1. Lena Panayiotou Director, Industrial Relations & Social Policy
The Cyprus Employers & Industrialists Federation (OEB) approach towards Direct participation and the evaluation of the extend of its implementation
Lena Panayiotou Director, Industrial Relations & Social Policy

3. What employee direct participation is: it’s involving employees by creating an environment in which they have an impact on decisions and actions that affect their jobs, supporting and facilitating thus a two-way consultation
How it is done: by giving employees responsibility and train them to utilize it, setting specific goals and then communicating the results and using the feedback to improve.

4. Benefits: Objectives: Builds on team work Supports communication
Quick problem solving
Increases flexibility
Establishes fairer evaluation
Increases employee motivation
Enhances job security
Leads to the creation of healthy work environments
Objectives:
Better utilisation of human capital
Recognition – increase productivity
Retain talent

5. Direct participation:
suggestion schemes
safety committees
equality bodies
evaluation and disciplinary bodies
ideas campaigns and
job mentoring for new hires

6. Employee representatives and Trade Unions
Tripartite and Bipartite Industrial Relations system
Direct participation of employees is complimentary to the role of Trade Unions
Trade Unions are mostly responsible for Collective Bargaining through which the broader terms and conditions of employment are agreed with the employer
Also responsible for resolving issues that may arise during the every day activities that are of such nature and importance that may hinder the smooth running of the business
Direct participation enables employees to be active and involved in more technical and task related matters. It also provides for mechanisms for the resolution of issues that do not conflict the general employment relationship as set through collective bargaining.

7. Size and demographics of companies matters: Official data (reference year 2016, published November 2017) by the Cyprus Statistical Service reveal that the extreme majority of Cypriot companies employ between 0 – 9 people (88689 or 95.3% of total number). Furthermore, 3.9% of our companies employ between 10 – 49 people (total 3668), 0.7% between 50 – 249 people (total 609) and a mere 0,1% more than 249 (total 100).

8. Good practices and the Sound Labour Relations Certification:
OEB provides continuous training and disseminates good practices to its members
Publications
Guide for the Promotion of Diversity and Equality in the Workplace For Employers
Guide for the Prevention of Sexual Harassment and Harassment in the Workplace
Disciplinary Codes
Guide on Labour Law

9. Project “Actions for reducing the gender pay gap”, co-financed by the European Social Fund.
Implemented by the Ministry of Labour, Welfare & Social Insurance
OEB designed the Gender Equality Certification Body which evaluates enterprises as regards the incorporation, or the implementation of best practices relating to equal treatment and/or equal pay principles in their working environment. The Certification body provides two kinds of certifications: one for “Equality Employer”, and one for implementing a “Good Practice relating to equal treatment and/or equal pay”.

10. Sound Labour Relations – Contemporary Businesses: The project aims to bridge the gap caused by the economic crisis’ financial and functional pressures on small and medium sized firms and the need for precise and effective implementation of the labour institutional and legislative framework governing industrial relations.
The Certification Model, part of the project, is a tool that further enhances and improves our understanding and correct implementation of national labour legislation, while integrating various proven best practices. The model focuses on the following five areas:
Implementation and promotion of healthy industrial relations
Health and Safety at Work
Labour law and human resource management
Equality in employment and the prevention of harassment and sexual harassment
Work-life balance

11. Good practices adopted:
Annual or regular meetings
Suggestion mechanisms such as suggestion boxes, procedures etc.
Information portals through setting up pf intranet systems, bulletins, notifications, announcement boards, circulars etc.
Notifying employees of potential available vacancies.
Providing statistical and other data to staff members.
Informing employees systematically of changes in labour law by assigning the task to a specific person and appointing an official respondent.
Creating a virtual or real library with information material relevant to employment such as information Guides by the Ministry of Labour and other relevant publications.

12. Creating a virtual or real library with all forms (sick leave, annual leave etc), employment handbook, procedures, health and safety plan etc.
Creating a virtual or real library with data requested by employees. This way employees can inspect the progress of a process.
Annual opinion survey. The results are presented to the staff and decisions are taken on possible measures to implement.
Providing motivation for people to submit suggestions and ideas (i.e. rewarding employees who do so).
Drafting of a clear organigram/structure of the company. This enhances transparency and clarifies hierarchy.
Drafting of job descriptions after consultation with each individual.

13. Adoption of an official complaints procedure in order to clarify hierarchy and identify possible results.
Regular consultation on health and safety matters and adoption of a work stress related procedure.
Adoption of a disciplinary code.
Draft of an employee handbook that incorporates all policies and terms of employment and is accessible to all employees
Draft of a formal non-discriminatory hiring procedure.
Adopting an evaluation system based on employee feedback.
Exit interview systems.
Adopting a Code for the Prevention of Harassment and Sexual Harassment.
Implementing training programs on equal rights, active ageing and other matters requested by employees.

14. Provision of gym subscriptions and participation in other sporting events.
Adoption of procedure for the smooth transition of women who return from maternity leave.
Support life long learning through informing employees of training opportunities and/or granting extra leave for training purposes and/or granting flexible working hours and/or granting subsidies.
Implementing flexible forms of employment and supporting telework through official policies and mechanisms.
Mentoring programs.

15. William Ford Jr., Chairman, Ford Motor Co.
"A good company delivers excellent products and services, and a great company does all that and strives to make the world a better place."
William Ford Jr., Chairman, Ford Motor Co.