Employees' Rights PDF

Employees Rights CLO 1 What is a Right? In the law, a right is defined as the legal or moral entitlement to do or refrain from doing something. Rights are not only rooted in legislation but also in the human values that we share and indeed expect from others, such as the right to be treated with f...

Employees Rights CLO 1 What is a Right? In the law, a right is defined as the legal or moral entitlement to do or refrain from doing something. Rights are not only rooted in legislation but also in the human values that we share and indeed expect from others, such as the right to be treated with fairness, respect and dignity. Management Rights Refers to the authority to direct or guide organizations and employees. Includes the right to exercise authorities delegated to and the responsibility to do so within the context of legislation and policies. Understanding your rights and responsibilities as a manager is fundamental to managing effectively. Management Rights Management Rights are primarily affected by: •Legislation •Collective Agreements, if applicable •Past Practice Fair Treatment of Employees • Employees need to be aware of their rights in the organization • Fair treatment • Decision-making (i.e., discipline, termination, promotions, bonuses) • Privacy • Working conditions • How employees feel about their rights will affect the employer/employee relationship and the organization as a whole • Justice in the workplace Fair Treatment of Employees Right to belong to a union, if applicable Right to union representation, if applicable Right to present a grievance. Right to a healthy and safe work environment. Right to refuse dangerous work. Right to a workplace free of discrimination and harassment. Justice in the workplace Distributive Justice Was the final decision fair? Example – was the final amount of the bonus fair? Procedural Justice Was the process to reach the final decision fair? Example – was the process of HOW they decided on the final bonus amount fair? Interactive Justice Are the way managers/supervisors interacting with employees in the organization fair? Example – does the manager treat his/her employees with respect? Consider Employee Rights in: 1. Grievances 2. Discipline 3. Termination 3. Will be explained more later. Employee Accountability and Responsibility If an employee feels their rights are being violated – they must approach the situation as a collaborative, problemsolving situation Employees must also take responsibility for decisions they make Employees must take responsibility and accountability for their own actions The Role HR 1. Know the rights of employees • Organizational mission, values, objectives, strategies, policies, legal guidelines 2. Communicate to employees about their rights • Educate • Consultation • Remedy (solve conflict) Role of HR 3. Ensure Employee Relations (and all HR) strategies are aligned with employee rights 2022-05-08 CLO 1: Employee Relations and the Employment Relationship Course Learning Objectives At the end of the course students will be able to: CLO1: Explain employee relations, the employment relationship and its context; CLO2: Discuss the best practices involving the employee as a business partner; CLO3: Analyze employee productivity, engagement, and retention techniques to gain the competitive advantage in the industry; CLO4: Diagnose employee grievance and appeals process, dispute resolution strategies and conduct a workplace investigation; and CLO5: Identify globalization and international labour trends related to employee relations. HRMG2020 - EMPLOYEE RELATIONS - CLO1 1 2022-05-08 CLO 1. Employee Relations and the Employment Relationship CLO 1.1 Discuss the employee relations principles 1.1.1 Define employee relations 1.1.2 Discuss the framework for employee relations 1.1.3 Discuss the benefits of having positive employee relations within a workplace 1.1.4 Explain Qatar legislation related to positive employee relations CLO 1.2 Identify employee relations and its purpose within the organization 1.2.1 Discuss the forms of employment that organizations use 1.2.2 Describe the employment relationship 1.2.3 Explain best practices for developing and maintaining positive manager-employee relations HRMG2020 - EMPLOYEE RELATIONS - CLO1 Vocabulary Employee relations Conflict Positive employee relations Engagement Employment relationship Trade unions Employee framework Expected outcomes Productivity Psychological contract Motivation Iceberg concept Morale Employee input Discipline Employer reward Cohesive work environment Antecedents Personal development Consequences HRMG2020 - EMPLOYEE RELATIONS - CLO1 2 2022-05-08 CLO 1.1 Discuss the employee relations principles HRMG2020 - EMPLOYEE RELATIONS - CLO1 What is employee relations? “…the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale.” Source: (Heery & Noon, 2001) HRMG2020 - EMPLOYEE RELATIONS - CLO1 3 2022-05-08 An Employee’s first day An Employee’s last day HRMG2020 - EMPLOYEE RELATIONS - CLO1 What is Employee Relations? HRMG2020 - EMPLOYEE RELATIONS - CLO1 4 2022-05-08 Employee Relations is.. • Employee relations is the managerial activity that involves establishing and maintaining the positive employee–employer relationships that contribute to satisfactory productivity, motivation, morale, and discipline, and to maintaining a positive, productive, and cohesive work environment. • Employers can do many things to build positive employee relations. • providing good training, • fair appraisals, and • competitive pay and benefits Employee Relations: Focuses on improving the employee experience by listening to feedback and providing professional and emotional support. Human Resources: Focuses on managing and developing employees, while also recruiting, looking after total rewards, and establishing corporate policies. HRMG2020 - EMPLOYEE RELATIONS - CLO1 Types of Positive Employee Relations Employer Branding Recruiting Maintaining Public Relationships Onboarding Leadership Management of Performance HRMG2020 - EMPLOYEE RELATIONS - CLO1 5 2022-05-08 International d National Organizational HRMG2020 - EMPLOYEE RELATIONS - CLO1 The Framework for Employee Relations International, National and Organizational Contexts Two-way Interactions between Layers Individual relationships can lead to Organizational influences HRMG2020 - EMPLOYEE RELATIONS - CLO1 6 2022-05-08 Benefits of Positive Employee Relations Employee Engagement Employee Satisfaction Employee Productivity Employee Retention Employee Advocacy Employee Experience Employee Empowerment HRMG2020 - EMPLOYEE RELATIONS - CLO1 Objectives of Employee Relations Include Employees in Decisions = builds mutual respect Reduce Conflict = builds a peaceful workplace culture Increase Productivity = builds company reputation HRMG2020 - EMPLOYEE RELATIONS - CLO1 7 2022-05-08 Unions in International Organizations Fairness What are Trade unions? An organized association of workers in a trade, group of trades, or profession, formed to protect and further their rights and interests. Terminations Wages /pay Union Hours Working conditions HRMG2020 - EMPLOYEE RELATIONS - CLO1 Let’s Discuss How are unions relevant/related to ER? Unions Employee Relations HRMG2020 - EMPLOYEE RELATIONS - CLO1 8 2022-05-08 One Step Further: Let’s Discuss Why do you think it is being said that there’s “Trade union decline and there’s a rise of nonunionism” HRMG2020 - EMPLOYEE RELATIONS - CLO1 Employment Relations in Qatar Qatar provides the basic guidelines regarding employees’ and employers’ rights and responsibilities through Labour Law 14 of 2004 and the Qatari Human Resources Law. These laws provide the minimum standards for all companies. Some employers in Qatar may choose to do better than these minimum standards. Company policy is written to establish the rules of conduct within an organization, outlining the responsibilities of both employees and employers. Company policy aim to protect the rights of workers as well as the business interests of employers within the frame of the Qatari laws. HRMG2020 - EMPLOYEE RELATIONS - CLO1 9 2022-05-08 Discussion Scenarios SCENARIO 1 SCENARIO 2 Ahmad, a coworker, has used your coffee cup to water plants in the office. You have asked him to find another water container, but this morning he used it again. A co-worker was secretly smoking in his warehouse office. He noticed that you were coming to speak with him and threw his cigarette in his rubbish/garbage bin. A fire started as you are talking to him. Luckily, the fire was extinguished, but now you have to deal with him. What would you do? What do you say to the person? HRMG2020 - EMPLOYEE RELATIONS - CLO1 Discussion Scenarios SCENARIO 3 SCENARIO 4 You have had 15 complaints about a call centre staff member’s cologne/perfume being applied in buckets (it is VERY strong and overpowering). People are complaining about headaches. An employee has dropped and broken an expensive A/C unit off the side of a building when they were lifting it to the apartment. This is a serious problem – for the employee, the company and the customer. What do you say to the employee? What do you say to the employee? HRMG2020 - EMPLOYEE RELATIONS - CLO1 10 2022-05-08 CLO 1.2 Identify employee relations and its purpose within the organization HRMG2020 - EMPLOYEE RELATIONS - CLO1 Forms of Employment TRADITIONAL NEW AND EMERGING Full time Employee Part time Employee Collaborative Employment Portfolio Work Casual Employee Fixed Term and Contract Employee Platform Work Job Sharing Apprentices and Trainees Commission and Piece Rate Employee Voucherbased Work Employee Sharing HRMG2020 - EMPLOYEE RELATIONS - CLO1 11 2022-05-08 HRMG2020 - EMPLOYEE RELATIONS - CLO1 Explain the following statement: Kotter (1973) defined psychological contract as “an implicit contract between an individual and his organization which specifies what each expects to give and receive from each other in their relationship” HRMG2020 - EMPLOYEE RELATIONS - CLO1 12 2022-05-08 Psychological Contract  The psychological contract is defined as an employee’s belief in the reciprocal obligations which he or she perceives to have with the employer (Rousseau, 1995). This contract is about what the employee believes they are obligated to provide the employer but also a perception of what the employer has promised to them.  Employees have personal goals as part of their employment relationship. These individual goals need to be aligned and balanced with organizational goals in order for effectiveness and efficiency to take place.  In showing interest in employee growth and development, employers will influence morale, loyalty, improved productivity, and an availability of skilled personnel. (Dessler & Cole, 2008) HRMG2020 - EMPLOYEE RELATIONS - CLO1 Psychological Contract HRMG2020 - EMPLOYEE RELATIONS - CLO1 13 2022-05-08 Iceberg Concept Employee Input Work Employer Reward Pay Psychological Contract HRMG2020 - EMPLOYEE RELATIONS - CLO1 HRMG2020 - EMPLOYEE RELATIONS - CLO1 14 2022-05-08 HRMG2020 - EMPLOYEE RELATIONS - CLO1 HRMG2020 - EMPLOYEE RELATIONS - CLO1 15 2022-05-08 Discussion: Employee Relations Gone Wrong Back in 2015, the group owner of Urban Outfitters (American company) caused chaos when they asked their staff to work for free. They presented this as a volunteering opportunity for their store-based colleagues to help out in the warehouse during their busy period. They posed the request as an excellent team-building exercise and way to build goodwill among workers. Naturally, their request for their staff to work a six-hour shift for free was the subject of much derision (contempt). As many pointed out, the company wanted the extra working power to get through the busy period but weren’t willing to offer any financial compensation for doing so. The email was leaked to the public, and readers were quick to point out that CEO Richard Hayne has a net worth over a billion dollars, making him one of the richest people in the USA. Employees at Urban Outfitters generally make minimum wage, which for many of them meant that volunteering hours was simply not an option. HRMG2020 - EMPLOYEE RELATIONS - CLO1 HRMG2020 - EMPLOYEE RELATIONS - CLO1 16 2022-05-08 Lab HRMG2020 - EMPLOYEE RELATIONS - CLO1 What is a Right? In the law, a right is defined as the legal or moral entitlement to do or refrain from doing something. Rights are not only rooted in legislation but also in the human values that we share and expect from others, such as the right to be treated with fairness, respect and dignity. 17 2022-05-08 Management Rights  Refers to the authority to direct or guide organizations and employees.  Includes the right to exercise authorities delegated to and the responsibility to do so within the context of legislation and policies.  Understanding your rights and responsibilities as a manager is fundamental to managing effectively. Management Rights Management Rights are primarily affected by: Legislation Examples: Collective Agreements, if applicable Past Practice Has the practice existed for a reasonably long time Qatar Labour Law 14 of 2004 (Amended Law No.18 of 2020) Does it occur repeatedly? Salaries, working conditions, safety, working hours etc. Law No. 17 of 2020 (Minimum wage for all-private-sector workers at 1,000QR per month) Is it clear and consistent (is it repeated the same way each time) Is it something that is known to both management and employee? 