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HUMAN RESOURCE MANAGEMENT DEVELOPMENTHRM703 EMPLOYEE RELATIONS STRATEGY

CONTENTS. PurposeKey FunctionIntegrated ApproachKey Elements (Brief)5.Principles of Leadership6.Fundamental Principles4 Key Elements/Employee Relation Strategies7.Summary

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HUMAN RESOURCE MANAGEMENT DEVELOPMENTHRM703 EMPLOYEE RELATIONS STRATEGY

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    1. HUMAN RESOURCE MANAGEMENT & DEVELOPMENT(HRM703) EMPLOYEE RELATIONS STRATEGY

    2. CONTENTS Purpose Key Function Integrated Approach Key Elements (Brief) 5. Principles of Leadership 6. Fundamental Principles 4 Key Elements/Employee Relation Strategies 7. Summary& Conclusion

    3. PURPOSE The purpose of employee relation strategy is to inform managers and employees of the requirements, responsibilities, and the process required for a positive employee relations environment and the achievement of sustainable business outcomes

    4. KEY FUNCTION The employee relations strategy is an integral component of business operations having regard to corporate priorities and potential risks, costs and impact on customer service

    5. INTEGRATED APPROACH Employee relations strategy adopts an integrated approach to addressing employee relations issues

    6. INTEGRATED APPROACH The approach supports employee relations that encourage supervisor to lead, and Employees to actively participate and engage in positive, productive, and safe work practices

    7. KEY ELEMENTS (BRIEF) All people management activities should be aligned to four key elements in employee relation strategy: Alignment with strategic direction Governance & compliance Focus on Business outcomes Constructive Workplace Relations

    8. PRINCIPLES OF LEADERSHIP The principles of leadership, constructive relationships and meaningful consultation are fundamental to employee relations strategy

    9. QUESTIONS

    10. FUNDAMENTAL PRINCIPLES 1. Positive Leadership Managers and supervisors should positively influence employee relations environment by setting a great example, and Demonstrating leadership in the pursuit of constructive working relationships

    11. FUNDAMENTAL PRINCIPLES (CONT) Positive Leadership A positive employee relations environment requires that ALL employees demonstrate positive leadership behavior

    12. FUNDAMENTAL PRINCIPLES (CONT) Positive Leadership This will contribute to the proactive and timely resolution of employee issues

    13. FUNDAMENTAL PRINCIPLES (CONT) 2. Workplace Relationships The achievement of common goals such as ‘no injuries’ and impressive ‘customer service’ can be facilitated through the development and maintenance of effective relationship founded on mutual support and respect

    14. FUNDAMENTAL PRINCIPLES (CONT) Workplace Relationships To create an environment of constructive workplace relationships require a commitment towards working with employees, managers, and unions taking ALL reasonable steps to resolve issues

    15. FUNDAMENTAL PRINCIPLES (CONT) Workplace Relationships Effective relationship with government, industry, and business partners will assist in the development and implementation of employee relations initiative

    16. FUNDAMENTAL PRINCIPLES (CONT) Workplace Relationships To ensure mutually acceptable outcomes are achieved, ALL parties have an obligation to actively communicate with each other in order to develop an understanding of each other’s goals and interests

    17. FUNDAMENTAL PRINCIPLES (CONT) Workplace Relationships Organization should strive for balanced results which lead to a resolution of the issues and maintenance of successful relationship

    18. FUNDAMENTAL PRINCIPLES (CONT) 3. Meaningful Consultation The pursuit of positive employee relations involves undertaking timely and meaningful consultation with key stakeholders, including employees and unions

    19. FUNDAMENTAL PRINCIPLES (CONT) Meaningful Consultation Different situations will require different levels of consultation, such as : Information sharing; Response seeking;

    20. FUNDAMENTAL PRINCIPLES (CONT) Meaningful Consultation Employee input into planning; and Cooperative decision making and planning

    21. QUESTIONS

    22. FOUR KEY ELEMENTS

    23. FOUR KEY ELEMENTS

    24. FOUR KEY ELEMENTS

    25. FOUR KEY ELEMENTS

    26. FOUR KEY ELEMENTS

    27. FOUR KEY ELEMENTS

    28. FOUR KEY ELEMENTS 2. Governance and Compliance Governance includes developing and maintaining systems and processes to ensure compliance with IR frameworks, including legislative, industrial instruments, and company policy

    29. FOUR KEY ELEMENTS Governance and Compliance Compliance is a joint responsibility that lies with both the employee who must claim entitlements appropriately and mangers who are accountable for the approval and endorsement of pay and conditions

    30. FOUR KEY ELEMENTS Governance and Compliance It is important that ALL employees understand their conditions of employment and the significance of their responsibility in this area

    31. FOUR KEY ELEMENTS Governance and Compliance Strategy Promoting compliance with legislative and policy framework; Ensuring accurate employment information is recorded and maintained

    32. FOUR KEY ELEMENTS Governance and Compliance Strategy Ensuring consistency in interpretation of conditions and entitlements; Ensuring compliance through training and audit processes;

