BSBHRM412 Support employee and industrial relations (Release 1)

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Contents
Task 1 Manage Employee Relations..............................................................................................3

Task 2 Minimise industrial relations conflict.................................................................................9

Task 3 Enhance employee relations.............................................................................................13

Task 4 Specifications....................................................................................................................16

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Employee relations refers to an organization's efforts to create and maintain a positive
relationship with its employees. Businesses strive to maintain the loyalty and interest of their
employees in their work by developing good, cooperative employee relations. Every company
recognizes the importance of having an effective employee relations strategy. There aren't many
people that can really assist you with it, however. Creating an environment that satisfies people's
present requirements is essential to creating a successful strategy (or in the near future). The
people on your crew want to like who they are, what they do, and where they work. You also
want to be happy with the productivity, overall performance, and new leaders in your company.
Respect and trust between the employee and the employer are fostered through effective
employee relations activities. In environments where employees feel valued for their
contributions and have faith in the leader's objectives, employee engagement is higher. Many
studies have shown that more engagement boosts productivity. Therefore, firms of all sizes
should place high importance on employee relations efforts. If the success of employee
interactions is to be correctly measured, the technique must be discussed. Discussions about the
process are required in order to appropriately measure the effectiveness of employee
interactions. By reviewing survey findings and the way yellow flag protocols are used,
employees, supervisors, and employee relations groups may identify their strengths and areas
for growth. Whether your company has a dedicated employee relations department or general
human resources handles employee relations, there are indicators that might assist you in
determining the effectiveness of your efforts. The top 5 persistent problems in employee
relations

Resolving disputes Even if it occurs everywhere and cannot be stopped, we should try to.
Payment and Hours Problems The security at work is adequate. Conflicts about annual
leave Attendance Issues A successful business must have trustworthy employee interactions.
High productivity and happy customers both depend on good worker interactions. Employee
disobedience includes being late, acting differently, doing mediocre work, and complaining.
What precisely are the components of employee relations? Employee relations are the efforts
made by an organization to create and maintain a positive working relationship with its
employees. First, HR helps employees and managers work together to avoid and solve problems
and disagreements. dynamics between management and employees, providing enough perks,

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and ensuring that employees are paid on time. Employee relations may be seen as a chore by
some business owners, but it can really be a pleasant and enjoyable aspect of running a firm,
with benefits far outweighing drawbacks. Employers must provide some kind of maternity or
paternity leave in the vast majority of states. A company is thus expected to at the very least
replace the employee's task and provide new parents up to several months of unpaid leave
without consequence. However, an employer's responsibility to a worker who has just become a
parent extends well beyond simply keeping a position open. Although maternity and paternity
breaks are typically unpaid, an employer that cares about the welfare of its workforce may
provide some paid time off to assist in the transition to parenthood. When this employee returns
from leave, the company will go above and above to accommodate their schedule needs if they
are really committed to good employee relations. A new parent will also need significant work
flexibility, such as flex time, from their employer. All facets of employee relations are managed
by your human resources department. After all, it is the department's responsibility to look out
for employees and hold them accountable when they fail to fulfil their duties. Completing
paperwork and alerting employees about benefits like health insurance, retirement plans, and
paid time off are part of human resources' tasks. The human resources department is in charge
of employee orientation, disciplinary actions such as warning letters, terminations when
necessary, and severance pay. These HR activities go beyond just checking boxes and according
to processes at a company that values employee interactions. Instead, skilled human resources
personnel see employees as significant stakeholders whose happiness and well-being are crucial
to the company's success. Employee relations include more than just interactions between
management and employees. Since workers at a company sometimes spend the majority of their
waking hours together, strong bonds or strong aversions may establish or damage a work
environment. When employees get along, they may collaborate to do better work than each
could accomplish alone. Employee retention might be affected by a supportive and caring work
environment. On the other hand, a toxic environment can hurt morale and turn motivated
employees into ones who aren't happy with their jobs. 

