BSBWRK510 Assessment 2 Practical Project

Download BSBWRK510 Assessment 2 Practical Project from Desklib. The document includes Employee Relations Strategy Proposal, Performance Management and Development Policy, and more. It covers the subject BSBWRK510 Manage Employee Relations under RTO LET Training and Consultation Services Pty Ltd. The document is version 1.0 and effective from 01/05/2016.

BSBWRK510
Manage Employee Relations
Assessment 2 Practical Project
RTO: LET Training and Consultation Services Pty Ltd
Document: BSBWRK510 Assessment 2 Version: 1.0
Date Effective: 01/05/2016 Review Date: 01/05/2017

LET Training and Consultation Services
Table of Contents
Assessment 2 Practical Project 1
Table of Contents.........................................................................................................................2
Learner Details..............................................................................................................................3
Assessment – BSBWRK510 Manage employee relations................................................................3
Competency Record............................................................................................................................ 4
Project Task 1: Develop an employee relations strategy.................................................................5
Appendix 1: Employee relations strategy proposal....................................................................5
Cost-benefit analysis and risk assessment plan template.........................................................11
Appendix 2: Task 1 – Answer Sheet.............................................................................................12
Project Task 2: Implement an employee relations strategy.......................................................13
Appendix 3: Implementation and contingency plan template...................................................13
Appendix 4: Training implementation plan template..................................................................16
Appendix 5: Monitoring and review plan template.....................................................................17
Project Task 3: Manage grievance and conflict situations.........................................................18
Appendix 6: Policy and procedure layout...................................................................................20
Appendix 7: Report to the Operations Manager.........................................................................23
Appendix 8: Scenario – Employment conditions dispute..........................................................23
Appendix 9: Employment conditions dispute role-play.............................................................24
Practical Project Assessment Summary.....................................................................................24
Task................................................................................................................................................. 24
Assessment Outcome................................................................................................................... 24
Assessor Comments..................................................................................................................... 24
口 Satisfactory................................................................................................................................... 24
口 Not Yet Satisfactory.................................................................................................................... 24
口 Satisfactory................................................................................................................................... 24
口 Not Yet Satisfactory.................................................................................................................... 24
口 Satisfactory................................................................................................................................... 24
口 Not Yet Satisfactory.................................................................................................................... 24
Assessor Name:............................................................................................................................. 25
Assessor Signature:...................................................................................................................... 25
Date:................................................................................................................................................ 25
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Learner Details
Assessment – BSBWRK510 Manage employee relations
Please complete the following activities and submit this workbook via your online learning account
under the unit of BSBWRK510 Manage employee relations.
Learner Name: Simone
Email address: [e-mail]
Phone Number:
Employer (If applicable):
Declaration
I declare that no part of this assessment has been copied from another person’s work with the
exception of where I have listed or referenced documents or work and that no part of this assessment
has been written for me by another person.
Learner’s Signature:
Date:
Important notes:
- You must make declaration from above to ensure that the completed assessment is your
own work.
- Assessment submitted without declaration will not forward to the assessor for marking.
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Competency Record
To be completed by Assessor
Learner Name:
Assessor Name:
Date of Assessment:
The learner has been assessed in BSBWRK510 Manage employee relations as competent in the
elements and performance criteria and the evidence has been presented as:
Assessor Initials
Authentic
Valid
Reliable
Current
Sufficient
Learner is deemed:
- COMPETENT
- NOT YET COMPETENT (Please circle)
If not yet competent, date for re-assessment: ____________________________________
Comments from Assessor:
Assessor Signature: Date:
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Project Task 1: Develop an employee relations strategy
Appendix 1: Employee relations strategy proposal
Employee Relations Strategy Proposal (draft)
 Identify and describe three long-term employee relations objectives for Safety Traffic Co.
- Decrease the staff turnover rates over the next 12 month period: Current staff turn over rates with traffic
controllers is currently 50%. I would look at conducting a staff survey (anonymously) to determine areas
of concern and seek feedback from staff about how we can address this. I would also implement exit
interviews to find out further information from staff that is leaving and how we can prevent this in the
future.
- Review staffing needs for schedulers and address high number of hours. Review rostering
arrangement to support staff to be able to achieve work-life balance and reduce stress. Review methods
for training to allow for staff to attend at own convenience such as offering online options.
HR Manager: look at recruiting a staff member to assist with employee engagement and training to
support the HR manager to achieve their objectives.
