PERFORMANCE MANAGEMENT AND DISCIPLINARY POLICY
From:
People & Capability Manager
Date:
February 2026
1.
Introduction and Purpose:
The purpose of this policy is to explain our approach to addressing performance and
disciplinary issues.
Performance management is intended to assist employees achieve the required level of
performance within our organisation. Performance management can be implemented in
relation to job performance generally but also to help address conduct and behaviour issues
with an employee.
Usually, disciplinary processes are intended to address particular incidents or events.
Depending on the circumstances, it may be that performance management and disciplinary
processes operate at the same time.
This policy provides examples of the behaviours expected of all Horizons employees, as well
as some examples of what we consider to be unacceptable performance, misconduct, serious
misconduct and conduct detrimental to the best interest of Horizons. It also provides
guidelines on the procedures that we will enter into in the event that it is alleged these
behaviour standards may have been breached.
All new employees are required to read and electronically sign this policy via QJumpers.
Employees should download a copy of this policy from QJumpers for their reference. Failure
to sign the policy does not invalidate its application.
2.
Formal Procedures
With the exception of summary dismissal, the formal procedures outlined below are intended
to:
• Bring unacceptable behaviour or unsatisfactory performance to the employees attention;
• Provide the employee with the opportunity to correct such behaviour or improve
performance; and
• Where required, ensure that any performance management and/or disciplinary action is
taken in accordance with the principles of natural justice.
Managers and team leaders should seek advice from People & Capability prior to undertaking
any action under this policy.
Performance Management and Disciplinary Policy
Date: February 2026
Review Date: February 2028
3.
Performance Management
employee might be technically competent but detract from what the team is trying to achieve
by displaying negative behaviour to customers and colleagues.
We are committed to achieving outstanding performance individually and as an organisation.
We want everyone to perform to the best of their ability. We want to help everyone to
, and which is
consistent with our values.
As a responsible organisation, we also have to think about the impact of poor performance on
others in the team. We have a responsibility to address poor performance and have the tough
conversations when we need to.
Performance management is a method of letting employees know what is expected of them,
with the aim of assisting them to achieve or exceed our expectations. Managers/Team
Leaders will review performance regularly and provide their employees with feedback. If we
do not prompt the performance improvement required, we will initiate the formal
Performance Management process.
Where the Manager/Team Leader believes the employee is not meeting the required
performance standards, and an informal process has not resulted in improved performance to
the required standard, they will formally meet with the employee to discuss the concerns and
make the employee aware of the standards and responsibilities required of their position.
Specific examples of non-performance will be provided. The employee is entitled to bring
along a representative or support person to this meeting.
At the meeting we will talk about the substance of our concerns and our expectations of the
role. An attempt will be made to establish the reason behind the unacceptable level of
performance. Consideration will be given to factors such as the job itself, personal problems
or relationships with co-
views on our concerns.
ill outline
the required performance objectives and the steps the employee must take to bring their
performance to the required level. The performance improvement plan will also include
timeframes in which the objectives must be achieved, any further support Horizons will
The PIP will be provided to the employee in writing. We will also let employees know about
the possible outcomes should their performance not improve within the required timeframe,
which may include bringing the employment relationship to an end.
3.1
Review Meetings
We will schedule regular review meetings during the PIP. Review meetings will be used to
provide feedback on progress, including any further improvements required.
performance has improved to the required standard, we will confirm this at the end of the PIP
timeframe and explain our expectation that the performance improvement be maintained.
If their performance has not improved to the required standard at the conclusion of the PIP,
then we may initiate disciplinary proceedings based on a failure to achieve the required level
of performance. This may result in employment being terminated.
Performance Management and Disciplinary Policy
horizons.govt.nz
Date: February 2026
Review Date: February 2028f
3.2
Procedure for Unsatisfactory Performance
Where an employee has been engaged in a PIP, and has not met the required level of
performance, then their employment may be terminated on notice following the appropriate
process. Prior to this decision being made, the employee would be invited to a meeting to
discuss the non-performance and proposed outcome with a support person and/or
representative present.
As an alternative to termination, Managers also have the option of following the three-step
written warning process outlined below, based on failure to meet the required level of
performance.
4.
Disciplinary Investigation Meetings / Disciplinary Meetings
We want our staff to work together as a team in a positive and professional environment. If
we are aware of any behaviour by an employee which is unacceptable, we will take steps to
address it.
If Managers/Team Leaders become aware of a potential breach of t
he Standards of Integrity &
Conduct or other potential disciplinary incidents or events, they should consult with People &
Capability in the first instance.
Where the nature of the allegations or other circumstances warrants it, a preliminary fact
finding investigation may be carried out prior to the disciplinary process being initiated. This
may be conducted by People & Capability or another nominated party. In other cases, this
step may not be required, and a disciplinary investigation process may be initiated
immediately.
