Constantia Park Weltevredenpark Roodepoort Gauteng 1709 South Africa

Training (Demo)

[vc_row][vc_column][vc_column_text]

 B&A Accredited Training Programmes are available nationally in these main categories:
Industrial Relations
Labour Law
Practical Leadership Skills
Specialised Courses
E-learning

In-house training is available, customised to incorporate clients’ internal policies, as well as public workshops. See our list of upcoming Public Workshops here.

Bruniquel & Associate’s training consultants offer a unique experience, as we combine various methodologies to ensure that the skills learnt during our courses are remembered and effectively transferred to the workplace.

B&A is one of the few, if not ONLY, IR & HR training organisations in South Africa that produces its own training videos. Our DVDs, case studies and role plays based on actual local incidents, heightening their relevance.

Helping people to master the skills portrayed in the DVD are experienced B&A facilitators who stimulate group discussions, facilitate role plays and oversee practical exercises.

Formative and Summative tests are used during the training and may be augmented by workplace assignments.[/vc_column_text][/vc_column][/vc_row][vc_row full_width=”stretch_row_content” parallax=”content-moving-fade” parallax_image=”2919″][vc_column][vc_row_inner][vc_column_inner width=”1/4″][/vc_column_inner][vc_column_inner width=”3/4″][vc_column_text css=”.vc_custom_1591610322035{padding-top: 40px !important;padding-right: 40px !important;padding-bottom: 40px !important;padding-left: 40px !important;background-color: rgba(232,242,249,0.79) !important;*background-color: rgb(232,242,249) !important;}”]

Industrial Relations

B&A Industrial Relations training courses are the best of their kind. Tried and tested over many years, they are highly practical, are regularly updated and retain the learner’s interest and participation through various methodologies.

Targeted at managers, supervisors and employee representatives (e.g. shop stewards), learners are able to transfer gained knowledge back to their workplaces, where all employees benefit from a better grasp of labour rights and procedure.

In-house training is available, customised according to your needs, along with public workshops open to all employers. Click here to see our list of upcoming Public Workshops.[/vc_column_text][vc_column_text css=”.vc_custom_1591617156992{padding-top: 40px !important;padding-right: 40px !important;padding-bottom: 40px !important;padding-left: 40px !important;background-color: rgba(232,242,249,0.79) !important;*background-color: rgb(232,242,249) !important;}”]

Linking IR & Leadership (short version) – 1 Day
SAQA US No. Title NQF Level Credits
To create understanding of how labour relations in South Africa have developed and to offer a strategy for developing positive employee relations in the workplace. 4/5

 

TARGET POPULATION

This programme is targeted at all levels of managers and supervisors – tailored to each group.

CONTENT

The course sets out to enlighten learners on how situations affect human behaviour in general and labour relations in particular.

  • Paradigms and how they have affected peoples’ thinking in leadership and labour relations matters.
  • A review of various psychological experiments which show the impact of situations on human behaviour
  • A brief review of South African labour history and its link to present day labour relations thinking.
  • The principles of power and their impact on workplace relations
  • An analysis of power within the organisation with view to creating a stable working environment.
  • Employee engagement and how this impacts on the industrial relations climate of a workplace.
  • A plan is developed to link IR and leadership by identifying and addressing performance barriers and improving working relationships within the workplace.
Linking IR & Leadership – 2 Days
SAQA US No. Title NQF Level Credits
To create understanding of how labour relations in South Africa have developed and to offer a strategy for developing positive employee relations in the workplace based on clear boundaries, mutual respect and caring. 5

 

TARGET POPULATION

This programme is targeted at all levels of leadership including managers, team leaders, supervisors, foremen, superintendents and trade union representatives.

CONTENT

The course sets out to enlighten learners on how situations affect human behaviour in general and labour relations in particular.

  • Paradigms and how they have affected peoples’ thinking in leadership and labour relations matters.
  • A review of various psychological experiments which show the impact of situations on human behaviour
  • A review of South African labour history and its link to politics and present day labour relations thinking.
  • The principles of power and their impact on workplace relations
  • An analysis of power within the organisation with view to creating a stable working environment.
  • Employee engagement and how this impacts on the industrial relations climate of a workplace.
  • Strategies used by good leaders to establish and maintain good relationships with their teams.
  • Boundaries and their role in the workplace.
  • The impact of emotions and emotional issues and the role of a leader in managing these.
  • The importance of really getting to know subordinates and in providing emotional support.
  • A plan is developed to link IR and leadership by identifying and addressing performance barriers and improving working relationships within the workplace.
Basic Labour Law – 2 Days
SAQA US No. Title NQF Level Credits
n/a Demonstrate an understanding of basic labour legislation (Shortened version of Practical Labour Law) 4/5

 

TARGET POPULATION
This programme is targeted at entry level and middle managers, supervisory levels and trade union representatives.