Training of staff:
- Traffic controllers: Experience a large number of fatigue related issues due to prolonged periods of
standing at traffic sites and manually handling heavy equipment. To address this I would look at how
work was conducted and look at variations in job roles. I would provide training to staff (also available
on line for staff who cannot attend site based training) of how to address fatigue and also utilise safe
work practices for manual handling tasks. I would also look at the times of the shifts and ensure that
they are safe.
- Management: I would provide additional training for staff relating to staff management, rostering,
and how to address conflict and grievances in the workplace.
Review recruitment, selection and induction procedures to attract and retain quality staff.
It has been identified that the HR manager is having problems filling positions. I would look at the
following areas: the pays and conditions of staff (do we pay in line with industry standards), methods
of advertising (am I advertising in the right places)
HR Management: Further staff to support the HR manager to deliver on services. This can include
outsourcing of areas as needed such as training and development
 Analyse current employee relations performance:
There are clear gaps that need to be addressed including:
- Developing appropriate policies and procedures- currently they do not exist
- Feedback from staff
- Addressing staff turnover
- Address training issues
- Address conflict resolution and grievances
- Review rostering arrangement to address stress and fatigue issues
 Develop several employee relations strategy or policy options for each of your identified employee
relations objectives.
Traffic Safety Co Industrial Relations Policy Statement
Traffic Safety Co strives to continually improve the quality of its productivity, performance and services to
enable continued growth in a competitive industry. Our goal is to have open and transparent processes in
all aspects of our dealings with staff, suppliers and subcontractors, encompassing all issues pertaining to
industrial relations. Effective client, people and project management is based on open, honest relationships
and realistic negotiations that are beneficial to both parties. Continued commercially successful projects can
only occur when our stakeholders are also successful in their personal endeavours and enterprises.
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IR Objectives and Goals
Traffic Safety Co. aspires to eliminate lost time, down time and unproductive work practices that arise
through grievances or disputes pertaining to industrial relations. We encourage proactive, two-way
consultation between parties, with consideration of both parties’ requirements, when faced with any issue
relating to industrial relations. Traffic Safety Co is committed to:
 Ensuring compliance with state and federal industrial relations legislative instruments: Fair Work Act
2009 and the Workplace Health and Safety Act 2011.
 Maintaining an open relationship with our employees and any elected staff members and with other
interested parties as appropriate.
 Accepting that the properly held interests of our clients always prevail, and that accordingly it is the
client who may, in some cases, determine actual industrial relations arrangements.
 Employment practices that ensure equal opportunity and shall not be discriminatory. Unfair
discrimination and sexual harassment is prohibited in Australia by the Equal Opportunity Act 1995 and
three Federal Acts; the Racial Discrimination Act 1975, the Sex Discrimination Act 1984 and the
Disability Discrimination Act 1992.
Traffic Safety Co will make sure that employees and those applying for employment receive fair and
equitable treatment. We are determined to provide a working environment free from discrimination or
victimization in accordance with the principles espoused by the above-mentioned Acts of Parliament.
Encouraging all contractors working on their projects comply to with applicable awards and workplace
arrangements, whilst recognising their right to have their own industrial relations policies and
arrangements.
Traffic Safety Co will from time to time request that contractors provide evidence of compliance with
relevant Industrial Relations practices.
Responsibilities
Traffic Safety Co has two active Directors who all work in the business on a day-to-day basis, are involved in
all aspects of contract negotiations at all levels and generally act as project managers for all contracts. As
such, they become the first and ultimate point of contact for all issues pertaining to industrial relations.
Effective communication between all stakeholders and Traffic Safety Co is a priority and is encouraged
through open access to Directors via face-to-face meetings, electronic and written communications and
telephone contact.
For current details of the directors, please refer to staff intranet, contact us
Industrial Relations Performance Tracking
Traffic Safety Co will track and monitor key performance indicators relating to Industrial Relations and
Worker Productivity. These KPI’s may include;
- Tender Performance
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- On Time
- On Budget
- IR impacts on Tender Performance
- Worker Productivity
- Income per labour hour total
- Income per labour hour on net profit
- Average labour cost per hour
Traffic Safety Co are committed to providing an efficient work environment that provides optimum
opportunities for all workers and stakeholders and will develop strategies to continuously measure and
improve on productivity performance.
Right of Entry
Traffic Safety Co acknowledge the right of entry to union officials who hold valid entry permits to enter their
business for specific purposes:
- To investigate a suspected breach of the Fair Work Act 2009 or a term of a fair work instrument
such as a modern award or enterprise agreement and the suspected breach affects or relates to a
member of the official’s union who performs works on the site and the official’s union is entitled to
represent the member’s interest.
