Employee Relations 9/14/2014

TOPICS TO BE COVERED
• Definition of ER • Skills Needed for ER
• Role of ER • Ways to Build
• Objectives of ER Successful Manager-
• Elements of an Employee Relationship
Effective ER • Developing a Positive
Program ER Program
• ER Problems • What Managers think
• ER Issues and Skills employees need & What
Employees actually
need
• Steps to Improve
workplace motivation

DEFINITION OF EMPLOYEE
RELATIONS
• Also referred to as industrial relations
• analyzes the relationship of employees
with their supervisors and with each
DEFINITION OF other.
EMPLOYEE RELATIONS
SIR ANDRIE M. ESTRADA

DEFINITION OF EMPLOYEE DEFINITION OF EMPLOYEE

RELATIONS
• FUNCTION
• encompasses programs and communication
channels that enforce corporate rules and culture,
as well as resolve issues around various workplace
issues
• e.g. employee relations helps develop policies
around job screening, recruitment, compensation,
mentoring and termination
RELATIONS
• TYPES
• Different Codes of Conduct
• Workplace behavior - addresses issues related to
employee attendance, alcohol and drug abuse, profane
language and disputes.
• Employee conduct - investigates disciplinary issues
such as theft and insubordination.
• Adjusting workplace settings
• Accommodations for religious practices or disabilities
• Dress code and appearance
• Sexual harassment and discrimination

Trends and Issues in Industrial Psychology

(PSYC 3123) 1
Employee Relations 9/14/2014

DEFINITION OF EMPLOYEE DEFINITION OF EMPLOYEE

RELATIONS
• SKILLS
• Excellent communication skills
• Strong problem solvers
• Project managers and planners
• Ability to anticipate issues before they happen
• Negotiate and comprise on various issues
• Recommend innovative solutions
• Make decisions quickly
RELATIONS
• BENEFITS
• Organizations are able to maintain healthy
employer-employee relationships
• Conflict management allows managers to enact
and enforce formal disciplinary procedures and
increase worker loyalty
• Recognizing and preventing workplace problems
ahead of time
• Recognizing interests and well-being of employees

ROLE OF EMPLOYEE RELATIONS

“Employees are the most important

resource”
ROLE OF EMPLOYEE • All people in the organization, from the
RELATION top management up to the rank-and-file
staffs, collectively build a body of
knowledge about how to successfully
operate the organization

ROLE OF EMPLOYEE RELATIONS ROLE OF EMPLOYEE RELATIONS

• Building Skills • Emotional Support
• nurturing the relationships with the employees, • build close personal ties
we increase the chance that they will stay with the • employees can even be present for the
company long enough for these skills to develop management emotionally when they are
• Building Loyalty experiencing difficulties that have nothing to do
• less likely to steal from the organization / be with the business
dishonest in less overt ways • Customer Relations
• Treat employees well so they are committed to the • Good employee relations can lead to good
company and they are more likely to stick to the customer relations
organization in tough situations

Trends and Issues in Industrial Psychology

(PSYC 3123) 2
Employee Relations 9/14/2014

OBJECTIVES OF EMPLOYEE
RELATIONS
• Clarity
• When employees understand what management expects
and how to work within the structure of the company
• Employee Retention
OBJECTIVE OF EMPLOYEE • Focus on employee relations creates a corporate culture,
and corporate policies that focus on these relation
• Legal Issues
RELATIONS • to create a legal framework that protects the company and
employees while creating a productive workplace
• Company Growth
• annual employee reviews and the ongoing development of
employees through training and managerial guidance

ELEMENTS OF AN EFFECTIVE
EMPLOYEE RELATIONS
• Employee Relations Specialist
• have expertise in all of the HR disciplines and are
ELEMENT OF AN trained to address matters that potentially could
threaten the employer-employee relationship
EFFECTIVE EMPLOYEE
• Workplace Issues
RELATIONS PROGRAM • an effective employee relations program includes a
KATHLEEN N. LANDICHO
clear policy for identifying and resolving
workplace issues

ELEMENTS OF AN EFFECTIVE ELEMENTS OF AN EFFECTIVE

EMPLOYEE RELATIONS EMPLOYEE RELATIONS
• Performance Management • Employee Recognition
• can have an impact on employee satisfaction, • focuses on creating unique and original employee
morale and productivity recognition strategy
• Employee Feedback • Employee Opinion Surveys
• assess the workplace climate • most effective tool to determine workplace
• Leadership Training climate, employee morale, working conditions and
• supervisor and manager training workplace issues
• they will know how to give constructive feedback to • enable identification of workplace concerns
employees that helps them reach goals that support pertaining to performance, behavioral or
company objectives interpersonal relationship issues

Trends and Issues in Industrial Psychology

(PSYC 3123) 3
Employee Relations 9/14/2014

ELEMENTS OF AN EFFECTIVE
EMPLOYEE RELATIONS
• Dispute Resolutions
• consist of processes for resolving disputes
between employees and between managers and
employees
EMPLOYEE RELATIONS
PROBLEMS
MICHELLE Z. NATIVIDAD

EMPLOYEE RELATIONS PROBLEMS EMPLOYEE RELATIONS PROBLEMS

• Complainers
• undermine the morale of the entire working group
by constantly stirring up the latent dissatisfaction
of other employees, or by annoying those
employees who are satisfied but tired of listening
to complaints
• Feuds
• are prolonged and bitter quarrel or dispute
between individuals or groups
• Malingerers
• are people who simply don't like to work
• spend their time engaging co-workers in
conversation, thus creating two nonworking paid
employees rather than just one
• Gossip
• exists in every workplace, and within reason it
does no harm
• But it can cause havoc among employees

