COMMUNICATION

WORKERS UNION

Tuesday, 31 October 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

 

 

 

 

 

 

 

 

 

 

 

 

National Agreement between POL and the CWU

for the Implementation of the New Grade and Role

of the Deputy Branch Manager (DBM)

 

BACKGROUND

 

The introduction of the DBM grade was an integral part of the 2004 pay agreement.  This deployment agreement has been developed and agreed following a number of constructive meetings between POL and CWU Headquarters to ensure:

 

1.  The roles and responsibilities are clearly defined.

 

2.  The recruitment and assessment process is fair and 

           reasonable.

 

3.  To agree a process where there is a need to cover existing counter hours coverage.

 

4.  The introduction of the role can commence from 1st July 2004 as agreed in the pay agreement.  The aim will be to ensure all assessments and placements will be completed by 31 August 2004.

 

 

5.  Any necessary duty reviews will be completed and agreed by 10 September 2004.

 

The grade and role of the DBM will replace the role of the PO(A) in the Directly Managed segment.  The new role is more closely aligned with a management role and is being introduced to provide more robust support for the branch manager and to ensure that there is a supervising manager (CM/DBM) on site during all operational hours.  It is accepted there will be times when a manager may not be on site. i.e. meal relief when only one manager is scheduled.

 

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CRITERIA ON IMPLEMENTATION

 

The following criteria has been agreed on the introduction of the DBM role:

 

1.  At least one supervising manager (CM or DBM) to be present during  operational hours.

 

2. DBM will not be scheduled on the counter when they are the only manager present (with the exception of when the CM is on meal relief).

 

3. The DBM will be expected to substitute for the Branch Manager during Annual Leave and will receive appropriate substitution payments.

 

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TRANSITION ARRANGEMENTS

 

The following transitional arrangements will apply until the DBM has been appointed and is in place:

 

1.         The POA will remain in situ and will continue to be paid their POA allowance and continue their POA duties until the DBM has been appointed and is in place.

 

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ROLE PROFILE

 

1.          It is agreed that the DBM role will be required to serve customers at the counter as with CWU grades, CSA and PO. This has been reflected in the role profile (as attached in Appendix 1) which has been fully agreed following consultation with the CWU and has incorporated their feedback. 

 

1.         The main role of the DBM will be to serve customers and perform administrative work.  It is recognised that when performing administrative duties the supervisory part of their role will be concurrent.

 

2.         The amount of serving time required for the DBM is not standard but branch specific as current with the POA role.  As well as counter serving hours that are scheduled for the DBM it is also recognised that they will be required to serve on the counter ‘ad hoc’ to maintain Quality of Service for our customers. 

  

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ASSESSMENT PROCESS

 

1.         The purpose of the assessment form is to record for appointment purposes suitable applicants via an objective assessment of an individual’s performance.

 

II.         The branch manager will be required to make assessments in three areas of performance, Knowledge, Skills and Behaviours.  The assessment will be a quantitative assessment of performance and must be supported by appropriate narrative giving evidence and work examples.

 

III.        If the Branch Manager has not managed the individual previously or for only a brief period of time, they will liaise with the Retail Line Manager in order to ensure that the individuals previous Line Manager is consulted.

 

IV.        Retail Line Manager will be required to sign off the assessment and has the authority to revise the scores. If the Retail Line Manager revises the scores then reasons for these revisions will be given.

 

V.         In order to pass the assessment an individual is required to achieve a minimum score of 6 per category i.e. Knowledge, Skills and Behaviour, e.g. if a candidate scores 7 for Knowledge and 8 for Skills, but only scores 5 for Behaviour, this means that they have failed the assessment. The Branch Manager is required to indicate whether a candidate has passed or failed the assessment in the appropriate box

 

VI.        The assessment will be shared with individuals. 

 

VII.     The normal appeals process for assessments will apply therefore any appeal will be in writing and will involve the Head of Area for POL and the TCR for the CWU.

 

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APPOINTMENT PROCESS

 

I.          Following the assessment process, resourcing will be ‘total field selection’.  The selection in the first instant will be an acceptable candidate from within the branch.  The successful candidate will be that with the highest overall score on the assessment. In line with paragraph 4v.

 

II.         It is recognised that exceptionally there will be occasions where there is an exceptional candidate from another branch where the RLM would want to place them in a different branch and this can be accommodated.  It is recognised this would be the exception rather than the norm.

 

III.        Selection will generally be within RLM patch although cross boundary selection may take place if the individual applies for a branch in another RLM patch, there is an exceptional candidate as above or there is no suitable candidate from within a RLM patch.