18 2022-05-08 Fair Treatment of Employees • Employees need to be aware of their rights in the organization • Fair treatment • Decision-making (i.e., discipline, termination, promotions, bonuses) • Privacy • Working conditions • How employees feel about their rights will affect the employer/employee relationship and the organization as a whole • Justice in the workplace 19 2022-05-08 Fair Treatment of Employees Right to belong to a union, if applicable Right to union representation, if applicable Right to present a grievance. Right to a healthy and safe work environment. Right to refuse dangerous, illegal or immoral work. Right to a workplace free of discrimination and harassment. Justice in the workplace Distributive Justice Procedural Justice Interactive Justice Was the final decision fair? Was the process to reach the final decision fair? Are the way managers/supervisors interacting with employees in the organization fair? Example – was the final amount of the bonus fair? Example – was the process of HOW they decided on the final bonus amount fair? Example – does the manager treat his/her employees with respect? 20 2022-05-08 Consider Employee Rights in: 1. Grievances 2. Discipline 3. Termination 3. Will be explained more later. Employee Accountability and Responsibility If an employee feels their rights are being violated – they must approach the situation as a collaborative, problemsolving situation Employees must take responsibility and accountability for their own actions Employees must also take responsibility for decisions they make 21 2022-05-08 Qatar: If a workplace dispute cannot be resolved between an employer and employee, the employee may file a complaint within one year of the event at MADLSA. The National Human Rights Committee (NHRC) is also available to help deal with human rights violations. https://nhrc-qa.org/ HRMG2020 - EMPLOYEE RELATIONS - CLO1 The Role HR 1. Know the rights of employees • Organizational mission, values, objectives, strategies, policies, legal guidelines 2. Communicate to employees about their rights • Educate • Consultation • Remedy (solve conflict) 3. Ensure Employee Relations (and all HR) strategies are aligned with employee rights 22 2022-05-08 Discussion - A beside Nurse’s Job Description from the year 1887 In addition to caring for your 50 patients, each nurse will follow these regulations: 1. Sweep and mop the floors of your ward, dust the patient's furniture and windows daily. 2. Maintain an even temperature in your ward by bringing in coal for the day's business. 3. Light is important to observe the patient's condition. Therefore, clean the light bulbs each day and wash the windows once a week. 4. The nurse's notes are important in aiding physician's work. Make sure your write clearly and legibly. 5. Each nurse on day duty will report every day at 7 am, and leave at 8 pm, except on the Eid – on which day you will be off from 12 noon to 2 pm. 6. Senior nurses in good standing with the director of nursing will be given an evening off each week, or two evenings a week if you go regularly to mosque. 7. Each nurse should save a goodly sum of her earnings for her benefits during her declining years, so that she will not become a burden. Ex. if you earn 10, 000 QR a month you should set aside 7,000 QR. 8. Any nurse who smokes, uses liquor in any form, gets her hair done at a beauty shop will give the director of nurses good reason to suspect her worth, intentions and integrity. 9. The nurse who performs her work, serves her patients and doctors faithfully and without fault for a period of five years will be given an increase by the hospital administration of 500 QR providing there are no hospital debts. HRMG2020 - EMPLOYEE RELATIONS - CLO1 23 12/14/23 CLO 2: Employee Relations and Strategy HRMG2020 EMPLOYEE RELATIONS - CLO2 1 CLO 2: Employee Relations and Strategy 2.1 Describe the employee as a business partner 2.1.1 2.1.2 2.1.3 Review current organizational strategy best practices that engages employee commitment Explain the benefits of involving employees in organization’s decision-making 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 commitment to orgs. 2.2.2 Explain how HR professionals can be a strategic business partner to solve organization-wide issues 2.2.3 Analyze various organizational approaches to employee relations based on case studies HRM G2020 - EM PLOYEE RELATIONS - CLO2 2 1 12/14/23 Vocabulary Corporate strategy Human Resources strategy Employee Relations strategy Competitive pressures PESTLE Stakeholders Internal vs. external factors Employee involvement Task forces Lost productivity Labour Work-life programs Continuous improvement Organization Development & Design Employee motivation Employee commitment Job involvement Employee engagement Dispute resolution Organizational commitment Representation & recognition Litigation Absenteeism Conflict resolution Conflict management Employee wellness program Organizational transparency HRM G2020 - EM PLOYEE RELATIONS - CLO2 3 CLO 2.1 Describe the employee as a business partner HRM G2020 - EM PLOYEE RELATIONS - CLO2 4 2 12/14/23 Four resources available to business: Equipment / Technology (Physical resources) Finances (Financial resources) People (Human resources) Innovation/New Ideas (Intellectual Resources) HRM G2020 - EM PLOYEE RELATIONS - CLO2 5 Business Strategy Corporate/Organization Strategy Ø Development of the organization’s vision, mission, goals, and objectives Ø Focused on products & services and competitive advantage Ø Strategic action plans are needed to guide organization to success Human Resources Strategy Ø The HR strategy is derived from the corporate strategy Ø Includes all functions (parts) of HR Total rewards, recruitment and selection (talent acquisition), training and development, performance management (talent management), and employee relations HRM G2020 - EM PLOYEE RELATIONS - CLO2 6 3 12/14/23 Create the Organizational Strategic Plan 1 • Analyze factors of the External impact via PESTLE 2 • Analyze the Organization’s vision, mission and goals 3 • Analyze the Organization’s strengths and weaknesses, its culture and practices (Internal) 4 • Analyze three (3) common organizational strategies 5 • Choose and implement HR strategies consistent with overall organizational strategies 6 • Review and evaluate HR strategies HRM G2020 - EM PLOYEE RELATIONS - CLO2 7 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 HRM G2020 - EM PLOYEE RELATIONS - CLO2 8 4 12/14/23 Create HR Strategies Employee Relations HRM G2020 - EM PLOYEE RELATIONS - CLO2 9 STRATEGY FORMULATION HRM G2020 - EM PLOYEE RELATIONS - CLO2 10 5 12/14/23 STRATEGY IMPLEMENTATION HRM G2020 - EM PLOYEE RELATIONS - CLO2 11 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. HRM G2020 - EM PLOYEE RELATIONS - CLO2 12 6 12/14/23 Integrated HR and Organizational Strategy Talent Acquisition Talent Management Motivate and Engage HRM G2020 - EM PLOYEE RELATIONS - CLO2 13 Develop Employee Relations Strategies Employee