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Codes of Conduct All Bounce Fitness Employees are expected to demonstrate the following: Make sure all activities are appropriate to the a...
Codes of Conduct
All Bounce Fitness Employees are expected to demonstrate the following:
Make sure all activities are appropriate to the age, ability, and experience of those taking part and ensure all participants are suitably prepared physically and mentally when learning new skills.
Promote the positive aspects of fitness.
Always report any incidents, referrals, or disclosures immediately, following the appropriate guidelines set out in the Bounce Fitness procedures
Consider the wellbeing and safety of participants before the development of performance
Encourage participants to value their performances and not just results
Never consume alcohol immediately before or during training or events.
Never condone rule violations or use of prohibited substances
Display consistently high standards of behaviour and appearance, dressing suitably and not using inappropriate language at any time whilst involved with Bounce Fitness activities
Hold the appropriate, valid qualifications and insurance cover
Develop an appropriate working relationship with participants based on mutual trust and respect
Make sure that confidential information is not divulged unless with the express approval of the individual concerned
Bounce Fitness leaders are expected to embody the following qualities:
Commitment
Leaders serve as role models to the employees around them. Therefore, leaders must always strive to exemplify Bounce Fitness standards and values so that others will follow in their likeness.
Diligence
Leaders must demonstrate the accurate and timely completion of their duties and tasks.
Respectfulness
Leaders must keep in mind that each individual, employee or client, is different and that each one has their own needs and circumstances. Leaders must take these individualities into account when determining the most suitable course of action to take.
Version Control & Document History
Date | Summary of modifications | Version |
01 October 2020 | Version 1 produced following assessment validation. | 1.0 |
11 March 2021 | Updated font sizes and colours Minor fixes to grammar and spelling | 1.1 |
Code of Ethics
Bounce Fitness requires its employees to carry out their duties and responsibilities at all times in a way that does not compromise professionally, ethically and morally any person with whom they interact in a professional setting, regardless of position, situation or condition that person in society.
Relationships with and Responsibilities to Clients
Confidentiality
Beyond to the necessary information sharing with professional colleagues, Bounce Fitness employees are responsible for safeguarding confidential customer information in accordance with privacy laws.
Personal Relationships
Bounce Fitness employees are not to enter personal relationships that aim to damage the integrity and professional trust of the establishment.
Respecting Client’s Rights
Bounce Fitness employees s have a responsibility to promote and protect the dignity, privacy, autonomy, and safety of all people with whom they interact regardless of position, situation or condition that person is in society.
Bounce Fitness employees have a responsibility to inform all clients of an y financial costs that they may incur in consuming any goods or services. Costs must always be fair and reasonable, reflecting the services provided.
Professional Integrity
Advertising
Bounce Fitness employees s may advertise in relation to their own professional practice if the advertising is not false, misleading, deceptive, or likely to mislead or deceive, is not vulgar or sensational, and does not claim or imply the superiority of the Bounce Fitness employees over any or all other Bounce Fitness employees s. This advertisement may contain a statement on the Bounce Fitness employees' areas of expertise in practice.
Discrimination
Bounce Fitness employees shall not discriminate in professional practice, on the basis of ethnicity, culture, impairment, language, age, gender, sexual preference, religion, political beliefs, or status in society.
Personal Abuse or Alcohol or Other Drugs
Bounce Fitness employees have a responsibility to promote and protect the dignity, privacy, autonomy, and safety of all people with whom they interact regardless of position, situation or condition that person is in society.
Loyalty
Bounce Fitness employees shall be loyal to their professional organisation and their fellow members of the profession and shall respect and uphold their dignity.
Public Comment
Bounce Fitness employees must ensure that it is clear when publishing articles or comments that they represent the profession or make personal comments.
Working Relationships
Bounce Fitness employees shall respect the needs, traditions, practices, special competencies, and responsibilities of their own and other professions, as well as those of the institutions and agencies that constitute their working environment.
Professional Development
All Bounce Fitness employees have a personal responsibility to maintain their own professional competence, and each must strive to improve and update their knowledge and skills. Employees, as members of Bounce Fitness, shall promote and maintain practice based on current research and knowledge and develop this knowledge body as appropriate.
It is the responsibility of each Bounce Fitness employees to contribute to the continued development of the profession through the critical evaluation of professional practice, research, apprenticeships, continuing education and membership of the association.
Research
Employees undertaking research for Bounce Fitness will seek ethical approval from relevant bodies before they begin. Any research undertaken has ethical requirements with which the exercise professional must comply.
Professional Standards
Competence
The exercise professional must acknowledge the boundaries of their competence. They shall provide services and use interventions for which they are qualified by training and experience.
Referral of Clients
Bounce Fitness employees have a responsibility to respond to all referrals in a timely manner as stipulated by the organisation’s policy.
Keeping Records of Clients
Bounce Fitness employees shall keep records and reports clearly and concisely for the information of clients, professional colleagues, legal purposes and to record fitness services.
Confidential and Proprietary Information
Employees must ensure the confidentiality of the information by only discussing it with recognised, trusted, and authorised people of the organisation.
Employees of Bounce Fitness must defer from disclosing any confidential and/or proprietary information from the organisation at any time during or after the course of his or her employment with Bounce Fitness.
Confidential Information include:
Personal Information
Legal Documentation Proprietary Information include:
Financial data
Testing results
Trade Secrets
All codes recorded on this document are adapted from and is compliant to the Fitness Australia Code of Ethics.
Communication Policy and Procedures
Policy
Bounce Fitness specialises in offering group exercise programs, personal fitness services, and dance classes. The purpose of this Communications Policy is to standardise the communication channels within the company.
This policy ensures that important information is disseminated amongst the Bounce Fitness staff in a way that is easily accessed, accurate, and appropriate in content. This process is done is in accordance with legislative requirements and standards of best practice.
Communication Channels
Employees are highly encouraged to utilise all communication channels for work-related purposes. They must comply with this policy and other applicable policies and legislation. Failure to do so may result in disciplinary action. News and updates within Bounce Fitness that related to ongoing company activities and events can be shared using the following communication channels.
Bulletin Board
To disseminate significant announcements relevant to employees’ interests in an easily accessible location. This includes upcoming training sessions and current employment vacancies.
Emails
To inform all staff about important information as well as to promote upcoming events and activities. Each staff member will have their own personal email assigned to them using the Bounce Fitness internal email system. All employees must read emails regularly to be updated on company news and announcements.
Social Media
To be used by committee members to collaborate and communicate about ongoing projects online. This enables each member to conveniently share and comment on ideas about company activities and events.
Surveys
To collect information and feedback directly from Bounce Fitness staff. It enables every member of the staff to contribute feedback and ideas for improving the work environment and employee engagement.
Procedures
Bounce Fitness’s communications policy is a framework for all communications within all operations. This applies to everyone working with information and communications within the organization. This includes the following scenarios:
Scenario | Process |
Handling Complaints Raised by Clients |
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Handling Issues Raised by Employees |
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Lack of Factual Communication |
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Failure to Disperse Information |
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Regular Performance and Training Reviews |
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Encouragement of Employee Feedback on Business and Administrative Decisions |
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Regular Staff Meetings and Communication with Employees |
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3. Select action items that would be of interest to the widest cross-section of employees | |
4. Prepare agenda ahead of time that includes the purpose of the meeting, its expected duration, how much time will be allocated to each action item, the decisions that must be made by the end of the meeting. | |
5. Schedule the meeting based on the participants’ availability | |
6. Seek feedback on how to improve meetings to make them more engaging | |
Establishment of Employer/Employee (and Employee Representative) Committees |
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Complaints and Grievance Policy and Procedure
Scope: The Complaints and Grievance Policy and Procedure is applicable to all employees of Bounce Fitness including Management, Administrators, and all employees working with customers. |
Purpose: The purpose of this policy is to provide a quick, effective and consistently applied method for a nonsupervisory employee to present his or her concerns to management and have those concerns internally resolved. |
Policy Statement: It is the policy of Bounce Fitness to create an environment where complaints, conflicts, and grievances are welcomed and viewed as an opportunity for acknowledgement and improvement. This is to ensure that individuals have the right to make comments and complaints and are encouraged to exercise their right in blame free, resolution-focused culture respecting an individual’s right to privacy and confidentiality. It is acknowledged that such conflicts and complaints are vital to review internal performance and processes and to seek continuous improvement of services as we seek to achieve our high quality service objectives. |
Procedures: Step 1: Discussion with supervisor
Step 3: Appeal of decision
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Recommended Technique and Procedures: When working with complainant and employees, read the following guidelines but undertake what is relevant to the particular situation:
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Responsibilities |
Negotiation and conflict resolution is the responsibility of the following:
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Reporting |
Centre Manager is to report any complaints to General Manager, Human Resources General Manager, Human Resources will report complaints to CEO. CEO will take any Complaint Reports to the Board for review, to determine if there are changes required.. |
Approvals and Review |
Name |
Job Role/Position |
Next Review Date |
Conflict Resolution Policy and Procedure
Scope: This policy applies to all employees including fitness staff, administrators, and managers of Bounce Fitness |
Policy Statement: The purpose of this document is to provide an avenue through which employees and volunteers, and their managers, can resolve work-related complaints as they arise. Bounce Fitness will establish mechanisms to promote fast and efficient resolution of workplace issues. Employees should feel comfortable discussing issues with their manager or supervisor in accordance with the procedures outlined below. All formal avenues for handling of grievances will be fully documented and the employee’s wishes will be considered in determining the appropriate steps and actions. Objectives:
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Procedures of Consulting for Conflict Resolution Employment Practices All managers and supervisors should be aware of the possible ramifications of their actions when dealing with employee issues. They must ensure that all employees are treated with fairness, equality and respect. If there are any doubts or queries in relation to how to deal with a particular set of circumstances, managers or supervisors should contact the Human Resources Manager for advice at the earliest opportunity. Where a grievance or dispute has been brought to a Manager’s attention, they should assess whether the employee involved is covered by an Award or Agreement, and if so should refer to that document for grievance procedures. If the employee or volunteer involved is not covered by such a document, the procedures below must be followed:
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Grievances and Dispute Resolution The Manager or Supervisor should check for clarification of the issue to ensure they fully understand the complainant’s concern. Managers should follow the standard procedure of offering the employee or volunteer the opportunity to have an independent witness at the discussion, ensuring they follow the steps outlined below:
The Manager must ensure that the manner in which the meeting is conducted will be conducive to maintaining positive working relationships, and will provide a fair, objective and independent analysis of the situation. All parties are to maintain complete confidentiality at all times. If the matter is not resolved and the employee or volunteer wishes to pursue it, the issue should be discussed with a Human Resources Officer, then, if necessary, the CEO. Again, the matter is to be discussed openly and objectively with management to ensure it is fully understood |
Responsibilities |
It is the responsibility of Managers and Supervisors to ensure that:
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Reporting |
Manager or supervisor must document and report any grievance or dispute and inform their immediate supervisor. Human Resources Manager will ensure that CEO and Board are informed if required. It is envisaged that this will only occur if there is a pattern or a risk to the business. |
Approvals and Review |
Name |
Job Role/Position Chief Executive Officer |
Next Review Date 24 January 20XX |
Diversity Policy
Diversity Vision
Bounce Fitness understands that in order for an organisation to have a workforce that is effective and allows for a greater amount of competitive advantage, it is critical that the workforce is as diverse as possible. The success that we achieve as a business is grounded in our people. The more effective our people are, the greater our business success will be. We need to find, recruit, and hold on to the best people possible and use this to our competitive advantage. This diversity policy will allow us, as an organisation, to ensure that we recognise all staff members regardless of their age, race, sex, or religion.
This organisation understands that everyone must be treated equally – especially with regards to their respect and dignity, and will work to ensure that the organisation believes in treating all people with respect and dignity. We will work to create a working environment in which all staff are supported and encouraged to work at the height of their potential and to ensure that all staff are able to develop their skills and knowledge in order to facilitate our organisation reaching and achieving its goals and objectives.
Diversity in Recruitment
Bounce Fitness is a large, multinational organisation, and so needs to ensure that it is able to recruit people from all over the world. Having individuals with a range of language skills, cultural perspectives, and backgrounds allows us, as an organisation, to ensure that we are able to understand our market and ensure that we are able to ensure that our customers receive the best possible service. Our organisation will strive to have diversity in everyone that we recruit and ensure that our selection panels are made up of a diverse group of people.
Career Development and Promotion
Bounce Fitness rewards excellence and all employees are promoted on the basis of their performance. All managers are trained in managing diversity to ensure that employees are treated fairly and evaluated objectively.
Diversity Bodies
Within our organisation, we have appointed Diversity Champions, who have the role of ensuring that everything we do as an organisation is aimed at ensuring that we are inclusive and have a diverse workforce. Each of your diversity team will be a part of our diversity committee who will meet bi-monthly to discuss any issues and who on an annual basis will revise this policy.
Diversity Practices
Our organisation requires that all staff undergo diversity training during their induction process and this training is aimed at ensuring that staff are aware of the issues surrounding diversity in the workforce and to examine skills needed to manage diversity. In recognition of our diverse workforce and their specific needs, we have introduced a number of arrangements to facilitate your work. These include:
Assisting with education
Flexible work arrangements
Open communication
Diversity workshops.
Employee Assistance Program (EAP) Policy
Bounce Fitness has a strong commitment to the health, safety, and welfare of its employees, their families, and its customers. Bounce Fitness recognises that a variety of personal problems, such as emotional distress, family problems, alcoholism, and drug abuse, can be devastating to lives, business, and the community at large. Most people solve their problems either on their own or with the advice of family and friends; however, Bounce Fitness recognises that sometimes people need professional advice.
Goal
It is the goal of Bounce Fitness to establish an employee assistance program to help and encourage those employees in need of professional assistance to use it.
Scope
This program applies to all employees and their eligible dependents who are covered under any of the various health and welfare programs to which Bounce Fitness contributes.
While Bounce Fitness has no intention of intruding into the private lives of its employees, we recognise personal problems may eventually take their toll on job performance. Our concern is to assure that employees report to work in condition to perform their duties safely and efficiently in the interest of their fellow workers, themselves, and our customers.
Policy Statement
It is the policy of Bounce Fitness to establish, implement, and support employee assistance programs that will assist employees and their eligible dependents to resolve problems, such as emotional distress, family problems, alcoholism, and drug abuse, recognising these problems may adversely affect employee’s personal health, family, and job performance.
It is the policy of Bounce Fitness to commit the resources necessary to support the employee assistance program (EAP).
This policy will not exempt employees from job performance requirements.
Procedure
Bounce Fitness’s employee assistance program will operate within the following framework:
Employees’ current jobs and future advancement will not be jeopardised by using the EAP’s services.
As with all health and personnel documents, the EAP’s records will be maintained in a confidential manner.
Supervisors and managers are responsible for confronting employees about unsatisfactory as well as acceptable but deteriorating performance, and referring such employees to the EAP when appropriate.
Employees will be responsible for correcting unsatisfactory performance and maintaining acceptable performance.
Implementation
Each Bounce Fitness Centre will be responsible for establishing and implementing detailed policy and procedures, specific to its needs, in support of this policy. Each of these policies is subject to Head Office review for consistency with the Bounce Fitness policy.
