This document discusses demotion and separation policies in organizations. It defines demotion as assigning an employee to a lower rank and pay due to lower responsibility. Demotions can be involuntary due to performance issues or voluntary during a trial period. Causes of demotion include department combinations, job eliminations, inadequate performance, and technology changes. The document outlines steps for a clear demotion policy and communication. Separation types discussed are resignation, discharge, dismissal, suspension, retrenchment, and layoff, along with their definitions and common causes.
This document discusses employment termination and provides guidance on properly terminating employees. It outlines two major types of termination - termination for cause which includes issues like poor performance or policy violations, and layoffs which include attrition or early retirement programs. The document also describes the three stages of a well-managed termination for cause: notify the employee, develop a program for improvement, and ultimately terminate if needed. Key factors to consider and dos/don'ts of termination are also presented to help properly handle the process and avoid legal issues.
Employment Termination A Guide For Hr by the Cultural Human Resource CouncilLakesia Wright
This document provides guidance on terminating employees, including an overview of different types of termination, reasons for termination, key points to consider, how to prepare for and conduct a termination meeting, and post-termination procedures. It discusses treating employees with respect, following proper procedures, documenting performance issues, providing appropriate notice or severance pay, having termination discussions in private locations, answering employee questions, collecting returned items, and reducing the risk of legal issues. The goal is to terminate employees in a fair, respectful and legally compliant manner.
REASONS FOR SEPARATION
Voluntary Separation
Professional reasons
Personal reasons
Involuntary Separation
Health problems
Behavioral problems .
Organizational problem
TYPES OF EMPLOYEE SEPARATIONS
Voluntary Separations
Quits
Voluntary Retirements System
Involuntary Separations
Dismissal / Termination
Retrenchments
Retirement
Layoff
Death
Restructures, redundancies and transfer of business: Getting it RightRussell_Kennedy
Russell Kennedy lawyers Anthony Massaro and Abbey Sutton presented a Workplace Relations seminar about Restructures, redundancies and transfer of business on Wednesday 30 March 2016.
The document discusses various employee separation and retention processes. It describes procedures for separation such as discharge, retirement, layoff, and retrenchment. It provides details on the reasons and steps for discharge of an employee. Retirement can be compulsory, forced, or premature. Layoff is a temporary period of unemployment due to lack of work. Retrenchment involves downsizing through factors like reducing headcount or costs. The document also discusses promotion, transfer, voluntary retirement schemes, and exit interviews.
Termination process and procedures - Power PointLaura Lee
This document discusses various types of employee termination. It covers involuntary termination such as being fired or laid off. It also discusses voluntary termination like quitting or retiring. The document outlines federal laws requiring timely final paychecks. It provides an overview of developing a termination policy and addresses terminating employees with or without cause. Reasons for proper termination procedures are given around compliance, record keeping, and benefit information. The document discusses determining reasonable notice periods for terminations without cause based on employee attributes. It also identifies appropriate situations to use the termination process and releasing job records.
Downsizing refers to reducing the scale and scope of a business to improve financial performance, often through workforce reduction. Companies may downsize to reduce costs, increase decision making speed, or improve shareholder valuation. Strategies include workforce reduction through early retirement, transfers, or layoffs, as well as organizational redesign by eliminating functions or divisions. TATA Steel reduced its workforce from over 77,000 employees in 1994 to around 39,000 in 2005 through a voluntary retirement scheme that offered financial packages to support employees. While downsizing can provide short-term cost savings, it may damage a firm's reputation and force a rethinking of its employment strategy.
This document discusses demotion and separation policies in organizations. It defines demotion as assigning an employee to a lower rank and pay due to lower responsibility. Demotions can be involuntary due to performance issues or voluntary during a trial period. Causes of demotion include department combinations, job eliminations, inadequate performance, and technology changes. The document outlines steps for a clear demotion policy and communication. Separation types discussed are resignation, discharge, dismissal, suspension, retrenchment, and layoff, along with their definitions and common causes.
This document discusses employment termination and provides guidance on properly terminating employees. It outlines two major types of termination - termination for cause which includes issues like poor performance or policy violations, and layoffs which include attrition or early retirement programs. The document also describes the three stages of a well-managed termination for cause: notify the employee, develop a program for improvement, and ultimately terminate if needed. Key factors to consider and dos/don'ts of termination are also presented to help properly handle the process and avoid legal issues.
Employment Termination A Guide For Hr by the Cultural Human Resource CouncilLakesia Wright
This document provides guidance on terminating employees, including an overview of different types of termination, reasons for termination, key points to consider, how to prepare for and conduct a termination meeting, and post-termination procedures. It discusses treating employees with respect, following proper procedures, documenting performance issues, providing appropriate notice or severance pay, having termination discussions in private locations, answering employee questions, collecting returned items, and reducing the risk of legal issues. The goal is to terminate employees in a fair, respectful and legally compliant manner.
REASONS FOR SEPARATION
Voluntary Separation
Professional reasons
Personal reasons
Involuntary Separation
Health problems
Behavioral problems .
Organizational problem
TYPES OF EMPLOYEE SEPARATIONS
Voluntary Separations
Quits
Voluntary Retirements System
Involuntary Separations
Dismissal / Termination
Retrenchments
Retirement
Layoff
Death
Restructures, redundancies and transfer of business: Getting it RightRussell_Kennedy
Russell Kennedy lawyers Anthony Massaro and Abbey Sutton presented a Workplace Relations seminar about Restructures, redundancies and transfer of business on Wednesday 30 March 2016.
The document discusses various employee separation and retention processes. It describes procedures for separation such as discharge, retirement, layoff, and retrenchment. It provides details on the reasons and steps for discharge of an employee. Retirement can be compulsory, forced, or premature. Layoff is a temporary period of unemployment due to lack of work. Retrenchment involves downsizing through factors like reducing headcount or costs. The document also discusses promotion, transfer, voluntary retirement schemes, and exit interviews.