CONTENT
This non-accredited course is a shortened version of the 3 day Practical Labour Law course. It makes use of two videos – The Kenny Kunene Assault featuring an assault on a supervisor during a strike and a main instructional video – Employment Rights & Duties. This video is divided into the following chapters:

  • Overview of labour legislation and its link to the Constitution.
  • Organisational rights including the role, duties and limitations of shop stewards.
  • Discipline & Dismissal under the LRA. This includes LRA fairness requirements and a video of a procedurally unfair disciplinary enquiry.
  • Grievance and dispute procedures.
  • Key aspects of the BCEA and EEA; and
  • Key aspects of skills development legislation.

Participants receive a handy ready reference booklet with their course material. Various training techniques are used to make what could be a ‘dry’ subject practical and interesting.

Practical Labour Law – 3 Days (4 days if participants are to be assessed plus exercises for POE)
SAQA US No. Title NQF Level Credits
13952 Demonstrate basic understanding of the primary labour legislation 4 8

 

TARGET POPULATION
This programme is targeted at entry level and middle managers, supervisory levels and trade union representatives.

CONTENT
The course provides a basic platform for the legal framework to labour relations in South Africa. Three DVDs are used in the programme – The Kenny Kunene Case featuring an assault on a supervisor during a strike, Selecting for Excellence – The Incompetent Interviewer and the main instructional DVD, Employment Rights & Duties. This DVD which ‘drives’ the course, is divided into the following chapters:-

  • Overview of Labour Legislation, including common law and contracts of employment.
  • Organisational Rights including the role and duties of shop stewards.
  • Discipline & Dismissals under the LRA. This is a pre-requisite for B&A disciplinary courses and is covered below.
  • Grievance & Dispute Procedures.
  • Key aspects of the BCEA and EEA.
  • LRA/EEA Interview Requirements.
  • Key aspects of Skills Development legislation.

For further information on Practical Labour Law Training contact us here.
Participants receive a handy ready reference booklet with their course material. Various training techniques are used to make what could be a ‘dry’ subject practical and interesting.

Discipline & Dismissals – Under the LRA – 1 Day
SAQA US No. Title NQF Level Credits
4
Please Note: For assessment purposes learner must attend Practical Labour Law – Unit standard 13952 – Demonstrate basic understanding of the primary labour legislation NQF Level 4, 8 Credits


TARGET POPULATION:

This programme is targeted at entry level and middle managers, supervisory levels and trade union representatives.

CONTENT
Understand the procedural and substantive fairness requirements of the Labour Relations Act of 1995 in respect of discipline and dismissals.

  • Definitions of Dismissal
  • Unfair Labour Practices
  • Practical Exercise
  • Disciplinary Rules
  • Corrective Discipline
  • Probation
  • Dismissal for Poor Performance
  • Termination for Incapacity
  • Formative Test
  • Procedural Fairness
  • DVD Case Study – The Unfair Dismissal
  • Disciplinary Enquiries
  • Substantive Fairness
  • Disciplinary Appeals

The DVD, narrated by Jack Devnarain, uses graphics and video clips from the SABC and other sources to illustrate in a practical way the requirements of the Labour Relations Act of 1995 in respect of discipline and dismissals. It also examines the requirements of the Basic Conditions of Employment Act of 1997 in respect of sick leave.

Interested in Discipline and Dismissals Training? Contact us here.

Managing Poor Performance & Incapacity – 2 Days
SAQA US No. Title NQF Level Credits
No appropriate unit standard for this course. 4

 

TARGET POPULATION
HR practitioners, managers and supervisors managers, supervisors and employee representatives involved in the maintenance of discipline at work. Choice of blue collar or white collar video case study – Seelan Pillay v Colleen Benjamin.