- To hold discussions with employees that the permit holder’s union is entitled to represent, perform
work on the site and wish to participate in these discussions.
- Perform inspections and other functions under WHS laws of a state or territory
- Before entering a site, the union official must; hold a valid federal permit and provide at least 24
hours written notice of entry unless entry is under a Workplace Health and Safety (WHS) law.
Performance Management and Development Policy
Policy Statement
Traffic Safety Co performance management and development policy provides a framework to value our
staff, provides a working environment that acknowledges their contribution and builds capacity to ensure
organisational effectiveness.
Objectives
Performance management and development is a critical process in achieving Traffic Safety Co strategic
goals. It focuses on improving performance through matching outcomes against individual, team and
organisational objectives.
Performance management and development is an essential element in the creation of an organisational
culture which promotes high quality performance and the individual acceptance of responsibility and
Performance management and development processes complement other management practices of
providing ongoing feedback, review and development of staff.
Responsibilities and delegations
All employees are responsible for:
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• Participating in a performance management and development process consistent with this policy
and their conditions of employment as outlined in their employment contract.
• Demonstrating and being accountable for their performance in relation to the implementation of
organisational and workplace goals.
• Participating in ongoing review and formal performance review meetings.
• Participating in appropriate and related professional training as required.
Managers are responsible for:
• Demonstrating leadership by working with staff members to implement the performance
management and development process consistent with the policy and staff members’ conditions of
employment.
• Providing continuing support and feedback to staff members.
• Assisting in the identification of and participation in appropriate and related professional
development as required.
The manager and staff member will identify appropriate goals for the staff member and ensure appropriate
progress towards their achievement in accordance with the timeframes as outlined in relevant support and
implementation documents.
Monitoring, evaluation and reporting requirements
The Human resources Manager will monitor the currency of this policy and will report on its effectiveness
annually, or as required, to the executive.
All managers are responsible for the operation of this policy and the implementation of the procedures for
the relevant staff category.
Contact - HR Manager
Area Actions Responsible
Officer
Date for
completion
Evaluation
Analysis of
employee turnover
1. Review exit
surveys
2. Staff feedback
3. Assess work
environment
4. Research
external factors
Human
Resources
Manager
27.03.18
27.03.18
14.03.18
27.03.17
1. All actions
implemented
by due date
2. Feedback
from all
stakeholders
collated and
report
prepared
Development of
Performance
Management
system
1. Research
legislation
2. Consult with
HR specialist
service
3. Consult with
Senior
management
regarding
expectations
Human
Resources Team
14.03.18
14.03.18
14.03.18
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Area Actions Responsible
Officer
Date for
completion
Evaluation
4. Develop draft
plans for
approval 27.04.18
Training and
Development of
staff
1. Conduct a
training needs
analysis of staff
2. Review training
needs analysis
and
development of
a 12 month
training
schedule for all
staff and then a
12 month plan
for individuals
3. Source
appropriate
training for staff
to cater for shift
workers
including online
training options
Human
Resources Team
27.04.18
27.05.18
27.06.18
 Identify relevant Safety Traffic Co. stakeholders for each option and include a description of how they
will be consulted.
CEO: Consulted through meetings and presentations. Information provided through emails and reports.
Confirm budget and agree to processes and changes
Management: through meetings and email. Review processes and procedures. Develop an action plan to
achieve objectives
Staff by division: Through meetings and presentations. Information also provided through emails, notices
and emails
Training providers: Through meetings and emails to discuss and confirm suitable training delivery
 Evaluate each option, including:
o a cost–benefit analysis and an assessment of risk (include a completed cost–benefit analysis
and risk assessment plan template, provided in the next page)
o A determination of the likelihood of risk preventing the organisation meeting its objectives
and the possible consequences of such an event on organisational performance.
 Document and summarise the legislative requirements and key entities in the industrial relations
system (courts, tribunals, etc.) and considerations for each option.
Legislation and regulation exist to protect the rights of people in the workplace. Employers are governed by
legislation that exists to ensure that employees have their rights upheld in the workplace, and are employed
in an environment that is free from harassment and discrimination. There are penalties for employers who fail
to observe legislation and who breach guidelines. The following National legislation is applicable in the
workplace;
Fair Work Act 2009 - This act creates a national workplace relations system that is fair to working people,
flexible for business and promotes productivity and economic growth.
