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Reckitt Benckiser Employment Relations Deborah Yates, HR Manager

Jan 19, 2016



  • Reckitt BenckiserEmployment RelationsDeborah Yates, HR Manager

  • Reckitt Benckiser ANZCommercial Supply

    Research and Development Support Departments (HR, Finance, IS)

  • Types of Employment AgreementsMonthly staff - individual employment contracts Weekly staff

    collective agreements (two separate agreements)

    Awards (6 Awards)

    4 unions: AMWU, AWU, ETU, Miscellaneous Workers Union Merchandisers - Australian Workplace Agreements (AWAs) Contractors - contract for service not a contract of service Changes with WorkChoices

  • Grievance/Conflict ResolutionGrievance procedure aimed at resolving conflict at the lowest possible level. Procedure is similar for monthly and weekly paid staff.

    Step 1 - if comfortable speak with the person who the grievance is with.Step 2 - if this does not resolve the grievance or person is not comfortable to do this then escalated to their manager. If the employee is a union member than the union delegate would be involved.Step 3 - if still unresolved then matter would be referred to HR and if appropriate union organiser.Step 4 - if matter still unresolved may be referred to Industrial Relations Commission.Example - fitters greasing and oiling (collective), individual

  • Performance ManagementGrievances often are a result of performance management. Our strategy to avoid this is to provide constant, consistent and immediate feedback to our staff.Expectations relate directly back to our core valuesteamworkachievementcommitmententrepreneurship

  • Performance ManagementBehavioural improvement process (weekly and monthly staff)Counselling sessionFirst WarningFinal WarningDismissal At all stages we:clearly identify performance concernsensure the employee has the opportunity to respond.Properly consider their response before any final decision is made.

  • Performance ManagementPerformance Development Review (only for monthly staff), There are essentially four parts to the process:Employee Self-AssessmentManager Assessment Reviewer input/approvalFace to face meeting to discuss & agree on final assessment PDR should not be a surprise.

  • Change ManagementChange can often cause concern, distress and consequently grievances. (change map) Our strategy to avoid this is to communicate and consult with the stakeholders as early and as often as possible. Example : Introduction of full second shift - current.

  • Introduction of Full Second ShiftCurrent arrangements: single shift with a small second shift Long term employees used to and like working day shift. We communicated as soon as decision was made. At initial communication we did not have all the final detail (buy in). Encourage employees to raise concerns/fears so we can deal with them. Provide opportunities for consultation and discussion.

  • Questions???

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