Termination process and procedures - Power PointLaura Lee
This document discusses various types of employee termination. It covers involuntary termination such as being fired or laid off. It also discusses voluntary termination like quitting or retiring. The document outlines federal laws requiring timely final paychecks. It provides an overview of developing a termination policy and addresses terminating employees with or without cause. Reasons for proper termination procedures are given around compliance, record keeping, and benefit information. The document discusses determining reasonable notice periods for terminations without cause based on employee attributes. It also identifies appropriate situations to use the termination process and releasing job records.
Downsizing refers to reducing the scale and scope of a business to improve financial performance, often through workforce reduction. Companies may downsize to reduce costs, increase decision making speed, or improve shareholder valuation. Strategies include workforce reduction through early retirement, transfers, or layoffs, as well as organizational redesign by eliminating functions or divisions. TATA Steel reduced its workforce from over 77,000 employees in 1994 to around 39,000 in 2005 through a voluntary retirement scheme that offered financial packages to support employees. While downsizing can provide short-term cost savings, it may damage a firm's reputation and force a rethinking of its employment strategy.
Grievances & discipline, union & associationSwati Garg
The document discusses grievances, discipline, trade unions and associations. It begins by defining grievances and describing the types including factual, imaginary and disguised grievances. It then discusses the causes and effects of grievances on production, employees, and managers. The document outlines grievance handling procedures and techniques for identifying, defining, analyzing and resolving grievances. It also discusses discipline, positive and negative discipline, misconduct, common discipline problems and approaches to discipline. Finally, it covers trade unions including their purpose, functions, types of unions, problems of unions and the history and growth of the trade union movement in India.
Disciplinary procedures provide a process for dealing with employee misconduct. They involve issuing letters to employees calling for explanations of their actions, consideration of those explanations, potential show-cause notices, conducting inquiries, considering inquiry findings to determine appropriate punishment, and follow up. The objectives are to ensure employees follow rules and procedures, develop tolerance and responsibility, and increase efficiency. Reasons for discipline include issues related to conduct like absenteeism or harassment, and issues related to performance such as low productivity.
Human Resource Management - G.O.L TEAM by Mr. Sherif Osman Mostafa Mahmoud
This document discusses strategies for managing employee behavior issues and conflicts. It covers discipline processes, performance management, complaint investigation and resolution, and alternatives to formal dispute resolution like arbitration. The key aspects of an effective discipline process are clearly defined rules, a system of progressive consequences, and a formal appeals process. For performance issues, managers should investigate, conduct performance meetings, develop improvement plans, and document the process. Complaints should be reviewed promptly and investigated thoroughly and confidentially.
Downsizing requires open communication to convince employees that other options were exhausted. Fair criteria must justify removing people, and generous benefits and outplacement services should help those leaving. After downsizing, redirect remaining employees' roles and efforts through modified positions. Downsizing affects employee morale, quality, profitability, society, and customer service. Turnover is the rate employees join and leave, and high turnover incurs hiring, training, and production costs unless it serves functional purposes.
Grievance procedures provide a systematic process for employees to file complaints and have them addressed in order to protect employee rights and avoid strikes. They involve multiple steps starting with filing the grievance with a direct supervisor and potentially leading to arbitration. Common causes of grievances include differing interpretations of policies, perceived unfair treatment, violations of agreements or laws, and lack of clear company policies. Both employees and unions can file grievances. Supervisors are encouraged to take all complaints seriously, thoroughly investigate the facts, and follow up to ensure issues are resolved.
This document discusses employee discipline and grievance procedures. It defines discipline as management addressing complaints against employees through enforcing rules and regulations to ensure smooth operations. The document outlines different types of discipline including positive, negative, preventive and punitive approaches. It also discusses the objectives, characteristics, significance and best practices for disciplinary procedures and actions. The goal of discipline is to develop compliance with rules and improve employee behavior, morale and productivity. Disciplinary actions should always follow a fair procedure and consider the individual circumstances of each case.
Grievances and guidelines for handling grievancesbiswapriyo123
This document discusses employee grievances and guidelines for handling grievances. It defines an employee grievance as dissatisfaction with what an employee expects from their company and management. It then outlines the key W questions to consider when handling a grievance (who, when, where, what, why). Common reasons for grievances are discussed such as economic issues, work environment, supervision, and employee relations. The effects of grievances on production and employees are also summarized. Finally, the document presents the steps that should be followed in grievance handling, which include timely action, accepting the grievance, identifying the problem, collecting facts, analyzing the cause, making a decision, and implementing the decision.
This document discusses various types of separation processes in human resources, including turnover, retirement, layoffs, retrenchment, discharge, and voluntary retirement schemes. It defines each type of separation and provides details on calculation methods, legal requirements, notification processes, eligibility, and merits and demerits. Turnover is defined as the rate at which an employer gains and loses employees. There are four types of turnover: voluntary, involuntary, functional, and dysfunctional. Retirement and social security benefits are also outlined.
Downsizing refers to a company reducing its workforce and costs to increase efficiency and profits. Studies show downsizing may not always improve performance, as 75% of companies reported no performance improvement after downsizing. There are three downsizing strategies - workforce reduction focuses on jobs/units and workers in the short term but inhibits long term payoff, redesign focuses on systems and processes in the moderate term, and cost savings focuses on costs in the quick term. Downsizing can decrease productivity, increase costs like training, and lose skilled workers in the short run, though technological changes may raise productivity in the long run.
Absenteeism, Destructive Workplace BehaviourCG Hylton Inc.
