What can an employer do to resolve issues without lengthy procedures? 

In this episode of the podcast I run through the procedure for trying to resolve issues with employees without the need for lengthy procedures particularly when you have not already done anything about it previously.

In this episode I will cover:

• The options available;
• What 'protected conversations' are and how they work;
• Why you may wish to make a settlement payment to an employee;
• Questions to consider before starting the 'protected conversation';
• How to start a settlement conversation with an employee;
• What paperwork to produce and when;
• How allowing the employee paid leave can be a good tactic;
• How long you should give the employee to decide;
• An example of the type of scenario that can arise.

Action Points

1. Do not avoid difficult conversations with employees. If there is an issue to discuss you need to do so immediately and without delay;
2. If you have delayed or failed to address issues and you want to bring an issue to a conclusion without a lengthy process consider settlement discussions;
3. Seek advice and expert support at the earliest opportunity. 

Useful Links

Episode 28 of the Podcast - Settlement Agreements

As part of our HR Harbour annual subscription service for employers we provide guidance and support with settlement discussions and documentation. If you would like to know more about the HR Harbour Service and how you can get unlimited support from as little as £180 per month please contact me for a no obligation discussion - alison@realemploymentlawadvice.co.uk or you can find full details here: HR Harbour

Don't forget you can contact us by email alison@realemploymentlawadvice.co.uk or miranda@realemploymentlawadvice.co.uk or by telephone 01983 897003, 01722 653001 or 023 8098 2006

What can a manager do to assert their authority and continue to manage an employee who has a grievance against them? 

In this episode of the podcast I attempt to answer a great question from a listener about the practicalities of managing someone who has raised a grievance against you in response to your addressing performance or capability issues. An interesting question and a scenario that arises all too frequently.

In this episode I will cover:

• My advice on how to avoid a grievance scenario in the first place;
• Why employees often feel aggrieved when performance or capability issues are raised;
• Why communication is the key in managing employees;
• My thoughts on grievance procedures and why they do not need to be long drawn out processes;
• Tips on how best to continue to proactively manage an employee even when there is a grievance process.

Action Points

1. Do not avoid difficult conversations with employees. If there is an issue to discuss you need to do so immediately and without delay;
2. Ensure that managers and supervisors who have line management responsibilities have some form of management training;
3. Give your managers and supervisors support with difficult employees and play a hands on role to resolve the issues;
4. Do not drag on grievance processes unnecessarily, there is no reason why it has to take months to investigate;
5. Seek advice and expert support before a dispute arises. 

Useful Links

As part of our HR Harbour annual subscription service for employers we provide guidance and support for managers, which can include training on being a better manager and having difficult conversations. If you would like to know more about the HR Harbour Service and how you can get unlimited support from as little as £150 per month please contact me for a no obligation discussion - alison@realemploymentlawadvice.co.uk or you can find full details here: HR Harbour

Don't forget you can contact us by email alison@realemploymentlawadvice.co.uk or miranda@realemploymentlawadvice.co.uk or by telephone 01983 897003, 01722 653001 or 023 8098 2006