Legislation in the Employment and Workplace Relations Portfolio - Links to the previous Workplace Relations
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Act 1996, Acts and Bills amending it, and other legislation administered by the Dept of Employment and
Workplace Relations
Sex Discrimination Act and the Racial Discrimination Act - These acts and others protect people from
discrimination
Equal Opportunity for Women in the Workplace Act 1999 (Cth) - An Act to require certain employers to
promote equal opportunity for women in employment, to establish the Equal Opportunity for Women in the
Workplace Agency and the office of the Director of Equal Opportunity for Women in the Workplace.
Work Health and Safety Regulation 2011 The Work Health and Safety Regulation 2011 describe how to
prevent or minimise a risk at your workplace.
Courts and Tribunals: The Industrial Relations Commission (IRC) of New South Wales is the industrial
tribunal and industrial court for the state. The commission has the power to make or alter the conditions of
employment of state and local government employees; resolve industrial disputes and deal with unfair
dismissal and other work-related matters. When convened as the Industrial Court, it can determine
prosecutions for criminal offences or other civil matters that must be heard by a judge.
The Administrative Decisions Tribunal (ADT) reviews administrative decisions made by New South Wales
government agencies, resolves discrimination and retail lease disputes, and regulates a range of professional
and occupational groups.
(http://www.courts.justice.nsw.gov.au/Pages/cats/which_court_or_tribunal/jurisdiction.aspx) accessed
29.07.2017
Trade Unions: Trade or labour aim to resist through equal bargaining power the domination of employers
over employees and to represent workers’ interests in the employment relationship. It is through union efforts
that workers benefit from better pay and working conditions, and that they are treated with dignity and respect
at work. Unions assist employees in Collective Bargaining processes, responding to unfair work practises,
employee wellbeing and safety and legislation.
Employer Bodies: An Employer Body or Employers' Association is a collective organization of
manufacturers, retailers, or other employers of wage labour within the same sector. Employers' organizations
seek to coordinate the behaviour of their member companies during negotiations with trade unions or
government bodies and determine delegation during negotiations. They may seek to challenge legislation, or
petition for amendments to legislation that impacts on them collectively.
Include discussion of how your identified long-term employee relations objectives meet the needs of the
organisation and how they address current employee relations issues.
The review of the current organisation raises multiple concerns.
Decrease the staff turnover rates over the next 12 month period: Current staff turnover rates with traffic
controllers are currently 50%. I would look at conducting a staff survey (anonymously) to determine areas of
concern and seek feedback from staff about how we can address this. I would also implement exit interviews
to find out further information from staff that is leaving and how we can prevent this in the future.
Review staffing needs for schedulers and address high number of hours. Review rostering arrangement to
support staff to be able to achieve work-life balance and reduce stress. Review methods for training to allow
for staff to attend at own convenience such as offering online options.
HR Manager: look at recruiting a staff member to assist with employee engagement and training to support
the HR manager to achieve their objectives.
Training of staff:
Traffic controllers: Experience a large number of fatigue related issues due to prolonged periods of standing
at traffic sites and manually handling heavy equipment. To address this I would look at how work was
conducted and look at variations in job roles. I would provide training to staff (also available on line for staff
who cannot attend site based training) of how to address fatigue and also utilise safe work practices for
manual handling tasks. I would also look at the times of the shifts and ensure that they are safe.
Management: I would provide additional training for staff relating to staff management, rostering, and how to
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address conflict and grievances in the workplace.
Review recruitment, selection and induction procedures to attract and retain quality staff.
It has been identified that the HR manager is having problems filling positions. I would look at the following
areas: the pays and conditions of staff (do we pay in line with industry standards), methods of advertising (am
I advertising in the right places)
HR Management: Further staff to support the HR manager to deliver on services. This can include
outsourcing of areas as needed such as training and development
Cost-benefit analysis and risk assessment plan template
Option
Cost–benefit analysis Risk assessment plan
Cost Benefit Outcome Associated
risk/s Consequence Likelihood
Risk level
(monitor, low,
medium, high,
very-high)
Risk control
Analysis of
employee
turnover-
conduct exit
interview and
conduct staff
feedback
$1000
(calculate
d at
approxim
ately one
week of
work)
Identify areas
of concern
and why staff
are turning
over
Reduce
staff
turnover
and the
cost of
recruitmen
t and
training of
new staff
Not all staff
will participate
in exit
interviews.
No all staff
will be honest
Ineffective data Likely Low Change
survey so that
it is
anonymous
Development
of
Performance
Management
system
$1000
plus
ongoing
costs for
delivery
Ongoing
performance
review and
address
issues as they
arise
Ensure
staffs is
performing
to the
required
standards.
Work in
legislative
requireme
nts
Staff may not
want to
participate
Lack of
participation
Unlikely Low Show benefits
to staff and
link
performance
management
processes to
also rewards
and
recognition.