• Types of absenteeism: culpable, innocent: making the distinction
• Addressing the root causes of absenteeism to determine if it is a symptom of stress, burn-out, addictions etc.
• Proactive strategies and guidance to rectify the behaviour
• Attendance policy: tips and strategies
• Ignoring it won't make it go away: how to communicate expectations, policy and confront the issue
• Determining when termination is appropriate
This document defines complaints, grievances, and grievance procedures. It explains that a complaint is an employee's expressed dissatisfaction with their working conditions, relationships, or status. A grievance is a formal statement of a complaint regarding an organizational policy, procedure, or managerial practice believed to be unfair. Grievances can be filed by employees, unions, or employers. The grievance procedure provides a step-by-step process for employees to follow to satisfactorily address complaints, involving first submitting issues to supervisors and, if unresolved, appealing up the management chain or to arbitration.
Employee Discipline & Collective Bargaining Jay Raval
This document discusses employee discipline and collective bargaining. It begins by introducing employee discipline, including types of discipline (positive and negative), causes of discipline issues, possible punishments, and procedures for taking disciplinary action. It then discusses collective bargaining, including its introduction, history, nature, forms, types of bargaining, levels at which it is undertaken, and advantages. Key points covered include the negotiation process in collective bargaining and various tactics and strategies used.
The document discusses various types of employee separations from an organization. It outlines involuntary separations such as discharge, layoff, and retrenchment which are employer-initiated. It also describes voluntary separations like quitting and retirement which are employee-initiated. Specific details are provided around types of involuntary separations like discharge due to poor performance, layoffs due to shortage of work, and retrenchment to reduce surplus staff. Guidelines for implementing layoffs such as notification, criteria, communication and reassurance of remaining employees are also summarized.
The document discusses the history and principles of employee discipline, including causes of indiscipline, determinants of effective discipline, and modern disciplinary practices. It notes that discipline was introduced in the 1900s to help organizations function effectively and prosper. Common modern practices involve progressive discipline, starting with verbal warnings, followed by written warnings, suspension, and ultimately termination. The document also provides an example of Frito-Lay, which saw improved employee morale and productivity after reforming its excessive disciplinary practices that were being misused to terminate unwanted workers.
The document discusses grievance procedures, conflict, and discipline in the workplace. It defines grievances and their causes, outlines the prerequisites and approaches for an effective grievance procedure, and describes the elements and objectives of disciplinary actions. Conflict in the workplace is also examined, including reasons, nature, and types of industrial conflict. Approaches to resolving issues and maintaining order and productivity in the workplace are provided.
The document outlines the grievance process, including:
1) The purpose is to allow employees and management to resolve workplace problems through open communication.
2) Steps include an oral grievance, written grievance, appeal to Employee Relations, and possible arbitration.
3) Management should investigate complaints thoroughly, treat employees fairly, and respond to grievances in a timely manner to prevent issues from escalating.
Discipline in the workplace is important for setting clear expectations, maintaining uniformity and consistency, and reducing stress and distractions to improve performance. A good disciplinary procedure should be in writing, non-discriminatory, deal with matters speedily, specify what actions may be taken and authority levels, and give employees a chance to explain. Disciplinary rules are most effective when employees participate in their formulation, there is psychological acceptance, agreed methods of evaluation and determining deviations, and minimal time lag between issues and corrective actions. Approaches to deviations include traditional, judicial, humanitarian, alternative, and human resources focused methods.
This document discusses various tips and strategies for boosting employee morale and motivation in the workplace. It outlines approaches like supervisors greeting employees, writing personal notes, inviting part-time staff to social events, and allowing flexible work hours. The document also summarizes several major motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's motivational drives of achievement, affiliation, competence and power.
This document summarizes a study on employee morale at Sify Technologies Limited in Chennai. The objectives of the study were to understand the factors influencing employee morale and satisfaction levels. A questionnaire was administered to 100 employees out of a sample of 250 due to time constraints. The findings showed high levels of satisfaction with the work environment, hours, supervisor support and health benefits. Suggestions to improve morale included reducing workload, introducing an incentive program and recognition of employee talents and efforts. The conclusion is that good employee morale is important for organizational success.
Grievances & discipline, union & associationSwati Garg
The document discusses grievances, discipline, trade unions and associations. It begins by defining grievances and describing the types including factual, imaginary and disguised grievances. It then discusses the causes and effects of grievances on production, employees, and managers. The document outlines grievance handling procedures and techniques for identifying, defining, analyzing and resolving grievances. It also discusses discipline, positive and negative discipline, misconduct, common discipline problems and approaches to discipline. Finally, it covers trade unions including their purpose, functions, types of unions, problems of unions and the history and growth of the trade union movement in India.
Disciplinary procedures provide a process for dealing with employee misconduct. They involve issuing letters to employees calling for explanations of their actions, consideration of those explanations, potential show-cause notices, conducting inquiries, considering inquiry findings to determine appropriate punishment, and follow up. The objectives are to ensure employees follow rules and procedures, develop tolerance and responsibility, and increase efficiency. Reasons for discipline include issues related to conduct like absenteeism or harassment, and issues related to performance such as low productivity.
Human Resource Management - G.O.L TEAM by Mr. Sherif Osman Mostafa Mahmoud
This document discusses strategies for managing employee behavior issues and conflicts. It covers discipline processes, performance management, complaint investigation and resolution, and alternatives to formal dispute resolution like arbitration. The key aspects of an effective discipline process are clearly defined rules, a system of progressive consequences, and a formal appeals process. For performance issues, managers should investigate, conduct performance meetings, develop improvement plans, and document the process. Complaints should be reviewed promptly and investigated thoroughly and confidentially.
