Employee and labor relations
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This document discusses strategies for building positive employee relations. It covers the HR role in ensuring fair treatment of employees and resolving problems. Practices that promote positive relations include fair treatment, career opportunities, feedback mechanisms like surveys and open communication. Employee involvement strategies discussed include job design, alternative work schedules, teams and suggestion systems. The document also addresses measuring employee attitudes through surveys and focus groups, developing an effective employee handbook, and using a progressive disciplinary process to correct behavior rather than punish.
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Employee and labor relations
- 2. Agenda 2 Building Positive Employee Relations Employee Involvement Strategies Measuring Employee Attitude Employee Handbook Disciplinary Action
- 3. Building Positive Employee Relations 3
- 4. Positive Employee Relations: HR Role Works for the fair treatment of employees Partners with and trains managers in fairness issues Attempts to resolve employee problems Believes employees should be treated with respect and dignity. Understands the business needs and the needs and emotions of employees and tries to balance them through policies and balanced treatment. 4
- 5. Positive Employee Relations: Practices Fair and consistent treatment of employees Access to career opportunities • Job posting • Job bidding Balanced promotion decisions 5
- 6. Feedback and Communication Lack of communication leads to making assumptions; most likely negative (Snowball Effect) Feedback mechanisms: Attitudes surveys Skip-level interviews Stay interviews Open door policy Department/unit communication meetings Employee participation committees 6
- 7. Positive Employee Relations: Practices Problem solving procedures Counseling (Employee Assistance Programs) Compensation and benefits practices Communicate market position Clarify how salary grades are established, how to progress and how raised are awarded Performance appraisal Rewards and recognition Obtain employee input through surveys Develop clear criteria Train supervisors and managers on how to administer programs effectively 7
- 8. Agenda 8 Building Positive Employee Relations Employee Involvement Strategies Measuring Employee Attitude Employee Handbook Disciplinary Action
- 10. Employee Involvement Planned attempt to link the shared interests of the employee and the company for the mutual benefit. A motivational technique as it satisfies the needs of employees to have freedom in making job related decisions. HR roles: Communicate organizational goals to employees Maintain involvement programs Help management develop trust in employees Fosters stronger commitment toward organizational goals. 10
- 11. Involvement Strategies Job design Alternative work schedules Teams Employee suggestion systems 11
- 12. Job Design Effective job design enables employees to experience three critical psychological states related to beneficial work outcomes: Meaningfulness: which is linked to skill variety, task identity, and task significance. Responsibility which is linked to autonomy Knowledge of results which is linked to feedback. Redesign strategies: Job enlargement: adding more tasks similar to the job tasks Job enrichment: increasing job depth by adding more responsibilities Job rotation: movement between different but comparable jobs 12
- 13. Alternative Work Schedules Give employee more control over work hours Enable employee to balance family needs and work demands Some benefits for the employers: Increased productivity Savings on overtime Lower rates of absenteeism Reduced fatigue 13
- 14. Alternative Work Schedules • Employee works a specified number of hours per week with varying start end timesFlextime • Doing full week work in less that 5 days Compressed workweeks • Work for less than the full time hours on a regular basisRegular part time • Two part-time employees share one full-time jobJob sharing • Reducing work hours gradually before full retirementPhased retirement • Working off site through electronic computing and communications equipmentTelecommuting 14
- 15. Teams • Ongoing charter, usually cross functional. • Examples; safety committees, strategic planning committees Committees • Come together for a specific project, disband when project is completed • Example; team for job design project Project teams • Self-managing, assume complete responsibilities in a specific area • Participation is a permanent part of daily work • Example; a team authorized to manage client relationships. Team create production schedules and responsible for budgets and deadlines Self-directed teams • Temporary, aim to accomplish a specific objective, general important and long term strategic issue • Example; taskforce for explore healthcare options to find ways to reduce costs Taskforces • Responsible for end product, ongoing charter • Participation is a permanent part of daily work Work teams 15
