Employee Relations - Labour Vision

By: Labour Vision  11-11-2011
Keywords: Human Resources, Performance Management, Dispute Resolution

  • Designing ER policies, processes and procedures
  • Developing Contracts of Employment and HR Manuals
  • Managing transfers
  • Harmonization of terms and conditions of employment
  • Managing redundancy programmes
  • Developing and training disciplinary, grievance, performance management and absence management procedures and processes
  • Designing Exit Interviewing processes
  • Ensuring compliance with employment law
  • Dispute resolution
  • Training in ER procedures

Organizational Design and Development

  • Leading cultural change programmes
  • Leading business transformation projects
  • Acquisition and dispo sals management
  • Managing relocation programmes
  • Managing restructures
  • Managing Investors in People accreditation

Managing the HR function

  • Designing and implementing HR strategy
  • Positioning and developing the HR function and team
  • Developing KPIs and the HR Balanced Scorecard
  • Agreeing SLAs with business partners
  • Management reporting
  • Personnel Administration

Internal Communications

  • Managing internal communications frameworks and programmes
  • Designing, implementing and analyzing staff surveys
  • Designing Business Briefing processes
  • Designing formal and informal communications initiatives

Organization Design

  • Clarify and articulate current vision, mission, and core values
  • Provide assistance with developing annual plans and budgets,
  • Develop top-level strategy and set up strategic goals and key objectives for the next 3-5 years
  • Develop a scorecard for organizational effectiveness evaluation,
  • Re-design organizational structure and define organizational roles and functions,
  • Develop and define organization decision-making and communication process,
  • Develop, review and recommend - HR Vision, HR Mission, & HR Strategic Goals and Objectives,
  • Recommend an Organizational Structure for the new HR department
  • Review, evaluate, and develop job family descriptions for HR
  • Communicate emerging practices and trends in HR,
  • Assist the new HR in recruiting and selecting the right people
  • Analyze and forecast HR budget,
  • Identify the training r equirements for the coming years in the field of human resources
  • Provide a budgetary estimation of the proposed solution
  • Develop plans, strategy, and assist the New HR,
  • Template, forms, applications, policies and procedures
  • Propose implementation plans
  • Produce timely written summary reports, updates, and draft documents as needed
  • Performance measures, appraisal systems, and formal evaluation tools must be developed and implemented to help staff focus on guiding principles.
  • Develop consistent Selection and Recruitment Procedures
  • Determine Training Needs for present and new employees
  • Planning for future skill/ people requirements

Job Analysis, Design, and Descriptions

  • Discuss approaches to setting performance standards
  • Outline key considerations in job redesign
  • Explain the importance of job analysis information for human resource management
  • To introduce a job classification system for describing and reviewing jobs and classes of jobs
  • To create, amend and verify job descriptions
  • To introduce a job evaluation system which maintains proper internal equality of positions within the organization
  • All jobs, whether assigned to a job family or a unique job, will be assigned a grade using the Job Evaluation system.
  • Establish benchmark evaluations of some jobs
  • Selection and Recruitment Procedures
  • Determining Training Needs for present and new employees
  • Establishing performance standards & measures
  • Planning for future skill/ people requirements
  • To assess and organize all jobs into families or as unique jobs
  • Propose a methodology and an implementation plans
  • All applicable manuals, tools and software, that can be used to evaluate all UP's jobs and job types,
  • Produce timely written summary reports, updates, and draft documents as needed



  • We assist our clients by chairing their Disciplinary, Incapacity and Appeal Hearings to ensure that the process is both procedurally and substantively fair.


  • We advise, prepare cases for our clients leading to CCMA and Labour Court.

Relationship building by Objectives / Initiative

  • We facilitate team building processes to ensure a conducive working environment and better relations between our client and its employees and the Trade Unions


  • We resolve any dispute that may arise in a work place, among employees or between employer and employees (grievance management).
  • Ultimately these services are rendered in an integrated manner to ensure that our clients enjoy the full benefit by employing Labour Vision Consultancy services

Represent a party at progressive disciplinary procedures. The training is built around a procedure loosely on the procedure used in arbitrations. Participants will be taught how to facilitate the leading of evidence, the role in questioning for clarity, how to evaluate evidence, substantive fairness and how to motivate a finding and recommendation on disciplinary action to be taken.

  1. Prepare for and present a case at a formal disciplinary enquiry
  2. Chair a disciplinary enquiry

Training Outline


  • What is the purpose of discipline?
  • Disciplinary codes and procedures

Fair Procedure

  • Fair procedure and fair reason
  • Progressive discipline
  • Informal advice and correction
  • Disciplinary counseling
  • The procedure for disciplinary enquiries
  • Processing dismissal disputes
  • Pre-dismissal arbitration

Fair Reason

  • Sources of standards
  • The Labour Relations Act
  • Misconduct guidelines
  • Types of misconduct


  • What can be accepted as evidence?
  • What makes you believe that a person is or is not telling the truth?
  • The onus


  • Steps in the preparation of a case
  • Techniques in taking statements
  • Documents
  • Strategizing your case

At The Enquiry

  • Overview of the process
  • The role of the chairperson
  • Problems before the enquiry starts
  • Opening statements
  • Questioning witnesses
  • Cross-examination
  • Closing statements
  • Role-play
  • Points in limine
  • Recusal
  • Opening
  • Narrowing the issues
  • Controlling the procedures
  • Dealing with witnesses
  • Objections
  • Questions by chairperson
  • Closing argument
  • Weighing up the evidence

Keywords: Absence Management, Business Transformation, Contracts Of Employment, Dispute Resolution, Employment Law, Employment Managing, Human Resources, Internal Communications, Law Dispute, Managing Redundancy, Managing Relocation, Organizational Design, Organizational Design And Development, Performance Management, Personnel Administration, Redundancy Programmes, Resolution Training, Staff surveys,

Contact Labour Vision

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