Have you given your employees written contracts of employment? Does it matter if you don't?
Actually, you don't have to provide a full contract of employment in writing but you do have to provide certain information in writing within 2 months of the employee joining. If you don't, the risk is a legal claim against you.
You are legally obliged to provide the following in writing:-
However, a full and agreed contract of employment does not have to be written down, or signed, to still exist between you and your employee. It is still formed regardless . Your day to day dealings, your decisions, what you provide for your employees, employment practices, all set your contract. And then it may be difficult to change. So whatever you start, make sure you are happy for it to be your permanent contractually terms regardless of whether it's written down or not. Ideally, you should think this through from the outset and set all your desired working practices and offerings in the form of written policies and procedures so that all parties know what to expect (Employee Handbook). But at a minimum, you must provide at least the basic minimal legal requirements as listed above..
For more advice and help, please contact me firstname.lastname@example.org or call 07557 363208.
Grievance - complaint, problem, concern, wrong doing, ill feeling. A harsh sounding word with negative meaning and feel.
Are your employees too scared to raise a grievance due to its perceived severity and for fear of repercussion or damage to their future careers? And worse still, are these fears founded? Or conversely, do you have a grievance culture whereby as soon as an employee is pulled up for conduct or performance they immediately raise a grievance and it's just become the norm? Both these cultures and use of the process are ineffective, and can be damaging to your internal working relationships and general morale. But it doesn't have to be this way.
It could be time for a change.
So it starts with a negative - a concern, something in which the employee is unhappy about. But what if rather than it be seen as a complaint and one in which to just associate negative blame and sanction, it was seen as a problem, a problem that required commitment to finding a solution? What if all efforts and energies were put into getting it fixed, with fairness and respect for all parties and no unnecessary damage to relationships. What if the policy was to formally highlight a problem that needs addressing and fixing, and focused on all parties willingly working together to find a solution or to help reach some acceptance and agree a way forward.
Is it time to replace your Grievance policy and procedure with a 'Problem Resolution policy and procedure'. Some essential steps to the process would not change as it still needs to meet legislative requirements, but the tone and spirit of the policy and how it's used and perceived within your organisation could change.
Give it a positive slant, readdress its purpose and aim. Let it become a positive resolution policy. What difference could that make to your organisation or business?
If you think this could be of benefit to you and you would like support implementing these changes, please contact me and we can make it happen together