EMPLOYEE RELATIONS ISSUES AND

SKILLS
• Employee Engagement
• assess the levels of engagement through employee
opinion surveys, focus groups and observation
• analyze employee behavior and group interaction
EMPLOYEE RELATIONS • Workplace Investigators
ISSUES AND SKILLS • resolving issues include knowledge of labor and
employment law and able to determine the
AIKO CAMILLE N. OMIYA
appropriate application of rules and regulations
• know how to investigative techniques and possess
negotiation skills

Trends and Issues in Industrial Psychology

(PSYC 3123) 4
Employee Relations 9/14/2014

EMPLOYEE RELATIONS ISSUES AND EMPLOYEE RELATIONS ISSUES AND

SKILLS
• Performance Management
• a key factor in measuring employee productivity
and organizational success, as well as establishing
workforce goals
• the ability to draw a connection between
performance and productivity
• understanding workforce planning, goal-setting
and one-on-one counseling techniques
SKILLS
• Employee Trends
• resourcefulness, initiative and creativity are
employee relations skills that enable employers to
maintain a competitive edge among other
organization
• understand human resources best practices, the
effect of new and pending legislation on employer
obligations and how to develop strategy congruent
with organizational goals and employment trends

SKILLS NEEDED FOR EMPLOYEE

RELATIONS
• Employee Relations Duties
• providing coaching and guidance to supervisors,
conducting employee opinion surveys and
developing strategy to reduce turnover and
SKILLS NEEDED IN improve employee retention.
• consult with upper management on employment
EMPLOYEE RELATIONS trends and ways to improve employee satisfaction
through giving input on compensation and
benefits plans, as well as nonmonetary rewards
that instill motivation in workers

SKILLS NEEDED FOR EMPLOYEE

RELATIONS
WAYS IN BUILDING
• Knowledge of Employment Law
SUCCESSFUL
• Analytical & Critical-Thinking Skills MANAGER-EMPLOYEE
• Communication Skills RELATIONSHIP
REI MELAINE L. MOTARAS

Trends and Issues in Industrial Psychology

(PSYC 3123) 5
Employee Relations 9/14/2014

WAYS IN BUILDING SUCCESSFUL WAYS IN BUILDING SUCCESSFUL

MANAGER-EMPLOYEE RELATIONSHIP
• No. 1: Promote Understanding of Shared
Goals and Task Relevance
• For employees to work together effectively, they
must understand group and individual goals.
• No. 2: Ensure Adequate Knowledge and
Resources
• When employees lack knowledge, they also will
use resources inefficiently
MANAGER-EMPLOYEE RELATIONSHIP
• No. 3: Facilitate Effective Interaction
• it is impossible for individuals to achieve anything
as a group without effective interaction
• ineffective employee interactions lead to
inefficient coordination efforts
• we see every significant project requires cross-
functional and cross-disciplinary interaction and
cooperation

WAYS IN BUILDING SUCCESSFUL

MANAGER-EMPLOYEE RELATIONSHIP
• To Reap the Benefits of One, Implement All
Three
• When the three leadership/performance
management strategies–to promote
understanding, ensure knowledge and facilitate WHAT MANAGERS THINK
interaction–are in place, everyone thrives: the
individual, teams and the organization.
EMPLOYEES WANT & WHAT
• But unless all three are implemented effectively at EMPLOYEES REALLY WANT
the critical manager-employee level, the other two RANKED FROM HIGH TO LOW
NEIL JOHN G. DARILAY
are rendered virtually ineffective.

WHAT MANAGERS
WHAT EMPLOYEES
THINK EMPLOYEES
REALLY WANT
WANT
1. Good wages 1. Full appreciation of work
2. Job security performed
3. Promotion or advancement in 2. Feeling “in” on things
the company 3. Sympathetic help on personal
4. Good working conditions problems
5. Interesting work 4. Job security
6. Personal loyalty of company to
employees
5. Good wages
6. Interesting work
20 ACTION STEPS TO
7. Tactful discipline
8. Full appreciation for work
7. Promotion or advancement in
company IMPROVE WORKPLACE
MOTIVATION
performed 8. Personal loyalty of company to
9. Sympathetic help on personal employees
problems, and 9. Good working conditions, and
ANN JILLIAN P. PUCYUTAN
10. Feeling “in” on things. 10. Tactful discipline

Trends and Issues in Industrial Psychology

(PSYC 3123) 6
Employee Relations 9/14/2014

TWENTY (20) ACTION STEPS TO TWENTY (20) ACTION STEPS TO

IMPROVE WORKPLACE MOTIVATION
1. Pay appropriately for the task being done.
2. Give honest and sincere appreciation for a job well
done.
3. Give proper credit to those who generate new ideas.
4. Share as much information with them as possible.
5. Be available for helping people with their problems.
6. Drive out fear from the workplace.
7. Take full responsibility for their own errors.
8. Follow policies fairly and consistently. Not have
favorites.
IMPROVE WORKPLACE MOTIVATION
9. Not micro manage incidental things like time in a
rest room.
10. Fully reimburse any business related costs an
employee may incur such as the costs of reasonable
business travel.
11. Eliminate excessive levels of required approvals.
12. Eliminate unnecessary paperwork.
13. Provide adequate training.
14. Communicate well and often.
15. Delegate authority.
16. Communicate a credible vision.

TWENTY (20) ACTION STEPS TO

IMPROVE WORKPLACE MOTIVATION
17. Understand that their people will give them the
respect they deserve, not what they demand.
18. Deal with worker complaints in a timely manner.
19. Encourage their people to come up with ways of
increasing profits, reducing costs, streamlining the Thank you for listening 😊👂👍
operations.
20. Always smile or saying hello to people when they
pass them in the hallway or parking lot.

Trends and Issues in Industrial Psychology

(PSYC 3123) 7