CLO2 - Employee Relations and Strategy Fall 2024 PDF

CLO 2: Employee Relations and Strategy H R MG 2 0 20 - EMPLOYEE RELATIONS - CLO2  CLO 2: Employee Relations and Strategy 2.1 Describe the employee as a business partner 2.1.1 Review current organizational strategy best pract...

CLO 2: Employee Relations and Strategy H R MG 2 0 20 - EMPLOYEE RELATIONS - CLO2  CLO 2: Employee Relations and Strategy 2.1 Describe the employee as a business partner 2.1.1 Review current organizational strategy best practices that engages employee commitment 2.1.2 Explain the benefits of involving employees in organization’s decision-making 2.1.3 Describe methods to align organizational strategy with employee relations 2.2 Identify best practices involving the employee as a business partner 2.2.1 Explain current best practices related to elements that support employee mitment to orgs. 2.2.2 Explain how HR professionals can be a strategic business partner to solve nization-wide issues 2.2.3 Analyze various organizational approaches to employee relations based on studies HRMG2020 - EMPLOYEE RELATIONS - CLO2  Vocabulary Corporate strategy Labour Organization Development & Design Human Resources strategy Work-life programs Conflict resolution Employee Relations strategy Continuous improvement Dispute resolution Competitive pressures Employee motivation Conflict management PESTLE Employee commitment Employee wellness Stakeholders Job involvement program Internal vs. external factors Employee engagement Absenteeism Employee involvement Organizational commitment Organizational Task forces Representation & recognition transparency Lost productivity Litigation HRMG2020 - EMPLOYEE RELATIONS - CLO2 CLO 2.1 Describe the employee as a business partner HRMG2020 - EMPLOYEE RELATIONS - CLO2  Four resources available to business: Equipment / Finances People Innovation/New Technology (Financial (Human resources) Ideas (Physical resources) resources) (Intellectual Resources) HRMG2020 - EMPLOYEE RELATIONS - CLO2  Business Strategy Corporate/Organization Strategy  Development of the organization’s vision, mission, goals, and objectives  Focused on products & services and competitive advantage  Strategic action plans are needed to guide organization to success Human Resources Strategy  The HR strategy is derived from the corporate strategy  Includes all functions (parts) of HR Total rewards, recruitment and selection (talent acquisition), training and development, HRMG2020 performance - EMPLOYEE RELATIONS - CLO2 Create the Organizational Strategic Plan Analyze factors of the External impact via PESTLE 1 Analyze the Organization’s vision, mission and goals 2 Analyze the Organization’s strengths and weaknesses, its culture and practices (Internal) 3 Analyze three (3) common organizational strategies 4 Choose and implement HR strategies consistent with overall organizational strategies 5 Review and evaluate HR strategies 6 HRMG2020 - EMPLOYEE RELATIONS - CLO2  Analysis Tools for Strategic Planning In developing the strategy, an organization must take into consideration several environmental (outside the organization) factors such as both Competitive Pressures and PESTLE factors. Competitive Pressures – what actions other firms (companies) within the industry are taking HRMG2020 - EMPLOYEE RELATIONS - CLO2 Create HR Strategies Employee Relations HRMG2020 - EMPLOYEE RELATIONS - CLO2 STRATEGY FORMULATION HRMG2020 - EMPLOYEE RELATIONS - CLO2 STRATEGY IMPLEMENTATION HRMG2020 - EMPLOYEE RELATIONS - CLO2 HR Strategies As a result of setting the direction of the organization through its corporate strategy, this means that an HR strategy could focus on any of the following: Reducing the workforce through layoffs, retirements Creating new jobs Aggressively recruiting Increasing wages Training and developing employees. HRMG2020 - EMPLOYEE RELATIONS - CLO2  Integrated HR and Organizational Strategy Talent Talent Motivate Acquisition Manageme and nt Engage HRMG2020 - EMPLOYEE RELATIONS - CLO2 Develop Employee Relations Strategies Employee Employee Communicat Employee Employee Rights Involvement ion and Discipline Counselling Feedback HRMG2020 - EMPLOYEE RELATIONS - CLO2  Aligning Organization Strategy with Employee Relations  Once the organization has its strategies in place, it is imperative that employees understand their roles.  