When an investigation process is initiated, the employee will be invited to attend a formal
investigation meeting to establish the substance of the allegations, and determine further
courses of action. The investigation meeting may or may not result in a disciplinary outcome,
depending on the explanation provided. Prior to an investigation meeting, the employee will
be informed, in writing, of the allegations, their entitlement to have a support person and/or
representative present at the meeting, and the potential outcomes of the meeting, should the
allegation(s) be substantiated. In addition, any other supporting documentation or evidence
will be provided to the employee in advance of the meeting. People & Capability should be
contacted to assist with the drafting of this.
The decision maker must be present at the disciplinary investigation meeting, along with
People & Capability and/or another nominated representative. Providing they have authority,
or delegated authority to do so, and unless there is a conflict of interest, an appropriate
Delegations
Manual.
During the meeting the allegations and any supporting evidence will be discussed with the
employee, and the employee will be given the opportunity to explain, mitigate or refute the
allegation(s). The decision maker will consider the employees responses prior to making any
decisions regarding a possible outcome. This may mean adjourning the meeting and/or
conducting further investigation.
If the decision maker is considering disciplinary action, this will be communicated to the
employee by the decision maker. The employee will be given a further opportunity to
comment on this preliminary decision. Any warning(s) subsequently issued will be confirmed
in writing by the decision maker. If the decision is made to dismiss the employee, then this
may occur either with notice or effective immediately (summary dismissal). The decision
maker for dismissal is in accordance with t
he Delegations Manual.
5.
Disciplinary Procedures
The following procedures will apply in cases of misconduct, serious misconduct, or conduct
detrimental to the best interest of Horizons.
Performance Management and Disciplinary Policy
horizons.govt.nz
Date: February 2026
Review Date: February 2028f
5.1
Procedure for Misconduct
In cases where misconduct is substantiated, the following warning procedure is likely to be
followed. Where misconduct is considered serious enough, a final warning may be issued
without a prior warning being issued:
• A first offence is likely to result in a first written warning
• A second offence is likely to result in a final written warning
• A third offence is likely to result in termination of employment on notice.
Unless the decision maker determines otherwise, first and final written warnings will usually
remain active and may be relied upon for disciplinary purposes for a period of twelve months
from date of issue.
5.2
Procedure for Serious Misconduct
Offences that constitute serious misconduct may result in summary dismissal (dismissal
without notice) without prior warnings being issued. A lesser disciplinary action than dismissal
may be given at
5.3
Procedure for Conduct Detrimental to the Best Interests of Horizons
Offences that constitute conduct detrimental to the best interest of Horizons may be treated as
misconduct or serious misconduct depending on the nature and severity of the violation.
6.
Suspension
Depending on the nature of the alleged misconduct or serious misconduct, an employee may
be suspended on pay pending the outcome of the investigation. This would normally only
occur when the presence of the employee may hinder the investigation, or where the safety
or other staff or the public are at risk, or where there is the potential for damage or loss to
Horizons.
Prior to suspension, the employee will be informed of the alleged misconduct and will be
given an opportunity to comment on the matter of the suspension. In extraordinary
circumstances, such as a criminal investigation which prolongs the process, or where the
process is unreasonably protracted by the employee, the employee, may, after consultation,
be suspended without pay.
The nature and conditions of the suspension will be given to the employee in writing.
7.
Misconduct and Serious Misconduct
in a way that is unacceptable. Serious misconduct is misconduct at a more serious level.
7.1
Examples of Misconduct
The following are examples of the type of actions and behaviour that Horizons considers
misconduct. They are likely to result in formal warnings and if repeated, dismissal. This list is
not exhaustive. Where an act is carried out by an employee that is not specifically covered by
the examples below, the employer reserves the right to apply disciplinary actions as it deems
appropriate. Additionally, depending on the circumstances, misconduct may also amount to
serious misconduct and be dealt with accordingly, depending on the seriousness of the
incident.
1.
Abusive or offensive language that causes offence to another person.
2.
Carrying out duties in a manner that is negligent, careless, inefficient or incompetent,
or failing to perform work to the required standards.
3.
Frivolous wasting of time or materials.
4.
Smoking in a non-smoking area.
5.
Disruptive, boisterous or unruly behaviour.
Performance Management and Disciplinary Policy
horizons.govt.nz
Date: February 2026
Review Date: February 2028f
6.
Interfering with or preventing another employee carrying out their duties.
7.
Frequent lateness or absenteeism, or failing to report at the time required without
notifying the Manager/Team Leader/Supervisor.
8.
Leaving the workplace during working hours without good reason or authority.
9.
Misuse or major or minor damage to property belonging to Horizons, a member of
the public or another employee, through negligence or misuse.
10.
Failure to promptly report a fire, accident or other workplace accident or incident.
11.
Failure to observe health and safety requirements, working in an unsafe manner or
failing to make proper use of safety equipment or personal protective equipment.
12.
Posting of unauthorised notices within Horizons.
13.
Any act which could diminish the reputation of Horizons in the community.
14.
Acting in an unprofessional and/or discourteous manner towards a customer, staff
member or member of the community.
15.
Failure to follow Horizons procedures, or any other lawful and reasonable instruction.