Downsizing requires open communication to convince employees that other options were exhausted. Fair criteria must justify removing people, and generous benefits and outplacement services should help those leaving. After downsizing, redirect remaining employees' roles and efforts through modified positions. Downsizing affects employee morale, quality, profitability, society, and customer service. Turnover is the rate employees join and leave, and high turnover incurs hiring, training, and production costs unless it serves functional purposes.
Grievance procedures provide a systematic process for employees to file complaints and have them addressed in order to protect employee rights and avoid strikes. They involve multiple steps starting with filing the grievance with a direct supervisor and potentially leading to arbitration. Common causes of grievances include differing interpretations of policies, perceived unfair treatment, violations of agreements or laws, and lack of clear company policies. Both employees and unions can file grievances. Supervisors are encouraged to take all complaints seriously, thoroughly investigate the facts, and follow up to ensure issues are resolved.
This document discusses employee discipline and grievance procedures. It defines discipline as management addressing complaints against employees through enforcing rules and regulations to ensure smooth operations. The document outlines different types of discipline including positive, negative, preventive and punitive approaches. It also discusses the objectives, characteristics, significance and best practices for disciplinary procedures and actions. The goal of discipline is to develop compliance with rules and improve employee behavior, morale and productivity. Disciplinary actions should always follow a fair procedure and consider the individual circumstances of each case.
Grievances and guidelines for handling grievancesbiswapriyo123
This document discusses employee grievances and guidelines for handling grievances. It defines an employee grievance as dissatisfaction with what an employee expects from their company and management. It then outlines the key W questions to consider when handling a grievance (who, when, where, what, why). Common reasons for grievances are discussed such as economic issues, work environment, supervision, and employee relations. The effects of grievances on production and employees are also summarized. Finally, the document presents the steps that should be followed in grievance handling, which include timely action, accepting the grievance, identifying the problem, collecting facts, analyzing the cause, making a decision, and implementing the decision.
This document discusses various types of separation processes in human resources, including turnover, retirement, layoffs, retrenchment, discharge, and voluntary retirement schemes. It defines each type of separation and provides details on calculation methods, legal requirements, notification processes, eligibility, and merits and demerits. Turnover is defined as the rate at which an employer gains and loses employees. There are four types of turnover: voluntary, involuntary, functional, and dysfunctional. Retirement and social security benefits are also outlined.
Downsizing refers to a company reducing its workforce and costs to increase efficiency and profits. Studies show downsizing may not always improve performance, as 75% of companies reported no performance improvement after downsizing. There are three downsizing strategies - workforce reduction focuses on jobs/units and workers in the short term but inhibits long term payoff, redesign focuses on systems and processes in the moderate term, and cost savings focuses on costs in the quick term. Downsizing can decrease productivity, increase costs like training, and lose skilled workers in the short run, though technological changes may raise productivity in the long run.
Absenteeism, Destructive Workplace BehaviourCG Hylton Inc.
• Types of absenteeism: culpable, innocent: making the distinction
• Addressing the root causes of absenteeism to determine if it is a symptom of stress, burn-out, addictions etc.
• Proactive strategies and guidance to rectify the behaviour
• Attendance policy: tips and strategies
• Ignoring it won't make it go away: how to communicate expectations, policy and confront the issue
• Determining when termination is appropriate
This document defines complaints, grievances, and grievance procedures. It explains that a complaint is an employee's expressed dissatisfaction with their working conditions, relationships, or status. A grievance is a formal statement of a complaint regarding an organizational policy, procedure, or managerial practice believed to be unfair. Grievances can be filed by employees, unions, or employers. The grievance procedure provides a step-by-step process for employees to follow to satisfactorily address complaints, involving first submitting issues to supervisors and, if unresolved, appealing up the management chain or to arbitration.
Employee Discipline & Collective Bargaining Jay Raval
This document discusses employee discipline and collective bargaining. It begins by introducing employee discipline, including types of discipline (positive and negative), causes of discipline issues, possible punishments, and procedures for taking disciplinary action. It then discusses collective bargaining, including its introduction, history, nature, forms, types of bargaining, levels at which it is undertaken, and advantages. Key points covered include the negotiation process in collective bargaining and various tactics and strategies used.
The document discusses various types of employee separations from an organization. It outlines involuntary separations such as discharge, layoff, and retrenchment which are employer-initiated. It also describes voluntary separations like quitting and retirement which are employee-initiated. Specific details are provided around types of involuntary separations like discharge due to poor performance, layoffs due to shortage of work, and retrenchment to reduce surplus staff. Guidelines for implementing layoffs such as notification, criteria, communication and reassurance of remaining employees are also summarized.
The document discusses the history and principles of employee discipline, including causes of indiscipline, determinants of effective discipline, and modern disciplinary practices. It notes that discipline was introduced in the 1900s to help organizations function effectively and prosper. Common modern practices involve progressive discipline, starting with verbal warnings, followed by written warnings, suspension, and ultimately termination. The document also provides an example of Frito-Lay, which saw improved employee morale and productivity after reforming its excessive disciplinary practices that were being misused to terminate unwanted workers.
The document discusses grievance procedures, conflict, and discipline in the workplace. It defines grievances and their causes, outlines the prerequisites and approaches for an effective grievance procedure, and describes the elements and objectives of disciplinary actions. Conflict in the workplace is also examined, including reasons, nature, and types of industrial conflict. Approaches to resolving issues and maintaining order and productivity in the workplace are provided.
The document outlines the grievance process, including:
1) The purpose is to allow employees and management to resolve workplace problems through open communication.
2) Steps include an oral grievance, written grievance, appeal to Employee Relations, and possible arbitration.
3) Management should investigate complaints thoroughly, treat employees fairly, and respond to grievances in a timely manner to prevent issues from escalating.