- 16. Employee Suggestion Systems (ESP) Employees who deal with day to day issues usually have better ideas for solving problems and improve processes. ESPs enable employees to provide ideas to improve processes and workplace. Mutual benefits (better business results vs. personal rewards) 16
- 17. Effective ESPs A clear policy for suggestion and how they are handled Established rules for evaluation of suggestions Rules for evaluating the merits of the suggestions All suggestions deserve a response Keep the process as simple as possible Give financial incentives tied to the savings/merit of the suggestion 17
- 18. Agenda 18 Building Positive Employee Relations Employee Involvement Strategies Measuring Employee Attitude Employee Handbook Disciplinary Action
- 21. Attitude Surveys A tool to identify employees needs and values Measures satisfaction and engagement Survey topics may include: Quality of management Quality of work/life issues Employee morale and job satisfaction Effectiveness of compensation and benefits Perception of HR effectiveness Employee retention and attrition issues Organizational communication Workplace safety 21
- 22. Attitude Surveys-Special Considerations Guarantee anonymity Accept criticism Don’t ask if you are not prepared to address the issue Communicate the results and give feedback Ensure that the timing is appropriate 22
- 23. Doing the survey 23 Internal External Online Traditional
- 24. Employee Focus Groups A group who participate in a structured discussion to look in-depth at specific issues. May be used to follow-up a survey or to gather opinions about benefits Should be planned effectively and facilitated by a competent facilitator. Participant should represent the targeted group 24
- 25. Organizational Feedback 25 Presentation of data to stimulate discussion and generate potential solutions. Management Feedback: Providing management with the interpretation of the results. Employee Feedback: Sharing results with employees and addressing the issues appeared in the results. Ignoring the feedback not only diminishes the benefits of the survey, it has detrimental effect and may increase dissatisfaction.
- 27. Employee Handbook Explains major HR and employee policies and procedures and employee benefits. Very important, sometimes overlooked Types of information Introductory information Employment information Compensation Benefits Attendance Other information 27
- 28. How to Develop Employee Handbook 28 Review and update existing policies Create an outline of the handbook content Create summary of each policy and procedure Add each summary in the appropriate section of the outline Review entire handbook Send for legal review Distribute to employees Update when necessary
- 29. Sample 29 PERFORMANCE MANAGEMENT AND COMPENSATION PROGRAMS In order to attract and retain a highly qualified and competent work force, XYZ has instituted a performance management program to compensate employees in a fair and equitable manner based upon demonstrated job performance, and in accordance with its Equal Employment Opportunity policy. Through this program employees will receive constructive work reviews designed to address performance and skill developmental needs and interests. Upon an employee's anniversary date, an employee becomes eligible for consideration of a salary review. PERFORMANCE MANAGEMENT PROGRAM SCHEDULE Employees may receive constructive work reviews on the following schedule: FULL-TIME NON-PROFESSIONAL EMPLOYEES: a. 3 month work review b. annual work and salary review, based on anniversary of start date. FULL-TIME PROFESSIONAL LEVEL EMPLOYEES: a. 6 month work review b. annual work and salary review, based on anniversary of start date. PART-TIME EMPLOYEES: a. annual work and salary review Under usual and appropriate circumstances, employees should receive a performance review annually. If an employee's job responsibilities change substantially at any time after the annual work review, however, another may be performed before the next annual review, after the new assignment has begun.
- 30. Developing Employee Handbook-Guidelines Keep it simple: clearly written, can be understood by all employees Keep it current: review it as major changes occur. Make it online Pay attention to the look: make it attractive visually and linguistically. Proper graphics may be used. Obtain evidence of receipt. Have legal review 30
- 31. Agenda 31 Building Positive Employee Relations Employee Involvement Strategies Measuring Employee Attitude Employee Handbook Disciplinary Action
- 33. Disciplinary Action 33 Last resort The goal is to correct behavior not to punish Promote fairness Preserve respect for management and supervisors
- 34. Reasons for disciplinary action 34 Poor performance Absenteeism and tardiness Violation of policies and rules Serious misconduct
- 35. How to Avoid Disciplinary Action 35 Set clear expectations Have written policies, procedures and work rules Establish a climate of communication Maintain an open door policy
- 36. Progressive Discipline 36 Problem solving and open dialogue Oral warning Written warnings/ deductions Final warning Discharge