1. 26th March 2019

2. Customers benefiting from Outsourcing

3. About Wurkplace

4. Retainer Packages

5. Retainer Packages

6. Retainer Packages

7. Retainer Packages

8. Getting HR Right; A practical Guide
Rachel Hughes
In-House Legal
26th March 2019

9. Agenda Procedures The Importance of Supervision and Appraisals
The basics: Contracts of Employment and Policies and
Procedures
The Importance of Supervision and Appraisals
Managing Grievances in the Workplace

10. Contract of Employment and HR Policies
Contract of Employment and HR Policies

11.
Employment Contract
A contract of employment is an agreement between an employer and employee and is the basis of the employment relationship Governed by statutory requirements - Section 1 of Employment Rights Act 1998 Statement of terms and conditions To be issued from the first day of employment – from 2020 – currently within 2 months
The government has recently issued

12. Policies and Procedures
Policies and Procedures
Usually contained within the Employee Handbook The Employee Handbook contains the workplace policies and procedures which govern the employees’ relationship with their employer For Fairness and Transparency Develops visual rules and procedures Sets out standards of behaviour expected Use as a reference guide to manage employees
Fair and transparent application of all people processes will help to achieve a positive relationship/way of working
with your staff
To ensure people processes are:
Fully understood by you and your teams
Applied fairly and consistently at all times
This is important to ensure business performance is maintained and your employees are engaged in their roles
you can reference it when required and
guide your teams
As a manager:
You need to ensure:
You are treating all of your colleagues fairly and consistently
Your team are treating each other fairly
You are setting the standard for acceptable behaviour in your team and your Company (lead by example)

13. Managing Grievances in the Workplace
Managing Grievances in the Workplace

14. Managing Grievances in the Workplace
Managing Grievances in the Workplace
All employers must have a written grievance procedure which complies with certain minimum standards.
The employer has an implied contractual duty to "reasonably and promptly afford a reasonable opportunity to its employees to obtain redress of any grievance"
Failure to deal with a grievance properly could lead to a breach of the contract which could lead to a constructive dismissal claim

15. Grievance Process Route colleague may take if not
Grievance Process
Incident
Informal
Complaint
Investigation
Informal
Resolution
Route colleague may take if not
dealt with properly at informal level
Formal
Grievance
Appeal Stages
Process in a nutshell- the process will be broken and examined in more detail –
Informal
If an employee wishes to have a grievance dealt with informally it is suggested that it is raised verbally with line manager
If unable to raise with line manager (may involve LM) then an employee should raise it with more senior manager
Every effort will be made to resolve at this stage
If it is not possible to resolve a grievance informally employees should raise the matter formally and without unreasonable delay with a manager who is not the subject of the grievance.
A formal grievance is a complaint made in writing which sets out the nature of the grievance. This will instigate the Company’s Grievance Procedure which has 3 clear stages
The middle arrow illustrates the stages that are usually missed out because of a Manager failing to take complaint seriously which leads to increased time and cost of dealing with these grievances when they could have been resolved at an earlier stage.
Outcome
Letter
Grievance
Meeting
Invite to
Grievance
meeting
Investigations

16.
Grievance Policy
The “go to” policy for any concerns problems or complaints raised by employees
Sets out how an employer is expected to deal with an employee grievance
Clarifies the process and ensures employees are aware of their rights
ACAS Code of Practice makes it imperative employers manage a grievance properly
Complaints can also be made by former employees who have recently exited the business by way of resignation or dismissal
Clarifies the process – because it is written down, both employees and employers are aware of what the expectations are in dealing with a grievance. Not only that, if a case ended in Tribunal then a Tribunal would look at whether or not an employer followed the ACAS code of practice when dealing with a grievance; if not, then the compensation awarded to an employee for an unfair dismissal/constructive dismissal case may be increased by up to 25%.
Could be – up to 12 months earnings, plus 25%
What type of complaints have you seen?
Holidays
Hours
Pay
Behaviour
Discrimination
Bullying

