Employee Morale and Motivation    an employment lawyer’s perspective
Grievances Session OneGillian Leach
The Aggrieved Employee poor performance absence disciplinary problems resignations negative public relations bad morale wi...
Drain on the business falling productivity frustrated managers time wasting customer criticism ET claims staff turnover cr...
Sources of grievance terms and conditions of employment health and safety work relations bullying and harassment working p...
Sources not covered today disciplinary action redundancy termination of a fixed-term collective grievances
Variations bullying and harassment policy safeguarding policy appeals against various decisions e.g. grading equal opportu...
The grievance procedure non-contractual written policy and procedure gives a framework for process avoids  – losing enforc...
Essentials of the policy and process  how to raise a grievance  with whom to raise a grievance  how to appeal or take the ...
Recommended extras obligations of confidentiality under the procedure the differences between the informal and formal stag...
Employment Rights Act 1996    Section 1 statement must include:...a person to whom the employee can apply for the    purpo...
Publicise handbook intranet training
Adjustments to awards employee  – minus up to 25% for failure to raise a grievance employer  – uplift of up to 25% for fai...
WA Goold (Pearmak) Ltd v McConnell [1995] IRLR516 (EAT)  held that there exists an implied term  in all contracts of emplo...
Abbey National Plc v Fairbrother [2007] IRLR 320  failure to follow a reasonable grievance process  would be a breach of t...
General Principles respond promptly take grievances seriously do not escalate unnecessarily be sensitive respect confident...
Record keeping do keep written records do not breach the DPA principles:  –   do not gather information by deception  –   ...
Statements and requests for anonymity  investigator should remain neutral  statements must be in writing  ideally have the...
Asda Stores Ltd v Thompson [2002] IRLR 245  caution when giving promises of confidentiality to  those giving statements  o...
Linfood Cash and Carry Ltd v Thomson [1989] IRLR235  consider credibility and weight of evidence  interview by manager con...
Right to be accompanied contractual or statutory? arises when the grievance is about a duty owed by the employer who?  – c...
Keeping control of the companion written guidelines including confidentiality reasonable time to prepare conduct at the he...
Investigatory meetings no right to be accompanied (Skiggs v SWT [2003]) unbiased investigator avoid witch hunts
Overlapping disciplinary and grievance procedures  stalling tactic?  disciplinary can be temporarily suspended  if grievan...
False allegations  investigate motivation  consider disciplinary action
Appeals require written grounds respond promptly new person to hear it if possible put outcome in writing confirm if the d...
End of session
Benefits – motivators and their            pitfalls           Session Two          Gillian Leach
bonussabbaticalsflexible workinghome workingenhanced holiday entitlementloyalty awardsdiscount schemessalary sacrifice
Bonus motivator can be tailored to support cultural or behavioural change can be linked to productivity or profit
Bonus - pitfalls  confusion over discretionary v contractual  written rules need to be:  –   unambiguous  –   not discrimi...
Sabbaticals effective way to deal with temporary fall in demand holds on to skills ideal for employee who needs some tempo...
Sabbaticals - pitfalls  employee must want to have a break  predetermined arrangements for return  written amendment to co...
Flexible hours reduces unscheduled absences improved productivity
Flexible hours - pitfalls  administration  workflow, continuity and cover  tight written rules  can be inappropriate for v...
Home working gives employee more control reduces unscheduled absences
Homeworking – pitfalls supervision equipment Health & Safety isolation confidentiality
Enhanced holiday entitlement event driven special days e.g.  –   birthday  –   celebration  –   local community event  –  ...
Enhanced holiday entitlement – pitfalls  discrimination  workflow, continuity and cover  limitations on discretionary vari...
Loyalty awards something to share outside workplace personal tailored for your culture
Loyalty awards - pitfalls  discrimination  parity  discretionary  avoid cash equivalents
Discount schemes open to all pitfalls  –   frustration  –   external provider gets the credit  –   at mercy of 3T provider...
Salary sacrifice schemes direct financial gain for employee pitfalls  –   regulatory changes  –   finance team needs to be...
End
Upcoming SlideShare
Loading in …5
×

Blake Lapthorn Employment seminar - employee morale and motivation - 17 November 2011

1,025 views

Published on

Blake Lapthorn's Employment law team held a seminar on employee morale and motivation at its Chandler's Ford office on Thursday 17 November 2011.

Published in: Education, Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,025
On SlideShare
0
From Embeds
0
Number of Embeds
29
Actions
Shares
0
Downloads
37
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Blake Lapthorn Employment seminar - employee morale and motivation - 17 November 2011

