Employee Relations (0)

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BSB50618  DIPLOMA OF HUMAN           RESOURCES MANAGEMENT BSB51918  DIPLOMA OF LEADERSHIP         AND MANAGEMENT Employee Relations 1 BSBWRK510 Manage employee relations


ii  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 This workbook has been designed for use in conjunction with  information and materials provided at lecture and tutorial  sessions.  Students should attend all timetabled sessions so they can  obtain all subject information. Students should read and  understand all materials provided.  Information that is available in digital form is not included in  this workbook in the interest of the environment. Publisher:    Young Rabbit Pty Ltd    (A.C.N. 003 381 182) trading as     Australian Pacific College    Ground Floor, 189 Kent Street   Sydney NSW 2000   Australia   Tel: (02) 9251 7000 Edition:   1st Edition Release date:   October 2019 Australian Pacific College License agreement with international 
copyright available upon request. Lower Ground, 189 Kent Street 
Kent St Campus (CBD)
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iii  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Contents
Unit of Competency ........................................................................................... v BSBWRK520 Manage Employee Relations ......................................................... v Grading System ................................................................................................ v
Assessment 1 .................................................................................................. vi
Assessment 2 ................................................................................................. vii
Legend ........................................................................................................... viii
1. Develop Employee and Industrial Relations Policies and Plans ...................2 1.1 Analyse strategic plans and operational plans to determine long term 
employee relations ..............................................................................................2
Activity 1.1 .............................................................................................................6
1.2 Analyse existing employee relations performance in relation to workforce 
objectives ..............................................................................................................7
Activity 1.2 .............................................................................................................8
1.3 Evaluate options in terms of cost-benefit, risk-analysis and current 
legislative requirements ......................................................................................9
Activity 1.3 ...........................................................................................................16
1.4 Work with the management team to develop industrial relations policies 
and plans ............................................................................................................17
1.5 Identify the skills and knowledge needed by management and the 
workforce to effectively implement these strategies and policies ..................21
Activity 1.4 ...........................................................................................................23 2. Implement Employee Relations Policies and Plans .................................... 24 2.1 Develop an implementation plan and a contingency plan for the employee 
relations policies and strategies .......................................................................24
Activity 2.1 ...........................................................................................................28
2.2 Make arrangements for training and development for identified needs to 
support the employee relations plan ................................................................29
2.3 Undertake associated employee relations activities to reach agreement 
on changes required by the organisational policies or implementation plan .31
Activity 2.2 ...........................................................................................................33
2.4 Ensure procedures for addressing grievances and conflict to stakeholders 
are properly documented ..................................................................................34
2.5 Communicate key issues about procedures for addressing grievances and 
conflict to stakeholders .....................................................................................35
Activity 2.3 ...........................................................................................................37
2.6 Review employee relations policies and plans to establish whether they 
are meeting their intended outcomes ...............................................................38
Activity 2.4 ...........................................................................................................41 3. Manage Negotiations to Resolve Conflict .................................................... 42 3.1 Train individuals in conflict management techniques and procedures.....42
Activity 3.1 ...........................................................................................................50


iv  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 3.2 Identify, and where possible alleviate or eliminate, sources of conflict or 
grievance according to legal requirements ......................................................51
Activity 3.2 ...........................................................................................................54
3.3 Check documentation and other information sources to clarify issues in 
disputes ..............................................................................................................55
Activity 3.3 ...........................................................................................................57
3.4 Obtain expert or specialist advice and/or refer to precedents, if required 58
3.5 Determine desired negotiation outcomes, negotiation strategy and 
negotiation timeframes .....................................................................................59
3.6 Advocate the organisation’s position in negotiation to obtain agreement 61
3.7 Document, and if necessary certify, the agreed outcomes with the 
relevant jurisdiction ...........................................................................................62
Activity 3.4 ...........................................................................................................64
3.8 Implement agreements ...............................................................................65
3.9 Take remedial action where groups or individuals fail to abide by 
agreements ........................................................................................................66
Activity 3.5 ...........................................................................................................67 Appendix 1 – References ................................................................................ 68


v  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 UNIT OF COMPETENCY
BSBWRK520 Manage Employee Relations Elements 1. Develop employee and industrial relations policies and plans 2. Implement employee relations policies and plans 3. Manage negotiations to resolve conflict For further information on the Units of Competency, please visit   www.training.gov.au, or refer to your Course Outline booklet. GRADING SYSTEM High Distinction (HD) 85% and above Distinction (D) 75-84% Credit (Cr) 65-74% Pass (P) 50-64% Not yet competent (NYC) Below 50%


vi  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 ASSESSMENT 1 Course Name BSB50618
Diploma of Human Resources Management
BSB51918
Diploma of Leadership and Management Subject/module Employee Relations 1 Assessment method Written or Oral Questions Weighting 50% Units of Competency BSBWRK510
Manage Employee Relations Instructions
1.  Assessments should be completed as per your trainer’s instructions.
2.  Assessments must be submitted by the due date to avoid a late  submission penalty. 3.  Plagiarism is copying someone else’s work and submitting it as your  own. You must write your answers in your own words and include a 
reference list. A mark of zero will be given for any assessment or part of 
an assessment that has been plagiarised. 4.  You may discuss your assessments with other students, but submitting  identical answers to other students will result in a failing grade. Your 
answers must be yours alone. 5.  Your trainer will advise whether the assessment should be digitally  uploaded or submitted in hard copy. Assessments that are digitally 
uploaded should be saved in pdf format. 6.  You must attempt all questions.
7.  You must pass all assessments in order to pass the subject.
8.  All assessments are to be completed in accordance with WHS regulatory  requirements.


vii  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 ASSESSMENT 2 Course Name BSB50618
Diploma of Human Resources Management
BSB51918
Diploma of Leadership and Management Subject/module Employee Relations 1 Assessment method Written or Oral Questions Weighting 50% Units of Competency BSBWRK510
Manage Employee Relations Instructions
1.  Assessments should be completed as per your trainer’s instructions.
2.  Assessments must be submitted by the due date to avoid a late  submission penalty. 3.  Plagiarism is copying someone else’s work and submitting it as your  own. You must write your answers in your own words and include a 
reference list. A mark of zero will be given for any assessment or part of 
an assessment that has been plagiarised. 4.  You may discuss your assessments with other students, but submitting  identical answers to other students will result in a failing grade. Your 
answers must be yours alone. 5.  Your trainer will advise whether the assessment should be digitally  uploaded or submitted in hard copy. Assessments that are digitally 
uploaded should be saved in pdf format. 6.  You must attempt all questions.
7.  You must pass all assessments in order to pass the subject.
8.  All assessments are to be completed in accordance with WHS regulatory  requirements.


viii  LEGEND
Not all ICONS are used in this workbook Investigate Go and find out some information Write Take notes and/or complete an exercise/activity in this 
workbook Read Selected extra reading Think  Take some time to think about the information and 
record your own ideas Speak and listen Talk to your peers, swap ideas or present on a topic Watch Selected viewing


1  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Objectives   f Discover how to develop employee and industrial relations policies and plans   f Know how to implement employee relations policies and plans   f Learn how to manage negotiations to resolve conflict   f Gain skills and knowledge required for this unit 


2  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 1. DEVELOP EMPLOYEE AND INDUSTRIAL  RELATIONS POLICIES AND PLANS
1.1   Analyse strategic plans and operational plans to determine long term 
employee relations  1.2   Analyse existing employee relations performance in relation to workforce     objectives 1.3   Evaluate options in terms of cost-benefit, risk-analysis and current       legislative requirements 1.4   Work with the management team to develop industrial relations policies     and plans 1.5   Identify the skills and knowledge needed by management and the 
workforce to effectively implement these strategies and policies  1.1 Analyse strategic plans and operational plans to  determine long term employee relations
Strategic Plans The key elements of strategic planning are an organisation’s:   f Vision statement – the vision outlines how the organisation wants to be; it is a  long term objective that concentrates on the future.   f Values – this is a set of beliefs that are shared amongst the shareholders  of the organisation. This is the framework and basis on what all decisions 
should be made.   f Mission – the mission defines the fundamental purpose of the organisation,  why it exists and what it does to achieve its vision.   f Strategy – the strategy itself it how the organisation intends to meet its vision  what goals are set, what policies will they use. Operational Plans An operational plan can be described as the process of defining what steps a 
company will take in order to achieve the organisational objectives.  It is also the plan that assists employees to work towards the achievement of the 
mission and vision statement. Planning in advance means that managers can identify strengths and 
weaknesses, resolve potential issues before they arise, cater to employee needs 
and requirements and take advantage of opportunities. Employee relations Employee relations encompasses all aspects of employment and workplace 
conditions and the employee / employer relationship. In respect of strategic and 
operational plans it is essential for organisations to ensure that when plans are 
made they factor in employee relations, for the advancement and wellbeing of 
the organisation’s future.


3  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Employee relations has four fundamental elements:  Employee  communication Employee  discipline Employee  rights Employee Employee  involvement Employee Employee  relations Employee communication Employee communication is the process by which information is exchanged 
between the sender and the receiver. It is the cohesive agent that holds 
organisations together.  In employee relations communication there are key 
issues related to communication in the workplace, such as:   f Communication is the fundamental process of organising   f All management should be committed to open communication   f Management should devise effective communication systems in the  workplace   f Information should be relevant to the employee    f Messages should be consistent with actions   f Cross cultural communication is contributing to a diverse workplace   f Training in communication increases effectiveness of the organisation. Within the organisation there will be three forms of communication used, these 
are:   f Verbal – in the form of informal or formal speech. Face to face  communication combines the auditory and the non-verbal.    f Non-verbal – communicating through gestures or facial expression used in  conjunction with verbal communication it can send much more information to 
the receiver than just words.   f Written – in the form of notes, memorandums, emails and letters.


