COMMUNICATION

WORKERS UNION

Wednesday, 01 November 2006

A website for CWU Counters members in the North

Northern Territory

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Text Box:   Home  Text Box:   Agreements  Text Box:   Territorial Reps  Text Box:   Branches & Reps  Text Box:   Pay Rates  Text Box:   News  Text Box:   Links

 

 

 

 

 

 

 

 

 

 

 

Agreements

 

 

 

 

 

 

 

 

 

 

 

Contents

 

 

Agreements

Group Wide Agreements

Managing the Surplus Framework Agreement (MTSF)

Ill Health Procedures

Ill Health Addendum

Grievance Procedures

Grievance Guidelines

Bullying & Harassment Procedures

Bullying & Harassment Flowchart

Bullying & Harassment Appeals guide

Bullying & Harassment Investigators Guide

POL Wide Agreements

Branch Office Staffing Agreement (BOSA)

Conduct Code

Conduct Guidelines

Appeals Guidelines

Introduction

The Standards for Handling Appeals Cases

Professionalism

Timelines

Measurability

Documentation

Individual Rights to be Observed

Steps in the Appeals Process

Fig. 1  Appeals Process

The original Disciplinary /Summary Termination Decision

Handling of the Case Papers

Appeals against Formal/Final Warnings

Appeals Against Dismissal/Summary Termination of Contract

Hearings and Investigation

Decision and Follow-up

Annex 1.  Employee Appeals

Invitation letter to Appeals Interview

The Appeal Hearing

THE PURPOSE OF AN APPEAL

NOTIFICATION OF INTENTION TO APPEAL

APPOINTMENT OF A MANAGER TO HEAR YOUR APPEAL

WRITTEN APPEALS

SETTING A DATE FOR AN APPEAL HEARING

VENUES FOR APPEALS HEARING

DURATION OF THE HEARING

THE APPEALS INTERVIEW

FOLLOWING THE INTERVIEW

EMPLOYMENT RIGHTS

FURTHER INFORMATION

 

Attendance Procedure

Sales Code of Practise

Industrial Relations Framework Agreement

Bonus Scheme

Maternity Leave

Paternity Leave

Deputy Branch Manager

Operational Efficiencies

Managing Underperformance

CSA Pay Progression

 

Appeals Guidelines

 

1.     Introduction

The adoption of clear and efficient appeals processes is fundamental to the operation of the Conduct Code for employees, and the effective management of agents’ contracts.  Bu observing the standards and following the procedures described below thoroughly you will be able to ensure that individual rights and reasonable timescales will be observed.

 

These guidelines apply to both employees and agents.   However, there are significant differences in the contractual status of these groups which will be reflected in the way the appeals are managed.  These differences are highlighted in the following text.  In brief, you will see that employees have a right of appeal against formal warnings, final warnings and dismissal.  Subpostmasters have a right of appeal against summary termination of contract (i.e. termination without 3-months notice).

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2.     The Standards for Handling Appeals Cases

These standards were developed to support the professional handling of appeals cases.  They reflect the requirements of the Conduct Code for all employees, and best practice in handling agents’ summary termination cases.  Please observe them.

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2.1    Professionalism

All cases will be dealt with using a high degree of professionalism.  In practice this means we will always aim for fairness, reasonableness, consistency, impartiality, thoroughness and credibility.

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2.2    Timelines

All cases will be dealt with as quickly as possible, consistent with the need for thorough consideration and investigation.

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2.3    Measurability

It will be essential to ensure cases conform to company standards, ethics and values.  This will be achieved through:

 

·         Evidence of reasonable timescales being met.

 

·         Correct processes followed as detailed in the flowchart at Annex 1.

 

·         Local reviews of cases by Personnel/ Agency recruitment Managers.

 

·         Improvement opportunities identified by managers hearing appeals.

 

·         Follow-up evidence of implementation opportunities as appropriate.

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2.4    Documentation

High standards of documentation will be maintained covering:

 

·         Rigorous examination of evidence.

 

·         Clear reasons for decisions.

 

·         Comprehensive reports containing all relevant factors.

 

·         All investigatory material included.

 

·         Papers presented in orderly fashion.

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2.5    Individual Rights to be Observed

This is to include evidence that people fully understand their rights, including the right to have a friend/trade union representative at the appeal hearing.

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3.     Steps in the Appeals Process

There are 4 distinct steps in the appeals process:

 

·         The original decision.

 

·         Handling of the case papers.

 

·         Investigations and hearings.

 

·         Decision and follow-up.

 

The process is shown in the flowchart overleaf.

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Fig. 1  Appeals Process

 

 

 

 

 

 

DISCIPLINARY ACTION

 

 

ê

 

 

 

APPEAL LODGED

 

 

ê

 

 

 

 

PAPERS SENT TO APPEALS MANAGER

 

 

ê

 

 

íYes

 

IS INVESTIGATION NEEDED?

 

 

No

ê

 

INVESTIGATE

è

 

 

APPEAL HEARING

 

 

 

 

 

í Yes

 

IS FURTHER INVESTIGATION NEEDED?

 

 

No

ê

 

INVESTIGATE*

è

 

 

MANAGER MAKES DECISION + DOCUMENTS

 

 

 

 

ê

 

 

 

 

 

DECISION COMMUNICATED TO APELLANT

 

 

ê

*Appellant must be given an opportunity to respond to new evidence before a decision is made.  In some cases it may be necessary to reconvene the Hearing.

 

 

 

PAPERS SENT TO PERSONNEL

 

ê

 

 

CASE COMPLETED

 

 

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4.     The original Disciplinary /Summary Termination Decision

It is important that the rationale behind the decision is clearly documented, using the case summary template provided in the Conduct Code Guidelines.  It is the line manager’s responsibility to provide this documentation.  This case summary must not be a substitute for proper investigation, since managers hearing appeals will probably still need to gather further information about the circumstances surrounding the original decision.

 

Agency Recruitment Managers are responsible for ensuring a similar case summary is also completed for agents who appeal against summary termination of their contracts.

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5.     Handling of the Case Papers

5.1    Appeals against Formal/Final Warnings

Second-line managers are responsible for hearing appeals against formal warnings and third-line managers for appeals against final warnings.

 

On receipt of notification of an appeal, all relevant documents will be passed to the next line manager.

 

Appeals against final warnings with additional disciplinary action which involve a loss of pay will be heard by an Appeals Manager from the National Appeals Panel (see 5.2 below)

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5.2    Appeals Against Dismissal/Summary Termination of Contract

These are appeals due to be heard by an Appeals Manager from the National Appeals Panel.

 

As soon as the appeal is lodged, the Personnel/Agency Manager will send the case summary (for employees this is contained in the Conduct Code Guidelines) by e-mail or fax to the Employee Relations Manager, Human Resources Group.  At this stage the file containing the appeals papers should be retained locally.

 

The Employee Relations Manager will allocate the case to an independent Appeals Manager and advise the originating unit who will then forward the case papers by registered post.

 

It is vital there is no delay in forwarding the papers.

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6.     Hearings and Investigation

6.1    The first task is to fix a date for the hearing.  Individuals have the right to put their case in writing or to attend an interview.  However, it is important they are encouraged to attend an interview to take the opportunity to put forward their case.  It is customary to fix a venue within easy reach of the individual’s home.

 

6.2    Suggested model letters inviting individuals to an interview are at Annex 1 (Employees) and Annex 2 (Agents).

 

6.3    The originating region/business unit should unsure that refreshments are readily available at the interview location, and provide an impartial notetaker where this is requested.  In advance of the hearing, the appeals manager must ensure the notetaker is acqu