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BSBWRK510A MANAGE EMPLOYEE RELATIONS PRESENTATION 3

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PRESENTATION OBJECTIVES

At the end of this lesson you will be able to work with:

• Workplace policy

• Policies and procedures

• Identify skills and knowledge

• Implementation plans

• Contingency plans

• Workplace relations strategy

• Management skills

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WORKPLACE POLICY

• Workplace Relations strategies/ policies are the organisation’s

ability to develop and implement sound Workplace Relations

management plans

• This plan ensures that Workplace Relations issues and risks are

identified, analysed and managed

• Workplace Relations strategies should be incorporated with an

organisation’s normal procedures, practices and performance

standards

• Workplace policies are statements of principles and practices

dealing with the ongoing management and administration of the

organisation

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POLICIES AND PROCEDURES

• Policies

• are a statement of purpose, which highlight broad guidelines

on action to be taken to achieve that purpose

• the statement of purpose should not be more than one page in

length, but this will vary depending on the policy

• Procedures

• explain how to perform tasks and duties

• may specify who in the organisation is responsible for

particular tasks and activities, or how they should carry out

their duties

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WHAT POLICIES DOES THE WORKPLACE NEED?

• Depends on the type of

work and business

• These are a few of the

policies every

workplace should have

• Workplace policies refer

to consequences for

breaches of the policy

• Consequences may

include:

informal warning

formal warning kept

on employee’s file

termination of

employment

Code of Conduct Standards of ethical conduct and workplace behaviour that must be adhered to can be changed as needed. I t can include personal and professional responsibilities and accountabilities in dealing with staff, colleagues and customers. Can set standards for dress, grooming, appearance and use of organisation’s facilities / resources.

Disciplinary policy

Essential in outlining the process employers follow when issuing a warning, or terminating employment. This policy should clearly identify what behaviours may lead to employees being dismissed without warning. Also includes details of other termination issues.

Leave policy Under Fair Work Act, if employees are sick while on annual leave and take paid sick leave, that leave will be deducted from their personal/ carer’s leave rather than annual leave accrual. Leave policies identify types of leave available and processes followed to access the leave. Outlines evidence is required as proof of illness or injury when claiming personal/carers leave and circumstances that require evidence, e.g. medical certificate as proof of personal illness or injury during a period of annual leave.

Workplace discrimination, bullying and harassment

An emerging workplace issue. The Fair Work Act has provision for complaints to the Fair Work Ombudsman. Complaints can be investigated in addition there is protection under state anti-discrimination legislation and human rights legislation. A good policy defines what constitutes workplace discrimination, bullying and harassment, highlights the impact that this has on the individual, organisation and society, has defined reporting mechanisms, and underpinned by commitment to safe, healthy workplace free from discrimination, bullying and harassment

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IDENTIFYING SKILLS AND KNOWLEDGE

Planning +

consultation

• Involve staff in developing and implementing workplace policies to promote awareness, understanding, ownership and compliance

•Staff involvement also helps to determine how and when policies might apply

Research

+define

policy terms

•What does good policy looks like, what are other organisations doing? Be explicit. Define key terms used so employees understand•Does the policy only apply to employees of the company or contractors working on site •What is acceptable and unacceptable behaviour? What to do if the policy cant be followed

Draft the

policy

•Policies written in plain English easily understood by all. Consider translating for those with English as second language •Ensure all employees understand what the policies mean. Explain how to comply and implications of not complying•Agree on formats to be used and seek comments and feedback. Review, revise and recirculate the policy on a regular basis

Implement

•May include documented objectives, methodologies, timeframes and project plan •To be effective, policies need to be publicised and provided to all existing and new employees •Policies explained to employees via information and training sessions, at employees meetings and during induction •Also be reiterated and discussed regularly to stay relevant. Copies of policies should be easily accessible to all staff

Complian

ce

• It is important that policies are applied consistently and are relevant throughout the organisation

