Improving Employee Relations & Performance

Improving Employee Relations & Performance

OBJECTIVES

• Understand the core rationale of Employee Relations
• Know how to operate the psychological contract
• Be able to relate the role of ER to the role of the Managers/Supervisor and Team Leader
• Know how to manage change
• Be able to deal with performance problems and solutions
• Be able to deal with conduct problems and solutions
• Be able to modify the behavior of employees
• Be able to influence the behavior of managers and team leaders
• Be able to operate disciplinary procedures
• Be able to conduct effective disciplinary interviews
• Understand and operate the grievance procedure
• Know how to manage absence
• Understand the role of an Employee Assistance Programme
• Know the difference between leadership and management

• How to create a high performance culture
• The personal skills involved in performance improvement
• The art of improving employees’ performance
• Leadership and delegation
• Empowerment and productivity
• The power of agreeing objectives
• How to write quantitative and qualitative objectives
• The skill of giving feedback in a positive and motivating way
• How to coach for higher performance – empowering people
• How to appraise in a motivating way
• The links to pay and reward
• How to manage development
• How to provide development for succession
• The power of personal goals

WHO SHOULD ATTEND?

• Staff working as Manager, Supervisor or Team Leader
• Staff recently appointed to a leadership position
• Staff aspiring to a leadership position
• HR professionals
• ER professionals
• Personnel professionals
• Staff advising managers, supervisors or team leaders on disciplinary and other issues affecting employees
• HR and ER Consultants
• HR Business Partners
• HR Change Champions
• Employee Advocates

COURSE OUTLINE

The Skills Needed

• Introductions
• Goals and objectives of the seminar
• Interpersonal skills,
• Listening,
• Questioning,
• Motivating,
• Giving feedback
• Coaching,
• The role of the Manager/Supervisor/Team Leader
• Key Messages

Relationship between Style and Performance

• Interaction styles
• Theory X and Theory Y
• Building a relationship of mutual trust
• Empowerment
• Action Centered Leadership
• Situational Leadership
• 360 degree feedback
• Delegation
• Meetings
• Upwards Management

 Making it happen for real

• Performance Management and Performance Appraisal
• The four stages
• Agreeing Objectives
• Giving Feedback
• Coaching
• Appraising
• End of year appraisal
• Evaluating
• Links to pay
• Personal Development

Coaching and Counseling

• Induction – getting started right
• How to deal with employees who are negative
• Making performance management a positive work task
• Paraphrasing
• Making Suggestions
• Giving Advice
• Demonstrating
• Instructing
• Counseling Style Inventory

Providing Development

• Development Interventions
• The 70/20/10 rule
• Mentoring
• Personal Improvement Plans
• Preparing for promotion
• Management Succession
• Goals
• Course review, summary and feedback

The Core Role of Employee Relations

• The Context
• Change Management
• ER and Nationalization
• Understanding the Rationale of ER
• The Core Role of ER
• The distinction between the role of ER and the role of the Manager
• The Impact on Policies and Procedures
• Change Agent and Employee Champion
• The Psychological Contract

The ER function in Practice

• Communications
• Team Briefing
• Consultation
• Discipline- Gross misconduct
• Discipline – poor performance
• Appeals
• Handling sickness absence
• Return to work interviews
• Notification Rules
• Trigger Mechanisms

Supporting the Manager, Supervisor or Team Leader

• Grievances
• Conducting the Grievance Interview
• Management’s right to manage
• Equal Opportunities
• Discrimination
• Harassment and Bullying
• Motivation

Managing Performance, Counseling, Providing Employee Assistance

• The performance management process
• Giving Feedback
• Coaching
• Counseling – Managers and Supervisors
• Counseling staff
• Employee Assistance Programmes

Getting the Best from People

• Getting the best from People
• Leading v Managing
• Leadership Competencies