Rights Employee Involvement Communication and Feedback Employee Discipline Employee Counselling HRM G2020 - EM PLOYEE RELATIONS - CLO2 14 7 12/14/23 Aligning Organization Strategy with Employee Relations Ø Once the organization has its strategies in place, it is imperative that employees understand their roles. Ø Employees need to be rewarded for exhibiting desired behaviours so that the strategy can be attained. Ø Employees are involved and communicated with regarding the strategy Ø 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. HRM G2020 - EM PLOYEE RELATIONS - CLO2 15 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 decisions made on behalf of the organization. • Examples: employee engagement surveys, participating on committees, quality control circles, continuous improvement teams, problem-solving task forces Employee Empowerment • 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) An involved and empowered employee will take an active role in the organization. - Take initiative - Take responsibility - Drive changes - They are engaged HRM G2020 - EM PLOYEE RELATIONS - CLO2 16 8 12/14/23 Employee Engagement Ø 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. Ø 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. Ø Engaged employees are more likely to be productive and higher performing. Ø Employers can foster employee engagement through effective communication, offering rewards, and discussing career advancement. - Investopedia HRM G2020 - EM PLOYEE RELATIONS - CLO2 17 Characteristics of an Engaged Employee Ø They know what their role is, what their job entails, and they want to do it. Ø They are loyal to their employer and productive. Ø They are motivated to work toward the success of their organization and know what success looks like (and how to work toward it). Ø They are connected rationally and emotionally connected to their organization and motivated to perform at a high level. Ø 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 HRM G2020 - EM PLOYEE RELATIONS - CLO2 18 9 12/14/23 Behaviours of Engaged vs. Disengaged Employees SHRM, 2022 HRM G2020 - EM PLOYEE RELATIONS - CLO2 19 Can you think of some activities that would increase employee engagement? HRM G2020 - EM PLOYEE RELATIONS - CLO2 20 10 12/14/23 Employee Engagement Actions 1. Supply the Right Tools 2. Give individual attention 5. Get Social 3. Provide training and coaching 6. Serve Others 4. Listen to Employees 7. Recognize Proudly and Loudly HRM G2020 - EM PLOYEE RELATIONS - CLO2 21 Employee Engagement Strategies Uphold your organization’s core values Carve out career paths Provide opportunities for growth Recognize top performers Promote transparency Solicit and use feedback from your team Hold employees accountable Hold yourself accountable Don’t forget to assess HRM G2020 - EM PLOYEE RELATIONS - CLO2 22 11 12/14/23 CLO 2.2 2.2 Identify best practices involving the employee as a business partner HRM G2020 - EM PLOYEE RELATIONS - CLO2 23 CLO 2.2 Topics 1. Employee Motivation 2. Employee Recognition 3. Conflict Resolution 4. Employee Wellness Programs 5. Organizational Transparency HRM G2020 - EM PLOYEE RELATIONS - CLO2 24 12 12/14/23 Employees Stay Committed When They Are… Involved Paid Well Trusted Asked for Input Valued Challenged Appreciated Empowered Mentored HRM G2020 - EM PLOYEE RELATIONS - CLO2 25 1. Employee Motivation Employee motivation is the enthusiasm, energy level, commitment, and amount of creativity that an employee brings to the organization on a daily basis. Employee motivation is all about how engaged an employee feels in tandem to the organization’s goals and how empowered he/she feels. Motivation is of two types: Employee Commitment Job Involvement Employee Engagement ØIntrinsic motivation ØExtrinsic motivation HRM G2020 - EM PLOYEE RELATIONS - CLO2 26 13 12/14/23 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. HRM G2020 - EM PLOYEE RELATIONS - CLO2 27 Organizational Strategy and Commitment HRM G2020 - EM PLOYEE RELATIONS - CLO2 28 14 12/14/23 What Influences Organizational Commitment? - AIHR HRM G2020 - EM PLOYEE RELATIONS - CLO2 29 2. Employee Representation and Recognition Ø Employee recognition is the acknowledgment of a company's staff for exemplary performance. Ø 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. Ø 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. HRM G2020 - EM PLOYEE RELATIONS - CLO2 30 15 12/14/23 Let’s Discuss: What makes a successful recognition program? HRM G2020 - EM PLOYEE RELATIONS - CLO2 31 HRM G2020 - EM PLOYEE RELATIONS - CLO2 32 16 12/14/23 3. Conflict Resolution Ø Conflict resolution is a way for two or more parties to find a peaceful solution to a disagreement among them. Ø The disagreement may be personal, financial, political, or emotional. Ø 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? HRM G2020 - EM PLOYEE RELATIONS - CLO2 33 What are the costs of unresolved conflict? Ø Lost productivity Ø Poor employee health Ø Potential accidents Ø Risk of litigation Ø Increased turnover Ø Potential for theft, violence, or sabotage Ø Wasted time Ø Absenteeism HRM G2020 - EM PLOYEE RELATIONS - CLO2 34 17 12/14/23 How Should You Resolve Conflict? Understand the conflict Communicate with the opposition Use a third party mediator Brainstorm possible resolutions Explore alternatives Choose the best resolution Cope with stressful situations and pressure tactics HRM G2020 - EM PLOYEE RELATIONS - CLO2 35 4. Employee Wellness Programs Better company culture Higher retention Examples of Wellness Programs: Ø On-site fitness centers Reduced health costs Ø Transit Options Ø Paramedical services Benefit of Wellness Programs Higher job satisfaction Ø Smoking cessation programs Ø Yoga classes Higher engagement Ø Lunch and healthy snacks Ø Employee assistance programs Ø Naps Improved productivity Ø Stand-sit or treadmill workstations. HRM G2020 - EM PLOYEE RELATIONS - CLO2 36 18 12/14/23 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. HRM G2020 - EM PLOYEE RELATIONS - CLO2 37 Examples of Organizational Transparency Practices ØOpen communications including the good and bad ØSharing easy and understandable core values ØDisclosing Financial statements ØSharing Annual Reports ØSharing Strategic Plans and priorities ØPosting names of Board of Directors and key staff as well as their contact information ØMaintaining open culture and operations ØDisclosing partnerships ØHolding Open board meetings HRM G2020 - EM PLOYEE RELATIONS - CLO2 38 19 CLO 3: Analyze employee productivity, engagement, and retention techniques to gain the competitive advantage in the industry CLO 3: Analyze employee productivity, engagement, and retention techniques to gain the competitive advantage in the industry CLO 3.1 Analyze employee productivity and how to influence