PURPOSE

  • To create awareness of the requirements for fairness and legal compliance in the handling of cases of poor performance, absenteeism, sick leave abuse, incapacity and minor misconduct.
  • To create awareness of the symptoms of a troubled employee and the need for consistency and a problem solving approach in handling all disciplinary related matters.
  • To provide the learners with a system and skills to investigate employee shortcomings and take appropriate corrective action timeously when dealing with apparent disciplinary infringements.

BENEFITS

  • A system for identifying and dealing pro-actively with troubled employees is implemented.
  • Improved attendance and savings in sick leave are achieved.
  • Improved discipline and morale through fair, consistent and timeous application of corrective measures to enforce rules and standards.
  • Proper documentation so that in the event of non-compliance the ensuing dismissal can be proved to be procedurally and substantively fair.

CONTENT

  • Demonstrate an understanding of the legislation underpinning the management of poor performance, absenteeism, sick leave, incapacity and minor misconduct at the workplace.
  • Apply a structured problem solving approach to dealing with employee shortcomings in the workplace.
  • Identify unacceptable employee performance and behaviour and counsel and/or reprimand an employee constructively.
  • Identify the symptoms of a troubled employee.
  • Refer a troubled employee for professional counselling/medical assessment.
  • Conduct a formal corrective interview with an employee and take appropriate corrective action.
  • Give recognition to an employee whose performance or conduct has improved.

Clients may choose one of two DVDs to augment the course:
The Case of Colleen Benjamin which features a case of poor performance;
or The Case of Seelan Pillay which features an employee who absents himself intermittently.

Initiating Disciplinary Enquiries – 2 Days
SAQA US No. Title NQF Level Credits
11286 Institute Disciplinary Action 5 8

 

TARGET POPULATION
This programme is targeted at entry level and middle managers, supervisory levels and trade union representatives.

CONTENT

  • LRA requirements in respect of dismissals for misconduct.
  • How to investigate an incident and prepare notice of a disciplinary enquiry, including collecting evidence and drafting the charges.
  • How to prepare for a disciplinary enquiry including preparing witnesses, preparing for cross-examination, preparing opening statements and closing arguments.
  • Presenting your case including how to lead evidence and cross-examine witnesses.
  • Learners develop skills through participation in practical exercises and role-plays based on actual incidents. They receive a handy ready reference booklet and an ‘Initiator’s Pack’ giving them a checklist and step-by-step approach to initiating discipliary enquiries.

Clients may choose one of two DVDs to augment the course:

The Jabu Gumede Case which features a disciplinary enquiry into an employee’s alleged falsification of a sick certificate. The shop steward is very aggressive and confrontational in his approach; or

The Zola Zubane Case which features the case of an employee who walks off the job and stays away the following day, resulting in a major client problem. The shop steward displays a less confrontational but nonetheless competent approach when representing the employee.

Rules of Evidence – ½ day or 1 day with POE
SAQA US No. Title NQF Level Credits
119952 Establish basic principles of evidence in [sic] mediation (incorrect – should be disciplinary and arbitration hearings). 5 6

TARGET POPULATION
The Rules of Evidence training programme is targeted at entry level and middle managers, supervisory levels and trade union representatives.

CONTENT
The programme is ‘driven’ by a DVD, narrated by Jack Devnarain and augmented by a PowerPoint presentation.

The DVD, consisting of 16 chapters covers:

  • the principles of natural justice;
  • what is evidence;
  • presumptions;
  • the relevance and reliability of evidence;
  • cautionary rules;
  • hearsay and opinion evidence;
  • direct and circumstantial evidence;
  • character and previous fact evidence;
  • privilege and privileged information;
  • documents as evidence;
  • photographs, video and electronic evidence;
  • real evidence and polygraph evidence;
  • entrapment;
  • evidence from computers; and
  • alco-testing.

In order to make what can be a ‘dry’ subject interesting, case studies based on recent case law are used to illustrate the various subjects.

Chairing Disciplinary Enquiries – 1 ½ Days
SAQA US No. Title NQF Level Credits
10985 Conduct a disciplinary hearing 6 5

TARGET POPULATION
This programme is targeted at disciplinary chairpersons.

CONTENT

  • LRA requirements in respect of dismissals for misconduct.
  • Procedure for disciplinary enquiries.
  • How to facilitate the leading of evidence and control cross-examination so as to ensure a fair hearing.
  • How to weigh and evaluate evidence and make a substantively fair finding.
  • Considering extenuating, aggravating and mitigating factors.
  • Determining an appropriate substantively fair sanction.
  • Preparing a written finding that will stand the scrutiny of CCMA arbitrator.