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Task 1 Manage Employee Relations
Email to managers

Dear Managers,

This email is intended to provide clarification on enterprise bargaining and relevant IR rules.
According to my research, the Fair Work Act of 2009 is the relevant legislation, and it describes
enterprise bargaining as the process of discussions, often including the employer, employees,
and their negotiating representatives, with the purpose of establishing an enterprise agreement.
A registered agreement specifies the terms and conditions of employment between a person or
group of employees and one or more employers. Following talks, representation, agreement, and
Fair Work Commission approval, workers must first be notified. For instance, a contemporary
honor is the 2010 MA000089 Vehicle Manufacturing, Repair, Services, and Retail Award. If
you have any questions, please don't hesitate to contact me.

Regards,

Dispute procedure document

The policy and method of JKL Industries lists three crucial phases:

1. collect the data

Although it can be tempting to fire the employee right away and explain why they were wrong
about their salary, it is preferable to take a step back and gather the data first. Speak to anybody
who may know anything I can utilize.

2. I will meet with the disgruntled employee personally.

Now is the moment to get the inside storying from the person in question. Plan a private
meeting with them so you can hear their version of what happened. Let them speak first, and
then ask them to elaborate on the specifics of the wage problem. Make detailed notes while you
listen.

3. Set up the follow-up meeting and outline the plan.

Whatever the plan, be sure to present it honestly and stay away from sensitive topics.
Summarize the meeting notes and provide them to the employee as evidence that the plan is
really being followed after the meeting.
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Communication process document

1. To managers:

Send a clarification email outlining the Fair Work Act of 2009's requirements for doing
business, have a meeting with all managers to go over the matter in further depth, provide
instructions on how to react to questions from staff members, and so on.

2. For employees

Educating employees on business talks, the purpose, recommendations, relevant laws, the
company's advantages and improvements, the selection of days when a committee of Fair Work
Act 2009 experts would be present, and more.

Employee Information sheet

1. Explain to workers the benefits of following procedures, such as quickening resolution or

making sure the escalation process is understood.

2. Make a presentation in person to build rapport.

Industrial relations strategy document

1. Comply with workplace safety, fair labor, and anti-discrimination legislation. The employer
must uphold state statutory norms pertaining to employees and their rights towards the business,
in addition to requiring employees to fulfil their commitments to the company and the services
provided. Employees run the danger of getting let go if they don't deliver as promised.

2. Effective use of both verbal and nonverbal communication

The organization will take actions that are in the employee's best interests if the employee
refuses to follow the regulations that were established at the beginning of his or her company's
operations. The employer will pay the worker to do their job in a way that meets the goals set by
the owners of the company. Due to its ethical care for its employees, the company strictly
prohibits all forms of discrimination against them in compliance with anti-discrimination laws.
Additionally, it restricts close-minded ideas and religious preaching. Any employee who shows
even one of these biases toward teams that have already been chosen will be punished harshly. 

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Due to its ethical care for its employees, the company strictly prohibits all forms of
discrimination against them in compliance with anti-discrimination laws. Additionally, it
restricts close-minded ideas and religious preaching. Any employee who shows even one of
these biases toward teams that have already been chosen will be punished harshly. 

Union negotiation document

Outcomes Metrics
increasing retention Employee satisfaction rating
Reducing IR disputes improve staff benefit to reduce number of complaints

Email to bookstore managers

Dear Managers,

This email is intended to let you know about the IR danger to the company and the significance
of keeping it under control using the proper protocols.

The business's intention to reorganize has caused some anger among the staff, who are planning
a walkout and asking the union to support and publicize it.

We will need to take action to address this problem and engage in negotiations with workers to
find a resolution. If necessary, I can help you take part in conflict mediation.

Do not hesitate to contact me if you have any queries.

Regards,

Industry specialists’ document

Advisory Committees:

Before decisions are made that have an influence on employees, a group of people who
represent management and workers in an organization gather for formal discussions. Employers
and unions exchange knowledge and perspectives in a joint advisory group.

2. Unions:

A strong and enduring association of office, factory, farm, and service employees that meets
often to talk about and resolve common problems, The most common union types are those that
stand up for professional groups like small company owners, often known as labor or labor
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unions, and more broad-based economic classes, frequently referred to as employers or
corporate unions.

