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Hr Employee Relations
37 Profession Map – Our Professional Standards V2.4
CORE PROFESSIONAL
AREASINTRODUCTION
BANDS AND
TRANSITIONS
PROFESSIONAL
AREAS BEHAVIOURS
DESIGN AND
ARCHITECTURE
Band 1 Band 2 Band 3 Band 4
9.10.1 Keep accurate and
appropriate records of ER-
related events.
9.10.2 Take the lead on
investigating and resolving
employee relations issues.
9.10.3 Take the lead on
resolving complex ER issues
that create significant risk to
the organisation.
9.10.4 Ensure that grievance
and disciplinary practice is
robust and thoughtful to
avoid tribunal action where
appropriate.
Collective
negotiation and
consultation
9.11.1 Provide accurate
and timely information and
support to colleagues who are
managing conflict situations.
9.11.2 Manage and facilitate
potential conflict situations to
achieve consensus legally and
ethically.
9.11.3 Lead key negotiations
and foster constructive
working relationship with
trade unions, works councils,
employee forums and similar
bodies.
9.11.4 Design and define
the organisation’s industrial
relations strategy that secures
business performance and
employee engagement while
meeting legal requirements.
9.12.1 Provide accurate
and timely information and
support to colleagues who are
leading negotiations.
9.12.2 Lead key negotiations
with trade unions, works
councils, employee forums,
on a range of labour issues.
9.12.3 Lead key negotiations
with trade unions, works
councils, employee forums,
on a range of labour issues.
9.12.4 Lead key negotiations
with trade unions, works
councils, employee forums on
a range of business issues.
9.13.1 Look for opportunities
to overcome barriers to
change and feed back
to colleagues involved in
negotiations with unions.
9.13.2 Seek and identify ways
to overcome barriers to change
from the perspectives of both
the organisation managers and
the trade unions.
9.13.3 Challenge organisation
managers to address and
modernise the organisation’s
working practices and not to
accept the status quo.
9.13.4 Adopt an independent
stand between the organisation
and the trade union to
constructively challenge
both parties to improve and
modernise working practices.
Performance
culture
9.14.1 Support individuals
and managers to create clear,
realistic and measurable
objectives to link to
reward and performance
management approaches.
9.14.2 Train and coach
managers to manage
performance on an ongoing
basis and to have honest
and straight performance
conversations.
9.14.3 Challenge senior
leadership to adopt a
performance-driven culture
underpinned by strong
performance management
capability.
9.14.4 Challenge executive
leadership to adopt a
performance-driven culture
underpinned by a strong
performance management
capability.
9.15.1 Advise managers and
individuals on performance
management policy.
9.15.2 Coach managers
to communicate clearly to
employees on performance
and reward matters, seeking
to avoid conflict.
9.15.3 Coach senior managers
to communicate clearly to
employees on performance
and reward matters, seeking
to avoid conflict.
9.15.4 Design and advocate
non-bureaucratic performance
management processes in line
with organisational values.
Employee relations
Ensure that the individual and collective relationship between the
organisation and its employees are managed appropriately; within a clear
framework underpinned by organisation culture, practices, policies and
ultimately by relevant law.
Review this technical professional area in conjunction with the core areas.
Activities: what you need to do (in addition to core activities) (continued)
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Performance
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Employee
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Employee
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Service
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Organisation
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source: cipd.co.uk
Hr Employee Relations