4  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Employee involvement Management have the task of holding the organisation’s employee relations 
together and part of that task involves keeping control and commitment in the 
workplace. One of the strategies used to do this is employee involvement.  Managers perceive the  need for involving employees  in decision making Managers perceive the  need for involving employees in decision making Introduce new forms,  employee involvement and open  communicaion mechanisms Introduce new forms, employee involvement and open  communicaion mechanisms Greater autonomy and input  into decision making Greater autonomy and input Increased employee job  satisfaction, motivation  and commitment Increased employee job  satisfaction, motivation Improved individual and  organisational performance The Involvement-Commitment Cycle (Adapted from Bratten and Gold pg 455) Employee discipline When all avenues of communication fail managers may have to resort to 
disciplinary action. Disciplinary actions are important tools designed to help managers maintain an 
efficient and orderly work environment. If these processes are used properly, 
they will assist employees in correcting unacceptable behaviours. Failing to use disciplinary actions to correct inappropriate conduct and 
performance may lead to more serious problems for the organisation and 
management. It may also harm the morale of those employees who are working 
according to the rules and requirements of the workplace and are meeting their 
required performance standards.  The time and effort you spend to correct problems early is a good investment. 
In dealing with problems early you can avoid additional problems later, such as 
low morale, loss of productivity, high turnover of staff, and loss of respect for 
management.


5  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Employee rights Employee rights play a vital role in the protection of employees against unfair 
behaviours from management and co-workers. Protecting employee rights 
ensures that employees have confidence in management and that they will be 
fairly treated. It is important to the organisation both legally and economically, as 
they are required to adhere to employment law and risk hefty fines if they do not.  Employee satisfaction Job satisfaction is a business term that refers to a person’s contentment with 
his or her job. There are various factors that contribute to employee satisfaction, 
which may include:    f Work environment   f Employee relations   f Salary. Employers can measure employee satisfaction by undertaking surveys then 
implement measures that nurture job satisfaction amongst workers. Job satisfaction has been linked to increased work productivity and increased 
motivation which typically leads to improved performance and reduces staff 
turnover.  Human resource management professionals often measure employees’ job 
satisfaction by assessing workplace attitudes. This can take place informally 
through conversations between workers and their supervisors or with human 
resources representatives.  Many organisations administer formal surveys and then use the results to 
amend workplace policies and procedures. Some businesses work with outside 
consulting firms to analyse the results of their employee satisfaction surveys. 
They might then hold workshops or training sessions to help their employees 
determine the professional roles that suit them. 


6  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 1.1 What are the vision, values and mission of the organisation you work for?


7  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 1.2 Analyse existing employee relations  performance in relation to workforce objectives
Performance systems There are also a number of reasons why performance systems should be 
monitored and a number of ways in which employee relations performance can 
be monitored.  Managers need to identify what is going well and what needs to be improved 
within the organisation. They also need to be able to monitor and measure 
effectiveness of resources, to ensure that the organisation’s workforce 
objectives are being met. Therefore, it is important to have some systems in place to report and record 
any specific information related to the employee relations performance systems 
an organisation has in place. It would be important for managers to monitor the following:   f Workplace Health and Safety (WHS) issues such as accidents, incidents and  near misses   f Absenteeism and sickness   f Lateness   f Productivity   f Staff turnover   f Performance appraisals and reviews   f Staff training and development   f Staff satisfaction, based on surveys and feedback   f Complaints and grievances. Key Performance Indicators (KPIs) should be measured and maintained as part 
of a continuous improvement process. If a training gap or a performance gap is 
determined using KPIs or other methods, then the issues can be addressed. Performance of employees can be measured in any of the following ways:   f observation   f manager and supervisor reports   f informal meetings   f annual reviews   f discussions   f formal meetings   f performance management plans


8  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 1.2 1.  Using your workplace as the example, detail and discuss what employment  relations performance areas are monitored.


9  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 1.3 Evaluate options in terms of cost-benefit, risk- analysis and current legislative requirements
Cost-benefit Employee relations have a huge impact upon the success of a business. Good 
employee relations can help organisations avoid conflicts and minimise negative 
impact. In terms of the costs of time and money, it is an investment well spent. Investing in training is the key to providing a harmonised organisation. Training 
may include:   f Teamwork   f Diversity   f Conflict resolution. Productivity  Creating a pleasant atmosphere in the workplace can increase employee 
motivation and morale, which in turn will lead to increased production and an 
increase in profits for the organisation. Training programs can also teach staff 
how to work as teams. Employee loyalty Creating a pleasant and productive atmosphere for employees can encourage a 
loyal workforce. Workers that are loyal to the organisation are less likely to want 
to leave. Improving retention of workers will decrease costs of recruiting and 
training new staff. Low turnover of staff ensures a trained, skilled workforce. Quality When worker morale is high, their loyalty to the organisation increases, as 
does the quality of their work. The reduction in staff turnover makes for an 
experienced workforce which produces higher quality work. Fair pay It never hurts to pay an employee a fair wage for an honest day’s work. The less 
money problems they have, the less likely they are to want to get a second job or 
look for work elsewhere.  Risk analysis Assessing the risks in terms of employee relations should demonstrate an 
understanding of the industrial relations environment. Taking into consideration 
lessons learned from previous issues, the risk assessment should identify 
an employee’s ability to comply with policy guidelines towards efficiency and 
productivity. To provide accurate information and feedback to management on employee 
relations matters or to inform those persons and groups of relevant matters, it 
is good management to conduct a risk assessment once you have gathered your 
information from the feedback methods mentioned previously.


10  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Developing risk management When developing a risk management review for your employee climate or other 
human resource management activities, there are a number of considerations 
which may include:   f Likelihood – is the chance that something will happen. This can be  represented qualitatively as a word, quantitatively as a probability or 
frequency, or as both.   f Consequence – is the impact that a risk may have and is measured in  degrees of severity, should the risk occur. The risk management process involves a series of sequential steps which can be 
defined as: Establish the context Identifying risks Evaluating risks Analyse risks Treat risks The areas which are most likely to be flagged when conducting risk management 
assessment may include:   f compensation and benefits issues   f discriminatory practices   f hiring unsuitable employees   f wrongful dismissal   f promises made to employees that cannot be honoured   f policies and contracts of employment   f safe working conditions   f adequate training   f appropriate clothing and safety equipment   f adequate policies and procedures   f reputation in the community   f release of personal information   f adequate supervision   f exit interviews.


11  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Providing information There are two main ways of providing information and feedback, these are:   f via management    f directly to the relevant persons or groups. As is suggested in all the better manuals on risk management, risk, in all 
its many forms is best managed at the source; this may mean including 
management or relevant persons and groups, whatever their role in your 
organisation. It is more likely that attention will be focused on the actions 
required if somebody takes responsibility for the risk identified. The methods and design of the information format will largely depend on 
organisational preferences. The level of detailed information, feedback or advice 
should relate to the level of risk identified. Where an organisation operates similar industrial activities from several 
workplaces, they may produce a generic assessment that addresses findings. 
Circumstances may exist however, that require adapting or amending the 
information for each workplace or work activity.  Good feedback helps an individual improve their actions. Legislative requirements Under Australian law, all organisations must abide to certain legislation. Getting 
this wrong can jeopardise the organisation financially and threaten its reputation. Fair Work Act Australia introduced the new Fair Work Act on 1 July 2009. Key elements of the 
system include: A legislated safety net of ten National Employment Standards   f new modern awards   f revised enterprise bargaining arrangements   f streamlined protections dealing with workplace and industrial rights,  including:
•  protection against discrimination and unfair dismissal
•  two new organisations to regulate the system:    » Fair Work Australia    » the Fair Work Ombudsman. The Workplace Authority only has responsibility for accepting lodgements of 
workplace agreements and then assessing them against the No-Disadvantage 
Test (NDT). Agreement types Under the Fair Work Act there are three types of enterprise agreements:
1.  Single-enterprise agreements: made between a single employer and a group 


12  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 of employees. They can involve more than one employer in limited cases (e.g. 
where two or more employers are engaged in a joint venture). 2.  Multi-enterprise agreements: made between two or more employers and  groups of their employees. 3.  Greenfields agreements: single-enterprise and multi-enterprise agreements  relating to a genuine new enterprise of the employer(s) and are made before 
any employees to be covered by the agreement are employed. Greenfields 
agreements are made with one or more relevant unions. All of these are collective agreements. Unions involved in bargaining for an 
enterprise agreement may choose to be covered by the agreement. Updates 2014 A Fair Work Amendment Bill was introduced into Parliament in February 2014. 
The bill includes:   f further reforms to Greenfields agreements   f measures to provide clarity around workforce flexibility arrangements.   f measures for underpaid workers.  Repeal Day Australia’s Coalition Government had a “Repeal Day” in March 2014, during 
which a number of alterations were made to the Fair Work Act’s principles, 
including:   f changes to the requirements for suppliers to the government   f changes in obligations for tenderers in the textile, clothing and footwear  industries   f prosecutions for underpaid wages. Such changes only serve to highlight the ever changing process of legislation 
to which an organisation must comply. It is in an organisation’s best interest to 
keep up to date with any changes that the Australian Government introduces.  National Employment Standards The National Employment Standards (NES) ensure that all employees are 
protected by a strong safety net of fair minimum conditions that can’t be stripped 
away. The NES apply to all employees in the federal system regardless of 
industry, occupation or income. The NES provide employers with the flexibility and simplicity they need while 
also ensuring an employee’s key entitlements are protected. The NES include:   f maximum weekly hours of work   f request for flexible working arrangements   f parental leave and related entitlements   f annual leave   f personal/carer’s leave and compassionate leave   f community service leave   f long service leave


13  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5   f public holidays   f notice of termination and redundancy pay   f Fair Work Information Statement. Further legal requirements and codes of practice may include:   f compliance with applicable laws and regulations    f compliance with accounting policies and financial reporting practices    f compliance with financial and internal control systems    f compliance with external and internal audit functions    f compliance with identification and management of risks. WHS and 
environmental 
issues The Law: Australia The Commonwealth Constitution does not give the 
Commonwealth a general power to legislate for 
work health and safety. Hence there are ten general 
statutes for work health and safety (six state Acts, 
two territory Acts, a Commonwealth Act covering 
Commonwealth employees and employees of certain 
licensed corporations, and Commonwealth Acts 
covering the maritime, and the offshore petroleum 
and gas industries). There are also specialist statutes 
covering the mining industry in some states. Codes of practice Codes of practice are developed by all states and 
territories. Anti-
discrimination The Law: Australia COMMONWEALTH RACIAL DISCRIMINATION ACT 
(1975) The Racial Discrimination Act (RDA) is designed 
to ensure that all Australians have human rights and 
freedoms in full equality regardless of their race, 
colour, descent or national or ethnic origin, being an 
immigrant, or being a relative or associate of someone 
of a particular ethnicity. The RDA applies to everyone 
in Australia including businesses, schools, local 
governments, State, Territory and Commonwealth 
government agencies and departments. It overrides 
racially discriminatory State or Territory legislation.


