staff: Nurses Award 2010, (Award code M000034).

Medical Staff:
   Royal Australian College of General Practitioners and General Practice
      Training Employees Award 2003 [Transitional] Award ID: AT825340

        Medical Practitioners Award 2010 (Award ID: MA000031)

 Hint
Copies of awards can be obtained by searching the Fair Work Australia web site:
www.fwa.gov.au. (Click on Awards and Award modernisation, then click on Find an
Award and either type in name of Award or simply scroll down to relevant Award.

PLEASE NOTE: Staff whose primary duties do not fall within the categories listed
above may be classified under a different award. Advice should be sought from
Fair Work Australia or an Employer group. The Medical Practice must either comply
with all of the provisions in the relevant award or have in operation an approved
Workplace Agreement. (Refer to resources list at the end of this section).

Option 2: Workplace Agreements (Select the appropriate option/s
depending on what you use at your practice and list staff types employed
under each option.)

Employers and employees may enter an agreement to override or vary
award provisions to provide greater flexibility in respect of entitlements and


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conditions of employment, e.g. working hours, salary packaging or work-
life balance initiatives.

The previous Work Choices legislation provided for two forms of
Agreement.

   1. Australian Workplace Agreement, (AWA’s). The making of new
      AWA‟s is no longer allowed under the Fair Work Act 2009. AWA‟s
      made in accordance with the old Work Choices Legislation will
      continue for their nominated life up to a maximum period of 5 years.
      Upon the attainment of the nominal expiry date, the AWA‟s cease to
      operate and the employee and the employer are bound by the
      terms of the respective Award.

   2. Collective Agreements, (CA). Collective Agreements made under
      the previous work Choices legislation continue on until replaced by
      a new Agreement or are cancelled by Fair work Australia.

The new Fair Work Act 2009 provides for three forms of agreements

       1. Individual Transitional Employment Agreements, (ITEA’s).

   The making of new ITEA‟s was permitted under the Fair Work Act 2009
   until 31 December 2009 ITEA‟s made in accordance with the new Fair
   Work Act 2009 continue until they are replaced by an Enterprise
   Agreement or are cancelled by Fair work Australia. In the absence of
   an Enterprise Agreement, the ITEA having been cancelled, the
   employee and the employer are bound by the terms of the respective
   Award.

       2. Enterprise Agreements, (EA).

   Enterprise Agreements are made between the Employer and a group
   of employees, (i.e. more than one employee), must satisfy the Better
   Off Overall Test, (the”BOOT”), and be approved by Fair Work Australia.

       3. Individual Flexibility Agreements

   The Employer and the employee may enter into an Individual flexibility
   Agreement which is based on the employee‟s Award. The Award lists
   the conditions which may be varied and any variation agreed must
   ensure that the minimum Award conditions are met and for the
   employer is Better Off Overall; (the BOOT).




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 Hints

      To find information and advice about Australia‟s new national workplace
       relations system from the Fair Work Ombudsman
       http://www.fairwork.gov.au/Pages/default.aspx

      Useful information, award searches and generic workplace agreements can
       be found on the Fair Work Australia web site: www.fwa.gov.au

      For more information and advice about Awards, agreements and NES
       contact your division, employer group, Fair Work Australia or refer to the
       resources list at the end of this section.

      It is illegal to provide wages, entitlements or conditions which are below the
       Award and the National Employment Standards (NES). This could lead to
       costly legal action with employees able to claim compensation and up to 6
       years in back pay for underpayment of entitlements, even if the error was
       not intentional. We recommend obtaining copies of the relevant Awards
       and referring to them regularly to make sure you are paying your
       employees correctly. If you are not sure, always ask advice. If your
       practice finds it too difficult to keep up with the administrative work in
       payroll consider using a payroll service. These can be found in the Yellow
       Pages under “Payroll preparation &/or Deduction Services”.

      A higher hourly rate, than that specified in the Award may need to be paid
       due to labour market forces. However, seek legal advice before paying a
       higher rate in lieu of Award entitlements as generally it is only possible to
       vary an Award using an EA. Negotiating an EA may provide additional
       flexibility but they can be time consuming and costly. Seek advice and do a
       careful cost-benefit analysis before proceeding.

      An Employee Handbook is available to download from the DCGPA website.
       It needs to be personalised for your practice. This would contain the terms
       & conditions of employment, including many entitlements.


          rd
RACGP 3 Edition Std. 4.1.1

Resources:

Information can be found at the following web addresses

The Fair Work Australia website comprises three areas of information. These
include
     Fair Work online,
     Fair Work Ombudsman
     Fair Work Australia

Copies of awards
Copies of awards can be found at the Fair Work Australia web site:
www.fwa.gov.au. Click on Awards and Award modernisation, then click on Find an
Award and either type in name of Award or simply scroll down to relevant Award.
Copies of relevant pay scales or wage rates
These can be sourced from the Fair Work Australia web site: www.fwa.gov.au.
Click on Fair Work Online, Employers, Pay, Leave & Conditions, Finding the Right
Pay, Pay scale summaries
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Facts Sheets
www.fwa.gov.au Click Fair Work Online, Employers, Facts sheets and tools, Facts
sheets

Information on the above is also available through the Fair Work Australia telephone
inquiry service.

For advice and assistance on your practice‟s requirements contact FWA:
    Ph. 1300 799 675 (Fair Work Australia)
    Ph. 13 13 94 (Fair work Ombudsman)


Employer groups and Professional Associations:

These groups provide information, advice and assistance to members only but non-
members can often access useful information on their web sites.

        www.ama.com.au Australian Medical Association

        www.aapm.org.au Australian Association of Practice Managers

        www.apna.asn.au Australian Practice Nurses Association

        www.vhia.com.au Victorian Hospitals Industrial Association

These web sites provide more information and ideas on how to manage your
employees:

www.acirrt.com/pubs This working paper, „Simply the best‟, produced by the
University of NSW identifies common factors in workplaces which were rated as
excellent to work in by employees and also demonstrated consistently high
performance.

www.humanresources.com A US site so the legislative requirements are different,
but with many good ideas.

www.worklifeassociation.org For information and seminars on ideas to help
practice staff balance work and personal life as well as family-friendly workplace
initiatives.

AGPN has developed an excellent free guide for general practices, practice nurses and
network member organisations to assist with all aspects of employing a practice nurse.
The current version is 2009.
http://generalpracticenursing.com.au/nursing-in-general-practice-recruitment-and-
orientation-resource2



2.2      Position Evaluation and Recruitment

Policy

Effective selection and management of staff is critical to the success of this
practice. Our ability to care for patients and operate a successful medical
practice depends upon attracting, developing and retaining the right people.
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All new positions are evaluated in terms of the current needs and future goals
of the practice.

A job description is developed, to clearly communicate the responsibilities and
expectations of he position.

Selection criteria are developed based on the job description.

The selection procedure is non-discriminatory and all candidates treated with
courtesy and respect.

The successful candidate is provided with a Letter of Offer of Employment prior
to commencement, which is signed by both the candidate and the employer.
This ensures both parties have a clear understanding and a written record of
the agreed terms and conditions of employment.

Note: The Letter of Offer is a legal document and should be written
carefully. Please refer to Step 9 for more information.

The General Practitioners and staff have current job descriptions which clearly
define their responsibilities within the practice. For General practitioners this
may include other roles in addition to consulting.

Procedure

Each step of the recruitment process is described below.
An overview of the procedure for position evaluation and recruitment used at
this practice is provided at the end of this section.


 Hint
A table is provided at the end of this section giving an overview of the procedure for
position evaluation and recruitment used at this practice. This table can also be used
as a checklist when employing new staff to ensure all the steps in the process are
completed.




Step 1: Position evaluation

Look at the position in relation to other staff and the future needs of the
practice. There may be an opportunity for existing staff to develop new skills.
Can some jobs be redistributed to increase efficiency or even eliminate the
need for this position? Are there additional skills which may be incorporated
into this position to assist the practice achieve its goals for the future? Is there

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room for the new person to work at the practice, or can the position include
some off-site work? Speak to your division about options.

Consult with current staff and include them in the decision-making process.

Consider the long-term goals of the practice and use this as an opportunity to
plan strategically towards achieving them.

Step 2: Job description

Determine the key requirements of the position, considering which ones are
essential and which are desirable and use this information to compile a job
description with clear specifications for the position. Include the following:

Skills: What skills does the position require? Is training an option?
Qualifications: What is the minimum required? Are there others which would
be an advantage?
Personal attributes: What personal attributes are needed? Are there
physical requirements essential to the position such as the ability to lift and
bend?
Hours per week – full time or part time? Is there weekend or night work?
Is the position permanent, casual or fixed-term contract? How long is the
qualifying or probationary period (usually 3-6 months)?
Remuneration:         What award is applicable?          What award/agreement
classification will the position be (if applicable)? What is the salary range or
hourly rate? Are there any other benefits offered, such as flexible hours, family
friendly options, training, salary packaging or incentive payments.
 Hints
    Use the sample job descriptions provided at the end of this section as a starting
       point and adapt them to provide an accurate description of this particular
       position with this information as a guide.
    Job descriptions should provide a clear and accurate description of the job
       without being too detailed or prescriptive. This gives the practice flexibility to
       add, remove or change specific tasks within a position in response to new
       technology or changing needs.
    Offering additional benefits and family-friendly policies can help attract and
       retain good staff. Contact your division for options which will assist your
       practice.
    When setting remuneration consider rates of pay for similar work in other
       health-care roles such as hospitals or in other industries. Offering a salary and
       conditions which are consistent with market rates will assist with attracting
       good candidates and retaining them. For clinical staff rates of pay should be
       commensurate with income generated through item numbers.

Step 3: Advertising the vacancy

Write the advertisement, ensuring it complies with EEO legislation – see
procedure 2.10.        Include information about duties, required skills,
qualifications, hours and location. For practice nurses, the award requires that
the salary grade classification be included in all job advertisements (Refer to

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the hints below for more information) Consider how candidates are to apply –
by email, mail, fax, or telephone? Is there a closing date for applications?

Vacancies can be advertised in a number of ways:
    Advertisements can be placed in newspapers (local and/or state) on the
     internet or in professional journals.
    Professional associations and networks may also advertise vacancies in
     their newsletters or web sites, such as the DCGPA web site.
    For non-clinical staff local Job Network organisations will find
     candidates at no charge.
    Employment agencies and recruitment consultants will handle the entire
     recruitment process.
    Junior or graduate staff may be sourced from local schools and
     educational institutions.
 Hints
    Advertising widely will provide a larger pool of applicants to choose from, but
       can be time-consuming in assessing resumes and replying to candidates.
    To write your advertisement, look at newspaper or internet advertisements for
       similar positions and use these as a guide. You can attract more candidates by
       including positive information about the job, such as benefits offered, attractive
       working environment, convenient location, family friendly or an Accredited
       Practice.
    Placing a telephone number or the practice name in the advertisement may
       create more work for existing staff as they answer enquiries about the position.
       Consider including only a fax number, postal or email address but if you do this
       make sure your advertisement has all the information listed above.
    Information to help determine the salary grade classification for Practice nurses
       can be found in the Rates of Pay and definitions section of the award.

Step 4: Selection of applicants to interview

Selection criteria form: Compile a list of selection criteria based on the job
description and other factors (eg previous stability of employment), making
sure of compliance with EEO - procedure 2.10.

Selection: Compare all applications received against the selection criteria,
and select those who best fit the criteria.
 Hint
A selection criteria template to customise is provided at the end of this section.

Arrange interviews: Contact the candidates selected to arrange an interview.
Candidates may be required to bring documents to the interview, such as proof
of qualifications, samples of previous work or evidence of their right to work in
Australia (for non-residents).

 Hint
    Interviews can be time-consuming, so select only the best few candidates for
       interview. If none of these are suitable, other candidates can be interviewed
       later. Reference-checking candidates before interview can help to narrow the
       field – see step 6.

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      You can save time by responding immediately to all applicants with a standard
       letter or email, informing them that their resume has been received and they will
       be contacted by a specific date if they are required for an interview (see sample
       letter following). This is courteous and will avoid follow-up calls from applicants
       wanting to check on the progress of their application. If properly phrased there
       is no further need for notification of unsuccessful applicants except those
       interviewed, so there is very little to do at step 10.

Step 5: Prepare for Interviews

Forms & Information: Prepare application forms (see sample following) and
documents to be given to applicants – this should include the job description
and may also include information about the practice, code of conduct, dress
code, etc.

Interview procedure and location:
Decide who will conduct the interview – an individual or a panel?
What questions will be asked? (Remember EEO - procedure 2.10.) Set aside
a suitable place for the interviews, free from interruptions.
 Hints
It is preferable to involve a number of staff in the interview process, especially those
who will be working closely with the new person. This can be achieved using a panel,
but in small practices this may not be practical. Alternatively, in addition to the
traditional interview a staff member who will be working with the new person may spend
10-15 minutes showing them some key components of the job. This can be very helpful
in determining the candidate‟s knowledge and experience as well as providing a second
opinion about the candidate‟s suitability.

Some suggestions for interview questions:
    First, go through the job description, outlining the requirements of each task,
      and ask the candidate about their skills and experience in each area.
    Ask them for examples of how they have handled challenging or stressful
      situations in the past, or describe a situation and ask what they would do.
    Use questions like: This job involves multi-tasking/dealing with difficult
      people/empathy…etc…give me an example of how you have demonstrated this
      previously.
    Consider how the person will fit into the practice, not just the job - enquire about
      what attracted them to this position, what types of job they have enjoyed in the
      past and why they have left previous positions.
    Find out if their longer-term aspirations will suit the requirements of the position
      and the goals of the practice by asking questions like - What would you like to
      be doing in 5 years time? Are there skills you don‟t have at the moment which
      you would like to develop? (This is not relevant for casual or contract positions,
      unless there is a likelihood of ongoing work)
    If their salary is negotiable, find out how much the person has been earning
      previously and what they are looking for in this position.

Step 6: Conduct the Interviews

When the candidate arrives, provide them with an application form to fill in and
a copy of the job description.



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Make sure all interviews are conducted by the same people and similar
questions are asked, although it is acceptable to include additional questions
related to the candidate‟s resume or in response to comments made in the
interview.

Allow the candidate to ask questions.

View original copies of qualifications, proof of membership of professional
organisations, professional indemnity insurance or right to work in Australia if
the candidate has been required to bring these to the interview. Note down
document numbers on the application form, or photocopy and attach to the
form.

Discuss the impressions of each candidate after each interview and make brief
notes on their application form to record any employment arrangements or
salary agreed upon. Do not make notes which are in breach of EEO
guidelines or are not relevant to the position.
 Hints
    An Employment Application Template to customise is provided at the end of this
       section.
    Capitalise on the power of first impressions: use the interview to clearly
       establish the expectations of the practice, including a full explanation of the
       position based on the job descriptions as well as the practice culture, such as
       creating a caring environment for patients and staff, working as a team, clinical
       excellence, holistic medicine, practice philosophy in balancing quality patient
       care with cost-effectiveness, etc. Discussing the culture with the candidate and
       assessing their reaction will help to determine how well they will fit into the
       position.

Step 7: Reference checks.

Contact the referees nominated by the best candidates to confirm
information given in the interview or resume and find out about previous
job performance.

 Hint
A Reference Check Template to customise is provided at the end of this section.




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Step 8: Medical examination, police checks or other tests

If relevant to the position, candidates may be required to take a pre-
employment medical examination, police checks and personality or skills tests.
For more information on pre-employment testing contact your division,
employer group or a specialist recruitment agency.

These tests must be conducted prior to the job offer, as they are used to
confirm suitability to the position.

These tests must only examine characteristics which are directly relevant to
the job, or they could be in breach of EEO legislation.

Step 9: Job Offer

Once the successful candidate has been chosen they may be contacted by
telephone to confirm their acceptance of the position but this must be
confirmed by a written Letter of Offer of Employment.

The letter of offer should include the following-

Employees name/address/position title/classification/commencement date/
reference to the job description/statues whether full time/part time or casual.
The number of hours to work including which days/shifts, the pay rate and
/probationary period any other special terms or conditions which have been
negotiated outside the award.

The letter of offer is provided prior to commencement, allowing the candidate
time to read through the offer and sign it to indicate their acceptance. This
letter of offer should be written carefully – a poorly worded phrase, a typing
mistake or the omission of an important item may prove to be very costly to the
practice. The official employment agreement should be provided upon
commencement of employment. This should refer to the award which covers
the employee and also any other items which are not listed within the award.

Take a photocopy of the Letter of Offer of Employment and keep it on file at
the practice as a record of the contract until a signed Letter of Offer is received
from the candidate.

It is recommended that the practice compile an employee handbook containing
all terms and conditions of employment and the major policies of the practice
as well as introductory information about the practice and this is sent with the
Letter of Offer of Employment. If a handbook is not used, the Letter of Offer
must inform new employees of the hours of work and practice policies in
relation to staff conduct, staff induction, privacy, occupational health & safety
and termination of employment, as described in the sample letter of offer at the
end of this section. This means the new employee is aware of all their key
legal obligations and entitlements before commencement.
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The Letter of Offer of Employment should include a section for the employee to
sign and return to the practice indicating that they have read the Letter and
Handbook and they accept all the terms and conditions contained in them.

Once the signed letter is returned it should be filed in the employee‟s
personnel file and the copy may be destroyed, if desired

 Hint
    Consider providing the offer of employment with a „job package‟ including
       essential forms to be returned with the job offer, so the practice will have
       complete personnel records as soon as the person starts. Inclusion of a staff
       handbook providing information on the practice and the expectations of the
       position with the job offer is recommended.
    A sample Letter of Offer of Employment and Job Package forms are provided at
       the end of this section.
    A sample Employee Handbook to customise is available to download from the
       Dandenong Division web site www.dcgpa.com.au.

Step 10: Notification of unsuccessful applicants

Unsuccessful candidates should be notified as soon as possible after the
position is filled. Care must be taken when advising unsuccessful applicants,
to ensure equal opportunity or discrimination legislation is not breached.

In line with the Privacy Act, applicant‟s details are kept for a specified period of
time and then disposed of as confidential documents.
 Hint
Some examples of letters to Notify Unsuccessful Applicants are provided at the end of
this section.




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Step 11: Prepare for the new employee

Prior to commencement, ensure facilities and resources such as a computer,
desk, chair and stationery are prepared for the new employee.
Is the necessary software set up on their computer? (Make sure passwords
and software access for previous employees have been removed, if
applicable)
Will they need a uniform or name tag?

Set up a Staff employment record file for the person. Refer to procedure 2.3

 Hints
    A checklist outlining the requirements to include in Employee Records is
       provided at the end of this section.
    Consider allocating a mentor to the new staff member. This will assist them to
       adjust quickly to their new position and the practice culture as well as providing
       ongoing career development. Research shows that appropriate mentoring
       significantly increases job performance and satisfaction. For more information
       on           mentoring           go          to          www.dsf.org.au/mentor/,
       www.eeo.nsw.gov.au/careers/mentor or www.australianmentorcentre.com.au .
    Contact your local division to utilise any support or training they may provide
       for new staff. DCGPA offers Practice nurse and practice manager peer support,
       email networks, network meetings and a range of on site training for practice
       staff in areas such as sterilisation, infection control, cold chain            and
       accreditation.

Step 12: Induction of new staff member

Please refer to procedure 2.4.
 Hint
An Induction checklist outlining the requirements is provided at the end of this
section.

AGPN has developed an excellent free guide for general practices, practice nurses and
network member organisations to assist with all aspects of employing and orientating a
practice nurse. The current version is 2009.
http://generalpracticenursing.com.au/nursing-in-general-practice-recruitment-and-
orientation-resource2



         rd
RACGP 3 Edition Std. 4.1.1




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2.3       Staff Employment Records
Policy

A range of information must be made and kept for each employee as
prescribed by the Fair Work Act 2009 and Fair Work Regulations 2009. Our
practice understands that penalties apply to employers who fail to comply with
the record-keeping requirements of the Fair Work Act 2009.
Therefore we maintain staff employment records which comply with all
legal and statutory obligations. These include:

         Employment Records: Personnel files are kept for each employee
          recording employment arrangements, clinical qualifications &
          registrations, professional development, performance reviews and
          any other agreements or documents which are relevant to
          employment relationship and the functions of the practice.