3. Health and Safety Committees:

There is a group in charge of overseeing, monitoring, and setting the rules that must be
followed. The Health and Safety Committees are linked to the level of care that employers must
maintain for their staff members, just as staff members must maintain for their employers. The
integrity of both parties' health is continuously maintained and is observed and carried out.
These committees may be run and monitored by a group inside the organization, or they may be
composed of people from outside the company.

HRMIS Data document

 Follow JKL Industries' policies and procedures and store employee data on a secure
service rather than a desktop in order to protect employee information.
 You should take precautions to ensure that HRMS data is protected from loss, including
backing up your files.

Learn what actions often result in employee relations issues. When these employee relations
issues are properly and quickly written down, employees know what is expected of them and
your business is protected.

To Assess Your HR Strategy, Use Key Performance Indicators (KPIs). 

The four most important conditions for relationships amongst employees are culture,
communication, compensation, and complaints. Let's look at each of them separately.

It is essential that workers be happy with their jobs and the working environment. Together with
your team, decide which values best describe your company, and then do your best to make
them clear. Hopefully, the bulk of your employees agree with these. Even if they don't, it's
crucial to make sure everyone in the organization is aware of them since they will dictate the
behavior expected of them. Create procedures that enable people to get praise and recognition
when they uphold these principles. The people most at risk from this cultural norm are, of
course, those in positions of power. 

Communication 
Employees must be kept in the loop about events. How is this ensured by your newly
implemented employee relations strategy? Instead of simply communicating WITH them, make
sure there are flexible avenues for employees to respond, including the good, the horrible, and,
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yes, the ugly. This has to do with how fast and regularly your line managers, supervisors, HR
professionals, and others react to both positive and negative employee events. 
It's critical that employees feel appreciated for the work they do. People who are paid at or
slightly over the industry average are happier with their professions than those who are paid less
than the market rate for the same activity (obviously). Even if the CFO seldom thinks this is an
easy decision, the long-term effects are important. You may check job ads from competitor
companies as well as websites like Glassdoor to see whether you are making more or less
money than your competition. 

Complaints: Employees must be satisfied with how their complaints are handled. Remember
that I put this suggestion last on my list. A strong employee relations strategy is more concerned
with everything you do to build a positive work environment than how you manage complaints
(see points 1 through 3 above). 

No matter how well you handle #1–3, HR will ultimately get complaints from workers, and
these complaints often include more than just the apparent issues. Our capacity to negotiate and
even defuse these delicate situations is one of the things that keeps HR close to the executive
powers that be. 

In order to avoid just responding to complaints, give your team an objective that needs a
solution. From there, go backwards. You establish trust and open the door for further discussion
by promising to address the issue and informing the worker of your plans. 
Managers should be aware of the technical aspects of their employment in order to promote the
professional growth of their staff members. A competent manager ought to serve as their direct
reports' professional mentor.

Sources of industrial relations expertise

You need to know anything about industrial relations strategies. The definition of "industrial
relations" has been broadened to include interactions between the federal and state governments,
private corporations, and labor organizations. 

The subject thus covers the one-on-one interactions and conversations that take place between
employers and employees at work, as well as the group interactions that take place.

 
Depending on their individual experiences, people have varying perspectives on the industrial

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relations situation. Some people believe that there is class conflict in the workplace, whereas
others believe there is mutual collaboration and clashing interests of different groups.

HR managers need to know about these different methods because they are the theoretical
foundation for most of the HRM field.

 
The three most popular approaches to labor relations are the Marxist approach, the pluralistic
approach, and the unitary approach. These industrial relations techniques are more like
analytical groupings than theories that can be used to make good predictions. 
Depending on their individual experiences, people have varying perspectives on the industrial
relations situation. Some people believe that there is class conflict in the workplace, whereas
others believe there is mutual collaboration and clashing interests of different groups. HR
managers are required to be conversant with these varied methods since they serve as the
theoretical basis for most of the HRM profession. 

The three most common approaches to labor relations are the unitary approach, pluralistic
approach, and Marxist approach. These industrial relations techniques are analytical
categorizations as opposed to theories with strong forecasting abilities. 
Furthermore, writers assert that there is no one optimal strategy and that instead, these
techniques, used alone or together, give an opportunity to create a paradigm for understanding
the complexity and variety among the numerous industrial relations agents and participants.  