  1. 1. Employee Morale and Motivation an employment lawyer’s perspective
  2. 2. Grievances Session OneGillian Leach
  3. 3. The Aggrieved Employee poor performance absence disciplinary problems resignations negative public relations bad morale wider disputes among the workforce constructive dismissal, bullying or harassment claims
  4. 4. Drain on the business falling productivity frustrated managers time wasting customer criticism ET claims staff turnover creates openings for Trade Unions to get involved
  5. 5. Sources of grievance terms and conditions of employment health and safety work relations bullying and harassment working practices organisational change unlawful discrimination stress and pressure
  6. 6. Sources not covered today disciplinary action redundancy termination of a fixed-term collective grievances
  7. 7. Variations bullying and harassment policy safeguarding policy appeals against various decisions e.g. grading equal opportunities policy
  8. 8. The grievance procedure non-contractual written policy and procedure gives a framework for process avoids – losing enforceability for post-termination restrictions – claims for damages or injunctions – claims for constructive dismissal
  9. 9. Essentials of the policy and process how to raise a grievance with whom to raise a grievance how to appeal or take the grievance further time limits for the procedure explanation of the right to be accompanied
  10. 10. Recommended extras obligations of confidentiality under the procedure the differences between the informal and formal stages of the procedure levels of management who will consider grievances how and when to appeal when a decision is final
  11. 11. Employment Rights Act 1996 Section 1 statement must include:...a person to whom the employee can apply for the purpose of seeking redress of any grievance relating to his employment, and the manner in which any such application should be made... If in a document then the document must be reasonably accessible to the employee
  12. 12. Publicise handbook intranet training
  13. 13. Adjustments to awards employee – minus up to 25% for failure to raise a grievance employer – uplift of up to 25% for failure to follow up a grievance or apply a reasonable process
  14. 14. WA Goold (Pearmak) Ltd v McConnell [1995] IRLR516 (EAT) held that there exists an implied term in all contracts of employment obliging employers promptly to afford employees a reasonable opportunity to obtain redress of any grievances
  15. 15. Abbey National Plc v Fairbrother [2007] IRLR 320 failure to follow a reasonable grievance process would be a breach of the implied term established in the Goold v McConnell case sufficient to justify a claim for constructive dismissal
  16. 16. General Principles respond promptly take grievances seriously do not escalate unnecessarily be sensitive respect confidentiality allow an appeal process
  17. 17. Record keeping do keep written records do not breach the DPA principles: – do not gather information by deception – ensure records are of good quality – remove unsubstantiated allegations – keep records securely – protect confidentiality
  18. 18. Statements and requests for anonymity investigator should remain neutral statements must be in writing ideally have them signed and dated investigation report can be substituted in exceptional circumstances
  19. 19. Asda Stores Ltd v Thompson [2002] IRLR 245 caution when giving promises of confidentiality to those giving statements only grant anonymity in exceptional circumstances seek corroboration
  20. 20. Linfood Cash and Carry Ltd v Thomson [1989] IRLR235 consider credibility and weight of evidence interview by manager conducting the hearing
  21. 21. Right to be accompanied contractual or statutory? arises when the grievance is about a duty owed by the employer who? – colleague – trade union employee – certified workplace trade union representative others in exceptional circumstances
  22. 22. Keeping control of the companion written guidelines including confidentiality reasonable time to prepare conduct at the hearing: – putting the case – summing up – respond to opinions but not answer on behalf of colleague – confer
  23. 23. Investigatory meetings no right to be accompanied (Skiggs v SWT [2003]) unbiased investigator avoid witch hunts
  24. 24. Overlapping disciplinary and grievance procedures stalling tactic? disciplinary can be temporarily suspended if grievance is related to disciplinary action then deal with them together
  25. 25. False allegations investigate motivation consider disciplinary action
  26. 26. Appeals require written grounds respond promptly new person to hear it if possible put outcome in writing confirm if the decision is final
  27. 27. End of session
  28. 28. Benefits – motivators and their pitfalls Session Two Gillian Leach
  29. 29. bonussabbaticalsflexible workinghome workingenhanced holiday entitlementloyalty awardsdiscount schemessalary sacrifice
  30. 30. Bonus motivator can be tailored to support cultural or behavioural change can be linked to productivity or profit
  31. 31. Bonus - pitfalls confusion over discretionary v contractual written rules need to be: – unambiguous – not discriminatory – communicated at the right time – kept under regular review issues around parity for: – absences – agency workers
  32. 32. Sabbaticals effective way to deal with temporary fall in demand holds on to skills ideal for employee who needs some temporary space e.g. to achieve a personal ambition or care for a sick relative pay and benefits can be suspended
  33. 33. Sabbaticals - pitfalls employee must want to have a break predetermined arrangements for return written amendment to contract overlapping absences can make it complex e.g. ill- health or maternity some benefits are difficult to suspend on a temporary basis
  34. 34. Flexible hours reduces unscheduled absences improved productivity
  35. 35. Flexible hours - pitfalls administration workflow, continuity and cover tight written rules can be inappropriate for very senior or very junior roles
  36. 36. Home working gives employee more control reduces unscheduled absences
  37. 37. Homeworking – pitfalls supervision equipment Health & Safety isolation confidentiality
  38. 38. Enhanced holiday entitlement event driven special days e.g. – birthday – celebration – local community event – weather and travel conditions – sporting events
  39. 39. Enhanced holiday entitlement – pitfalls discrimination workflow, continuity and cover limitations on discretionary variation parity with atypical work patterns interrelationship with other benefits e.g sickness and maternity leave
  40. 40. Loyalty awards something to share outside workplace personal tailored for your culture
  41. 41. Loyalty awards - pitfalls discrimination parity discretionary avoid cash equivalents
  42. 42. Discount schemes open to all pitfalls – frustration – external provider gets the credit – at mercy of 3T providers – written rules needed if discount is for employer’s products or services
  43. 43. Salary sacrifice schemes direct financial gain for employee pitfalls – regulatory changes – finance team needs to be on the ball – administration costs – complex to explain
  44. 44. End

×