Responsibility for interpretation of the Bounce Fitness policy falls to the company’s Human Resources Department.
The Bounce Fitness Employee Assistance Programs encourages employees to obtain short term counselling, problem referrals or assessments on the following issues:
Substance abuse
Stress
Alcohol abuse
Psychological symptoms or mental health disorders
Marital or family-related difficulties, such as child or elder care
Domestic violence
Divorce
Legal and Financial concerns
Compulsive or addictive behaviour such as gambling
Catastrophic medical conditions
Bounce Fitness Employee Relations Policy and Procedures
Employee Relations Vision
Bounce Fitness will endeavour to build and support a positive employee relations climate supporting safety, capability, engagement, and a high performance culture to permit a strong customer service focus.
Employee Relations Goals
To inform staff at all levels of the expectations, requirements and responsibilities required for a positive employee relations environment and the achievement of sustainable business outcomes.
Procedures
Align with Strategic Direction: To attain and maintain alignment with strategic direction and ensure employee relations outcomes are consistent with the Bounce Fitness vision and values and support business priorities.
Strategy:
Ensuring employee relations outcomes conform to the Bounce Fitness direction through workplace negotiations
Ensuring commitment to continuous review of the employee relations direction to ensure it is aligned to Bounce Fitness and values
Ensuring consideration of the impact of employee relations decisions across Bounce Fitness Centres.
Governance and Compliance: To develop and maintain systems and processes to ensure compliance with industrial relations frameworks including legislation, industrial instruments and Bounce Fitness Policy. Compliance is the responsibility of both the staff who must claim entitlements appropriately and managers who are accountable for approval and endorsement of pay and conditions. It is important that all staff understand their conditions of employment and the significance of their responsibilities.
Strategy:
Ensuring and promoting compliance with legislation and policy
Ensuring employment information is recorded and maintained accurately Ensuring interpretation of conditions and entitlements is consistent Ensuring compliance through training and audit processes
Ensuring all requirements including Government, internal and legislative reporting are complied with
Ensuring leaders accept accountability and set a positive example
Ensuring timely and effective implementation of workplace agreements, and changes to legislation, awards and policy.
Focus on Business Outcomes: A focus on business outcomes will ensure that employee relations initiatives are consistent with business practices of Bounce Fitness.
Strategy:
Ensuring employee relations outcomes are consistent with Bounce Fitness priorities and support business practices
Ensuring development of policy and industrial instruments in line with the Bounce Fitness vision, values and business needs
Ensuring facilitation of employee relations initiatives to support organisational improvement Ensuring timely and accurate advice on employee relations issues
Ensuring effective advocacy and representation in industrial forums
Ensuring effective implementation and communication of employee relations outcomes at all levels.
Constructive Workplace Relationships: The achievement of common goals, minimisation of industrial disputes and promotion of innovation in issue resolution is all contributed to by positive and constructive workplace relationships. A climate where joint facilitation of resolution has more influence over the outcome is enhanced by participative negotiation.
Strategy:
Ensuring constructive relationships between staff and management at every level
Ensuring involvement of staff in decision making and promoting issue resolution at every level Ensuring promotion of ownership of organisational change initiatives
Ensuring working relationships and teamwork is collaborative and productive
Ensuring timely resolution of disputes, sharing information, consulting and negotiating to produce proactive, constructive and respectful outcomes
Ensuring a flexible approach to consultation with staff and representatives, addressing issues as they arise
Ensuring consultative arrangements at all levels of the business Ensuring positive relationships with all staff based on:
Communicating honestly and openly
Behaving respectfully and professionally
Valuing equity and diversity
Actively consulting
Willing to compromise when appropriate.
Implementation
Consultation: Facilitate the development of high-level relationships between the Board of Directors, CEO and Centre Managers, addressing strategic issues affecting the whole of the business and ensure a forum to discuss workplace issues of strategic concern.
Communication: Bounce Fitness management communicates directly with staff wherever possible. Staff are encouraged to have genuine input to decisions about workplace issues at an individual, team and organisational level. Mechanisms to facilitate employee involvement and response include:
Annual Surveys: Monitor employee engagement, satisfaction, and opinion across a broad range of issues. Key issues are addressed through an Executive Team action plan. All staff receive a copy of the survey results and the corporate action plan, and regular updates on progress.
Employee Communications Strategy: Bounce Fitness encourages two-way communication, team brief meetings, the intranet, newsletters and noticeboards. Employees are also provided with regular opportunities to meet informally with the Chief Executive Officer through Centre visits. Other opportunities for communication include:
Weekly team meetings in Centres and Head Office
Monthly teleconferences for all staff in all centres
Quarterly conferences for Centre Manager and Assistant Manager
Annual General Meeting – Management
Annual Team Building Day – All staff.
Consultation on Work Relationship Issues: Bounce Fitness promotes a harmonious culture among its employees. Management facilitates this culture by conducting regular individual consultations with its employees. These consultations provide an avenue to check the status of employee work relationships and identify any issues that affect work environment and productivity. During the consultation, both Management and employee must review issues raised, determine the root cause and discuss options for resolution.
Path for Issue Resolution: Employees who have an issue or concern in the workplace should raise it with their direct Manager in the first instance. Should the matter fail to be resolved at this level, the issue should be escalated to the next level of management. The Manager should endeavour to resolve the issue at the local level. Support for issues resolution will be available through Human Resources.
Version Control and Document History
Date | Summary of Modifications | Version No. |
2017 | Version 1.0 published for Bounce Fitness. | 1.0 |
28 October 2021 |
| 1.1 |
Exit Interview Policy and Procedures
Policy
As a good employer we will provide an environment that supports and values its employees. Information gathered will be used to assist management and Human Resources to improve working conditions and practices that will in turn improve the retention of staff.
Scope
This policy applies to all staff.
Responsibilities
Centre Manager:
To offer an exit interview with the employee and manager / staff person of choice. or
To enclose an exit interview questionnaire with acknowledgement of resignation letter.
Human Resources Team:
To analyse data collated from feedback from written exit interviews.
To maintain employee confidentiality in feedback process.
Employee:
To participate in providing feedback.
Procedures
On receipt of resignation regardless of reason, the exiting staff member will be given a copy of the Exit Interview Questionnaire and invited to:
Participate in an interview with the Centre Manager, or with someone from Human Resources.
Complete a written questionnaire. The questionnaire is forwarded to the Human Resources department at Head Office.
The Human Resources department will collate the information and as appropriate provide the Centre with feedback on a quarterly basis.
The staff member has the right to identify any information given, which they require to be kept confidential.
Bounce Fitness Internal Communication Strategy
This report is to review the business performance against the marketing objectives of the Bounce Fitness Corporate Marketing Plan.
Goal
To ensure that individuals / departments within the organisation have access to all the information they require to make informed decisions and maximise their output.
Objectives
All staff are aware of the organisation’s vision, mission, and values, and of its key organisational developments
All senior management and Board decisions are communicated effectively to staff
Staff understands and knows how to follow all policies and procedures related to his / her job
Staff is familiar with the resources available in, and the updates and developments of programs other than their own
Staff are able to provide feedback to management through formal channels.
Key messages
Sharing information and collaborating between members of staff is an important activity and is encouraged
Senior management is committed to open and transparent decision-making.
Audience
Total: 34
Composition: 26 staff, 4 managers, 3 senior managers and 1 CEO
Location: 6 in Brisbane, 14 in Cairns, 7 in Sydney, 7 in Melbourne
Working Language: English
Native Language: 28 English, 1 Spanish, 1 French, 1 Korean, 1 Italian, 2 Japanese
ICT access: All staff have access to the Internet and email on a regular basis.
Objective #1:
Human resources will develop a background on the organisation to be included in all new staff induction packages
Once a year, the communication team will organise a half-day workshop where staff can discuss the organisation’s mission and values as they relate to their work. Staff outside the main office to be included via teleconferencing.
Objective #2:
The executive director’s office will coordinate the dissemination of the minutes from management and board meetings by email to all staff
The executive director or another senior management representative will provide an overview of the main Board decisions at a monthly staff meeting.
Objective #3:
Human resources to develop a staff handbook that includes all the organisation’s policies and procedures, The handbook will be distributed to all staff
The communication team to develop a monthly internal newsletter, to be distributed by email, which will include a section from human resources highlighting and explaining a policy or procedure to staff.
Objective #4:
Each program manager to include an update on their program or a profile of resources or skills their program has in the monthly internal newsletter
Each program manager to provide an update on their program at the monthly staff meeting Editors of program newsletters will ensure their newsletter is distributed to all staff.
Objective #5:
The chair of the monthly staff meeting to ensure that there is ample time for staff to provide feedback on the items presented
The senior manager to circulate the agenda for upcoming board meetings to give staff the opportunity to submit their feedback on issues
Human resources to organise the election of a staff representative to advise management and board discussions.
Tactic Responsibility Tactic Responsibility
Objective # 1:
Background on the organisation for inclusion in all new staff induction packages
Half day workshop where staff discuss the organisation’s mission and values as they relate to their work
Human Resources Manager
Human Resources Manager
Completed by 30 January
First workshop to be held on 1 March and then yearly thereafter
Objective # 2:
Dissemination of the minutes from board and management meetings
Overview of the main Board decisions at a monthly staff meeting
CEO’s Executive Assistant
CEO or another representative of Senior Management
Within 1 week following each meeting
To be done at the first monthly staff meeting following each board meeting
Objective # 3:
A staff handbook human resource manager
Internal newsletter with policy and procedures section
Human Resources Manager
Human Resources Manager
To be completed and sent to staff for feedback by 1 May
First issue to be disseminated on 15 February
Objective # 4:
Update programs in the monthly internal newsletter
An update on the programs at the monthly
Centre Managers
To be submitted to communication team 2 days before the newsletter is disseminated
First issue is 15 February
staff meeting
Centre Managers At each monthly staff meeting
Distribution of program newsletters
Human Resource Manager
Immediately following the release of each issue
Objective # 5:
Ensure that there is ample time for staff to provide feedback on the items presented at the staff meeting
Circulate the agenda for upcoming board meetings
Election of a staff representative to advise management and board discussions
Human Resource Manager
Senior Manager
Human Resource Manager
At each monthly staff meeting
At least one week prior to board meeting
Election to take place on 10 February
Mediation Policies
Bounce Fitness is committed to maintaining a healthy working relationship among its staff members. All staff members are encouraged to resolve all conflicts immediately, before they escalate into more serious issues.
Bounce Fitness believes in fairness and discourages staff members from demonstrating biases for or against other staff members, which may affect the quality of their work.
Bounce Fitness recognises that some conflicts may be more serious in nature and may require the help of a mediator to resolve. Staff members in the supervisory position (i.e. department supervisors) as well as all Human Resource Officers will be trained in industry best practice to effectively carry out mediation procedures.
It is only when issues have escalated to such a degree that it bears legal implications that the dispute will be referred to external mediators or – in serious cases – lawyers.
Privacy and confidentiality will be upheld throughout the mediation process.
Mediation Procedures
Disputing parties may request for a mediator to handle the dispute by sending a request to the Human Resources department (HR). Only one of the disputing parties need to contact HR.
Upon receiving the request, HR will assign a mediator to the case.
The mediator must obtain the agreement and willingness of ALL parties in dispute to cooperate before proceeding with the formal mediation process.
Agreement and willingness to participate in the mediation must be documented through the Bounce Fitness Mediation Agreement Form.
The discussions of all meetings – with individual parties or otherwise - must be documented through the Bounce Fitness Mediation Meeting Minutes.
The outcome of the meeting must be documented in writing. A written document or email must be sent to all parties involved, outlining the resolution of the dispute and all actions or changes in working conditions that may result.
A printed copy of all documents produced during the mediation process – including the Mediation Agreement Form – must be submitted to the HR department for filing.
A formal documentation of the mediation must be recoded using the Bounce Fitness Workplace Mediation Record Sheet. This document must be submitted to the HR department for filing.
All issues and topics discussed during the mediation process must be kept confidential within the relevant parties only. A breach in confidentiality may yield consequences for the offending party.
Other Requirements
All staff members whose roles involve carrying out mediation procedures must regularly (at least bi-annually) be updated of all Bounce Fitness policies and procedures and relevant legislations, regulations, and industry standards.
Off-Site Staff Policy and Procedures
The following policy and procedures are maintained in the interests of continual improvement.
The purpose of this policy is to ensure the following for all off-site Fitness Instructors of Bounce Fitness:
Have a safe work space to conduct group fitness classes or personal training sessions.
Have access to a mobile phone for work use to call and email the Manager, Supervisor and Team Leader as required.
Have enough portable equipment necessary to conduct group fitness classes or personal training sessions.
Have access to facilities such as toilet, eating area and personal storage.
Have access to portable materials to maintain well-organised work records
Health and Safety Policy and Procedures
The off-site staff must adhere to the following health and safety legislation when working off-site:
Workplace Health and Safety Act 2011
Risk Management Code of Practice.
Risk Management Standards AS/NZS ISO 31000 2009
Off-site staff must conduct a risk assessment before commencing each class at every off- site location
Off-site staff must check the equipment prior to each class to ensure:
It is safe to use
They have sufficient equipment to conduct the class
Off-site staff must observe the health and safety of all members throughout the group fitness class or personal training session.
Off-site staff must take immediate action to assist a member should they demonstrate signs of injury or distress.
Communication Policy and Procedures
Off-site staff must:
Call their Supervisor or Team Leader immediately if they have issues or concerns when working off-site
Email the following through to their Team Leader at the end of each day:
Class attendance list for each group fitness class they held
Personal training sessions conducted
Attend the mid-week check-in for coffee each Wednesday at Bounce Fitness Café
Attend progress meetings each Monday morning at Bounce Fitness Meeting Room
The Supervisor and Team Leader will both be responsible for the progress of staff towards achieving the goals and targets. They will
Contact the off-site staff on a regular and random basis throughout the week to maintain rapport with staff.
Remind the staff of ground rules while working off-site to maintain support. These include:
Be constructive
Use your initiative
Always ask questions
Help each other when you can
Record Keeping Policy and Procedures
The off-site staff must adhere to the following when working off-site:
Privacy of the client’s personal information
Privacy of Bounce Fitness documentation
Sufficient records for the work they have completed
Maintain organisation of their work documents
Maintain safety of work documents to prevent loss
Performance Management Policy and Procedures
PERFORMANCE MANAGEMENT POLICY
Bounce Fitness adheres to the disciplinary process set by the Fair Work Ombudsman (FWO). This performance management policy outlines how underperformance will be managed and the possible consequences of underperformance. For more information and advice about managing performance and warnings visit:
This policy aims to encourage Bounce Fitness to continually grow and develop by having a transparent performance-based program. The performance management policy and procedures contribute not only to the success of the business but also of individual staff members.
PERFORMANCE MANAGEMENT PROCESS
Bounce Fitness will follow the steps provided below for the Planning and Evaluation stages of the Performance Management Period.