Learners receive a Disciplinary Enquiry Record/Checklist, which they are required to use in a role-play based on an actual case. They also receive a Ready Reference booklet.

Interested in Chairing Disciplinary Enquiries ? Contact us by phone, email or by filling in the enquiry form on this page.

Clients have the choice of two videos to augment the course:

The Zola Zubane Case (as described above under Initiating Disciplinary Enquiries); and

The Grant Ross Case which features an enquiry into charges against an engineer who is accused of soliciting gifts from a supplier in return for his passing the supplier’s invoices for payment. It provides an excellent example of how evidence should be led and an enquiry conducted.

Practical Arbitration Skills – 2 Days (3 days if run in conjunction with Rules of Evidence which is recommended)
SAQA US No. Title NQF Level Credits
No appropriate unit standard for this course 5

TARGET POPULATION
The Practical Arbitration Skills programme is targeted at the representatives of employers and/or employees in dismissal arbitrations.

CONTENT
This ‘hands-on’ course covers:-

  • Conciliation and how best to use the process to resolve appropriate dismissal disputes.
  • Points in limine.
  • Case preparation for an arbitration, including conducting an investigation, preparing witnesses, preparing for cross-examination, preparing opening statements and closing argument.
  • Preparing a bundle of documents
  • Researching relevant case law.
  • Leading the case for or against the employer in a dismissal arbitration.
  • Arbitration procedure and protocol.
  • An opening statement is presented.
  • Evidence-in-chief of witnesses is led.
  • Opposing witnesses are cross-examined.
  • A closing argument is presented.

The Case of Nad Govender, based on an actual case that went before the CCMA and Labour Court is used to illustrate the process followed in an arbitration. A second DVD The Case of Robert Tusi, featuring insubordination is used as a practical exercise whereby learners have to prepare and role-play the case.

Practical Negotiating Skills  – 2 Days (3 days plus POE if learners are to be assessed)
SAQA US No. Title NQF Level Credits
13948 Negotiate an agreement or deal in an authentic work situation. 4 5

 

TARGET POPULATION

This course is targeted at persons who conduct labour negotiations and provides participants with a basic understanding of the principles, strategies, tactics and techniques of negotiating. Emphasis is placed on planning and case preparation and conflict handling and negotiating techniques aimed at achieving win-win agreements.

The course is highly participative makes use of 3 DVDs featuring typical South African labour negotiations. All participants are given an opportunity to prepare and participate in a role play negotiation appropriate to their needs (i.e. wages/retrenchment/dispute resolution).

CONTENT

  • The qualities of a good negotiator.
  • The principles of power and how to analyse power in bargaining relationships;
  • The importance of developing a working relationship with the other party;
  • Bargaining conventions;
  • How to structure a negotiating team;
  • How to conduct an expectation test, including breaking issues into their elements and determining key principles;
  • Determining long and short term negotiating objectives;
  • Identifying and using common ground;
  • Determining bargaining limits, a BATNA and concessions;
  • Negotiating a realistic mandate;
  • Pre-negotiating conditioning and the opening moves;
  • Conflict mapping;
  • Developing a negotiating strategy and plan;
  • Questioning to establish interests, opportunities and common ground;
  • Effective listening;
  • Behaviour labelling;
  • How to handle pressure and disruptive tactics
  • Various conflict handling and negotiating techniques;
  • Closing the negotiation and face saving;
  • The Agreement – where things go wrong
  • Finalising and communicating the agreement to stakeholders.
Practical Negotiating Skills – Commercial – 2 Days (3 days plus POE if learner’s are to be assessed)

TARGET POPULATION
This course is targeted at managers who conduct commercial negotiations. Emphasis is placed on planning, case preparation and negotiating techniques aimed at achieving win-win agreements.

The course is highly participative with all participants being given an opportunity to prepare and participate in a role play negotiation appropriate to their needs (i.e. service level agreements/sales contracts etc. taken from their actual work situation).

CONTENT
The content is the same as the Labour version but all Role plays and Exercises are geared towards Commercial Negotiations, e.g. Service Level Agreements, Offer to purchase, etc.

Assertive Conflict Handling – 2 Days
SAQA US No. Title NQF Level Credits
114226 Interpret and manage conflicts within the workplace. 5 8
Please Note: For assessment purposes this programme must be done in conjunction with Handling Complaints & Grievances – NQF Level 5.

