| Ref | Assessment criteria | Initial assessment | If Green what evidence do I have? | Locator Ref | If Amber or Red what do I plan to do? | Review comments | |
| 1.1 | Critically assess different ethical standpoints on people practice and the maintenance of high standards of ethical behaviour | Led ER team to significantly reduce number and duration of suspensions relating to ER cases and introduced pro-forma to assist in reviewing these regularly. Advised case manager to stand down after she indicated she may have pre-judged a case outcome. Completed data protection training. Introduced risk assessment pro forma to be used when there are concerns about sharing witness statements with grievance outcomes. | 11.01 and 11.55 11.02 11.27 11.35 | 25/06/21 Provided ER input into potential plan to introduce ill-health severance to brands which don’t currently have it. (See 11.50). | |||
| 1.2 | Justify business improvements in relation to: the promotion of fairness and transparencywell-beingemployee voicelearning. | Introduced ER team meetings to talk about cases – to promote consistency. Introduced ER case dashboards. Introduced rule that dismissal cases that go to appeal must be supported by a different ERA from the one who supported the dismissal. Wrote and rolled out welfare contact guidance to ensure excellent welfare support to those out of the business through long term sick, suspension, etc. Led refresh of 7 staff committees including meeting cycles, discussion items and feedback cycles. Re-wrote investigation training to enable it to be provided virtually in 2.5 hours rather than all day as a face to face seminar. Introduced ‘lessons learned’ sessions after appeals which overturn disciplinary sanctions. | 11.05 11.07 11.08 11.03 11.04 11.06 11.36 | 11/06/21 Led ER input into x role 5-year Strategy planning meeting. (See 11.53) 17/06/21 Delivered pilot session of new investigation training and identified improvements to be made. (See 11.49, 11.51). Provided ER input into manger guidance for handling isolation due to increase in employee isolation absences, to ensure employees are treated fairly and we are transparent with our processes (see 11.69). | |||
| 1.3 | Self-evaluate personal and professional integrity in relation to ethical practice, professional courage and influence, and valuing people. | Challenge senior leaders who are not receptive to ER input. Influenced xxxxx to change which business area she supports despite her reluctance, by talking about possible growth opportunities. Wrote and rolled out welfare contact guidance to ensure excellent welfare support to those out of the business through long term sick, suspension, etc. Highlighted my team’s hard work on reducing suspensions to our Head of Department and then passed on her (and our Director’s) praises back to the team. Highlighted YYYY’s good work on the new ER tracker. Supported collective consultation process at AAAAAA while being made redundant myself. | 11.09 11.10 and 11.60 11.03 11.01 11.18 11.19 | I believe that I have integrity and that I am skilled at valuing people, but I believe that I am lacking in professional courage purely because I lack confidence in my ability. I will seek to recognise where my skills lie and take opportunities to validate those skills. I will work with a professional coach to develop confidence in my ability. In addition, I believe that influencing is an area which can always be strengthened. I will look for opportunities to use different influencing techniques. I will read “How to Win Friends and Influence Them” by Dale Carnegie and watch Ted Talks on the subject. | 20/05/21 Met with potential coach for “meet and greet” session. 23/05/21 Watched TED Talk on “How Not To Take Things Personally” in order to help retain professionalism in situations which feel like a personal attack. 28/05/21 Highlighted team member hard work by passing feedback to Head of Department – showing ‘valuing people’ (see 11.40). 03/06/21 Delivered a session to Engineering Directors to promote ER (See 11.44). 03/06/2021 Goal setting session with coach (see 11.46). 11/06/21 Led ER input into X role 5-year Strategy planning meeting (see 11.53). 25/06/21 Provided ER input into potential plan to introduce ill-health severance to brands which don’t currently have it – influencing senior management to steer away from something I don’t believe is fruitful (see 11.50). 01/06/21 to 27/06/21 have been reading How To Win Friends and Influence People and considering the key messages. | ||
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