Planning
Identify the relevant objectives for the performance period
Actionable KPIs and Performance Targets must be set and communicated to relevant personnel
Ensure documentation on the relevant information is accessible to personnel involved
Evaluation
Human Resources or the Supervisors must maintain regular communication with the staff members involved
Documentation relevant to the objectives and KPIs must be recorded in compliance with the Documentation Policy and Procedures
Performance must be regularly monitored at set intervals
Performance assessment must be recorded in relevant documentation (e.g. Personal Development Plans, Employee Performance Reports, Monitoring Sheets)
Feedback and necessary support must be provided to staff members
Performance Assessment
Define the purpose of the individual’s job.
Enumerate the duties of the individual.
List the responsibilities of the individual.
Set performance goals with measurable outcomes.
Outline the priority of each job responsibility and goal.
Establish performance standards for key components of the job.
Facilitate meetings for feedback focusing on both positive and negative aspects of the
individual’s performance
Document each performance appraisal and critical incident reports.
Consider the feedback from the employee's peers, customers, and subordinates.
Develop an improvement plan for individuals who are not meeting expectations.
Administer coaching sessions to provide positive and constructive feedback.
Definition of Underperformance
As defined by FWO, poor performance entails an employee is not doing their job or behaving in accordance with organisational policies and procedures. This includes the following scenarios:
When an employee is not working according to the required standard or neglecting todo their job.
When an employee completely disregards workplace policies, rules, or procedures.
When an employee displays unacceptable behaviour, like telling inappropriate jokes.
When an employee displays disruptive or negative behaviour at work, like constantly speaking negatively about the company.
Definition of Serious Misconduct
As listed by FWO, the following scenarios are considered to be serious misconduct:
Theft
Fraud
Assault
Being drunk at work
Refusing to carry out work duties
Preventive Action Process
Bounce Fitness follow the steps outline by FWO to help prevent underperformance:
Document behavioural and outcome expectations in position descriptions.
Manage any issues as soon as possible
Conduct regular performance reviews that defines expectations from the start
Promote open communication channel between employees and their manager or employer to discuss any questions or concerns they mighthave
Dealing with Underperformance
A consultation must take place between an underperforming employee and the supervisor/manager to discuss the situation. This meeting must consist of the following action items.
Clarifying the issues or concerns at hand
Actively listening to the employee’s explanation
Discussing options for a solution to be agreed upon by both parties
Agreeing on an option as an appeasement or solution
Plotting clear and reasonable steps for improvement or prevention of the issue from reoccurring
Documenting the meeting minutes, outcomes, and further action items, ifnecessary
Continuance of Underperformance
If an employee continues to misbehave or underperform, these are options the management may take:
Set up another meeting with the underperforming employee
Transfer the employee to another position or providing additional training
Issue a written warning
Termination should only be considered as a final resort and done after advice has been sought from an employer association or lawyer
Upon termination, ensure that the employee:
isn't being Unfairly dismissed
is given the right Notice of termination
is given the right Final pay
Legal Frameworks
Bounce Fitness adheres to legal frameworks consisting legislation and regulations that govern the relationship between the organisation’s management and its employees. A well-established legal framework is the foundation of an environment that is conducive to health and wellness to both its employees and clients
Legislation / Regulation | Requirement |
Privacy Regulation 2013 | Organisations must not disclose sensitive information of their staff members to unauthorised parties. Employees who do not follow this may merit organisational and legal consequences. The Privacy Regulations lists exceptions. |
Equal Employment Opportunity Act (Commonwealth Authorities) 1987 | Organisations must not discriminate against staff members, evaluating one differently from others based on biases against, for example, the staff member’s cultural background. |
Fair Work Act 2009 | Organisations must follow proper procedures when dismissing any employee. This includes making employees aware (such as through employee handbooks) of what actions will merit dismissal from the organisation. |
Work Health and Safety (WHS) Regulation 2011 Identifying Hazards | Organisations must manage risks to health and safety. This may include setting safety requirements for employees within the organisation. Not following these safety requirements may merit dismissal from the organisation. |
Version Control & Document History
Date | Summary of modifications | Version |
2020 | Version 1.0 produced. | 1.0 |
20 June 2022 |
| 1.1 |
Personal Development Policy and Procedures
Policy
Bounce Fitness recognises that the training and development of its team is the key to the continual success of the organisation. It is the policy of Bounce Fitness to ensure that as far as it is practicable, adequate resources are available to provide a continuous programme of training for all staff. In return all Bounce Fitness staff should recognise the need to develop and update skills and knowledge on a continuous basis and undergo training with a positive and flexible outlook.
The aim of this policy is to ensure that all employees plan the training and development that is required to equip them with the knowledge, skills and attitudes necessary to meet both current job objectives and future development needs. This policy will ensure that training is planned and delivered to meet high standards of quality.
Principles of Personal Development
It should be continuous because professionals should always be seeking to improve performance
It should be owned and managed by the individual learner
It should be driven by the individual learner’s current state of development
It should have clear learning objectives that aim to satisfy individual and organisational needs
It should be an essential part of professional life.
Benefits of Personal Development
Provides a template and a way of thinking to manage your own self-development needs.
Enables you to become a better learner – developing reflection skills for now and in the future at work.
Enables effective transfer of ideas from courses to workplace.
Helps with career advancement/development by compiling a list of achievements.
Procedure
Personal development should be divided into personal development plans and training and development records: the former indicating what is intended over the next year and the latter comprising a record of what has been achieved.
A Personal Development Plan identifying the training requirements of individual staff members should be prepared yearly by all staff in consultation with their manager. A copy of the Training and Development Record template can be located on the Intranet under the Document tab. Personal Training and Development records may be accessed under the People tab.
As well as establishing needs, PDP’s allow both employee and Centre manager to agree on the overall purpose and objectives for the training, linked to the business plan, agree on the best method and agree on target dates for completion and review. This should be reviewed and if necessary, updated at regular intervals throughout the year. A summary of Personal Development Planning can be found on the Intranet under the Policy tab.
As part of the organisation’s workforce strategy, all staff members will undergo in-house coaching at least once. All staff will have an individual Training and Development Record generated on employment. On completion of a training course whether it is internal or external or practical experience gained through current job, attendance at a conference or any other training activity the training record must be updated by Human Resources.
Copies of any certificates obtained while attending courses, conferences or further education programmes will be included along with the training record.
When a member of staff is approved to undertake Bounce Fitness sponsored staff development activities it is assumed that they accept the conditions for such sponsorship detailed under the Evaluation section following. A record must be kept of the development undertaken and any financial support approved. The application is the responsibility of the individual and their Manager and that any relevant documentation is forwarded to Human Resource for insertion in the individual’s personal file.
The Human Resource Department will maintain records of all activities, attendances, and expenditure on centrally funded staff development activities.
Appraisal
The appraisal process is the formal opportunity for staff to discuss their performance with their managers and for managers to identify any areas where improvement may be required. It is also the mechanism to record training and development needs on individual Personal Development Plans. All staff will be appraised on an annual basis in Centre with the current appraisal system.
Personal and Managerial Skills
A range of training courses will be made available each year and are available for all staff to attend. These include training courses on:
Customer Care
Interpersonal Skills
Stress Management
These training courses will provide staff with the support needed to develop and enhance skills whether as an individual or as a manager and improve work performance.
External providers will be engaged for the development of fitness skills and activities and instructors are encouraged to bring suitable programmes to the attention of Management.
Application for any of the courses should be made to Human Resources and should be supported by the individual’s Centre manager.
Further Education
As part of the Personal Development Planning process a development need may be highlighted that would be best met through participation in an external course of study. In these cases, staff, via their Centre managers, will be encouraged to submit a case for sponsored education to their Centre Manager. The benefits to Bounce Fitness and the individual must be clearly demonstrated.
Evaluating Personal Development
Bounce Fitness staff and Centre managers should always be able to identify how performance has improved after any training or development activity, whether it is an internal or external training course or practical experience gained through current job, attendance at a conference or seminar. The evaluation should focus on:
Learning Outcomes allows the evaluation of whether the employee’s training has met the objectives identified in Personal Development Plans
Performance Outcomes as outlined in Performance Appraisal Plans which will be evaluated by Centre Manager as part of the annual appraisal process. This helps with the evaluation of whether the employee has successfully applied what they have learned to their tasks.
A post training activity interview between Centre manager and staff should be conducted to discuss the above and highlight if there is any further help/support and or training required to implement the learning.
Centre manager(s): It is part of a managers remit to train and develop his or her staff and they will be able to advise on completion of a successful personal development plan.
Human Resource Manager: Can offer advice and guidance regarding appropriate learning methods and available courses.
This Policy may be amended by Bounce Fitness at any time to take into account changes in legislation and best practice.
Personnel Policies
Introduction
Bounce Fitness is committed to fair, clearly stated and supportive relationships between the organisation and its staff. The personnel policies of Bounce Fitness have been established in order to provide a guide to the personnel practices of the organisation and to ensure consistency of personnel decisions.
It is the intention of Bounce Fitness to administer the personnel programs in a manner which complies with the letter and spirit of all applicable federal, state and local regulations. This document is designed to provide guidance to staff at Bounce Fitness. It is not a part of any contract between Bounce Fitness and its employees. It is only a set of informal guidelines for personnel practices.
Employee Classification
All employees are classified as full-time, part-time or temporary. Full-time and Part-time employees are employees hired without a specific termination date. Temporary employees are employees whose position at the time of hire is for a short-term period. Terms of employment will depend on business needs, and in no case will a temporary position be construed as being a contract for a definite time.
Full-time Employees are those employees who work 38 hours per week and are eligible for all fringe benefits. A full-time-employee can work a maximum of 10 hours a day. They are also allowed to average their hours over a 2o r 4 week period.
Part-time Employees are those employees working at least 2 hours but less than 38 hours per week. Part- time salaried employees are eligible for all fringe benefits and earn sick leave and vacation at a rate proportionate to the hours they work.
Temporary Employees are those employees who are paid hourly under Letter of Agreement for a specified period of time. Temporary employees are not eligible for benefits.
Equal Employment Opportunity
The policy and intent of Bounce Fitness is to provide equal employment opportunity for all persons regardless of race, colour, religion, national origin, marital status, political affiliation, affectional orientation or gender identity, status with regard to public assistance, disability, sex, or age.
Bounce Fitness intends to respond affirmatively in its employment practices. Affirmative action applies to all aspects of employment practices including, but not limited to, recruiting, hiring, placement, promotion, demotion, transfer, training, compensation, benefits, layoff, recall, and termination. Bounce Fitness seeks to do business with organisations that encourage equal employment opportunity.
Anti-Discrimination
Bounce Fitness does not tolerate any form of discrimination. All employees have the right to work in an environment free of discrimination and harassment. Discrimination undermines proper working relationships and may cause low morale, absenteeism and resignations.
Under federal and state anti-discrimination laws, discrimination in employment on the following grounds is against the law:
Sex
Marital Status
Trade Union Activity
Pregnancy
Parental Status
Lawful Sexual Activity
Age
Race
Social Origin
Impairment
Religion
Political Belief
Criminal Record
Manager must ensure that all employees are treated equitably and are not subject to discrimination. They must also ensure that people who make complaints, or witness, are not victimised in any way.
Recruitment Procedures
Bounce Fitness intends to recruit, hire, and place applicants on the basis of the applicant’s relative knowledge, skills, and abilities. The decision to employ an applicant will be based solely on the individual’s qualification for the particular position along with other requisite job skills. Minimum qualifications shall be specified in the job description.
When a new position is established, the General Manager Human Resource will prepare a job announcement identifying the position’s responsibilities and overall relationship to Bounce Fitness for posting or circulation within Bounce Fitness and for public notification. Posted positions will be open for a minimum application period of 15 days.
Compensation
Persons employed by Bounce Fitness in a part-time or full-time capacity will receive a salary negotiated at the time of recruitment that will not be based upon an hourly wage. At the time of hire, new employees will receive a letter of offer, a job description, salary and benefits detail, the Induction Handbook and a copy of the personnel policies. The magnitude of the work assignments and the full scope of responsibility for the position will be fully discussed at time of hire. In setting compensation, Bounce Fitness may consider, among other things, external labour market rates, equitable relationship with other jobs within the organisation and the organisation’s ability to pay. Each employee may be eligible for a salary review at the beginning of each fiscal year.
Work Schedule
Bounce Fitness will establish a 38 hour weeklywork schedule, andwheneverpossible will accommodate each individual’s personal commitments and the needs of the organisation.
Breaks
All employees must be given 10-hour breaks in between shifts. All employees who are forced to work so that the break in between shifts is less than 10 hours will be paid double time for the hours they until they are released from duty for a 10-hour break.
Employees are given 30-60 minutes unpaid meal break no later than5 hours after commencing work or from a previous meal break. Double time will be paid if an employee has to work through a meal break until a break is allowed.
All employees other than part-time worker working less than three hours, must be given a 10-minute rest break between commencing work and their meal break and another between their meal break and finishing work.
Holiday Schedule
Each Centre continues to function during holidays with reduced staff except for Christmas Day and Good Friday. The Centre Manager negotiates with individual staff for rostering.
Parenting Leave
Bounce Fitness desires to assist new parents in balancing the demands of working and caring for children. Bounce Fitness will provide paid family leave in accordance with current legislation to any employee for the birth or adoption of a child. Staff may utilise accumulated sick leave as well as annual leave to enable either partial payment for or extension of the basic period. Special circumstances shall be reviewed by the General Manager Human Resource. Accrual of leave benefits and seniority cease during an approved leave. Upon completion of leave, the employee will be allowed to return to the same or a substantially similar position at the same salary as the employee earned prior to the leave.
Annual Leave (Vacation Time)
Bounce Fitness will provide to each full-time staff employee 20 working days paid annual leave based upon one year’s full time employment with Bounce Fitness. Accruals of annual leave will commence upon the date of employment for each employee and will be based, on an annual basis, upon each individual’s anniversary date with Bounce Fitness.
Employees may use their annual leave as earned if absence from assignment does not unduly provide an impediment for completion of assigned tasks or prevent other staff from completion of their work assignments. The General Manager Human Resource must approve scheduled absences and the employee should request such leave as soon as possible, with a minimum of two weeks in advance.
It is the policy of Bounce Fitness to encourage each employee to utilise allotted annual leave during each individual’s employment year. A maximum of five days, or 40 hours, will be allowed to be carried over from one year to the next. All other accrued annual leave will be paid out on the employee’s anniversary date. The interchange or exchange of annual leave and sick leave is not allowed.
Special Leave
Special leaves of absence without pay may be granted an employee at the discretion of the General Manager Human Resource.
School Conference and Activities Leave
An employee is entitled up to sixteen hours non-paid leave during the school year to attend a child’s school conferences or classroom activities, if these activities cannot be scheduled during non-working hours. This time should be scheduled in advance with the employee’s Manager. The employee must provide “reasonable” notice when possible to the supervisor to minimise any disruption resulting from the employee’s absence. Vacation or floating holidays may be used for this absence.
Sick Leave
Bounce Fitness will provide up to five working days each employment year to each staff person to be utilised for purposes of addressing health needs. Compensation will be based upon the employee’s salary rate at the time sick leave is taken. Sick leave may be utilised at the discretion of the employee and is granted for sickness of the individual employee, his or her spouse/partner, children, or other immediate family members. Sick leave can also be used for health needs, e.g. dental or medical appointments.