14  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Discrimination – protected attributes Discrimination based on protected attributes is illegal. The grounds vary between 
States and Territories.  The following grounds summarise those across Australia:   f age   f physical features (VIC only)   f profession, trade, occupation or calling (ACT only)   f industrial/trade union activity   f political belief or activity   f transexuality, transgender and gender identity   f criminal record   f HIV/AIDS   f medical record   f defence service   f pregnancy (including potential pregnancy)   f homosexuality, sexual orientation, sexuality, lawful sexual activity   f carers’ responsibilities, family responsibilities, parental status   f disability, including physical, mental and intellectual disability, medical record   f race (including colour, nationality, descent, ethnic, ethno-religious or national  origin).   f religious belief or activity   f sex   f marital status   f breastfeeding   f spent convictions. Unacceptable workplace behaviours There are a number of behaviours that are legally unacceptable in the workplace 
and your organisation or business is responsible for ensuring they don’t occur. 
Policies and training should be in place to minimise the likelihood of these 
behaviours. Bullying The repeated less favourable treatment of a person by another or others in the 
workplace, which may be considered unreasonable and inappropriate workplace 
practice. It includes behaviour that intimidates, offends, degrades or humiliates a 
worker. Harassment Any unwelcomed action, behaviour, comment or physical contact that is 
objectionable or causes offence. Harassment is often based on discrimination. Sexual harassment Sexual Harassment is the unwelcomed, unsolicited and unreciprocated 
behaviour of a sexual nature. 


15  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Workplace violence Involves incidents where employee is physically attacked or threatened in the 
workplace. Threat Statements or behaviour where person believes they are in danger of being 
physically attacked. Physical attack Physical attack includes any direct or indirect application of force to the body of, 
or to the clothing or equipment worn by another person, where that application 
creates a risk to health and safety.


16  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 1.3 1.  Using your workplace as the example, consider what methods are used to  improve employee relations. 2.  Do you think they are cost effective? 3.  What risk factors may be involved with employee relations? 4.  For each of your answers consider what the impact will be for your  organisation.


17  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 1.4 Work with the management team to develop  industrial relations policies and plans
Policies and plans
As part of the management team your role will involve the development of 
policies and plans. To do this you must have a good understanding of the 
organisation, its strategic and operational plans and employment law. The 
following gives a guideline of what may need to be included and considered in 
the development of the policies and plans. Site, enterprise and statutory requirements
Site, enterprise and statutory requirements may include:   f award and enterprise agreements, and relevant industrial instruments   f dispute settlement procedures   f grievance mechanisms   f relevant industry codes of practice   f relevant legislation from all levels of government that affects business  operation, including: 
•  WHS and environmental issues
•  equal opportunity 
•  industrial relations and anti-discrimination
•  reporting channels and procedures. Enterprise agreements
Enterprise agreements are agreements made at an enterprise level between 
employers and employees about terms and conditions of employment. Fair Work 
Australia can assist in the process of making such agreements and also deal 
with disputes. Who can make an enterprise agreement? An enterprise agreement is made between one or more employers and: 
employees and (in the case of a Greenfield agreement) one or more relevant 
employee organisations or unions. Why make an enterprise agreement? Awards cover a whole industry or occupation and only provide a safety net of 
minimum pay rates and employment conditions. Enterprise agreements can be 
tailored to meet the needs of particular enterprises. What can an enterprise agreement include?
Enterprise agreements can include a broad range of matters such as:   f rates of pay   f employment conditions e.g. hours of work, meal breaks, overtime   f consultative mechanisms   f dispute resolution procedures   f deductions from wages for any purpose authorised by an employee.


18  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 However, they cannot include unlawful content such as discriminatory or 
objectionable terms. Single-enterprise agreements Single-enterprise agreements involve one or more employers, such as in a joint 
venture, co-operating in what is essentially a single enterprise. Such employers 
are known as single interest employers. Multi-enterprise agreements Multi-enterprise agreements involve two or more employers that are not all 
single interest employers. Greenfields agreements Greenfields agreements involve a genuinely new enterprise that one or more 
employers are establishing or propose to establish and who have not yet 
employed persons necessary for the normal conduct of the enterprise. Such 
agreements may be either a single-enterprise agreement or a multi-enterprise 
agreement. Further information on enterprise agreements can be found at the Fair Work 
Commission’s website: https://tinyurl.com/y3bm767y Continuous operation of agreements Policies and procedures will vary from organisation to organisation. Under the 
Fair Work Act 2009, agreements continue to operate after their nominal expiry 
date until they are replaced or terminated by application to Fair Work Australia. 
Through provisions in the Fair Work (Transitional Provisions and Consequential 
Amendments) Act 2009, agreements made under previous legislation continue to 
have effect as agreement-based transitional instruments. Some generic policy and procedure headings would likely include: Agreement 
principles   f Title   f Arrangement   f Application of the Agreement   f Date and period of operation   f Status of this Agreement   f Renegotiation of the Agreement   f Posting of Agreement   f Flexibility term   f Definitions   f Committees   f Dispute resolution procedures.


19  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Staffing   f Appointment   f Full-time    f Casual    f Ongoing    f Fixed-term    f Multiple appointments. Remuneration   f Salary / wages schedules   f Superannuation   f Salary packaging   f Bonuses    f Allowances and penalty rates. Hours of work   f Attendance    f Meal breaks   f Overtime   f Flexible working hours arrangement   f Shift work   f Shift rosters. Performance 
management   f Reviews   f Assessments    f Rewarding performance   f Appraisals   f Staff development    f Training assistance   f Promotion   f Unsatisfactory performance   f Counselling and first warning   f Misconduct    f Workplace rehabilitation   f Termination.


20  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Leave   f Recreation leave    f Sick leave   f Carer's leave    f Bereavement / compassionate leave   f Parental leave   f Public holidays   f Leave without pay   f Long service leave   f Special leave   f Jury service   f Trade union leave. Termination   f Notice periods   f Payment on cessation of employment   f Exemptions   f Provisions for completion of fixed-term appointments   f Redundancy.


21  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 1.5 Identify the skills and knowledge needed by  management and the workforce to effectively  implement these strategies and policies
Skills and knowledge required Management and the workforce will require certain skills and knowledge to 
effectively implement employee relations strategies and policies effectively these 
include:   f communication   f interpersonal understanding   f problem solving   f giving feedback Communication Strong communication skills are required of everyone, and especially of 
managers. The ability to effective and efficiently communicate changes, plans, 
next steps, the direction of the organisation, etc. is required to ensure that all 
employees understand where they need to head and how to get there. Effective 
communication builds trust. Interpersonal understanding Managers and the workforce must understand those around them; not just staff 
and colleagues, but their managers and the other department heads/employees. 
The ability to understand how others think and what’s important to them helps 
to ensure success in accomplishing your goals. Problem solving The workforce and managers should know how to understand a situation 
completely – they plan, they don’t react. Understanding the root cause of a 
situation is necessary in order to effective problem-solve the issue. Feedback Learning how to give constructive feedback; provide those who report to you and 
work with you with feedback on a regular basis about how they are doing, and 
identify if they have any issues or areas that they can be assisted with. Management skills The specific skills and knowledge of managers may include:   f team leadership   f influence   f providing motivation   f planning   f monitoring.


22  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Team leadership  This requires ensuring the team understands the mission, goals and objectives 
before them. A strong team leader builds effective teams that can accomplish 
the goals of the organisation and enables the team to move toward a common 
goal. Influence Effective managers can persuade others to accomplish the organisational goals; 
just telling someone what to do doesn’t work, even if they report to you. The 
most successful managers are able to influence others to move in the direction 
they need them to go.  Providing motivation Learning how to motivate those around you is an important skill for managers – 
what’s important to your staff? Not everyone is motivated by the same things and 
a good manager understands their employees and what motivates them to come 
to work each day and do a good job. Planning  The ability to effectively plan projects is important for any manager. This 
requires sharing the vision with others, getting them on board, creating plans to 
implement the vision, and ensuring timelines are met and budgets are managed. Monitoring As with all management practices, you would be well prepared if you first know 
what you are going to be looking for before it happens.  It may be advisable to bear in mind that:   f Communicating good news to employees is easy.    f Communicating employee relations policies and procedures, although they  may very well be good policies, can be difficult.    f A cautious approach is always good management.


23  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 1.4 What legislation would you need to consider in the development of industrial 
relations policies and plans?


24  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 2. IMPLEMENT EMPLOYEE RELATIONS  POLICIES AND PLANS
2.1   Develop an implementation plan and a contingency plan for the employee 
relations policies and strategies 2.2   Make arrangements for training and development for identified needs to 
support the employee relations plan 2.3   Undertake associated employee relations activities to reach agreement on 
changes required by the organisational policies or implementation plan 2.4   Ensure procedures for addressing grievances and conflict to        stakeholders  are properly   documented 2.5   Communicate key issues about procedures for addressing grievances     and conflict to stakeholders 2.6   Review employee relations policies and plans to establish whether they 
are meeting their intended outcomes  2.1 Develop an implementation plan and a  contingency plan for the employee relations  policies and strategies
Business plans An organisation will have a performance or business plan in place in order to 
define the steps a company plans on taking in order to achieve the organisational 
objectives set by management. It also forms a blueprint for the provision of 
assisting employees to work in line with, and towards, the achievement of the 
mission and vision statement. Business Plans are usually externally focused and relate to the organisation 
as a whole, what objectives it has and how it can work to continually improve 
processes and systems. Operational plans are internally focussed so that employees understand what 
the company expects from them in terms of working towards the desired 
objectives. Implementation plans An implementation plan will involve several parties or individuals. These include:   f management and senior management teams   f employee relations specialist   f employees   f legal representatives   f representatives and unions   f stakeholders.


