Employee Relations 2.pdf - BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT Resource Management Employee Relations 2 BSBHRM604 Manage Employee

Employee Relations 2.pdf - BSB61015 ADVANCED DIPLOMA OF...

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Unformatted text preview: BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT Resource Management Employee Relations 2 BSBHRM604 Manage Employee Relations ii This workbook has been designed for use in conjunction with information and materials provided at lecture and tutorial sessions. Students should attend all timetabled sessions so they can obtain all subject information. Students should read and understand all materials provided. Information that is available in digital form is not included in this workbook in the interest of the environment. Publisher: Young Rabbit Pty Ltd (A.C.N. 003 381 182) trading as Australian Pacific College Ground Floor, 189 Kent Street Sydney NSW 2000 Australia Tel: (02) 9251 7000 Edition: 1st edition Release date: February 2017 License agreement with international copyright available upon request. Lower Ground, 189 Kent Street Kent St Campus (CBD) Sydney NSW 2000 P (61 2) 9251 7000 F (61 2) 9251 7575 Web: CRICOS Provider: Young Rabbit Pty Ltd – 01331F ABN: 28 003 381 182 RTO PROVIDER: 90396 Front cover image sourced from: WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 iii Contents Unit of Competency........................................................................................... iv BSBHRM604 Manage Employee Relations......................................................... iv Grading System................................................................................................ iv Assessment 1.................................................................................................... v Assessment 2................................................................................................... vi Legend............................................................................................................. vii 1. Implement Employee Relations Strategy and Policies for Own Work Area... 1 Activity 1.1............................................................................................................18 Activity 1.2............................................................................................................21 Activity 1.3............................................................................................................24 2. Build and Maintain a Productive Culture..................................................... 26 Activity 2.1............................................................................................................32 3. Resolve Employee Relations Problems....................................................... 84 4. Manage Diversity......................................................................................... 89 WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 iv UNIT OF COMPETENCY BSBHRM604 Manage Employee Relations Elements 1. Implement employee relations strategy and policies for own work area 2. Build and maintain a productive culture 3. Resolve employee relations problems 4. Manage diversity For further information on the Units of Competency, please visit , or refer to your Course Outline booklet. GRADING SYSTEM High Distinction (HD) 85% and above Distinction (D) 75-84% Credit (Cr) 65-74% Pass (P) 50-64% Not yet competent (NYC) Below 50% WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 v ASSESSMENT 1 Course Name BSB61015 Advanced Diploma of Leadership and Management Subject/module Employee Relations 2 Assessment method Written or Oral Questions Weighting 50% Units of Competency BSBHRM604 Manage Employee Relations Instructions 1. Assessments should be completed as per your trainer’s instructions. 2. Assessments must be submitted by the due date to avoid a late submission penalty. 3. Plagiarism is copying someone else’s work and submitting it as your own. You must write your answers in your own words and include a reference list. A mark of zero will be given for any assessment or part of an assessment that has been plagiarised. 4. You may discuss your assessments with other students, but submitting identical answers to other students will result in a failing grade. Your answers must be yours alone. 5. Your trainer will advise whether the assessment should be digitally uploaded or submitted in hard copy. Assessments that are digitally uploaded should be saved in pdf format. 6. You must pass both assessments in the subject to pass the subject. 7. All assessments are to be completed in accordance with WHS regulatory requirements. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 vi ASSESSMENT 2 Course Name BSB61015 Advanced Diploma of Leadership and Management Subject/module Employee Relations 2 Assessment method Written or Oral Questions Weighting 50% Units of Competency BSBHRM604 Manage Employee Relations Instructions 1. Assessments should be completed as per your trainer’s instructions. 2. Assessments must be submitted by the due date to avoid a late submission penalty. 3. Plagiarism is copying someone else’s work and submitting it as your own. You must write your answers in your own words and include a reference list. A mark of zero will be given for any assessment or part of an assessment that has been plagiarised. 4. You may discuss your assessments with other students, but submitting identical answers to other students will result in a failing grade. Your answers must be yours alone. 5. Your trainer will advise whether the assessment should be digitally uploaded or submitted in hard copy. Assessments that are digitally uploaded should be saved in pdf format. 6. You must pass both assessments in the subject to pass the subject. 7. All assessments are to be completed in accordance with WHS regulatory requirements. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 vii LEGEND Not all ICONS are used in this workbook Research/Investigate This tells you to go and find out some information Activity/Provide notes This indicates that you need to take notes and/or complete an exercise/activity in this workbook Reference material/manuals This means you should look to sample of organisations’ policies and procedures or to some other learning material, resources to complete this exercise/activity. Think Take some time to think about the information and record your own ideas Talk Talk to your peers, colleagues – swap ideas. Reading Selected extra reading requirements. You Sydney Ferries Tube Youtube Selected Youtube requirements. