Page 172 - Demo

Sometimes con icts arise when the lines between strategic and operational matters are not clearly de ned. It is sensible to ensure that the employment contracts and job descriptions of senior employees deal with these issues.
That said, it is usually useful in a job description to include an overarching clause permitting/requiring an employee to perform duties that may be outside their normal duties that are generally commensurate with their role.
If members of the institute are working alongside lay individuals, it is just as appropriate for the members of the institute to have job descriptions.
SHOULD WE DO APPRAISALS FOR STAFF, INCLUDING MEMBERS OF THE INSTITUTE, WHO ARE WORKING FOR US?
Employers are not legally required to conduct staff appraisals. However, although a formal appraisal system is not necessary, appraisals for staff, including members of the institute, who are actively working, can be useful to record and manage the assessment of an employee's performance on a regular basis as well as considering their potential and development needs in the role.
Appraisals are also useful in the event of dismissal as they can provide evidence of performance problems. This evidence can be used to support a fair dismissal.
Employee feedback usually cites effective appraisals as important in managing future expectations and career development.
It is important to treat members of the institute and staff in exactly the same way and ensure that both receive effective appraisals and are judged by the same performance standards.
IF A MEMBER OF THE INSTITUTE IS WORKING IN A POSITION LESS SENIOR THAN A LAY MEMBER OF STAFF, HOW SHOULD WE LINE MANAGE THIS POSITION?
If the less senior member of the institute is engaged on a voluntary basis, then it is dif cult to apply normal line management principles. For example, if they are made subject to the disciplinary procedure it might be thought that they are more likely to be considered to be an employee, or a “worker “(which may give
168 Chapter 9