         Payroll records and pay slips: Which comply with regulations under
          the Fair Work Act 2009.

         Currency of Records: Employment records are reviewed at least
          annually to ensure currency of clinical qualifications & registrations,
          professional indemnity insurance, training records, immunisations
          and personal contact details.

         Confidentiality: Employment records are kept confidential, as
          required by the Privacy Act (1998).

         Retention: Employment records are kept for 7 years.


Procedure

Employment records:

Documentation which is relevant to the employment relationship and practice
functions is retained on each employee, including but not limited those
itemised in the Employee Records checklist provided at the end of this section.

Our employee records are:

         in a form that is readily accessible to a Fair Work Inspector
         legible and in English (preferably in plain, simple English)
         kept for seven years
         not altered unless for the purposes of correcting an error
         not false or misleading to the employer‟s knowledge.


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       private and confidential. Generally, no one can access them other than
        the employee, their employer, and relevant payroll staff.
       made available at the request of an employee or former employee.(copy
        only)

Payroll Records and Pay slips:

In addition to the information kept in each individual employee‟s file the
practice maintains records on payroll, taxation and superannuation
transactions, as required by the Fair work Act 2009.

These include:

Time and Wages Records

       1) The name of the employer and the name of the employee.
       2) From 1 January 2010 - the Australian Business Number (ABN) (if any)
           of the employer.
       3) Date the employee started employment.
       4) If the employee is full-time, part-time.
       5) If the employee is permanent, temporary or casual.
       6) The employee's pay rate, including gross and net amounts paid and
           any deductions from the gross amount.
       7) Any loadings, monetary allowances, bonuses, incentive-based
           payments, penalty rates or other entitlements paid that can be singled
           out.
       8) If a penalty rate or loading must be paid for overtime hours actually
           worked, the number of hours of overtime worked, or when the
           employee started and finished working overtime.
       9) Hours worked if the employee works casual or irregular part-time
           hours and is guaranteed a pay rate set by reference to a period of
           time worked.
       10) A copy of the written agreement if you and your employee have
           agreed to average the employee's work hours.
       11) If you and your employee have agreed to an individual flexibility
           arrangement, a copy of that agreement, and, if the agreement is
           terminated, a copy of the termination.
       12) Leave information for all types of leave, including:
             a. leave taken
             b. leave balance
             c. a copy of any agreement to cash out accrued leave, the rate of
                payment for the leave and when the payment was made.
       13) Employees paid superannuation (excluding payments to a defined
           benefit fund):
             a. amount paid
             b. pay period
             c. date(s) paid
             d. name of super fund

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             e. reason you paid super into the fund (eg. a record of the
                 employee's super fund choice and the date that choice was
                 made).
       14) If the employee or employer terminates their employment:
             a. name of the person who terminated the employment
             b. how the termination took place - by consent, by notice, summarily
                 or in some other way (need to include details).
       15) If the employee has been provided with a written guarantee of annual
           earnings for an amount over $108,300 a year (indexed annually):
             a. a copy of the written agreement

Pay Slips

Pay slips are given to each employee and these include the following, as
required by the Fair Work Act 2009:

        The name of the employer and ABN (if any);
        The name, position & classification of the employee;
        The period to which the pay relates and the date it is paid;
        The hourly rate (or annual rate, if applicable)
        The hours worked, itemised as normal hours, overtime, penalty rates &
         loadings, leave payments, etc, and the amount paid per hour for each
         income type.
        Details of any additional allowances or deductions.
        The gross amount of the pay, taxation deducted and the net payment
         made.
        Superannuation contributions for the period with the fund name and
         employer & employee contributions itemised separately.
Reference: http://www.fairwork.gov.au/Fact-sheets-tools/Pages/FWO-fact-sheet-
Employer-obligations.aspx

 Hint

Most computerised payroll/accounting systems designed for use in Australia will
provide upgrades to ensure your payroll records and payslips comply with the new
legislation. If you use a computerised payroll system, contact your technical support
provider for more information.


Currency of Records:

At least once per year the employment records for each staff member are
reviewed. Each employee is asked to provide:
     A copy of their current practising certificate, if applicable.
     CPD records from the RACGP to show continuing requirements or
       professional development have been fulfilled, if applicable.
     Evidence of current professional indemnity insurance, if applicable.
     Evidence of currency of immunisations, or refusal.

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Training records and personal contact details are also reviewed annually
to ensure the employment records are current and correct.

 Hint

Set up a reminder on your calendar or in a program such as MS Outlook to review
employee files in March, at the same time as practising certificates are renewed.
Provide each employee with a copy of their personal details (address, telephone and
next-of-kin) and ask them to check that all information is correct. You can also review
their training records at the same time to ensure all required training is up-to-date and
all training undertaken has been recorded.

Confidentiality:

This practice complies with the requirements of the Privacy Act (1998), in
keeping and maintaining employment records:
    Only information directly relevant to the activities of each employee or
      the functioning of the practice is kept in employee files.
    All information kept in employment records is obtained by lawful and fair
      means.
    Personal and sensitive information about employees is kept confidential
      and employment records are stored in a secure place. Paper files are
      kept in a locked filing cabinet and electronic records are password
      protected.
    Employees are entitled to view their personal files, with exceptions as
      allowable     under      the      Act     (See    Procedure   2.5    or
      www.privacy.gov.au/publications/ipps.html for more information)

Retention:

Under the Fair work Act 2009 all employment records including payroll and
personnel files must be are kept for 7 years. These records must be kept
in English and made available for inspection by workplace inspectors if
required.
 Hint
   Fair Work Inspectors and organisation officials (such as a trade union) may
   access employee records (including personal information) to determine if there
   has been a contravention of relevant Commonwealth workplace laws.
    For further information on the rights of organisation officials relating to entering
       premises and requiring the production of records or documents, please see the
       Fair Work Ombudsman Fact Sheet - Right of entry.
    For further information on the powers of Fair Work Inspectors entering premises
       and requiring the production of records or documents, please see the Fair Work
       Ombudsman Fact Sheet - Powers of Fair Work Inspectors.


          rd
RACGP 3 Edition Std. 4.1.1 & 3.2.1 & 3.2.2 & 3.2.3 & 5.3.4(F,G)

 Hint
        An Employee Records checklist outlining the requirements to include in each
         individuals file is provided at the end of this section.

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      Also provided at the end of this section:

                  Sample copies of most Personnel Forms
                  Sample Induction Forms
                  Sample Performance Review Forms
                  Sample Records for Disciplinary Procedures

       The Fair Work Ombudsman has created various templates to help
        employers meet their record-keeping and pay slip obligations. These are
        listed below and can be downloaded in “word” format from.
http://www.fairwork.gov.au/small-business-assistance/Pages/Templates-for-
managing-employment.aspx?role=employers

Employing Staff
Letter of engagement (casual)
Letter of engagement (full time/part time)
Letter of successful probation
Letter of unsuccessful probation
 Managing staff
Pay and records
Pay slip template
Employment records - details
Weekly time and wages records
Full-time hours of work variation form
Part-time hours of work agreement/variation form
Annual leave and long service leave
Annual leave & long service leave application form
Notice of close-down – requirement to take leave
Request to take extensive accumulated annual leave
Long service leave records
Employment leave records
 Parental leave
Parental leave – employee checklist
Parental leave – employer checklist
Parental leave – notification form
Application to vary/extend leave within initial 12 months
Approval of extension of parental leave template letter
Refusal of extension of parental leave template letter
Request to extend leave beyond initial 12 months
Other
Higher duties agreement
Template for recording details of meetings with employees
Letter of first/second warning
Letter of final warning
Letter of termination of employment (with notice)
Letter of termination of employment (serious misconduct -
summary dismissal)
Letter of termination of employment (redundancy)

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2.4      Staff Induction
Policy

This practice has an induction program for all new General Practitioners and
practice staff. To ensure staff and patient safety, new staff must be able to
demonstrate knowledge of the key procedures in the Policy and Procedure
Manual and key operating systems relevant to their role within the practice by
the end of the induction period.

Staff are also expected to familiarise themselves with the entire contents of the
Policy and Procedure Manual and use it as a resource in the course of their
employment.

All new staff must complete a full induction program including OH&S as
detailed on the Staff Induction Checklist as part of their orientation. A sample
Staff Induction Checklist is included at the end of this section.

In-house training is provided to staff members responsible for inducting new
employees to ensure they understand the requirements of the induction
process and the importance of an effective induction program in relation to job
performance, legal liability and OHS. This is recorded on their training records
to show they are authorised to induct new employees.

It is essential that new staff understand the day-to-day operations of the
practice including the occupational health and safety issues relevant to their
role, the practice code of conduct and the processes by which the privacy of
patient health information is assured within the practice. The Staff Induction
Checklist provides the general knowledge essential for any position within a
medical practice. Job specific orientation and induction will also need to be
undertaken and documented.

As each stage of the induction program is completed the new staff member
and their induction supervisor sign the Staff Induction Checklist and the
completed document is filed in the employee‟s Staff Record file. This written
record of induction is important to protect the practice against legal liability and
injury claims in the future.

New staff members are not permitted to work independently until competency
in specific areas of induction such as infection control, confidentiality and OHS
have been demonstrated and signed-off.
 Hint
Staff members responsible for inducting new employees should have completed an
internal training program covering the information to be given to new employees,
procedures for ensuring the new employee understands the information being delivered
before sign-off and the importance of induction in improving job performance and the

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     prevention of OHS and legal liability claims. Record this training on the staff member‟s
     training record to show they are authorised to handle inductions.


     Procedure

     The following overview and checklist can be customised to reflect the
     practice‟s needs.


Process               Description
Before the             Ensure all staff members responsible for induction are trained
first day.             and have sufficient time allocated.
                       Assign a staff member to be responsible for the induction of
                       the new employee.
                       Prepare Staff Induction Checklist and have copy of procedures
                       manual & job description available to refer to. A sample
                       Induction Checklist is provided at the end of this section.

First day              Make the new staff member feel welcome.
                       Go through all items on the Staff Induction Checklist Part 1 -
                       First Day (refer to the end of this section)
                       Prepare Staff Induction Checklist Part 2 - Induction
                       &Training Plan. (refer to the end of this section)
                       Sign the Staff Induction Checklist Part 1 - First Day to show all
                       items have been completed
                       File Staff Induction Checklist Part 1 - First Day and a copy of
                       Part 2 - Induction &Training Plan in the new employee‟s staff
                       records file.
                       Give a copy of all induction forms including Staff induction
                       Checklist Part 3-Key policies and procedures to the
                       employee. (refer to the end of this section)

First week             Make time each day to go through key policies, procedures
                       and other training needs identified on the Induction &Training
                       Plan
                       Arrange induction and training with other staff members in
                       areas such as reception systems, record-keeping,
                       sterilisation/infection control & spills, doctor‟s requirements,
                       customer service and complaints, patient privacy, triage.
                       Provide opportunities for the new staff member to ask
                       questions, and make sure they receive plenty of feedback and
                       encouragement.
                       Tick off each item on the Induction &Training Plan as it is
                       completed.
First month            Continue to provide the new employee with opportunities to
                       ask questions as well as encouragement and support with
                       regular informal meetings.
                       Link the new staff member into local networks and
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                      professional organisations, such as those at the division.
                      Continue Induction &Training Plan until all items are
                      completed.
                      Sign the Induction &Training Plan to show it has been
                      completed. Give a copy to the employee and file the original
                      in the employee‟s Staff Records File.

After 3               Review the induction and training plan and their performance.
months                Provide recognition for the areas which they are performing
                      well in and develop a new plan to resolve any remaining
                      training needs or provide skills enhancement – see Procedure
                      2.6 – Performance Review.

     Hints
    In the first month plan activities which will assist the new staff member to get to know
    other practice staff and, if relevant, people from local clinics and the division. Arrange
    to go out for coffee, take them to the local shops at lunch time and introduce them to
    suppliers and regular practice visitors.

    The reference number and name used in the Staff Induction Checklist refers to the
    DCGPA Policy and Procedure Manual. If the numbers in your own manual are different,
    these will need to be changed accordingly.

    Further information about induction for nurses, including a sample program, the AGPN
    “ Recruitment and orientation resource” is an excellent resource for general practices
    to assist with all aspects of employing a practice nurse. It is available free and the
    current version is 2009.
    http://generalpracticenursing.com.au/nursing-in-general-practice-recruitment-and-
    orientation-resource2

    The following forms are provided at the end of this section and can be customised to
    reflect the practice‟s needs.
                   Staff Induction Checklist Part 1 - First Day
                   Staff Induction Checklist Part 2 - Induction &Training Plan.
                   Staff induction Checklist Part 3-Key policies and procedures


             rd
    RACGP 3 Edition Std. 4.1.1 & 5.3.4(F,G)




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2.5      Privacy
Policy

All patient information is private and confidentiality of patient information
must be maintained at all times. The rights of every patient are to be
respected. All information collected by this practice in providing a health
service is deemed to be private and confidential.

This practice complies with Federal and State privacy regulations including
the Privacy Act (1998), the Privacy Amendment (Private Sector) Act (2000)
and Victorian Health Records Act (2001) as well as the standards set out
in the RACGP Handbook for the Management of Health Information in
Private Medical Practice 1st Edition (2002).

Patient‟s medical records are medico-legal documents and are not to be
left where they could be viewed by others, especially on the reception
desk. Patient information is not to be discussed with or shown to staff
members unless this is required for the reasonable provision of patient
care. Patient conditions should not be discussed within the hearing of
others.

Patient information cannot be disclosed to the families of patients or any
other party unless the patient or their authorised representative has given
consent (in writing if applicable).

Under no circumstances are employees of this practice to discuss or in
any way reveal patient conditions or documentation to unauthorised staff,
colleagues, other patients, family or friends, whether at the practice or
outside it, such as in the home or at social occasions. This includes
patient‟s accounts, referral letters or other clinical documentation.

General Practitioners and staff are aware of confidentiality requirements
for all patient encounters and recognise that significant breaches of
confidentiality may provide grounds for disciplinary action or dismissal.

Every employee of this practice is aware of the privacy policy and has
signed a privacy statement as part of their terms and conditions of
employment.    This privacy statement continues to be binding on
employees even after their employment has terminated.

Each patient has the right to access to their personal information kept by
the practice, in accordance with the Commonwealth Privacy Act (1998) &
Privacy Amendment (Private Sector) Act (2000).




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Procedure

All medical records and other files containing patient details are stored so
that access is restricted to practice staff.

All employees of this practice are issued with the privacy policy and sign a
privacy statement as part of their terms and conditions of employment.
The policies and procedures of the practice are further explained during
the induction of new staff members, and the induction form is signed by
the new employee as confirmation that they understand and accept their
obligations in relation to patient privacy and the confidentiality of medical
information.

A sample Privacy Statement Form to sign can be found in the Job
Package forms provided at the end of this section.

 Hint
Practices are encouraged to document their policies and procedures relating to
privacy, security and confidentiality of patient information.       This includes
procedures for developing specific procedures for the handling of information and
for the disclosure of information to parties such as patients and other medical
agencies, including ensuring the methods of transport used are secure.      There
should be procedures and forms in place for obtaining patient permission for the
release of information when required. Practices should have procedures in place
to ensure employees do not access patient information inappropriately. To ensure
patient confidentiality the practice may conduct occasional compliance checks, to
detect any breaches of privacy,

 Hint
Practices are encouraged to become familiar with relevant Federal and
State/Territory privacy legislation (www.privacy.gov.au) as this will also impact on
the way in which practices manage health care information.

         rd
RACGP 3 Edition Std. 4.2.2




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                                                 Feb-2002, Feb-2003, Feb-2004.
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2.6      Performance Review
Policy

Annual staff reviews are conducted to ensure continuing high levels of work
performance and to assist in job enrichment. The review is part of a
continuous process of feedback to individual staff on their work performance.
It is extended to include performance improvement and career development.

Performance reviews benefit the practice and its employees by:
    Ensuring all staff know what is expected of them and how their work is
      important to the practice
    Providing staff with formal recognition and appreciation for their work
    Providing an opportunity to review goals, celebrate achievements and
      set objectives for the future
    Helping staff to develop their skills and performance to achieve practice
      goals and further their own career
    Dealing with problems and resolving grievances – see also Grievance
      Procedure in 2.10 Equal Opportunity, Bullying and Harassment

A review involves identifying, evaluating and developing the work performance
of staff so that Practice goals are more effectively achieved. At the same time
the process benefits staff in terms of recognition, receiving feedback, catering
for work needs and offering career guidance and support.

The performance review document, including comments concerning current
progress and future goals, is signed by both parties, with a copy retained by
the staff member. The original is filed in the Staff Record File.

Reviews are not directly linked to salary levels nor is it the forum for seeking a
pay increase.

The performance review should not be the forum for sorting out issues which
have occurred over the previous year. Any issues which may arise should be
addressed immediately.


Procedure

A review is conducted 3 months after commencement of the position and at
least annually thereafter.

A performance review checklist to assist with planning and to ensure all steps
are completed is provided at the end of this section.

A detailed description of each step and hints follows.



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Step 1: Plan & prepare

An effective performance review process can increase productivity, staff
motivation and morale, but a badly handled review can have a damaging effect
on the employee and result in decreased performance. Provide staff
responsible for conducting performance reviews with basic training in giving
feedback, using specific examples and evidence rather than vague comments
and the legal restrictions on what can be said (see Procedure 2.7). Guidelines
on giving feedback can be downloaded from the DCGPA web site.

Notify the employee of the impending review at least 1 week in advance, at
which time a mutually convenient time can be arranged for the meeting. Allow
at least one hour which should be free from interruptions, if possible.

Provide the employee with a Self-appraisal Questionnaire and a copy of their
current job description to help them prepare for the review, and have an
opportunity to reflect on examples of their achievements, problems they have
encountered and areas they would like to improve. This encourages employee
ownership and involvement in the process as well as changing the review
relationship towards counselling and coaching instead of judgement.         A
sample Self-appraisal Questionnaire is included at the end of this section.

Review the employee‟s job description, their self-appraisal and records of
previous performance reviews. If appropriate, speak to co-workers and others
the employee has contact with in the course of their work to get feedback on
their performance.

Plan what to say and how to say it during the appraisal. Focus on productivity,
quality of work, reliability and team work. Be objective and provide supporting
evidence, examples and documentation, especially in relation to poor
performance. Use positive reinforcement to encourage desired behaviours.

 Hints

Make sure you keep your performance review appointment – this shows the employee
that their performance is important to you.

 Hint

Many companies conduct performance reviews quarterly, and research shows this to
be more effective the annual reviews. For busy medial practices this may not be an
option, but it is relatively easy for practice principals and managers to develop a habit
of continuous feedback and staff development which is highly beneficial to employee
performance and motivation. Feedback is much more effective when delivered shortly
after the behaviour, and this applies whether the feedback is a compliment or
suggestion for improvement.

Use frequent conversations to find out how each employee is finding their job, what
problems they are experiencing and to become aware of their future goals, providing
opportunities for development as they arise. Show regular appreciation for their work
and recognise their achievements.

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Use these conversations to share practice philosophies and goals, helping staff to
understand how their work is important to the effective functioning of the practice and
how they can contribute to its future success.

Your staff can be compared to a sporting team which needs the coach to provide
constant feedback, motivation and skills development – imagine the difference if the
coach only gave the team feedback once a year.

 Hint

If you use a review form that the staff member completes prior to the session, then
outline how the process works. The forms should establish objective measurements of
position requirements. Note that the job description should be current and relevant. If
the job has changed since the last review, use the review to agree upon the new
specifications of the position and issue a new job description. Measurable criteria
should be established which distinguishes between effective and ineffective job
performance. This may include results achieved, completion of tasks, or work inter-
relationships. A sample form is included at the end of this section.


Step 2: Conduct the review

Use form – sample following.

Reviews should be conducted in a quiet location away from distractions and
interruptions.

Begin with a description of the aim and process of the review, to help the
employee feel comfortable and non-defensive, as described on the Self-
appraisal Questionnaire:

Performance reviews give employees an opportunity to receive appreciation
and recognition for their achievements, raise problems and resolve grievances,
set goals for the future and discuss the training and development opportunities
they need to do their job better and further their career.