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 1 1. IMPLEMENT EMPLOYEE RELATIONS STRATEGY AND POLICIES FOR OWN WORK AREA 1.1 Ensure employee relations strategy is consistent with organisational strategic objectives Introduction Working effectively with other people is critical in the workplace. People need to develop relationships for many reasons: sharing information, getting job tasks done, health and safety, meeting customer needs and much more. To place people in a team does not automatically create an effective team environment. People must have a variety of skills to work effectively with others. Organisational culture The culture of an organisation plays an important part in the working lives of the employees. For new employees to remain with an organisation they must feel comfortable and be able to fit in with the unwritten rules, values and beliefs that makes up the organisational culture. The work culture includes the ways people behave within the organisation, how they interact with each other, the atmosphere, the work ethic (such as a ‘can do’ philosophy), the style of dress and the organisational structure of the hierarchy. 1.2 Develop strategies and policies through the application of a risk management approach and extensive consultation and participation by relevant groups and individuals Analyse strategic and operational plans and policies to identify relevant policies and objectives Human resource planning should reflect the organisation’s values, support the achievement of strategic priorities and create a more flexible and broadly skilled workforce that is responsive to customer needs. The strategic plans of an organisation are communicated through its mission statement. From the mission statement, the organisation develops broad goals and specific objectives. Organisational plans are developed to support the organisation’s mission statement and describe the strategies that will be used to achieve the goals and objectives. A human resource plan is an operational plan that establishes a Staffing profile to ensure the organisation’s workforce is managed within the projected budget. An organisation’s staffing profile must meet budgetary requirements and will outline: WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 2 ff ff ff ff ff The balance and experience of staff The balance of full-time and part-time positions The mix of permanent, casual and contract staff The mix of managerial and administrative staff The structure of the organisation The human resource plan aligns staffing profiles and levels to projected key tasks and strategic priorities. This plan is generally driven by senior human resource management in consultation with senior management and departmental managers, with input from human resources team members. The essential aims of human resource planning are: ff To provide strategic direction for the organisation’s mission statement ff To support the achievement of strategic priorities and create a more flexible and broadly skilled workforce that is responsive to customer needs In medium to large organisations the human resource planning is the responsibility of: ff Human resources managers who work with the human resource team to design and implement specific tasks ff Departmental managers who devise the plan in consultation with the human resource team Policies and Procedures What are policies and procedures? Policies Policies are statements prepared by a business on specific issues to explain the guidelines for work practices, authorities and responsibilities. They explain both employee and employer rights and accountabilities, and the consequences of failing to adhere to the standards set. Procedures A procedure incorporates the policy (standard) and explains how the work practice should be undertaken. It provides a ‘road map’ to completing tasks, both simple and complex. HR policies and procedures are essential both during the recruitment process and also for the ongoing relationship with employees. The policies and procedures can form a part of the employment contract if the employer and the employee are committed to follow them. Today’s numerous and complex employment laws require employers to have policies in place and to ensure that these are known and understood by their employees, on a wide range of issues. It is important that all policies are brought to an employee’s attention, not only on commencement of employment, but also on a regular basis during the employment relationship. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 3 Policies and procedures should only be as complex as your business requires. For instance, a large multi-site business will require far more sophisticated and detailed policies and procedures than a small business. The priority is to ensure your approach is right for your business and that the documents do not serve to merely consume time and create frustration for your employees. Purpose of Policies and Procedures Policies and procedures provide the foundation to the working partnership with your employees. They provide clarity and a possible remedy if either party fails to meet its obligations. Policies and procedures have the following benefits: ff Ensure your business meets minimum legislative requirements ff Minimise grievances and disputes ff Provide a safe and positive work environment ff Provide both parties with clear guidelines as to rights and responsibilities ff Facilitate productivity improvements by enabling your employees to maximise their contribution At an operational level, the person responsible for managing human resources must ensure that the policies: ff Comply with legislative requirements ff Support the business by improving productivity and work behaviours ff Are practical, easy to understand, and apply to every-day situations ff Are relevant to the needs of the business Why write policies and procedures? ff Consistency ff transparency ff accountability ff quality management All organisations have policies and procedures that guide how decisions are made and how the work is done in that organisation. Well written policies and procedures increase organisational accountability and transparency and are fundamental to quality assurance and quality improvement programs. Even where policies and procedures are not written down they exist, guiding the decisions and determining how people who interact with the organisation are treated. The problem with unwritten policies and procedures is that they are not subject to the usual organisational reviews and accountability processes. In the absence of written policies and procedures, unacceptably different approaches which make the organisation inconsistent and inefficient can develop. Obtain support for policies and procedures from senior managers Obtaining support from senior managers is vital when recruiting and selecting new staff members. All policies and procedures should be discussed with senior managers and support should be given by them before the process begins. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 4 Trial forms and documents that support policies and procedures and make necessary adjustments As a manager for new employees it’s your responsibility to ensure that induction training is properly planned. Even if head office or another ‘centre’ handles induction training – you must make sure it’s planned and organised properly for your new starter. An induction training plan must be issued to each new employee, before the new employee starts, and copied to everyone in the organisation who’s involved in providing the training, so the new starter and everyone else involved can see what’s happening and that everything is included. Creating and issuing a suitable induction plan for each new starter will help them do their job better and quicker, and with less dependence on your time in the future. You should strive to organise the induction plan and give it to the new starter before they join you. This means things need to be planned well in advance because the plan will necessarily involve other people’s time and availability. Develop a suitable template, into which you can slot the arranged activities. Depending on the needs of the situation the induction-training plan may extend over a number of weeks, progressively reducing the pre-arranged induction content, as the person settles into their job. A schedule is also a useful method for circulating and thereby confirming awareness and commitment among staff who will be involved with the induction of the new starter. Seeing a professionally produced induction plan is also very reassuring to the new starter, and helps make a very positive impression about their new place of work. Adding a “notes and actions” section helps the new starter to keep organised during a time that for most people can be quite pressured and stressful. Anything you can do to make their lives easier will greatly help them to settle in, get up to speed, and become a productive member of the team as quickly as possible. An effective induction and training program will help eliminate performance gaps. Sometimes an employee does not achieve the outcomes expected of the position. Gaps in performance may take the form of: ff A task not completed on time ff A target not achieved ff A job not done at all Performance gaps might be identified by: ff Comparing performance with objectives ff Comparing performance with similar workers or work units ff Considering outcomes against key timelines and milestones ff Causes of performance gaps There may be many reasons for performance gaps. At the least, they may indicate that attention should be given to work goals or worker motivation. If these are not negotiable, new or different people may need to be recruited. Over-staffing of a task or function may even be the issue. These variables are largely controllable. Some performance gaps can be attributed to less controllable factors, as illustrated here. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 5 Communicate policies and procedures to relevant staff and provide training if required Policies cannot be effective unless they are provided, and explained, to all existing and new employees. This includes casual, part-time and full-time employees, employees on maternity leave and any independent contractors. Employers should explain how to comply with the policies and the implications of not complying. Furthermore, when changes are made to policies, it is important that they are clearly and openly communicated to employees. Changes that are not communicated to employees may be of no effect. In relation to policies and procedures for recruitment of staff members there will be some colleagues that need to know and others who do not. Therefore, you should identify the people who need to know and inform them of the changes and provide them with training if required. There are several benefits gained from establishing effective workplace relationships. Fast Learning You tend to learn things at a faster rate, if you are working with a team. The experiences and the knowledge of the older team members help you to grasp new concepts quickly. At the same time it proves to be an additional bonus for you as you avoid mistakes at work. Workload Distribution Working in a team has an advantage of the workload getting distributed amongst all the team members. With work properly distributed, you can concentrate on a single activity while you gain expertise in it, and you do not feel stressed out due to workload. Building Bonds Continuous interaction with the team members, working with them for the whole day, having your meals with them, sharing joys and sorrows helps to build a bond of friendship and unity between each other. Some of them turn into friends for a life time. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT EMPLOYEE RELATIONS 2_V1.8 6 Healthy Competition Think of a situation where people are competing with each other and trying to excel. At the same time they are helping and assisting each other in work related as well as personal difficulties and problems. This is only possible in a team, where everyone is emotionally bonded with each other. Exploring Creativity While working in a team you will never be alone, you will always have your own and other people’s suggestions and advice. This can help in generating new ideas and bring out the creativity in you. Job Satisfaction Teamwork is one of the most important factors in employee job satisfaction. This is because working in a team improves employee perfor...
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