Training and
Development
of staff
$5000 set
up plus
$1000 per
year per
staff
member
Ongoing
development
of staff and
addressing
issues as they
arise
Address
areas of
underperfo
rmance.
Not all
training will be
beneficial.
Some review
will need to
take place
Lack of
participation or
required
competencies
not achieved
Likely Medium Review
training and
collect
information to
determine
suitability for
future delivery.
Utilise test
group rather
than rolling out
to all staff
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Appendix 2: Task 1 – Answer Sheet
A formal email to stakeholders to schedule a meeting to discuss the proposal.
To the CEO,
In review of recent performance of Safety Traffic Co, I would like to arrange a meeting to discuss the
newly implemented Employee Relations Policy and Performance Management Policy.
In this review, I would also like to discuss;
- How to address staff turnover including the implementation of staff surveys and exit
interviews
- Implementation and management of a performance management system
- Implementation and management of training across the organisation.
If we could please arrange a meeting on xxxx at xxxx.
I have attached a detailed report to support the proposal.
Thanking you kindly,
Simone Dawson
HR Manager
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Project Task 2: Implement an employee relations strategy
Appendix 3: Implementation and contingency plan template
Implementation Plan
Employee
relations options:
Staff Survey
Exit Interview
Activity
(training, mentoring,
enterprise bargaining,
etc.)
Timeline Description/
tactics/rationale
Resources/
budget
Person
responsible
Staff satisfaction
survey
3 months Development of an
anonymous survey
for staff to
complete to find
out areas of
concern
$500
Access to survey
monkey to design
the survey and have
a basic analysis of
results completed
HR Manager
6months Based on results,
address issues in
consultation with a
staff committee
TBA HR Manager
Create action plan
and deliverables
on results of staff
survey
9 months Based on results
and
recommendations
for the survey and
the committee,
create an action
plan of deliverables
as identified.
Resources TBA
$10,000
HR Manager and
Staff Committee
Staff exit interview 3 months Development of an
exit interview
process.
$500
Access to survey
monkey to design
the survey and have
a basic analysis of
results completed
HR Manager
6months Based on results,
address issues in
consultation with a
staff committee
TBA HR Manager
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Risk management and contingency plan
Employee relations options Associated
risk/s
Risk
likelihood
Risk
consequence
Risk level
(monitor, low,
medium, high,
very high)
1. Have external organisation
run the survey and analysis Higher cost Likely
Additional cost
to the
organisation
that were not
planned for
Medium
1. Survey does not give
meaningful data
Project does not
help with
addressing staff
turnover or other
concerns of the
organisations
Likely
You do not
have
information that
can help to
identify
concerns and
create an action
plan
Medium
2. Staff do not have
technical knowledge to
review the survey
Survey results
and report are not
accurate
Unlikely
Results are not
analysed to give
meaningful data
Low
3. Exit interview- people may
not want to attend
Not able to gain
access to
feedback
Very likely
No feedback
means that you
won’t be able to
determine some
of the reasons
that people are
leaving
High
4. No current information
available about why
people have left
No data to help
shape the
employee survey
Very likely
Reasons for
departure are
not backed with
evidence
High
Employee relations options:
Staff survey
Risk mitigation strategy or contingency plan:
1. Conduct research to create a staff survey. Review a range of tools before settling on one.
2. Organise a focus group to determine what it is that you want to review in the survey so that you have
a clearer picture of the types of questions that you should ask.
3. Contact external providers to determine cost of survey before ruling it out as option. This might be a
more effective cost than having someone research and put together the survey internally. Having it run
externally might also encourage staff to be more honest as management can’t see their actual
responses and know who it is.
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Employee relations options:
Exit Interview
Risk mitigation strategy or contingency plan:
1. Inform all staff that when they resign, they will have the option of participating in an exit interview.
2. Provide the staffs with an email containing a link where they have left within three months for
feedback (remembering that not all will complete the survey).
