Case Study E - Referral for support

Aisha is a sales representative and has recently found herself ranking last in the monthly sales figures for the last two months. She has been with the company for 2 years and for the most part, has performed extremely well.

Aisha met with her manager to hash out the different options for solving the problem, with the main aim of retaining her position. During the meeting, her manager notices that Aisha is withdrawn, quiet and clearly emotional. Looking at the relevant timesheets, her manager notices that she has been staying late on most evenings and coming into the office far earlier than normal. During the meeting, Aisha mentions briefly that she has been having problems with a family member who lives with her but doesn't elaborate.

Her manager feels they should offer Aisha some options for support.

Q:

1) Taking the role of Aisha's manager, what are the reasons why Aisha should be referred to a support service?

2) how I would manage the referral and outline the services that would be relevant for Aisha's situation?

Case Study F - Job role and responsibilities

Team leader instructions

Congratulations on your new role! Your responsibilities have increased in line with your promotion, and this means there are a few rules to learn and implement. This week we will take a look at workplace complaints and the organisational procedures you must now follow.

Workplace complaints

"A workplace complaint is when a staff member or volunteer believes they are being discriminated against or harassed at work because of a trait that is subject to applicable anti-discrimination legislation. Applicable legislation varies across different jurisdictions, this may include their gender (including pregnancy), sexual orientation, transgender status, race, colour, ethnic or ethno-religious background, descent or national identity, marital status, family responsibilities, disability, age, political conviction or religious belief.

Because of the complex issues sometimes involved in identifying some forms of indirect discrimination and harassment, managers handling workplace complaints are strongly advised to consult senior management and to request advice and assistance on legislation and policy requirements.

In general, managers will continue to handle the complaint with advice and assistance from senior management. Because of the sensitive nature of some complaints, managers should be aware that some complaint resolution options may not be appropriate, e.g., mediation of discrimination/harassment complaints."

Q:

1) what is the appropriate legislation for my jurisdiction?

2) what is the record of events (including dates, workers involved, and other relevant information) in Thi case?

3) how can I Follow-up on complaints to ensure they are dealt with in a timely manner?

Source:https://policy.csu.edu.au/document/view-current.php?id=60=1 (Accessed 22.01.21)

4) what are 3 organisational requirements when dealing with complaints and 4 legislative documents that you might need to refer to in the process?