Employees need to be rewarded for exhibiting desired behaviours so that the strategy can be attained.  Employees are involved and communicated with regarding the strategy  Employee Relations impact the tone of the employment relationship and therefore that affect the organization’s productivity and employee morale. These HR actions include but are not limited to the following (adapted from B&K, p. 111):  Continual positive and supportive dialogue between the employer and employee  Efforts to understand each party’s role in the employment relationship  Provision and use of well-defined and clear mechanisms for the management of conflict. HRMG2020 - EMPLOYEE RELATIONS - CLO2  Employee Involvement and Employee Empowerment Employee Involvement Creating a work environment for the employees to be involved in organizational activities and make an impact towards the An involved and empowere decisions made on behalf of the organization. employee will take an activ Examples: employee engagement surveys, participating on role in the organization. committees, quality control circles, continuous improvement - Take initiative teams, problem-solving task forces - Take responsibility Employee Empowerment - Drive changes - They are engaged The process of allowing the employees to make suggestions or opinions on improving the organization’s current or future activities, and overall productivity. Examples: management training, employee recognition awards (e.g. WOW moments) HRMG2020 - EMPLOYEE RELATIONS - CLO2  Employee Engagement  Definition: Employee engagement is a human resources (HR) concept that describes the level of enthusiasm and dedication a worker feels toward their job. Engaged employees care about their work and about the performance of the company, and feel that their efforts make a difference.  An engaged employee is in it for more than a paycheck and may consider their well-being linked to their performance, and thus instrumental to their company's success.  Engaged employees are more likely to be productive and higher performing.  Employers can foster employee engagement through effective communication, offering rewards, and discussing career advancement. - Investopedia HRMG2020 - EMPLOYEE RELATIONS - CLO2 Characteristics of an Engaged Employee  They know what their role is, what their job entails, and they want to do it.  They are loyal to their employer and productive.  They are motivated to work toward the success of their organization and know what success looks like (and how to work toward it).  They are connected rationally and emotionally connected to their organization and motivated to perform at a high level.  They are intellectually and emotionally connected to their organization, as measured by three primary behaviors according to outsourcing company Aon Hewitt: ◦ Say (an employee consistently speaks positively about their employer to co-workers, customers, and job candidates); ◦ Stay (an employee has a strong desire to remain with an organization despite having other opportunities); ◦ Strive (when an employee makes an extra effort to contribute to their organization's success).1 HRMG2020 - EMPLOYEE RELATIONS - CLO2 Behaviours of Engaged vs. Disengaged Employees SHRM, 2022 HRMG2020 - EMPLOYEE RELATIONS - CLO2 Can you think of some activities that would increase employee engagement? HRMG2020 - EMPLOYEE RELATIONS - CLO2  Employee Engagement Actions 3. Provide 1. Supply 2. Give training 4. Listen to the Right individual and Employees Tools attention coaching 7. 5. Get 6. Serve Recognize Social Others Proudly and Loudly HRMG2020 - EMPLOYEE RELATIONS - CLO2 Employee Engagement Strategies Uphold Provide your Carve out Recognize opportuniti organizatio career top es for n’s core paths performers growth values Solicit and Hold Hold Promote use employees yourself transparenc feedback accountabl accountabl y from your e e team Don’t forget to assess HRMG2020 - EMPLOYEE RELATIONS - CLO2  CLO 2.2 2.2 Identify best practices involving the employee as a business partner HRMG2020 - EMPLOYEE RELATIONS - CLO2 CLO 2.2 Topics 1. Employee Motivation 2. Employee Recognition 3. Conflict Resolution 4. Employee Wellness Programs 5. Organizational Transparency HRMG2020 - EMPLOYEE RELATIONS - CLO2 Employees Stay Committed When They Are… Involved Paid Well Asked for Challenged Empowered Input Trusted Valued Appreciated Mentored HRMG2020 - EMPLOYEE RELATIONS - CLO2 1. Employee Motivation Employee motivation is the enthusiasm, energy level, Employee commitment, and amount of creativity that an employee brings to Commitment the organization on a daily basis. Job Employee motivation is all about how engaged an employee feels in Involvement tandem to the organization’s goals and how empowered he/she feels. Motivation is of two types: Employee Intrinsic motivation Engagement Extrinsic motivation HRMG2020 - EMPLOYEE RELATIONS - CLO2  What is Organizational Commitment? Organizational commitment refers to the connection or bond employees have with their employer (the organization). The level of organizational commitment can help predict employee engagement and satisfaction, performance, and distribution of leadership. When an employee feels a strong sense of organizational commitment, they buy into the heart and future vision of the company (both professionally and personally), they understand the goals of the organization, they feel as though they fit in and are well respected and compensated for the work they do. HRMG2020 - EMPLOYEE RELATIONS - CLO2 Organizational Strategy and Commitment HRMG2020 - EMPLOYEE RELATIONS - CLO2 What Influences Organizational Commitment? - AIHR HRMG2020 - EMPLOYEE RELATIONS - CLO2 2. Employee Representation and Recognition  Employee recognition is the acknowledgment of a company's staff for exemplary performance.  Essentially, the goal of employee recognition in the workplace is to reinforce particular behaviors, practices, or activities that result in better performance and positive business results.  Employee Representation (for international companies) refers to an employee’s right to seek a union or individual to represent them for the purpose of negotiating with management on issues such as wages, hours, benefits, and working conditions. HRMG2020 - EMPLOYEE RELATIONS - CLO2 Let’s Discuss: What makes a successful recognition program? HRMG2020 - EMPLOYEE RELATIONS - CLO2 HRMG2020 - EMPLOYEE RELATIONS - CLO2 3. Conflict Resolution  Conflict resolution is a way for two or more parties to find a peaceful solution to a disagreement among them.  The disagreement may be personal, financial, political, or emotional.  When a dispute arises, often the best course of action is negotiation to resolve the disagreement. Why is effective conflict resolution important in the workplace? HRMG2020 - EMPLOYEE RELATIONS - CLO2 What are the costs of unresolved conflict?  Lost productivity  Poor employee health  Potential accidents  Risk of litigation  Increased turnover  Potential for theft, violence, or sabotage  Wasted time  Absenteeism HRMG2020 - EMPLOYEE RELATIONS - CLO2 How Should You Resolve Conflict? Understand the Communicate with Brainstorm Choose the best conflict the opposition possible resolution resolutions Use a third party Explore Cope with mediator alternatives stressful situations and pressure tactics HRMG2020 - EMPLOYEE RELATIONS - CLO2  4. Employee Wellness Programs Better company Examples of Wellness Programs: culture  On-site fitness centers Reduced  Smoking cessation programs Higher health retention costs  Transit Options Benefit of  Paramedical services Wellness Programs  Yoga classes Higher  Lunch and healthy snacks Higher job engagem  Employee assistance programs satisfactio ent n  Naps Improved productivi  Stand-sit or treadmill workstations. ty HRMG2020 - EMPLOYEE RELATIONS - CLO2 5. Organizational Transparency Traditionally businesses have operated on a need-to-know basis. People had access only to information that was deemed essential by their managers. Other “more sensitive” information was protected and hidden. The result? Lack of trust. Organizational transparency is the practice of sharing information regarding the organization's operations to its people with the intent to create clarity, trust, and accountability. HRMG2020 - EMPLOYEE RELATIONS - CLO2 Examples of Organizational Transparency Practices Open communications including the good and bad Sharing easy and understandable core values Disclosing Financial statements Sharing Annual Reports Sharing Strategic Plans and priorities Posting names of Board of Directors and key staff as well as their contact information Maintaining open culture and operations Disclosing partnerships Holding Open board meetings HRMG2020 - EMPLOYEE RELATIONS - CLO2