Advanced Employee Relations Course

Introduction

Senior employees in Employee Relations- Human Resources or Personnel and Administration who are directly or indirectly responsible for supporting employees while protecting the organization.

Objectives

• Define Employee Relations from a legal perspective and link it with the labor law.
• Use the legal and ethical approach in dealing with personal issues of employees.
• Conduct reliable opinion surveys aimed at assessing organizational health.
• Provide tangible support to other HR functions in establishing and implementing a fair performance management culture.
• Implement a recognition system aimed at enhancing employee retention.
• List the main steps in dispute resolutions and use them to protect both employees and the organization.
• Establish a code of conduct and compliance culture in the organization.

Contents

Day One

Understanding Employee Relations (ER)

• The Importance of Knowing the Labor Law
• The Labor Law Definition of Employee Relations
• Employee Rights and Responsibilities
• Accountabilities for Employers and Organizations
• The Importance of Balancing Rights of Both Parties

?Day Two

Managing Personal Issues

• The Definition of a Personal Issue
• Deciding on Counseling Tactics
• The Importance of Drawing the Line between Coaching and Counseling
• Approaches to Counseling
• Providing Counsel without Harming Organizational Interests and Accountabilities
• When to Avoid or Refuse Providing Counsel
• The Responsibilities of ER Counselors

?Day Three

Employee Surveys

• The Difference between Opinion and Morale Surveys
• Approaches to Measuring Morale Surveys
• The Use of Subjective and Objective Data
• The Main Key Performance Indicators in Morale Surveys
• Establishing an Employee Morale Index

Performance Management (PM)

• The Role of ER in Managing Performance
• The Components of a Fair Performance Management System
• Measuring the Tangibles: How to Use Goals and Targets in a PM System
• Measuring the Intangibles: The Role of Competencies and Values in Measuring Performance

?Day Four

Employee Recognition

• The Essentials of a Recognition Program
• Tangible and Intangible Rewards
• Linking Performance with Pay: The Role of ER
• Dealing with Underperformers

Dispute Resolution

• The Definition of a Dispute
• Differences between Disputes - Conflicts and Differences of Opinion
• What the Labor Law Says about Disputes
• The Policy and Procedure for Dispute Resolution
• The Main Steps in Resolving Disputes
• Escalating Disputes: What to Do When Disputes Are Irreconcilable

?Day Five

Employee Grievances

• The definition of a grievance
• Grievances versus complaints versus whining
• The grievance handling procedures: recommended steps
• Grievance rate and grievance resolution rate
• The main KPIs for measuring your grievance resolution ratio

Codes of Conduct and Compliance

• The Definition of a Code of Conduct
• The Role of ER in Establishing Codes of Conduct
• The Main Sections in a Code of Conduct Manual
• Compliance Issues: The Role of ER