Human Resource Management Services and Solutions
In an environment governed by legislative requirements including the Fair Work Act 2009, it is important that employers have a general understanding of their legal obligation to provide a workplace that is legislatively compliant, safe, respectful and enjoyable for staff, members and the general public.
This resource has been designed to provide members of Recreation SA and Sport SA with a range of fact sheets, templates and information to guide their organisation with their human resources needs. It can be printed off as a complete document or by Fact Sheet. To ensure relevancy with changes in the workplace, much of the information has a link to a website that has mechanisms in place to regularly update the material.
Why is Human Resource Management Services and Solutions needed?
This has been designed to provide members of Recreation SA and Sport SA with some information to guide their organisation with their human resources needs.
Who can use the services of the Human Resource Management Services and Solutions?
Members of Sport SA and Recreation SA.
Top 9 Employer Mistakes in our Sector:
- Poor employment contracts
- Not knowing your award (most likely to be Sporting Organisations Award, Amusement, Events and Recreation Award, or Fitness Industry Award)
- Insufficient policies and procedures
- There is no “three strikes” rule – important to distinguish between poor performance and misconduct (severity of which is critical)
- Not documenting – take notes, record and /or confirm discussions by email
- Not understanding what “bullying” is and is not
- Not reducing your “red tape”
- Not tailoring a template (contracts, policies, procedures, forms)
- Not getting advice before terminating – see Small Business Fair Dismissal Code Checklist.
- Helps to predict staffing needs and identify how to create, recruit and maintain the right workforce to deliver strategic direction
- Analysis – future needs vs current capacity
- Can increase capacity by upskilling employees, reallocating duties
- Writing position descriptions – need clear idea of what you need and can afford. Consider:
- Responsibilities of the role
- Competencies, skills & personal attributes needed to perform role
- Qualifications &/or experience needed
- Nature of role – full time, part time, casual, voluntary, fixed-term
- Other requirements e.g. physical capability, licences, police or DCSI checks.
- Good governance for every organisation to have a HR policy manual which reflects organisation’s philosophy and ideal culture
- Risk management helps organisations focus on opportunities for improvement and enables them to achieve their aims and objectives – see References section for link to ORS resource
- Different legal responsibilities & benefits of unincorporated vs incorporated organisations
- Insurance – different types (e.g. public and products liability; association and officials liability; personal accident – volunteer workers; business pack; workers compensation) and coverage
- Legislative requirements e.g. Fair Work Act 2009, anti-discrimination acts, occupational health and safety, workers’ rehabilitation and compensation and long service leave.
Attraction and Recruitment
- Sourcing candidates
- Way the position is presented is linked to organisation’s branding and profile
- Aim is to attract people who want to work for you, not just have a job
- Continually refer to position description
- Ensure candidates screened in objective, justifiable, non-discriminatory manner
- Can they do the job – qualifications, experience, skills, competencies?
- Will they do the job – willingness to apply themselves to the job and organisation?
- Will they fit – personal attributes needed?
- Reference checking
- Relevant history assessments.
- Best practice to have employment contracts in writing and signed by both parties
- Employment contract cannot provide for less than legal minimum set out in National Employment Standards and relevant award
- Written contract outlines terms and conditions of employment. May include organisation-specific conditions like probationary periods, uniforms, performance reviews, confidentiality, tools/equipment, and/or professional memberships. Employee expectations may also be specified
- Before an employee starts, relevant history assessments, copies of any relevant licences or qualifications, TFN declaration and super choice forms need to be organised, and bank account and emergency contact details need to be obtained
- Time and wage records need to be kept for seven years, legible, in English, and readily accessible
- Inductions are important to facilitate new personnel being able to meaningfully contribute and make them feel welcome and well informed/equipped.
- Highly motivated employees perform better
- Need to treat everyone as an individual
- Performance management ensures employees’ effort & career options are aligned to organisation’s needs and direction
- Where counselling for performance improvement is required, employee must always be given chance to correct behaviour
- Any performance management process must be documented, including informal verbal warnings.
Office for Recreation and Sport - Resources to help you run your association.