Each staff person of Bounce Fitness should notify the office before 9am each day they will be absent from work due to illness, if at all possible. Three consecutive days or more sick leave must be accompanied by a doctor’s certificate verifying inability to work.
Sick leave may not be accumulated. Unused sick leave will be paid at the normal daily rate of the employee on the anniversary of their engagement. At no time will compensation for any unused sick leave be made to an employee who is leaving employment. The Centre Manager retains the right to send an employee home on sick leave if they deem the individual unfit to effectively carry out their duties or put others at risk.
Sick leave will be pro-rated for regular part-time employees. If requested by the Centre Manager, the employee will provide documentation from their treating physician explaining their absence.
Compassionate Leave
Employees of Bounce Fitness shall be granted up to three working days with pay due to a death in their immediate family (mother, father, sister, brother, spouse/partner, children, in-laws, grandparent, and grandchildren). The Managing Director will consider special cases on an individual basis.
Jury Duty
Bounce Fitness will pay an employee his or her normal pay for up to two weeks of jury duty less any compensation paid to the employee for their jury service time.
Military Leave
Employees absent on their annual two-week reserve duty shall be considered on an excused leave of absence and may elect one of the following options related to their pay:
The employee may take their vacation and retain their military pay.
The employee may surrender their military pay to Bounce Fitness, receive their regular salary and take their vacation at a later date.
The employee may take unpaid leave and retain their military pay.
Harassment Policy
It is Bounce Fitness belief that the employees of Bounce Fitness are the primary means by which the goals and objectives of Bounce Fitness will be met. To that end, the rights of all employees must be respected. All employees of Bounce Fitness must understand its position on harassment. By definition, harassment is any unwanted attention or action prohibited by law by someone in the workplace that creates an intimidating, hostile, or offensive work environment, including sexual harassment. The procedure for reporting and dealing with this very sensitive issue is as follows:
If a person’s behaviour makes an employee uncomfortable, the employee should feel free to immediately advise the person that, in the employee’s opinion, the behaviour is inappropriate and that the employee would like it stopped.
If the employee is not comfortable discussing the issue with the person, or if the person fails to respect an employee’s request, the employee should report the incident to his or her Manager. If, for whatever reason, the employee does not feel that the Manager is a suitable person to whom to report the incident, the employee should contact the General Manager Human Resource or, if necessary, the Chief Executive Officer.
In all instances, a prompt, thorough and, fair investigation will take place, giving careful consideration to protect the rights and dignity of all people involved. Bounce Fitness will take those steps it feels necessary to resolve the problem, which may include verbal or written reprimand, suspension or termination.
No retaliation of any kind will occur because an employee has in good faith reported an incident of suspected harassment. The Centre Manager, or other person to whom the complaint was made, will work to establish mutually agreed upon safeguards against retaliation while attempting to mediate any sexual harassment complaint.
Substance Abuse
Substance abuse is strictly forbidden by Bounce Fitness.
Employees needing help with a substance abuse problem are encouraged to contact their Manager or a treatment facility.
Early recognition and treatment are critical to any program to curb abuse and to enhance the employee’s ability to perform satisfactorily. Bounce Fitness finds that both the employee and Bounce Fitness will benefit greatly from early substance abuse recognition and treatment.
No person will be penalised for seeking or accepting counselling or treatment for a substance abuse problem.
Performance Appraisals
Each performance appraisal should be a positive and interactive process whereby both Bounce Fitness and the individual being reviewed receive information about his or her success in meeting the responsibilities of the job, and Bounce Fitness can learn about its strengths and weaknesses as an employer of that employee. In general, the goal of Bounce Fitness is to conduct a performance review of each new employee during the sixth month of employment, after the first year of service and annually thereafter.
Employment References
When Bounce Fitness receives a request for information from another person or entity about an employee, either during employment or after the employee’s employment has ended, it is Bounce Fitness policy to provide only the following:
a.dates of employment
b.last job title
In general, Bounce Fitness policy is not to furnish any other information about work performance or employment, unless the employee specifically directs it to do so and signs a release prepared by Bounce Fitness which authorises it to do so. If an employee does not authorise Bounce Fitness to furnish any additional information, it will advise the requesting person or entity that, absent a release, Bounce Fitness policy is to provide only the information set out in the points ‘a’ and ‘b’ above.
Termination
Resignation
Any employee of Bounce Fitness may resign by submitting a letter of resignation to their Centre Manager at least ten working days prior to the effective date of the resignation.
At the time of the effective date of the resignation, the employee shall be able to use any accrued annual leave or the employee shall be paid for all unused accrued annual leave. If the employee has used all annual leave due prior to resignation, all hours used in excess of those earned shall be deducted from the employee’s final pay at the rate of salary paid at the time of resignation. No employee shall be compensated for any unused sick leave at the time of resignation.
Other Discharges
Discipline and/or discharge may result for many reasons including, but not limited to, inappropriate behaviour and/or unsatisfactory performance.
Inappropriate behaviour is defined as including, but not limited to, misbehaviour on the job, refusal to do work reasonably expected, wrongful use of or taking of agency property, conviction of a felony, and violation of any policies or practices of Bounce Fitness.
Unsatisfactory performance means failure of an employee to meet performance standards, to complete tasks in a timely, competent way, or to maintain an adequate attendance record. Uncooperative behaviour or negative attitudes that affect the work or morale of others may result in termination. At the discretion of the Managing Director, any staff member facing termination for unsatisfactory performance may be given the option to resign as described in the above section under “Resignation.”
Layoffs
Bounce Fitness attempts to hire highly qualified staff with broad capabilities. There may be occasions, however (due to program changes, loss of contract support, etc), when it may be necessary to initiate lay-offs. In such cases, it is the intent of Bounce Fitness to attempt to avoid abrupt, arbitrary, and unfair actions whenever possible and to comply with associated legislation.
Employee Appeals (Grievance Procedures)
The purpose of the employee appeal procedure is to provide a means for employees to resolve their work place concerns with management. All regular and temporary employees of Bounce Fitness may file a grievance under this section.
Definition of an Appeal
A grievance shall be determined as an alleged misapplication of Bounce Fitness personnel policies. This procedure represents intent to offer a dispute resolution mechanism to the employees of the Bounce Fitness. Failure by the Bounce Fitness to exactly follow this procedure shall not subject the Bounce Fitness to a breach of contract claim.
Timing for Appeals
In order to qualify for processing under this section, an appeal must be filed no later than thirty (30) calendar days after the date on which the aggrieved condition commenced.
Step One:
Any employee who is eligible may present an appeal to his/her immediate Manager for discussion. The Manager shall have five (5) regular working days in which to respond to the relief requested. Should the Manager fail to respond within this time limit or if the employee finds the response unsatisfactory, the appeal may be reduced to writing, clearly specifying the policy allegedly misapplied, and the relief requested. The appeal should be submitted to the General Manager Human Resource within five (5) regular working days from the time the first step answer was due or was given. The General Manager Human Resource should respond in writing within five
(5) days of receipt and if the General Manager Human Resource fails to respond within this time, or if the employee finds the response unsatisfactory, or in cases where the General Manager Human Resource is the immediate supervisor, the employee may proceed to Step Two.
Step Two:
The employee may submit an appeal to the Chief Executive Officer if Step One has not resolved the issue. Upon receipt of a written appeal, the Chief Executive Officer shall convene a meeting with the aggrieved employee, the General Manager Human Resource and the Centre Manager, as applicable, either separately or jointly at the discretion of the Chief Executive Officer. The Chief Executive Officer may convene an Board meeting and within ten (10) working days shall respond to the grievant in writing with the final decision. In all instances, a thorough and fair investigation will take place, giving careful consideration to the rights and dignity of the people involved. The Chief Executive Officer will report the grievance and the result at the next regularly scheduled Board meeting.
Work Products and Files
All supplies, materials, routines, and work products of an employee if purchased by Bounce Fitness shall remain the property of Bounce Fitness after resignation, discharge, or layoff of that employee. The employee may retain any personal files, but work files and other papers shall remain with Bounce Fitness.
Consultant Fees, Honoraria, Gifts
All employees are encouraged to participate in a variety of community and professional activities. In those instances where an employee’s activities are part of their regular duties and responsibilities, any payment will be turned over to Bounce Fitness. All fees derived from Bounce Fitness reports, activities, events, or speaking engagements while employed by Bounce Fitness shall also be turned over to Bounce Fitness.
In some instances, an individual may do work that is based on activities or experiences prior to or separate from their regular duties and responsibilities at Bounce Fitness. To avoid actual or appearance of conflict of interest, any employee who engages in any remuneration activity in any field directly related to Bounce Fitness programs must have prior approval by the General Manager Human Resource. No employee may formally represent himself/herself as a spokesperson Bounce Fitness without prior approval of his/her Centre Manager.
Recreational Resources
All employees are given available recreational resources they can use when taking breaks. This is to ensure that their personal physical health and mental wellbeing are taken care of by the organization.
The office space of Bounce Fitness has a lounge where employees can spend their break and chill to refresh their mind and body. They can use this during break time or end of shift.
The building where Bounce Fitness operates has facilities such as a gym and swimming pool, which occupants can use up to their discretion.
Employee Acknowledgement
I acknowledge that I have read and understood the policies outlined in this copy of Bounce Fitness’ Personnel Policy Guidelines. I understand that these policies provide only a general reference and are not a full statement of Bounce Fitness procedure nor are they a contract. I will update these policies as I am provided with new materials, and I will return my copy of the Personnel Policies to Bounce Fitness upon termination of my employment.
Employeesignature:
Date:
Procedure for Engaging External Consultants
Bounce Fitness acknowledges that from time-to-time the organisation will need to engage external support, whether consultants, contractors or external service providers, through a competitive procedure to put in place appropriate management processes for the successful completion of projects and to achieve the benefits in such a way that Value for Money is obtained.
Value for Money includes three basic elements: economy, efficiency and effectiveness, and is achieved when organisations use their resources, including bought-in external resources, with economy and efficiency to achieve effectiveness in their operations.
A contractor is a person, organisation or group thereof engaged, for a limited time period, to provide specified goods, works or services that implement established policy objectives; to assist Bounce Fitness in carrying out its operations and functions; or to perform operations or functions that involve skills or capabilities that would normally be expected to reside within Bounce Fitness but which are not currently available.
Before a contracting authority considers hiring external support, it must first determine that the project cannot be delivered in-house. If adequate internal resources are not available or if an external review is mandated, it is only at this stage that hiring of external support should be considered.
Bounce Fitness will use a competitive process for the purchase of goods and services, whatever the value. Consultants, contractors and outside service providers, therefore, must be engaged following such a process.
The Project Manager must decide the pricing model that will allow the award of a contract on a basis that is approved by the CEO and that will also obtain Value for Money over the life of the project. This can be achieved by developing a pricing model or cost breakdown structure that will evaluate the fixed (and variable, if any) prices proposed by tenderers over the whole life of the project. In particular, a tenderer’s cost proposal must be evaluated to see if it changes the cost to Bounce Fitness and what impact such changes would have on the whole life cost of the project.
Risk management should be built into a contracting authority’s procurement procedures. The Project Manager should ensure that appropriate procedures are in place to identify and assess all relevant risks throughout the procurement cycle. As a general principle, risks should be borne by the party best placed to manage them and a body should not accept risks which another party is better placed to manage.
The CEO must review the business case, assess and approve the business justification for the project on presentation of the full business case; the decision to hire external support; and the procurement strategy proposed.
The CEO must also confirm that the project is well planned and will achieve policy objectives of sufficient importance to Bounce Fitness relative to the whole life costs, in terms of the resources, both financial and personnel, which they are prepared to commit to the implementation of the project and thereafter; that the business case is comprehensive, has been properly prepared and is justified; and, that, on implementation, the project will achieve Bounce Fitness policy objectives and Value for Money.
Progressive Discipline Policy
Purpose
To establish rules pertaining to employee conduct, performance, and responsibilities so that all personnel can conduct themselves according to certain rules of good behaviour and good conduct.
The purpose of these rules is not to restrict the rights of anyone, but rather to help people work together harmoniously according to the standards we have established for efficient and courteous service for our customers.
Reasonable rules concerning personal conduct of employees are necessary if the facility is to function safely and effectively. You will be kept informed of rules and changes to those rules by your Centre Manager.
Bounce Fitness believes that you want to, and will, do a good job if you know what is required to perform your job properly. Your Centre Manager is responsible for ensuring that you know what is expected of you in your job. Further, it is Bounce Fitness policy that employees are given ample opportunity to improve in their job performance.
Policy
Degrees of discipline are generally progressive and are used to ensure that the employee has the opportunity to correct his or her performance. There is no set standard of how many oral warnings must be given prior to a written warning or how many written warnings must precede termination. Factors to be considered are:
How many different offences are involved.
The seriousness of the offence.
The time interval and employee response to prior disciplinary action(s).
Previous work history of the employee.
Exceptions
For serious offences, such as fighting, theft, insubordination, threats of violence, the sale or possession of drugs or abuse of alcohol on company property, etc., termination may be the first and only disciplinary step taken. Any step or steps of the disciplinary process may be skipped at the discretion of Bounce Fitness after investigation and analysis of the total situation, past practice, and circumstances.
In general, several oral warnings should, at the next infraction, be followed by a written warning, followed at the next infraction by discharge. This is especially true in those cases where the time interval between offences is short and the employee demonstrates a poor desire to improve his/her performance.
Remedial Action Policy and Procedure
Scope: This policy applies to all employees who are employed by Bounce Fitness. |
Policy Statement: This policy will to ensure employees work according to their work agreement and their Modern Award including violations of the individuals and groups with regards to the agreements. Bounce Fitness will follow the Fair Work Best Practice Guidelines for Managing Underperformance |
Procedures: Our remedial action policy is intended to correct something that is wrong or to improve a bad situation by undertaking urgent or immediate remedial action. This process is relevant for several areas of the business including industrial relations. Industrial Actions Bounce Fitness requires staff to be employed under Modern Award or Enterprise Agreement that follows the National Employment Standards including:
In the event that thee is a breach of any of these conditions then remedial action will be undertaken, that ensures that all parties meet conditions in the award or agreement. |
Wage issue A wage issue may include rates of pay, allowances, deduction from wages, and overtime payment. Step 1 – Research
Step 2 - Outcome
Union Involvement If the union is representing the employee, then permission must be sought from the employee to speak to the union representative on their behalf.
|
Employee Conditions Issue Employees who are not performing to the conditions set out in Bounce Fitness policies and procedures and in their job description then remedial action will be undertaken. Below is the process for managing performance that is linked to their award or agreement.
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Responsibilities |
Site Managers are responsible for the initial review. General Manager Human Services is to review poor performance and work with the Manager to deal with each situation. If the problem is linked to industrial action or needs a development of a policy then refer to CEO General Manager, Finance is to arrange for a review of payment of wages and allowance and give report back to General Manager, Human Resources. |
Reporting |
Manager is to report any issues to the General Manager Human Services and to complete the relevant reports |
Approvals and Review |
Name |
Job Role/Position |
Next Review Date |
Retirement Policy
Bounce Fitness is committed to fair, clearly stated and supportive relationships between the organisation and its staff. This policy is designated by law as a Relevant Policy covering the employment of all staff, in relation to all staff employed under an Australian Workplace Agreement that specifically refers to this policy.