Performance reviews provide practice management with a chance to re-
motivate employees, re-focus attention on practice goals and strategies,
acknowledge employee achievements, deal with problems, align employee
goals with those of the practice, assess staff development needs, learn more
about each employee and determine those who are ready for additional
responsibilities.

Set a positive tone for the discussion by starting the review with a brief account
of the employee‟s strengths, recognition of their achievements and
appreciation for their contribution to the practice.

Discuss the employee‟s self-appraisal, listening carefully to show genuine
interest.  Do not disagree with their assessment, unless they have
underestimated their performance. Ask them for suggestions on how they
could improve their performance or develop their skills – even when they have
performed well there may still be opportunities for improvement.
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Deal with any issues arising sensitively and constructively, following the
guidelines for giving feedback which can be downloaded from the DCGPA web
site. Remain calm at all times, focussing on the facts and not personalities. If
the discussion is getting out of control, suggest taking a 10-minute break, bring
in another member of staff who may be able to act as a mediator or arrange
another time to continue the review. (See also hints below on dealing with
various types of employee responses and the guidelines for dealing with poor
performance which can be downloaded from the DCGPA web site)

If communication is regular and open there should be no surprises for either
party in performance appraisals. However, if an issue is raised for which one
party is not prepared, listen carefully to the problem and ask for specific
examples and evidence. Arrange to respond at a later time, once there has
been an opportunity to consider the problem and conduct further investigations
if required. Do not be tempted to make hasty decisions or ignore problems,
hoping they will go away.

Review the job description and the targets or goals set in previous reviews.
Ask about the employee‟s plans and goals for the future, looking at their career
development. Discuss the future needs of the practice, seeking to find
opportunities for the employee to achieve their goals in ways which will also
add value to the practice.

Work together to set new goals for the future, using the SMART principle for
goals: Specific, Measurable, Achievable, Relevant (to both the needs of the
practice and the employee) and Timely. Establishing mutually agreed goals
will result in greater employee ownership and commitment to achievement of
the goals.

Identify areas where the employee‟s performance or career development
would benefit from training, additional resources or equipment, a different
allocation of responsibilities for better use of time, etc. For both parties it is
important to only make promises and commitments which can be kept, or a
loss of trust will result.

Adjust the job description to reflect any new responsibilities or role changes.
Document any agreed goals and targets as well as commitments to training or
support made by the practice. Agree on a time line for completion of agreed
tasks and for the next review. Generally the time frame for the next review will
be 12 months but if an employee has been given new responsibilities or an
improvement in performance is required the next review may be in 1-3 months.

Record the details of discussions and any agreements made on the
Performance Review Form. Allow the employee to read the record of the
review and suggest any changes or additions. Once both parties are satisfied
that the document is a correct record of the discussions, sign the last page of
the Performance Review Form and date it. Give a copy to the employee and
file the original on their Staff Records File.
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Finish the review by thanking the employee for their participation in the review
process, concluding with a positive statement about what has been achieved
and the benefits anticipated in the future.
 Hints

How to deal with employee responses, such as…
An employee who becomes angry or highly defensive – Let the person have their say
and listen with empathy. It may be possible to discuss feelings and attitudes which
have contributed to the performance problem, but be objective, refer to the evidence,
and focus on specific behaviours. If necessary, arrange to take a break or meet again
later.
An employee who quickly agrees with everything but may be just trying to avoid conflict
– Take time to ensure the person is taking in what is being said, outline specific steps
for improvement and include follow-up action.
An employee who doesn‟t contribute to the process – Draw them out with open ended
questions or discussion related to specific, positive achievements.
An employee who is continually asking for wage rises, extra benefits or promotions - Be
realistic about the future and don‟t make promises you can‟t keep. Emphasise the need
to treat all staff fairly – you can‟t show favouritism or give anyone special privileges.
Link requests to specific goals and targets.

Step 3: Follow through

Ensure the practice keeps all commitments made in the review, ranging from
promises for additional training and career development or consequences for
continued poor performance (such as written warnings, as per Procedure 2.7).
After the review these commitments should be incorporated into the staff
member‟s planning schedule.

Issue an updated job description, if required. Give a copy of the new job
description to the employee and let them check it before adding it to the
employee‟s Staff Records file and marking the previous job description
„superseded‟.

If promises made by the practice are not kept the employee may lose trust in
the practice management, which will lead to a loss of motivation and
commitment and any improvements in performance will not be sustained.

If unsatisfactory behaviour continues after the practice has taken all
reasonable steps to address possible causes including provision of adequate
instructions, training, resources and time, disciplinary action may be required –
see Procedure 2.7.

 Hint

More detailed information about how to give and receive feedback and dealing with
poor performance is available to download from the Dandenong Casey General
Practice Association web site www.dcgpa.com.au

          rd
RACGP 3 Edition Std. 4.1.1

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2.7      Disciplinary Process
Whilst this procedure is advised, there is no longer the requirement of three warnings.
However, the employee must be given “a fair go” and have an opportunity to improve
within a reasonable time frame. Always document these issues.

Policy

The Practice Manager has the day to day responsibility for ensuring that
employees meet the required standards for work performance and conduct.
Generally the focus is on positive ways of motivating staff, including:
    Communicating clearly what has to be done
    Setting joint goals or targets
    Coaching staff
    Resolving problems as they occur
    Informal feedback and counselling about poor performance

If this approach is not sufficient, or when a serious breach of policy occurs, the
disciplinary process will be followed. The purpose of the disciplinary process is
to:
      Avoid repetition of mistakes or unacceptable behaviour – it is corrective,
         not punitive
      Ensure fairness in the treatment of all employees
      Provide a clear, written statement about the expectations of the practice
         in relation to conduct and behaviour at work
      Encourage an improvement in work performance and behaviour
      Provide support or training to assist in improvement
      Advise of the consequences of failure to comply with expectations,
         including written warnings and termination of employment.

For the process to be effective the following points need to be considered:

        Listen carefully
        Gather the facts
        Remain objective
        Don‟t avoid the problem
        Document all discussions and evidence
        Be fair and reasonable, balancing the safety and privacy of patients and
         staff with the rights of the employee.




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NOTE: Under the Fair Work Act 2009 there have been changes to unfair
dismissal laws. :
An employee is eligible to make an application for unfair dismissal if they have
completed the minimum employment period of:

      one year – where the employer employs less than 15 full-time
       equivalent employees (a small business employer)
      six months – where the employer employs 15 or more full-time
       equivalent employees.
      Employees are still entitled to sue for unlawful dismissal, on the grounds
       of a breach of the “general protections”, e.g. discrimination, bullying or
       harassment, employee making a claim or joining a union, etc
      Dismissal provisions in Workplace agreements will continue to apply for
       the life of the agreement.
      Treating staff fairly and having appropriate systems is important for
       workplace morale.       Research clearly shows that perceptions of
       management unfairness decrease employee commitment, motivation &
       performance.

If your practice is considering terminating an employee for any reason,
we strongly recommend that you seek advice from your division,
employer group or an industrial lawyer.
More information about dismissals and the changes under the Fair Work
Act 2010 http://www.fwa.gov.au/index.cfm?pagename=dismissalsabout



Procedure

Counselling or disciplining problem employees is a difficult component of any
Manager‟s role. This process is usually stressful and unpleasant for those
involved, and can lead to anger and resentment. This can be minimised by:

      Treating the employee with respect and dignity, focussing on specific
       behaviours and not the person.
      Preserving the employee‟s self-esteem by acknowledging their good
       points such as useful skills or pleasant personality but recognising that
       the current job may not be a good match for their talents, interests and
       abilities. Try to avoid making the employee feel „not good enough‟ –
       they simply may not be a good fit with this position. Success in any job
       is reliant on the right combination of the attributes of the employee, the
       position and the practice.
      Understanding that most employees desire the satisfaction of
       performing their job well and will not be happy in a position which does
       not suit their skill-level or abilities. Helping them through the disciplinary
       process in a respectful and affirming way will provide a greater
       understanding of their strengths and limitations and assist them to find a
       more satisfying position in the future.
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      Providing all reasonable assistance to help employees improve their
       performance. See „Giving and receiving Feedback” which also includes
       guidelines on dealing with poor performance. This is available to
       download from the DCGPA web site www.dcgpa.com.au

Avoiding the issue will not make the problem go away. Failure to deal with
employee problems can send „messages‟ to the problem employee and other
employees that poor performance or behaviour is condoned.

Counselling and Disciplinary Action

The disciplinary process involves four steps:
   1. Counselling (optional)
   2. First written waring
   3. Second written warning
   4. Termination

These steps may not always be followed in full. For example, in some cases
counselling will be sufficient to resolve the problem. Although a minimum of
two written warnings are usually provided prior to termination, severe
misconduct may warrant immediate dismissal.

At each step, the following procedure occurs:
       Problem arises or incident occurs.
       Investigation of facts, including collecting witness statements. In
          some circumstances the employee may be stood down (asked not to
          remain at the workplace) with pay while the investigation takes
          place.
       The allegations and supporting evidence are presented to the
          employee. The employee is entitled to have a representative
          present, such as another staff member or union representative. It is
          advisable for the manager to have a witness present in all interviews
          related to disciplinary procedure. Preferably this should be a staff
          member with mediation skills or who is trusted by both parties.
       The employee is given an opportunity to respond, including
          requesting any reasonable assistance which would prevent a
          reoccurrence.
       A decision is made – this could range from deciding to take no
          action, to agreeing upon clear guidelines about expected future
          behaviour or even termination of employment.
       The process is documented and the employee is given a copy with
          the original being placed in the Staff Records File.


Step 1: Counselling
Counselling is usually the first formal step in the disciplinary process. It can be
used to discuss poor performance, grievances raised by other employees or to
deal with a breach of policy. Details of the problem, available evidence, the
employee‟s response and decisions taken are documented on an Employee
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Counselling/Written Warning Form. A sample Employee Counselling/Written
Warning Form can be found at the end of this section. For more serious
incidents or breaches of policy a written waring may be issued at the same
time as counselling.

The Grievance Procedure in 2.10 Equal Opportunity, Bullying and Harassment
may also be used to resolve grievances, especially those involving more than
one employee.

Agree upon a timeframe for improvement and the next review date. Allow
sufficient time for the employee to improve - usually 2 weeks to one month.

If the behaviour continues it will be necessary to move on to a written warning.

Step 2: First Written Warning should outline:
    The problem with the employee‟s performance
    The evidence arising from investigation including statements from any
      witnesses (A sample Witness Statement Form is included at the end of
      this section).
    The employee‟s response for the problem
    The agreed plan for improvement
    Any assistance, support or training to be provided by the practice to
      facilitate improved performance. This includes reasonable requests for
      reduced hours or changes to duties.
    The timeframe for improvement and the next review date. Allow
      sufficient time for the employee to improve - usually 2 weeks to one
      month.
    The consequences of failure to improve (usually one more warning and
      then termination)
    The process should be documented on the Employee Counselling /
      Written Warning Record – tick the box to indicate that this is a first
      written warning (A sample form is provided at the end of this section)
   

The content and outcome of the interview must be documented with a copy
each for the employee and employer. Ensure any resources or assistance
agreed upon in the interview are promptly provided.

Step 3: The Second and Final Written Warning is issued when there has
been no improvement or change following the first warning. The interview
should follow the same format as the first warning, including reference to the
first warning and the previous plan for improvement. . The employee must be
made aware of the likelihood of termination, and this should be documented,
with a copy each for the employee and the employer.
If the improvement in employee performance, attitude or behaviour is still not
made then a Notice of Termination of Employment (as per the Award or
employment agreement- ensure the correct wording is provided to avoid
confusion) is given to the employee.

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 Hint
Ensure that all facts have been obtained and witness‟s statements are available where
applicable.

Step 4: Termination

Termination as a result of the disciplinary process: If the unsatisfactory
behaviour continues after two written warnings, termination may be necessary.
The employee will be well aware of the likelihood of this consequence.

REQUIREMENT

Before terminating an employee, all employers must ensure that the
termination meets the minimum requirements as set out in the Small Business
Fair Dismissal Code. Whilst this code is applicable to Employers who have
less than 15 employees, IT IS RECOMMENDED THAT ALL EMPLOYERS
USE THIS CODE AS A MINIMUM SET OF PROCEDURAL STEPS.

A copy of the Small Business fair Dismissal Code is at
http://www.fwa.gov.au/documents/dismissals/Small_Business_Fair_Dismissal_
Code.pdf
For general information on dismissals from fair work Australia
http://www.fwa.gov.au/index.cfm?pagename=dismissalscoverage#harsh

Termination of employment may also occur due to:

Summary Dismissal: Employees may be summarily dismissed without any
warnings for serious breaches of policies, misconduct or illegal activity.
Employees must be informed of behaviours which would justify summary
dismissal as part of their terms and conditions of employment. In this manual
this information has been included in the staff handbook. Some examples
include:
     Negligence or carelessness which could affect patient safety,
     Actual or threatened assault, serious abuse or harassment
     Fraud or theft, including falsification of records and unauthorised
        possession of property belonging to the practice or another employee.
     Breaches of the practice‟s privacy policy
     Unauthorised use or possession of alcohol or drugs at work.
     Attending work in a condition which is a risk to the health or safety of
        patients, colleagues or the employee concerned.
     Serious and wilful disobedience (seek advice first).

In many cases an employee will be stood down on full pay while an
investigation is undertaken prior to summary dismissal, to ensure the dismissal
is warranted.



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Redundancy: This occurs when a particular job is no longer required at the
practice or less people are needed to perform the amount of work available.

It is a requirement of the Fair Work Act 2009 and the relevant Award for the
Employer to consult with the employee prior to the redundancy occurring.
Generally, an employee who is made redundant will not be replaced.
Employees who are made redundant are often entitled to several weeks‟
severance pay, depending on their age and the length of time they have been
employed at the practice – check the relevant award or workplace agreement.
Seek advice from your division or employer group before proceeding with a
redundancy to ascertain whether the situation will qualify as a valid
redundancy and the severance pay applicable.


Abandonment of employment: Abandonment of employment occurs when an
employee fails to attend his/her place of employment for three days or more
without having prior authorization for the absence and has not contacted the
employer to explain the reason for the absence. During the 3 days the
practice should attempt to contact the employee by telephone and if this is
unsuccessful a letter should be sent by registered mail to the employee‟s last
known address stating that the employee's unauthorised absence is
unacceptable, seeking an explanation for the absence and advising that if the
employee fails to return by a set time and date it will be determined that he/she
has abandoned his/her employment. If there is no response after 3-4 days
send a second notice, and if there is still no response after a further 3-4 days a
third letter should be sent advising that as a result of his/her failure to return to
his/her place of employment the practice has determined that he/she has
abandoned his/her employment. At this stage the employment is terminated
and all entitlements should be paid. Under some awards the employee forfeits
annual leave and notice entitlements if they abandon their employment. Any
personal effects left at the practice can be sent with the final letter. For more
information and sample letters contact DDGP.


Employee initiated termination, such as resignation: All employees are
required to notify the practice in writing of their intention to resign from their
employment, giving at least the amount of notice required under the relevant
award or workplace agreement. Employees who fail to give the required
notice may forfeit some of their entitlements.

NOTE: Despite changes to the law on unfair dismissal, the legislation relating
to unlawful termination remains in place. This means employees cannot be
terminated because of:
    temporary absence from work because of illness or injury;
    trade union membership/non-membership or participation in trade union
       activities;
    the filing of a complaint, or the participation in proceedings, against an
       employer;

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      race, colour, sex, sexual preference, age, physical or mental disability,
       marital status, family responsibilities, pregnancy, religion, political
       opinion, national extraction or social origin;
      refusing to negotiate, sign, extend, vary or terminate an AWA;
      absence from work during maternity leave or other parental leave; and
      temporary absence from work because of the carrying out of a voluntary
       emergency management activity.

Procedure for termination:

The following will need to be considered as part of the termination of any
employee:

Notice period: The practice can require an employee to work out their notice
or it can be paid in advance, so they leave immediately. If an employee
refuses to work out their notice they may lose some of their entitlements. The
required notice period and entitlements upon termination will be determined by
the relevant award or workplace agreement.

Termination pay: Amounts payable on termination include accrued pay in lieu
of notice (if applicable), redundancy pay, annual leave, outstanding wages and
long service leave entitlements. In some cases, such as summary dismissal,
failure to give notice on resignation or abandonment of employment,
employees may forgo some of their entitlements. Check the relevant award or
workplace agreement to ensure all relevant entitlements are included in the
employee‟s termination pay.

Administrative matters: A number of administrative matters should be
attended to at the time of termination:
     The arrangements for termination, including reason for the termination
      and notice arrangements should be documented – a sample
      Termination form is included at the end of this section.
     All keys and other practice property should be returned.
     The components of the employee‟s termination pay should be explained
     It is advisable to obtain the employee‟s permission for the practice to
      provide written or verbal references on the employee‟s performance.
     The employee should be reminded about their continuing obligations
      under the practice‟s privacy policy.
     Centrelink may need to be notified if the person wishes to register for
      unemployment benefits or there have been payroll garnishee
      arrangements in place, such as child support payments.




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 Hint
Consider „exit interviews‟ with staff who have resigned to find out their reasons for
leaving, obtain feedback on their work at the practice and to determine opportunities for
improvement in the future management of their position.

Sample forms provided at the end of this section:

        A sample witness statement form is provided at the end of this section and
         should be used as part of the investigation of workplace incidents and serious
         breaches of policy as well as workplace accidents or injuries where a witness
         statement is required for WorkCover.
         Employee counselling/written warning form
        Notice of Termination of employment
        A sample Employment Termination Checklist to assist with this process has
         been provided at the end of this section. It is essential that the details of the
         termination be recorded on the Termination Form, but use of the other form is
         optional
          rd
RACGP 3 Edition Std. 4.1.1

2.8      Staff Code of Conduct
Policy

It is expected that all employees will behave in a courteous manner, which
portrays the image of the practice in a positive and professional way, while
maintaining the levels of service and care which our patients expect.

Any staff member who interacts with patients, other visitors or employees
is expected to behave according to acceptable professional and social
standards at all times.

Clinical and non-clinical staff perform duties within their legal scope of
responsibilities and maintain their knowledge, skills and attitudes through
their professional specialty organisations such as the AMA, ANF or AAPM.

Staff do not discuss patients outside the practice and are mindful of the
sensitive nature of patient‟s private medical information while at work.

Staff avoid making judgemental comments about patient‟s treatment by
other staff or medical practitioners inside and outside work.

It is expected that all employees act in accordance with specific practice
policies and procedures and/or the specific details contained in the job
description or employment contract.

All staff are required to be punctual when starting and finishing work each
day.

The consumption of food or drink is not permitted at reception.

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Employees failing to meet acceptable codes of conduct will be counselled
or disciplined in accordance with the Disciplinary Procedures outlined in
Section 2.7
          rd
RACGP 3 Edition Std. 4.1.1


2.9      Staff Presentation

Policy

It is expected that all staff maintain a clean, neat and tidy appearance and
dress in a manner which is not likely to be offensive to the patients
attending this practice. Jewellery and makeup should not be excessive.

Procedure

Staff are required to wear the prescribed uniform whilst on duty. In cases
where a uniform is not able to be worn, staff should wear neat clothing
similar to the prescribed uniform or clothing which conforms to acceptable
standards of professional dress. Clothing should be ironed, clean and kept
in good condition.

Staff should maintain high levels of personal hygiene paying particular
attention to excessive body odours and general cleanliness.

All staff with long hair should have it tied back neatly.

Make up and jewellery should be kept to a minimum.



