Employee Relations

 What are the relevant practices on employee discipline?

There are many practices regarding employee discipline which can be used for

more effective organization. Discipline in business is a type of training in which

individuals are subject to particular regulations designed to mold behaviors. Employees

must appreciate discipline and understand the implications of errant behavior, they like

predictability in expectations and freedom in managing their work. In order to develop a

disciplined workforce in your organization, you may like to refer to the guidelines below

and implement same gradually as your organization grows:

 Develop a policy- it is very important for an organization to have a manual policy

or an employee handbook that defines the minimum expected behavior in such

various contexts (employee interactions, attendance, submission of expenses etc.)

The policy should be regularly updated, reviewed and shared with all employees.

 Consistency in disciplinary actions- there should be no discrimination in

enforcing rules and regulations.

 Types of disciplinary actions – the disciplinary action should be corrective,

rather than punitive. The objective of disciplinary action should be transformation

in employee behavior.

 Attire and dress codes- are a common struggle for businesses, particularly when

your workforce is made up of younger workers. Be clear about what is acceptable,

but make sure you aren’t violating any discrimination laws.

 Establish a clear rule for our managers- any time a manager fails to discipline

an employee in the same manner or procedure as a different employee, you set

 yourself up for legal action for unequal treatment. Hold regular manager training,

and make discipline policy review a prominent part. Pay attention to disciplinary

issues to be sure all employees are having the same experience.

 Behavior- rules are too tricky to define. They include how employees get along

with co-workers, how they treat customers, discriminatory actions, appropriate

use of language and so on.

 Mobile device- usage has become so prevalent that it’s worth nothing on its own

instead of burying it in behavior codes. Be specific about what you allow and

what is acceptable.

 Illegal behavior- such as theft, illegal drug use, intoxication, or violence, is

grounds for immediate termination, whether you use a progressive discipline

process or not.

 Decide what discipline method you will use- all discipline method are based on

the idea that there is a goal or benchmark that needs to be met, and that meeting

puts something into motion. Progressive discipline is the process where you

increase the level of severity of your discipline when an employee fails to correct

an issue. Training and performance improvement plans are less about fixating on

a problem and using the threat of termination and instead see employee as

valuable and worth investing in. Reassignments or suspensions these are often

based on associated with behavioral issues or severe conflict in which the

employee has to be removed from a situation immediately but termination isn’t

called for.
What are the mechanisms in place for resolution of employee grievances and issues? Conflict

management?

 Worker and manager awareness – all workers should be informed about the

grievance mechanism at the time they are hired, and details about how it operates

should be easily available, in employee handbooks for example. Employees must

know to whom they can turn in the event of a grievance and the support that is

available to them. Managers who will be dealing with grievances, and workplace

representatives who may become involved, should all be familiar with the

procedures and receive training in implementing them.

 Simplicity and necessity – procedures should be kept as simple as possible,

avoiding unnecessary administrative stages. Lodging a formal grievance should

be seen as a last resort, after informal methods have been exhausted. For example,

an HR manager could host an informal meeting or discussion. However, the mere

presence of an employee “suggestions box” does not constitute an adequate

alternative to a clear and direct grievance mechanism, whose operation and

findings should be clear to employees.

 Keeping it up to date - the process should be regularly reviewed and kept up to

date by referencing any new statutory guidelines, changes in contracts or

representation.

 Confidential and impartial process – the process should ensure that a complaint

is dealt with confidentially, there should also be the option of raising a grievance

first with an alternative manager, for example, a human resource (personnel)

manager. The findings of the process should be explained clearly to all parties.
 Right of appeal – an employee should have the right to appeal to a higher level of

management if he or she is not happy with the initial finding.

 Right to be accompanied – in any meetings or hearings, the employee should

have the right to be accompanied by a colleague, friend or union representative.

 Keeping records – once a grievance has been raised formally, it is important that

proper written records are kept, to aid transparency and allow for a review of the

process or decision to be undertaken. If possible, the original complaint should be

in writing. The employer’s response should also be recorded. Any actions taken

along with reasons should also be recorded, for example, a grievance hearing and

finding.

 Smoothing- also known as accommodating. Smoothing is accommodating the

concerns of other people first of all, rather than one’s own concerns. For example,

when it is important to provide a temporary relief from the conflict or buy time

until you are in a better position to respond/pushback. When you accept that you

are wrong. When you have no choice or when continued competition would be

detrimental.

 Compromising – looks for an expedient and mutually acceptable solution which

partially satisfies both parties. Example of compromise when the goals are

moderately important and not worth of use of more assertive or more involving

approaches, such as forcing or collaborating. To reach temporary settlement on

complex issues. To reach expedient solutions on complex issues.

Other relevant policies and procedures on employee work schedules, rest days, vacation and sick

leave, etc.