The retirement of an employee may be started by any staff member retiring and giving relevant notice.
Policy
Notice of retirement by the employee
Staff members wanting to retire are responsible for seeking independent financial / retirement advice. They should also seek advice from Human Resources before finalising their retirement plans.
A staff member who wants to retire must submit a notice of their resignation in writing to their Centre Manager or General Manager Human Resources.
The notice period must be in line with Bounce Fitness Termination Policy.
These notice periods are as follows:
Management - Not less than 4 weeks notice General Staff - Not less than 2 weeks notice
If an employee does not give the required period of notice before terminating their employment, Bounce Fitness has the right to withhold money due to the employee equal to the ordinary rate of pay for the entire notice period.
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Retirement Procedures
The retirement procedure plan should include the following steps:
Submitting a Retirement Notice
Staff members wanting to retire are responsible for seeking independent financial / retirement advice. They should also seek advice from Human Resources before finalising their retirement plans.
A staff member who wants to retire must submit a notice of their resignation in writing to their Centre Manager or General Manager Human Resources.
The notice period must be in line with Bounce Fitness Termination Policy.
Accepting the Notice of Retirement
The Centre Manager will approve the notice of retirement and forward it to Human Resources. The General Manager Human Resources may approve to waive the notice period.
When accepting the notice, the Centre Manager must also consider:
0 How will the workload be managed without the staff member?
0 Will Human Resources need to be contacted to discuss recruitment of a replacement?
0 How will the announcement be made to other staff members?
0 How will a handover be conducted if a replacement is required?
Processing the Retirement Application
Human Resources will:
Process the retirement and provide letters to the staff member and Centre Manager confirming the retirement date.
Process payments and / or superannuation once an acknowledgement that these letters have been received.
C) Provide the Centre Manager with a 'staff departure checklist' as soon as the retirement has been announced.
Contact the departing staff member to undertake an exit interview. The information obtained at the exit interview will be treated confidentially; however, trend data will be used to improve staff retention
On request provide a written statement of employment. This states the date the staff member started with and departed from Bounce Fitness, and the position/s held.
This will be sent to the staff member's home address. The manager will:
Check the departing member's objects on loan via a Centre Manager's report to ensure that any outstanding objects on loan (e.g. motor vehicles, laptops, mobile phones, corporate credit cards etc) are returned before the staff member leaves.
Meet with the departing staff member shortly after the departure has been announced to arrange the collection of outstanding Bounce Fitness property.
C) Ensure the 'staff departure checklist' is completed and signed by the Centre Manager and staff member and returned to Human Resources.
Retirement Gratuities
The Centre Manager should speak to Human Resources to confirm the staff member's eligibility for a retirement gratuity.
The manager will then advise the staff member of their eligibility, and advise them to choose a gift for the gratuity amount.
The Centre Manager approves the choice of gift using the Bounce Fitness Corporate Card and should organise a staff member to purchase the retirement gratuity.
The manager will arrange for the gift to be presented to the retiree.
bouncefitness
Salary Loadings Policy
The payment of salary loadings to staff in a manner which acknowledges that loadings will be appropriate in many circumstances, and their continued applicability, must be commensurate with the level of performance of the staff member concerned. Accordingly, except in special cases as may be approved by the CEO, all salary loadings will be reviewed in relation to their continued applicability on the basis of annual performance assessment against agreed objectives in key result areas.
For the purposes of this policy, ‘salary loading’ includes provision of benefits other than as salary.
Basis for the Payment of Loadings
Salary loadings in appropriate circumstances will be used to attract or retain or reward staff. The continued applicability must be appropriate to the level of performance of the staff member concerned.
Responsibility Loadings
Responsibility loadings (such as Acting Centre Manager loadings) will be at a standardised fixed rate. The performance management system will be used to determine whether an appointment should be renewed or not or, where necessary, terminated prior to its normal expiry date.
‘Packaged’ Loadings
Salary loadings shall be non-superannuable, and are therefore able to be ‘packaged’ in accordance with Bounce Fitness remuneration packaging arrangements.
Flexible Salary Packaging is an Australian Tax Office approved means for staff members to restructure their salary, allowing them to make additional superannuation contributions and to purchase other benefits with pre-tax, rather than with after tax, income. This gives staff members the flexibility to build a salary package that is best suited to their individual needs.
All permanent, full-time staff members employed by Bounce Fitness may enter into Flexible Salary Packaging arrangements.
Bounce Fitness Salary Packaging arrangements provide staff with the opportunity to incorporate various Australian Taxation Office approved benefits into the delivery of their remuneration, to maximise any available tax concessions and to suit their individual needs.
The following principles form the basis of the Policy:
Staff participation in Bounce Fitness Flexible Salary Packaging Scheme is voluntary.
Each staff member is responsible for obtaining his or her own independent financial advice as to the merits or otherwise of participating in the Flexible Salary Packaging Scheme.
Packaging arrangements
For the majority of staff members, there is no limit on the amount that each staff member may salary sacrifice. Generally staff members may salary sacrifice up to 100% of their base salary, provided that obligations for making member contributions for superannuation are met.
Accountability Requirements
Each Centre Manager in conjunction with the General Managers Human Resources and Finance shall provide an annual report to the Board of Directors and CEO detailing information as required in relation to salary loadings paid to staff during the relevant period, and the basis for the decisions taken to pay such loadings and the reasons for such payments.
Staff Induction Policy and Procedures
Policies
Our Vision is ‘Bounce Fitness is committed to expanding our role as a premier provider of wellness integrated services. Through the evolvement of an empowered employee culture and the creative acquisition and use of resources, we will develop and implement comprehensive programmes and services appealing to people of all ages.
Achievement of the vision depends on recruiting, retaining, and developing high quality staff. Integral to this objective is the need to provide a framework for the effective induction of newly appointed staff.
This policy outlines the broad principles that will govern our approach to the induction of staff and supports our Learning and Development Policy. It also provides guidance for managers to ensure that new staff members are provided with effective support to ensure they can fully meet the requirements of their job.
Implementation of the Staff Induction Policy will be reviewed by HR Services through periodic consultation with managers and staff, monitoring attendance at staff induction days and completion of new staff induction checklists. Adjustments will be made, as appropriate, to reflect best practice, staff feedback and any relevant legal requirements.
We regard effective planning for staff induction as being of prime importance. Bounce Fitness is a complex organisation and if new staff are to establish themselves quickly and effectively there is a need to provide them with guidance, support and information in a planned and considered way.
Bounce fitness acknowledges the importance of having a standardised process for staff induction. This will make the induction easier for both the facilitator and inductees. As such, it is Bounce Fitness’ workforce strategy to set and follow an induction schedule and procedures for new staff members.
It is recognised that where staff are provided with an appropriate and well planned induction programme, they: are more highly motivated
become effective quickly
are more likely to form an attachment with Bounce Fitness, pass probation and be retained can extend their range of skills and knowledge, enabling them to be more adaptable
are less likely to waste Bounce Fitness resources and staff time benefit from reduced levels of stress and anxiety
are more likely to receive an equal opportunity to be developed and supported
A framework has been established for the effective induction of new staff that will: include a systematic assessment of initial training and development needs encourage regular constructive performance reviews
ensure that induction, even when pursued on a largely informal basis, takes place in a systematic and planned way
operate on the basis of quality and good management practice be cost effective
enhance our reputation as a good employer
Inadequate and poorly planned induction of new staff can contribute to staff underperforming or failure to retain new staff, in which a significant investment has been made.
Procedures
There are three main stages to the induction of new staff
Pre-Appointment
Centre Level Induction
Corporate Induction
The following summarises each of these stages.
Pre-Appointment
It is important to regard the induction process as commencing with the initial contact between Bounce Fitness and the prospective employee established during the recruitment process. It is during this period that prospective staff form initial impressions about us and it is crucial that they are positive.
Bounce Fitness policy aims to enhance our standing as a good employer and sets out the responsibilities of Managers, Human Resource and other staff in respect of:
The quality of recruitment information provided to potential recruits
The quality of recruitment practices and procedures generally (refer to Recruitment and Selection guidelines for more information)
Prior to the commencement of employment, Human Resource will also take responsibility for providing the appointee with comprehensive and clear documentation detailing terms and conditions of employment.
Centre level Induction
The integration of new staff is critically affected by the quality of induction to their immediate working environment. Induction at this level must be carefully structured and should aim to put the new member of staff at ease.
The new staff member’s immediate Manager, when planning staff induction at a Centre level, must take into account the following:
Making arrangements to welcome a new member of staff
Ensuring that immediate and long term practical needs relating to the new member of staff are identified and arranged where possible before his or her arrival
Clarifying roles and expectations
Familiarising him or her with the specific aims, practices, and ethos of the Centre
Arranging for an experienced colleague to help the staff member settle in and adjust to their new working environment. Typically, he or she will provide guided tours of the facilities, answer questions and provide practical advice.
Centre Managers are responsible for ensuring that new staff have the facilities and support that they need to do their job effectively. Specifically, immediate Managers should:
Conduct, regular, constructive reviews of performance during the staff members induction and probation period
Refer to the job description and in conjunction with the new member of staff identify initial training and development needs
Support and encourage staff to meet identified needs, in liaison, as necessary, with Bounce Fitness’ Learning and Development.
To assist the Manager in the preparation, delivery, and evaluation of the new member of staff’s induction, a ‘Team Member Induction Checklist’ has been designed (for a copy see Documents/Induction). The checklist needs to be completed by the immediate Manager, although some items may be delegated to the colleague helping the new staff member settle in.
Before the first day of employment the Manager and new member of staff will receive, from Human Resources, a copy of the Staff Induction Checklist, a ‘Staff Induction Handbook’ and a contract of employment.
Completed Staff Induction Checklists should be returned to Human Resources within 6 weeks, by the immediate Manager. The Human Resources will action the staff development needs identified and monitor and evaluate the induction process. A copy of the checklist should be kept by the new staff member and their immediate Manager.
At a Centre level, completed Staff Induction Checklists should be revisited as part of the first probationary review and any outstanding development needs discussed.
Corporate Induction
Human Resources will facilitate a ‘Staff Induction Day’.
Staff Induction Days will ensure that all new staff are welcomed to Bounce Fitness personally by the CEO (or rarely, by a senior colleague), and are briefed by Human Resource staff on the following:
Bounce Fitness’ Vision, Values, History and Future An overview of Centres and services
The range of staff facilities available
Maintaining and continuously improving the client experience
How Bounce Fitness manages and develops staff and how we communicate as a staff team
Key policies, procedures, and practices, including an introduction to our intranet, Equality and Diversity, Health and Safety, Learning and Development and Human Resource function.
The Staff Induction Days will also provide an opportunity for new staff to network and enrol onto the following: Introduction to the Bounce Fitness Network and Microsoft Outlook
Mandatory Occupational Health and Safety training.
A summary of Bounce Fitness’ Staff Induction Process
Pre-Appointment – (Recruitment Process)
Job information received by applicants Recruitment process implemented Appointment made
Selection panel decides
Selection panel selects probationary mentor
Centre Level Induction
Immediate Manager completes and returns Staff Induction Checklist to Human Resources within 6 weeks of start date
Corporate Induction
Enrol new staff onto mandatory Staff Induction Day and Occupational Health and Safety training
Staff Recruitment Policy and Procedures
Policy Brief and Purpose
Bounce Fitness staff will use this policy and procedure to employ new staff. Staff are required to hold relevant experience and qualification to undertake the role in which they are employed.
Our Human Resource Manager has the responsibility of determining when new positions will be filled.
We are committed to our equal opportunity at every selection stage. Hiring teams should aim for a well-planned and discrimination-free hiring process.
Scope
This recruitment and selection policy is applicable to all employees who are involved in hiring for our company. It refers to all potential job candidates.
Workforce Strategy
Bounce Fitness Centre staff provide training and fitness services from diverse backgrounds; therefore we aim to employ personnel from diverse backgrounds. We support the employment of both males and females, encourage the employment of staff who speak languages other than English and support the selection of staff from a range of agegroups.
Legislation
Bounce Fitness is to comply with the following legislation below to ensure equality, safety, and privacy throughout the recruitment, selection, and induction process.
Equal Employment Opportunity Act
Bounce Fitness offers a work environment free of discrimination, sexual or other harassment, victimisation, vilification and bullying. Equality is guaranteed throughout the recruitment process by ensuring that recruiters do not hire employees based on racial, gender, or sexual preferences. Employees are expected to contribute to the maintenance of such a work environment.
Work Health and Safety Act
Bounce Fitness is committed to providing a safe and healthy work environment to all employees. Employees are expected to perform their duties in accordance with the WHS Act and all Regulations, Codes of Practice and Bounce Fitness policies and procedures.
Both during and after employment with Bounce Fitness, employees are expected to:
Conduct self in a manner that will not endanger themselves orothers.
Participate in Workplace Health and Safety training asrequired.
Assist with audits of work procedures, equipment and workplaces.
Identify areas of improvement by contributing to the Bounce Fitness’ Safety System.
Contribute ideas and suggestions that promote safetyawareness.
Be aware of emergency procedures and codes.
Report unsafe work practices, incidents, hazards and near misses.
Report unacceptable workplace behaviours such as harassment and bullying.
Privacy Act
Employees must respect and protect the privacy and confidentiality of information gained or accessed during the course of their employment. Employees are required to comply with the Information Privacy Act, the Health Records Act and Health Records policies.
Bounce Fitness ensures that:
Both during and after employment with Bounce Fitness, employees keep private information confidential from third parties.
Any information gained through employment at Bounce Fitness is used only for the discharge of official duties.
Employee information during the recruitment process is kept confidential and used only for discharge of official duties.
Regulations
Fair Work Regulations 2009
In accordance with the Fair Work Regulations, Bounce Fitness provides minimum entitlements, flexible working arrangements and fairness at work to prevent discrimination against employees.
Recruitment
Forms
When a position becomes vacant or a new position is required, the following forms are to be completed in order and according to the procedures set below. These procedures have been developed to support our workforce strategy.
Approval to Recruit
When a position becomes vacant or a new position is required, an Approval to Recruit form for the position is to be obtained from the Licensee. Once completed, the form is to be presented to the nominated supervisor for approval.
Job Position Description
Once the completed Approval to Recruit form has been approved, a Job Position Description form can now be drafted. The form is to be drafted according to the job vacancy specified by the Nominated Supervisor, and must align with the legislation previously mentioned in this document.
The specified employment type of the job position must be based on Bounce Fitness Employees Agreement 2009. The following below are the types of employment that fall under this agreement:
Full-Time
Part-Time
Casual
Request for Approval to Advertise
Once the Job Position Description form has been completed, a Request for Approval to Advertise form can now be completed. The completed form must be consulted along with the completed Job Position Description to the Nominated Supervisor and the job position’s immediate supervisor or officer manager for consultation and approval. The Request for Approval to Advertise form must be completed and approved prior to advertising the new or open job position.
Procedure
The Human Resource Manager or their delegate must undertake the following steps:
Identify need for job opening
Decide whether to hire externally or internally
Review the job description and compose a job ad.
Select appropriate sources (external or internal) for advertising the position.