 Hint
A practice may benefit from staff discussing the dress policy and agreeing upon
more specific guidelines for dress standards. Practices servicing various social
groups may have different dress standards – for example clothing which is fitting
for an adolescent health clinic may be quite inappropriate for a practice with
patients from the Islamic community.                Individuals also have differing
interpretations of what is acceptable, and discussing the expectations of the
practice as a group will assist with clarification.

          rd
RACGP 3 Edition Std. 4.1.1




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2.10 Equal Opportunity, Bullying & Harassment

Policy

(insert practice name) is committed to the principles of merit, fairness and
respect for all people. This practice seeks to provide a working environment
in which all employees are able to perform their duties without being subject to
discrimination or inappropriate behaviour. Our practice complies with our legal
obligations and has a range of policies and procedures to encourage Equal
Opportunity and prevent discrimination, bullying and harassment. These
include:
     A Policy preventing bullying and harassment of any kind, including
       sexual harassment, in this workplace.
     A procedure to deal with the personal threat of violence. (This is
       available in the Non medical emergency procedure manual that is
       recommended to download form the DCGPA web site as part of the
       OH&S requirements).
     An Anti-discrimination policy which is complemented by a Family-
       friendly Workplace policy
     A grievance procedure for complaints arising from breaches of
       these policies. For serious breaches the practice‟s disciplinary
       procedures may be used, including termination of employment.

Workplace discrimination, bullying and harassment can occur:
   During employment procedures such as recruitment, performance
     review and termination of employment.
   In the way people are treated at work and the allocation of
     resources such as training, privileges and responsibilities.
   At work-related functions
   When calling a work colleague at home.
   Between people working in the same building, even if they have
     different employers
   In the provision of goods and services – for example it is illegal to
     discriminate against a patient or a supplier on the basis of an
     irrelevant characteristic.

All staff working at this practice have the responsibility to:
     Treat all people in this workplace fairly and with respect
     Refrain from behaviour which could constitute harassment, bullying
        or discrimination
     Report any incidents of harassment, bullying or discrimination to the
        Practice Principal or Practice Manager.
     Maintain confidentiality if they are involved in complaints.



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Additionally, the Practice Principal and Practice Manager are expected to:
   Follow appropriate procedures when a complaint is reported to them,
       making sure they are taken seriously, properly investigated, treated
       confidentially and resolved in a timely manner.
   Ensure staff are aware of their obligations and the practice‟s
       policies and procedures relating to harassment, bullying or
       discrimination
   Promote a work environment free from harassment, bullying or
       discrimination


 Hint

Equal opportunity legislation requires all employers, to take all reasonable steps to
ensure their workplace is free from discrimination, bullying and harassment. Under the
law, employers may be held responsible for the actions of their employees, including
casuals and contractors, unless all reasonable steps have been taken to prevent
discrimination, bullying and harassment from occurring. Reasonable steps include, but
are not limited to, to following:
     Having a policy in place to prevent discrimination, bullying and harassment and
        making sure all employees are aware of the policy and the serious
        consequences of this type of behaviour.
     Providing training to all employees about their obligations under EEO
        legislation, usually included in induction procedures, but more extensive
        training may be needed to perform some roles in the practice or if problems
        arise.
     Integrating EEO principles into all policies and procedures.
     Ensuring an appropriate and fair grievance procedure is in place, and all
        employees are aware of the procedure.            Staff responsible for resolving
        grievances should be appropriately trained.
     When complaints are made they are taken seriously, properly investigated,
        treated confidentially and resolved in a timely manner.




Bullying and Harassment Policy

There are a number of laws in Australia dealing with issues related to bullying
and harassment including EEO legislation, OHS requirements, criminal law,
defamation and common law provisions such as negligence. These laws all
require the employer to take all reasonable steps to stop bullying and
harassment in the workplace, including:
   1. Policies and procedures to prevent bullying and harassment
   2. Dealing with grievances in a fair, appropriate and timely manner.
Bullying and harassment is defined as any unwelcome behaviour or
communication which has no legitimate function in the workplace and
intimidates, humiliates or offends another person. Any form of bullying or
harassment is totally unacceptable in this practice.


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                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                             Sec.2 HRM



Bullying and harassment includes, but is not limited to:
     Name-calling and insults directed at another employee
     Writing of notes which are personally offensive to another
     Practical jokes (this may also be a safety issue)
     Unwanted physical contact of any kind
     Interfering with the personal property of any other employee
     Remarks or written comments which are personally insulting or
        offensive to other employees based on their race, background, gender,
        religion, sexual preference, appearance or any other personal attribute.
     Unwelcome sexual advances, requests for sexual favours and other
        verbal or physical conduct of a sexual nature
     Interfering with the equipment, property or work of another employee in
        a way which is outside the normal course of your duties. (Also a safety
        issue)
     Bullying can include isolating or excluding a person, psychological
        abuse, setting impossible deadlines, being overly critical and using
        aggressive language.

Behaviour is inappropriate and may constitute harassment if it is offensive to
another person, even if this was not the intention of the one initiating the
behaviour. Bullying and harassment may be a once-off incident or a pattern of
behaviour.

(*Insert Practice Name) regards these actions and any similar behaviour as
serious misconduct and any person who is found to be behaving in this
manner may have their employment terminated.

Any employee who is subjected to bullying, harassment or intimidation by a
fellow employee, manager or supervisor should notify the Practice Principal or
the Practice Manager. All complaints of harassment will be promptly and
confidentially investigated using the practice‟s grievance procedure. Any
employee or manager who violates this policy will be subjected to disciplinary
action, as described above.


 Hint
For more information and advice contact your local WorkSafe office. The
Melbourne office is 03 9941 0558 (Melbourne Office). No employee should be
harassed or bullied by another person.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                  Sec.2 HRM



Anti-discrimination policy

This practice abides by Victoria‟s Equal Opportunity Act 1995, where it is
unlawful to discriminate on the basis of:
 Race (including colour, nationality and ethnic origin)
 Family Status including marital status and responsibilities as a carer
 Sexual Orientation and Lawful Sexual Activity
 Age
 Gender and gender identity
 Physical Features
 Political Beliefs or Activity
 Religious Belief or Activity
 Breastfeeding
 Impairment including physical, intellectual or psychiatric
 Pregnancy or potential pregnancy
 Political opinion or activity
 Criminal record
 Union membership or industrial activity
 Personal association with a person with any of the above characteristics

As with the practice‟s harassment policy, any behaviour which is discriminatory
is unacceptable in this practice. This includes racist, sexist or ageist remarks
and making fun of people‟s differences. Discriminatory behaviour will lead to
disciplinary action and may result in termination of employment.

This practice will take all reasonable steps to ensure all policies, procedures
and practices comply with EEO principles.

 Hint
Refer to the Equal Opportunity Act, Act No.42/1995, at the „ Victorian Legislation and
Parliamentary Documents‟ website at: www.dms.dpc.vic.gov.au




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                             Sec.2 HRM



Family Friendly Workplace Policy

Policy
The _________(insert practice name)______________ values its employees
and aims to provide a family friendly culture that promotes life work balance
with a management philosophy that fosters a sense of fun and camaraderie &
promotes self care for all staff.

This policy recognises that all employees have varying family responsibilities. It
recognises a broad definition of family including family as defined by various
legislative & industrial instruments, people in same sex relationships and other
close personal relationships.

__________________________ is committed to ensuring that family-friendly
policies are developed, endorsed, implemented and monitored.

_____________________________ will endeavor to work in partnership with
its staff to identify work practices that support arrangements to find the best
possible match between the interests of the organization and those of
individual employees. These practices can include: flexi time; leave such as
carers‟ and parental leave. Workplaces can also be made more family friendly
through the way jobs are designed, in how work is organized and having
supportive and understanding staff & managers.

Good communication and co-operation are essential for the achievement of a
successful family friendly organization.

Key Principles
The following key principles underpin this policy:
    This practice operates using the minimum standards as outlined in our
        __________________________( insert whichever applicable eg
        Workplace agreement/ enterprise bargain/contracts)
    Provision of entitlements will be made equally available to men &
        women
    Provision of entitlements will be made available to all employees in a
        fair manner.
    This practice has a social responsibility to organise work in a manner
        that assists employees to meet family responsibilities

Procedure

Family friendly practice will be considered in all ________________________
policies and procedures.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                             Sec.2 HRM



Points to guide the development of family friendly policies for
___________________ include:
    Benefit the organisation and its employees
    Acknowledge that the needs of both the organisation and employees
       are not static but change over time
    Encourage a partnership approach to meeting the needs of both the
       organisation and employees
    Highlight the need for management, employees and where applicable
       employee representatives to discuss workable solutions
    Be fair and consistent
    Be economically feasible
    Takes into account the equality implications of any policies introduced

Developments and changes to policies will be communicated to all staff at
regular intervals.


Grievance Procedure

If you or any employee of this practice is exposed to any form of behaviour
which constitutes discrimination, bullying or harassment, the following
procedure must be adopted. Do not ignore harassment – ignoring the
behaviour could be interpreted as consent.

This procedure may also be used for handling of other workplace grievances
such as complaints about working conditions, wages or work colleagues.
Grievances undermine morale and affect teamwork and need to be dealt with
promptly.

   1. Inform the offender that the behaviour is offensive and unacceptable.

   2. Seek assistance in having the behaviour stopped by reporting the
      incident to your Practice Principal or Practice Manager.

   3. The Practice Principal or Practice Manager will conduct a detailed
      investigation of the incident(s) to assist in the resolution of the
      grievance. Witness statements and evidence may be collected. For the
      investigation to be properly conducted confidentiality must be
      maintained, it must be impartial, the person reporting the incident must
      not be victimised or experience adverse repercussions and the
      complaint must be dealt with as quickly as possible.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                             Sec.2 HRM



   4. Actions taken to resolve the grievance will depend on the circumstances
      and the results of the investigation. Generally the main aim will be to
      ensure the incident does not occur again. Possible solutions may
      include:
           An apology
           An undertaking that the behaviour will cease
           Formal counselling of the alleged harasser, using the disciplinary
             procedure (2.7)
           Disciplinary action, including termination for serious misconduct
           Training for groups of staff or the whole staff to raise awareness
             of EEO obligations
           Covering costs associated with the harassment, such as medical
             or psychology expenses.
           Notifying the police
           If the complaint cannot be substantiated when it is investigated it
             must still be taken seriously, including attempting to find a
             resolution of the mater with the employees involved.
           It may be appropriate to take action against a complainant who
             makes a serious allegation against a work colleague which is
             found to be false or frivolous after investigation. This could
             include termination of employment.

   5. A record is kept of the complaint, its investigation and actions taken. A
      sample Staff Grievance Record is included at the end of this section.
   6. After action has been taken and the problem appears to have been
      resolved there is a need for occasional monitoring and follow-up to
      ensure that those involved are satisfied with the outcome, and the
      problem has not reoccurred or surfaced in a different form.
   7. If the matter remains unresolved, the grievance provisions in the
      relevant awards or workplace agreements require that it be referred to
      an external party. This party may be specified in the award or
      agreement. Seek advice from your division or employer group.

Instructions for the Practice Principal or Practice Manager in handling of
grievances:

The following four steps will assist with handling grievances.

1) Listen with an open mind
 Listen, no matter how trivial the grievance may seem to you
 Be patient and show a sincere interest in the employee‟s grievance
 Do not argue




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                Sec.2 HRM




2) Get all of the facts
 Encourage the person to repeat the substance of the grievance to ensure
   the facts are understood
 Discuss any solution the employee may have to solve the problem
 Question any discrepancies
 Discuss with others if necessary
 Do not jump to conclusions
 Consult senior management if necessary

3) Take action promptly
 Do not delay taking action
 Do not make any rash decisions
 Advise all relevant employees of the action
 Do not use your authority to force a decision unless there is no alternative

4) Follow up
     Check that those involved are satisfied with the outcome
     Consider whether preventative action can be taken to avoid a
       reoccurrence. This may include training, awareness raising or changes
       to systems and procedures.
     Refer to an external party if the matter remains unresolved.


 Hint
A sample Staff Grievance Record is provided at the end of this section

         rd
RACGP 3 Edition Std. 4.1.1 & 4.1.2




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
       (Practice Name) Policy & Procedure Manual                               Sec.2 HRM



          2.11 Forms Templates and Checklists
       In addition to these sample templates The Fair Work Ombudsman has created various
       templates to help employers meet their record-keeping and pay slip obligations. These
       can be downloaded in “word” format from.
       http://www.fairwork.gov.au/small-business-assistance/Pages/Templates-for-managing-
       employment.aspx?role=employers


      Forms, Templates & Checklists (require customising)
         These are also available to download from www.dcgpa.com.au
1.     Recruitment          Summary and checklist
       Procedure       (Refer to Procedure 2.2 Step 1)
2.     Job                  Generic template to customise,
       Descriptions         Sample receptionist/secretary,
                            Sample practice manager
                            Sample practice nurse.
                           (Refer to Procedure 2.2 Step 2)
3.     Selection                  Generic Template to customise
       Criteria            (Refer to Procedure 2.2 Step 4)
4.     Employment                 Generic Template to customise
       Application         (Refer to Procedure 2.2 Step 6)
       Form
5.     Reference                  Generic Template to customise
       Check Form          (Refer to Procedure 2.2 Step 7)
6A.    JOB                        Instructions to use and customise
       PACKAGE:                   Checklist of forms to add
       Instructions        (Refer to Procedure 2.2 Step 9)
       and checklist
6B.    JOB                 Requires customising & includes,
       PACKAGE:               Covering Letter
       Offer of               Offer of Employment to sign
       Employment          (Refer to Procedure 2.2 Step 9)
6C.    JOB                        Direct Payment details for wages
       PACKAGE:                   Superannuation fund selection form
       Forms                      Privacy Statement
                                  Employee Personal details form
                                  Staff Immunisation Consent/refusal form
                           (Refer to Procedure 2.2 Step 9)
6D.    JOB                 Separate download from www.dcgpa.com.au
       PACKAGE:            To be included in the job package
       Employee                Employee Handbook
       Handbook            (Refer to Procedure 2.2 Step 9)
7.     Notification of            Option 1: Letter to send when application received
       Unsuccessful                (recommended option)
       Applicant                  Option 2: Letter to send after position filled
                           (Refer to Procedure 2.2 Step 10)
8.     Employee                   Summary & Checklist
       Records             (Refer to Procedure 2.2 Step 11)
9.     Induction                  Staff induction procedure and checklist
       __________________________________________________________________________________
                                                       Nov-1999, Feb-2001, Dec-2001,
                                                        Feb-2002, Feb-2003, Feb-2004.
                                                   Feb-2005, May-2006, March 2008, Aug 2010
      (Practice Name) Policy & Procedure Manual                                Sec.2 HRM


      (3 Parts)                  Staff Induction Checklist Part 1- 1st Day
                                 Staff Induction Checklist Part 2- Induction & Training
                                  Plan
                                 Staff Induction Checklist Part 3 – Key Policies and
                                  Procedures
                          (Refer to Procedure 2.2 Step 1 and also Procedure 2.4)
10.   Performance                performance review checklist
      Appraisal                  Performance review Part 1 – Instruction for review
                                  process
                               Performance review Part 2 – Self appraisal
                                  questionnaire
                               Performance review Part 3- Assessment by appraiser
                          Additional information about giving and receiving feedback
                          is available to download from www.dcgpa.com.au
                          (Refer to Procedure 2.6)
11.   Disciplinary               witness statement form
      process                    Employee counselling/written warning form
      record                     Notice of Termination of employment
                                 Employment Termination Checklist

12    Discrimination,            Staff Grievance Record
      bullying or
      harassment
13.   Entitlements               Application for leave form
14    Abandonment                First, Second and Third and final notice
      of employment




      __________________________________________________________________________________
                                                      Nov-1999, Feb-2001, Dec-2001,
                                                       Feb-2002, Feb-2003, Feb-2004.
                                                  Feb-2005, May-2006, March 2008, Aug 2010
      (Practice Name) Policy & Procedure Manual                                             Sec.2 HRM




                1.       RECRUITMENT PROCEDURE                          (Refer to Procedure 2.2 Step 1



                                                          Description
Process
1. Position               Look at the position in relation to other staff and the future needs of the
evaluation                practice. Consult with existing staff.
2. Job                    Compile a job description for the job, including skills, qualifications and
description               personal attributes which are essential or desirable as well as hours and other
                          relevant information about the employment arrangements.
                           Hint: Use the sample job descriptions provided at the end of this
                          section
3. Advertising            Write the advertisement, stating required skills, qualifications, hours, salary
the vacancy               grade classification, location and how to apply. Advertisements can be placed
                          in newspapers, on the internet and/or using networks such as the DCGPA.
4. Selection of           Compile a list of selection criteria based on the job description (you may also
applicants to             want to consider other selection criteria eg stability of work history). Compare
interview                 all applications received against the selection criteria and contact those who
                          best fit the criteria to arrange an interview. Ask applicants to bring proof of
                          qualifications or right to work in Australia, if applicable.  Hint: Use the
                          Selection Criteria Template provided at the end of this section.
5. Prepare for            Prepare application forms and documents to be given to applicants. Decide on
Interviews                interview arrangements & questions.
6. Interviews             Conduct interviews.
                           Hint: Use the Employment Application Form template provided at the
                          end of this section.
7. Reference              Contact referees nominated by the best candidates to confirm information
checks.                   given in the interview and resume and find out about previous job performance.
                           Hint: Use the Reference check Template provided at the end of this
                          section.
8. Medical                Prior to being offered the job, candidates may be required to take a pre-
examination,              employment medical examination, police checks or personality or skills tests.
police checks or          Ensure all information obtained from these tests is directly relevant to the job.
other tests
9. Job Offer              Contact successful candidate by telephone to offer them the job and confirm
                          their acceptance. Prepare written Letter of Offer of Employment with full
                          details of the position and employment arrangements. Ensure candidate has
                          read and signed the Letter of Offer prior to commencement. Keep signed letter
                          on file.
                           Hint: Use the “Job Package” Offer of Employment, Staff forms and
                          Employee handbook provided at the end of this section.
10. Notification          Notify all unsuccessful applicants by letter and/or telephone. This should be
of unsuccessful           done as soon as possible after the position is filled. Applicant‟s details are kept
applicants                for a specified period of time and then disposed of as confidential documents.
                           Hint: Use the Sample Notification letters provided at the end of this
                          section.
11. Prepare for           Ensure facilities and resources such as a computer, desk, chair, stationery,
new employee              software access and personnel file are prepared for the new employee.
                           Hint: Use the Employee records checklist provided at the end of this
                          section.
12. Induction             Refer to procedure 2.4.
                           Hint: Use the Induction Tools provided at the end of this section.


      __________________________________________________________________________________
                                                      Nov-1999, Feb-2001, Dec-2001,
                                                       Feb-2002, Feb-2003, Feb-2004.
                                                  Feb-2005, May-2006, March 2008, Aug 2010
      (Practice Name) Policy & Procedure Manual                                     Sec.2 HRM


               Make sure: All questions and criteria are relevant to the position
                  All candidates are measured against the same criteria &
                            EEO requirements are complied with


          2 JOB DESCRIPTIONS                 (Refer to Procedure 2.2 Step 2)



                      Sample job descriptions are included for:
             Receptionist/Secretary, Practice Manager and Practice Nurse.
         For other positions a generic job description is available from DDGP.