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IMPLEMENTING PLANS

An implementation plan should:

• Be concise, but not leave out important information

• Plain English and jargon free

• With regard to strategies/ policies to be implemented

• Clearly identify/outline which ones

• Explain why they are being introduced and Explain why they are expected to deliver

outcomes sought

• how they will contribute to the achievement of organisational goals or objectives

• Identify timeframes for the implementation of strategies/ policies

Workplace Relations strategies/ policies have

been identified, developed and agreed on

Next step is to establish an implementation plan

to put them into operation

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IMPLEMENTATION PLANS

Plan Definition•What is the plan to achieve,

why, how, will we know?

Strategy/Policy objectives• make them SMART!

Benefits statement•Clearly state who and

benefits and how.

Evaluation methodology•How will know it has

worked?

Governance•Who is responsible,

accountable? What rules apply to who?

Scope•What will be undertaken,

what won’t?

Implementation schedule• Schedule of events to achieve

objectives.

Work breakdown Structure (WBS)•Big tasks broken into small

ones. Lists actions /resources to achieve goals.

Resources• Internal/ external.

Budget•All costs for the plan.

Risk assessment• Identify all potential risks to

the plan, review.

Quality assurance•Ensuring integrity of

processes, noting who is responsible.

Communication plan•How workers will know:

timing, who to ask, their role, feedback, aims, goals.

Implementation plans are made up of:

For more information please refer to your eBook

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CONTINGENCY PLANS

Even with thorough planning, things can go wrong, threatening success

of WR strategies/ policies and measures

Contingency plans need to be put in place to address “what if”

scenarios as quickly as possible

Contingency plans should identify :

• The nature and impacts, feasible responses, financial implications

and likely effects on other processes in the organisation

• Present clear framework for emergency decision-making and options

• Responsibilities for implementing plans and trigger points for

decisions

• Types of contingency and who make decisions: local level, senior

executives or other agencies (e.g. Government or legislative bodies)

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Identify possible contingencies

•Determine the impact of contingency on the organisation•How likely the contingency is to occur

Consider signs/ indications of

the conting

ency

•How would you know a contingency is about to occur

What if it does happen

?

•Decide what needs to happen if a contingency occurs

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CONTINGENCY PLANS INCLUDE:Trigger• what failure scenario

causes the plan to be put into action

How to continue business

What variables will affect the plan• Responses and

implications will vary

How problems causing the

interruption can be fixed

What conditions will allow the

contingency plan to be retracted

Estimates of costs • To build, implement,

manage and retire the plan

Summary• Tasks, responsibilities,

timeframes and conditions

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WORKPLACE RELATIONS STRATEGY

There are many approaches to Workplace Relations strategy management,

overall though make sure:

• Support from CEO and senior management

• Goals are set

• Actions and resources required are identified

• Who is responsible?

• How communication will occur

• What risks exist and what happens if?

• What is the implementation plan?

• Actions for grievances or disputes

• How can we evaluate, monitor and review?

• What happens to feedback, how do we invite it?

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MANAGERS OF WORKPLACE RELATIONS NEED A WIDE VARIETY OF SKILLS

General management and WR knowledge

Legislation knowledge•Understands awards, conditions of employment, disciplinary procedures, dismissal laws, EEO ,anti discrimination

Communicators•Very important: written, oral , communications and presentation skills

Interpersonal•Establish and maintain working relationships with all stakeholders

•Clarify and resolve, achieve cooperation, assistance and compliance

Conflict Management•Using the law, dispute resolution, negotiation and bargaining

•Mediation skills and advice on legalities

Other WR skills•Investigative •Ethical •Formulate polices, objectives•Project management

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PRESENTATION SUMMARY

Now that you have completed this presentation you should be able to

work with:

• Workplace policy

• Policies and procedures

• Identify skills and knowledge

• Implementation plans

• Contingency plans

• Workplace relations strategy

• Management skills