 

TARGET POPULATION
The Assertive Conflict Handling programme is targeted at entry level and middle managers, supervisory levels and trade union representatives.

CONTENT

  • The differences between aggressive, passive/manipulative and assertive behaviour
  • Assertive rights and an understanding of how people are conditioned to be non-assertive.
  • Emotional issues that undermine assertiveness.
  • Factors that determine one’s self-image.
  • The impact of emotions on behaviour and techniques for controlling emotions.
  • Sources of conflict in a business, including positive and negative characteristics of conflict in the workplace.
  • Transactional analysis and game playing.
  • Various ways and methods of handling conflict and difficult interactions. These include, planning a strategy for difficult interactions, listening and questioning techniques, dealing with bullies at work and being sensitive while giving candid but constructive feedback to people.
  • Practical exercises and role plays.

The DVD covers assertiveness versus aggression, various techniques and tactics for handling conflict, reflective listening, negotiating resolutions to conflict and handling conflict between employees.

Handling Complaints & Grievances – 1 Day
SAQA US No. Title NQF Level Credits
114226 Interpret and manage conflicts within the workplace 5 8
Please Note: For assessment purposes this programme must be done in conjunction with Assertive Conflict Handling – NQF Level 5.

 

TARGET POPULATION
This programme is targeted at middle and junior managers, team leaders, supervisors, foremen, superintendents and trade union representatives

CONTENT

  • Grievance and internal dispute procedures;
  • Issues which may not be raised under the grievance procedure;
  • LRA dispute resolution procedures.
  • Handling an employee complaint including reflective listening and questioning techniques;
  • Handling complaints and grievances as either a chairperson or representative for the employer or employee including
  • Case preparation and negotiating a resolution to the grievance.

Learners receive a Ready Reference booklet with this course.

Two DVDs are used in the programme. Employment Rights & Responsibilities covers grievance and dispute procedures while The Case of Thuli Nokwe concerns an employees’ complaint about not being considered for promotion.

Handling Disciplinary Hearings – 2 to 3 Days
SAQA US No. Title NQF Level Credits
119952 & 10985 Handling Disciplinary Hearings

 

TARGET POPULATION

HR practitioners, chairpersons and initiators of disciplinary hearings. This is a systems-based approach and all relevant documents for successfully implementing the process are customised and supplied together with the training.

Learners must have been through Managing Poor Performance & Incapacity and/or Initiating Disciplinary Enquiries.

Note: Both Initiators and Chairpersons will be trained in the same course but will do different practical exercises with Initiators being assessed against US 119952 while chairpersons will be assessed against both unit standards.

CONTENT

Legal compliance  Recap on LRA and BCEA requirements. Corrective measures to address poor performance, absenteeism and minor misconduct.Employee and employer rights and procedural fairness requirements of a disciplinary enquiry. Need for consistency in the enforcement of disciplinary rules and standards.
Investigation  Role Play. To create conscious incompetence
Preliminary investigation.

Handling an incident and gathering of evidence including questioning of suspects and witnesses. Suspect given an opportunity to explain.Transgression identified and the charges/allegations properly framed.

If appropriate the suspect suspended, hearing is scheduled and all parties notified via proper and timeous notice of the disciplinary hearing.

Video: The Jabu Gumede Case.
Charges – exercises, role plays.
Procedural Fairness Case law. Code of Good Practice – requirements for procedural fairness.Avril Elizabeth Home, SABC and Sidumo cases – a disciplinary hearing is not a court of law.
Investigating misconduct The Disciplinary Initiator’s Pack. Contents, evidence gathering and using the document to ensure proper case preparation.
Case preparation for role play.

Investigation, interviewing of witnesses and evidence gathering.Freeway questioning technique.

Preparation of Case Outline and questions for cross-questioning.

 

New Disciplinary Hearing Procedure Video: The Jabu Gumede Case.

The new procedure – focus of the chairperson in identifying and narrowing issues in dispute while, at the same time, maintaining impartiality.Leading management evidence relating to issues in dispute (the role and responsibility of the Initiator).

Evidence of employee relating to issues in dispute.

Cross-questioning of witnesses.

Mitigating and aggravating factors – one stage procedure.

