Improving Industrial Relations Policy Statement And Employee Management

Decrease staff turnover rates

• Identify and describe three long-term employee relations objectives for Safety Traffic Co.

– Decrease the staff turnover rates over the next 12 month period: Current staff turn over rates with traffic controllers is currently 50%.  I would look at conducting a staff survey (anonymously) to determine areas of concern and seek feedback from staff about how we can address this.  I would also implement exit interviews to find out further information from staff that is leaving and how we can prevent this in the future.

– Review staffing needs for schedulers and address high number of hours.  Review rostering arrangement to support staff to be able to achieve work-life balance and reduce stress.  Review methods for training to allow for staff to attend at own convenience such as offering online options.

HR Manager:  look at recruiting a staff member to assist with employee engagement and training to support the HR manager to achieve their objectives.

– Traffic controllers: Experience a large number of fatigue related issues due to prolonged periods of standing at traffic sites and manually handling heavy equipment.  To address this I would look at how work was conducted and look at variations in job roles. I would provide training to staff (also available on line for staff who cannot attend site based training) of how to address fatigue and also utilise safe work practices for manual handling tasks. I would also look at the times of the shifts and ensure that they are safe.

– Management: I would provide additional training for staff relating to staff management, rostering, and how to address conflict and grievances in the workplace.

Review recruitment, selection and induction procedures to attract and retain quality staff.

It has been identified that the HR manager is having problems filling positions.  I would look at the following areas: the pays and conditions of staff (do we pay in line with industry standards), methods of advertising (am I advertising in the right places)

HR Management: Further staff to support the HR manager to deliver on services.  This can include outsourcing of areas as needed such as training and development

• Analyse current employee relations performance:

There are clear gaps that need to be addressed including:

-Developing appropriate policies and procedures- currently they do not exist

-Feedback from staff

-Addressing staff turnover

-Address training issues

-Address conflict resolution and grievances

-Review rostering arrangement to address stress and fatigue issues

• Develop several employee relations strategy or policy options for each of your identified employee relations objectives.

Traffic Safety Co Industrial Relations Policy Statement

Traffic Safety Co strives to continually improve the quality of its productivity, performance and services to enable continued growth in a competitive industry. Our goal is to have open and transparent processes in all aspects of our dealings with staff, suppliers and subcontractors, encompassing all issues pertaining to industrial relations. Effective client, people and project management is based on open, honest relationships and realistic negotiations that are beneficial to both parties. Continued commercially successful projects can only occur when our stakeholders are also successful in their personal endeavours and enterprises.

Review staffing needs for schedulers

Traffic Safety Co. aspires to eliminate lost time, down time and unproductive work practices that arise through grievances or disputes pertaining to industrial relations. We encourage proactive, two-way consultation between parties, with consideration of both parties’ requirements, when faced with any issue relating to industrial relations. Traffic Safety Co is committed to:

• Ensuring compliance with state and federal industrial relations legislative instruments: Fair Work Act 2009 and the Workplace Health and Safety Act 2011.  
• Maintaining an open relationship with our employees and any elected staff members and with other interested parties as appropriate.
• Accepting that the properly held interests of our clients always prevail, and that accordingly it is the client who may, in some cases, determine actual industrial relations arrangements.
• Employment practices that ensure equal opportunity and shall not be discriminatory. Unfair discrimination and sexual harassment is prohibited in Australia by the Equal Opportunity Act 1995 and three Federal Acts; the Racial Discrimination Act 1975, the Sex Discrimination Act 1984 and the Disability Discrimination Act 1992.

Traffic Safety Co will make sure that employees and those applying for employment receive fair and equitable treatment. We are determined to provide a working environment free from discrimination or victimization in accordance with the principles espoused by the above-mentioned Acts of Parliament.

Encouraging all contractors working on their projects comply to with applicable awards and workplace arrangements, whilst recognising their right to have their own industrial relations policies and arrangements.

Traffic Safety Co will from time to time request that contractors provide evidence of compliance with relevant Industrial Relations practices.

Traffic Safety Co has two active Directors who all work in the business on a day-to-day basis, are involved in all aspects of contract negotiations at all levels and generally act as project managers for all contracts. As such, they become the first and ultimate point of contact for all issues pertaining to industrial relations. Effective communication between all stakeholders and Traffic Safety Co is a priority and is encouraged through open access to Directors via face-to-face meetings, electronic and written communications and telephone contact.