Conflict in the workplace is seen as a momentary aberration brought on by inefficient

management and workers who don't match the organizational culture. Management collaborates
with unions, and management's authority to manage is acknowledged since there is no "we-
they" mentality.

 
The basic idea is that everyone benefits when peace and common goals are prioritized. Strikes
are seen as a confrontation that is both essential and damaging. 
The supporters of the unitary approach emphasize the need for a reactive industrial relations
strategy. They are looking for discussions with employees directly. Involving the government,
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courts, or unions is not wanted nor thought to be essential in order to create favorable employee
relations.

 
It is criticized that the unitary approach is a means of drawing workers away from socialism and
unionism. It is also said to be deceptive and exploitative. The pluralistic approach notably
diverges from the unitary approach by assuming that the organization is composed of people
who form various groups with their own set of goals, objectives, leadership styles, and value
propositions.

 
The organization is multi-structured, therefore conflicts will continue to exist both inside and
between the many sectoral groupings. Unlike the unitary approach, the pluralistic approach
thinks that conflicts between management and workers are natural and can't be avoided. 
Organizations are coalitions of opposing interests, where management's role is to mediate
between the different interest groups.

 
ii. Trade unions' rightful advocacy of employee concerns. 
Labor relations are stable as a result of agreements and compromises reached by management
and unions. 

Not always is the legitimacy of the management's authority recognized. Conflict between
management and staff is considered unavoidable and, in fact, is viewed as fostering creativity
and progress. Employees join unions to represent their interests and have a voice in management
decisions. 
Unions thereby keep the balance of power between management and labor intact. Therefore,
under the pluralistic approach, a strong unity is not only preferred but also necessary. Similar to
how the government safeguards societal interests via law and administrative tribunals that
provide a methodical approach to dispute settlement and regulation. 

Pluralism ideas started to take form when industrial disputes returned to England in the middle

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of the 1960s and at the start of the 1970s. But the most up-to-date ideas about pluralism come
from British scholars, especially Flanders and Fox.

 
According to pluralists, because industrial disputes cannot be avoided, they must be managed
within the social framework of collective bargaining, conciliation, and arbitration. 
The Marxist viewpoint, often known as the "Radical Perspective," is predicated on the idea that
the pursuit of profit rules above all other considerations in the creation, manufacture, and
distribution of goods and services. Both Marxists and pluralists see the struggle between bosses
and laborers as inevitable. 

However, pluralists believe that conflict will never completely disappear from organizations.
Marxists see it as a byproduct of the capitalist economic system. Adversarial working
interactions are one straightforward example of class conflict. In light of this, the Marxist
viewpoint emphasizes the sort of society in which an organization functions, as well as
competing interests within the organization. Because of this, people think that industrial conflict
is the same as political and social unhappiness. 

Marxist theory holds that for social change to happen there must be class antagonism. The
robust responses of the working class to social change contribute to their economic parity with
the economically dependent proprietors of the means of production. This point of view contends
that in order for an industry to operate in a cyclical way, class conflicts and labor disputes must
exist in tandem. 

Trade unions are seen as a vehicle for implementing revolutionary social change as well as a
labor reaction to capitalist exploitation. Worries about wage disputes are minor. Trade unions do
not want to bring down capitalism; rather, they seek to enhance workers' standing within it. All
strikes, in the view of Marxists, are political. 

Marxists also believe that government regulation and the creation of labour courts serve
management's interests rather than preserving a balance between the opposing factions. On the
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other hand, the pluralist point of view says that government action is needed to protect society
as a whole. 

Marxists believe that the pluralist approach is supportive of capitalism while the unitary
approach is anti-capitalist. Because they encourage friendly labor relations, practices like
enterprise bargaining, employee involvement, cooperative work cultures, and the like are
rejected by Marxists. 

The capitalist system and managerial control are seen as being maintained by these programs,
which are only seen as advanced management practices.

