1. Maintaining High Performance (A Shift from ER to LR) Week 11 2BC3 __________________________ Dr. Teal McAteer DeGroote School of Business

2. Employee Commitment Trust in senior leadership A chance to use skills on the job Job security Competitiveness of rewards The quality of the organization’s products/services The absence of work-related stress; and The honesty and integrity of the employer’s business conduct

3. Why are Good Employee Relations Practices Important? Improve productivity Ensure implementation of organizational strategies Reduce employment costs Help employees grow and develop

4. 5 Key Dimensions of Employee Relations Employee Counselling Employee Communication Employee Involvement Employee Rights Employee Discipline GOOD EMPLOYEE RELATIONS

5. Employee Counselling Definition: Discussion of a problem with an employee, to help the employee better cope with the problem

6. Employee Counselling – Functions (Stress Management Coaching) Advice Reassurance Communication Release of emotional tension Clarified thinking Reorientation

7. Employee Assistance Programs Employee and Family Assistance Programs (EFAP) Workplace provides access to professional counselling services for employees and their families Comprehensive company programs that seek to help employees overcome personal and work-related problems

8. Employee Discipline Discipline is management action to encourage compliance with organizational standards Preventive Discipline – Action taken prior to any infraction to encourage employees to follow the rules Corrective Discipline – Action that follows a rule infraction and seeks to discourage further infractions

9. Restrictions on Discipline Union contracts Government legislation Due process Hot-stove rule

10. Progressive Discipline A type of discipline whereby there are stronger penalties for repeated offences e.g. verbal reprimand, written reprimand... “up to and including termination” Reasonable time frame

11. Positive Discipline Positive discipline takes a problem- solving approach to resolve the performance or behaviour issue: –focus on the specific problem, rather than the employee’s attitude or personality –gain agreement that a performance problem exists and that the employee is responsible –take a problem-solving approach –document commitments made –follow-up

12. Dismissal Just Cause °Incompetent work performance °Employee misconduct Without Cause °Business or economic reasons Wrongful dismissal °Employment Standards Act (non-union)

13. Dismissing an Incompetent Employee Document failure to meet standards Reasonable & objective performance standards Reasonable time given to improve Show that employee was given time, training, etc. Evidence of warnings Requirements to Dismiss

14. Constructive Dismissal A major change in the employment terms that results in an employee resigning, may be considered constructive dismissal –e.g. significant change in job function, demotion, demand for an employee’s resignation, forced transfer

15. Reasonable Notice & Severance When an employer does not have just cause for dismissal, “reasonable notice” or compensation in lieu of notice must be provided. Reasonable Notice or Severance Considerations: –Employee’s age, length of service, salary, occupational status, labour and market conditions

16. Managing the Dismissal prepare for the interview and rehearse ask “how would I like to be treated?” get to the point select the time and place have necessary information ready notify others to ensure duties are covered ? special security discuss with colleagues who have experience

17. Employee Rights Right to privacy Right to fair treatment Rights in business closings and workplace restructuring

18. Employee Involvement Employee involvement interventions High involvement work practices Employee self-service

19. Employee Communication Downward communication systems –in-house publications –Information booklets –Employee bulletins –Pre-recorded messages –Electronic communication –Information sharing and open book management

20. Upward communication systems –Grapevine –Electronic communication –In-house complaint procedures –Manager-employee meetings –Suggestion systems –Employee attitude/opinion surveys

21. Job Security, Downsizing, and Employee Retention No-layoff policies Organizational downsizing Retaining top performers Telecommuting