25  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Communication Managers need to communicate the overall implementation plan to relevant 
staff members so they can work towards the achievement of the introduction of 
employee relations polices and strategies. There will always be a number of risks and constraints that can apply to the 
implementation of policies and strategies. However, staff members should 
usually be aware of any contingency plans and back up options in the unlikely 
event that a risk should present itself to the business. Planning is about looking towards what the company wants to achieve, therefore, 
implementing the plan is about determining how it is going to achieve this. It 
should focus on what is going to happen to the organisation as it moves towards 
achieving these objectives and milestones. Actions that result directly from plans should be considered as part of the 
process of implementation also. Past situations should be taken into account to 
determine what the future implications are likely to be. Some of the ways in which policies and strategies information could be given 
include:   f posters in common areas   f general staff meetings   f conferences   f informal staff discussions   f emails to staff   f annual performance review. Information of policies and strategies should be accurate, valid and sufficient. 
It should relate directly to the organisational objectives and should be easy to 
implement and follow. Trends Trends should be analysed according to the data available. It is a good 
opportunity to analyse anything relating to the planning, review performance, 
compare with competitors, and improve general company procedures. Managers should be familiar with suitable ways of collecting and keeping track 
of information that is collected to analyse these trends and understand how the 
company is progressing. Failures It is always an organisation’s intention to make change for the better; however, 
not all change is successful. Some examples of why changes fail are:   f misunderstanding what the change is and why it has to be changed   f change implemented without planning and preparation is doomed to fail   f no clarity of the organisation’s mission or vision   f lack of communication with its employees and stakeholders can cause  discontent


26  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5   f if previous change has not been successful its legacy can have an impact  upon future change   f change is not about a quick fix it’s about a long term vision for the future. Contingency planning Contingency planning and risk management play a very big part in managing a 
business. However, contingency planning is not always about doom and gloom. It 
is simply a matter of trying to identify possible risks to the business and finding a 
solution in the unlikely event that something happens. Sometimes history can also dictate the necessity for a contingency plan. For 
example, something may not have been considered a risk until after it happened. Risk management is an area that all managers need to take seriously. The 
possibility of something happening that can impact on the organisational 
objectives is a matter that needs to be considered and all options made available 
on the chance that it does. Managers can often identify and determine the possible risks but sometimes 
they may need to employ an expert in the field. Experts can include risk 
assessors, insurance assessors or someone with prior knowledge of the risk. 
Contingency planning allows for these factors to be considered in the event 
that a risk factor becomes a reality and should be flexible on the chance that a 
situation requires adapting to.  Contingency plans can include the following aspects:   f description of the possible nature of the risk   f how the risk is going to impact the organisation if it occurs   f financial implications if the risk occurs   f options for response   f cost of response options   f how the options chosen will affect team members. In organisations, the main factors that need to be considered when making plans 
and contingency plans for employee relations are causes of possible conflict, 
such as:   f ineffective or insufficiently trained staff   f unfair treatment   f unclear job roles   f poor communication   f poor work environment   f equal opportunities   f bullying and harassment   f unresolved historical issues   f increased workload on workers. Managers need to be given the authority to make decisions based on possibilities 
and other scenarios presented on the chance that a risk occurs. 


27  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Plans should be as concise as possible and should include:   f a definition of the situation that could occur   f an outline of how the organisation will continue to operate if the scenario or  situation does occur   f variable factors   f costing and suggested budgetary requirements to implement the options   f timeframes and deadlines for the options to be implemented.


28  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 2.1 Identify parties or individuals that may be involved in the implementation of 
employee relations policies and strategies and what their role may be.


29  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 2.2 Make arrangements for training and  development for identified needs to support the  employee relations plan
Training can be the key to the success of the introduction of new employee 
policies and strategies. Often among employees there will be some resistance 
to change, it is not necessarily the change that employees resist it is the impact 
that the changes may have on them personally. This is where training can help; 
it can inform employees, identify difficulties and provide solutions, enabling the 
implementation processes to run as smoothly as is possible.  Training What does the training involve? Training will mean making sure that everybody is aware of the policies and 
procedures; this may involve:    f When devising training for staff, do so with care and concern for the emotions  that can occur when discussing employee relations policy or procedural 
changes   f Face-to-face training is highly recommended rather than online or virtual  training as it evokes emotional responses which cannot be monitored online 
or virtually   f Listening to the concerns of staff and be willing to compromise if that is  possible. Not all policies and procedures are written in stone   f Establishing an open line of communication to the Human Resources (HR)  department or whomever is authorised to handle training questions   f Consulting with unions or staff representatives. Formalise the acceptance of training Upon communicating policy and procedures it is good practice to have each 
employee sign an acknowledgement of having been trained on the relevant 
information. It should be part of this acknowledgment that they also understand 
the new policy and procedure requirements and are in agreement with the 
details. Possible conflicts You should anticipate potential industrial relations conflicts and negative 
handling of the requested actions if they occur. When issues do arise respecting 
the way an employee feels paves a much better path for gaining full acceptance 
of the policies and procedures and any changes that may directly affect the 
individual. Allow employees to express their concerns but promote the positive 
attributes, particularly as they relate to employees and the how important these 
policies are to the organisation


30  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Ease of access You should ensure that all policies and procedures are easily accessed to all 
employees after the training. Ways to do this may include:   f your website    f intranet    f company newsletters    f bulletin boards    f hard and electronic copies    f a manual or document that is easily accessible.


31  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 2.3 Undertake associated employee relations  activities to reach agreement on changes required by  the organisational policies or implementation plan
Involvement practices When there is change there will always be some resistance, involving employees 
in the planning and implementation of polices can assist in alleviating concerns of 
employees. Generally employees that are better informed about their workplace 
are more likely to have higher performance. Ramsey (1996 cited in Gennard and 
Judge 2006) argued that the improved economic performance stemming from 
participation is the result of employers being able, on behalf of their employees, to 
change employees’ attitude, to increase their business awareness, to improve their 
motivation, to enhance their influence/ownership and to involve their trade unions. Ways to alleviate the concerns of employees may include:   f communication practices   f workplace meetings   f problem solving practices   f financial practices. Communication practices Briefings This form of involvement would usually be ‘cascaded’ down from management 
to the supervisors and then on to the general workforce. This method of 
communication is not without its problems often the information can become 
watered down and quickly become out of date by the time it reaches the workers. Workplace meetings  This method of communication can be effective in that it gives management at 
all levels the opportunity to communicate, then allows the opportunity to have 
questions raised and answers presented. Staff newsletters This is a good format to communicate as it is permanent record and cannot 
be watered down. However, each member of staff must be given access to 
the newsletter. An efficient way of distribution is needed, such as enclosing a 
newsletter with every employees pay slip, or posting on staff notice boards and 
encouraging employees to take the time to read it. Problem solving practices Suggestion schemes This is a formal method of allowing employees to communicate their ideas to 
management so that they can consider a wide range of areas and review work 
practices and operations.


32  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Employee attitude surveys These are used periodically to discover how employees feel about particular 
aspects of their work. Financial practices Profit-related bonus schemes This gives employees rewards for their contribution to the organisation. It works 
by linking a percentage of employees’ pay to the profits of the organisation. Deferred profit schemes This is where profits are put into trust funds to acquire shares in the organisation 
for employees. Employee shared ownership schemes This gives employees a stake in the ownership of the organisation. It gives 
the employee shareholder rights and encourages them to have a long term 
commitment to the organisation.


33  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 2.2 1.  Identify a potential policy your organisation may need to introduce. 2.  Identify training that the introduction of this policy may require. 3.  Identify possible employee opposition to the organisation’s new policy. 4.  How would you work with the employees so that agreements are reached  and the plan is implemented?


34  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 2.4 Ensure procedures for addressing grievances  and conflict to stakeholders are properly  documented
Grievances A grievance is a complaint, problem or concern that an individual may want 
to take up with their employer. Grievances usually arise when an employee 
feels that a decision or behaviour by another individual or party is unfair or 
unjust. Not all grievances are justified and management can argue that there is 
legitimate reasoning for the action or decision being taken. It is essential that all 
management have adequate training to be able to deal with grievance situations 
and have the ability to discern between legitimate and non-legitimate grievances.  The grievance procedure should be clarified as part of the induction of all 
employees. Organisations will often include grievance procedures in the 
employee handbook or display it on a notice board. The grievance procedure itself should set out clearly what an employee needs 
to do if they have a complaint, problem or concern and who they should discuss 
this with.  Documenting the process Throughout the grievance management process, accurate documentation 
and records must be prepared by the relevant parties, except when it is not 
appropriate such as when the grievance is dealt with informally. However, 
keeping a log of the informally solved grievances may become useful if the same 
employee raises a similar issue or complaint in the future. If the grievance is to be formally investigated, the grievant and the respondent 
should each be asked to document their position and the nominated supervisor 
or Executive Staff member conducting the investigation should properly 
document the proceedings. Your organisation may already have record forms for 
this purpose.  You may also need to complete other documents or records including items 
such as:    f confidentiality agreements   f investigation request   f witness statements   f actions taken documentation   f any signed or written agreements between the involved parties.


35  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 2.5 Communicate key issues about procedures for  addressing grievances and conflict to stakeholders
Dealing with grievances The grievance procedure benefits the employees and gives them an 
understanding of how their concerns may be dealt with. The purpose of the 
grievance procedure is:   f to ensure fair and consistent treatment of all employees   f to reduce inconsistencies,    f to clarify how each case will be dealt with   f to maintain good employee-employer relations   f to avoid disputes and possibility of legal action against the employer. Policy statement The policy statement defines in advance how the organisation intends to deal 
with the grievance and will include:   f the stages of proceedings   f timeframe   f representation   f the monitoring and reviewing processes. Stages These will state the typical stages of the procedure. The following is an example: Stage One – A formal grievance should be raised with your supervisor or direct 
line manager either orally or in written format, in the instance where the 
grievance is related to that individual you should raise the concern with their 
supervisor. This should be dealt within five working days.  Stage Two – If the matter is not resolved within the agreed timeframe, you may 
refer it to the next level management. You or your representative should clearly 
state your reason of complaint and on what grounds you feel it is justified. A 
meeting should take place within seven days of the request. Stage Three – If the matter is not resolved at stage 1 or 2 or within the agreed 
timeframe, you or your representative may apply in writing to the next level of 
management. A meeting will normally take place to consider the matter within 
ten days of the request being made. The decision of the divisional executive is 
the final stage and a response will be given in writing. Timeframe Employees will want their grievance settled as soon as possible and would 
consider their grievance to be high priority; however, the manager will need 
to take time to consider how to approach the grievance and may need time to 
consult or investigate the grievance.