For current details of the directors, please refer to staff intranet, contact us

Traffic Safety Co will track and monitor key performance indicators relating to Industrial Relations and Worker Productivity. These KPI’s may include;

-Tender Performance

-On Time

-On Budget

-IR impacts on Tender Performance

-Worker Productivity

-Income per labour hour total

-Income per labour hour on net profit

-Average labour cost per hour

Traffic Safety Co are committed to providing an efficient work environment that provides optimum opportunities for all workers and stakeholders and will develop strategies to continuously measure and improve on productivity performance.

Right of Entry

Traffic Safety Co acknowledge the right of entry to union officials who hold valid entry permits to enter their business for specific purposes:

-To investigate a suspected breach of the Fair Work Act 2009 or a term of a fair work instrument such as a modern award or enterprise agreement and the suspected breach affects or relates to a member of the official’s union who performs works on the site and the official’s union is entitled to represent the member’s interest.

HR Manager

-To hold discussions with employees that the permit holder’s union is entitled to represent, perform work on the site and wish to participate in these discussions.

-Perform inspections and other functions under WHS laws of a state or territory

-Before entering a site, the union official must; hold a valid federal permit and provide at least 24 hours written notice of entry unless entry is under a Workplace Health and Safety (WHS) law.

Traffic Safety Co performance management and development policy provides a framework to value our staff, provides a working environment that acknowledges their contribution and builds capacity to ensure organisational effectiveness.

Performance management and development is a critical process in achieving Traffic Safety Co strategic goals. It focuses on improving performance through matching outcomes against individual, team and organisational objectives.

Performance management and development is an essential element in the creation of an organisational culture which promotes high quality performance and the individual acceptance of responsibility and

Performance management and development processes complement other management practices of providing ongoing feedback, review and development of staff.

All employees are responsible for:

• Participating in a performance management and development process consistent with this policy and their conditions of employment as outlined in their employment contract.
• Demonstrating and being accountable for their performance in relation to the implementation of organisational and workplace goals.
• Participating in ongoing review and formal performance review meetings.
• Participating in appropriate and related professional training as required.

Managers are responsible for:

• Demonstrating leadership by working with staff members to implement the performance management and development process consistent with the policy and staff members’ conditions of employment.
• Providing continuing support and feedback to staff members.
• Assisting in the identification of and participation in appropriate and related professional development as required.

The manager and staff member will identify appropriate goals for the staff member and ensure appropriate progress towards their achievement in accordance with the timeframes as outlined in relevant support and implementation documents.

The Human resources Manager will monitor the currency of this policy and will report on its effectiveness annually, or as required, to the executive.

All managers are responsible for the operation of this policy and the implementation of the procedures for the relevant staff category.

Contact – HR Manager

Area Actions Responsible Officer Date for completion Evaluation

Analysis of employee turnover 1.Review exit surveys

2.Staff feedback

3.Assess work environment

4.Research external factors Human Resources Manager 27.03.18

All actions implemented by due date

2.Feedback from all stakeholders collated and report prepared

Development of Performance Management system 1.Research legislation

2.Consult with HR specialist service

3.Consult with Senior management regarding expectations

4.Develop draft plans for approval Human Resources Team 14.03.18

Training and Development of staff 1.Conduct a training needs analysis of staff

2.Review training needs analysis and development of a 12 month training schedule for all staff and then a 12 month plan for individuals

3.Source appropriate training for staff to cater for shift workers including online training options Human Resources Team 27.04.18

• Identify relevant Safety Traffic Co. stakeholders for each option and include a description of how they will be consulted.

CEO: Consulted through meetings and presentations.  Information provided through emails and reports.  Confirm budget and agree to processes and changes

Traffic controllers

Management: through meetings and email. Review processes and procedures.  Develop an action plan to achieve objectives

Staff by division: Through meetings and presentations.  Information also provided through emails, notices and emails

Training providers: Through meetings and emails to discuss and confirm suitable training delivery

• Evaluate each option, including:

oa cost–benefit analysis and an assessment of risk (include a completed cost–benefit analysis and risk assessment plan template, provided  in the next page)

oA determination of the likelihood of risk preventing the organisation meeting its objectives and the possible consequences of such an event on organisational performance.