Set closure date (usually two weeks from date of advertising)
Collect applicant resumes
Review applicant’s resumes against job description
Shortlist candidates – avoid interviewing all applicants if large number haveapplied.
Contact candidates and arrange interviews within two weeks of closuredate
Include at least two staff members during interviews
Interview candidates to determine the best fit
Reference check potential employees
Select the most suitable candidate
Inform applicants of results
Make an offer and forward letter of offer
Advertising
The following information is required to create job ads based on full job descriptions of each role. Job ads should be clear and accurately represent the open position. They shouldinclude:
A brief description of our company and mission
A short summary of the role’s purpose
A list of responsibilities
A list of requirements
How to apply
The job ad’s style should be consistent with Bounce’s unique voice. It should be addressed to ‘you’ in a polite and engaging tone. Jargon, complicated phrases and gender-specific language should be avoided.
Types of advertising that may be considered include:
Online
Internal within Bounce Fitness
Social Media
Specialist Support Agency (only used for Managerial Positions)
Shortlisting of Applicants
Applicants for the position will initially be shortlisted based on their ability to meet the selection criteria as described by the position description. The short-listing process is to be completed by at least two existing staff as directed by the Nominated Supervisor.
Interviews
A selection panel composed of at least two existing staff is to be convened to conduct interviews.
Prior to the interviews, a list of appropriate interview questions is to be developed with the selection panel members. The interview questions are to comply with the legislation mentioned earlier in this document, which includes:
Equal Employment Opportunity Act
Anti-Discrimination Act
Work Health and Safety Act
Interview Feedback
Always inform all interviewed candidates that they were not successful. Human Resource Manager or their delegate can give interview feedback to candidates. They should first though check to make sure they will not invite legal action. Being brief, respectful and keeping feedback job-related
Selection
On completion of all interviews, the selection panel is to deliberate for the successful applicant based on both their ability to meet the selection criteria and their suitability to support the mission and values of Bounce Fitness. This is to be done by comparing the completed Interview Assessment forms for each interviewee and agreeing on a final score for each interviewee. Their scores are then compared against each other and the most suitable candidate selected.
Once the applicant is selected, their referees are to be contacted to confirm their suitability.
A Selection Report form of the selected applicant is then to be completed and recommended to the nominated supervisor and at least one other senior personnel. The senior personnel may or may not be already part of the selection panel.
The recommendation process includes informing the presenting the completed Selection Report of the applicant and providing a brief explanation of the recruitment and selection process, how the applicant was selected during the deliberation process, and the summary of the responses of the applicant’s referees.
Appointment
Once the selection report has been approved, the selected applicant is to be notified via phone call of their success and offered the job position. Once the successful applicant gives their confirmation, the following documentation is to be prepared before sending to the successful applicant. These documents are prepared consecutively.
Offer of Employment
The letter of Offer of Employment is prepared to inform the successful applicant of their appointment to the job position. This is typically signed by the HR officer in charge of the whole process of recruitment, selection, and induction process of the job position. The HR officer in charge also makes sure that this document is to be sent to the successful applicant.
Employment Contract
The Employment Contract is prepared along with the Offer of Employment in informing the successful applicant of their appointment to the job position. The contract must be based on the requirements of the job position the successful applicant has applied to. Once completed, both documentation is sent to the successful applicant for review. The successful applicant is notified that the contract is only sent for review; they are to sign the contract during the induction stage.
Induction
Upon the successful applicant’s receipt of the Offer of Employment letter and acceptance of the job offer, the HR officer in charge of the process may begin on preparing the workplace for the new employee. This includes arranging their induction and making the necessary administrative arrangements for the new employee.
The HR officer in charge of the recruitment and selection process of the new employee’s job position will only arrange for their induction schedule and the details of their induction before sending it to the HR officer in charge. Once informed, the HR head officer must appoint an induction officer to commence the new employee’s induction.
The HR head officer is to appoint an induction officer to prepare and deliver the induction to the new employee on the scheduled date. The induction officer must prepare the aspects of the new employee’s induction program, following the procedures of the Bounce Fitness Induction Policies and Procedures.
Staff Reward and Recognition Policy
This policy is to outline the overall framework that exists for the use of various mechanisms to reward and recognise staff, either as individuals or as part of a team, for high-level performance that assists Bounce Fitness in pursuing its strategic goals and objectives.
This system also acknowledges that individual performance is often dependent upon the staff member’s ability to operate effectively as part of a team, and on the efforts of other members of that team. Performance therefore relates to teamwork, interpersonal effectiveness, customer service, leadership effectiveness, accountability, and continuous improvement; as well as individual achievement of goals and objectives.
The Performance Management System
The Performance Management System of Bounce Fitness is the basis for rewarding and recognising the achievements of staff, with annual Performance Management cycle performance outcomes being directly linked to decision-making in relation to progression and the granting of special benefits such as opportunities to study and/or extended leave to do so. The Performance Management system is also used for the setting of performance objectives upon which various salary loadings are payable.
Performance Loadings
The Bounce Fitness Salary Loadings Policy provides a framework for the payment of salary loadings to members of staff for exceptional performance and acknowledges that they must be commensurate with the level of performance of the staff member in receipt of the loading. Accordingly, the continued applicability and quantum of such loadings must be commensurate with the level of performance of the staff member.
Other Financial and Non-Financial Rewards and Recognition
Other mechanisms for rewarding or recognising outstanding performance include:
The provision of performance bonuses
Monetary grants for professional or other staff development purposes
Various forms of non-financial recognition such as a written or other private or public acknowledgement or the celebration of achievement, for example by a morning tea, honouring the achievements of an individual or team.
Termination Policy
Bounce Fitness is committed to fair, clearly stated and supportive relationships between the organisation and its staff. This policy is designated by law as a Relevant Policy covering the employment of all staff, in relation to all staff employed under an Australian Workplace Agreement that specifically refers to this policy.
The Termination of employment may be started by any staff member resigning and giving relevant notice or by not turning up for work or by retiring from their position. Termination may be initiated by Bounce Fitness for unsatisfactory performance, chronic ill-health, misconduct or redundancy of a given position. Relevant notice will be given by Bounce Fitness in these cases (except in the case of serious levels of misconduct) or in lieu of notice, payment may also be made.
Policy
Notice of termination by the employee
All employees of Bounce Fitness, apart from Casual Employees, are required to give written notice of intention to terminate their employment. These notice periods are as follows:
Management - Not less than 4 weeks notice
General Staff - Not less than 2 weeks notice
If an employee does not give the required period of notice before terminating their employment, Bounce Fitness has the right to withhold money due to the employee equal to the ordinary rate of pay for the entire notice period.
Notice of termination by Bounce Fitness
Bounce Fitness may only terminate staff due to:
unsatisfactory performance
serious misconduct
redundancy
In each case, the notice period will not be less than 1 entire pay period.
Bounce Fitness will make payment in lieu of the notice if the appropriate notice period is not provided for by the company.
Serious or wilful misconduct
Notice will not be required where an employee is terminated for serious or wilful misconduct.
Redundancy
Any employee whose positions are made redundant by the company and who then leave the company will be entitled to the relevant redundancy payment set out in the Workplace Agreement. If the employee is transferred to a lower paid position within the organisation, the same notice period is required to be given, as if the employee was to be terminated.
Any employee that leaves during the relevant notice period is entitled to any benefits and payments as if they had remained with Bounce Fitness. However, they will not be entitled to receive any payment in lieu of notice.
Time off during notice period
During the notice period for termination, an employee will be allowed up to 1 day of time off work, with pay during each week of the notice for the purpose of attempting to find alternative employment.
Workplace Harassment Prevention Policy
Ethical Statement
Bounce Fitness is committed to ensuring a healthy and safe workplace that is free from workplace harassment. Workplace harassment is unacceptable and will not be tolerated under any circumstances.
Definition of Workplace Harassment
A person is subjected to ‘workplace harassment’ if the person is subjected to repeated behaviour, other than behaviour amounting to sexual harassment, by a person, including the person’s employer, a co-worker, or group of co-workers of the person that:
is unwelcome and unsolicited
the person considers to be offensive, intimidating, humiliating, or threatening
a reasonable person would consider to be offensive, humiliating, intimidating, or threatening.
‘Workplace harassment’ does not include reasonable management action taken in a reasonable way by the person’s employer in connection with the person’s employment.
Detailed below are examples of behaviours that may be regarded as workplace harassment, if the behaviour is repeated or occurs as part of a pattern of behaviour. This is not an exhaustive list – however, it does outline some of the more common types of harassing behaviours. Examples include:
Abusing a person loudly, usually when others are present
Repeated threats of dismissal or other severe punishment for no reason
Constant ridicule and being put down
Leaving offensive messages on email or the telephone
Sabotaging a person’s work, for example, by deliberately withholding or supplying incorrect information, hiding documents or equipment, not passing on messages and getting a person into trouble in other ways
Maliciously excluding and isolating a person from workplace activities
Persistent and unjustified criticisms, often about petty, irrelevant or insignificant matters
Humiliating a person through gestures, sarcasm, criticism and insults, often in front of
customers, management or other workers
Spreading gossip or false, malicious rumours about a person with an intent to cause the person harm.
Actions that are not Workplace Harassment
Legitimate and reasonable management actions and business processes, such as, actions taken to transfer, demote, discipline, redeploy, retrench, or dismiss a worker are not considered to be workplace harassment, provided these actions are conducted in a reasonable way.
Effects of Workplace Harassment on People and the Business
Workplace harassment has detrimental effects on people and the business. It can create an unsafe working environment, result in a loss of trained and talented workers, the breakdown of teams and individual relationships, and reduced efficiency. People who are harassed can become distressed, anxious, withdrawn, depressed, and can lose self-esteem and self-confidence.
Workplace Strategies to Eliminate Workplace Harassment
Bounce Fitness will take the following actions to prevent and control exposure to the risk of workplace harassment:
Provide all workers with workplace harassment awareness training
Develop a code of conduct for workers to follow
Introduce a complaint handling system and inform all workers on how to make a complaint, the support systems available, options for resolving grievances, and the appeals process
Regularly review the workplace harassment prevention policy, complaint handling system and training.
Bounce Fitness
Bounce Fitness requires all workers to behave responsibly by complying with this policy, to not tolerate unacceptable behaviour, to maintain privacy during investigations, and to immediately report incidents of workplace harassment to the Centre Manager, or if necessary, the General Manager of Human Resources.
Managers and supervisors must also ensure that workers are not exposed to workplace harassment. Management are required to personally demonstrate appropriate behaviour, promote the workplace harassment prevention policy, treat complaints seriously, and ensure where a person lodges or is witness to a complaint, that this person is not victimised.
On the Job Training Plan
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Personal Development Procedure
Bounce Fitness recognises that the training and development of its team is key to the continual success of the organisation. It is the policy of Bounce Fitness to ensure that as far as it is practicable, adequate resources are available to provide a continuous programme of training for all staff. In return all Bounce Fitness staff should recognise the need to develop and update skills and knowledge on a continuous basis, and undergo training with a positive and flexible outlook.
Managing Personal Development
Personal development should be divided into personal development plans and training and development records: the former indicating what is intended over the next year and the latter comprising a record of what has been achieved.
A Personal Development Plan identifying the training requirements of individual staff members should be prepared yearly by all staff in consultation with their manager. A copy of the Training and Development Record template can be located on the Intranet under the Document tab. Personal Training and Development records may be accessed under the People tab.
As well as establishing needs, PDP’s allow both employee and Centre manager to agree on the overall purpose and objectives for the training, linked to the business plan, agree on the best method and agree on target dates for completion and review. This should be reviewed and if necessary updated at regular intervals throughout the year. A summary of Personal Development Planning can be found on the Intranet under the Policy tab.
All staff will have an individual Training and Development Record generated on employment. On completion of a training course whether it is internal or external or practical experience gained through current job, attendance at a conference or any other training activity the training record must be updated by Human Resources.
Copies of any certificates obtained while attending courses, conferences or further education programmes
will be included along with the training record.
When a member of staff is approved to undertake Bounce Fitness sponsored staff development activities it is assumed that they accept the conditions for such sponsorship detailed under the Evaluation section following. A record must be kept of the development undertaken and any financial support approved. The application is the responsibility of the individual and their Manager and that any relevant documentation is forwarded to Human Resource for insertion in the individual’s personal file.
The Human Resource Department will maintain records of all activities, attendances and expenditure on
centrally funded staff development activities.
Appraisal
The appraisal process is the formal opportunity for staff to discuss their performance with their managers and for managers to identify any areas where improvement may be required. It is also the mechanism to record training and development needs on individual Personal Development Plans. All staff will be appraised on an annual basis in Centre with the current appraisal system.
Personal and Managerial Skills
A range of training courses including Customer Care, Interpersonal Skills and Stress Management will be made available each year and are available for all staff to attend. These training courses will provide staff with the support needed to develop and enhance skills whether as an individual or as a manager, and improve work performance.
External providers will be engaged for the development of fitness skills and activities and instructors are
encouraged to bring suitable programmes to the attention of Management.
Application for any of the courses should be made to Human Resources and should be supported by the individual’s Centre manager.
Further Education
As part of the Personal Development Planning process a development need may be highlighted that would be best met through participation in an external course of study. In these cases, staff, via their Centre managers, will be encouraged to submit a case for sponsored education to their Centre Manager. The benefits to Bounce Fitness and the individual must be clearly demonstrated.
Evaluating Personal Development
Bounce Fitness staff and Centre managers should always be able to identify how performance has improved after any training or development activity, whether it is an internal or external training course or practical experience gained through current job, attendance at a conference or seminar. The evaluation should focus on:
Learning Outcomes: whether the training has met the objectives identified in Personal Development Plans; and/or
Performance Outcomes as outlined in Performance Appraisal Plans which will be evaluated by Centre Manager as part of the annual appraisal process.
A post training activity interview between Centre manager and staff should be conducted to discuss the above and also highlight if there is any further help/support and or training required to implement the learning.
Centre manager(s): It is part of a managers remit to train and develop his or her staff and they will be able to advise on completion of a successful personal development plan.
Human Resource Manager: Can offer advice and guidance with regard to appropriate learning methods and available courses.
This Policy may be amended by Bounce Fitness at any time in order to take into account changes in legislation and best practice.
Centre Level Staff Member Induction
Welcome and Introduction
Welcome to the Bounce Fitness Induction Handbook. This handbook covers important matters in regards to health, safety and conduct at Bounce Fitness. Its purpose is to help you understand our safety system and conduct standards, so that when you are working you can be a part of our safety system and uphold our conduct standards, for the benefit of yourself, others, and the organisation.
The purpose of inducting you is to:
Provide you with basic information on how we operate our organisation Inform you of our conduct standards
Provide you with information about our safety system, to protect your health, safety and wellbeing, and that of other people, while working with Bounce Fitness.
Allow your participation in creating and maintaining a safe environment for you to undertake activities.
Fulfil our organisational requirement to comply with OHS (Occupational Health and Safety) legislation.
I encourage you to read this booklet carefully and seek any help you need in understanding its contents. On behalf of Bounce Fitness staff I welcome you to the team.