36  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Representation Employers must ensure that they remain fair and assist employees to have 
representation, such as a union representative or an individual who can advocate 
for the employee. Often employees can find the grievance process intimidating 
and lack confidence especially if the grievance involves a member of the 
management team. The representative will often be from an internal source of 
the organisation with a good working knowledge of the organisation’s policies 
and procedures, but the representative must also be non-biased in order to 
ensure a fair resolution to the grievance. Monitoring and reviewing After the resolution of a grievance, the manager should ensure that measures 
are taken to try to prevent the same or similar grievance occurring again. 
Monitoring and reviewing both organisational practices and employee practices 
should highlight any issues arising so that managers can deal with them before 
they become employee grievances.


37  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 2.3 Outline your organisation’s grievance procedure. Explain what documentation is 
required by your organisation?


38  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 2.6 Review employee relations policies and plans to  establish whether they are meeting their intended  outcomes
When policies and plans have been implemented it is necessary to review them. 
The review and monitoring process will establish whether they are meeting their 
intended outcomes. There are various ways in which these policies and plans can 
be reviewed one of these is the use of feedback. Trial 360 degree feedback Trial 360 degree feedback provides an organisation with constructive feedback on 
how their work-based behaviour is seen by their colleagues. It serves a number 
of functions including:   f It is primarily for personal development but can be used for other purposes   f Feedback is collected from employees who are asked to complete a  questionnaire that explores how the subject of review influences their work.    f Feedback is usually collected electronically via email or the web.    f The information received in the feedback is combined into a report of charts,  graphs, tables and written comments, that are fed back to the review subject. It is called a 360 review because responses will come from people all around the 
review subject – their manager, peers and other co-workers, team members, 
even their clients and customers can all play a constructive part in providing 
them with valuable feedback on how they feel about change and the introduction 
of new policies and plans in the organisation. Ask the staff Common questions managers seek input on include:    f How engaged are the employees with their job roles?    f How satisfied are they working for the organisation under the new  conditions?   f What is the communication climate like with management?    f Do they have the right tools to do the job?   f How secure do they feel in the job? Conducting surveys There are a number of ways to conduct surveys including:   f Getting employee feedback – conducting employee surveys on working  conditions   f Conducting a full-scale employee survey is still the most recommended  method for gaining sound and measurable employee feedback.   f Professionals recommend doing surveys on a regular basis, but do not overdo  this as employees will feel intimidated and not take the purpose seriously.


39  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Conduct your employee surveys so that the right questions are asked in seeking 
the most informative answers.  Other recommendations include:   f Avoid leading questions. A leading question suggests to the employee that the  organisation may expect or desires a certain answer.   f Don’t ask double barrelled questions such as more than one topic in a single  question. The survey questions should stick to one topic about the industrial 
climate. Multiple answers are of no help in measurement.   f Avoid loaded questions. A loaded question asks the employee to rely on their  emotions more than the facts.   f Make sure that your employees can easily understand every survey question  about your industrial climate. You will know the level of detail you require first 
so replace unusual words, technical words, or jargon with simple, common 
language that is used in the workplace.   f You should only ask your employees for feedback information on the  industrial climate that they are in a sound position to know firsthand and do 
not need to speculate.   f Although it is recommended to tailor the specific questions to your industrial  relations issues, most surveys also tend to discover how connected the 
employee feels to the organisation.    f Most surveys of this nature can also address if employees have a good work- life balance, whether they are proud to work for the organisation and how 
much effort they put into their work.    f Questions on industrial climate in the workplace can also be tailored to find  out how long the employee plans to stay with the company or what their 
feelings are about health and safety issues.   f Professionals say a mix of quantitative questions — asking employees to rate  their satisfaction on a five-point scale, for instance — should be mixed with 
open-ended questions to gain a mix of anecdotal and statistical information.   f As for length, experts say a survey with between 35 and 55 questions is the  ideal length, and it should take no more than 15 to 25 minutes to complete.   f You should allow sufficient time for employees to complete the survey.   f Avoid busy or inappropriate times like holidays or free time. Anonymity If the employees are reluctant to complete open surveys or focus groups, provide 
anonymity. If employees can be assured their responses won’t lead to any 
retribution, they are much more likely to give honest answers. Online surveys Online surveys are considered the most efficient method for surveys, but you’ll 
need to make sure everyone in the organisation has access to a computer. This 
can be done by setting up a dedicated computer station in the human resources 
office or by scheduling time for workers to use a certain computer terminal.


40  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Encouragement from management  A successful push for employee engagement has to be believable. That’s why 
experts say if you really want to hear from your employees, you should have your 
senior executives encourage feedback on a regular basis or send out reminders.  Incentives While experts discourage companies from offering direct incentives to individual 
employees who participate in feedback opportunities, other methods are 
available such as offering an open style raffle or monthly prize of something 
substantial like an iPad or iPod etc. Offers of donating money per response to a charity if the surveys reach a certain 
response level is not always regarded as an ‘incentive’ as typically the ‘out’ by 
the employee is they don’t agree with the charity. The worst thing for your organisation is to go to great lengths to solicit employee 
feedback and then do nothing with it.


41  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 2.4 1.  Provide information and feedback to management on employee relations.  Provide information and advice to relevant persons and groups. 2.  You have the information. What is requested is how you provide this  information, feedback or advice to various people. 3.  As detailed above, assuming you have conducted the various methods of  obtaining feedback, conducted analysis of the information such as a Risk 
Assessment, outline now what methods your workplace uses to provide the 
information suggested? Methods chosen /  used Advantages Disadvantages 1 2 3 4


42  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 3. MANAGE NEGOTIATIONS TO RESOLVE  CONFLICT
3.1   Train individuals in conflict-management techniques and procedures 3.2   Identify, and where possible alleviate or eliminate, sources of conflict or 
grievance according to legal requirements 3.3   Check documentation and other information sources to clarify issues in     dispute 3.4   Obtain expert or specialist advice and/or refer to precedents, if required 3.5   Determine desired negotiation outcomes, negotiation strategy and       negotiation timeframes 3.6   Advocate the organisation’s position in negotiation to obtain agreement 3.7   Document, and if necessary certify, the agreed outcomes with the       relevant jurisdiction 3.1 Train individuals in conflict management  techniques and procedures
There are many ways to resolve conflicts – surrendering, running away, 
overpowering your opponent with violence, filing a lawsuit, etc. Conflict 
resolution grew out of the belief that there are better options than using violence 
or going to court. Today, conflict resolution is used in a wide range of industries 
covering an array of different situations. It is very easy to view all conflict as negative, but this is not true. We are all 
different and those differences can sometimes emerge as conflict. Viewing 
conflict in this way can help us consider the possible positive outcomes of the 
problem at hand. Conflict Wherever people live and work together there will be tensions and 
disagreements. Whilst some are relatively minor skirmishes which soon blow 
over, others become entrenched and simmer away for years. A few escalate and 
explode into serious strife. Some examples of conflict can include:   f Executives receive a 10 per cent pay increase whilst shop floor employees are  laid off.    f An employee gains permission to work from home whilst other employees  are refused.   f One department refuses to work with another due to a personality clash with  management.   f One employee is bullied by their supervisor.


43  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Conflict can also be healthy for an organisation. Conflict can sometimes 
increase motivation and competitiveness in certain situations.   f Two companies vie for the top market share.   f Several sales people work to be the top salesperson.   f Australia works towards winning the Rugby World Cup. These examples of conflict can result in greater success, whether it means a 
better product, better teamwork, better processes, lower prices, trophies, or 
medals, etc. Everyone experiences conflict – it’s how you deal with it that matters. Effective conflict resolution Conflict resolution can be obtained in many different ways, from mutual 
agreement to completely wiping out your opponent. Few of us can deny that the 
conflict of World War 2 was eventually resolved, but at what cost? If Germany had 
won the war, this would also mark the resolution to the conflict. This would imply 
that conflict resolution has no right or wrong outcome, only a subsidence of the 
conflict. Effective conflict resolution implies a satisfactory outcome to the conflict 
which satisfies all parties. Some common conflict resolution terms include:   f Mediation: a process to resolve differences, conducted by an impartial third  party   f Mediator: an impartial person who conducts a process to resolve differences   f Dispute resolution: the name given to any process aimed at resolving  differences between two parties   f Apparent conflict: a situation where the conflict is in the open   f Hidden conflict: a situation where the conflict is not in the open   f Destructive conflict: can result in heavy organisational and personal costs   f Constructive conflict: can enhance problem solving, and decision making. Conflict comes in many forms, and our process will help you in any situation. 


44  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Below, you can find a brief overview of how we are going to follow the process.   f Defuse emotions   f Set ground rules   f Set the time and place Create a  communicative  atmosphere Create a communicative    f What do I want?   f What do you want?   f What do we want? Mutual  understanding Mutual understanding   f Identify common ground   f Build positive energy and good will   f Strengthen the partnership Individual and  shared needs Individual and   f Examine root causes   f Create Fishbone diagram (for complex  issues)   f Indentify the benefits of resolution Go to the root cause   f Create criteria   f Create the shortlist   f Choose a solution   f Build a plan Create options Although we have outlined the various conflict resolution phases in a particular 
order and with a particular grouping, that doesn’t mean that you have to use all 
the phases all the time. 
Effective conflict resolution styles
As with many subjects that improve our working or personal environment, 
effective conflict resolution has five widely accepted styles and processes. We will 
concentrate during this workshop on the collaborative style. There may be some 
situations that require a different style so during this section of the workshop we 
will touch on the other four styles.  Understanding all five styles and knowing when to use them is an important part 
of successful effective conflict resolution. The five styles include:   f collaborating   f competing   f compromising   f accommodating   f avoiding.