Discipline in the workplace is important for setting clear expectations, maintaining uniformity and consistency, and reducing stress and distractions to improve performance. A good disciplinary procedure should be in writing, non-discriminatory, deal with matters speedily, specify what actions may be taken and authority levels, and give employees a chance to explain. Disciplinary rules are most effective when employees participate in their formulation, there is psychological acceptance, agreed methods of evaluation and determining deviations, and minimal time lag between issues and corrective actions. Approaches to deviations include traditional, judicial, humanitarian, alternative, and human resources focused methods.
This document discusses various tips and strategies for boosting employee morale and motivation in the workplace. It outlines approaches like supervisors greeting employees, writing personal notes, inviting part-time staff to social events, and allowing flexible work hours. The document also summarizes several major motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's motivational drives of achievement, affiliation, competence and power.
This document summarizes a study on employee morale at Sify Technologies Limited in Chennai. The objectives of the study were to understand the factors influencing employee morale and satisfaction levels. A questionnaire was administered to 100 employees out of a sample of 250 due to time constraints. The findings showed high levels of satisfaction with the work environment, hours, supervisor support and health benefits. Suggestions to improve morale included reducing workload, introducing an incentive program and recognition of employee talents and efforts. The conclusion is that good employee morale is important for organizational success.
This document discusses staff morale and motivation. It defines morale as internal feelings inspired by the work environment, while motivation involves stimulating desired actions. High morale yields higher productivity as employees feel interested, appreciated and valued. Motivation theories like Maslow's hierarchy of needs and equity theory are described. A 4-step process for improving motivation involves identifying motivators, barriers, developing a program, and adding motivation to training. Strategies like reinforcement, empowerment and flexible schedules can enhance job satisfaction and morale, providing benefits like improved productivity and retention.
How to motivate your staff and improve employee moraleDexcomm
How to Motivate Your Staff and Improve Employee Morale
Upon hire employees form perceptions about their new workplace. Negative perceptions can lead to disengagement very quickly and prompt new hires to look for another job within the first year of employment. Some studies show that turnover can cost up to 250% of an employee’s salary. That’s expensive!!!
At Dexcomm, we believe that engagement practices are vital in efforts to engage our staff and improve employee morale. One of the many challenges in today’s workplace is retaining top talent and keeping them engaged. We work hard to capitalize on our human capital because they are our greatest assets. We’d like to share some of what we’ve learned about engaging our employees and improving employee morale. We hope our tips can help you strengthen your team and capitalize on your greatest assets.
This eBook will provide:
•Five easy ways to help make a great first impression on your new hires
•Fun ideas for engaging your staff
•Ways to enhance your organization’s culture and improve employee morale
•Creative non-monetary benefits to attract and retain top talent
This document discusses factors that affect employee morale in an organization. It defines morale as the level of voluntary cooperation and desire to attain common goals among individuals or work groups. Key factors that can lower or improve morale are identified as job factors, personal factors, organizational efficiency, goals and objectives of the organization, unfair promotions and selections, lack of recognition, and rewards/incentives. Autonomy, flexibility, financial incentives, recognition, and an understanding attitude from management are discussed as important motivational factors. A survey identified appreciation/recognition, communication, management attitude, job security, good wages, interesting work, career opportunities, loyalty, and working conditions as top motivators for employees.
This document outlines 10 ways to boost employee morale: 1) Have a cause for the company beyond just work, 2) Give employees respect, 3) Empower employees to take on responsibilities without being told, 4) Ensure employees know their clear duties, 5) Celebrate accomplishments, 6) Acknowledge goal achievements, 7) Offer perks and benefits, 8) Seek honest feedback from employees, 9) Foster a fun work culture, and 10) Apply these tactics consistently over time. The overall message is that communicating purpose and recognizing contributions helps boost morale.
This document summarizes a study on employee morale in multinational organizations. It discusses warning signs of low morale like absenteeism and turnover. It also examines how managers refer to employees and the relationship between income, years of service, and morale. Tables show rankings of attributes like achievement and loyalty. The study found responsibility was the highest ranked attribute and teamwork was emphasized. There was no relationship found between income and years of service.
Employee Motivation : How to kill a employee's morale in 5 steps! - By Owais ...Syed Owais Mukhtar
This document outlines 5 steps to kill employee morale:
1. Devalue employees by making them feel replaceable, which destroys morale and loyalty.
2. Encourage micromanagement through constant nitpicking and lack of autonomy, which demoralizes employees and causes distance.
3. Never provide feedback on job performance or expectations, leaving employees feeling uncertain and worried.
4. Promote favoritism, telling employees only some will succeed based on likes rather than performance.
5. Make empty promises to new employees about benefits and promotions that will not be fulfilled, leading to disappointment and attrition.
Kabir Kassam provides 5 quality tips on how to boost employee morale. A low morale can lead to a lack in cooperation, low productivity and a heighten in turnover rates, Ultimately, a low morale can hinder a business from reaching its goals.
This document provides an overview of various theories of motivation. It discusses early theories like Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McGregor's Theory X and Y. It also examines content theories that focus on needs like ERG theory and acquired needs theory. Process theories explained include equity theory, expectancy theory, and reinforcement theory. The document also covers goal-setting theory, job design approaches, and the job characteristics model for designing motivating jobs.
The document discusses the human mind and habits of effective risk managers. It begins by explaining that the human mind consists of conscious and subconscious parts. It then provides quotes about the human mind and defines risk and the risk management process. The document discusses how the mind of a normal risk manager works and how habits are formed in the brain. It then lists 7 habits of highly effective risk managers, including understanding their role, collaborating, thinking ambitiously, having a good attitude, being flexible, remaining optimistic, and becoming an agent of change. It concludes by emphasizing the importance of flexibility and persistence for risk managers.
