Reckitt BenckiserEmployment RelationsReckitt Benckiser
Employment RelationsDeborah Yates, HR Manager
Reckitt Benckiser ANZReckitt Benckiser ANZ
Commercial
Supply
Research and Development
Support Departments (HR, Finance, IS)
Commercial
Supply
Research and Development
Support Departments (HR, Finance, IS)
Types of Employment AgreementsTypes of Employment Agreements
Monthly 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
Monthly 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/Conflict Resolution Grievance 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
Grievance 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 ManagementPerformance Management Grievances 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 values teamwork achievement commitment entrepreneurship
Grievances 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 values teamwork achievement commitment entrepreneurship
Performance ManagementPerformance Management
Behavioural improvement process (weekly and monthly staff) Counselling session First Warning Final Warning Dismissal
At all stages we: clearly identify performance concerns ensure the employee has the opportunity to respond. Properly consider their response before any final decision is made.
Behavioural improvement process (weekly and monthly staff) Counselling session First Warning Final Warning Dismissal
At all stages we: clearly identify performance concerns ensure the employee has the opportunity to respond. Properly consider their response before any final decision is made.
Performance ManagementPerformance Management
Performance Development Review (only for monthly staff),
There are essentially four parts to the process: Employee Self-Assessment Manager Assessment Reviewer input/approval Face to face meeting to discuss & agree on final assessment
PDR should not be a surprise.
Performance Development Review (only for monthly staff),
There are essentially four parts to the process: Employee Self-Assessment Manager Assessment Reviewer input/approval Face to face meeting to discuss & agree on final assessment
PDR should not be a surprise.
Change ManagementChange Management
Change 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.
Change 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 ShiftIntroduction of Full Second Shift
Current 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.
Current 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???Questions???
