The Labour Relations Act (LRA), as amended, has far reaching implications for management and the management of people in the workplace.
Since the LRA came into operation in November 1996 numerous awards for unfair dismissals with serious cost implications have been made against employers. It is therefore of vital importance for the managers of people to be familiar with the provisions of the Act before they will be able to apply these principles.
Any manager of people has four major tasks to fulfil: –
- To attract and select the right people
- To continuously appraise their performance on the job
- To compensate them fairly and properly
- To develop them to their full potential
If these four tasks are performed properly the manager will never have to learn the fifth dimension of the people management job i.e. to discipline and if necessary, dismiss employees.
Unfortunately, all managers are faced with this unpleasant task at some stage of their careers, and the manner in which this is carried out will expose their true management characters. Furthermore, if it is not done properly in terms of the law the CCMA or the Bargaining Council will show them the error of their ways by issuing either a reinstatement
order or a compensation order.
Many managers dread any form of confrontation with their subordinates and therefore neglect to issue timeous and proper warnings or to attend to grievances and conflict when necessary. The issues are ignored in the hope that they will disappear with time.
When it comes to conducting disciplinary hearings, managers generally turn into nervous wrecks and usually arrive at the hearing ill prepared for the important job at hand. Similarly, managers have difficulty addressing poor performance or unacceptable conduct because they feel uncomfortable confronting their “own” people.
The LRA further complicates the lives of these managers and in particular in terms of its stipulations of employee rights, discipline and dismissal procedures, recruitment procedures, disclosure of information, joint decision making and the powers of the CCMA and/or Bargaining Council in dispute resolution.
A one-day workshop aimed at managers/supervisors who have to handle discipline in their organisations but have either not had much training or experience or need to improve their skills in this regard and who either have to present the Company’s case at, disciplinary hearings.
The workshop will address the following:
- (a) Testing participants’ understanding of existing policies, codes and procedures;
- (b) The implications of the Labour Relations Act No. 66 of 1995 on procedural fairness and substantive fairness
- (not only in the disciplinary hearing itself but also in the warning process).
Workshop learning is supplemented by group work where participants:
- work through the provisions of the Act in order to reinforce them and place them in proper perspective;
- consider and debate, in groups practical case studies which emphasise and reinforce the provisions regarding substantive and procedural fairness.
Features of the workshop
- The workshop combines traditional seminar expert presentation with workshop case study analysis.
- Case studies are based on real disciplinary situations.
- Case study learning is supplemented with interesting and controversial “True or False” quizzes.
- Participants receive comprehensive workbooks, in digital format, which they keep for themselves.
Our fee for presenting the workshop is
R15 000.00 (Excluding VAT) per day.
Transport and accommodation costs outside
Gauteng will be for your account.
Date: To be agreed upon.
Time: 8:30 to 16:00
Venue: To be supplied by yourselves.
Booking: By e-mail: email@example.com
By Fax: 086 602 4058
By Telephone: 011 663 0450