• Document and summarise the legislative requirements and key entities in the industrial relations system (courts, tribunals, etc.) and considerations for each option.

Legislation and regulation exist to protect the rights of people in the workplace. Employers are governed by legislation that exists to ensure that employees have their rights upheld in the workplace, and are employed in an environment that is free from harassment and discrimination. There are penalties for employers who fail to observe legislation and who breach guidelines. The following National legislation is applicable in the workplace;

Fair Work Act 2009 – This act creates a national workplace relations system that is fair to working people, flexible for business and promotes productivity and economic growth.

Legislation in the Employment and Workplace Relations Portfolio – Links to the previous Workplace Relations Act 1996, Acts and Bills amending it, and other legislation administered by the Dept of Employment and Workplace Relations

Sex Discrimination Act and the Racial Discrimination Act – These acts and others protect people from discrimination

Equal Opportunity for Women in the Workplace Act 1999 (Cth) – An Act to require certain employers to promote equal opportunity for women in employment, to establish the Equal Opportunity for Women in the Workplace Agency and the office of the Director of Equal Opportunity for Women in the Workplace.

Work Health and Safety Regulation 2011 The Work Health and Safety Regulation 2011 describe how to prevent or minimise a risk at your workplace.

Courts and Tribunals: The Industrial Relations Commission (IRC) of New South Wales is the industrial tribunal and industrial court for the state. The commission has the power to make or alter the conditions of employment of state and local government employees; resolve industrial disputes and deal with unfair dismissal and other work-related matters.  When convened as the Industrial Court, it can determine prosecutions for criminal offences or other civil matters that must be heard by a judge.

The Administrative Decisions Tribunal (ADT) reviews administrative decisions made by New South Wales government agencies, resolves discrimination and retail lease disputes, and regulates a range of professional and occupational groups.

Management

Trade Unions:  Trade or labour aim to resist through equal bargaining power the domination of employers over employees and to represent workers’ interests in the employment relationship. It is through union efforts that workers benefit from better pay and working conditions, and that they are treated with dignity and respect at work.  Unions assist employees in Collective Bargaining processes, responding to unfair work practises, employee wellbeing and safety and legislation.

Employer Bodies:  An Employer Body or Employers’ Association is a collective organization of manufacturers, retailers, or other employers of wage labour within the same sector. Employers’ organizations seek to coordinate the behaviour of their member companies during negotiations with trade unions or government bodies and determine delegation during negotiations. They may seek to challenge legislation, or petition for amendments to legislation that impacts on them collectively.

Include discussion of how your identified long-term employee relations objectives meet the needs of the organisation and how they address current employee relations issues.

Decrease the staff turnover rates over the next 12 month period: Current staff turnover rates with traffic controllers are currently 50%.  I would look at conducting a staff survey (anonymously) to determine areas of concern and seek feedback from staff about how we can address this.  I would also implement exit interviews to find out further information from staff that is leaving and how we can prevent this in the future.

Review staffing needs for schedulers and address high number of hours.  Review rostering arrangement to support staff to be able to achieve work-life balance and reduce stress.  Review methods for training to allow for staff to attend at own convenience such as offering online options.

HR Manager:  look at recruiting a staff member to assist with employee engagement and training to support the HR manager to achieve their objectives.

Traffic controllers: Experience a large number of fatigue related issues due to prolonged periods of standing at traffic sites and manually handling heavy equipment.  To address this I would look at how work was conducted and look at variations in job roles. I would provide training to staff (also available on line for staff who cannot attend site based training) of how to address fatigue and also utilise safe work practices for manual handling tasks. I would also look at the times of the shifts and ensure that they are safe.

Management: I would provide additional training for staff relating to staff management, rostering, and how to address conflict and grievances in the workplace.

Review recruitment, selection and induction procedures to attract and retain quality staff.

It has been identified that the HR manager is having problems filling positions.  I would look at the following areas: the pays and conditions of staff (do we pay in line with industry standards), methods of advertising (am I advertising in the right places)

HR Management: Further staff to support the HR manager to deliver on services.  This can include outsourcing of areas as needed such as training and developmen