3. Ensure that the process as the option to complete via form or through an interview if people wish to
discuss the results
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Appendix 4: Training implementation plan template
Training task Learner group Objectives Required
competencies
Training
methods
Number of
sessions
Proposed
timeframe
Support the
implementation
of employee
relations
strategy
HR supervisor
(self)
Operations
Manager
Business
Development
Manager
Schedulers
Site supervisors
To support the
implementation
of employee
relations
strategy
Understand the
goals and
objectives of the
employee
relations strategy
Onsite 1-3 Delivered
within one
month of the
strategy being
approved
Conflict
management
techniques and
skills
Site supervisors To develop
conflict
management
techniques and
skills
Develop the skills
and knowledge to
address issues in
the workplace
including;
Understanding
conflict,
communication
skills, following
grievance
procedures
Onsite 6 All managers
to complete
within 6
months
Training
provided in
creating and
analysing
surveys
HR Staff Written and
analysis skills
Staff to develop
skills to be able to
develop and
analyse surveys
as needed to be
conducted by the
organisation
Online or
through a
consultant
1-3 Immediately
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Appendix 5: Monitoring and review plan template
Description of
output/
outcome/activity
Measurement Baseline mark Target Data collection and
analysis methods
The system gives an
understandable and
broad way to store
and retrieve
information from the
business’ computer
network
Getting
information in
timely and
conference way
Based on the
documents
created during
the
performance
planning
process.
Staff contentment
and performance
enhancement
Regular meetings and
survey among the line
managers
HR is to make sure
that information is
correctly restructured
in the HRMIS in a
well-way and that
updates are edition
managed and
authorised.
Key indicators
are put into the
HRIMS for
assessing the
performance
and feedback
by the exiting
staffs
Activities’
execution as
per the plan
Staff attitude and
their opinion about
the organization and
management is
known through the
surveys
Feedback from line
managers
The exit interviews
are stored and
captured verbatim
(word by word)
The sample
/exit survey is
used for the
assessment
and feedback
from the staffs/
exiting staffs
Checking the
number of
resignations
and comparing
with the past
numbers/
records
Goal is to reduce the
number of exits and
enhance the staffs’
performance
Survey conducted via
email or face-to-face by
the HR personnel,
enquiring the exiting
staffs. This can also be
done by the line
manager. Such a survey
can also be undertaken
for a low-performer.
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Project Task 3: Manage grievance and conflict situations
- Part A:
The aim of the Grievance process is to encourage the dedication of the business to promote and
ensure a working environment where staffs are treated in respectable and courteous manner.
The process is created for resolving issues, like the problems linked with bullying, harassment
and victimization where an employee feels that there has been unreasonable or unfair
treatment. This policy will give the staff members a great and instant opportunity to get redress
of whichever grievance. This process gives a fair and transparent procedure for the resolving the
grievances and complaints raised by employees for the employment linked issues that fulfil the
needs of the grievance policy of Safety Traffic Co.
A formal procedure
- When a staff member wants to raise a protest/grievance with HR underneath this process
the staff member must firstly try to redress the complaint/grievance casually themselves at
the workplace level, by raising their unease with the other party caught up in the complaint,
if they think capable to do so.
- In case a staff member does not feel capable of raising complaints with the other party or
parties involved, the employee must raise the complaints with the line manager. When the
employee alleges to have been hurt by the line manager, then he/she must instead report to
their line manager’s boss.
- The parties should (if doable) set up a chat to attempt and unofficially redress the
objection/grievance in 10 working days. Where the employee or line manager asks for, help
with informal decision and/or record of a decided resolution, Human Resources is accessible
to smooth the progress of discussions and to document any approved result.
- If the matter is capable to be unofficially determined the declaration reached among the
parties has to be documented and will be followed by the parties and given to Human
Resources for records.
- If the complaint/grievance is not determined at the first level, the employee or, where asked
for, their spokesperson might inform the Director, Human Resources or authorised official,
of the unresolved grievance. This documented warning has to be given not after 5 working
days after the conference and/or inability to resolve the grievance/complaint. The notice
should include the below details:
- The information about of the grievance and any supporting documents;
- whichever efforts made to resolve the grievance unofficially;
- whichever reply that was given at some stage in or after the efforts at unofficial resolution;
- whichever way outs or solutions conversed; and
- The favoured solution to find resolution for the complaint and whichever substitute
remedies that might be suitable
- The Director Human Resources (or authorised officer) will look for a reply from the staff
member and this kind of reply is to be given in 5 working days of the call from the Director
Human Resources (or similar authority).
- Within 20 working days the authorised officer will try to redress the grievance. Possible
resolution might incorporate but is not limited to:
o enquiring ahead for the grievance
o carrying out an assisted conversation; and/or
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o Giving suggestions to resolve the grievance.
A formal procedure for the manager, describing:
- Looking at the kind of grievance, the company understands that for grievances of this kind it
is significant that the worker decides how he wants to proceed, and that there is a choice to
begin at either the informal or formal phase of this process. It is strongly suggested that
employees look for advice before deciding how to go on.