45  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Collaborating Collaborating is both assertive and cooperative -- the complete opposite of 
avoiding. Collaborating involves an attempt to work with others to find some 
solution that fully satisfies their concerns. It means digging into an issue to 
pinpoint the underlying needs and wants of the two individuals. Collaborating 
between two persons might take the form of exploring a disagreement to learn 
from each other’s insights or trying to find a creative solution to an interpersonal 
problem. This is the approach that we will use during this workshop.  The collaborative approach encourages parties in conflict to work together to 
develop a win-win solution. This approach promotes assertiveness (rather than 
aggressiveness or passiveness). This style is appropriate when:   f The situation is not urgent.   f An important decision needs to be made   f The conflict involves a large number of people   f Previous conflict resolution attempts have failed. This style is not appropriate when:   f A decision needs to be made urgently   f The matter is trivial.  Competing Competing is assertive and uncooperative -- an individual pursues his own 
concerns at the other person’s expense. This is a power-oriented mode in which 
you use whatever power seems appropriate to win your own position -- your 
ability to argue, your rank, or economic sanctions. Competing means “standing 
up for your rights,” defending a position which you believe is correct, or simply 
trying to win.  With a competitive approach, the person in conflict takes a firm stand. This style 
is often seen as aggressive because it causes the other party to feel injured or 
stepped on. This style is appropriate when:   f A decision needs to be made quickly   f An unpopular decision needs to be made.   f Someone is trying to take advantage of a situation. This style is not appropriate when:   f People are feeling sensitive about the conflict.   f The situation is not urgent.


46  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Compromising Compromising is moderate in both assertiveness and cooperativeness. 
The objective is to find some expedient, mutually acceptable solution that 
partially satisfies both parties. It falls intermediate between competing and 
accommodating. Compromising gives up more than competing but less than 
accommodating. Likewise, it addresses an issue more directly than avoiding, 
but does not explore it in as much depth as collaborating. In some situations, 
compromising might mean splitting the difference between the two positions, 
exchanging concessions, or seeking a quick middle-ground solution.  With the compromising approach, each person in the conflict gives up something 
that contributes towards the conflict resolution. This style is appropriate when:   f A decision needs to be made sooner rather than later   f Resolving the conflict is more important than having each individual “win”   f Power between people in the conflict is equal. This style is not appropriate when:   f A wide variety of important needs must be met   f The situation is extremely urgent   f One person holds more power than another. Accommodating Accommodating is unassertive and cooperative – the complete opposite of 
competing. When accommodating, the individual neglects his own concerns to 
satisfy the concerns of the other person; there is an element of self-sacrifice in 
this mode. Accommodating might take the form of selfless generosity or charity, 
obeying another person’s order when you would prefer not to, or yielding to 
another’s point of view.  This style is one of the most passive conflict resolution styles. With this style, 
one of the parties in conflict gives up what they want so that the other party 
can have what they want. In general, this style is not very effective, but it is 
appropriate in certain scenarios. This style is appropriate when:   f Maintaining the relationship is more important than winning   f The issue at hand is very important to the other person but is not important  to you. This style is not appropriate when:   f The issue is important to you   f Accommodating will not permanently solve the problem.


47  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Avoiding Avoiding is unassertive and uncooperative -- the person neither pursues his 
own concerns nor those of the other individual. Thus he does not deal with the 
conflict. Avoiding might take the form of diplomatically side stepping an issue, 
postponing an issue until a better time or simply withdrawing from a threatening 
situation.  People who use this style tend to accept decisions without question, avoid 
confrontation, and delegate difficult decisions and tasks. This is another passive 
approach that is typically not effective, but it does have its uses. This style is appropriate when:   f The issue is trivial.   f The conflict will resolve itself soon. This style is not appropriate when:   f The issue is important to you.   f The conflict will continue or get worse without attention. Creating communicative atmospheres Creating a communicative atmosphere is a very important step in the effective 
conflict resolution process. The people involved in the conflict will typically 
be negative. With emotions like anger, frustration, and disappointment being 
only a few roadblocks you will have to contend with. By establishing a positive 
communicative atmosphere, you can begin to turn that negative energy around, 
and create a powerful problem-solving force. This creates a sound foundation for 
the effective conflict resolution process to start. Defuse emotions Before beginning the effective conflict resolution process, there must be a 
willingness by both parties to resolve the conflict. This may seem a an obvious 
requirement but in some competing conflicts one party may not wish to discuss 
if there is any hint they may need to give any ground. Without buy-in from both 
sides, achieving a win-win solution is close to impossible. Once participants have agreed that they do wish to resolve the conflict, it is 
important to defuse as many negative emotions as possible. This requires you to 
allow the participants in the conflict time to vent and work through the feelings 
associated with the conflict. Key steps for the people in conflict include:   f Accept that you have negative feelings and that these feelings are normal.   f Acknowledge the feelings and their root causes. Example: “I feel very angry  that Marie never offers to make the tea.”   f Identify how you might resolve your feelings. Example: “If Marie would offer to  make the tea occasionally instead waiting for me to make it.”


48  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 This can generate ideas about what the root cause of the conflict is, and how to 
resolve it. Example: “Marie’s work may be heavier than mine. I wonder if she 
might be having some stress and anxiety regarding her time.”  Setting ground rules Ground rules provide a framework or a set of rules for people to resolve their 
conflict. Ground rules should be set at the beginning of any effective conflict 
resolution process. They can be very brief or very detailed – whatever the 
situation requires. Ground rules should be:   f Developed and agreed upon by both parties   f Positive when possible   f Fair to both parties   f Enforceable   f Adjustable   f Distributed to both parties who agree to the rules prior to the meeting taking  place. If the parties are using a mediator to help them resolve the conflict, it is 
important that the ground rules are developed by the parties and not the 
mediator. The mediator’s role is to guide and mentor, not to judge. Some 
examples of ground rules include:   f Keep interactions respectful, even when feeling frustrated or hurt. Avoiding  put-downs, name calling, interruptions, etc. This helps prevent conflict 
escalation   f Maintain emotional control, even when feeling angry. Vent or redirect  emotions to avoid yelling or other intimidating behaviour. This helps provide a 
safe environment for resolving differences   f Keep interactions on “hot topics” within a structured process. Avoiding  spontaneous discussions on such issues helps prevent unintended 
“blowups.” Using a planned negotiation or mediation helps focus and balance 
communication about especially delicate issues   f Show a willingness to understand. If others feel understood and  acknowledged, they are more likely to collaborate when problem solving. This 
requires focusing on and empathising with what is being communicated by 
others rather just waiting for a turn to respond   f Communicate honestly and openly. Holding back on what the real concerns  are will only delay or complicate the resolution of differences   f Be as objective as possible. Avoid speculation, rumours, and assumptions.  Rely on personal observations and experiences or what can be independently 
verified through a credible witness or available documentation   f Express concerns in a constructive manner. Each party describing which of  his/her needs are not being met is typically better received by others than 
accusations or demands for change   f Focus on future solutions rather than past blame. Emphasising what needs  to be changed rather than who is at fault takes less time and energy and 
increases the chances of successful change   f Look for solutions that meet everyone’s needs. Using an approach that tries 


49  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 to find common ground or shared interests is the most effective way for each 
person to get his/her own needs met. An approach that disregards a person’s 
needs is likely to cause resentment in that individual, which can lead to future 
resistance or retaliation. Participants can use the ground rules throughout the conflict resolution process 
to monitor and modify their behaviours. Ground rules give participants an 
objective, logical way of addressing personal attacks and emotional issues. An example: “David, I feel like you have cut off my last statements. We agreed at 
the beginning of this that we would listen to each other’s statements fully before 
answering.” If the conflict is being mediated, this also gives the mediator a fair way to give 
participants feedback and help them work with the conflict. Since the same 
rules are being applied to everyone, it can help the mediator maintain fairness 
and avoid bias. Choosing the time and place Thoughtful consideration of the environment in which the discussions are 
to take place are very important. The correct location enhances the parties’ 
commitment, supports quality decision-making, and can enhance the 
appearance of the mediator’s neutrality. It could be the most important decision 
made by the mediator. The environment should include physical surroundings that affect people’s 
bodily comfort levels. It also should include some less tangible elements: the 
parties’ relative levels of power, their feelings of safety, and arrangements that 
convey respect.  You should remember to bring flip charts, markers, calculators, and notepads 
for the parties. Make sure the facility has available phones, fax machines, 
laptop computers, and printers. If you feel it necessary, make tissues available. 
On-site issues relieve emotional parties of embarrassment and tension. They 
communicate a clear nonverbal message that crying is an acceptable and 
normal event that happens during this stressful time. Make sure that there is lots of time allowed. Minimise distractions if possible: 
turn cell phones off, forward office phones to voice mail and turn off computers.  If you are mediating a conflict resolution meeting, be conscious of the needs 
of both parties when scheduling the meeting. Make sure that the time chosen 
works well for both of them. Choose a location that is neutral (one that they are 
both comfortable with or that neither has visited before). Removing distractions 
will enable both parties to concentrate on the matter at hand: resolving the 
conflict.


50  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 3.1 1.  Consider a situation in your workplace were you have had to use conflict  management techniques. 2.  Explain the situation and how it came about and describe what methods of  conflict management you used and why you used the technique/techniques 
you used. 3.  Was the technique used successful? If not, could another method have been  used explain why?