HRMIS Data

An employee privacy policy describes a company's rules and procedures for gathering, using,
and disclosing the personal information of past, current, or future employees. Some elements of
a privacy policy could be mandated by labor laws, while others might be unique to a given
company. A company's privacy policy for employees should define what personal information
is and how it could be collected. Most organizations define personal information as including all
employee data (including home address and employment history) and any interactions that are
not work-related. A policy should outline the situations in which an employee should not
assume that their information and communications are private. Communications, including
phone calls, text messages, emails, and social media postings, for example, are not legally
protected when they are made on corporate-owned equipment. Websites and software that aren't
necessary for running a business can be blocked or turned off by policy to avoid problems.

The conditions under which employee data will be given must be clearly stated. These
conditions may include those for which the employee gives consent; emergency situations; and
legal conditions like a warrant or a court order. Any technology used to monitor workers, such
as video recording, should be declared under privacy regulations. Employees should get copies
of the privacy policy and be required to attest that they have read and understood it. Personal
data is growing more valuable as networked devices are used more often for both business and

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personal purposes. Employees are concerned that because sensitive data is often shared on these
devices, it may be mishandled and exposed to malicious parties. A strong employee privacy
policy aims to ease these concerns with explicit disclosures.

HRMIS Security

Encrypt your data

With today's technology, anybody can encrypt emails and other forms of information;
technology geeks aren't the only ones who can do it. " Before, only computer geeks and
mathematicians experimented with encryption, but recently, a lot has changed. In particular,
many publicly available programs have made it easier to encrypt (and decode) email and data.
For instance, utilizing the OpenPGP standard to encrypt, decode, sign, and authenticate emails is
made easy by the GPG for Mail open source plug-in for the Apple Mail software. Additionally,
FileVault, a programme that encrypts a computer's hard drive, is available in more recent
versions of Apple's OS X operating system for file protection. Users of Microsoft Windows may
utilize the same programme. Due to the fact that True Crypt won't protect you from government
agents seeking your encryption key under the Regulation of Investigatory Powers Act, several
experts suggest utilizing this programme, which has some really exciting capabilities (2000). 

Make a backup of your data

One of the most fundamental, yet sometimes overlooked, data security tips is to back up your
data. So that you won't lose anything if a device is lost, stolen, or otherwise compromised, this
essentially creates a second duplicate of your data. According to Nationwide Insurance and the
U.S. Chamber of Commerce, "According to Nationwide, 68% of small businesses lack a
disaster recovery strategy. The problem with this is that you'll lose money while you're waiting
for your data to be recovered.

3. Make your obsolete PCs' hard discs unreadable 

Even though old computers might expose a lot of information, you can protect your personal
data by wiping the hard drives clean before discarding them. "Make older PCs' hard drives
unreadable. You should sanitize the disc by shredding it, cleaning it magnetically, or wiping it
clean using software after backing up your data and relocating the contents to another place.

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"Old backup tapes and discs should be destroyed. According to the Florida Office of the
Attorney General,

Industrial Relation Systems

The national system makes sure that everyone is informed of their rights and responsibilities,
including employers and employees. If a worker or employer is not a part of the national
system, the industrial relations system in their state or territory will apply to them. You are a
part of the national system if you work or have employees:

 in the Northern Territory, except as a member of the Police Force;

 in Victoria, except as a law enforcement officer or executive in the public sector;
 in the Australian Capital Territory;
 in Tasmania, except as a member of the local government sector;
 on Norfolk Island, the Territory of Christma; 

Some employers and employees conduct their business outside of the federal system. You are
not a member of the system if you work or have employees. In Western Australia, you are
permitted to work as an independent contractor or single proprietor for a non-constitutional
company, in local government or private enterprise. You can work for a non-constitutional
corporation in local government or local government in New South Wales, Queensland, or
South Australia. You can also work as an independent contractor or single entrepreneur. 

Minutes of the meeting

Areas in which we need assistance

 Inter- and intra-actor negotiation, consultation, and information exchange;

 Collective bargaining;

 Dispute prevention and resolution.

 Extra resources for promoting social discourse, such as CSR and international
framework agreements

Nonverbal that we need,

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 All parties must have the political will and commitment to participate in social discussion, the
observance of the fundamental freedoms of association and collective bargaining, and a
favorable legal and institutional environment. Organizations of employers and employees that
are strong, independent, and have access to the technology and information needed to participate
in social conversation.