 

IV.        If following the current resourcing process there is no applicant or no suitable applicant for a specific branch it is agreed the post will be re-advertised.

 

V.         It is agreed that those colleagues that are on long term absence e.g. maternity leave will have the opportunity to apply and be assessed.

 

VI.        Due to the period for application following the advertisement for the DBM role late applications will be accepted if the individual is on annual leave etc.

 

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MANAGING SURPLUSES

 

1.          Where through this process there becomes a full time surplus the selection for redeployment will be on the basis of last in first out (LIFO).  This is defined as a full time Postal Officer or CSA2 within the branch with the shortest length of Post Office Service.  It is agreed that should there be a volunteer for movement then this will take precedent.

 

2.         For any displaced colleague ETE terms will apply.

 

3.          It is agreed that a candidate cannot be placed in another branch unless the surplus staff position can be resolved.  i.e. no branch can be in a supernumerary position following this process.  

 

 

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PROCESS FOR CONDUCTING DUTY REVIEWS

 

With the introduction of the new Branch Manager Grading Model and the DBM grade there are a number of scenarios of change and some that will require minor changes to the current set of agreed duties.

 

To facilitate this RLMs (POL) and the appropriate Section Secretaries (CWU) will be required to meet and discuss any extra hours needed in the situation where the current POA is scheduled on the counter and if the DBM would now be in sole charge.  In agreeing any extra hourage there will be a need to take into consideration the current efficiency of the branch and the necessity to maintain the current Quality of Service levels.  This meeting should be concluded within one normal working day and be scheduled for completion by Friday 20 August 2004.

 

The possible scenarios and scope for the need for change are as follows:

 

1.         Branches that currently have and will continue to have two CMs  - no change necessary for duties.

 

2.          Branches that currently have a POA for BM support and now have a CM – will now have an extra layer of management and therefore the Branch will have an increase in the establishment.  In view of this the current POA role will need to be reviewed to understand if all the current hours are still required.

 

3.         Branches that currently have a CM as BM support that is now graded as a DBM or current a POA now graded as a DBM – will require new duties if the current POA is scheduled for counter coverage when they now have sole responsibility for the branch.

 

4.          It is agreed that the formulation of the duties to ensure we have a manager on site and that the DBM is not scheduled for counter work when in sole charge is not prescriptive.  Therefore duties will be developed for ‘best fit’ with current needs of the branch.  It is important to note that either the CM or DBM will be required to be in attendance on Saturdays and the need for fairness in scheduling days off.

 

5.          To help the decision making process on whether a branch needs the additional hourage or can absorb the current scheduled counter time of the current POA when the DBM is in sole charge the current efficiency matrix will be provided to the RLMs and CWU Headquarters.

 

6.          Where there is a need for additional hours to maintain current Quality of Service it is agreed that the additional hours needed should be in the region of 6–8 hours for an individual branch.  There will be exceptions where more hours could be considered necessary.  I.e. Branches that have opening hours for longer than the normal core hours.  In agreeing any additional hours necessary the RLM and Section Secretary will take into account both current Quality of Service and current efficiency of the Branch in comparison with other branches in their matrix group.

 

7           Any other Quality of Service issues should be dealt with through normal business as usual processes.It is agreed that for the purpose of introducing the new grade the majority of the duty revisions should be ‘tweaking’ and not full blown revisions.  The normal process, in line with the Industrial Relations Framework Agreement, of the BM or S&E team seeking agreement with the Section Secretary will apply.   All duty revisions to be fully agreed and implemented by Monday 13 September 2004.

 

 

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PROCEDURE FOR DEALING WITH DISAGREEMENTS

 

Any disagreements will be subject to the Industrial Relations Framework agreement via TCRs/Heads of Area.

 

Stuart Stevens, Head of Operations and Andy Furey CWU Assistant Secretary will hear any point of principal disagreements.

 

 

 

 

 

 

 

------------------------------------                               -------------------------------------

Stuart Stevens                                                Andy Furey

Head of Operations DM                                   Assistant Secretary CWU

Post Office Ltd                                                                                                                             

 

  

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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

Attendance Procedure

Sales Code of Practise

Industrial Relations Framework Agreement

Bonus Scheme

Maternity Leave

Paternity Leave

Deputy Branch Manager

Background

criteria on Implementation

Transitional Arrangements

Role Profile

Assessment process

Appointment process

Managing surpluses

Process for conducting Duty reviews

Dealing  with disagreements

Operational Efficiencies

Managing Underperformance

CSA Pay Progression

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

produced by communication workers union – northern territory