16.
Acts falling within the category of serious misconduct, but where the particular case is
such as to fall short of requiring dismissal in the particular instance.
7.2
Examples of Serious Misconduct
The following are examples of the type of actions/behaviour that Horizons considers serious
misconduct, and are likely to lead to dismissal without notice or formal warning. This list is
not exhaustive. Where an act is carried out by an employee that is not specifically covered by
the examples below, the employer reserves the right to apply disciplinary actions as it deems
appropriate.
1.
Dishonesty, including falsification of any record or document, including timesheets,
payment authorisations, submitting false expense claims, or committing fraud.
2.
Misappropriation or unauthorised use of Horizons funds.
3.
Failure to account for cash or failure to follow Horizons procedures for handling cash.
4.
Gambling on the premises or during working hours without management consent.
5.
gain.
6.
Wilfully disregarding or refusing to carry out a lawful and reasonable instruction, or
walking off the job without good reason.
7.
Sexual, racial or other harassment; or bullying, intimidation or unwelcome behaviour
towards employees, customers or members of the community.
8.
Gross incompetence or negligence in the performance of duties.
9.
Reporting to work, or being at work, under the influence of alcohol or drugs.
10.
The unauthorised use of alcohol, or being in possession of or using non prescription
drugs or drug paraphernalia while on Horizons premises or carrying out Horizons
business.
Performance Management and Disciplinary Policy
horizons.govt.nz
Date: February 2026
Review Date: February 2028f
11.
Without good reason, sleeping during working hours.
12.
Copying, removal or unauthorised disclosure of confidential information.
13.
Deliberate or careless activities that result or could result in the injury of another
14.
Unauthorised possession of any gun, firearm, knife or other offensive or dangerous
weapon or material on Horizons premises or while carrying out Horizons business.
15.
Unauthorised or irresponsible use of fire protection or safety equipment.
16.
Actual or threatened physical or verbal violence against another person or persons,
including employees, customers or members of the community during work hours or
during any out of work hours function or event.
17.
Being absent from work for three consecutive days without reporting (except in
extenuating circumstances).
18.
Unauthorised absence from work, including misleading the employer as to the nature
of an approved absence.
19.
Unauthorised possession of, use or removal of property belonging to Horizons,
customers, the public at large or another employee.
20.
Misrepresenting or withholding criminal convictions, health or employment history or
qualifications pertinent to the employers decision to hire or promote an employee.
21.
Failure to report to Horizons any criminal conviction or serious traffic offence (such as
loss of licence) obtained while employed by Horizons.
22.
Failing to report to Horizons any traffic infringements, road accidents or vehicle
damage while driving Horizons vehicles.
23.
their work function or is of such seriousness that the employment relationship is no
longer tenable.
24.
Breach of Horizons email, internet and/or computer policies, including (but not
limited to) downloading, saving, printing or forwarding pornographic, offensive or
objectionable material.
25.
Acts or behaviours detrimental to the quality and/or efficiency of Horizons business,
safety of Horizons staff, customers or the community.
26.
Accepting a personal fee or remuneration other than normal salary/wages or lump
sum payment for any service provided in the normal course of duty.
27.
Signing any document or making a statement on behalf of Horizons without proper
authorisation.
28.
Bringing Horizons into disrepute or acting in a way that has the potential to bring
Horizons into disrepute, or damage the interests or integrity of Horizons.
29.
Any behaviour listed as misconduct which Horizons in its sole discretion considers to
be of sufficient seriousness to warrant consideration as Serious Misconduct.
7.3
Conduct Detrimental to the Best Interest of Horizons Regional Council
Other conduct may also be detrimental to the best interest of Horizons and therefore amount to
misconduct or serious misconduct. We wil investigate where appropriate and disciplinary action
may fol ow.
Performance Management and Disciplinary Policy
horizons.govt.nz
Date: February 2026
Review Date: February 2028f
Conduct detrimental to the best interest of Horizons includes:
1.
Any conviction in a Court of Law for an offence which has the potential to adversely
impact on the reputation of Horizons or brings the standing of the employee into
disrepute.
2.
An employees behaviour (whether during or outside working hours) that brings Horizons
or the standing of the employee into disrepute.
8.
Linked Documents
•
Standards of Integrity Conduct •
Delegations Manual
9.
Review of this Policy
This policy may be reviewed from time to time by Horizons at its sole discretion, and in any event
will be reviewed biennial y. To be clear however, this policy remains valid and in force,
irrespective of whether the review date has passed. Horizons will notify employees of any
changes made; and may, at its sole discretion, consult employees prior to making any such
changes.
The next review will be in February 2028.
Employee Declaration
I _______________________________________ (name) confirm that I have read and understand the
Standards of Integrity & Conduct as wel as this Performance Management and Disciplinary Policy. I
understand Horizons may update these policies from time to time, and I will be notified of any changes.
Signed: ___________________________________
Date: ______________________
Performance Management and Disciplinary Policy
horizons.govt.nz
Date: February 2026
Review Date: February 2028f