Disciplinary Hearing Record/ Checklist for new procedure.
Practical Exercises. Initiators: Preparing freeway questionsChairpersons: Preparing appropriate questions to narrow charges/issues in dispute.
Basic Rules of EvidenceVideo: ROE Video: Rules of Evidence.

Rules of evidence for admitting or rejecting evidence (include privilege, presumptions, rules for admitting hearsay evidence, evidence of a single witness, entrapment etc.).Types of misconduct (including team and derivative misconduct) and factors to be considered.

Only admissible evidence is admitted and weighed.

Finding is based on the balance of probabilities, internal precedents and case law.

Case studies.
Substantive fairness.
Role Plays and assessments Initiators initiate (perform functions). Learners role play their respective roles and must demonstrate the necessary knowledge and skills – initiating and chairing with emphasis on the new procedure whereby only evidence in dispute is led and examined.
Chairpersons chair (perform functions).
POE Building. Where learners are to be assessed.

 

BENEFITS

  • A system for identifying and dealing pro-actively with troubled employees is implemented.
  • Improved discipline and morale through fair, consistent and timeous enforcement of rules and standards.
  • Disciplinary enquiries are handled fairly and efficiently. Guilt is proved in misconduct cases and appropriate sanctions are applied.
  • Proper documentation to prove guilt and fairness of sanctions is kept. Dismissals referred to the CCMA/bargaining councils are upheld.

Learners will develop:

  • Knowledge of legal compliance and fairness requirements of the LRA and related Acts.
  • Investigating and case preparation skills, questioning and listening skills, and discernment/decision making skills.
  • Confidence, knowledge and skills to chair disciplinary enquiries and make a substantively fair and justifiable finding and sanction in accordance with rules of evidence and precedent.
Supervising / Managing in a Unionised Environment – 2 Days

Course can be shortened by leaving out certain content

TARGET POPULATION

All levels of managers and supervisors – courses cover the same material but are tailored to each group. Programmes:

Supervising in a Unionised Environment (SUE) is targeted at supervisors and foremen (2 days); and

Managing in a Unionised Environment (MUE) is targeted at managers (2 days but can be reduced to 1 day); and

Managing a Unionised Workforce (MUX) is targeted at Executives (1 day but can be reduced to half day).

THIS COURSE IS INTENDED AS A STARTING POINT TO PRECEDE THE EFFECTIVE HANDLING OF DISCIPLINE TRAINING.

PURPOSE

  1. To create awareness and understanding of:
    1. How paradigms shape peoples’ thinking and behaviour and the power of the self-fulfilling prophesy.
    2. Key events in SA Labour history and their impact on current labour relations thinking and workplace relationships.
    3. How patterns of conflict in SA labour relations keep repeating themselves and why a different approach is necessary to break the cycle.
    4. The principles of power and their impact on workplace relations.
    5. How good leaders create positive discipline and good leaderships with their teams.
    6. Why rules are necessary and to develop a strategy to create buy-in from employees for willing compliance with rules and standards.
  2. To facilitate the development of an action plan to improve employee relations in the workplace based on clear boundaries, mutual respect and caring.

CONTENT

Introduction Team Leader Questionnaire BENCHMARK – Empowerment V Control Assumptions
Paradigms Video: Stanford Prison Experiment Paradigms are based on assumptions which in turn determine behaviour for both parties – the one with the power and the ‘victim’.If you expect employees to be subservient, irresponsible, stupid and dishonest you will treat them like that and they will respond accordingly. Sometimes they will rebel – strike. We need to do things differently to break the paradigm.
Video: A Class Divided
Self-Fulfilling Prophesy
Labour history questionnaire

B&A Methodology 

 

Input Methodology used is varied and builds critical leadership skills – leading discussions; influencing; listening skills; handling conflict and group dynamics; assessing performance and giving constructive feedback and making presentations.
Exercise
Assessment & Feedback
South African Labour History  Origin of trade unions – Britain

QUESTIONNAIRE – BENCHMARKHistory keeps repeating itself in cycles: exploitation of a group – strikes/violence/ protests – reaction – changes to legislation – impact on other groups – reaction etc.

We are seeing a return of the 1980’s adversarialism by some in the union movement.

Companies need to implement positive strategies to change employee perceptions.