- It must be noted that if an employee wants to stay unidentified, it might not be feasible to
act in opposition to the individual causing offence. It might, though, be feasible to deal with
a grievance by indirect ways, like publicising and highlighting these guidelines, and by
training programs.
- Whilst trying to get resolution a grievance casually, a documentation of any conversations
and copies of any communication has to be kept by the employees, in case the follow-up act
turns out to be compulsory.
- When the complaint is linked with a claim of persecution, bullying and victimisation; or
relation disagreement among employees, the inquiries have to be handled sympathetically
with regard to the rights of each of the parties involved. The problem of avoiding contact
among the employees should be well thought-out prior to action is taken to notify the
charged harasser/ employee who is the focus of the grievance. The senior manager might
think about making an advice for break for either, or both, parties at the same time as the
subject is under inquiry. The senior manager will take suitable action relating to contact,
together with the likelihood of transfer of either/both parties if apt. The concern of
rearrangement has to be handled with due respect to both of the persons’ outlooks and
viewpoint. Where this is not feasible or taken as suitable, both parties will be anticipated to
perform efficiently while the inquiry is continuing.
- The person will be given the chance to give a declaration and any applicable papers in reply
to the grievance, usually to be given back to the senior manager in 5 working days. The boss
will then forward a duplicate of the reply, accompanied by any added document, to the
accuser. A duplicate will be given to any co-worker or trade union delegate helping the
petitioner.
- After the meetings, and conclusion of any additional inquiry, the accuser will be informed in
inscription of the resolution in the Grievance Procedure. This will usually be given out to the
employee within 10 working days of the decision for the grievance conference. The letter/
report will usually outline- the kind of the grievance, the inquiry that was done, the
resolution, the rationale for the resolution; and whichever impact for work and functioning
practices as a consequence of the resolution
- Follow-up actions to manage possible breaches have to be outlined and there will be regular
monitoring and review after the resolution has been passed.
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Part B:
Appendix 6: Policy and procedure layout
Policy and Procedure Title:
Open communication and feedback are viewed as basic components of a wonderful and beneficial
workplace. Safety Traffic Co encourages its workers and volunteers to determine any issues or
concerns that they may have at the most punctual open door with each other or, coming up short
that, their direct manager.
The favoured procedure includes workers and volunteers settling issues agreeable to them
internally, without feeling they need to allude to outer associations or to specialists for help.
1. Purpose
The aim of this policy documentation is to give a method by which staffs and volunteers, and their
chiefs, can resolve business related complaints as they emerge.
2. Scope
Safety Traffic Co will set up instruments to advance conference and effective resolution of working
environment issues.
Staffs and volunteers must feel contented talking about problems with their administrator or manager
as per the methods delineated underneath.
Each of the formal ways for dealing with grievances will be completely documented and the
employee/volunteer’s wants will be considered in deciding about the suitable steps and acts.
No worker will be terrorized or unjustly treated in any way if they make use of this Policy to redress a
problem
This Policy is applicable permanent and part-time remunerated workers and to volunteer staff.
3. Background
The managers and supervisors recognize, avoid and deal with potential issues before they turn out
to be formal complaints;
4. Definitions
5. Legislation
It is the duty of Managers and Supervisors to guarantee that:
• They distinguish, counteract and address potential issues previously they become formal
grievances;
• They know about and committed to the standards of communicating and data imparting to their
workers and volunteers;
• All choices identifying with work hones are made with consideration given to the implications for
the person, and also the association as a rule;
• Any grievance is taken care of in the most suitable way at the soonest opportunity;
• All workers and volunteers are dealt with decently and without dread of terrorizing.
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It is the duty of Employees (counting Volunteers) to guarantee that:
• They try to determine any issues through their conference administrator and through inward
procedures at the most punctual opportunity.
It is the duty of the Human Resources Department to guarantee that:
• All managers, directors, workers and volunteers know about their commitments and duties in
connection to communication and data imparting to their staff members;
• Ongoing backing and direction is given to all staff members in connection to business and
communication issues;
• All managers, administrators, workers and volunteers know about their commitments and duties
in connection to taking care of grievances;
• Any grievance that comes to the consideration of managers or administrators is taken care of in
the most fitting way at the soonest opportunity.
6. Policy
Safety Traffic Co’s intend is to guarantee that workers with a grievance linked with their business can
utilize a strategy which can resolve grievances as fast and as reasonably as could be allowed.'
7. Procedure/s
1. Informal discussions
In the event that a staff member has a grievance about their business they ought to examine
it casually with a conference director. We trust that the greater part of concerns will be
settled thusly.