                            Insert practice name & logo here
         Customise by removing items not essential to position, adding additional items to
       accurately describe responsibilities & expectations of role & removing writing in italics


         Job Description – General Practice Receptionist
Job Title                                                 Reports To
MEDICAL SECRETARY/RECEPTIONIST                            PRACTICE MANAGER
Purpose of the position
To organise appointments, maintain records and perform medical & other tasks in order to
ensure smooth and efficient functioning of the practice and provide an exceptional standard of
care to our patients.
Responsibilities (Keep only those essential to position)
 RECEPTION: Greet patients, record appointments & patient arrival, inform of delays;
   answer telephone calls promptly & courteously; pass on messages promptly to appropriate
   person.
 CORRESPONDENCE: Manage daily incoming and outgoing mail, email & faxes; type &
   file outgoing correspondence.
 RECORD KEEPING: Update & file medical records; prepare patient records for
   consultations & file after use; organise pathology records for checking, response & filing;
   complete day sheets.
 MEDICAL: Arrange & check theatre lists, notify referring doctors if required; prepare
   examination room; report accidents, injuries & illnesses; deal with emergencies according
   to set procedures.
 CLINICAL: Clinical tasks as delegated by practice nurse or doctor after
   training/certification, such as ECG, blood collection, urine testing.
 FINANCIAL: Advise patients of cedit & billing policies; issue invoices & receipts; process
   payments; prepare banking & reconcile; maintain petty cash records; follow up bad debts.
 OHS: Consistently be aware of OHS requirements and comply with them.
 GENERAL DUTIES: Photocopying; routine cleaning & stocking tasks; ensure reception
   and waiting areas are clean& tidy; ordering of stationery & surgical supplies upon request.
   Tasks on this position description may be adjusted to best utilise staff abilities in various
   areas.
Expected behaviours and personal attributes (Customise as necessary)
 Demonstrated patient-focused approach in service provision with genuine empathy and
   interest in their needs.
 Excellent interpersonal and communication skills
 Be always well-presented, friendly, courteous and obliging. Represent the practice in a
   confident and positive manner at all times.
 Undertake all duties in a diligent manner, with honesty and integrity,
      __________________________________________________________________________________
                                                      Nov-1999, Feb-2001, Dec-2001,
                                                       Feb-2002, Feb-2003, Feb-2004.
                                                  Feb-2005, May-2006, March 2008, Aug 2010
      (Practice Name) Policy & Procedure Manual                                    Sec.2 HRM


 Maintain absolute confidentiality regarding patient and practice information.
 Have a vigilant attitude to accuracy, being prepared to double check as necessary.
 Work cooperatively and independently.
 Demonstrate ability to prioritise and organise, with attention to detail.
 Demonstrate commitment to ongoing professional development
Education, Qualifications and Experience (Keep only those essential to position)
ESSENTIAL:
 Basic knowledge of MS Word and Excel.
 Completion of an accredited medical receptionist course/ knowledge of medical
   terminology
 Minimum of one year‟s experience in medical receptionist/secretarial role.
DESIRABLE:
 Knowledge of XX software and medical equipment (list main ones used)
 CPR/Triage training and/or experience
 Experience with specific social groups serviced by practice, such as adolescents, aged
   care, migrant or refuge groups, aboriginals & Torres Straight islanders, etc.
 Training and/or experience in management of emergencies, handling complaints, Medicare
   & health funds, basic infection control, safe handling & disposal of medical waste, etc
Hours Of Work
List Monday to Friday hours. Weekend & Public Holiday work & frequency.
However it is expected that our staff will work extra time on occasions if this is required to
deliver essential patient care.
Breaks: 30 minutes for lunch and 10 minutes each for morning and afternoon tea to be taken
in shifts with other staff to ensure continuity of care. (if applicable)
Other features: (Keep only those essential to position)                                 Date:
Permanent position with a qualifying period of 3 months.                                Insert date
Professional development provided or expected.                                          prepared.
Potential for contact with hazardous material such as blood & body fluids.
May be required to have some immunisations.




      __________________________________________________________________________________
                                                      Nov-1999, Feb-2001, Dec-2001,
                                                       Feb-2002, Feb-2003, Feb-2004.
                                                  Feb-2005, May-2006, March 2008, Aug 2010
      (Practice Name) Policy & Procedure Manual                                  Sec.2 HRM




                           Insert practice name & logo here
        Customise by removing items not essential to position, adding additional items to
      accurately describe responsibilities & expectations of role & removing writing in italics


                   Job description – Practice Manager
Job Title                                               Reports To
PRACTICE MANAGER                                        PRACTICE PRINCIPAL
Purpose of the position
To manage human resources, maintain financial records and implement quality systems in
order to ensure smooth and efficient functioning of the practice and provide an exceptional
standard of care to our patients.
Responsibilities (Keep only those essential to position)
 PLANNING: Determine annual goals of practice in consultation with principals, prepare
   budgets & plans accordingly & provide regular reports on business performance in relation
   to goals. Work with principals to develop and implement strategies for achievement of
   practice goals.
 HUMAN RESOURCES: Recruitment, development and management of non-clinical
   practice staff to ensure high performance and continuing professional improvement.
   Leadership and management including team building, delegation of tasks and conflict
   resolution. Administer payroll to ensure both employee and employer interests are
   protected, tax/superannuation obligations are met and records are maintained.
 SYSTEMS: Review and improve practice systems to ensure smooth and efficient
   functioning, high quality services and continuous improvement.
 FINANCES: Maintain and control debtors, creditors and general ledger to ensure
   maximum profitability & cash flow and compliance with all taxation, record keeping and
   other statutory requirements. Prepare financial reports & taxation records and liaise with
   external accountant.
 EQUIPMENT & SOFTWARE: Maintain computer hardware and software in conjunction
   with suppliers. Schedule maintenance and upgrades of equipment. Prepare
   recommendations and arrange finance for purchase of capital equipment.
 COMPLIANCE: Maintain awareness of current and new legislation to ensure business is
   complying with all statutory and regulatory obligations including industrial & employment
   law, OHS requirements, privacy obligations and taxation responsibilities. Ensure relevant
   personnel are kept informed and changes are made to systems and procedures as
   required. Ensure practice complies with all contractual obligations.
 GENERAL: Other responsibilities as required. Tasks on this position description may be
   adjusted to best utilise staff abilities in various areas.
Expected behaviours and personal attributes (Customise as necessary)
 Demonstrated patient-focused approach in service provision with genuine empathy and
   interest in their needs.
 Excellent interpersonal and communication skills, both written and verbal.
 Be always well-presented, friendly, courteous and obliging. Represent the practice in a
   confident and positive manner at all times.
 Undertake all duties in a diligent manner, with honesty and integrity,
 Maintain absolute confidentiality regarding patient and practice information.
 Have a vigilant attitude to accuracy, being prepared to double check as necessary.
      __________________________________________________________________________________
                                                      Nov-1999, Feb-2001, Dec-2001,
                                                       Feb-2002, Feb-2003, Feb-2004.
                                                  Feb-2005, May-2006, March 2008, Aug 2010
      (Practice Name) Policy & Procedure Manual                                   Sec.2 HRM


 Ability to work cooperatively and independently
 Ability to prioritise and organise, with attention to detail.
 Demonstrated commitment to ongoing professional development
Education, Qualifications and Experience (Keep only those essential to position)
ESSENTIAL:
 Proven ability to manage small business/office including human resources, planning,
   budgeting & reporting (minimum of two years experience in this role).
 Basic knowledge of MS Word and Excel.
 Completion of an accredited bookkeeping course.
DESIRABLE:
 Knowledge of XX software and medical equipment (list main ones used)
 Accredited training in business or medical practice management/ knowledge of medical
   terminology
 Member of AAPM
 CPR/Triage training and/or experience
 Experience with specific social groups serviced by practice, such as adolescents, aged
   care, migrant or refuge groups, aboriginals & Torres Straight islanders, etc.
 Training and/or experience in management of emergencies, handling complaints, Medicare
   & health funds, basic infection control, safe handling & disposal of medical waste, etc
Hours Of Work
List Monday to Friday hours. Weekend & Public Holiday work & frequency.
However it is expected that our staff will work extra time on occasions if this is required to
deliver essential patient care.
Breaks: 30 minutes for lunch and 10 minutes each for morning and afternoon tea to be taken
in shifts with other staff to ensure continuity of care. (if applicable)
Other features: (Keep only those essential to position)                                 Date:
Permanent position with a qualifying period of 3 or 6 months.                           April 2006
Professional development provided or expected.
Requirement for use of own vehicle, if essential to the position.
Potential for contact with hazardous material such as blood & body fluids.
May be required to have some immunisations.




      __________________________________________________________________________________
                                                      Nov-1999, Feb-2001, Dec-2001,
                                                       Feb-2002, Feb-2003, Feb-2004.
                                                  Feb-2005, May-2006, March 2008, Aug 2010
      (Practice Name) Policy & Procedure Manual                                   Sec.2 HRM




                            Insert practice name & logo here
         Customise by removing items not essential to position, adding additional items to
       accurately describe responsibilities & expectations of role & removing writing in italics


                     Job Description – Practice Nurse
Job Title                                            Reports To
PRATICE NURSE                                        PRACTICE PRINCIPAL
Purpose of the position
To ensure smooth and efficient functioning of the practice and provide an exceptional
standard of care to our patients.
Responsibilities (Keep only those essential to position)
 CLINICAL: Perform clinical duties within required level of clinical competency, according to
   best available evidence. Explain procedures to patients, providing them with support and
   reassurance. Duties include triage, immunisations and other injections, wound
   management, chronic disease management, ECG‟s and collection of pathology samples.
   Assist doctors with clinical procedures. Maintain clinical documentation.
 PATIENT SERVICES: Assist with triage, data management, diagnostic services,
   networking with other providers, planning & management of patient care and patient
   advocacy. Telephone patients with test results as directed by medical staff.
 IMPROVEMENT OF PATIENT HEALTH OUTCOMES: Conduct preventative/screening
   procedures; assist with patient education and community health promotion activities. Co-
   ordinate patient recall and outreach programs and GP management plans and team care
   arrangement.
 PATIENT VISITS: Escort patients home and provide home/hospital visits as required for
   monitoring & support, including antenatal and post-natal care & health assessments.
 EQUIPMENT & SUPPLIES: Ensure sterilisation and maintenance of clinical equipment.
   Maintain stocks of clinical supplies, including correct storage (such as refrigeration),
   removal of out-of-date stock and ordering supplies. Provide input in purchasing relevant
   clinical equipment and supplies.
 COMPLIANCE: Maintain awareness of current and new legislation to ensure business is
   complying with all statutory and regulatory obligations including infection control,
   sterilisation, hazardous materials & safe handling/disposal of medical waste, records
   management, OHS, and accreditation. Ensure relevant personnel are kept informed and
   changes are made to systems and procedures as required.
 PROFFESSIONAL: Act within the practice and nursing code of ethics & appropriate level
   of clinical competence at all times. Maintain awareness of current evidence and research
   on clinical practices and inform/educate other practice staff. Change systems and
   procedures to ensure compliance with best available evidence as applicable.
 OHS: Consistently be aware of OHS requirements and comply with them.
 GENERAL: Delegation of tasks to other medical and non medical staff. Provide direct and
   indirect supervision to Division 2 Nurse/s. Assist with other practice duties as required.
   Tasks on this position description may be adjusted at times to best utilise staff abilities in
   various areas.
Expected behaviours and personal attributes (Customise as necessary)
 Demonstrate a knowledge of and compliance with all relevant legislation and common law
   obligations affecting nursing.
 Discharge of duty of care in the course of practice including meeting practice standards,
      __________________________________________________________________________________
                                                      Nov-1999, Feb-2001, Dec-2001,
                                                       Feb-2002, Feb-2003, Feb-2004.
                                                  Feb-2005, May-2006, March 2008, Aug 2010
      (Practice Name) Policy & Procedure Manual                                Sec.2 HRM


   and accountability for nursing actions.
 Demonstrate knowledge of policies and procedural guidelines that have legal implications,
   for example, ensure documentation conforms to legal requirements.
 Practice only within the limits of their educational preparation and competence.
 Identify and respond to unsafe practice, for example, implement interventions to prevent
   unsafe practice and/or contravention of law.
 Demonstrated patient-focused approach in service provision with genuine empathy and
   interest in their needs.
 Excellent interpersonal and communication skills across all ages and social groups.
 Be always well-presented, friendly, courteous and obliging. Represent the practice in a
   confident and positive manner at all times.
 Undertake all duties in a diligent manner, with honesty and integrity,
 Maintain absolute confidentiality regarding patient and practice information.
 Have a vigilant attitude to accuracy, being prepared to double check as necessary.
 Ability to work cooperatively and independently. & ability to prioritise and organise, with
   attention to detail.
 Demonstrated commitment to ongoing professional development
 This position requires physical ability to occasionally lift and/or move patients.
 Possession of current driver‟s licence (include only if essential to perform job, such as
   home visits)
Education, Qualifications and Experience (Keep only those essential to position)
ESSENTIAL:
 Appropriate tertiary qualification & registration certificate.
 Professional indemnity cover.
 Minimum of one years nursing experience, preferably in a community-based role.
 Demonstrated understanding of the needs of general practice and interest in community-
   based nursing including patient education and health promotion.
 Knowledge of current immunisation schedules, Diabetes management, asthma
   management, enhanced primary care items, infection control, CPR and emergency
   resuscitation techniques, equipment & drugs.
DESIRABLE:
 Competence in the use of relevant equipment & software – be specific, give brand-names
   if appropriate.
 Experience in similar role as practice nurse or community-based nursing.
 Experience with specific social groups serviced by practice, such as adolescents, aged
   care, migrant or refuge groups, aboriginals & Torres Straight islanders, etc.
 Additional qualifications such as Accredited Women‟s Health Certificate, Diabetes
   Education Certificate, Asthma/Spirometry qualification/education
 Training or experience in Medicare item numbers & health funds
 Member of APNA
Hours Of Work
List Monday to Friday hours. Weekend & Public Holiday work & frequency.
However it is expected that our staff will work extra time on occasions if this is required to
deliver essential patient care.
Breaks: 30 minutes for lunch and 10 minutes each for morning and afternoon tea to be taken
in shifts with other staff to ensure continuity of care. (if applicable)
Other Features: (Keep only those essential to position)                                 Date:
Permanent position with a qualifying period of 3 months.
Professional development provided or expected.
Requirement for use of own vehicle, if essential to the position.
Potential for contact with hazardous material such as blood & body fluids.
May be required to have some immunisations.
      __________________________________________________________________________________
                                                      Nov-1999, Feb-2001, Dec-2001,
                                                       Feb-2002, Feb-2003, Feb-2004.
                                                  Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                     Sec.2 HRM




               3.      SELECTION CRITERIA                  (Refer to Procedure 2.2 Step 4)


Customise this form by adding requirements from the job description for
 the position being advertised. (You can cut and paste each section).
          Remove all comments in italics, including this one.

                          Selection Criteria Form
CANDIDATE’S NAME:
JOB TITLE:
RESPONSIBILITIES - SKILLS & EXPERIENCE
List responsibilities from job description here, with a box to tick indicating the
candidate has experience in each area.
 Responsibility
 Responsibility
Comments:

PERSONAL ATTRIBUTES
List behaviours and personal attributes from job description here, with a box to tick,
indicating the candidate has demonstrated ability in each area. Note: Some
attributes may not be obvious from a resume. Other attributes, such as a stable
employment history, do not appear on the job description but may be added to the
selection criteria if relevant.
 Personal attribute
 Personal attribute
Comments:

EDUCATION & QUALIFICATIONS
List essential and desirable qualifications from job description here, with a box to tick,
indicating the candidate complies.
Essential:
 Qualification
 Membership of professional body
 Professional Indemnity Insurance
Desirable:
 Qualification
Comments:


OTHER




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
        (Practice Name) Policy & Procedure Manual                                  Sec.2 HRM


        List other selection criteria as applicable:
         Ability to use own vehicle
         Stable job history
         Additional expertise not in selection criteria, but which would be useful to practice
        Comments:


          When completed, attach this form to the candidate’s resume as a record of the
                                    selection process used.

             4. EMPLOYMENT APPLICATION FORM                            (Refer to Procedure 2.2
             Step 6)

           Customise this form by adding your practice name, address and logo
                here. Remove all comments in italics, including this one.

                            Employment Application Form
Name of Applicant:
Address:


Telephone Numbers:           Home:                           Mobile:

Position Applying For:

                              Formal Education and Qualifications
Year To / From               School / TAFE / University         Evidence of level/qualifications




                       Additional or Continuing Professional Development
Details of Course            Dates:                             Certificates attached:




           Licences, Insurance or Permits required to Practice (clinical positions)
Details: eg. Nurse/GP        Identification number:             Expiry date:
registration certificates




        __________________________________________________________________________________
                                                        Nov-1999, Feb-2001, Dec-2001,
                                                         Feb-2002, Feb-2003, Feb-2004.
                                                    Feb-2005, May-2006, March 2008, Aug 2010
        (Practice Name) Policy & Procedure Manual                                   Sec.2 HRM


                                       Previous Employment
Time Employed – Dates       Company                              Position held




                                    Right to work in Australia
Are you a permanent resident in Australia?                             Yes                       No

If no, please provide evidence of your right to work in Australia, such as an Australian Citizenship
Certificate, Australian or New Zealand passport, evidence of permanent residency status or a
temporary visa with the entitlement to work. Please specify the type of evidence you can provide:



                                            Medical History
Please provide details of any previous or current injuries, illnesses or disabilities which you are
aware of and which may affect your ability to carry out the requirements of the position.

This is required to assist us in our obligation to provide a safe workplace and enable us to
determine whether applicants are able to safely and adequately perform the duties required by
the position. Note: Failure to provide such information may constitute a breach of section 82(7)
of the Accident Compensation Act 1985 (Vic) and may result in a claim related to previously
known health matters not qualifying for workers compensation payments.



                                       Employment Declaration

I, __________________________________, understand that any misrepresentation of the facts
in this application may result in termination or disciplinary action. I declare that all details given
on this form are true and correct and I have never been discharged from employment through
dishonesty or other serious misconduct.

I understand that part of this application procedure may involve a pre employment medical
examination, police record check and/or other tests relevant to the duties required by the position,
and I authorise disclosure of the results of these tests to this practice.

I understand that I should provide details about any previous workers compensation claims or
conditions which may affect my ability to perform this position.

I consent to all reference checks which may be necessary to support my application.

Signature of Applicant:                                                 Date:           /        /

Full Name(Block Letters):

OFFICE USE ONLY:

Medical examination               YES/ NO           Date of examination:            /        /
        __________________________________________________________________________________
                                                        Nov-1999, Feb-2001, Dec-2001,
                                                         Feb-2002, Feb-2003, Feb-2004.
                                                    Feb-2005, May-2006, March 2008, Aug 2010
         (Practice Name) Policy & Procedure Manual                                   Sec.2 HRM


 arranged:

 Name of person arranging medical:

 Further comments:




             5.     REFERENCE CHECK FORM                       (Refer to Procedure 2.2 Step 7)

The purpose of reference checking is to verify claims made in the applicant‟s resume, application
and interview and determine the applicant‟s work performance in previous jobs. Be mindful of
EEO requirements and only ask questions which relate directly to the requirements of the
position. If possible, speak to the person‟s direct supervisor rather than a personnel officer or a
work colleague.


                               Reference Check Form
 Name of Applicant:
 Position Applying for:

 Company Name:                                                  Date rang:           /      /
 Spoke to:

 Suggested questions:

 What was their position and what kind of work did they do when he/she was employed by
 you?


 How would you describe the standard of ____‟s work?


 They have applied for the position of ____ with our practice. How would you describe their
 skill level in relation to this position?


 How were they in terms of... accuracy and quality of their work?

                                punctuality & reliability?

                                following instructions?


 How did they relate to...      patients?

                                co-workers?

                                their supervisor?


         __________________________________________________________________________________
                                                         Nov-1999, Feb-2001, Dec-2001,
                                                          Feb-2002, Feb-2003, Feb-2004.
                                                     Feb-2005, May-2006, March 2008, Aug 2010
        (Practice Name) Policy & Procedure Manual                                 Sec.2 HRM


Were they happy to work additional hours when required, do weekend work, etc (if
applicable)?

Were they able to show initiative and work out new or better ways to do things (if applicable)?


Did they have a lot of sick days, or other time off?


Verification of claims made in the interview (if applicable):
The applicant has told us that they were earning $XXX when employed by you. Can you
confirm this? (Ask only if appropriate, such as when the applicant has negotiated a salary
based on previous earnings).
The applicant has stated that he/she did XXX during the time they worked for you. Is this
correct?

Why did they leave?


Would you re-employ them if you had the opportunity? If not, why not?


If the company refuses to provide reference check information:
Some employers have a policy of refusing to give reference checks, and in other cases the
employee has reused permission for the employer to provide this information.

However, most companies will verify that the person worked for the company and confirm the
start and finish dates the candidate has stated on his/her application.

Many companies will also provide a Yes/No answer to the question: Would you re-employ
them if you had the opportunity?