Boer War  &  1922 Strike
Apartheid & exploitation – 1973 Natal Strikes
1973 Natal Strikes lead to Codes & change
1980’S Conflict – British TU influence
Marikana & Knock-On Strikes
Principles of Power Power Analysis Principles of power and their application in labour relations. Understanding roles and limitations based on power and the need to avoid slippage of collective agreements.The focus necessary to bring about good employee relations.
Employee Engagement Control v empowerment Theory X v Theory Y paradigms (Team Leader questionnaire). Drivers of employee engagement. The impact of bad managers – employees don’t leave organisations, they leave their managers!
Drivers of employee engagement
Leadership & Boundaries Video: Simon Sinek’s views on Leadership

The family and tribe pre-date the company and the nation state. Parenting and leadership do not show quick results. CARING and CONSISTENCY are critical to creating trust. No quick fixes!COURAGE is a critical requirement for leaders – it is a CHOICE!

Boundaries are critical for good relationships.

Values & boundaries
Rules of engagement – supervisors and managers v shop stewards
Discipline in the Workplace Questionnaire on discipline and the use of disciplinary action in the workplace.

Answers to questionnaire establish current perceptions on discipline and disciplinary action.Analogy to rules and sanctions in sport. Disciplinary Rules v disciplinary codes. Levels of disciplinary action – when to use corrective action v punitive action in misconduct cases.

Why employees need to understand and accept rules in order to achieve voluntary compliance and the benefits thereof.

Learners determine how to achieve the ‘buy-in’ of their work teams on rules. Example: notification in the event of illness allows for contingency planning and prevents downtime. This ultimately will help to ensure profits and job security.

Managing supervisors who avoid taking disciplinary action when it is necessary.

The need for rules.
Rules v disciplinary codes
Key aspects to implementing rules
What to do if supervisors don’t discipline
Workplace Relationships Hot Topics Exercise

People are different, a leader has to adapt.The importance of taking the trouble to get to know your team – peoples’ names and the small things that count.

Consistency – gaining trust and loyalty.

Workplace Assignment to improve employee relations and entrench good leadership

Questionnaire – Know Your Team
Consistency
Workplace Assignment

 

BENEFITS

  • Reduced conflict through a change in organisational climate brought about through a change in thinking (paradigms shift).
  • The need for rules is understood and accepted and a plan to achieve willing compliance with rules is developed.
  • Disciplinary rules are understood and are consistently and fairly enforced.
  • Greater productivity and employee engagement through better leadership and awareness of the correct use of the disciplinary system.

Learners will gain an understanding that:

  • Incorrect assumptions and expectations become self-fulfilling and lead to low productivity, unpleasantness and on-going unresolved conflict.
  • The events of the past have created a cycle and culture of conflict which leads to lose-lose outcomes, makes South Africa uncompetitive and will lead to job losses and economic ruin.
  • A different approach along with leadership from all stakeholders is necessary to break this cycle and to change peoples’ perceptions for the common good.

Learners will develop:

  • Clarity on boundaries and workplace discipline and why consistent enforcement of rules and boundaries is necessary.
  • A strategy to improve relationships with their team.
  • Leadership and influencing skills.
  • A plan to be implemented to improve employee relations in the workplace.

MANAGEMENT SUPPORT FOR THE WORKPLACE ASSIGNMENT IS CRITICAL TO BRING ABOUT CHANGE!

[/vc_column_text][gem_table]

Title 1
Title 2
Title 3
Content 1 1 Content 1 2 Content 1 3
Content 2 1 Content 2 2 Content 2 3
Content 3 1 Content 3 2 Content 3 3

[/gem_table][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row full_width=”stretch_row_content” parallax=”content-moving-fade” parallax_image=”2919″][vc_column][vc_row_inner][vc_column_inner width=”2/3″][/vc_column_inner][vc_column_inner width=”1/3″][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row full_width=”stretch_row_content” parallax=”content-moving-fade” parallax_image=”2919″][vc_column][vc_row_inner][vc_column_inner width=”1/4″][/vc_column_inner][vc_column_inner width=”3/4″][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row full_width=”stretch_row_content” parallax=”content-moving-fade” parallax_image=”2919″][vc_column][vc_row_inner][vc_column_inner width=”2/3″][/vc_column_inner][vc_column_inner width=”1/3″][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row full_width=”stretch_row_content” parallax=”content-moving-fade” parallax_image=”2919″][vc_column][vc_row_inner][vc_column_inner width=”1/4″][/vc_column_inner][vc_column_inner width=”3/4″][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row]