competitive advantage 3.1.1 Describe the connections between positive employee relations, productivity, and innovation 3.2 Discuss employee engagement 3.2.1 Distinguish between employee involvement, participation, and voice 3.2.2 Describe current communications models relevant to the development of positive employee relations 3.2.3 Discuss methods to improve employee engagement 3.2.4 Describe approaches that may be used to measure employee engagement 3.3 Explain employee retention techniques 3.3.1 Discuss the roles counseling and coaching employees play in increasing worker productivity 3.3.2 Identify the foundations of a fair and just disciplinary process 3.3.3 Describe the steps involved to manage and employee’s dismissal HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Vocabulary Productivity Passion Pyramid Innovation Upwards Communication Participation Downwards Communication Voice Code of Conduct Counselling Performance Appraisal Coaching EOS Engagement Survey Active Listening Disengaged Progressive Corrective Measures Hewitt’s Engagement Model Employee Appeal Process HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION CLO 3.1 Analyze employee productivity and how to influence competitive advantage HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Productivity and Competitive Advantage? It has never been more important for managers to step up their efforts. Good employee relations result in lower turnover and higher productivity. 3.2.1 HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Productivity  Employee productivity can be defined as the amount of work (or output) produced by an employee in a specific period of time.  As a manager, it’s important to understand how long it takes your teammates to complete specific tasks, and if there are any roadblocks or distractions along the way that you could help them overcome.  Productivity in the workplace will often translate into  good customer service,  healthier work relationships, and  motivated employees. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Competitive Advantage HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Goal: Better company growth potential Improve your bottom line Better Customer Service HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION CLO 3.2 Discuss employee engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Check these facts: • Only 42% of U.S. employees look forward to coming to work, compared to 84% of those recognized by Fortune 100 as “The Best Companies to Work For.” Fortune 100 (requires registration) • 65% of employees are looking for a new job. PwC • The World Health Organization has codified a new type of health condition that threatens the health of employees. “Chronic workplace stress that has not been successfully managed” is the WHO official diagnosis. O.C. Tanner • 60% of workers report being stressed all or most of their time at worked. (Udemy) • 86% of millennials say they would stay in their current job if the company offered career training and development. • Workers who give their managers a low rating are four times more likely to be interviewing for other positions than those who don’t. (TINYPulse) HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Engagement Employee engagement is the emotional commitment the employee has to the organization and its goals. Employee engagement drives performance HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Categories in Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Engaged  The employee works with passion  Highly motivated and ready to go the extra step  Focused and keen to take up challenges  Exhibits a problem-solving attitude HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Not Engaged  Usually sleepwalking through the day  Low energy and passion in their tasks  Putting in hours instead of energy HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Actively Disengaged  Frequent complaints about given tasks  Actively trying to demoralize co-workers  Lack of enthusiasm  Failure to take responsibility for own actions  Actively undermining co-workers and sabotaging projects HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Cost of Disengaged Workforce 1. Effect on Work 2. Effect on Co-Workers 3. Effect on Customers 4. Effects on Productivity 5. Effect on Company Performance 6. Effect on Personal Life of Employee HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Benefits of Employee Engagement An engaged workforce form an emotional connect with the organization that helps them 1. Go the Extra Mile to Achieve Individual and Company Success 2. Innovate at Workplace 3. Attract customers and employees 4. Become Evangelists of the company, its product and processes 5. Infuse energy and positivity at workplace. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Process of Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Elements of Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Dimensions of Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Phases of Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Characteristics of Engaged Workforce HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Key Players in Enhancing Employee Engagement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Drivers of Employee Engagement 1. Work/Job Role Employees must see a link between their role and the larger organization goal. 2. Work Environment/Organization Culture 3. Rewards and Recognition 4. Learning and Training Oppurtunities 5. Performance Management An effective performance management system contributes positively to employee engagement. 6. Leadership 7. Other Factors - lear and open communication, quality of interaction with peers, collaboration HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Scenarios SCENARIO 1 SCENARIO 2 You have to discipline a friend for being late. You have been working together for 4 years – and have gone to each other’s weddings, been over for dinner and have become very good friends. But, your friend has a tendency to be one hour late to work every day. This is unacceptable, and other teammates have started to complain. 28. An employee has complained to you that their supervisor finds fault in everything that they do. In fact, their supervisor also contradicts what they have said when they trained the employee. What do you say to your friend? How would this affect engagement? What do you say to both the supervisor AND the employee? How would this relate to engagement? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Why is Employee Engagement Important? https://www.youtube.com/watch?v=KZjKY9I6UYE HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Why Should You Measure Engagement? “Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.” – Anne M. Mulcahy, former CEO of Xerox HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Communication The process by which information is transmitted and understood between two or more people Effective Communication Transmitting intended meaning – the audience understands what you are trying to say HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Why is it important to communicate with employees? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Why? Positive employer-employee relationship Employees feel they are appreciated and involved Provides a voice to employees HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Differentiate between upward and downward communication systems DOWNWARD COMMUNICATION Formal Informal (often) UPWARD COMMUNICATION Communication flowing from higher level management to employees (down the hierarchy) Communication flowing from employees up to management (up the hierarchy) Company newsletters, information booklets, electronic communication Suggestions systems, employee surveys, manager-employee meetings, organization complaint systems Communication can also be horizontal – flows across the same levels in the organization (between same level employees) HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Formal Communication Mechanisms 1. Top-down communication 2. Employee handbooks 3. Suggestions systems 4. Employee opinion surveys HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 1. Top-Down Communication *same as downward communication Company newsletters, information booklets, electronic communication, business plans, annual reports HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 2. Employee Handbook Statement of policies, guidelines and procedures of the company Outlines company expectations Conduct and Discipline Policies Information about pay, benefits, performance appraisal guidelines, promotion policies HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Code of Conduct/ Ethics Performance Appraisal Guidelines Promotion Policy Topics of Employee Handbook Mission and Vision statement Pay and Benefits Details Equal Opportunity Statement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 3. Employee Suggestion Systems (EOS) What is an Employee Suggestion System (EOS)? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Benefits of Employee Suggestion Systems  Employee empowerment  Allows shy people a chance to participate  Employee enlargement and enrichment  Allows greater participation for everyone  Improved Attitudes  Reduction of turnover  Reduced tardiness and absenteeism  Employee motivation and belongingness  Less employee problems and anger  More efficient and effective implementation of initiatives and tasks  Gives a sense of ownership  Creates a caring climate HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 4. Employee Opinion Surveys HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Survey Objectives ◦ To measure the satisfaction level of the employee of the organization ◦ To study the organizations culture and style ◦ To find out what are the most important factors required for the organization ◦ To find out what factors make the employees feel happy and proud to work for the organization HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Opinion Surveys It is extremely important for organizations to take this process seriously If employees are being asked for their input and feedback they expect to see results and/or appropriate action being taken If they never see results they will feel it is a waste of time and stop providing feedback – which will in turn have a negative impact on the employeeemployer relationship HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Role of HR in Communication Encouraging two-way communication Maintaining open communication with supervisors/managers and employees Continually updating employee handbooks Implementing (and effectively using) suggestion systems Communicating results of employee opinion surveys HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION CLO 3.3 Diagnose employee retention techniques HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Activity : Post –it Notes What are some reasons why employees do not perform well? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Basic Reasons Why Employees Do Not Perform Well Lack of Skills: This is mainly an employer responsibility — the need to supply training or learning opportunities. Use when: Personal Issues: Employee responsibility — needs to take charge of life Never had training Substance abuse Needs practice Emotional health Know about the skill, but can't apply Physical health Lifestyle Lack of Information: This is also an employer responsibility — need to supply information or train how to use or collect readily available information. Environmental Issues: Employer Responsibility — redesign is needed. Does not know expectations Unrealistic standards Does not have current data Poor work station design Cannot apply information Inadequate tools available Motivational Issues: Employer and employee jointly responsible — requires mutual discussion. Process needs improved Things and people that make work punishing (feels they are working in a hostile environment) Personal attitudes and issues HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Coaching versus Employee Counseling COACHING COUNSELING Focus on goals/tasks Focus on employee behaviour/performance ◦ Identify their goals ◦ Identify ways to achieve them ◦ Identify what is working for them and what they need to improve ◦ Identify a plan of action Employees behaviour may directly impact their performance, but it may also impact the performance or morale of the team as a whole. Counselling is done when the employees behaviour is affecting the performance of the team. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Coaching or Counseling Activity For the following scenarios – would you use coaching or counseling? WHY? 1. Maryam is having trouble using the new computer system to complete her budget reports. 2. Abdulla was late for work 2 days last week. 3. Sara has a very busy job with many tasks. She has trouble managing all of them. 4. Hamad missed 5 days of work in January. His manager spoke to him about it, but his behaviour has not changed. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION What competencies are required to counsel and coach your employees? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Competencies required to Counsel and Coach Employees Active Listening Skills (5 elements – Learner Guide, page 45) Supportive Communication Analytical Respect Motivation HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Leadership Positivity Active Listening Skills Active Listening Skills Supervisors should receive training in active listening skills. These skills, which are especially valuable in counseling sessions (but equally valuable overall), involve listening for meaning—making a conscious effort to understand the total message being sent. It is important that supervisors are trained in the ability to understand, interpret, and paraphrase what message the employee is sending particularly in the counseling session in which a problem has been identified and the employee (and perhaps the supervisor) may be exhibiting defensive behaviours. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Active Listening Skills There are five elements to active listening: Pay attention by giving the speaker your undivided attention and acknowledge the message by looking at the speaker directly and putting aside distracting thoughts. Indicate to the speaker that you are listening by using non-verbal communication to convey your attention, including nodding and facial expressions. Provide positive feedback by paraphrasing what has been said and asking questions to clarify points made by the employee. Summarize what the employee has told you. Defer judgment by allowing the employee to finish, and do not interrupt with arguments. Respond appropriately by being respectful and indicating that you are receiving information and gaining the employee perspective of the situation. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION The 7 Key Steps for the Counseling Conversation 1. Describe the counselling issue 2. Explain why this is an issue – linking to any company policy or rule 3. Ask for their side of the story 4. Ask for their ideas to resolve it 5. Ask what you can do to help 6. Agree on actions steps and put their ideas into practice 7. Set a review date Remember to take notes the whole time – Document, Document, Document! HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Scenarios SCENARIO 1 SCENARIO 2 You have an employee that has terrible breath and rotten teeth. He is in customer service and his manager has complained to you that nothing he does has changed this employee’s teeth-brushing habits. You have an employee who “auctions” off pieces of his office equipment (i.e. stapler, markers) to other employees and makes a bit of cash for his evenings out with friends. What do you say to the employee? What do you do? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Role HR professionals have in counseling and coaching Maintain open, two-way communication with all employees Training managers/supervisors in employee counseling and coaching Training and development sessions for employees to develop needed skills for self-efficacy and responsibility Ensuring HR supports all managers and employees Ensure Employee Relations (and all HR) strategies are aligned to promote a positive problem-solving environment 3.3.1 HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Agree, Disagree or it depends…. If two people commit the same misconduct, they should receive the same level of discipline. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Agree, Disagree or it depends…. Discipline should always be progressive HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Agree, Disagree or it depends…. Employees cannot be disciplined or terminated for things they do when they are off duty. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Agree, Disagree or it depends…. If an employee is disciplined, it must be in writing. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Agree, Disagree or it depends…. As long as you have investigated and gotten all the information from managers, witnesses, etc., you don’t need to meet with the employee first before deciding on disciplinary action. HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION The Foundations of a Fair and Just Disciplinary Process Three foundations of a fair and just disciplinary process: 1. Clear Set of Rules and Regulations 2. System of Progressive Corrective Measures 3. Employee Appeal Process HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Foundation 2: System of Progressive Corrective Measures Three pillars of a fair and just disciplinary process: Progressive Corrective Measures • The use of stronger and stronger measures for repeated offences • Process Steps • Actual steps will vary from organization to organization Example: Verbal warning Written warning (recorded in file) Suspension Termination HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Foundation 2: System of Progressive Discipline Factors to consider when deciding on Corrective Measure • • • • • • • • Degree of policy breach (how serious was it?) Seriousness of consequences (how serious was the outcome?) Was the behavior repetitive or a one time occurrence? Was the employee singled out? Were there others involved? Aggravating/mitigating factors (become more severe/less severe) Past practice (what has the employer done in the past?) What is the employee’s service record? Was the employee remorseful? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Foundation 3: Employee Appeal Process Employee Appeal Process • Employee can discuss the discipline situation with a higher level or neutral party Why should organizations have an employee appeal process? HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Activity – Brainstorm in groups Question 1 When would an employer use discipline? What type of employee behaviours would lead to disciplinary action? Question 2 Sort these behaviours to decide what level of disciplinary action would be appropriate (verbal warning, written warning, suspension, termination) HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION When to use Employee Discipline? Attendance ◦ Late for work ◦ Abuse of leave ◦ Leaving work without permission Work Performance ◦ Negligence (carelessness) ◦ Failing to carry out instructions HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION When to use Employee Discipline? DURING WORK HOURS AFTER WORK HOURS ◦ Appearance ◦ Impact of actions on employer’s reputation ◦ Obscene language ◦ Criminal offences ◦ Horseplay, fighting, assault ◦ Criminal offences Personal Behavior ◦ Under the influence of drugs or alcohol HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION When to use Employee Discipline? INSUBORDINATION (NOT DOING WHAT YOUR MANAGER REQUIRES) LEGITIMATE GROUNDS FOR REFUSING ◦ Direct request from Manager to Employee ◦ Personal safety ◦ Employee must understand the request ◦ Illegal act ◦ Employee refuses to obey request ◦ Unreasonable request ◦ Employee is cautioned of the consequences of refusing to obey HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 3.3.2 Employee Discipline Non-punitive (corrective) ◦ Main focus is NOT to punish Focused on improving future behaviour, attitude and/or performance Encourage employee to accept the problem and take responsibility ◦ Improve self-efficacy HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Progressive Penalties HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 3.3.2 Writing a warning Letter! HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION 3.3.2 Employee Dismissal Managers should be trained in dismissal and legal considerations Terms ◦ Just Cause ◦ Wrongful Dismissal ◦ Constructive Dismissal HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Dismissal In ACTION! HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Steps for Dismissal meeting 1. Prepare and rehearse 2. Consider the process from the employee’s perspective 3. Get to the point quickly 4. Select appropriate time and place 5. Be prepared – have all required information 6. Make sure the terminated employee’s duties are covered 7. If necessary, have security available HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Discipline – Roles and Responsibilities Role of HR: ◦ Assisting managers with the process (they take the lead) ◦ Ensure consistency with employees ◦ Assist with documentation (critical for challenges, lawsuits, grievances, etc.) HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION Employee Discipline – Effective Conversations  Clear and concise language with facts  Describe impact of poor behaviour  Create a conversation rather than scolding  Offer resources for improvement HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION The Role of HR department in the Employee Discipline/Dismissal Process Ensure Employee Relations (and all HR) strategies are aligned with the employee discipline process Ensure organization has a fair and just disciplinary process Train supervisors and HR department in the dismissal process ◦ ◦ ◦ ◦ ◦ ◦ Guidelines and steps Documentation for discipline Recording evidence not impressions Preparing checklists for all property Changing security codes and locks How to inform other employees about others’ dismissal HRMG2020 - CLO3 - EMPLOYEE ENGAGEMENT AND RETENTION CLO 4: Diagnose employee grievance and appeals process, dispute resolution strategies and conduct a workplace investigation HRMG2020 - CLO4 CLO 4. Greivances, Dispute Resolution and Workplace Investigation CLO 4.1 Identify employee grievance process 4.1.1 Examine best practices to address and resolve employee grievances 4.1.2 Discuss common employee complaints 4.1.3 Explain conflict management styles 4.1.4 Describe the steps involved with negotiation 4.1.5 Describe currently accepted conflict resolution theories CLO 4.2 Identify employee appeals process 4.2.1 Discuss methods to increase cooperation in the workplace 4.2.2 Describe individual dispute resolution techniques CLO 4.3 Identify dispute resolution strategies 4.3.1 Practice dispute resolution skills CLO 4.4 Discuss a workplace investigation 4.4.1 Describe the steps involved when undertaking an investigation CLO 4.5 Conduct a workplace investigation 4.5.1 Conduct a simulated investigation into given employee relations issues HRMG2020 - CLO4 Vocabulary Grievance Collaborating Negotiation Compromising Conflict resolution theories Arbitration Dispute resolution Mediation Workplace investigation Allegation Discontentment Arbitrator Bullying HRMG2020 - CLO4 CLO 4.1 Identify employee grievance process HRMG2020 - CLO4 Grievance Topics 1. Types & Common of Grievances 2. Common Workplace Conflicts Dispute Resolution Negotiation -> Mediation -> Arbitration HRMG2020 - CLO4 What is an Employee Grievance? Employee grievance refers to the discontentment of an employee with the organization and its management. An employer is expected to provide an employee with a safe working environment, clear knowledge of job responsibilities, adequate compensation, respect etc. Discontentment may be caused when there is a gap between what the employee expects and what they receive from the employer. HRMG2020 - CLO4 Types of Grievances Individual Group Grievances Grievances HRMG2020 - CLO4 Policy Grievances Common Individual and/or Group Grievances 1. Pay and benefits 2. Bullying 3. Work conditions HRMG2020 - CLO4 4. Workload 1. Pay and Benefits Employees want a higher salary Employees think they should earn the same as someone in a similar job Employees want improved benefits (i.e. allowances) HRMG2020 - CLO4 2. Bullying Characteristics: 1. 2. 3. Intentional- the behavior was aggressive and a deliberate attempt to hurt another person Repeated- these aggressive actions occur repeatedly over time to the same person or group of people Power imbalance- the person bullying has more physical or social power than the person or people being bullied HRMG2020 - CLO4 Physical Cyber Types of Bullying Relational Verbal 3. Work Conditions Safety Hours of Work & Leave Mental / Physical Health HRMG2020 - CLO4 Flexible working Gender pay gap 4. Workload Increasing workloads when another employee leaves Increasing workloads when organizational cuts occur Heavy workloads extend past the agreed-upon expiration time HRMG2020 - CLO4 Two points… TACTICAL GRIEVANCES WHISTLEBLOWING Grievances that are pre-planned by employees who are already in trouble due to poor performance, or prior disciplinary action. In some countries, whistle-blowing or reporting wrongdoing at work is allowed under the law as it may affect the public. They are deflecting responsibility. In some cases, you may need to stop the disciplinary procedures underway to conduct another investigation into their grievance. i.e. an employee is on a performance improvement plan as they have made too many mistakes BUT they then file a formal grievance that their manager is bullying them. Normally refers to conflict of interest, corruption, embezzlement, procurement fraud or other HR matters. i.e. Danske Bank British banker Howard Wilkinson uncovered a €200 billion money-laundering scheme running through Danske Bank’s branch in Tallinn, Estonia between 2007 and 2015. It involved payments made through the branch from nonresidents accounts based in Russia, Cyprus and the UK. The transactions happened in 150 countries. HRMG2020 - CLO4 Identification of Grievances A grievance should be redressed as soon as possible. Open-door Policy Opinion Survey Suggestion Box System Exit Interview HRMG2020 - CLO4 What are common employee complaints/conflicts? HRMG2020 - CLO4 Task-Based Conflicts Common Workplace Conflicts Leadership Conflicts Discrimination Common Workplace Conflicts PersonalityBased Conflicts HRMG2020 - CLO4 4.1.2 Workstyle conflict HRMG2020 - CLO4 Dispute Resolution Arbitration Mediation Negotiation HRMG2020 - CLO4 HRMG2020 - CLO4 Negotiation Negotiation is voluntary agreement were a parties work out a solution. It is a dialogue between two or more people or parties intended to reach a beneficial outcome over one or more issues where a conflict exists HRMG2020 - CL