BSBHRM604: Employee Relations Strategy for Kingfisher Garden Centre

This document presents an employee relations strategy for Kingfisher Garden Centre, developed as part of the BSBHRM604 Manage Employee Relations unit. The strategy includes policies and procedures related to equal employment opportunity, family/work relationships, discrimination, harassment and bullying, diversity, conflict resolution, grievances and complaints, appeals process, recruitment, induction, training, performance management, performance development and improvement, termination of employment, continuous improvement, and risk management. Each section outlines the policy's purpose, scope, and implementation, ensuring compliance with relevant legislation and promoting a positive and productive work environment within Kingfisher Garden Centre.

BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
EMPLOYEE RELATIONS STRATEGY

BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
Date prepared
Author’s name
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
Table of contents
1. Equal employment opportunity 3
2. Family/work relationships 3
3. Discrimination, harassment and bullying 3
4. Diversity 3
5. Conflict resolution 4
6. Grievances and complaints 4
7. Appeals process 4
8. Recruitment 4
9. Induction 4
10. Training 4
11. Performance management 5
12. Performance development and improvement 5
13. Termination of employment 5
14. Continuous improvement 5
15. Risk management 5
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
1. Equal employment opportunity
Document a brief policy to outline how the business complies with EEO legislation
In association with the organization it can be stated that the Federal and State EEO laws
provides a statement that it is unlawful and illegal to discriminate against a certain
employee or a person on certain restricted grounds of discrimination (Nankervis, Baird,
Coffey and Shields, 2016). In this context it can be stated that the discrimination is
considered as unlawful regarding the area of employment, this mainly includes several
recruitments during employment and termination of employment (Bratton and Gold,
2017).
What is expected of employees and managers?
In an organization employees and managers are the main pillars that operate and
maintain the systematic order of the organization (Nankervis et al. 2016). In this context
it can be said that the employees of the organization are appointed in order to conduct
all the essential activities and operations of the organization that has been provided in
different circumstances (Bratton and Gold, 2017).
On the other hand the managers of the organization are appointed in order to get the
order and routine of the organizational activities and operations during the year. The
work performed by the employees are also observed and rectified by the organizational
managers during the year (Chelladurai and Kerwin, 2017).
How does the business adopt EEO principles?
Not only the Kingfisher but the entire international market and operating organizations
are meant to be adapting the EEO principles as it is considered as one of the important
aspect in maintaining the employee relations and work environment in an organization
during the year. The abusement and discriminations that were faced by the employee in
the past years are now omitted from the organizational structures during the year in
order to provide smooth and efficient working environment during the year (Didasko-
online.com. 2018).
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
2. Family/work relationships
Document a brief policy to outline how the business accommodates family work
relationships and how they comply with the principles of the NES.
The national employment standards refer to minimum number of entitlements that are to
be provided by the organization to its employees during the year. In this context it can
be added that the an organization is recommended to apply the national employment
standard entitlements in order to maintain their organization’s employment balance
(Chelladurai and Kerwin, 2017).
Who does this policy apply to? Under what circumstances?
This policy is strictly applicable to the organizations which are registered under the acts
of NES.
The circumstances under which the NES standards are applicable under circumstances
that is as follows
1. Minimum weekly hours are fixed
2. Having flexible working arrangements for the year
3. Suitable amount annual leave (Nankervis et al. 2016)
How does an employee make a request for flexible working arrangements?
1. In writing
2. Explanation of the changes that has been asked for
3. Explanation of reasons for the request
What is the approval process?
Making a request
In order to get approvals regarding any request or any other entitlements it is important
to have specified and written request. The request has to be in such a manner that would
be procedure within the norms of the company during the year (Nankervis et al. 2016).
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
Approving a request
Approving a request is the process of the company that needs to be performed by the
company after briefly observing and identifying the requirements of official request. If
the all the criteria has been optimized the company approves the request made by the
employee (Chelladurai and Kerwin, 2017).
3. Discrimination, harassment and bullying
Policy complying with anti-discrimination, harassment and bullying legislation:
● Identification of the activity to be any of the above three
● Responding to the complaints at its earliest
● Complying with the legislation and taking actions
The activities that are abusive and based on unlawful discrimination of race, sex,
gender, sexual orientation, national and ethnic origin, immigrants, marital status,
pregnancy and others are defined as discrimination, harassment and bullying (Bratton
and Gold, 2017)
The process for reporting cases of discrimination, harassment and bullying:
● Defining grievances
● trying to solve yourself
● If not reporting the complaint
The possible outcomes of investigation includes:
● Identification f whether any of the above three has taken place
● If yes, witnesses are proof requires to be collected with confidentiality
● Key indicator proper human resource management (Chelladurai and Kerwin,
2017)
4. Diversity
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
Policy aim: Removing biases and Prejudices in order to reduce barriers for workplace
entry as well as promotion developing inclusive workplace (Didasko-online.com. 2018)
Policy scope : The policy is applicable to all the full time, part time staffs abd and
prospective employees along with the contractual employees (Didasko-online.com.
2018).
Diversity strategies: these includes the following:
● Recruitment from broad social and cultural background
● Two scholarship programs for men and women
● Internal promotions
● Performance appraisals
● It is the member of Australian Human Resource Institute improving diversity of
performance
● Complying with legislation achieved by policy initiation during induction
(Bratton and Gold, 2017)