Implementation plan for the new agreement

The steps and responsibilities involved in implementing a new contract are described in this
section. This makes sure that the provider can get the information they need to get users ready
for the switch to the new contract. Users can get any information they want, such as how to get
in touch with suppliers and what products and services are covered by the supply continuity
contract.

There are two main steps in the contract implementation process.

Migration Organizations switching to a new contract after "go-live."

Mobilizatio How a contract is made "active," or when a user may really make a purchase, once it has been
n granted.

It should be noted that many process steps might be finished simultaneously. The mobilization
process discussed earlier serves as a model for task planning between contract award and go-
live. You should modify the timelines for each phase to meet your own procurement
procedure. During this part of the trip, you need to think about planning, buying in an eco-
friendly way, and managing risks. 

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Task 2 Minimise industrial relations conflict
Record of complaint template

Name: Jason Lee Employee number: 0123

Department:: Rental Phone number/s: 0421778899

Date of report:: 29/08/2019 Time: 10:30

This is a record of the question(s) you asked about.

Issue date/s: 29/08/2019 Time/s: 10:30

Stakeholders involved: Employee (Rental division), HR Business Partner (Brisbane

Branch), and Brisbane Branch Manager

Witnesses: Brisbane Branch Manager

Where did it happen: Brisbane Branch

Nature of complaint:

Worried about the company's reorganizational intentions.

I believe that the reorganization will result in my job loss and that I won't have the chance
to retrain.

I was also anxious that I must be being paid too little since there are others earning
considerably more in the same profession. I'm not sure how their wage or working
conditions are determined.

I'm now planning a potential strike with other rental and sales staff.

I, Jason Lee have been given a copy of the grievance procedure Yes  No 

Sign: Jason Lee Date: 29/08/2019

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HR or management representative to complete

Investigation of the issues: Investigation by Date

Investigate the following complainant's HR Business Partner 29/08/2019

complaints: (Brisbane Branch)

Fear that a restructure may result in me losing

my job 2. Not knowing the available retraining
possibilities

3. Uncertainty over their pay or working

conditions

Action taken/recommended:

Following the conversation with the complainant, the following actions were planned
or suggested: 
1.A justification for the negotiation of an EBA as the cornerstone of the pay system,
obviating the need for further collaborative action and building confidence. 
2. Defend the plan and goal of JKL Industries, which is to retrain temporary staff so
that they stay with the company (retraining is in our best interest). 
3. Agree to talk about the training problem with the appropriate management or to
arbitrate the dispute. 
4. Inform the employee that, while their pay is currently governed by the terms of the
relevant modern award (the MA000089 Vehicle Manufacturing, Repair, Services, and
Retail Award 2010), they will soon have the chance to bargain for possibly better pay
and working conditions during subsequent enterprise bargaining. 
5. Demand that the workers cease making preparations for a prospective strike until
JKL Industries has the chance to discuss its ER goals and enterprise bargaining has had
a chance to function. Promise to ensure improved communication of ER issues in
return. 
6. A synopsis of the Fair Work Act and other pertinent legislation 

Stakeholders informed of situation:

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Name: John Stuart Name: Alex Young

HR name: Tommy Apriadi Position: HR Signature: Tommy Apriadi

business partner

Case file updated: Date: 29/08/2019

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Task 3 Enhance employee relations
Monitoring strategy for employee relations

Description of Metric Baseline Target Data

objective/
outcome/activity/t (previous collection
ask year’s methods
performance)

Retain Turnover rate 19% Turnover rate (10%)HRMS

management talent
via incentives,
advancement, and
training

Encourage % female 0% % female managers HRMS

workplace managers (50)
diversity levels
according to the % Aboriginal 0% % ATSI (2.7%) HRMS
percentage of the and Torres
population Strait Islanders

Improved Absenteeism rate 4% Absenteeism rate HRMS

employee (1%)
happiness and
engagement % of 60% 70% satisfaction Climate survey
employees rate
who feel:

 valued by
JKL

 JKL
develops
their
potential

 JKL is fair

 their
20
 manager
helps them
develop

 JKL
Industries’
HR helps
them deliver
value to the
business

and its

customers

putting a % staff informed N/A All staff informed Meeting

communications of organisational attendance rolls
plan into action plans and positive
(see Appendix 3) ER approach