        __________________________________________________________________________________
                                                        Nov-1999, Feb-2001, Dec-2001,
                                                         Feb-2002, Feb-2003, Feb-2004.
                                                    Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                  Sec.2 HRM




           6A.     JOB PACKAGE- Instructions & Checklist
           (Refer to Procedure 2.2 Step 9)


HOW TO USE THISJOB PACKAGE TEMPLATE:

INITIAL SET-UP PROCEDURE
    1. We recommend setting up the job offer template as a file in Word with the letter
       of offer plus all accompanying forms in the one document. Thus, you can print
       out everything at once. The forms which should accompany the letter and
       which can be put into the same Word document are:



                          Description of Forms to Include
           7B     Offer of employment to sign
           7B     Direct payment details for wages form
           7B     Superannuation fund selection form
           7B     Privacy statement form to sign
           7B     Employee personal details form
           7B     Staff immunisation consent/refusal form


   2. Customise the letter and all forms by inserting the name of the practice and key
      staff members where appropriate.

   3. Modify the letter and form to suit the specific requirements of your practice, but
      be mindful of the legal implications of any changes. Seek advice if you are not
      sure.

   4. Adjust the margins so that the letter and job offer pages fit onto the practice
      letterhead.


   5. Once the basic template has been customised, save any changes.

PREPARATION OF A LETTER OF OFFER ONCE DOCUMENTS SET UP
   1. To make it easy to produce a personalised job offer for a candidate the Letter of
      Offer has been set up so you can use the F11 key to go to each item you need to
      enter. (This will work provided the F-lock is set to „on‟. To set up more items,
      go to Word/Insert/Field/Fill-in)


   2. Once the individual letter has been prepared, check it thoroughly before
      printing. If you want to save it, make sure it is saved in a folder with password
      protection to ensure staff details are kept confidential. Do not save over the
      original template.


__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                       Sec.2 HRM

   3.       If you do not save the personalised letter of offer, make sure you take a
            photocopy of the letter of offer as a temporary record of the contract, to be kept
            on file at the practice until the signed copy is returned.

   4. The first 3 pages, which are the letter and job offer, should be printed on
      practice letterhead.

   5. The letter and both copies of the job offer should be signed by the Practice
      Principal.
   6. You will also need to add the following documents to the job package:



                               Description of Forms to Include
                3      Copy of the job description
                7D     Employee handbook
                       Standard choice form for superannuation (available from the
                       ATO or newsagents)
                       Employment Declaration Form, for tax file numbers (available
                       from the ATO or newsagents).
                       Staff Immunisation fact sheet (See procedure 3.1.4 DCGPA
                       Policy & Procedure Manual)
                       Copy of relevant workplace agreement, if applicable (not
                       relevant if employed under an award).
         Hint
        You may opt to include the practice code of conduct and key policies
        such as OHS and confidentiality as separate items or you can include
        them in the handbook.


   7. Use the list of forms checklist to make sure you include all items and check that
      it is the same as the list in the covering letter. Most employees will return all
      forms with their signed job offer, ensuring their Staff Employment Record File is
      complete as soon as they commence employment and you can have their
      payroll details such as banking & superannuation instructions set up before
      their first pay.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                  Sec.2 HRM




             6B.       JOB PACKAGE- Offer of Employment
             (Refer to Procedure 2.2 Step 9)


NOTE: The letter of offer should be provided prior to commencement, allowing the
candidate time to read through the offer and sign it to indicate their acceptance. It is a
legal document and should be written carefully – a poorly worded phrase, a typing
mistake or the omission of an important item may prove to be very costly to the
practice.

The letter of offer should include all main terms and conditions of the job, such as
reference to the job description, probationary period, the classification upon which
employment is based, status of employment (full time, part time or casual), the hourly
rate of pay, the relevant award or workplace agreement and any other terms and
conditions. A formal employment agreement should be provided upon commencement
if you are not using an award.

    Covering Letter
16 December 2010

Candidate Name
Address
Address


Dear First Name,

We are pleased to advise you that your application for the position of (Insert position
name) at (*Insert practice name) has been successful and we welcome you to our
practice.

You will find enclosed some information about your job, including the following:
           An Offer of Employment, with a section for you to sign indicating that you
             accept the job offered.
           A Job Description
           An Employee Handbook/attached sheet (delete whichever is not
             applicable) with information on your terms and conditions of employment
           An Employment Declaration Form, for your tax file number
           A Form for Direct Payment Details for Wages
           Forms to choose a Superannuation Fund (ATO and practice forms)
           A Privacy Statement, for you to read and sign
           A Personal Details Form for you to fill in

__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                  Sec.2 HRM


          An immunisation fact sheet and a form for you to consent to
           recommended immunisations or refuse them.
          A copy of your workplace agreement (delete if not applicable)

Please read this information carefully and do not hesitate to contact the practice if you
have any questions.

On your first day of employment please report to the Practice Manager who will
introduce you to our other staff and make arrangements for your induction. On your
first day we ask that you bring the following:
           Your signed acceptance of the offer of employment
           The Privacy Statement, signed
           The Employment Declaration form, filled in with your tax file number
           Your direct payment details for wages
           Your personal details form, completed, along with copies of your relevant
            qualifications if not provided at the interview.
           A mug for your tea and coffee.

A formal employment agreement will be provided upon commencement.

We hope you will enjoy working as a part of our team and look forward to a long and
pleasant association.


Yours faithfully



Signature of Practice Principal
Name of Practice Principal
Title of Practice Principal




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                    Sec.2 HRM


Offer of Employment

*Insert Practice Name (Legal name of employing entity)

To:   Candidate Name
      Address
      Address

We are pleased to advise you that your application for a position at (*Insert Practice
name) has been successful and we make the following offer of employment to you.
Your position, wage rate and terms of employment are:

Position:           Position title
Classification:     Classification under award or workplace agreement, if
applicable
Relevant Award or Workplace Agreement:              Specify award or workplace
agreement - make sure it is correct. Seek advice if unsure.

Rate of Pay: $XX per hour/annual salary
Start Date: XX at XX am

Special conditions of employment: Permanent with 3 month probationary period.
If part time, casual, or fixed-term contract state arrangements here. For fixed term
appointments specify the start and finish dates. For part time employees give time
fraction. You don’t need to specify the days to be worked by a part-time employee,
but if you do make sure you also say state days may be changed in accordance with
the future needs of the practice

General terms and conditions of employment at (*Insert Practice name) are included
in the <Employee Handbook/attached terms and conditions of employment>
(delete whichever is not applicable), which you will find enclosed with this job offer.
These terms and conditions include the hours of work and practice policies in relation
to staff conduct, staff induction, privacy, occupational health & safety and termination
of employment. Please read this information and your job description carefully and
make sure that you understand them before accepting this offer of employment. If
you have any questions do not hesitate to ring (*Insert practice manager and/or
principal name).

We welcome you as an employee of (*Insert Practice Name) and look forward to
working with you as part of our team.


Signed:   Signed by practice principal                     Date:         /       /

Acceptance of Offer of Employment

Please sign this form and bring it with you on your first day of employment.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                      Sec.2 HRM



I, Candidate Name, accept this offer of employment with (*Insert Practice name). I
have read and understood my job description and the terms and conditions of
employment, including rates of pay, special conditions of employment, hours of work
and practice policies in relation to staff conduct, staff induction, privacy, occupational
health & safety and termination of employment. I accept the job description and the
terms and conditions of employment.

Signed:    To be signed by candidate                             Date:     /       /


OFFICE USE ONLY


OFFER OF EMPLOYMENT

       Terms and conditions of employment included with job offer (handbook or
        information sheet)

       Copy with all pages signed by Practice principal given to candidate

       Copy of offer retained for practice records


RETURNED SIGNED OFFER OF EMPLOYMENT

       Signed copy given to candidate or retained by them

       Signed copy retained for practice records

Terms and Conditions of Employment at <Practice Name>

Include this section with the Letter of Offer if a Handbook is not used. Insert the
practice name where appropriate and modify the hours of work, penalty rate
arrangements, notice period for termination, policies and procedures below to reflect
those of the practice. Additional information may be included to ensure the new
employee clearly understands the expectations of the practice and is aware of
behaviours which may lead to termination of their employment.

Re: Appointment to the position of ...............................

Hours of work: In this position you will be required to work .......... hours per fortnight
between the hours of ............am and .............pm Monday to Friday. If you are
required to perform work outside the hours 7 am and 7 pm Monday to Friday, or on
Saturday or Sunday, you will be paid at the appropriate rate specified in the Award
and/or Agreement. You should note that additional hours must be authorised by your
immediate supervisor.

Payment of Salaries: As salaries are paid fortnightly into a nominated bank account
you will be asked to complete the appropriate form providing details of your bank
account in order to be paid.


__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                  Sec.2 HRM


Location: During the period of your employment you will be based at [Location], but
you may be required to relocate to another location within the Melbourne metropolitan
area.

Induction Program: You will be required to complete an Induction Program, which
will provide you with detailed information relating to the Occupational Health and
Safety requirements, privacy procedures and the practice Code of Conduct. It is
necessary for you to become fully aware of the details of both documents and you will
be asked to sign a form indicating that you have read and understood these
documents.

Occupational Health and Safety (OHS): This practice is committed to providing and
maintaining a safe and healthy workplace for doctors, staff, patients and all other
visitors and implements appropriate occupational health and safety policies. We
recognise that health and safety is an integral part of every activity we perform, and as
such we will comply with Occupational Health and Safety Act 2004), related legislation
and industry standards, with the aim of preventing workplace injury and illness.
Specifically this practice has a responsibility to ensure that incidents involving both
staff and patients and others are managed professionally and ethically, according to
relevant medical standards and guidelines.

As part of your induction program you will be instructed in safety and infection control
protocols ensuring risks are known and precautions taken, including vaccinations. It
is important to understand that both the management of <Practice Name> and its
employees are legally responsible for workplace safety. While at work you must take
reasonable care for your own health and safety and for the health and safety of
anyone else who may be affected by your acts or omissions at the workplace and co-
operate with your employer with respect to any action taken by the employer to
comply with any OHS requirement. Failure to do so will result in counselling and/or
disciplinary action including termination of employment.

Disclosure of information on pre-existing injuries: If you have any pre existing
injuries or diseases that might be affected or aggravated by the nature of your position
at <Practice Name> please advise the practice in writing before commencement of
your employment. If you fail to disclose this information or if you make a false or
misleading disclosure, then section 82(8) of the Accident Compensation Act will apply
and you may not be entitled to workers compensation for any recurrence, aggravation,
acceleration, exacerbation or deterioration of the pre existing injury or disease.

Privacy Policy: All patient information is private and confidentiality of patient
information must be maintained at all times. The rights of every patient are to be
respected. All information collected by this practice in providing a health service
is deemed to be private and confidential. All medical records and other files
containing patient details are stored so that access is restricted to practice staff.
Patient‟s medical records are medico-legal documents and are not to be left
where they could be viewed by others, especially on the reception desk.

Patient information is not to be discussed with or shown to staff members unless
this is required for the reasonable provision of patient care. Patient conditions
should not be discussed within the hearing of others. Patient information cannot
be disclosed to the families of patients or any other party unless the patient or
their authorised representative has given consent (in writing if applicable).


__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                 Sec.2 HRM


Under no circumstances are employees of this practice to discuss or in any way
reveal patient conditions or documentation to unauthorised staff, colleagues,
other patients, family or friends, whether at the practice or outside it, such as in
the home or at social occasions. This includes patient‟s accounts, referral letters
or other clinical documentation. General Practitioners and staff are aware of
confidentiality requirements for all patient encounters and recognise that
significant breaches of confidentiality may provide grounds for disciplinary action
or dismissal.

As part of your terms and conditions of employment with <Practice Name> you
will be required to sign a privacy statement. This privacy statement continues to
be binding on employees even after their employment has terminated.

Staff Presentation: It is expected that all staff maintain a clean, neat and tidy
appearance and dress in a manner which is not likely to be offensive to the
patients attending this practice. Staff are required to wear the prescribed uniform
whilst on duty. In cases where a uniform is not able to be worn, staff should wear
neat clothing similar to the prescribed uniform or clothing which conforms to
acceptable standards of professional dress. Clothing should be ironed, clean and
kept in good condition. Staff should maintain high levels of personal hygiene
paying particular attention to excessive body odours and general cleanliness. All
staff with long hair should have it tied back neatly. Make up and jewellery should
be kept to a minimum.

Staff Code of Conduct: It is expected that all employees will behave in a
courteous manner, which portrays the image of the practice in a positive and
professional way, while maintaining the levels of service and care which our
patients expect. Any staff member who interacts with patients, other visitors or
employees is expected to behave according to acceptable professional and social
standards at all times. Staff do not discuss patients outside the practice and are
mindful of the sensitive nature of patient‟s private medical information while at
work. Staff avoid making judgemental comments about patient‟s treatment by
other staff or medical practitioners inside and outside work. All staff are required
to be punctual when starting and finishing work each day.

Clinical and non-clinical staff perform duties within their legal scope of
responsibilities and maintain their knowledge, skills and attitudes through their
professional specialty organisations such as the AMA, ANF or AAPM. It is
expected that all employees act in accordance with specific practice policies and
procedures and/or the specific details contained in the job description or
employment contract. Employees failing to meet acceptable codes of conduct
will be counselled or disciplined in accordance with the disciplinary procedures of
the practice.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                 Sec.2 HRM



Bullying and Harassment Policy: Bullying and harassment is defined as any
unwelcome behaviour or communication which has no legitimate function in the
workplace and intimidates, humiliates or offends another person. Any form of
bullying or harassment is totally unacceptable in this practice.

Any employee who is subjected to bullying, harassment or intimidation by a fellow
employee, manager or supervisor should notify the Practice Principal or the Practice
Manager. All complaints of harassment will be promptly and confidentially investigated
using the practice‟s grievance procedure.

Bullying and harassment includes, but is not limited to:
     Name-calling and insults directed at another employee
     Writing of notes which are personally offensive to another
     Practical jokes (this may also be a safety issue)
     Unwanted physical contact of any kind
     Interfering with the personal property of any other employee
     Remarks or written comments which are personally insulting or offensive to
        other employees based on their race, background, gender, religion, sexual
        preference, appearance or any other personal attribute.
     Unwelcome sexual advances, requests for sexual favours and other verbal or
        physical conduct of a sexual nature
     Interfering with the equipment, property or work of another employee in a way
        which is outside the normal course of your duties. (Also a safety issue)
     Bullying can include isolating or excluding a person, psychological abuse,
        setting impossible deadlines, being overly critical and using aggressive
        language.

Behaviour is inappropriate and may constitute harassment if it is offensive to another
person, even if this was not the intention of the one initiating the behaviour. Bullying
and harassment may be a once-off incident or a pattern of behaviour. <Practice
Name> regards these actions and any similar behaviour as serious misconduct and
any person who is found to be behaving in this manner may have their employment
terminated.

Probationary Period of Employment: If your appointment is a permanent, full time
position it will be subject to the satisfactory completion of an initial three month
probationary period. During the probationary period the employment can be terminated
with one day‟s notice by either party.

Termination of employment: Your employment may be terminated by the employer
providing 4 weeks notice or payment made in lieu thereof. You may terminate your
employment by providing 4 weeks notice. Your employment will be terminated
summarily for any of the reasons listed in below.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                             Sec.2 HRM



Summary Termination of Employment: At any time, the employer may by notice in
writing summarily terminate the services of the employee under this agreement if the
employee:
     Engages in any act of commission or omission constituting serious misconduct
        in respect of their duties;
     Wilfully fails or neglects to perform or carry out their powers, functions or
        duties in an agreed manner;
     Commits a serious or persistent breach or non-observance of any of the
        provisions of this agreement
     Is engaged in any conduct which may tend to injure the reputation or standing
        of the employer;
     Refuses or neglects to comply with any lawful and reasonable order given to
        them by the employer or any other person duly authorised by the employer;
     Wilfully breaches the confidentiality of any client/customer/patient, employee
        or the employer
     Attends for work under the influence of drugs and/or alcohol.

Issued on: December 16, 2010

Dandenong Division of General Practice wishes to thank Colin Puls of Industrial
Relations Consultants for providing a template Letter of Offer of Employment
which has been used in compiling these terms and conditions of employment.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                 Sec.2 HRM



6C.    JOB PACKAGE FORMS- Direct Payment Details for
Wages. (Refer to Procedure 2.2 Step 9)

Customise this form by inserting practice name & logo here.

                 Direct Payment Details For Wages

Employee Name:

Instead of filling in the details on this form you may simply attach a deposit slip for
each account you wish to have your wages paid into.

Main account for payment of wages:
Name Account Is In:
Bank:
Branch Address:
BSB No:
Account Number:



Other accounts:
Name Account Is In:
Bank:
Branch Address:
BSB No:
Account Number:
Amount to be paid each week:
Description (rent, loan, savings, etc):



Name Account Is In:
Bank:
Branch Address:
BSB No:
Account Number:
Amount to be paid each week:
Description (rent, loan, savings, etc):


__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                               Sec.2 HRM




             6C.   JOB PACKAGE FORMS- Superannuation
             Fund Selection (Refer to Procedure 2.2 Step 9)

Customise this form by inserting practice name & logo here
Insert the practice name where appropriate and fill in the default
superannuation fund.

If your practice has a workplace agreement which specifies a superannuation
fund you do not need to give employees this form. All other employees are
entitled to choose their superannuation fund, but if they do not submit the form
within one month their superannuation contributions are paid into a default
fund nominated by the practice (often the industry fund, such as HESTA or
HSB). In addition to this form you must provide employees with a Standard
choice form for superannuation, which are available at the ATO or newsagents
and can usually be downloaded from your default fund‟s website.

For more information on superannuation obligations, visit
www.superchoice.gov.au or contact your division or employer group.


              Superannuation Fund Selection Form

Due to changes in government legislation you are now able to choose which
superannuation fund (*Insert Practice Name) can contribute to on your behalf.
Information is available from the practice manager on the performance of our default
fund, (insert name of default fund), or you can contact the fund on (insert telephone
number of fund). You can use this information to compare different funds – see „tips
for comparing funds‟ on the Choice of Superannuation Standard Choice Form
which is attached.

Once you have chosen a fund –

If you choose the default fund… you don‟t need to fill in the Choice of
Superannuation Standard Choice Form, just complete and sign this form.

If you choose another superannuation fund you will need to… complete this form
below and return it to the practice manager along with the following:
    1. The Choice of Superannuation standard choice form, which is attached, with
    Section B completed with your details.
    2. A letter from your chosen superannuation fund stating that they are a complying
    fund. (You can obtain these by ringing your super fund and requesting it)
    3. Written evidence from the fund they will accept contributions from your
    employer, and
    4. Details about how we can make contributions to this fund.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                 Sec.2 HRM



Additional Contributions (Salary Sacrifice and Personal Contributions)

If you would like to make additional contributions to your nominated fund this option is
available to you. Please select from the alternatives below and return this form to the
practice manager. If you have any queries about which option to select you may wish
to consult your financial adviser.

If you do not return the government form within one month of commencing
employment, your superannuation will be paid into the default fund.


Employee Name

Name of Chosen Fund

Member Number (if applicable)


I would like to make an additional contribution of           $             Per week.

I would like this contribution to be (tick one):

               Before tax (salary sacrifice)


               After Tax (employee contribution)


Signed:                                                   Date:




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
     (Practice Name) Policy & Procedure Manual                                  Sec.2 HRM



           6C.      JOB PACKAGE FORMS - Privacy Statement
           (Refer to Procedure 2.2 Step 9)


     Customise this form by inserting practice name & logo here
                         See Procedure 2.5 for more information


                                   Privacy Statement

I, ___________________________ understand this practice‟s requirement to
protect the privacy of information as detailed below.

All patient records including clinical data, accounts, verbal discussions, written
documents including those emanating from computers or facsimile machines
heard, written, received or otherwise produced by others or myself, are deemed
strictly private and confidential and are not to be discussed or in any way
released to anyone except under instruction by the Practice Principal or
designate, and according to privacy law*.

This privacy statement is binding even if I am no longer employed by this
practice.

I understand and am aware of the confidentiality requirements and recognise
that significant breaches of confidentiality may provide grounds for dismissal.