17.
ACAS Code of Practice
Non-statutory guidance taken into account in claims for unfair dismissal albeit contains statutory requirements
Sets out the minimum standards expected by an employer when dealing with a grievance
Guidance for employers – grievances can be complicated and a minefield at times
Tribunal claim compensation can be increased or decreased by 25%
Applies to workers as well as employees e.g. zero hours
Statutory requirement to make reference to grievance procedure in the statement of terms
ACAS Code
Right to be accompanied – Employee Relations Act 1999
Going back to the grievance process slide – sets out the minimum expectations; not only expectations but imperative for the working relationship, to maintain employees, maintain morale that any complaints raised by employees are dealt with effectively and properly; can cause much more time, money and problems if not nipped in the bud and dealt with in accordance with a proper process
- the tribunal may penalise either party for unreasonably failing to follow the Acas Code by increasing or reducing the employee's compensation by up to 25%; equally a benefit for an employer to have a grievance policy as an employee
Workers have rights as well as employees e.g. [XXXXX] right to be accompanied at a grievance meeting
As said previously, Employers have a duty under the ERA 1996 to give employees a written statement of the particulars of their employment – these terms/contract must identify the person the employee should address any grievances to. If the employer anticipates any "further steps" being taken as a result, these can either be included in the statement or set out in a separate reasonably accessible document (such as a grievance procedure in employee handbook) provided it is referred to in the written statement

18. What are the consequences of not dealing with a Grievance?
What are the consequences of not dealing with a Grievance?
Time
Absorbs large amount of management time which could
be used effectively elsewhere within the organisation
Low Morale
Culture
Unfair dismissal, constructive dismissal, discrimination
claims
Time -
Culture – disorganisation; culture of using settlement agreements to try and solve the issues

19. SUPERVISION AND APPRAISALS
SUPERVISION AND APPRAISALS

20. The Importance of Supervision and Appraisals
The Importance of Supervision and Appraisals
Ongoing performance management
Regular “check in” with employees
Aim to ensure that employees contribute positively to organisational objectives
Starts conversations
Maintains morale and productivity

21.
Supervision….
Is central to the relationship between employer and employees
Improves performance of individuals and that of the organisation
Accomplishes the organisational goals
Relationship – how can you expect to keep up to date with your staff progress, work and performance and if you don’t supervise them?
Supervision – opens up doors for communication with your employees and workers
Goals
Improves performance – if your employees understand what they are working towards, they understand the standards they are expected to work towards and by, increases confidence in themselves and their abilities to do their job properly; and therefore improves their productivity.
focuses the employees to concentrate on the organisational goals

22. Performance Management Cycle
Performance Management Cycle
Performance Management
Cycle
Set the Standard/Objectives
Develop the Skills
Review
Give Feedback
When we manage our team’s performance it is vital we use the performance management cycle fully.
Failing to complete the cycle will reduce performance standards and the ability of the team to reach the required results and potentially will demotivate and frustrate both you and your team
Let’s talk it through.
This cycle can be used at all points of managing performance – Performance Review, ongoing setting of objectives

23. What are the advantages of regular supervision and appraisals?
What are the advantages of regular supervision and appraisals?
Setting the standard and objectives
Give feedback – constructive
Opportunity to share organisational plans and objectives
Boost morale
Encourage retention within your organisation

24. Barriers to supervision and appraisals
Barriers to supervision and appraisals
Time constraints Absence of procedures Personality / conflict

26. Absence of supervision or appraisals
Absence of supervision or appraisals
Unacceptable performance Behaviours inconsistent to the organisational culture Confusing for both employees and managers Formal performance management processes can be time consuming
No supervision or appraisals = unclear for both the employee and managers what the expectations for the employee’s job were and are; lead to confusion when trying to performance manage the employees
Disciplinary process – need evidence to demonstrate the processes followed ; appraisals serve as consistent and fair evidence for both the orgabisation and employees

27. Consequences of getting it wrong
Consequences of getting it wrong
Low morale Risk of grievance through poor management practice Performance punishment Lack of focus on business objectives – danger of focussing on the wrong things

28. Regular supervision and appraisals can serve to:-
Summary
Instigating regular supervision and appraisals is key to the success of any organisation
All employees should and want to receive regular constructive feedback in how they are performing in their role
Regular supervision and appraisals can serve to:-
√ Setting clear and robust objectives
√ Creating Performance Improvement Processes
√ Leadership Development

29. Where Can You Obtain HR Support
The National Council for Voluntary Organisations (NCVO)
Cheshire West Voluntary Action (CWVA)

30.
Questions

31. Special offer

32. Retainer offer

33. thank you... ...questions please