51  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 3.2 Identify, and where possible alleviate or  eliminate, sources of conflict or grievance  according to legal requirements
Alleviating conflict Conflict in the work place should not always be viewed negatively, often out 
of conflict new solutions can be conceived. However conflict can become 
destructive and quickly spiral out of control. Identifying possible sources of 
conflict early can prevent them from becoming major issues. There may be signs in the organisation that difficulties are impending. These 
could include:   f Staff absence increases – some employees find it difficult to cope with stress  and may feel the need to take sick leave   f Decreased productivity – workers are less likely to be focused on their job and  more likely to make errors and do their work more slowly   f Increase in resignations – some workers may not want to be confrontational  and rather resign and move to another job   f Behavioural changes – employees may turn up for work late, become more  emotional, withdrawn or become aggressive towards other members of staff 
or management   f Increase in workplace injuries – employees under stress are more likely to  injure themselves   f Increase in complaints and grievances – staff may be approaching  management with complaints a pattern may emerge that the complaints or 
grievances may have a common factor linking them   f Bickering and backbiting – employees may bicker or form cliques   f Low morale – staff may become disenchanted or lack motivation    f Increase in employees accessing support services – staff may seek advice  or help form support services within the organisation such as counselling 
services.   f Negative feedback – employees may express their dissatisfaction with areas  within the organisation such as management, workload, decision making 
during annual appraisals or when conduction staff surveys. Part of your role as manager is to identify the above factors and investigate the 
root cause. There are some measures you can implement to alleviate or even 
eliminate these issues before they escalate. Communicate with employees If it’s an interpersonal issue between two or more parties talk with those 
involved, ensuring that the discussion remains private. Act as a mediator 
between the parties, remain unbiased and don’t take sides allowing the parties 
involved to air their issues. 


52  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Be approachable Become approachable to staff so they can come to you with their issues. Keep 
conversations confidential except in circumstances were other parties may be at 
risk of harm. However if an employee discloses that another party or themselves 
may be at risk of harm, then you must inform the individual that you intend to 
disclose the information to either a specialist or another party that may be able 
to help with the issue. Train employees Train employees in conflict resolution skills and how to communicate properly. 
The goal is that your employees know how to discuss their problems in an 
effective manner that prevents conflicts from developing. Show them how to 
communicate by using a respectful tone, choosing the right words, actively 
listening, and remaining nonthreatening towards coworkers. Teach everyone 
conflict-resolution skills and expect all employees to use them. Encourage fun Promote the benefits of humor at work. The workplace should be not only a 
challenging and creative place; it should also be a place that employees enjoy. 
Add fun to meetings when you can. Start a meeting with a funny story or joke. 
Bring fun things into the workplace. It should be stated that inappropriate or 
offensive humor is off limits. Establish expectations  Clearly state all of your expectations. People work best when they know what 
to expect at work and what is expected of them. State expectations through 
positive directives and always follow through. Employees need to know their 
responsibilities, the roles others play, and how these duties relate to each other. 
Ensure employees know the codes of conduct they are expected to abide by. Be positive Be positive and give your employees praise and feedback. Take the time to 
offer words of approval. Being positive will generate positive results. Show your 
employees that you appreciate their efforts and accomplishments. Offer insight 
into how employees can improve, and always keep your comments work related. 
People work best when they hear positive words. Encourage your employees to 
talk about the positive aspects of their job as well. Be a role model If you are seen taking a passive-aggressive approach when dealing with your 
own conflicts and issues, your employees are more likely to behave passive-
aggressively when involved in their own quarrels. Model the behavior you want 
your employees to exhibit. Establish boundaries Without boundaries, there are more likely to be workplace conflict and power 
struggles. Be professional while being empathetic and compassionate towards 
your employees. 


53  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Implement behavioral consequences for employees who are uncooperative 
– Despite all of these strategies, you could have an employee who just won’t 
change, either because they are unwilling or unable. Explain the consequences 
and follow through if the employee still remains unresponsive.  Collective disputes Often conflict and grievance can involve an employee collective often in cases of 
poor work environment or increased workload. These situations are dealt with 
through the grievance procedure, but can often lead to workplace disputes. Increasingly alternative dispute resolution is being used to deal with disputes, 
this kind of resolution process can be:   f facilitative   f advisory    f determinative. Alternative dispute resolution can help individuals and parties through the 
following methods: Conciliation  – Requests for conciliation in collective disputes often come from  the employer trade unions or representatives. Conciliation is a voluntary process 
for all parties with no commitments, only the willingness to discuss the issues. 
This is a process in which the parties, with the assistance of the conciliator, 
identify the issues in dispute, develop options, consider alternatives and 
endeavour to reach agreement. A conciliator will provide advice on the matters 
in dispute and/or options for resolution, but does not make a determination. The 
conciliator is responsible for managing the conciliation process. Mediation  – If the conciliation process is unsuccessful and no settlement can be  reached then mediation may be the answer. It is a voluntary process in which the 
parties to a dispute, with the assistance of a neutral third party (the mediator) 
identify issues, consider alternatives, develop options and endeavour to reach 
agreement. The mediator has no advisory or determinative role on the content 
or outcome of the dispute but may offer advice on the process for resolving 
the dispute. Mediation is usually conducted in private and the outcomes are 
confidential to the parties to the mediation. Arbitration  – This is a process in which the participants to a dispute present  arguments and evidence to a dispute resolution practitioner (the arbitrator) 
who makes a binding decision. Unlike in the conciliation and mediation process 
the employer does not retain control all parties before the arbitration process 
begins must agree by the arbitrator’s decision. For more information on Alternative dispute Resolution go to The National 
Advisory Council on Alternative Dispute resolution (NADRAC) website: www.nadrac.gov.au.


54  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 3.2 1.  Identify three possible sources of conflict within your workplace. 2.  Suggest ways to contain or resolve the problem. 


55  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 3.3 Check documentation and other information  sources to clarify issues in disputes
Checking documentation Management should keep up to date records regarding any complaints, 
concerns, disputes of grievances. In some cases this may be HR’s responsibility 
if it is relating to an individual’s dispute; for example in the case of an employee 
claiming discrimination. Often cases can be dealt with informally without the 
need to go into grievance procedures, however all cases should be documented Communicating with employees is one of the most important things you do in 
your job as a manager. Your written communication must be clear, accurate and 
timely. When an employee has a performance, conduct problem or dispute your 
documentation may be the tool that helps the employee or employer identify and 
clarify the issues. A secondary benefit of documentation is that is protects the 
organisation and employee from losing complaints, appeals and grievances.  Objectivity is the first step of effective communication. Effective organisational 
decisions and effective documentation are based on an objective analysis of 
factual information. Your analysis must consider all available information and be 
free of emotion and bias.  Getting the facts  Facts are the key to effective documentation. You must describe an employee’s 
conduct and / or performance objectively. Effective documentation is factual and 
specific, so that the employee, your manager and any third party will get a clear 
picture of the situation.  Record all events as soon as possible. Contemporaneous evidence carries more 
weight in a proceeding or court than a reconstruction of events from memory 
after time has passed.  In documenting the facts surrounding an incident, 
dispute or grievance, it is advisable to:   f Be factual and specific, recording what people actually say and did. Answer  the questions: 
•  What happened? – was there a specific incident that triggered the  complaint? •  When did it happen? – be specific about dates, and timings
•  Who was involved? – include all parties and individuals that were involved  or may have witnessed the incident •  How did it happen? – if it was a specific incident, or conversation what  occurred before and after the incident   f Be sure the dates, times and places your list are accurate.    f Do not use subjective thoughts, assumptions, opinions, judgments, or  conclusions. They will not stand up to scrutiny by a third party unless 
objective facts are provided to support them. Instead, describe your direct 
observations of the employee’s behaviour or record the direct observation 
of others. An excellent way to do this is to use words that describe your five 
senses: 


56  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 •  I heard...
•  I touched...
•  I smelled... 
•  I tasted...    f If there was another witness to an incident, you should attempt to get a  signed statement from that person. When another person describes an 
employee’s behaviour, you should ask questions to help the person use 
objective observations to describe what they saw, heard, felt, tasted, and 
touched.    f Always write for the benefit of a third party. Don’t assume the person reading  the documentation knows anything about the organisation or the duties 
performed in your workplace.    f In addition to witness statements, you should also collect any other reports or  records that exist (e.g., accident reports, police reports, time cards, computer 
records, etc.) that can help you explain what happened. Also, you should take 
photographs, videotape, etc. if they will help document the incident. 


57  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 3.3 Design a report form suitable for your own organisations use to check 
documentation.


58  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 3.4 Obtain expert or specialist advice and/or refer  to precedents, if required
You may not always be able to resolve workplace grievances before escalation, 
but either way you may need to contact employee relations experts to help with 
the situation. You may have had the guidance of a supervisor or manager to deal 
with the grievance but they could possibly refer you to an expert who you will 
need to contact for further advice. Specialist advice Employee relations expertise may include:   f Employment relations consultants   f Industrial relations and employment lawyers   f Industry peak bodies or chambers of commerce   f HR officers and managers. You will need to decide on the most appropriate expert with the supervision of a 
supervisor or manager. Once you have decided who can help with the situation, 
you will need to contact them, giving them details of the issue. There may be 
occasions when you seek an expert’s advice about general issues rather than 
a specific case, so you should always be prepared to communicate with such 
specialists. HR officers and managers will always be present within most 
organisations to aid in employee relations.


59  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 3.5 Determine desired negotiation outcomes,  negotiation strategy and negotiation timeframes
Negotiation Negotiation is the coming together of two parties to discuss with the view of 
concluding a jointly acceptable agreement. There are two main elements involved in negotiation these are:    f Persuasion   f Compromise. Before the negotiation process begins the parties involved need to determine 
what their desired outcome of the negotiations are. Both parties must be willing 
to communicate and should have chosen their representatives. There are five stages in the negotiation process:   f Preparation   f Presentation   f Finding common ground   f Concluding the agreement   f Documenting the agreement. Preparation During the preparation stage all information is collected to substantiate 
each parties claim. This information is used to form persuasive arguments 
and counter arguments. Part of this stage will include the identification of 
tradeable items this gives the parties something to bargain with and a basis for 
a compromise agreement. The management will weigh up the significance of 
the issues at stake for the protection and advancement of the organisation, its 
employees and economic interests. In negotiation of each party will anticipate what the other party is willing to 
bargain and what strategies they will use. Negotiators will set of aims and 
objectives of what they are trying to achieve, these must be flexible as all 
negotiation is about compromise. The negotiating teams need to consider when 
setting aims and objectives. Presentation This is the meeting stage. It initially involves giving each party a summary of its 
proposals. Then each party will substantiate their case, with supporting facts 
basically telling each other what they ideal outcome they would like to see from 
the negotiation. At the end of this stage it is unlikely that either party will have 
discovered any common ground between them, however each party will know 
what the other wants from the negotiation process.