Contract % employees N/A All employees (or Meeting

negotiations for a participating their attendance rolls
business representatives)
participating

Finalization of the % employees N/A All affected Signed draft

contract agree employees agree

New enterprise Approval by Fair N/A Approval by 1 July Approved

agreement in effect Work Commission 2015 agreement

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Communication strategy for employee relations

Communication Inform employees of rights and responsibilities

objectives:
Encourage participation by employees
(in line with
organizational strategic build support for collective bargaining
goals and HR goals

Audience: Message: Strategy: Resources/ Person:

(characteristics and media, budget: (if
message receptivity approach,
rationale: applicable,
estimate)
(why it will
convey meaning
and accomplish
goals

Sales employees ● The Face-to-face N/A HR

organization' presentation
s goals and Officer
proactive
approach to
employee
relations the
organization'
s intentions
for
enterprise
agreement
negotiations
the
organization'
s grievance
processes.

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Task 4 Specifications

JKL Industries’ Climate Survey

Please rate from 1-5

1 2 3 4 5

Strongly disagree Disagree Neither agree nor Agree Strongly agree

disagree

Fields Rating

Do you believe that JKL values you?

Do you feel JKL helps you reach your potential?

Do you believe JKL is just?

Do you think your manager helps you develop

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Do you believe JKL Industries' HR department enables you to provide value to
the company and its clients?

Do you believe JKL offers investors a good return?

Do you believe JKL offers its clients value?

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Summary Report

 The top three ER outcomes are as follows: 

 The workforce is less diversified than the general population (ATSI population: 0%; target: 2.7%). 

 Employee involvement and satisfaction are declining (absenteeism is 4% vs. a target of 1%).

 The findings indicate that, while satisfaction is only 60%, the desired level is 70%.

 The following organizational goals might be impacted by the aforementioned ER outcomes: 

 The low levels of workplace diversity in comparison to the population have a direct impact on the goal of "Building a Culture of Excellence:
Eliminating Discrimination and Promoting Diversity in the Workforce" (ATSI population is 0%, target is 2.7%). 

 The team's level of customer service has gone down because workers are less engaged and happy than they used to be (4% absenteeism
instead of the goal of 1%). 

 According to the data presented, only 60% of customers are satisfied, falling short of the desired 70%. 

©2021 College for Adult Learning TOID 22228 Page 1 of 2

References:
Jeffrey, I., & Prasetya, A. B. (2019). The employee performance assessment and employee training, on employee intension. Jurnal Aplikasi
Manajemen, 17(1), 56-65.

Purcell, J. (1987). Mapping management styles in employee relations. Journal of Management Studies, 24(5), 533-548.

Sumpter, M. R. (1998). Proposal for employee relations training program for managers and supervisors. South Carolina State Documents Depository.

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Appendix 1: Monitoring Strategy for Employee Relations

Description of objective/ Metric Baseline Target Data collection methods
outcome/activity/task (previous
year’s
performance)

Retain managerial talent through Turnover rate 19% Turnover rate (10%) HRMS
rewards, promotion and training

Promote levels of diversity in % female managers 0% % female managers (50) HRMS

workplace proportional to percentage
% Aboriginal and Torres Strait 0% % ATSI (2.7%) HRMS
of population
Islanders

Employee satisfaction/engagement is Absenteeism rate 4% Absenteeism rate (1%) HRMS

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 improved % of employees who feel: 60% 70% satisfaction rate Climate survey

● Valued by JKL

● JKL develops their potential

● JKL is fair

● Their manager helps them

develop

● JKL Industries’ HR helps them

deliver value to the business
and its customers

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 Description of objective/ Metric Baseline Target Data
outcome/activity/task (previous
year’s
performance)

Implementation of communications % staff informed of organisational N/A All staff informed Meeting
strategy (see Appendix 3) plans and positive ER approach

Negotiation of enterprise agreement % employees participating N/A All employees (or their Meeting
representatives)
participating

Completion of agreement % employees agree N/A All affected employees Signed

agree

New enterprise agreement in effect Approval by Fair Work Commission N/A Approval by 1 July 2015 Approve

©2021 College for Adult Learning TOID 22228