2. Stage 1 – statement of grievance
In case the staff member feels that the issue has not been settled through casual talks, they
should carefully record your grievance to a direct boss.
3. Stage 2 – the grievance meeting
Inside 8 working days the administrator will reply, in written way, to the announcement,
welcoming the worker to go to a meeting where the affirmed grievance can be talked about.
This conference ought to be planned to occur as conference as time permits and ordinarily 5
working days notice of this conference will be given to the worker and they will be educated
of their entitlement to be accompanied.
Workers must find a way to go to the conference, however in the event that for any
unexpected reason the representative, or the business, can't go to, the conference must be
rescheduled.
If a staff members companion be not able to go to then the worker must reach inside 5 long
stretches of the date of the letter to organize an elective date that falls inside 15 long
stretches of the first date grievance. These time cut-off points might be stretched out by
joint concurrence.
After the conference the director hearing the grievance must keep in touch with the
representative telling them of any choice or activity and offering them the privilege of
appeal. This letter ought to be sent inside next 7 working long stretches of the grievance
meeting and ought to incorporate the points of interest on the best way to request.
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4. Step 3 – appeal
In case the issue is not resolved to the staff contentment they must embark their grounds of
demand in writing in 5 working days of receiving of the decision correspondence.
Inside 5 working long stretches of accepting a demand letter, the worker ought to get a
composed welcome to go to an interest meeting. The interest meeting ought to be taken by
a more senior chief not engaged with the first conference.
After the interest meeting with senior supervisor must educate the worker in composing of
their choice inside 5 working long stretches of the conference. Their resolution is final.
8. Verification/authorisation/approved by
[Signature of Board Secretary]
[Date of approval by the Board]
Safety Traffic Co
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Appendix 7: Report to the Operations Manager
A formal written report to Operations Manager
To
The Operations Manager,
- the source of the dispute : low wages and inadequate rests of employees
- relevant legislation and principles: Fair remuneration must be paid to the staff
- key parties involved in the dispute: Employees, HR
- Actions required avoiding potential industrial action: Proper time must be allocated for the
staff breaks and the remuneration must be as per the industry’s median.
- valid information sources that serve to clarify issues with complainants: HR documentation,
agreements, break-schedule records, industrial salary records etc
Appendix 8: Scenario – Employment conditions dispute
Ashley is the Operations Manager for Safety Traffic Co. Ashley’s responsibilities includes
managing the business’s overall performance, safety management, conducting site audits,
maintaining compliance and developing client relationships. In addition, Ashley is
sometimes required to handle escalated grievances and disputes from traffic controllers,
site supervisors and schedulers.
HR Manager: Please feel free to discuss any problem you have at the workplace.
Ashley: there have been lot of dissatisfaction among team due to low wages and high
number of work hours with fewer breaks.
HR Manager: Each one of them is paid on the basis of the Building and Construction
General On-site Award 2010. Yet a feedback or survey can be designed to get to know
outlook of the staff members and there will be soon a written agreement for remunerating so
that such issue is not faced.
Ashley: Yet there isn’t any formal workplace agreement for traffic controllers and new
starters are hired under a verbal agreement in relation to the relevant award. Although the
nature of the roster – including shift work and overtime – often results in extra money for
employees, traffic controllers still believe they are paid well below other companies in the
industry.
HR Manager: we can always track the timings and breaks by use of tracking /monitoring
system tool in the HRIMS. This will help staffs to keep track of the logins by self and by
immediate delegates.
Ashley: What about the likely strike and possible intervention from the courts
HRM: Need not worry! All the employees keep a track then there will be no intervention and
strikes because of this issue, and same tracker will help in remuneration to be a fair
process.
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Role-play scenario information
Appendix 9: Employment conditions dispute role-play
Role-play Summary Report
- The source of the dispute: working conditions and unfair treatment with low remuneration.
- relevant legislation and principles that apply to the case: Fair remuneration and overtime
policy
- key parties involved in the dispute: HRM, line managers, team members, trade union
- Actions required avoiding potential industrial action: proper allotment of breaks and
adherence to remuneration policies and documenting processes.
- Valid information sources that serve to clarify issues with complainants: employer
associations and the Fair Work Commission HRIMS tool, activity log tracker, login timings
sheet etc.
Practical Project Assessment Summary
Task Assessment Outcome Assessor Comments
Task 1 口 Satisfactory
口 Not Yet Satisfactory
Task 2 口 Satisfactory
口 Not Yet Satisfactory
Task 3 口 Satisfactory
口 Not Yet Satisfactory
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Assessor Name:
Assessor Signature: Date:
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