This document discusses motivation and job design and their relationship to employee performance. It defines motivation as what drives people to work towards goals and job design as how tasks are organized. It then states that properly designing jobs using approaches like job simplification, enlargement, rotation, and enrichment can increase employee motivation and thus improve performance. Each of these job design approaches are then briefly defined.
What do you mean employee Morale is low?Emma Weise
The document discusses how to identify and address low employee morale, noting that signs may include increased sick days, infighting among staff, and disengagement. It advises balancing the spirit, processes, and outputs of a team and suggests obtaining employee input when addressing morale issues to gain their buy-in and avoid missteps that could make the situation worse. Potential causes of low morale and actions employers can take to improve it are also outlined.
This document discusses measuring and improving employee morale and motivation. It provides examples of top companies for employee morale in 2014. Gallup poll findings show that only 33% of employees are actively engaged at work, while 49% are disengaged and 18% are actively disengaged. Actively disengaged employees can damage companies. The document discusses using surveys to measure morale and why measurement can fail. It also discusses the differences between motivation, which is individual, and morale, which relates to a group environment. Improving morale is linked to the work environment, while motivation is linked to individual performance.
Job satisfaction refers to how well a job fulfills one's needs and wants or serves as a source of enjoyment. There are three main theories of job satisfaction: content theories which focus on fulfilling basic needs, process theories which examine expectancies and values, and situational theories which consider external job factors. Content theories are exemplified by Maslow's hierarchy of needs where lower level needs must be met before higher ones.
This document summarizes research on the relationship between employee satisfaction and organizational performance. It discusses that while most research has focused on individual employee satisfaction and performance, theorists have suggested employee satisfaction should relate to organizational performance levels. The document reviews two studies that found positive relationships between aggregated employee satisfaction at the business unit or organizational level and various performance outcomes such as productivity, profitability, and customer satisfaction. However, both studies had limitations in generalizability across industries. Overall, the research suggests higher aggregated employee satisfaction within an organization or business unit may positively relate to organizational performance.
The document discusses managing human resources for front office managers. It covers topics like internal and external recruiting advantages and disadvantages, the hiring process including job descriptions, interviewing, and orientation. It provides guidance on evaluating applicants, avoiding common interview mistakes, asking open and closed-ended questions in interviews, and training new employees.
This document discusses employee morale and how to maintain and boost it. It defines morale and outlines a three-stage strategy for improving it involving listening, communicating, and recognizing employees. Key factors that influence morale are leadership, work environment, support structures, and external factors. Suggestions for boosting morale include recognizing individual contributions, showing how work impacts results, giving responsibility, treating employees well, training, small perks, transparency, and making the workplace fun.
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
This document discusses exit rights and procedures in human resources management. It covers various ways employment contracts can be terminated such as by performance, mutual agreement, notice, or breach of contract. It also discusses retirement policies, resignation procedures, the role of employment tribunals, justified and unjustified dismissal, remedies for unfair dismissal, redundancy, and the rights of redundant employees.
This document summarizes the key points from a presentation on employment law regarding discipline and dismissal. It discusses the two types of dismissal (with or without cause), entitlements for employees dismissed without cause such as notice periods or severance pay, and factors for determining reasonable notice periods. It also outlines what employers must demonstrate for dismissals deemed "for cause" related to misconduct or performance issues. Specific examples of threats, violence and off-duty conduct that could warrant discipline are mentioned. The importance of a fair investigation process prior to dismissal is stressed.
This document summarizes best practices for hiring and firing employees. It discusses conducting background checks on social media and online, mitigating risks in the hiring process, accommodation requirements under accessibility laws, using employment agreements properly, assessing notice periods for dismissals without cause, performance management processes for potential dismissals with cause, investigating misconduct claims fairly, and avoiding human rights violations. Key recommendations include having consistent hiring protocols, filtering out inappropriate applicant information, logging hiring decisions, providing accommodation as required, and ensuring investigations are objective with opportunities for employee response.
All you need to know about discipline and dismissal Pat Coyle
Employment Law Update with a complete synopsis of everything you need to know about discipline and dismissal, focussing on the grounds for dismissal, handling a disciplinary matter, suspension, investigation, disciplinary sanctions and the overlap of discipline and grievance
Eighteen months on from its introduction, the Labor Government’s Fair Work Act continues to create challenges for SME employers, many of whom are still struggling to understand the implication of new National Employment Standards, the new Modern Awards regime and changes to rules around redundancy provisions, unfair dismissal and bargaining.
In this presentation, industrial relations lawyer Patricia Ryan will look at the key areas that SMEs are still coming to grips with, and provide advice on in range of areas.
Coffin Mew Solicitors take a look at:
Performance management during employment – Susy Perry
Disciplining and dismissing under performers – Holly Cudbill
What’s on the horizon – Tabytha Cunningham
The document discusses employee rights and responsibilities in the workplace. It covers statutory and contractual rights, employment contracts, non-compete agreements, employment-at-will, exceptions to at-will employment, alternative dispute resolution methods, individual employee rights regarding free speech, privacy, and personal behavior, balancing employer security and drug testing policies, HR policies and procedures, employee discipline processes, and separation agreements.
The document discusses employee rights and responsibilities in the workplace. It covers statutory and contractual rights, employment contracts, non-compete agreements, employment-at-will, exceptions to at-will employment, alternative dispute resolution methods, individual employee rights regarding free speech, privacy, and personal behavior, balancing employer security and drug testing with employee rights, HR policies and procedures, employee discipline processes, and separation agreements.
The document outlines various factors in the business environment including political, legal, social, technological, and competitive forces. It discusses analyzing the environment using tools like PEST and Porter's five forces model. Various legislation protecting employment, data, health and safety, and consumers are also covered.