Margaret House
Chief Executive Officer
Information about Corporate Induction
An Inducted Bounce Fitness employee is a person recognised by Bounce Fitness who:
Has signed that they have read and understood the contents of this booklet (Delete “at appendix A”), and
Has agreed to comply with Bounce Fitness’s Health and Safety System while undertaking team activities for Bounce Fitness, and
Has agreed to comply with the Code of Conduct
Agrees to abide by any other relevant policies and procedures of Bounce Fitness, where applicable when working.
Health and Safety
Bounce Fitness OHS (Occupational Health and Safety) System
The basis of ensuring the health and safety at Bounce Fitness is our OHS System. A major part of this system is the requirement that everyone gets involved in health and safety, subject to their role in the organisation. As such, all people, including employees, contractors, and clients, have a level of safety in which to participate.
The OHS activities involved are as follows:
Apply health and safety to all tasks you perform.
Cooperate and take an active role by participating in the health and safety system.
Be responsible for the safety of yourself and all others and all property and equipment.
Comply with all safety procedures, rules and standards, and observe reasonable directions on health and safety from designated officers of the organisation.
Actively participate in training where provided or directed. Utilise plant and equipment as instructed.
Do not interfere with or misuse any device or equipment that has been provided in the interests of health and safety.
Detect hazards and take prompt remedial action (in your area of control and subject to your level of authority).
Undertake risk management activities and implement control measures.
Report all incidents/accidents, unsafe acts or conditions, injuries and near hits.
Utilise all personal protective equipment (PPE) where supplied for your personal protection. Ensure that when someone comes into a Centre they understand the essential health and safety
issues pertaining to that Centre. This is called ‘site induction’.
The last four activities listed above (risk management; reporting incidents and injuries; PPE; site induction) are expanded on in the following section. There is also information about the health and safety information related to general and specific activities.
Bounce Fitness OHS Policy can be found on Bounce Fitness’s website www.BounceFitness.com.au on the drop down menu tab under Policies.
Risk Management
Risk management is the process of identifying hazards, assessing the level of risk, prioritising the order in which hazards will be controlled, and determining appropriate control measures.
Identify the hazard
Hazards may be identified in a variety of ways, including observation, the introduction of new equipment, incident reports and site specific risk assessments.
Rank the hazard
It is much better to report a problem than have an incident occur, but because there are so many potential hazards in doing any activity, we need to rank the risk. The question we are asking when we rank risk is: what is the likelihood of this hazard having a consequence, and how serious is this consequence?
You should also conduct a self-assessment of physical and other capacity (i.e. skill and experience) related to undertaking any activity.
Control the hazard
After ranking the risk of each hazard, we need to determine control measures. Starting with risks ranked Extreme; we use the Hierarchy of Risk Control, starting with elimination as the most preferred method of risk control through to PPE as the last preferred method of risk control.
In the hierarchy of hazard control, you have to start at the top of these options, and only move to the next one if the first one is not practical.
Incidents
If there is an accident, illness or injury at a Centre, regardless of whether you saw it or not, and regardless of your involvement, you must report any information you have to Bounce Fitness’s Centre Manager or designated officer as soon as possible after the event. This is essential so that Bounce Fitness can deal with the incident as per organisational and legislative procedures, including undertaking remedial and preventative actions.
Bounce Fitness policy is that all incidents are reported within 48 hours to a designated officer of Bounce Fitness. It is essential that serious incidents are reported immediately.
Centre Induction
Before commencing any activity you should ensure that you have been inducted to that Centre and you understand the risks associated with being in that Centre.
Changes to a Centre, new activity procedures, and the introduction of new equipment can bring additional or changed risks to health and safety. When such changes occur, it is important to make sure that you and others are revised in these risks.
Centre Specific Risk Assessment Checklists must be used monthly at each Centre. The Centre Manager must ensure that all staff working at the Centre are involved in the completion of Centre Specific Risk Assessments, and that they are thorough and address all issues on that site.
General Activity Guidelines
If you are unsure about the safe operation or procedure involved in undertaking any activity please discuss your concerns with your Centre Manager. If you are not satisfied with the information you are provided do not undertake the task. You can also contact Bounce Fitness HR Unit on XXXX XXXX during business hours.
All team members are encouraged and authorised to make recommendations for improvement to the management of health and safety and to consult with personnel about health and safety matters.
Fire and Evacuation Procedures
Should there be an emergency on Bounce Fitness premises; Bounce Fitness staff will implement the Emergency Evacuation Procedure.
Stay calm and follow the evacuation instructions. Where Bounce Fitness Wardens are nominated, they will wear either a YELLOW or RED safety helmet in the event of an emergency. OHS noticeboards in Bounce Fitness buildings contain further fire and evacuation information, specific to that Centre.
As part of a Centre inspection or induction you will have been shown or identified evacuation routes. Where no Bounce Fitness Managers are on site it is your responsibility to determine the safest evacuation route prior to commencing activities.
Manual Handling
The need to lift, move or arrange an object may pose a risk to your body. You must ensure that you follow safe manual handling procedures for all activities.
You also need to consider factors that affect the risk to your body, such as the duration and frequency of manual handling, weights, your skills and experience, your age and health, clothing, and any other relevant factor.
Control the risk by moving your body in the right way, get help and use mechanical aids where possible. If you feel the risk of injury is high then do not undertake the activity, or look for and discuss alternatives.
When manual handling any object, stop and think first, and avoid twisting.
Activities Involving Electrical Devices
Ensure the appliance to be used is suitable for the task. All Bounce Fitness electrical equipment has a current test tag attached to the lead. If one is absent, do no use the device. Do a visible inspection of the condition of the appliance, including its general condition and the lead and plug. If you find a fault, do not use it and report it to your Centre Manager.
Hazardous Substances
Bounce Fitness may hold hazardous substances on its premises such as cleaning materials. These are not required to be listed on a Material Safety Data Sheet (MSDS).
The Centre Manager or the supplier of the product can provide you with the MSDS. Should chemicals, fuels or other substances be used or stored, a register of all hazardous substances/dangerous goods is kept on Bounce Fitness Centres.
Housekeeping
Keeping Centres in a clean and orderly state is an essential part of an effective accident prevention program. As a minimum requirement please make sure that:
Centres are kept clean and free from debris and waste material. Walkways and other work areas are free of obstructions.
Protruding objects such as nails and sharp metal are removed upon exposure.
Combustible waste materials are placed in metal containers with metal lids and disposed of on a regular basis.
Contaminated waste is collected and disposed of according to local disposal requirements. Work areas are cleaned and returned to a safe condition at the completion of work.
Waste storage kept away from meal areas.
Sun Protection
When working outdoors it is strongly advisable to protect yourself from UV exposure by wearing an appropriate hat, protective clothing, sunglasses and minimum 30+ SPF sunscreen and lip protection.
Specific activities
Below are listed some specific activities that teams may engage in. There are others not listed that may require detailed safety procedures, and/or require the completion of accredited courses. Bounce Fitness Managers have the authority to ask to see up-to-date training certification prior to allowing you to engage in such activities.
A risk assessment should be conducted by the Centre Manager in conjunction with persons exposed to risks to determine appropriate controls to ensure health and safety.
Working at Heights
Risks from working at heights must be controlled by use of the following measures: A stable and securely fenced work platform, or
Secure perimeter screens, fencing, handrails or other physical barriers to prevent persons falling, or
Other forms of physical restraints that are capable of arresting the fall of a person from a height of more than two (2) metres.
Clothing
Bounce Fitness expects that all clothing and footwear will be appropriate for the activities you may be undertaking. As a guide, smart casual is standard attire in office areas. If you feel uncertain about the clothing you should wear to specific activities please ask your Centre Manager.
Alcohol and Drugs
Persons at working Bounce Fitness Centres are not to possess or consume alcohol or illegal substances. Persons taking prescription drugs that may affect their work must notify their Centre Manager.
Smoking
Smoking is prohibited in Bounce Fitness’s buildings, Bounce Fitness’s vehicles other designated and/ or sign posted areas.
Confidentiality
Staff shall not use confidential information gained through their activities for the purpose of securing a private benefit for themselves or for any other person. Staff shall not disclose any confidential information for any reason without the authority to do so. Staff shall not disclose private or personal information as defined in the Privacy Act 1998.
Media Protocol
Teams are not permitted to make any comments to the Media on behalf of Bounce Fitness. Any queries for a statement to the media must be referred to the Director or Manager of the work activity.
Code of Conduct and Standards
Consider the well being and safety of participants before the development of performance. Develop an appropriate working relationship with participants based on mutual trust and respect. Hold the appropriate, valid qualifications and insurance cover.
Make sure all activities are appropriate to the age, ability and experience of those taking part and ensure all participants are suitably prepared physically and mentally when learning new skills.
Display consistently high standards of behaviour and appearance, dressing suitably and not using inappropriate language at any time while involved with Bounce Fitness activities.
Never consume alcohol immediately before or during training or events.
Always report any incidents, referrals or disclosures immediately, following the appropriate guidelines set out in the Bounce Fitness procedures.
Never condone rule violations or use of prohibited substances.
Make sure that confidential information is not divulged unless with the express written approval of the individual concerned.
Promote the positive aspects of fitness.
Encourage participants to value their performances and not just results.
Propriety
Acceptance of Gifts/Benefits
Teams may accept small gifts from users of their service as appreciation of a job well done e.g. chocolates and flowers. Gifts may not be accepted when they are more substantial in nature and where there is the implication that the person may receive a favour in return.
Conflict of Interest
You may not use your position as a Bounce Fitness team member to gain profit or advantage. If you are aware of circumstances where a possible conflict of interest may arise, declare it if necessary.
Reporting of Corrupt Conduct
Bounce Fitness is committed to being an ethical organisation and requires staff to report any suspected corrupt conduct, maladministration, or serious and substantial waste of Bounce Fitness money.
Use of Resources
Teams must not improperly use Bounce Fitness resources
Teams should use Bounce Fitness resources effectively and economically Teams must not use Bounce Fitness property for their own private purposes.
Use of Bounce Fitness Equipment
Teams may be provided with Bounce Fitness equipment to assist in performing various activities. If a licence or qualification is required to operate plant or equipment, a team must provide evidence of such qualification or licence. All care should be taken to ensure that equipment is used correctly and within the guidelines or instructions provided by supervisors. Damage to Bounce Fitness equipment by teams while working under the care and control of Bounce Fitness is covered by Bounce Fitness’s Property Mutual Insurance. Bounce Fitness’s policy does not cover any wilful or deliberate damage to Bounce Fitness property. If equipment is damaged, the supervisor must be notified immediately.
Use of Bounce Fitness Motor Vehicles
You must be able to show your Supervising Officer your drivers licence prior to operating a Bounce Fitness motor vehicle. Any court imposed fine or infringements received as a result of the actions or omissions of a team will be the responsibility of the team. They include, but are not limited to, fines related to parking, speeding, littering, and red light cameras.
Behaviour Towards Others
Equitable Treatment of People and Situations
Teams shall treat members of the public, Bounce Fitness Staff and Bounce Fitness Clients fairly and equitably and with respect, courtesy, compassion and sensitivity.
Teams shall not act contrary to any law in their voluntary capacity.
Teams shall not act unreasonably, unjustly, oppressively or in a discriminatory manner.
Teams shall refrain from any form of conduct, in the performance of their duties, which may cause any reasonable person unwarranted offence or embarrassment or give rise to the reasonable suspicion or appearance of improper conduct.
Other Important Information for Staff
Insurance
Personal Accident Insurance
Bounce Fitness’s personal accident insurance policy covers teams while performing activities authorised by Bounce Fitness. The insurance also covers teams on direct route to and from the authorised event or activity. It should be noted that the policy only covers teams aged between 15 and 90 years. As a result persons outside this age bracket are not able to be engaged in any voluntary activities. Bounce Fitness will take all reasonable care to ensure that teams operate in a safe working environment.
Teams are required to act in a responsible manner and in accordance with standard operating procedures. Willfully or deliberately causing injury is not covered by Bounce Fitness’s insurance. Any accident that occurs while under the care and control of Bounce Fitness should be reported to the immediate supervisor as soon as possible. A report must be completed by the supervisor and returned to Bounce Fitness’s Insurance/Risk Management Unit within 24 hours.
Public Liability Insurance
While working under the care and control of Bounce Fitness, teams are protected against public liability claims under Bounce Fitness’s public liability insurance cover. Bounce Fitness’s insurance does not cover incidences where damage has been caused through wilful or deliberate acts. If damage is caused or an incident arises, the supervisor must be notified immediately and an incident report completed and returned to Bounce Fitness’s Insurance/Risk Management Unit, within 48 hours.
Staff’s Personal Property
Team’s personal items are not covered by Bounce Fitness’s insurance while undertaking team activities. Teams are encouraged not to bring or wear items of any significant value (including jewellery). All attempts should be taken to secure personal items against theft or damage.
Out of pocket expenses
From time to time, teams may need to use their own money to purchase materials or pay fees. You must have prior approval from your Supervising Bounce Fitness Officer before you use your own money, as out of pocket expenses will only be reimbursed if a claim is submitted with proof of payment attached i.e. a tax invoice. Your Supervising Bounce Fitness Officer will be the person authorising your claim.
Privacy
Bounce Fitness will obtain personal information from teams including names, address, telephone numbers, child protection screening (where applicable) and other contact details. Personal information obtained by Bounce Fitness is governed by the Privacy and Personal Information Protection Act 1998 (PPIPA). This legislation provides direction for the collection, protection, storage, disposal, access and use of personal information by Bounce Fitness’s centralised team database. Information contained in the database is held in accordance with the Privacy and Personal Information Protection Act 1998 (PPIPA). Bounce Fitness will take all reasonable care to protect personal information from misuse, loss, unauthorised access, modification or disclosure. To ensure that personal information held by Bounce Fitness is current, please notify Bounce Fitness if any of your details change. For further information on privacy issues, please contact Bounce Fitness’s Public Officer on XXXX XXXX
Team Lead Induction Information
Welcome to your new role. The Bounce Fitness team will endeavour to educate and support you to the best of our ability. Your success, and that of your team directly influences the overall success of Bounce Fitness.
Working together is essential. You are aware of the Bounce Fitness Mission Statement, Vision Statement and Values and these can be found on the Intranet. In every aspect, you are the one who is leading your team by example and Bounce Fitness expects you to constantly embody these principles for your team.
In this document you will find references to specific areas of responsibilities that you hold within your Centre
and which will elaborate on points in your job description.
OHS
The safety of your team and clients is of primary importance, above all else. Ensure that training is undertaken as required by all staff and that their prime focus is on this.
During the Induction process is a good time to involve other staff and hold a review session.
Keep your ‘eye-on-the-ball’ and lead by example. Watch for hazards or unsafe work methods and keep staff informed.
Ensure you complete the Health and Safety Induction Checklist.
Welcome their input and encourage it.
Leadership
A major goal of Bounce Fitness is the success and happiness of their staff. If you do not have staff that are
motivated and enthused, then you do not have a successful Centre.
As we value you, we want you to value your team.
Specific training was given to you during your period of induction, but as a reminder, here are a few qualities you must embody when leading your team:
Always respect each team member: They have a right as human beings to expect to be respected. If you treat your team members with respect they will usually respond and positively impact on the decision-making and care of clients.
They will have the confidence to grow and your Centre will feel the advantages.
