Case Study 1 Dealing with staff performance issues

A junior member of staff has just returned to work after taking special leave to care for her elderly mother. For financial reasons she needs to work full-time. She has been having difficulties with her mothers home care arrangements, causing her to miss a number of team meetings (which usually take place at the beginning of each day) and to leave work early. She is very competent in her work but her absences are putting pressure on her and her overworked colleagues. You are her manager, and you are aware that the flow of work through the practice is coming under pressure. One of her male colleagues is beginning to make comments such as a womans place is in the home, and is undermining her at every opportunity, putting her under even greater stress. Task: How will you resolve the dilemma? Key fundamental principles

(1) Integrity: You need to be fair to all those involved and act in a straightforward manner.

(2) Confidentiality: You owe a duty of confidentiality to the staff involved.

(3) Professional behaviour: How should you proceed so as not to discredit yourself, your profession or the practice for which you work?

(4) You should document, in detail, the steps that you take in resolving your dilemma, in case your ethical judgement is challenged in the future.