Staples Rodway's Taranaki HR team explains the importance of getting each part of the people puzzle right.
- Recruitment Process
- Employment Agreements and Contracts
- Performance Management and Disciplinary
- Restructuring and Change Management
- Employment Legislation in New Zeland
The document provides an overview of a presentation on legally protecting trade secrets, customers, and employees. It discusses Florida laws on restrictive covenants, outlines five types of covenants, and explains how to draft enforceable agreements. It emphasizes having a plan to consistently enforce agreements through cease and desist letters and litigation if needed. The presentation aims to help businesses understand how to effectively protect their legitimate business interests through restrictive covenants and trade secret law.
Disciplinary actions aim to ensure employees follow organizational rules and procedures. They can take verbal warnings, written warnings, suspensions, demotions, pay cuts, or dismissal depending on the misconduct. Minor infractions like attendance issues cause little harm but accumulate, while major infractions affect morale. Intolerable offenses seriously harm the organization. Causes of indiscipline include poor job-person fit, relationship issues, unfair evaluations, and improper working conditions. Discipline should be objective, unbiased, and communicated clearly to prevent future issues.
HR Redundancy and Restructuring by James Sinclair Taylor, Russell CookeCFG
This document summarizes redundancy and restructuring procedures for employers in the UK charity sector. It defines redundancy as dismissal due to reasons such as business or workplace closure or a reduced headcount. It outlines alternatives to redundancy like natural wastage or reducing overtime. The document also discusses varying employee contracts, identifying redundancy pools, selection criteria, consultation requirements, suitable alternative employment, entitlements, and best practices for minimizing legal risks.
2105-05-11 Protecting Your Business (PRESENTER)Gordon Simpson
The document provides an overview of key topics for businesses to consider when protecting themselves from risks posed by employees, including intellectual property, employment contracts, restrictive covenants, and social media. It discusses how businesses should identify proprietary interests to protect, draft reasonable employment terms, and respond if an employee disputes contract terms or leaves the company.
This document provides an overview of reducing absenteeism in the workplace. It discusses definitions of different types of absences, reasons for absence, costs of excessive absence, factors that influence rates in Canada, legally reducing unscheduled absences, return to work interviews, attendance bonuses, problems with absence records, and tackling absence. The document contains information to help employers understand and manage absenteeism through establishing clear policies, engaging managers, addressing underlying causes, and focusing on communication and early intervention.
Employment Law Experts Stephen Booth, Anna Ford and Lisa Qiu presented on the importance of HR decision makers understanding their obligations and responsibilities in regard to critical HR tasks and ensuring that appropriate procedures and protocols are followed in relation to performance management, feedback and managing terminations.
This presentation we will cover three of the more difficult to handle areas of employment law.
•Disciplinary procedures for dealing with conduct issues
•Grievance procedures
•Settlement discussions
Five things every growing business owner should know about employment lawBlandsLaw
- Five things every growing business owner should know about employment law -
We’re not talking about your expanding waistline (you look great). We're talking about the five essential things that you need to know about employment law – your obligations as an employer, and protection for your business – as your business grows.
A sound understanding of these essentials will minimise your risk (and cost) of non-compliance with workplace laws.
This webinar, hosted by Christine Broad, covers:
- Contracts and policies – the different types of employment contracts and the must-have policies for any employer
- Performance management – regular review and ongoing management of performance make good business sense, and help minimise claims of bullying or unfair dismissal. Our top tips on how to do this and how the process changes as your business grows
- Termination / Unfair dismissal – how to manage termination of employment properly
- Recent case law that impacts employers around sham contracting, social media and others
Doing things correctly from the get-go means good business habits and employment procedures are in place as you expand. Upwards, not outwards ;)
For further details on BlandsLaw's 2013 series on workplace law issues, visit www.blandslaw.com.au
BlandsLaw webinar: Five things every growing business owner should know about...Jan Decomps
Five things every growing business owner should know about employment law
We’re not talking about your expanding waistline (you look great). We're talking about the five essential things that you need to know about employment law – your obligations as an employer, and protection for your business – as your business grows.
A sound understanding of these essentials will minimise your risk (and cost) of non-compliance with workplace laws.
This webinar, hosted by Christine Broad, covers:
Contracts and policies – the different types of employment contracts and the must-have policies for any employer
Performance management – regular review and ongoing management of performance make good business sense, and help minimise claims of bullying or unfair dismissal. Our top tips on how to do this and how the process changes as your business grows
Termination / Unfair dismissal – how to manage termination of employment properly
Recent case law that impacts employers around sham contracting, social media and others
Doing things correctly from the get-go means good business habits and employment procedures are in place as you expand. Upwards, not outwards ;)
For further details on BlandsLaw's 2013 series on workplace law issues, visit www.blandslaw.com.au
Similar to Blake Lapthorn Employment seminar - employee morale and motivation - 17 November 2011 (20)
The Walter Lilly case - some harsh lessons learnt - construction update semin...Blake Morgan
Richard Wade from Blake Morgan talked about The Walter Lilly case and the lessons learnt at Blake Morgan and Rund's Construction update seminar on 5 November 2014 in Southampton.
The demise of the Code for Sustainable Homes - construction update seminar - ...Blake Morgan
The document discusses changes to sustainability standards for new homes in the UK. The Code for Sustainable Homes will be abolished and replaced by new optional requirements in areas like water, access, security and space that can be applied through the planning process. Minimum energy efficiency standards will continue to tighten and aim to reach zero carbon by 2016, though some exemptions may apply. A new voluntary sustainability standard is also being developed to replace the Code.