            Signed:                                            Date:            /       /

   Declared before:                                          (Print full name of            first
                                                             witness in block letters )
           Job title:
 Signed by witness:                                            Date:        /       /


* Commonwealth Privacy Act (1998) & Privacy Amendment (Private Sector) Act (2000)
* Victorian Health Records Act (2001)




     __________________________________________________________________________________
                                                     Nov-1999, Feb-2001, Dec-2001,
                                                      Feb-2002, Feb-2003, Feb-2004.
                                                 Feb-2005, May-2006, March 2008, Aug 2010
      (Practice Name) Policy & Procedure Manual                             Sec.2 HRM


             6C.    JOB PACKAGE FORMS - Employee Personal
             Details (Refer to Procedure 2.2 Step 9)


      Customise this form by inserting practice name & logo here
                      Employee Personal Details Form

     This form is to be filled in by all new employees and given to the payroll officer.
     For our records, please provide copies of all qualifications and training courses.

Full Name:
Address:


                                                               Postcode:

Telephone Number: Home                               Mobile:

Date of Birth:

Next of Kin:
Relationship:
Next of Kin telephone numbers:
Home:                                Work:                     Mobile:

Alternative Emergency Contact:
Relationship:
Alternative Emergency Contact Telephone numbers:
Home:                                Work:                     Mobile:

Do you have any medical condition which we should know about as your employer?
Give details including treatment required if necessary (for example, diabetes, epilepsy,
allergies to medications or food)




Comments or other information:




      __________________________________________________________________________________
                                                      Nov-1999, Feb-2001, Dec-2001,
                                                       Feb-2002, Feb-2003, Feb-2004.
                                                  Feb-2005, May-2006, March 2008, Aug 2010
 (Practice Name) Policy & Procedure Manual                                                                         Sec.2 HRM


      6C.    JOB PACKAGE FORMS - Staff Immunisation
      Consent/Refusal (Refer to Procedure 2.2 Step 9)

 Customise this form by inserting practice name & logo here
 This form should be accompanied by an Immunisation Fact Sheet, which can be
 downloaded from the Immunisation the Australia Program website at
 http://www.immunise.health.gov.au/. For more information about immunisation
 procedures refer to Procedure 3.1.4 in this manual or contact your division.



Staff immunisation consent / refusal and record form
 This document remains strictly private and confidential and will be filed with your staff records.

 Name of staff member…………………………………………Date of birth …………

 Position in practice ..........................................................................................

 Duties may include (please tick and add as appropriate):

  Handling specimens
  Wound dressings
  Instrument cleaning and reprocessing
  Cleaning of blood and body fluids
  Administration of vaccinations/injections
  Venipuncture/venisection
  Pap smears
  Diabetic testing
  Removal of sutures
  Spirometry testing
  ……………………...........
  ……………………………..

 Consent to discuss immunisation history provided
  Yes Signature required ……………………..
  No Please complete Immunisation refusal section

 Immunisation risks and benefits advice
 I, ........................................................................................... have received information about
 the risks of infection that this position at the practice poses and have also had the benefits of
 vaccination explained to me by ............................................ .

 Immunisation refusal (please also complete above statement)

 I do not wish to (please tick the appropriate statements):

  Have the vaccinations listed below

  Undertake any recommended serology testing to determine my antibody levels

  Disclose my vaccination history

 I agree to be immunised against the vaccines recommended and accepted below

 Please list any known allergies………………………………………………..
 __________________________________________________________________________________
                                                 Nov-1999, Feb-2001, Dec-2001,
                                                  Feb-2002, Feb-2003, Feb-2004.
                                             Feb-2005, May-2006, March 2008, Aug 2010
          (Practice Name) Policy & Procedure Manual                                      Sec.2 HRM


          Name of staff member…………………………………

          Signature…………………………Date……………….


          Name of person providing advice………………………

          Signature…………………………Date……………..




Disease        Vaccine     Date of       Serological   Recommend        Signature,    Post-         Date next
                           previous      testing if    vaccination      Date given,   vaccination   vaccination
                           vaccination   required      ()              batch no. &   serological   due
                           or exposure                 and acceptance   expiry date   testing if
                                                                                      required
                                                       (initial)
Diphtheria,    ADT
tetanus

Diphtheria,    dTpa
tetanus,       Boostrix/
pertusssis     Adacel
Hepatitis A    VAQTA
               Adult
               Havrix
Hepatitis B    H-B-Vax
               II Adult
               Engerix
Hepatitis A    Twinrix
&B             (720/20)


Poliomyelit    IPV(IPOL
is             )


Influenza      Influenza
               vaccine


Measles        MMR


Mumps          MMR


Rubella        MMR


Meningoco      NeisVac-
ccal C         C


Chicken        Varicella
Pox

          __________________________________________________________________________________
                                                          Nov-1999, Feb-2001, Dec-2001,
                                                           Feb-2002, Feb-2003, Feb-2004.
                                                      Feb-2005, May-2006, March 2008, Aug 2010
          (Practice Name) Policy & Procedure Manual                                     Sec.2 HRM




Disease        Vaccine    Date of       Serological   Recommend        Signature,    Post-         Date next
                          previous      testing if    vaccination      Date given,   vaccination   vaccination
                          vaccination   required      ()              batch no. &   serological   due
                          or exposure                 and acceptance   expiry date   testing if
                                                                                     required
                                                      (initial)




          __________________________________________________________________________________
                                                          Nov-1999, Feb-2001, Dec-2001,
                                                           Feb-2002, Feb-2003, Feb-2004.
                                                      Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                     Sec.2 HRM




           6D.         JOB PACKAGE - Employee Handbook
           (Refer to Procedure 2.2 Step 9)
 Hint

Although it may seem time-consuming initially to set up a handbook, it will save time in
training and induction of new staff and affords significant legal protection to the
practice.

Please refer to the Dandenong Casey General Practice Association web site
www.dcgpa.com.au to download the generic “Employee Handbook” template which will
require you to personalise for your practice.


           7. NOTIFICATION OF UNSUCCESSFUL APPLICANTS
           (Refer to Procedure 2.2 Step 10)

Option 1 – letter/email to be sent when application is first received
(recommended).

Before completing this letter you should decide how long the practice intends to keep
applicant‟s resumes. Between 3-12 months is usual. A period of three months is
recommended, as this saves on storage space, and you may not need to even set up a
formal file for the applications – just keep them in a folder and dispose of them after 3
months. After the nominated period the applications should be shredded or disposed
of as confidential documents.

If applications are received by email you can set up this letter as a draft, addressed
simply as „Dear applicant‟, and send it back to each candidate as soon as their
application is received. If the letter is posted it will be more efficient to do a mail merge
once a week or immediately after the closing date for applications.

If using this format to notify candidates upon receipt of application you will still need to
contact unsuccessful candidates who attend for an interview. It is courteous to ring
applicants who have been interviewed and advise them personally that they were
unsuccessful, but be careful answering questions about why they didn‟t get the job. It
may be preferable to say that you don‟t have all the information with you at the time and
you‟ll call them back, giving you time to work out an acceptable answer and seek advice
if necessary. Alternatively, a modified letter may be sent, thanking them for attending
the interview. For example: Thank you for applying for the position of «Position name» with
Practice Name, and for taking the time to come in for an interview. We regret to advise you
that on this occasion the position has been offered to another candidate.




Customise this letter by inserting practice name & logo here,
or by printing on practice letterhead. Insert Practice Name
where applicable in letter and time period applications are held
for.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                  Sec.2 HRM



Change times and dates in letter to reflect time line for
recruitment for this position.
16 December 2010


«FirstName» «LastName»
«Address1»
«City» «State» «PostalCode»


Dear «FirstName»,

Re: Application for Employment

Thank you for expressing an interest in the position of «Position name» at (*insert
Practice Name), which was advertised recently. We anticipate that short-listing of
candidates for interviews will commence early next week and if you have been short-
listed you will be contacted to arrange an interview time by the end of the week.
Should you not hear from us by (*insert date after interviews completed) you must
assume that you have not been short-listed.

We have a policy of keeping applicant‟s details on file for (* insert period applications
are kept for – between three and twelve months). At the end of the period your
application will be treated as a confidential document and disposed of accordingly.

We wish to express our thanks to you for making the effort and taking the time to
apply for this position. We take this opportunity to wish you well with your future
endeavours.


Kind regards



Signature of Practice Manager
Name of Practice Manager
Title of Practice Manager




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                      Sec.2 HRM



Option 2 – letter/email to be sent after position has been filled.


Before completing this letter you should decide how long the practice intends to keep
applicant‟s resumes. Between 3-12 months is usual. A period of three months is
recommended, as this saves on storage space, and you may not need to even set up a
formal file for the resumes – just keep them in a folder and dispose of them after 3
months. After the nominated period the resumes should be shredded or disposed of as
confidential documents.

It is courteous to ring applicants who have been interviewed and advise them
personally that they were unsuccessful, but be careful answering questions about why
they didn‟t get the job. It may be preferable to say that you don‟t have all the
information with you at the time and you‟ll call them back, giving you time to work out
an acceptable answer and seek advice if necessary. Alternatively, a modified letter may
be sent, thanking them for attending the interview. For example: Thank you for applying
for the position of «Position name» with Practice Name, and for taking the time to come in for
an interview. We regret to advise you that on this occasion the position has been offered to
another candidate.

The letter below has been set up as a mail merge document. You will also need to fill in
the name of the Practice and appropriate personnel.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                    Sec.2 HRM



Customise this letter by inserting practice name & logo here,
or by printing on practice letterhead. Insert Practice Name
where applicable in letter and time period applications are held
for.

16 December 2010


«FirstName» «LastName»
«Address1»
«City» «State» «PostalCode»


Dear «FirstName»,

Re: Application for Employment

Thank you for your application for the position of «Position name» with (*insert
Practice Name), which was advertised recently. We received a large number of
applications and regret to advise you that your application was unsuccessful on this
occasion.

We have a policy of keeping applicant‟s details on file for (* insert period applications
are kept for – between three and twelve months), and will contact you should a
suitable position become available during that time. To update any of your details
please contact me on the above number. At the end of the period your application
shall be treated as a confidential document and disposed of accordingly.

We thank you for your effort, and take this opportunity to wish you well with your
future endeavours.


Kind regards



Signature of Practice Manager
Name of Practice Manager
Title of Practice Manager



 Hint
For another sample format of a „Letter of Decline‟, refer to the „Division 1 Practice Nurse
Recruitment & Induction Kit‟, produced by the Melbourne Division of General Practice.
Contact your local Division of General Practice to obtain a copy off this CD-ROM.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
     (Practice Name) Policy & Procedure Manual                                              Sec.2 HRM


        8.      EMPLOYEE RECORD CHECKLIST (Refer to Procedure 2.2
                Step 11)


Record                    Description
1. Personal                     Personal Details Form with emergency contact details
Details
2. Position                     Original resume (if applicable) and job application forms with selection
                                 criteria form and any interview records attached.
Description &                   Copy of current job description (plus previous job descriptions, marked
Employment                       „superseded‟ and with the date of the change, if applicable)
Arrangements                    Letter of Offer of Employment
                                Copy of AWA, if applicable (applies only to employees under an
                                 individual agreement, not those employed under and award or a
                                 collective workplace agreement).
                                Details of agreements in relation to employment arrangements.
                                Agreements regarding hours worked, including any agreement to
                                 average hours or take time off in lieu of additional hours worked.
                                Details of any incentive schemes or performance bonuses.
3.                              Evidence of qualifications directly relevant to the position (copy of degree,
                                 certificate of registration, etc).
Qualifications,                 Evidence of Personal Indemnity Insurance cover, if applicable.
Insurance &                     Evidence that practicing certificates, registration documents and records
training                         of professional indemnity insurance are presented annually, where
                                 applicable (copy of annual renewal)
                                Evidence of participation in ongoing education or training appropriate to
                                 their role within the practice, including training sessions recommended in
                                 the „Training Schedule‟ in Section 8.1.2.
                                Quarterly CPD statements from the RACGP
4. Induction,                   Evidence of formal staff induction.
                                Evidence of training in all relevant OHS, security and clinical policies and
OH&S and                         procedures as detailed in the induction procedure – 2.4.
Practice                        Privacy statement completed and signed by the employee.
policies                        Staff Immunisation Consent/Refusal Form completed and signed by the
                                 employee.
                                Information provided by the employee about pre-existing medical
                                 conditions and/or previous workers‟ compensation claims which could
                                 affect their performance of duties in their current position, as required for
                                 full workers‟ compensation cover.
5.                              Employment Declaration Form (for tax file number).
                                Superannuation Fund Selection Form and ATO Standard Choice Form (if
Superannuation                   superannuation choice is applicable) or a superannuation form with
and Tax                          member number and authorisation of additional contributions
6. Payroll &                    Direct Payment Details for Wages Form or bank authority form - for
                                 lodgement of pay.
leave                           Written authorisations of any deductions to be taken from the employees
                                 pay.
                                Details of any pay rate increases and/or changes to classification
                                Records of any leave including annual leave and sick leave. Under the
                                 2006 WorkChoices Legislation these records must include details of how
                                 leave is accrued including the rate of accrual, the date on which the
                                 employee was credited with the leave, the amount taken by the employee
                                 and the balance remaining.
7. Performance                  Copies of staff appraisal forms
                                Details of formal discussions, agreements and disciplinary action.
review &
discipline
8. Termination                  Record of how/why the employment was terminated (resignation, notice,
                                 dismissal, etc, including resignation letter) and details of termination
of Employment                    arrangements such as pay, notice, redundancy, etc. See Procedure 2.7.


     __________________________________________________________________________________
                                                     Nov-1999, Feb-2001, Dec-2001,
                                                      Feb-2002, Feb-2003, Feb-2004.
                                                 Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                  Sec.2 HRM


           9.   INDUCTION CHECKLIST                (Refer to Procedure 2.2 Step 12 &
           Procedure 2.4)
                Staff Induction Checklist Part 1 - First Day
       This form covers the minimum information for briefing a new employee.
                         Tick off each item as it is completed.

PRACTICE ORGANISATION:
Explain:   History of practice & general practice structure                            
           Overview of philosophy and philosophy of practice, type of patients,        
           areas of specialist care, etc
           Introduction to all staff and their roles                                   
           Basic Overview of OHS policies


FACILITIES:
Explain:   Lunchroom, lockers, other staff facilities                                  
           Smoking area (outside, at rear of building only)                            
           Car parking arrangements                                                    



WORKING CONDITIONS:
Explain:   Working hours & breaks, roster procedures, time sheets                      
           Method and timing of wage payment                                           
           Policy & procedure for annual leave, sick leave, public holidays, etc.      
           Staff code of conduct                                                       
           Policies on alcohol/drugs, harassment, grievance procedures                 
           Use of phones, faxes, photocopiers, system for taking messages              



SAFETY & PRIVACY INFORMATION:
Explain:   General safety rules applicable                                             
           First aid                                                                   
           Location of hazardous substances & precautions for use                      
           Overview of Privacy policy                                                  
           Overview of medical & non-medical emergency procedures                      
           Blood and body fluid precautions.                                           



ONGOING INDUCTION PLAN:
Explain:   Job description, scope of role, terms & conditions of employment            
           Determine job-specific induction / training required                        
           Document an induction & training plan and time frame                        


INITIAL INDUCTION COMPLETED FOR: ____________________________ (Name)
Signed:

            Employee                          Inducting Officer                     Date
__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                  Sec.2 HRM


   Staff Induction Checklist Part 2 - Induction & Training Plan
Use this form to plan induction and training required and the timeframe for completion.
Print off an additional form if more room is required. Tick each item as it is completed.

POLICIES AND PROCEDURES:
   Procedure:                                           Time frame for completion:
   Staff Induction Checklist Part 3 – Key Policies                                          
   & Procedures read & understood.
   Additional job-specific procedures (list using                                           
   Job description as a guide eg include all of
   section 7 policies and procedures and 8.1.5,
   4.5, 4.7 &, 4.8 for medical and nursing staff):



USE OF PRATICE EQUIPMENT & SYSTEMS:
   Item:                                                Time frame for completion:
   Office equipment eg telephone                                                            
   Patient records systems & procedures                                                     
   Computer hardware & software                                                             
   Accreditation process & responsibilities                                                 
   Local networks & professional support                                                    
   HIC item numbers & billing                                                               
   Appointment Systems                                                                      
   Medical equipment eg steriliser
   Systems to follow up test results and referrals                                          
   Handwashing and other practice facilities                                                
   Others: List                                                                             



OTHER TRAINING REQUIRED:
   Item:                                                Time frame for completion:
   CPR                                                                                      
   Generating reminder/recalls                                                              
   Instrument cleaning and sterilisation                                                    
   Application of Standard precautions in                                                   
   General Practice
   Vaccine Cold chain requirements                                                          


INDUCTION COMPLETED FOR: ________________________________(Name)

Signed:

           Employee                            Inducting Officer                 Date
__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                      Sec.2 HRM




 Hint
Refer to procedure 8.1.2 for more information to assist with completing this section.

Staff Induction Checklist Part 3 - Key Policies & Procedures
All staff must read the Policy and Procedure Manual and familiarise themselves with the
policies and procedures of the practice as soon as possible after employment at this practice.

The policies listed below are included in your employee handbook and you are required to
read and understand them prior to working independently at this medical practice. If you have
any questions you want to discuss about these procedures your supervisor or a doctor from
the practice is available upon request.

The inducting officer and the employee must complete the following checklist within the
orientation period. A copy should be given to the new employee and the original kept in the
Staff Records file.


INFECTIOUS DISEASES PROCEDURES:
Throughout the course of work in a medical practice, you will come into contact with
people who may have infectious diseases. The occupational health and safety risks are
reduced if you have an understanding of your obligations and responsibilities when
working around infectious diseases
Tick to indicate the staff member named below has demonstrated competency in:
   Principles of infection control                                                       
   Blood and Body Fluid Spills                                                           
   Management of waste                                                                   
   Sharps disposal                                                                       
   Standard Precautions& additional Precautions                                          
   Use of Personal Protective Equipment                                                  
   Staff Immunisation                                                                    
   Practice Cleaning                                                                     



MEDICAL & NON-MEDICAL EMERGENCIES:
At times our staff members need to know what to do in the event of an emergency. If a
patient presents with an emergency condition or appears psychologically or physically
distressed our staff are aware of the appropriate course of action and are familiar with the
areas allocated to take such patients.
Tick to indicate the staff member named below has demonstrated competency in:
   Medical Emergencies and Urgent Queries (Triage Guide)                             
   Non Medical Emergencies                                                           
   Security                                                                          
   After hours service                                                               
   Non English speaking background patients                                          




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                      Sec.2 HRM


INCIDENT REPORTING:
The occupational health and safety law requires the prompt and correct reporting and
documentation of any incidents that occur within the workplace.
Tick to indicate the staff member named below has demonstrated competency in:
   Reporting Incidents and Injury and Adverse Patient Events                      
   Management Sharps and other body fluids exposure                               
   Complaints                                                                     



PATIENT INFORMATION:
As part of working in a medical practice, our staff have access to information about
patients that is personal, private and confidential. Care must be taken when dealing with
this information to maintain the patient’s privacy and treat the patient with courtesy and
respect at all times.
Tick to indicate the staff member named below has demonstrated competency in:
   Understanding Patient Rights                                                       
   Telephone & electronic communication                                               
   Practice Information Sheet                                                         
   Patient Reminder/Recall Systems                                                    
                rd
   Privacy & 3 Party Access to Personal Health Information                            
   Request for Personal Health Information under the Privacy Legislation              
   Medical Records Administration Systems                                             
   Follow up of Tests, Results and Referrals                                          
   Computer security                                                                  
   Appointments                                                                       
   Directory of local health and community services                                   



STAFF CONDUCT:
Our staff represent the practice when dealing with the public and are expected to conform
to standards of behaviour and conduct.
Tick to indicate the staff member named below has demonstrated competency in:
   Staff code of conduct                                                            
   Disciplinary Process                                                             
   Equal Opportunity, Bullying and Harassment                                       
   Smoking Drugs and alcohol                                                        



1, ___________________________ (Name of new employee) have received an explanation
and had an opportunity to read all of the items on page 1 and 2 of the „Staff Induction – Key
Policies and Procedures‟ and acknowledge that I understand the content of the items above. I
agree to abide by the procedures in the policy and procedure manual.


Signed:

        Inducting Officer                           Employee                          Date




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                               Sec.2 HRM

 Hint
The inducting officer should explain each procedure, giving reasons or example to
ensure the new employee understands the procedures. Real-life cases of times when
the procedure has prevented serious injury or when things have gone wrong assist with
understanding and retention, as well as making the training much more interesting.