60  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Finding common ground This stage will involve looking for commonalities between the two parties that 
could form a possible agreement. At this point parties will have open discussions 
possibly using the ‘if and then’ technique. An example may be; if you are 
prepared to meet closer on our position in regard to X then we are prepared to Y.  Using adjournments gives both parties the time to consider and re-consider 
their positions and time to review and assess progress made. Concluding the agreement When concluding the agreement all parties must first be satisfied that all the 
issues have been discussed and agreed and that both parties fully understands 
what they have agreed upon and accepted. If at any point either party is unsure 
the negotiation process must recommence. This part of the negotiation process 
should not be rushed, as once the agreement is in place it should be adhered to 
or either or both parties will lose credibility and the negotiation process will have 
been a waste of time. Documenting the agreement Once the agreement has been made it should be formalised by writing up the 
agreement. This should include:   f Who the agreement is between?   f When it was concluded?   f When it is to implement from?   f Does it cover other parties and employees?   f The contents of the agreement and any clauses   f How long the agreement is in place?   f Can the agreement be re-opened?   f How will future grievances occur regarding the same matter be settled?   f Does it replace any previous agreement? All parties and representatives should sign the agreement when they are 
satisfied that it meets all parties involved requirements. It is often difficult to put in place a timescale in negotiation proceedings as no 
one can really anticipate how long the process will take. However if times and 
date are set these should be adhered to.


61  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 3.6 Advocate the organisation’s position in  negotiation to obtain agreement
Advocate the organisation’s position When negotiating organisations need to be clear on what they are aiming to 
achieve.  The benefits of advocating the organisation’s position in negotiation include:   f It demonstrates that the organisation is being operated in an efficient and  businesslike manner   f It demonstrates uniformity and consistency in decision making and  operational procedures    f It fosters stability and continuity   f It assists in establishing accountability    f It clarifies functions and responsibilities   f It shows consistency with the values of the organisation and employment  legislation    f It internally saves time when a new problem can be handled quickly and  effectively    f It is a framework to employees for business planning.


62  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 3.7 Document, and if necessary certify, the agreed  outcomes with the relevant jurisdiction
Certify the agreed outcomes
When agreements are drawn up certifying the agreements and jurisdiction needs 
to be taken into consideration. Under the Workplace Relations Act 1996 Australian Workplace Agreements were 
introduced these were an agreement between individuals and employers that 
set out terms and conditions of the employer relationship. No dispute resolution 
process was required to introduce these agreements. AWA can no longer be 
lodged or modified however any AWA already in place still stands.
Contract differences
It is important to understand the difference between a common law contract 
of employment and a workplace agreement. Whilst a common law contract 
exists whenever you engage an employee regardless of whether it is verbal or 
written, the term workplace agreement as used in industrial law means a formal 
document which contains specific terms and which is formally lodged with an 
authority. A workplace agreement is different to a common law contract of employment in a 
number of important ways including:   f A workplace agreement is a formal written document which must by law  contain certain terms   f A workplace agreement must be formally lodged with an authority   f A workplace agreement can be inconsistent with an award so long as the  employee is not at an overall disadvantage   f Specific documents must be completed before a workplace agreement can be  lodged, and failure to do so can lead to penalties    f Specific documents must be given to the employee to read outlining their  rights at law before a workplace agreement can be lodged, and failure to do so 
can lead to penalties.  Federal industrial laws
The federal industrial laws about workplace agreements have changed a number 
of times in recent years. Before the WorkChoices laws came into effect in March 
2006, workplace agreements were called Certified Agreements (agreements 
between an employer and a group of employees) and Australian Workplace 
Agreements or AWAs (agreements between an employer and an individual 
employee).  The WorkChoices laws retained AWAs but changed Certified Agreements to 
Collective Agreements.  The Fair Work laws which came into effect in 2008 created Individual Transitional 
Employment Agreements or ITEAs (special individual agreements which could 
only be made up until the end of 2009) and in July 2009 changed Collective 
Agreements to Enterprise Agreements.  The content of enterprise agreements are covered in section 1.4 of this booklet as 


63  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 are some of the 2014 updates. Jurisdiction Under the Fair Work system, the majority of employees come under the 
federal jurisdiction. The following groups of employers (and consequently their 
employees) are covered by the national system:    f Constitutional corporations (including financial or trading corporations –  generally Pty Ltd or Ltd)   f The Commonwealth and Commonwealth authorities   f Employers who employ flight crews, maritime employees or waterside  workers   f All employers in the Australian Capital Territory and Northern Territory   f Most Victorian employers   f Private sector employers in New South Wales, Queensland, South Australia  and Tasmania   f The following groups of employers (and consequently their employees) are  generally not covered by the national system:    f State government    f Australian corporations whose main activity is not trading or financial   f Sole traders and partnerships in Western Australia. When all enterprise agreements are approved and signed by each employer 
and employee the proposed agreement must be lodged with the Fair Work 
Commission within 14 days of the agreement being made. When the commission 
is satisfied that it meets all the requirements only then can the agreement 
be implemented this is usually seven days after approval by the Fair Work 
Commission, or a later date if the agreements specifies.


64  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 3.4 What employment relations specialists does your organisation use when dealing 
with workplace grievances? 


65  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 3.8 Implement agreements
Smooth implementation Once the agreement has been approved by the fair work commission, the 
organisation must take steps to ensure that the agreement is implemented 
smoothly. Earlier in this unit we discussed implementation plans for the 
introduction of new policies and procedures. The implementation of workplace 
agreements should follow the same steps. Some of the ways in which workplace agreements could be implemented 
include: Training Posters in common areas General staff meetings Conferences Informal discussions with staff members Emails to staff During annual performance reviews


66  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 3.9 Take remedial action where groups or  individuals fail to abide by agreements
Remedial action All agreements are in place and enforceable until another is approved to replace 
the previous agreement. After the implementation of the agreement there may 
still be existing contentions amongst certain parties or individuals. Often when 
agreements are made during the negotiation process certain aspects of the 
agreement may have been concluded by the voting process, thus leaving certain 
individuals and parties that did not vote in favour, not fully behind the agreement. If an individual or group of employees contravene the new agreement they can 
be in breach of their contract and therefore may have to face disciplinary action 
or even dismissal. Each organisation will have its own procedure regarding 
disciplinary and procedures for dismissal in place. However it is important to 
note that employers must not take any adverse action against employees that 
have made a complaint or have engaged in lawful industrial activity or refused to 
participate in industrial action under the Fair Work Act 2009 Part 3-1.


67  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 Activity 3.5 Outline the procedure for certifying agreed outcomes in relation to your own 
organisation.


68  WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 APPENDIX 1 – REFERENCES
These suggested references are for further reading and do not necessarily 
represent the contents of this learners guide Books Bratten J. and Gold J. 2007 Human resource management: theory and practice 
4th (ed). Palgrave: New York Gennard J, and Judge G. 2006 Employee relations 4th( ed) CIPD:London  Websites Enterprise Agreements: http://bit.ly/2reyUbF Fair Work Act 2009: http://bit.ly/2zVOJdV Library The Fair Work Australia Library is a dedicated workplace relations and law 
library based in Melbourne. Its collection dates back to the early 1900s and 
includes:   f Commonwealth Arbitration Reports   f Law reports and industrial gazettes from all Australian jurisdictions   f Old English law reports The library has copying facilities and also houses the Sir Richard Kirby Archives 
and its associated educational displays. Location Level 8, 11 Exhibition Street, Melbourne. Public access Limited public access to the library is available, with the permission of the 
librarian, to those with an interest in workplace relations including academics, 
employee and employer associations, the law fraternity and journalists. Hours of operation   f The library is open 9.00 am to 5.00 pm Monday to Friday, excluding public  holidays. Inquiries Contact [email protected] or telephone (03) 8661 7823. AHRI Services & Tools (Australian Human Resources Institute) Document Library: The AHRI website document library is a collection of 
presentations, articles and event brochures accessible through a search engine 
to assist HR professionals keep up to date with the latest information on human 
resources.


WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT & BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT | EMPLOYEE RELATIONS 1_V1.5 MANAGEMENT    f BSB20115  Certificate II in Business   f BSB20215  Certificate II in Customer       Engagement   f BSB30115  Certificate III in Business    f BSB42015  Certificate IV in Leadership and     Management   f BSB51915  Diploma of Leadership and      Management   f BSB61015  Advanced Diploma of       Leadership and Management   f BSB42415  Certificate IV in Marketing and     Communication   f BSB52415  Diploma of Marketing and       Communication   f BSB61315  Advanced Diploma of Marketing     and Communication   f 10118NAT  Diploma of Social Media Marketing   f BSB30515  Certificate III in Business       Administration (International     Education)   f BSB41515  Certificate IV in Project       Management Practice   f BSB51415  Diploma of Project Management   f BSB61215  Advanced Diploma of Program     Management   f BSB41015  Certificate IV in Human       Resources   f BSB50615  Diploma of Human Resources     Management   f BSB60915  Advanced Diploma of       Management (HR)   f FNS40217  Certificate IV in Accounting &     Bookkeeping   f FNS50217  Diploma of Accounting   f FNS60217  Advanced Diploma of Accounting   f SIT30616  Certificate III in Hospitality   f SIT50416  Diploma of Hospitality       Management   f SIT30216  Certificate III in Travel   f SIT50116  Diploma of Travel and Tourism   Management   f 10005NAT  Certificate IV in Communicative     TESOL BSB50615 Diploma of Human Resources Management  
6 subjects  1.  Priorities and PD 2.  HR Services 3.  Workforce Planning 4.  HR Performance Management  5.  Employee Relations 1 6.  WHS and Risk Management APC also offers the following courses: ACCOUNTING BUSINESS MARKETING HOSPITALITY TOURISM MANAGEMENT  INFORMATION TECHNOLOGY PROJECT MANAGEMENT  HUMAN RESOURCES CHILDCARE For further information on APC courses please see Student Services, email [email protected] 
with your enquiry, or visit our website at www.apc.edu.au


©2019 Australian Pacific College
Head Office:
Lower Ground, 189 Kent Street 
Kent St Campus (CBD)
Sydney NSW 2000 
P (61 2) 9251 7000
F (61 2) 9251 7575
Web: www.apc.edu.au #NAME? 1864