manager to HRM and beyond Mike Emmott Employee Relations Adviser CIPD History of CIPD 1913 Welfare Workers Association WWA 1920s Labour Officers appointed to manage industrial relations ID: 616604
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Slide1
From the Personnel manager to HRM and beyond
Mike Emmott
Employee Relations Adviser CIPDSlide2
History of CIPD1913 Welfare Workers’ Association (WWA) 1920s Labour Officers appointed to manage industrial relations1931 Institute of Labour Management (ILM)1946 Institute of Personnel Management (IPM)
1994 IPM merges with Institute of Training and Development to become Institute
of Personnel and Development
(IPD)
2000 c
hartered status: Chartered Institute of Personnel and Development (CIPD)Slide3
Industrial relations: the last 50 years1968 Donovan report targets unofficial action1969 In place of strife1971 Industrial Relations Act attempts to construct comprehensive framework to regulate collective bargaining
1974 Conciliation and Arbitration Service set up
1976
Grunwick
strike over union recognition1977 Bullock report on industrial democracy1979 “Winter of discontent”1980s Thatcher union reforms
1964
Department of Economic Affairs (DEA)
1968 -70
Manpower
and Productivity
Service
1962-92 NEDC
1960 to
1979
Prices and Incomes
Policies
1964 Industrial tribunals
1974Health
and Safety at Work
Act
1999 National Minimum WageSlide4
What is employee relations?relationship between employers and trade unionsmanaging the employment relationship/HR conflict managementemployee engagement
employee
voice
“good practice”
compliance
with employment regulationSlide5
New horizons in ER Human rights/ “soft law”Global supply chains/IFAsStrike ballotsLeverage/protestNon-union representationCollective bargaining without
trade
unions?
Revival of collective bargaining
?
Procurement Consultation Slide6
Role of ER function raise standards of line management embed culture of trust, fairness and respect develop workforce communications by involving employees in crafting credible messagesr
ecognise role in relation to
risk
management
and corporate reputation
ensure that ER insights into change management are incorporated into organisation developmentenhance conflict
management
practice/ADRSlide7
Is employee voice the new ER? employee voice: today’s “pluralism”a workplace culture where people can speak out with confidence they will not be penalised whistleblowing: do employees feel comfortable raising concerns about wrongdoing in the workplace?
line managers need training to listen
intelligently
management development, coaching
and
OD: improve communication at all levels leadership needed to create trustpartnership between employers and unions can bring about culture
change Slide8
ADR: towards strategic conflict managementGibbons review (2007) sounded death-knell for tribunals as preferred route to deal with conflictmediation/ADR as a mind-set, not just mechanismmediation skills acquired/deployed in-housemove to resolve disputes at earliest possible stage, including conflict
prevention
look at wider options
eg
“early case assessment” or “peer review
”greater role for front-line managers Slide9
Developing political consensus on workplace issuesno central co-ordination of policy on workplace issuesAcas and UKCES have specific responsibilities for improving workplace practiceb
ut continuing government focus on skills neglects wide sweep of practices to improve productivity
leadership
, culture, line management and employee
voice needed to support employee engagement (MacLeod and Clarke)
Nordic example: is social partnership/dialogue the key to increasing productivity? Slide10
A Workplace Commission?“depoliticise” workplace policy and develop a more strategic approach to the labour marketbring together key “social partners” to form a hub for advising Government on workplace issuessupport co-ordination of
policy
across
government departments
engage bodies
with the expertise and leverage to improve employer practice develop and drive a government supported, sector-
based and workplace focused campaign on productivity, performance
and good workSlide11
Thank youm.emmott@cipd.co.ukwww.cipd.co.uk