By the end of the program, participants will be able to:
- Define Employee Relations from a legal perspective and link it with the Labor Law.
- Use the legal and ethical approach in dealing with personal issues of employees.
- Conduct reliable opinion surveys aimed at assessing organizational health.
- Provide tangible support to other HR functions in establishing and implementing a fair performance management culture.
- Implement a recognition system aimed at enhancing employee retention.
- List the main steps in dispute resolutions and use them to protect both employees and the organization.
- Establish a code of conduct and compliance culture in the organization.
This program is designed for:
Senior employees in Employee Relations, Human Resources or Personnel and Administration who are directly or indirectly responsible for supporting employees while protecting the organization.
This program is worth 25 NASBA CPEs.
Locations & Dates:
15 - 19 Jul 2012
11 - 15 Nov 2012
Meirc reserves the right to alter dates, content, venue and trainer with a reasonable notice time.
One extra free place for every 2 paid nominees
Delivery Type: Group-Live
The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit.
Understanding Employee Relations (ER)
- The Importance of Knowing the Labor Law
- The Labor Law Definition of Employee Relations
- Employee Rights and Responsibilities
- Accountabilities for Employers and Organizations
- The Importance of Balancing Rights of Both Parties
Managing Personal Issues
- The Definition of a Personal Issue
- Deciding on Counseling Tactics
- The Importance of Drawing the Line between Coaching and Counseling
- Approaches to Counseling
- Providing Counsel without Harming Organizational Interests and Accountabilities
- When to Avoid or Refuse Providing Counsel
- The Responsibilities of ER Counselors
- The Difference between Opinion and Morale Surveys
- Approaches to Measuring Morale Surveys
- The Use of Subjective and Objective Data
- The Main Key Performance Indicators in Morale Surveys
- Establishing an Employee Morale Index
Performance Management (PM)
- The Role of ER in Managing Performance
- The Components of a Fair Performance Management System
- Measuring the Tangibles: How to Use Goals and Targets in a PM System
- Measuring the Intangibles: The Role of Competencies and Values in Measuring Performance
- The Essentials of a Recognition Program
- Tangible and Intangible Rewards
- Linking Performance with Pay: The Role of ER
- Dealing with Underperformers
- The Definition of a Dispute
- Differences between Disputes, Conflicts and Differences of Opinion
- What the Labor Law Says about Disputes
- The Policy and Procedure for Dispute Resolution
- The Main Steps in Resolving Disputes
- Escalating Disputes: What to Do When Disputes Are Irreconcilable
Codes of Conduct and Compliance
- The Definition of a Code of Conduct
- The Role of ER in Establishing Codes of Conduct
- The Main Sections in a Code of Conduct Manual
- Compliance Issues: The Role of ER