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
5. Conflict resolution
The policy includes the following:
● taking feedback of the employees
● Developing and monitoring of Complaint cell for employees
● Responding to them and taking actions (Shields et al. 2015).
If the employees are unable to resolve their issues, they must officially related the
problem to the management of the company with reasons.
6. Grievances and complaints
The process includes the following:
● Complaint to the supervisor if not attended then direct complaint of the
employees where the informal action is taken by the manager or supervisor
● In case a larger portion is complaining formal meeting is required
● Further investigation and proof enquiry that are given within the meeting
● Communicating with the employees
● Decision Making (Bratton and Gold, 2017)
7. Appeals process
These include the following:
● Identification of the place and time to safetalk
● Clarification of perceptions of every individual in conflict
● Active and Empathic listening
● Option generating with the aim for an win-win outcome
In this case, Alternative Dispute Resolving can be utilised that is less formal, faster,
confidential, less costly and encourages consensus with many solutions like,
explanation, apology, continued employment which is one of the best practices.
8. Recruitment
Policy Brief:
Purpose of the policy: We aim at bias free recruitments that is totally based in talent and
any kind of discrimination is avoided.
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
Scope of the policy: This applies to all the employees who are recruited for part time,
full time, or contractual basis (Shields et al. 2015).
Procedure:
● Identification of the need of opening (Shields et al. 2015)
● Deciding whether internal or external recruitment is required
● Job Description
● Composing job
● Selecting sources for post of the opening
● Determining the selection stages and timeframe
● Resumes review in database
● Source of passive candidates
● Shortlisting candidates
● Background checks
● Selection of suitable candidate
● MAking Official Offer (Shields et al. 2015)
9. Induction
During the induction within Kingfisher, all the employees who have been selected and
given the offer letter are provided with one copy each of the diversity policy of he
company (Didasko-online.com. 2018). The benefits and programs are initiated with
their purpose to the employees that includes the following:
● Flexible work arrangements as per National Employment Standards of Australia
● Employee Education Assistance (Brewster, Chung and Sparrow, 2016)
● Regular staff meetings and use of intranet within the company for open
communication
● Mentoring programs
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
Procedure
During induction the employees must be provided to the organisational policies. This
must be provided to them digitally or with hard copy. The mission, vision ,
scope,programs, ethics, benefits, culture of the organisation and other essentialities must
be initiated to them. During induction, these must be discussed face to face for a day
and then the real time work must be started.
10. Training
Developmental programs for career paths are implemented within the organisation to
improve the skills of the employees through training. The potential ones reciprocate to
the training and thus expected performance is achieved after which promotion is given.
Training needs are identified as per the demands of the customers and anticipated
targets according to which skills are required which lags. The HR manager is
responsible for keeping track records (Brewster et al. 2016).
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
11. Performance management
What is the purpose of having a performance management policy and procedure?
The purpose of having a performance management policy and procedure is to ensure
proper human resource management through which the employee rights and the
performance of the employees can be achieved.
Phase 1: Performance development plan
Phase 2: Performance review
● Defining Goals
● prioritising
● Setting deadline
● Looking for competencies as per performance and deadline of the employees in
achieving targets
● Competenties as per skills, time management and overall performance
Performance reviews are conducted once a year
Reward and retention
Employees may be rewarded with bonus, incentives, cash payments, awards, holiday
packages and others.
The employees of kingfisher reward the employees based on their excellence through
promotion on internal vacancies that may be on going to be temporary or ongoing
(Didasko-online.com. 2018)
12. Performance development and improvement
The performance and development programs of kingfisher:
● Reward Excellence
● Employee Education
● Study Support
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
● Scholarship Program
● Professional Development programs as per the field of employment (Didasko-
online.com. 2018)
13. Termination of employment
Policy for unfair dismissal:
● Probationary Periods
● Redundancy
● Notice Payments
If the employee is found and proved to have done any unlawful activity, then the
contract of job is being terminated and thus termination without notice is lawful.
14. Continuous improvement
Commitment of Kingfisher
● Progress will be measured
● Defined action plans with agreed timescale
● Environment friendly and developmental operations
● Innovation
● Energy conservation (Didasko-online.com. 2018)
The National Manager (Finance and Legal) is responsible that is done quarterly
15. Risk management
The situations during risk assessment:
● Conflict
● Complaints
● issues within the supply chain
● issues regarding customers
● Shareholder issues
The areas include:
● Policies that must comply with legislation (Brewster et al. 2016)
● proper implementation and monitoring of the policies
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
● No bias in human resource management practices like wages, promotion,
appraisals or others
Staffs on identifying any issue:
● Must inform the supervisor
● If unattended must report to the leader or management or trustee (Brewster et al.
2016).
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BSBHRM604 MANAGE EMPLOYEE RELATIONS – Employee relations strategy
References:
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice.
Palgrave.
Brewster, C., Chung, C. and Sparrow, P., 2016. Globalizing human resource
management. Routledge.
Chelladurai, P. and Kerwin, S., 2017. Human resource management in sport and
recreation. Human Kinetics
Didasko-online.com. (2018). Kingfisher Intranet - Human resources. [online] Available
at: http://www.didasko-online.com/kingfisher/human-resources.php [Accessed
25 Nov. 2018].
Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2016. Human resource
management: strategy and practice. Cengage AU.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P.,
Johns, R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing employee
performance & reward: Concepts, practices, strategies. Cambridge University
Press.
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