Blake Lapthorn's London Pensions conference 19 March 2014Blake Morgan
On Wednesday 19 March 2014, Blake Lapthorn's Pensions team hosted its London Pensions conference - 'The State of Pensions'. The team were joined by Ed Tomlinson of SEI and Kevin Wesbroom of Aon Hewitt. Speakers brought delegates up to date with recent and future developments and demonstrated ways in which some of the current and future challenges can be met.
Blake Lapthorn's In-House Lawyer and Decision Makers' forum - 'Health & Safet...Blake Morgan
On Tuesday 25 February 2014, Blake Lapthorn's commercial litigation team hosted an In-House Lawyer and Decision Maker's forum in Southampton. Our speakers, John Mitchell and Nicola Hutchins, discussed the changing landscape of Health & Safety law.
Blake Lapthorn's green breakfast with the Environment BankBlake Morgan
On Wednesday 4 December, Blake Lapthorn's climate change team hosted a green brekfast ith Dr. Tom Tew, Chief Executive of the Environment Bank. Tom talked about the role of bio-diversity off setting.
Blake Lapthorn green breakfast with BRE globalBlake Morgan
On Tuesday 3 December, Blake Lapthorn's climate change team hosted a green breakfast seminar. Guest speaker Chris Cousins of BRE Global, talked about sustainable building for a Green future.
Blake Lapthorn green breakfast with Dr. Barbara Hammond of the Osney Lock Hyd...Blake Morgan
On Wednesday 20 November 2013, Blake Lapthorn's climate change team hosted a green breakfast seminar. Guest Speaker Dr. Barbara Hammond, talked about the high profile and long awaited, first community owned micro hydro scheme on the upper Thames.
Blake Lapthorn green breakfast with The Green Blue - 19 November 2013Blake Morgan
On Wednesday 19 November 2013, Blake Lapthorn's Climate Change team hosted a green breakfast seminar titled 'Influencing change in the UK leisure marine sector', with guest speakers Jane Swan and Dan Reading of The Green Blue.
Blake Lapthorn's green breakfast with guest speaker Keeran Jugdoyal, Faithful...Blake Morgan
On Wednesday 13 November 2013, Blake Lapthorn's climate change team hosted a green breakfast seminar. Guest speaker Keeran Jugdoyal, Mechanical Engineering Manager at Faithful+Gould, talked about the lessons his company has learnt about the end use of sustainable buildings.
Blake Lapthorn green breakfast with URS GlobalBlake Morgan
This document outlines the key concepts and process for establishing payments for ecosystem services (PES) schemes. It defines ecosystem services and PES, and describes the five main steps to set up a PES scheme: 1) identify the ecosystem service and buyers/sellers, 2) establish scheme principles, 3) negotiate and implement agreements, 4) monitor implementation, and 5) consider opportunities for multiple benefits. Examples of existing PES schemes are provided, such as those in Costa Rica, Mexico, and the UK, covering services like water quality, habitat protection, and carbon sequestration.
Blake Lapthorn green breakfast with Seacourt Printing Ltd - 16 October 2013Blake Morgan
On Wednesday 16 October 2013, Blake Lapthorn's Climate Change team hosted a green breakfast seminar. Guest speaker Gareth Dinnage, Managing Director of Seacourt Printing, talked about his companies move from being a standard 'dirty' printer to the first closed loop, Zero Waste, printing company in the world.
Blake Lapthorn green breakfast with Rapanui - 18 September 2013Blake Morgan
On wednesday 18 September 2013 Blake Lapthorn's Climate Change team hosted a green breakfast seminar titled Eco-fashion for the green consumer, with guest speaker Mart Drake-Knight of Rapanui.
Blake Lapthorn's In-House Lawyer and Decision Makers' forumBlake Morgan
Blake Lapthorn's Litigation Dispute Resolution and Employment teams joined up to present a forum on social media and confidentiality on 17 September 2013, at Blake Lapthorn's Oxford office.
Blake Lapthorn Academies conference, Southampton - 18 June 2013Blake Morgan
Blake Lapthorn's Education team hosted a summer conference for Academy schools and those looking to convert to academy status. The conference provided guidance and advice with the guest speaker being Zenna Atkins, former head of Ofsted.
Blake Lapthorn green breakfast with Mike Putnam, Skanska UK - 8 May 2013Blake Morgan
On Wednesday 8 May 2013 Blake Lapthorn's Climate Change team hosted a green breakfast seminar. Guest speaker Mike Putnam, President and CEO of Skanska UK, talked about his companies 'Journey to Deep Green'.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
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. 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. 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. Sources not covered today
disciplinary action
redundancy
termination of a fixed-term
collective grievances
7. Variations
bullying and harassment policy
safeguarding policy
appeals against various decisions e.g. grading
equal opportunities policy
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. 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. 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. 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
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. WA Goold (Pearmak) Ltd v McConnell [1995] IRLR
516 (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. 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. General Principles
respond promptly
take grievances seriously
do not escalate unnecessarily
be sensitive
respect confidentiality
allow an appeal process
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. 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. 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. Linfood Cash and Carry Ltd v Thomson [1989] IRLR
235
consider credibility and weight of evidence
interview by manager conducting the hearing
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. 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. Investigatory meetings
no right to be accompanied (Skiggs v SWT [2003])
unbiased investigator
avoid witch hunts
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
30. Bonus
motivator
can be tailored to support cultural or behavioural
change
can be linked to productivity or profit
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. 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. 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
35. Flexible hours - pitfalls
administration
workflow, continuity and cover
tight written rules
can be inappropriate for very senior or very junior
roles
38. Enhanced holiday entitlement
event driven special days e.g.
– birthday
– celebration
– local community event
– weather and travel conditions
– sporting events
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
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. Salary sacrifice schemes
direct financial gain for employee
pitfalls
– regulatory changes
– finance team needs to be on the ball
– administration costs
– complex to explain