Where appropriate, the inducting officer should demonstrate how the procedure is
performed, including the location of equipment, instruction manuals, forms or
materials. After explaining each procedure, allow the new employee to ask questions or
seek clarification. Once the new employee is confident that they understand the
procedure they should demonstrate this understanding by repeating or demonstrating
the procedure back to the inducting officer.

Induction training may be shared by a number of staff members depending on expertise
and time available but it should be co-ordinated by one staff member who assumes
responsibility for satisfactory and timely completion of the induction process.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
    (Practice Name) Policy & Procedure Manual                             Sec.2 HRM


          10.   PERFORMANCE REVIEW- Checklist (refer to procedure 2.6)



Process              Description
Step 1: Plan &        Arrange a time for the meeting, giving at least I week‟s notice.
prepare               Set aside at least one hour for the review, plus preparation.
                      Ensure reviewer has had training in how to conduct the
                      performance review.
                      Provide employee with Self-appraisal Questionnaire and a
                      copy of their current job description.
                      Review job description, previous reviews & self appraisal.
                      Plan what to say, making sure comments are specific and
                      constructive. Prepare evidence if required.
Step 2:               Select a quiet location, free from interruptions
Conduct the           Begin with a description of the review process and recognition
review                of the employee‟s strengths and achievements.
                      Discuss the employee‟s self appraisal.
                      Deal with any issues arising sensitively and constructively,
                      remaining calm and taking a break if necessary.
                      Review job description and previous goals.
                      Set mutually agreed future goals which will benefit both the
                      employee and the practice, using the SMART principle.(Refer
                      to Procedure 2.6 for more information about the SMART
                      Principle)
                      Document agreed goals along with actions required, support
                      and training to be provided and the time frame to completion.
                      Adjust job description if necessary.
                      Both parties sign the Performance Review Form, then a copy
                      is given to the employee and the original filed in the Staff
                      Record File.
Step 3:               Ensure the practice keeps all commitments made in the
Follow                review, ranging from promises for additional training and
through               career development or consequences for continued poor
                      performance (such as written warnings, as per Procedure 2.7).




    __________________________________________________________________________________
                                                    Nov-1999, Feb-2001, Dec-2001,
                                                     Feb-2002, Feb-2003, Feb-2004.
                                                Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                Sec.2 HRM


                     INSERT YOUR PRATICE NAME HERE
                   PERFORMANCE REVIEW FORM PART 1:
   INSTRUCTIONS FOR REVIEW PROCESS AND SELF-APPRAISAL QUESTIONAIRRE

What will happen in my performance review?

Your 12 month performance review is now due. At the review you will be able to
discuss your performance during the past year, and how your potential may be
developed to the full.

Performance reviews give you the opportunity to:
     Reflect on your work over the past year
     Receive appreciation and recognition for your achievements,
     Raise problems and resolve issues arising from your work
     Discuss your hopes and expectations for the next year
     Set goals for the future and
     Look at training and development opportunities you need to do your job
       better, develop your potential and further your career.

What do I need to do before the performance review meeting?

To get the most out of your performance review you need to prepare by completing
the Self-appraisal Questionnaire attached and returning it to the reviewer at least two
days before your review.

The Self-appraisal Questionnaire enables you to spend time reflecting on your
achievements and challenges over the past year, looking at:
     Your achievements: What have you done best, or with greatest
       satisfaction? How could these strengths be built on?
     The challenges you have faced: What you would have done differently?
       What have you done least well, or with least satisfaction? How could this be
       overcome?
     Circumstances: Were there any obstacles or circumstances which hindered
       you from accomplishing what you wished? Are they likely to recur? If so,
       how do you think they could be eliminated?
     Your job description: Whether your job has changed – is your job
       description still current?
     Opportunities for improvement: To improve your overall performance,
       what additional things could be done by management, yourself or others?
     Your plans for the next year:         What do you think should be the key
       goals in your work for the next year?
     Your career: What do you hope to be doing in (say) two years‟ time? How
       do you see your career developing? (We cannot make any promises but
       may be able to help with advice).


NOTE:    This form should be accompanied by a current job description.
         Return completed self-appraisal questionnaire to reviewer by:
         Date: ________________________



__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                                                             Sec.2 HRM


                       INSERT YOUR PRATICE NAME HERE
         PERFORMANCE REVIEW FORM PART 2: SELF-APPRAISAL QUESTIONAIRRE


Name:......................................................................Position:.......................................................

Period from: ............................to...........................Date of interview..........................................


A. Job Description:

Has your position description changed over the last 12 months? Is there anything in your
position description that you feel should change? YES  NO 
If YES, describe briefly:




B. The year in review

How would you rate your overall performance?

         1 ______________2_____________3_____________4_______________5
    Not at all satisfactory         Average                     Very satisfactory


What have been your greatest achievements or goals reached (list up to three)?




Are there any goals you feel you did not achieve?




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                         Sec.2 HRM



Are there any circumstances that have affected your performance negatively?
YES                    NO              MAYBE 
Please provide more information if you answered YES or MAYBE




Is there anything the practice could do to help you do your job better? Are there any aspects of
the management structure that you find frustrating or confusing? Can you suggest opportunities
for improvement?
YES             NO              MAYBE 

Please comment if you answered YES or MAYBE




Do you believe you “self manage” i.e. know what needs to be done and organise yourself and
others confidently?

YES            NO              ONLY AT TIMES 

Comments:




How do you feel about the following aspects of your work?
                                                                                            Significantly
                                                                                Decreased



                                                                                             decreased
                                                                     Remained
                                                Increased




                                                                     the same


                                                                                 slightly
                                                            Grown
                                                   a lot




My knowledge in my main area of work has
…….
My skills have….
My motivation has….




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                        Sec.2 HRM



How do you rate the following?




                                                                                           unsatisfact
                                          Very good




                                                                             satisfactor
                                                                Average




                                                                                             Highly
                                                      Good




                                                                                 Not




                                                                                              ory
                                                                                  y
My relationships with colleagues
The opportunity to use my best skills

Please comment on your responses:




C. The Future

What are your aspirations over the next few years?




Summarise the main goals with your position over the next 12 months (dot points are fine)




What personal or professional development /education would assist you in achieving your
goals?




Thank you!

Please take a copy of this form for your own reference and return the original to the
reviewer at least two days before your review.
__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                                                             Sec.2 HRM



                         INSERT YOUR PRATICE NAME HERE
             PERFORMANCE REVIEW FORM PART 3: ASSESSMENT BY APPRAISER

Name: ...................................................................Position: ........................................................

Period from: ........................to .............................Date of interview:...........................................


If there has been a previous appraisal please indicate how the level of performance was rated.
            1                     2                     3                      4                     5
            I---------------------I---------------------I---------------------I---------------------I
     Not at all                                       Satisfactory                                    Extremely satisfactory
    satisfactory



Please rate the following by ticking the appropriate box:

                                                              Not at all satisfactory           Satisfactory              Very satisfactory
Performance Description                                             1              2           3             4             5




1. ATTENDANCE
Daily attendance and punctuality
2. ATTITUDE
Ability to get along with others, loyalty, willingness, co-
operation, compliance with rules and policies, concern
for others
3. INITIATIVE
Ability to perform normal duties without prompting,
willingness to perform beyond normal standards,
concern for completion of tasks, ambition or drive,
creativeness, resourcefulness
4. PERSONAL QUALITIES
Impression made upon others by conduct, courtesy,
manner, habits, appearance, grooming and
appropriate dress
5. WORK PERFORMANCE
5.1 Leadership
Ability to instil confidence in and to motivate others;
maintain rapport, responsibility, ability to communicate
and provide clear direction
 5.2 Management
Planning own work and that of other staff members,
allocation of work according to capabilities and
learning needs, attitude towards economy, use of staff
and equipment
6. EDUCATION
Efforts to continue self development


Please rate overall performance over the last 12 months:

          1                     2                     3                      4                     5
          I---------------------I---------------------I---------------------I--------------------I
       Not satisfactory                        Satisfactory                              Very satisfactory

__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                           Sec.2 HRM

 Hint
If the performance review is performed by different appraisers it can be very difficult to
rate overall performance using a number scale and in these instances it may be better
to have a comment instead.

Position description – is it accurate, up to date and reflective of the actual position?




Management of position
What tasks have been performed well?




What has not been performed at a satisfactory level? Attach evidence.




What changes are required? (if necessary)




Plans for the future
What goals have been agreed upon by the employee and the reviewer?




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                        Sec.2 HRM


What assistance, training or development opportunities has the practice agreed to provide? (if
applicable)




What are the outcomes if these goals are achieved and/or the consequences if these goals are
not met?




Any further comments:




Time frame for further review:




Signed as a correct record of the performance review discussions and agreements:


           Name of reviewer                                          Signature


           Name of employee                                          Signature

 Date:            /       /                     Tick to indicate copy given to employee:         




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                  Sec.2 HRM



              11.      DISCIPLINARY PROCESS              Refer to Procedure 2.7)


Customise this form by inserting practice name & logo here
Witness Statement for Workplace Incident or Accident

Brief details of incident or accident:




Witnessed by ________________________________

Please write down everything you saw and heard of the incident. Be as factual and
objective as possible.

Include the following details:
1. Where you were and what you were doing at the time of the incident.
2. Attach copies of any relevant documents or evidence.
3. In the case of an accident or injury include:
     What the injured person was doing immediately prior to the accident if you saw
        this.
     Where the injury took place in the practice.
     A description of any injuries sustained, if observed.

  Hint: Ensure disciplinary clause is the same as in the employment agreement




Signed:                                                                /           /
                           Signature of Witness                             Date
__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                             Sec.2 HRM



Customise this form by inserting practice name & logo here
     Employee Counselling / Written Warning Record

Date:
                 /    /


Those present:



The purpose of this interview is:

Performance Counselling        A First Warning    A Second and Final Warning 

Was an offer made to the employee to have a witness present?

           Yes                       No                Not applicable 

SUPERVISOR: Outline by supervisor of areas of job performance, attitude or
behaviour which are not up to standard (must be clear and specific).




Was evidence of low performance or incident presented to the employee?

           Yes                       No                Not applicable 

Did the employee understand and acknowledge the above concerns and evidence?

           Yes                       No 

Has the employee been counselled or warned about this behaviour previously?

           Yes                       No 

If YES, give details & dates:




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                             Sec.2 HRM


EMPLOYEE: Response to supervisor‟s comments on employee performance or
attitude.




SUPERVISOR AND EMPLOYEE: Outline of items agreed upon as a result of this
interview and dates for their completion. (Prepare a written list of performance
objectives which will satisfy the supervisor and which the employee agrees he/she
can achieve and will be committed to achieving. Include dates for completion if
applicable.)




Consequences if items agreed upon are not carried out, or employee performance
objectives are not achieved within the agreed time frame:




The following assistance has been requested by the employee and agreed to by both
parties:




Time frame set for future discussions:



Signed:

                 Employee                                        Supervisor

A copy must be given to the employee:                          Tick to confirm




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                          Sec.2 HRM


Customise this form by inserting practice name & logo here
               Notice of Termination of Employment
 Hint – Ensure the termination notice as per the award or collective agreement complies with the
procedure you take. Before terminating an employee, all employers must ensure that the
termination meets the minimum requirements as set out in the Small Business Fair Dismissal
Code. Whilst this code is applicable to Employers who have less than 15 employees, IT IS
RECOMMENDED THAT ALL EMPLOYERS USE THIS CODE AS A MINIMUM SET OF PROCEDURAL
STEPS.
     A copy of the Small Business fair Dismissal Code is at
http://www.fwa.gov.au/documents/dismissals/Small_Business_Fair_Dismissal_Code.pdf
     For general information on dismissals from fair work Australia
http://www.fwa.gov.au/index.cfm?pagename=dismissalscoverage#harsh

To ______________________

You are hereby advised that your employment with <INSERT PRACTICE NAME> will
be terminated as of:

        Time: ______________             Date: _____/_____/_____ (See note below)

Reason for termination:




The practice is giving you a notice period of __________________, as required under
your award. During this time you are required to do one of the following, as indicated:

              Work out your notice
       You should work your normal duties until your termination time and date. Please
       note that any serious misconduct during this period may mean that you lose your
       entitlement to the remaining notice period.

 OR

            Be paid in lieu of notice
       You are to finish work immediately and will be paid in lieu of notice along with all
       other entitlements as prescribed by your award and/or the relevant Act.

 This letter was given to                                                      (NAME OF
                                                                               EMPLOYEE)

                          by                                                   (NAME OF
                                                                               SUPERVISOR)

        in the presence of                                                     (NAME OF
                                                                               WITNESS)



 Signed:                                                                       /      /

__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                                   Sec.2 HRM


                                   Supervisor                                               Date

                                                                                        /          /
                                     Witness                                                Date

Note on Termination Date: the termination date is the last day on which an employee works, whether
he/she works out a notice period or is paid wages in lieu of notice.

Customise this form by inserting practice name & logo here
                   Employment Termination Checklist
Name: _____________________________                          Date: _____/_____/_____

The following items have been completed:

          Keys returned

          Termination pay explained

          Written reference, if required

          Notification to Centrelink
          (if required to register for benefits or stop garnishees such as child support)

          Other:

Remarks:




 Signed:                                                               /        /
                          Supervisor                                        Date

Release of information consent

I understand that there are likely to be inquiries from future prospective employers
regarding my performance during the time I worked here.

          I hereby consent to the release of information regarding my
          performance whilst I was employed by this practice.
OR
          I do NOT consent to the release the information regarding my
          performance whilst I was employed by this practice.

Signed:                                                                 /           /
                          Employee                                          Date


Return of practice property & commitment to abide by privacy policy

I, _____________________________, declare that I have returned all documents
and materials relating to the practice, including patient information, products, training,

__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                      Sec.2 HRM


operations, procedures and security of this practice. I am also aware of the privacy
policy of this practice and understand that I am not at liberty to discuss any matters
concerning this practice or patient information with anyone except as authorised under
the privacy policy.

Signed:                                                         /          /
                        Employee                                    Date

Customise this form by inserting practice name & logo here
                           Staff Grievance Record

Brief details of incident or accident:




Reported by ________________________________

Stage            Description
Reporting of     Give details of how incident was discovered or reported:
incident




                 Date reported:                    Reported to:
Investigation    Summary of investigations undertaken and evidence found:




                 Evidence attached: Yes /No            Investigated by:
Action taken     Brief record of actions taken, including counselling, conciliation, etc




                 Documents attached: Yes /No          Implemented by:
Follow Up        Satisfaction with resolution of complaint. Referral to external agency
                 if required.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                    Sec.2 HRM


                  Documents attached:        Yes /No    Conducted by:

When the process is completed, file a copy of this record in the Staff Records File of
the employee who made the original complaint, the alleged harasser and the alleged
victim.



            13.           APPLICATION FOR LEAVE
         (SUBMIT LEAVE FORMS TO THE PRACTICE MANAGER FOR APPROVAL)

EMPLOYEE DETAILS:
SURNAME:                  _______________________________________________________

GIVEN NAME:               _______________________________________________________

POSITION:                 ________________________________________________________

I wish to apply for: ………………. days….……………hours leave.


LEAVE TYPE: (Circle appropriate type and fill in the number of days for each type)

ANNUAL LEAVE                No days _______     WORKCOVER                 No days _______

PERSONAL/CARERS             No days _______     TRAINING LEAVE            No days _______
LEAVE(previously sick
leave)
* Doctors Certificate attached:   YES / NO

BEREAVEMENT LEAVE           No days _______     LEAVE WITHOUT PAY           No days _______
                                                (NB. Requires Director’(s) Approval)

JURY DUTY LEAVE             No days _______     OTHER LEAVE:
* Legal Notice Attached                         (Specify:)_____________________________

TOTAL NO. PUBLIC HOLIDAYS INCLUDED IN PERIOD OF LEAVE: _____________ Days

FURTHER DETAILS, IF APPLICABLE: ___________________________________________

___________________________________________________________________________


LEAVE DETAILS: FIRST DAY OF ABSENCE:                   DATE: ______/______/__________

                          LAST DAY OF ABSENCE:         DATE: ______/______/__________

                          DAY RETURNING TO WORK: DATE: ______/______/__________


EMPLOYEE‟S SIGNATURE: __________________________________________________

DATE LEAVE APPLICATION SUBMITTED:               ______/______/__________

__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                             Sec.2 HRM

___________________________________________________________________________
                               Office use only
APPROVED BY:       ________________________________________________________

APPROVAL DATE: ______/______/______

PAID (Circle):   YES   NO                         DATE: ______/______/___________

SIGNATURE:       ______________________________________________________________

13               Abandonment of Employment – First Notice

        To be sent after 3 continuous days absence without
                             notification
                    Print on Practice letterhead


Date:             /    /

To:




You have not attended work at <Insert Practice Name> since
________________(date) and have not contacted the practice in any way to
give reasons for your absence.

Please contact the Practice Principal, __________________________(name)
,at <Insert Practice Name> between 9.00 am and 5.00 pm upon receipt of this
letter to explain your reasons for this absence. You are not under any
circumstances to work again before you have spoken with the Practice
Principal.

Failure   to    comply    with   this  instruction by  5.00   pm     on
_______________________ will leave <Insert Practice Name> little other
option but to conclude that you have abandoned your employment with this
company.

Any additional comments:




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                          Sec.2 HRM



Signed:
                       Practice Principal

                 Letter should be sent by registered mail or express post
             (keep copy of letter and bar code or receipt in Staff Records File)



          Abandonment of Employment – Second and Final Notice


Date:           /     /

To:




You have not attended work at <Insert Practice Name> since
_______________________ and have not responded to our previous letter
asking you to contact the practice to provide reasons for your continued
absence.

If you do not intend to return to work at <Insert Practice Name> please provide
notice of your resignation and fill in the form attached and return it in the
stamped, self addressed envelope provided. Please include any practice keys
along with any other relevant information or practice property with the forms.

So that we know your intentions as soon as possible, please contact <Insert
name of Practice Principal>, at <Insert Practice Name> between 9.00 am and
5.00 pm upon receipt of this letter. You are not under any circumstances to
work again before you have spoken with the Practice Principal.

Failure to contact <Insert Practice Name> by 5.00 pm on <Insert date one
week after date of letter> will leave us with no option but to conclude that you
have abandoned your employment with this practice and to terminate your
employment accordingly.

Yours faithfully,



<Insert name of Practice Principal>
Practice Principal


__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                  Sec.2 HRM

                  Letter should be sent by registered mail or express post
                 (keep copy and bar code or receipt in Staff Records File)
            Attach Termination checklist and stamped, self-addressed envelope




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                             Sec.2 HRM



       Abandonment of Employment – Notice of Termination
Sections in italics may not be applicable – check relevant award or
workplace agreement. Remove italics before posting.
Date:          /    /

To:




As you have not attended work at <Insert Practice Name> since
______________ and have not responded to our previous letters asking you to
contact the practice to provide reasons for your continued absence, we have
had no option but to conclude that you have abandoned your employment with
<Insert Practice Name> and to terminate your employment accordingly.

If you refer to Clause ___ of the _______________________ Award which is
attached you will see that because you did not give suitable notice to the
company you have forfeited any entitlement to annual leave accrued during
your time employed with the company.

Your final entitlements have been calculated as follows:

Item                                               Hours          Amount

Normal time
Pay in lieu of notice
Annual leave


Total paid on (date)                                              $

If you wish to receive a written reference please sign and return the forms
which were sent to you with previous correspondence. Please also return all
keys that have been issued to you.

We wish to thank you for your contribution to our practice and wish you all the
best for the future. If you have any queries please do not hesitate to call me.

Yours faithfully



<Insert name of Practice Principal>
Practice Principal

__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010
(Practice Name) Policy & Procedure Manual                                    Sec.2 HRM


                    Letter should be sent by registered mail or express post
                   (keep copy and bar code or receipt in Staff Records File)
Attach copy of relevant clause in award or workplace agreement and payslip from termination
                                              pay.




__________________________________________________________________________________
                                                Nov-1999, Feb-2001, Dec-2001,
                                                 Feb-2002, Feb-2003, Feb-2004.
                                            Feb-2005, May-2006, March 2008, Aug 2010

								
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