7HR01. College ID: U10352962. Chartered Institute of Pe

Chartered Institute of Personnel Development Level 7
Strategic Employee Relations
Assignment No 7HR01
Wordcount:
Author: Jenna Eaton
CIPD number: 47139296
Tutor: John Mackey
Submission date - 5/03/2021
Contents

Introduction
pg. 3
2.2 Review the practice of employment relations at an
organisation level, including how it is being shaped by short-term
competitive pressures pg. 4
2.3 Critically appraise the advice that external bodies can provide
to help people professionals make appropriate decisions for their
organisation pg. 5
2.4 Analyse the changing nature of work in different parts of the
country p g. 6
3.1 Review evidence of external sources of advice that contribute
to people management decisions, including which forms of voice
are appropriate for different types of organisations
pg. 7
3.2 Critically analyse how different forms of indirect voice could
contribute to improved levels of organisational performance and
employee outcomes pg. 8
3.3 Critically analyse how different forms of informal and direct
voice could contribute to improved levels of organisational
performance and employee outcomes pg. 9
3.4 Evaluate how people analytics and research supports the fact
that voice enhances both organisational performance and
employee outcomes pg. 10
4.4 Examine the design and implementation of grievance,
disciplinary and other procedures, and their fitness for purpose in
the organisation pg. 11
Designing a Grievance Redressal System
pg. 12
Promote productive relationship
pg. 12
Conclusion
pg. 13

Bibliography
pg. 14
References
pg. 17
Introduction
This report revolves around the employee relations strategy. Employee relations
deal with the relationship between employers and employees. The CIPD (2021)
state that employee relations are focusing both on individual and collective
relationships. According to Bulińska-Stangrecka and Bagieńska (2021)
employees are the main part of any organisation, and they give their best to
facilitate clients and customers. Liu (2021) states that a strong relationship with
the employee creates a healthy environment in the workplace and employees
feel comfortable and they try to give their level best to boost the productivity
and the economy of an organisation. Therefore, a strong relationship with the
employees becomes the reason to enhance the performance of employees.

2.2 Review the practice of employee relations at an organisation level
including how it is being shaped by short term competitive pressures.
Every individual possesses a specific relationship with another co-worker in the
workplace. The relationship can be between employer, employees, managers
etc. These relationships become the reason to have a better working
environment in the workplace. According to Bulińska-Stangrecka and Bagieńska
(2021) employees spend most of their time in the workplace and therefore the
work environment must be healthy and friendly. Kaufman et al. (2021) argues
that management should take all the necessary steps to maintain a healthy
environment within the organisation and co-workers should ensure that conflicts
within the workplace are avoided. In Seddon the majority of our line managers
are not confident or skilled to manage employee relations effectively, therefore
creating a positive employee relations culture is difficult and driven by HR.
Technology and the labour market are some of the short-term pressures that can
affect the practices of employee relations in organisations. Technology is an
emerging field within every organisation, which is also the case for Seddon, and
can become the reason for employee competitive pressure. Technology can
contribute to increased productivity of employees and improvement in their

efforts, Kaufman et al. (2021) argues that with the help of technology, the
performance of employees improves and provides more emphasis on their
creativity. Along with this, clients, customers, and co-workers’ expectations have
also been changed because of organisations adopting new ways of working
through technology. Attaran et al. (2019) argues that employees now feel more
pressured because of technology due to the constant record of their work, their
attendance, and their performance all with the help of technology, so the use of
technology in the workplace is good and bad at the same time for employees.
Therefore, employees try to work smarter compared to working harder and the
whole mentality of employees has changed with the adoption of technology
within the workplace. Furthermore, labour market is an important element that
becomes the reason for employee pressure within the workplace, and technology
plays it part within this too. Kaufman et al. (2021) states that it has been
observed that those workers who are skilled and know how to use technology
and can keep up with changing technology have higher wages than those who
are unskilled and not confident in using technology. This means that having
skilled and trained employees is important for an organisation to progress and to
achieve their goals and objectives. Organisations may find that due to
technology and labour markets and skills they may need to review the overall
strategy and their approach to employee relations.
2.3 Critically appraise the advice that external bodies can provide to
help people professionals make appropriate decisions for their
organisation.
External bodies can include employer bodies, government, Trade Union
Congress, and many other people who have the authority to make decisions for
the betterment of society and an organisation. The Advisory, Conciliation and
Arbitration Service (ACAS) and the Trade Union Congress (TUC) are working to

help people professionals so, that they can take appropriate decisions which are
beneficial for employees or organisations.
According to Sisson & Taylor (2016) the aim of ACAS is to improve working lives
with the help of a better employment relationship by solving employee problems
and trying to create a healthy atmosphere and ensuring employees work in a
healthy environment. When organisations work to solve any issues from
employees within the workplace and any misunderstanding that has occurred
has been resolved this then creates a better working environment where
employees are more likely to work harder and motivated to achieve the
organisations goals. The people profession plays a vital role to solve any issues
with employees and should try to resolve conflict at the initial stage. This
prevents the working environment from becoming toxic and having a negative
effect on an employee’s productivity.
The Trades Union Congress is working to protect the basic right of employees
with the help of employment legislation. Sisson & Taylor (2016) states that they
are also working to improve the condition of employees and provide information
regarding all their rights. However, TUC help organisations to unite their
employees so they can work together, and employee productivity is increased
within a better working environment. Sisson & Taylor (2016) argues that the role
of UK bodies is beneficial to unite employees and maintain the engagement and
mutuality of employees within the organisation. A healthy atmosphere and good
employee relations within the workplace helps to boost the productivity of
employees, attract, and retain talent and to be seen as an employer of choice.
Therefore, it is necessary to adopt the role of UK bodies such as ACAS and TUC
to support organisations in developing and maintaining good employee relations.