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Foundation level
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Associate level
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Chartered Member level
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Chartered Fellow level
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At this level you'll understand: |
At this level you'll understand: |
At this level you'll understand: |
At this level you'll understand: |
Employee relations culture |
The culture and approach to employee relations in your organisation |
How the employee relations culture impacts the way people work |
How to develop and review your employee relations culture to be resolution-focused and improve business outcomes |
How to drive an employment culture that improves performance and reputation, whilst mitigating risk |
People policies |
What people policies are in place in your organisation and how they support employee relations practices |
How to apply your organisation’s people policies in a wide range of situations to support effective case management and employee relations practice |
How to develop and apply people policies which improve the worker experience and employer brand, and mitigate risk |
How to develop an employee relations strategy which positively impacts the business and the way people work |
Employment law |
Key employment/labour law |
How to apply employment/labour law in a wide range of work situations |
How to apply and interpret employment/labour law in a range of complex work situations and mitigate risk |
How to manage the impact and risk to the organisation of employment/labour law and regulation |
Legal systems |
The legal system which deals with employment disputes (eg employment/labour tribunals, arbitration) |
The evidence needed to support employment legal cases/labour disputes |
How the employment legal system works, and how to prepare for and manage cases/labour disputes |
How to lead complex legal cases/labour disputes and manage organisation risks associated with legal action |
Dispute resolution |
What workplace conflict is and a range of dispute resolution techniques (eg mediation, conciliation, negotiation, settlement agreements) |
How to apply different dispute resolution techniques to resolve workplace conflict |
How to manage high risk and complex disputes, and when to use legal routes |
How to create a culture which mitigates workplace conflict |
Collective employment law |
What collective employment/labour law and collective bargaining is (if applicable in your region) |
Collective employment/labour law, and how to work with formal representative bodies such as T rade Unions and Works Councils (if applicable in your region) |
Collective employment/labour law and how to manage collective bargaining relationships (if applicable in your region) |
How to develop strategies and frameworks that support collective bargaining and collaborative relationships (if applicable in your region) |
Consultation and negotiation |
The importance of consultation and negotiation with individuals and groups |
Different approaches and models of consultation and negotiation |
How to drive effective working relationships through consultation and negotiation |
How to establish frameworks and mechanisms to support a culture of effective consultation and negotiation |
Voice and engagement |
The different ways by which employees’ voices can be heard |
Why employee voice is important, and the role of employee groups in engaging workers (eg employee councils, staff forums) |
How to use employee voice insights to positively impact the way people work |
How to use employee voice insight to shape the organisation’s culture |
Employee and worker relationships |
The different types of employees/workers in your organisation (eg employed, gig worker, contractor, consultant) |
The impact of different employee/worker relationships on the organisation |
How to balance individual and business expectations regarding employee/worker relationships |
How to maximise the individual and organisation benefits of different employee/worker relationships |