Enhancing HR Management in Civil Society Organizations Workshop by Jagath Karunathilaka
Dive into the in-depth workshop on strengthening human resource management in civil society organizations conducted by Jagath Karunathilaka through virtual meetings using Zoom technology. The workshop spans over 10 days with 20 lesson hours, covering crucial topics such as HR practices, employment law, disciplinary management, and more. Gain valuable insights and tools to refine and optimize HR systems within your organization.
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Presentation Transcript
Workshop on Workshop on Strengthening Human Resource Strengthening Human Resource Management of Civil Society Management of Civil Society Organizations Organizations By By Jagath Jagath Karunathilaka Karunathilaka (Through Virtual Meeting (Through Virtual Meeting Zoom Technology) October 4 October 4 22 22 (20 Lesson Hours in 10 Days) (20 Lesson Hours in 10 Days) Zoom Technology)
Lesson Plans of HR Management of CSO Lesson Plans of HR Management of CSO Chapter No Lesson Topics Scheduled Date Timing Monday, 4th October 1 Business Code Practice, Compliance and Data Security Employment Practices 10.00 12.00am 2 Tuesday, 5th October 3 Recruitment, Selection and Induction 10.00 11.30am Wednesday, 6th October 4 General Terms and Conditions of Employment 10.00 12.00am Thursday, 7th October 5 Rewards and Recognition 10.00 11.30am Monday, 11th October 6 Performance Review, Training & Learning Practices Superannuation and Severance 9.00 12.00am Tuesday, 12th October 7 10.00 11.30am Wednesday, 13th October Thursday, 14th October 8 Conflict and Grievance Management 10.00 11.30am 9 Disciplinary Management 9.00 12.00am Thursday, 21st October 10 Employment Law & Employee Rights 10.00 12.00am Friday, 22nd October 11 Current Issues & Trends in HRM 10.00 11.30am
Chapter 9:Disciplinary Management Chapter 9:Disciplinary Management About This Chapter About This Chapter The disciplinary management chapter of this workshop is designed you to learn about how an employee shall conduct him/herself in accordance with their obligations and duties, whether expressed or implied, arising from their employment, whether during or out of working hours, at their workplace or elsewhere. Any conduct which is incompatible with such obligations and duties would constitute misconduct comprising of either minor or major offences which by implication are not tenable with their position as employees. The guidance and the tools introduced through this chapter can help you to set up, revise or realign existing disciplinary management system in your organization.
Disciplinary Management Disciplinary Management Disciplinary Procedure Disciplinary Procedure Obligation of an employee Lists of some acts of grave misconduct and some acts of minor misconduct Minor offences committed for the first time Disciplinary actions against probationers, temporary, contract and casual employees Termination on vacation of post Termination of service on general inefficiency Disciplinary orders in special circumstances Criminal offences and bribery Any employee charged / indicted by a Criminal Court Order of disciplinary authority including punishments and appeal process
Disciplinary Management Disciplinary Management Forms of Disciplinary Actions through a Formal Process Forms of Disciplinary Actions through a Formal Process Forms of disciplinary actions including key steps of domestic inquiry procedure Preliminary investigation, issuing a show cause notice on a prima facie case Interdiction and compulsory leave Framing /issuing a charge sheet on misconduct, charges on warrant dismissal and suspension, formal inquiry proceeding, action on grave misconduct Formal inquiry proceedings (appointment of prosecuting officer and inquiry officer, defence representative Order of disciplinary authority including punishments and appeal process
What is Disciplinary Management? Disciplinary management is about following a fair and reasonable process with your employee to deal with an issue of misconduct or to improve performance. Disciplinary processes need to be carried out correctly, as processes which may end in someone losing their job always poses an element of risk to an employer. When carrying out a disciplinary process, you have to act in good faith. All too often employers are found out through a grievance process if they have not given the employee a fair hearing and given the situation due consideration.
What are the three principles of natural justice? Essentially, natural justice requires that a person receive a fair and unbiased hearing before a decision is made that will negatively affect them. The three main requirements of natural justice that must be met in every case are: adequate notice, fair hearing and no bias.
