13-1 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Developing Employee Relations Chapter 13.

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Copyright ©2010 Pearson Education, Inc. publishing

as Prentice Hall

DevelopingEmployeeRelations

Chapter 13

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The roles of the manager and the employee relations specialists

Developing employee communications

Facilitating effective communications

Employee recognition programs

Chapter 13 OverviewChapter 13 Overview

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Good Employee Relations—providing fair and consistent treatment to all employees

The Employee Relations SpecialistThe Employee Relations Specialist

Employee relations representatives Member of the HR department Ensures that company policies are

followed Advises supervisors and employees on

specific employee relations problems May help develop employee relations

policies

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Developing Employee CommunicationDeveloping Employee Communication

Communication—key to employee relations Need multiple channels Communication Flows:o Downward o Upwardo Laterally

Information Conveyed: Facts Feelings

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Two-way CommunicationTwo-way Communication

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Focus on specific behaviors Keep the feedback impersonal

Make is descriptive, not judgmental Give feedback appropriately

Best time is after the behavior is observed

Best place is in private Focus negative feedback on behaviors the employee can control

Communicating Useful FeedbackCommunicating Useful Feedback

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Knowledge workers Information is critical

Information Dissemination Information Dissemination ProgramsPrograms

The employee handbook Contains policies and procedures and

employee rights and responsibilities Sets the tone for employee relations Should be updated annually Some contain a disclaimer

o Is a set of guidelines, not a contract

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Other Written Communication Memos Financial Reports Newsletters Bulletin boards

Information Dissemination Information Dissemination ProgramsPrograms

Audiovisual Communication Teleconferencing

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Electronic Communication Voice mail

o Limit message capacityo Do not leave people in limboo Do not use voice to avoid talking o Be sure everyone understands the systemo Respect the caller

Facilitating Effective Facilitating Effective CommunicationCommunication

Electronic Mail (e-mail)o Contributes to information overloado Don’t use for sensitive/private messages

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Multimedia technology

Meetings Retreats “Grapevine” Cliques MBWA

Facilitating Effective Facilitating Effective CommunicationCommunication

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Employee Feedback ProgramsEmployee Feedback Programs

Source of upward communication

Employee attitude surveys Tell employees what will

happen to the data Use the data ethically Protect employee

confidentiality

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Employee Feedback ProgramsEmployee Feedback Programs

Appeals Procedure Open Door Program Speak-up Program Company hotlines Ombudsman Grievance Panel/Union Grievance procedures

Employee Assistance Programs (EAPs) Help for troubled employees Good faith attempt to support and retain

employee

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An Employee Assistance ProgramAn Employee Assistance Program

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Employee Recognition ProgramsEmployee Recognition Programs

Suggestion Systems Solicits, evaluates, and implements

employee suggestions Then rewards employees for suggestions

Recognition AwardsCelebrates outstanding contributions

By individuals or teams

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Good employee relations Fair and consistent treatment of employees

Summary and ConclusionsSummary and Conclusions

Develop employee communications Communication occurs three ways Don’t ignore upward, the most difficult

Facilitating effective communications Disseminate information when needed Solicit employee feedback

Employee recognition programs Must be sincere to have a positive effect

13-1 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Developing Employee Relations Chapter 13.

Documents

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