Compare the organisation's handling of employee representative relations with recognised practice, and close the material gaps.
Managing Relations with Employee Representatives and Works Committees
A concise, decision-focused programme covering employee representative relations end to end.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Policy on employee representative relations is judged by how it is applied in the difficult cases, not the easy ones. Most disputes about this part of people management and development begin as a conversation that was handled badly. They leave able to brief senior management on the people management and development capability in terms that support a decision. This programme builds employee representative relations from first principles, without padding and without omitting what matters. Moving this strand of people management and development from written policy into daily practice is not achieved by a single decision. Where the people management and development capability is measured, it improves; where it is only discussed, it drifts. Each session closes with a decision the participant must justify about employee representative relations in their own setting. It is designed for mixed groups, so that this area of people management and development is examined from more than one functional angle. The closing exercise tests whether the participant's plan for the people management and development discipline survives a hostile question.
Expected Learning Outcomes
Assess the cost of employee representative relations and the cost of leaving it as it is.
Design a policy on employee representative relations that is fair, lawful and actually usable by line managers.
Design a training and briefing approach that sustains competence in employee representative relations.
Design the communication that makes employee representative relations understood rather than merely announced.
Address the equity and inclusion implications of employee representative relations deliberately.
Distinguish the parts of employee representative relations that must be standardised from those that require judgement.
Who Should Attend
Public sector personnel officers applying employee representative relations within regulation.
Consultants and advisers supporting clients on employee representative relations.
Reward and compensation staff whose frameworks interact with employee representative relations.
Specialists advising senior management on employee representative relations.
Individuals developing their own capability in employee representative relations.
Talent and organisational development specialists working on employee representative relations.
Course Modules
Employee representative relations: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Reviewing employee representative relations when nothing has gone wrong
- State the purpose of employee representative relations in one sentence a new manager would understand.
- Plan the sequence in which improvements to employee representative relations will be introduced.
- Agree what will be standardised in employee representative relations and what will not.
- Build the appeals route for employee representative relations and publish it.
Session 2Applying employee representative relations consistently to the person you like least
- Identify the data already collected that bears on employee representative relations.
- Map the handovers in employee representative relations between functions and secure them.
- Rehearse the briefing on employee representative relations that would follow an incident.
- Identify the data the organisation already holds that bears on employee representative relations.
Employee representative relations: capability across the management line
2 sessions · 8 pointsSession 1The exception to employee representative relations that sets the precedent
- Confirm that reporting on employee representative relations reaches the people who can act.
- Establish what evidence demonstrates employee representative relations is under control.
- Identify single points of dependency in employee representative relations and reduce them.
- Document the reasoning for every exception granted under employee representative relations.
Session 2Comparing employee representative relations with recognised practice
- Test the policy on employee representative relations against three real cases from the past year.
- Estimate the cost of employee representative relations and the cost of leaving it unchanged.
- Pilot changes to employee representative relations in one area before wider rollout.
- Measure the effect of employee representative relations on retention and performance, not activity.
Employee representative relations: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1Piloting a change to employee representative relations before committing
- Plan succession for roles most exposed to employee representative relations.
- Confirm that those complying with employee representative relations understand why it exists.
- Design the communication for employee representative relations around the questions people will actually ask.
- Define who decides on employee representative relations and who may only recommend.
Session 2Escalation and decision rights in employee representative relations
- Distinguish symptoms from causes when employee representative relations underperforms.
- Set out how exceptions to employee representative relations are requested and approved.
- Confirm records relating to employee representative relations meet retention and privacy rules.
- Agree the indicators that will show whether employee representative relations is improving.
Employee representative relations: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1Explaining employee representative relations so people believe it
- Rank the weaknesses in employee representative relations by consequence rather than by ease of fixing.
- Estimate the resource employee representative relations requires to run as designed.
- Review employee representative relations for unintended equity effects across groups.
- Name a single owner for each element of employee representative relations.
Session 2Reviewing employee representative relations against what actually happened
- Check that employee representative relations complies with current labour regulation in every location.
- Define acceptance criteria for employee representative relations in advance.
- Train line managers on employee representative relations rather than handling every case centrally.
- Set the annual review point for employee representative relations and who attends.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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