People want to feel part of the business and the team. They want to know what they contribute and that it is appreciated. The confidence they gain will make them want to gain new skills, develop their capabilities and grow their careers.
Encourage input into decision-making: If you encourage discussion and input regarding decisions, it will be easier to get ‘buy-in’ from the team regardless of whether the decision goes their way or not – as long as it is seriously considered and taken on board if appropriate.
Empower the team: Empowering your team will engage them. Keep them safe by reminding them of their ‘area of influence’ and then support them in their decision-taking. If it goes awry, support them. Carefully use it as a learning session and help them with finding a different way to manage a similar situation next time.
Lead effectively: Teams do want leadership and they want it appropriate to the situation and the individual. Acknowledge accomplishments and use your team-building days to really achieve unification and understanding.
Be trustworthy: It is essential that you trust your team and they trust you. Do what you say you will do! If you are delayed, let them know and set a new date. Above all, deliver all that you say you will!
Induction
Bounce Fitness has a legal obligation to provide new staff with information about the employment contract, terms and conditions, and Health and Safety issues in the workplace. There are also many other practical issues with which you, as Team Lead, need to become familiar.
Bounce Fitness has adopted a policy of mandatory induction for new and transferring staff. On taking up any new appointment, irrespective of whether a staff member has previous service within Bounce Fitness, the new employee/transferee should:
Be advised of the full range of duties and performance standards required in his or her position and informed how progress will be reviewed and monitored;
Be directed towards any mandatory health and safety training/briefing required in the position; Be encouraged to undertake any other training related to their position;
Introduced to colleagues and any other key people within the team, office, or immediate employing area;
Be provided with any other relevant information and support which will enable him or her to settle in quickly and become effective;
Have completed the induction checklist for health and safety.
Induction for new staff should run alongside more formal structured review processes to assess progress during their probation periods. It is the Team Lead’s responsibility to ensure that new staff receive a well planned and structured induction. Specific arrangements for Health and Safety Induction are contained within this document and the Induction Document for team members.
Induction Procedures for Team Leads
Inducting New Staff
The lack of a systematic induction gives a very poor impression of Bounce Fitness as an employer and may
result in the following difficulties for new staff:
They may feel isolated and confused, and be unaware of organisational rules and procedures;
They may struggle to reach the standards required in the job because they have received only limited assistance at the outset;
They may breach safety guidelines or procedural requirements, inadvertently endangering themselves and others;
They may lose the initial enthusiasm associated with the new job becoming cynical and disillusioned with Bounce Fitness as an employer.
Whereas an effective induction can:
Help staff become effective quickly;
Improve motivation and develop performance;
Develop the reputation of Bounce Fitness as an excellent employer.
Bounce Fitness Context and Big Picture
Given the size and reputation of Bounce Fitness it is imperative that new staff are made to feel part of the wider organisation, and that they can see how their contribution relates to the bigger picture. Every new employee should be provided with a background to Bounce Fitness referring to:
Its mission and strategic plans; Its core activities and business; Its structure and organisation; Major policies and procedures; A little of its history.
Bounce Fitness’ central half day induction program must give an overview of these issues. Staff can also be directed towards a wide range of useful information on the Bounce Fitness website.
It is imperative that new staff are provided with information outlining procedures related to their employment
at Bounce Fitness. These include:
Terms and conditions of employment (issued with the offer letter);
Bounce Fitness Equal Opportunities Policy (issued as part of the new starter induction); Bounce Fitness Health and Safety Policy (issued as part of the new starter induction pack); Disciplinary and Grievance Procedures;
Bounce Fitness Policy on Bullying, Harassment and Discrimination;
Information about arrangements for employee representation (trade union membership and employee representatives);
The Performance and Development Review scheme;
General standards relevant to the specific Bounce Fitness Centre and/or to their job.
The above documents should be made available to the new staff member, and an opportunity for them to
discuss these documents should be provided during the first week in the post or soon thereafter.
Details of other procedures should also be supplied preferably before, or just after, he or she starts work.
These might include:
Additional Health and Safety information; Security information;
Relevant codes of professional practice; How to get an email account.
The Team Lead is best placed to discuss most of these issues, which are summarised below:
Local organisational chart;
Local Health and Safety arrangements including School level policies and procedures;
Access to the facilities of the area and whom to contact about such matters (for example: stationary, photocopying, expense claims);
Dress code;
Formal communication methods (email groups, committees – their constitution and their membership – team briefs (when/where), other local meetings, and access to senior staff in the area);
Informal communication methods (coffee breaks, social events, use of common room);
Working hours (core hours, norms and expectations, overtime procedures, lunch and other breaks, differences in the working hours of different staff groups and rostering);
No smoking policy;
Sickness/absence procedures and who to notify in the event of sickness/absence; Personal use of the internet, email and the telephone in conjunction with relevant policy; Policy on Staff Development and Training, and Performance and Development Review.
Some Centres may wish to produce a local guide, adapting the provisions of this document for new staff. This
could be based around the same types of information that might be included in a welcome pack.
Informing a new member of staff about the requirements of his/her post should be carried out by the Team Lead. It is imperative that new members of staff understand:
Key priorities in their job;
General standards of performance required; Specific objectives and targets.
A starting point for this is spending time talking through the job description with the new member of staff, initially identifying areas of priority, and areas for development. It is unlikely that a new member of staff will have experience of all aspects of their new role, so any development needs should be identified, along with means of addressing them. A ‘job-related development program’ should be put together for each new member of staff taking account of the individual’s experience, skills, and development needs. This program should include all currently identified training and development needs, how they are going to be addressed, by whom, and when. Sometimes sections will have specific arrangements for/requirements of all staff in certain jobs, e.g. provision of mandatory Health and Safety training.
In addition, the Centre Manager may wish to agree to a set of medium term specific objectives that will inform the work of the new employee over a period of, say, six months. This should integrate with plans to review progress as part of probation and is the starting point for putting in place individual arrangementsfor the Performance and Development Review process.
An induction plan is a list of activities, information, and people to whom the new employee needs to have access during the initial period in the post. Preparing a plan prior to the arrival of the new member of staff is a useful means of considering all the areas in which an employee needs induction, and how this will be undertaken. A copy of the plan should be given to new staff on arrival or pre-start.
On the Bounce Fitness website under the Documents/Human Resource tab is a template that should be
used, called Team Member Induction Checklist, as well as a Health and Safety Induction Checklist.
Staff Induction Procedures
There are three main stages to the induction of new staff
pre-appointment
school/service level induction
corporate induction
The following summarises each of these stages.
Pre-Appointment
It is important to regard the induction process as commencing with the initial contact between Bounce Fitness and the prospective employee established during the recruitment process. It is during this period that prospective staff form initial impressions about us and it is crucial that they are positive.
Bounce Fitness policy aims to enhance our standing as a good employer and sets out the responsibilities of Managers, Human Resource and other staff in respect of:
The quality of recruitment information provided to potential recruits
The quality of recruitment practices and procedures generally (refer to Recruitment and Selection guidelines for more information)
Prior to the commencement of employment, Human Resource will also take responsibility for providing the appointee with comprehensive and clear documentation detailing terms and conditions of employment.
Centre level Induction
The integration of new staff is critically affected by the quality of induction to their immediate working environment. Induction at this level must be carefully structured and should aim to put the new member of staff at ease.
The new staff member’s immediate Manager, when planning staff induction at a Centre level, must take into account the following:
Making arrangements to welcome a new member of staff
Ensuring that immediate and long term practical needs relating to the new member of staff are identified and arranged where possible before his or her arrival
Clarifying roles and expectations
Familiarising him or her with the specific aims, practices and ethos of the Centre
Arranging for an experienced colleague to help the staff member settle in and adjust to their new working environment. Typically he or she will provide guided tours of the facilities, answer questions and provide practical advice.
Centre Managers are responsible for ensuring that new staff have the facilities and support that they need to do their job effectively.
Specifically immediate Managers should:
Conduct, regular, constructive reviews of performance during the staff members induction and probation period
Refer to the job description and in conjunction with the new member of staff identify initial training and development needs
Support and encourage staff to meet identified needs, in liaison, as necessary, with Bounce Fitness’ Learning and Development.
To assist the Manager in the preparation, delivery and evaluation of the new member of staff’s induction, a ‘Team Member Induction Checklist’ has been designed (for a copy see Documents/Induction). The checklist needs to be completed by the immediate Manager, although some items may be delegated to the colleague helping the new staff member settle in.
Before the first day of employment the Manager and new member of staff will receive, from Human Resources, a copy of the Staff Induction Checklist, a ‘Staff Induction Handbook’ and a contract of employment.
Completed Staff Induction Checklists should be returned to Human Resources within 6 weeks, by the immediate Manager. The Human Resources will action the staff development needs identified and monitor and evaluate the induction process. A copy of the checklist should be kept by the new staff member and their immediate Manager.
At a Centre level, completed Staff Induction Checklists should be revisited as part of the first probationary review (see Documents/Induction/Probation procedures) and any outstanding development needs discussed.
Corporate Induction
Human Resources will facilitate a ‘Staff Induction Day’.
Staff Induction Days will ensure that all new staff are welcomed to Bounce Fitness personally by the CEO (or rarely, by a senior colleague), and are briefed by Human Resource staff on the following:
Bounce Fitness’ Vision, Values, History and Future
An overview of Centres and services
The range of staff facilities available
Maintaining and continuously improving the client experience
How Bounce Fitness manages and develops staff and how we communicate as a staff team
Key policies, procedures and practices, including an introduction to our intranet, Equality and
Diversity, Health and Safety, Learning and Development and Human Resource function.
The Staff Induction Days will also provide an opportunity for new staff to network and enrol onto the following:
Introduction to the Bounce Fitness Network and Microsoft Outlook
Mandatory Occupational Health and Safety training.
A summary of Bounce Fitness’ Staff Induction Process - A >> B >> C
Pre-Appointment – (Recruitment Process)
Job information received by applicants
Recruitment process implemented
Appointment made
Selection panel decides
Selection panel selects probationary mentor
Centre Level Induction
Immediate Manager completes and returns Staff Induction Checklist to Human Resources within 6 weeks of start date
Corporate Induction
Enrol new staff onto mandatory Staff Induction Day and Occupational Health and Safety training
Probation Procedures after Induction Template
Staff appointed at Bounce Fitness are required to undertake a period of probation. It is expected that, subject to satisfactory performance during the probationary period, the staff member will be confirmed in the appointment.
These procedures will be followed when assessing performance of probationary staff.
Procedure
Initial Meeting to Clarify Expectations
The Centre Manager and staff member will normally discuss and clarify performance expectations within the first week of commencement of employment.
This is an opportunity for the Centre Manager to provide counselling and support to the staff member.
Particular attention should be paid to the position description in this process.
Probationary Reviews
The Centre Manager and staff member will meet during the probation period to review the staff member’s overall performance.
This provides the opportunity to jointly review progress towards performance expectations.
The probation period must include at least one probationary review plus the final review of the staff member’s overall performance.
The first probationary review should occur no later than 1 month after the commencement of engagement.
Responsibilities of the Centre Manager
The Centre Manager is responsible for:
Ensuring that specific duties and performance expectations are communicated clearly to the staff member;
Monitoring the staff member’s performance; Providing feedback on a regular basis;
Taking remedial action as a result of poor performance;
Advising the staff member of the consequences of continuing unsatisfactory performance.
Responsibilities of the Staff Member
The staff member is responsible for:
Working towards achieving expectations; Acting on feedback;
Advising the Centre Manager of any concerns relating to the achievement of expectations as they arise during the probationary period.
Unsatisfactory Performance
In the event unsatisfactory performance is identified, the Centre Manager will arrange a meeting with the staff member as soon as possible and advise the staff member of the reason for the meeting. This may be initiated at any time during the probationary period.
At the meeting the Centre Manager will:
Make the staff member aware of the deficiencies in specific areas of performance; Provide an opportunity for the staff member to respond;
Determine any type of remedial action required to assist staff member to improve their performance;
Decision to Confirm
The Centre Manager should conduct the final review of the staff member’s overall performance at least two weeks prior to the end of the probationary period.
Where the Centre Manager is of the view that performance is satisfactory, she/he will recommend to the General Manager Human Resources that the staff member’s appointment be:
Confirmed (continuing appointments); or Continued (fixed-term appointments).
The General Manager Human Resources will make a decision either to confirm or continue the
appointment or recommend termination of appointment.
Decision to Terminate
Termination of employment due to unsatisfactory performance can be instigated at any time during the probationary period.
When the decision of termination of employment due to unsatisfactory performance during the probation period is taken, the staff member shall be advised of and given the opportunity to make, and have considered, a response to any adverse material about the staff member which Bounce Fitness intends to take into account in a decision to terminate the employment upon or before the expiry of the period of probation.
Where the staff members’ performance, at the time of the final review, is determined as unsatisfactory and/or sufficient progress has not been made, the Centre Manager will recommend termination of employment prior to the end of the probationary period.
In either circumstance of termination, the staff member will be given two weeks notice or the equivalent of one week’s salary in lieu of notice.
The Centre Manager’s report, outlining reasons and details including a record of attempt to address concerns, and any response from the staff member will be forwarded to the General Manager Human Resources for consideration.
The General Manager Human Resources’ recommendation and all relevant documentation will be forwarded to the CEO who will approve the final decision and notify the staff member in writing prior to the end of the probationary period.
Review
Outline the timeframe for improvement, i.e. date proposed for review of specific areas of performance;
Warn the staff member of the consequences of continued unsatisfactory performance; The Centre Manager will monitor the staff member’s performance.
Delegated Authorities
For ALL staff, the General Manager Human Resources will make the final decision on: Confirmation of appointment for staff on continuing appointments; Continuation of fixed-term appointments;
Termination of probationary employment;
The review will result in a recommendation for either confirmation of appointment or termination of employment.
Application of a probationary period in excess of, or less than those specified in the policy.
Progressive Discipline Checklist Template
Follow these steps in exercising progressive discipline with an employee:
Before the Meeting
Arrange to meet with the employee privately. Do not discipline an employee in public or in front of other workers.
Review your notes and files about the specific incident or problem and any past discipline taken, either verbal or written.
During the Meeting
Explain why you’ve called the meeting if the employee doesn’t know already.
State the problem in terms of actual performance and desired performance.
Review your progressive discipline policy/program with the employee, and explain what steps have been taken already and what the next step is.
Give the employee a chance to respond, explain and defend his or her actions.
Acknowledge the employee’s story and include it in your notes of the session.
Tell the employee that you expect his or her behaviour to change. Give specific examples and suggestions.
Indicate your confidence in the employee’s ability and willingness to change the behaviour.
Have the employee repeat back to you or otherwise confirm that he or she understands the problem and is clear on what changes are expected.
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Explain to the employee that you will write a memo summarising the session as documentation.
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Reassure the employee that you value his or her work and that you want to work with the employee to make sure that he or she can continue to work at Bounce Fitness.
After the Meeting
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Using your notes from the session, write a summary of the conversation.
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If a written warning has been issued, be sure to give the employee the opportunity to sign any documentation for the file.
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Give the employee a copy of the document no later than the end of the day following the conversation.
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Monitor the employee’s behaviour and performance to make sure that the problem has been corrected.
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