    33. FOUR KEY ELEMENTS Governance and Compliance Strategy Meeting government’s, internal and legislative reporting requirement; Leaders setting a great example through acceptance of accountability, and

    34. FOUR KEY ELEMENTS Governance and Compliance Strategy Ensuring timely and effective implementation of enterprise bargaining/workplace agreements, and changes to legislation, awards, and policy

    35. FOUR KEY ELEMENTS 3. Focus on Business outcomes A focus on business outcomes will ensure that employee relations initiatives are consistent with business practices

    36. FOUR KEY ELEMENTS Focus on Business outcomes Strategy Ensure employee relations outcomes are consistent with company’s priorities and supports business practices;

    37. FOUR KEY ELEMENTS Focus on Business outcomes Strategy The development of policy and industrial instruments in line with company’s vision, values, and business needs;

    38. FOUR KEY ELEMENTS Focus on Business outcomes Strategy Facilitating employee relation initiatives to support organizational improvement Providing timely and accurate advice on employee relations issues;

    39. FOUR KEY ELEMENTS Focus on Business outcomes Strategy Utilizing effective advocacy and representation in industrial relation forums; and Ensuring effective implementation and communication of employee relation outcomes to ALL levels

    40. FOUR KEY ELEMENTS 4. Constructive Workplace Relations Constructive workplace relationship contribute to the achievement of common goals such as safety, efficiency and productivity, quality customer service, job satisfaction, and career opportunities

    41. FOUR KEY ELEMENTS Constructive Workplace Relations A constructive approach will help to minimize IR disputation and promote innovative issue resolution Participative negotiation can provide a climate for facilitating resolution and developing balanced result

    42. FOUR KEY ELEMENTS Constructive Workplace Relations Under these circumstances, each part has more influence over the employee relations outcomes

    43. FOUR KEY ELEMENTS Constructive Workplace Relations Strategy Promoting constructive workplace relationship between employees and management at ALL levels Recognizing the roles of unions in issue resolution at ALL levels

    44. FOUR KEY ELEMENTS Constructive Workplace Relations Strategy Involving employees in decision making and promoting issue resolution at ALL levels Promoting ownership of organizational change initiatives

    45. FOUR KEY ELEMENTS Constructive Workplace Relations Strategy Promoting collaborations and productive work relationships and teamwork

    46. FOUR KEY ELEMENTS Constructive Workplace Relations Strategy Proactive, constructive and respectful dispute resolution practices which encourage the timely resolution of disputes through consultation, information sharing, and negotiation

    47. FOUR KEY ELEMENTS Constructive Workplace Relations Strategy Proactive, constructive and respectful dispute resolution practices which encourage the timely resolution of disputes through consultation, information sharing, and negotiation

    48. FOUR KEY ELEMENTS Constructive Workplace Relations Strategy Promoting a flexible approach to consultation with unions and addressing issues as they arise; Consultative arrangements at ALL levels of the business, and

    49. FOUR KEY ELEMENTS Constructive Workplace Relations Strategy Facilitating and maintaining constructive employee relations with key stakeholders including unions based on:

    50. FOUR KEY ELEMENTS Constructive Workplace Relations Strategy Open and honest communication Being professional and treating each other with respect Promotion of equity and actually seeking diverse view points

    51. FOUR KEY ELEMENTS Constructive Workplace Relations Strategy Genuine participation in the consultative process, and Valuing different points of views with a willingness to compromise where appropriate

    52. SUMMARY & CONCLUSION Need to encourage and promote constructive workplace elations between company and unions through effective communication and consultation CEO’s to facilitate development of a high-level relationship forum between senior management executives and senior union officials to help address issues affecting the business

    53. SUMMARY & CONCLUSION Need to conduct regional/divisional consultative meeting to promote consultation at ALL levels in each of the business Need for IR forums to be held bi yearly/yearly to encourage and promote constructive relationships between company and union officials aimed to reduce industrial or employment conflicts

    54. SUMMARY & CONCLUSION Need to conduct an annual staff survey to ascertain work satisfaction and opinions across the a broad range of issues Ensure key issues named in the survey are addressed in a corporate level action plan that is lead and monitored by CEO

    55. SUMMARY & CONCLUSION A two way communication should be strongly encouraged through various mediums such as team brief meetings, the internet, staff newsletter, etc Staff work program should be used to encourage employee involvement in the deployment of key business strategies and initiatives

    56. REFERENCES Armstrong, M and Baron, A (2002) Strategic Human Resources Management: The key to improved business performance, development practice. London; Chartered Institute of personal and development

    57. REFERENCES Schuler, R.S. Strategic Human Resources Management, Linking people with the needs of the business. Organizational dynamics. Vol 21, no 1, pp18-32

    58. REFERENCES Wright, P.M. and Mcmahan, G.C. (1992) Theoretical perspective for SHRM. Journal of Management, March., pp 215-247

    59. QUESTIONS

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