Duration

2 days

OVERVIEW

Human resource management is one of the most challenging fields in today’s tight labour market. How one handles misconduct and grievances at the workplace will determine the productivity and harmony of an organization ? Discipline problems and most importantly how these problems are handled through proper domestic inquiry are vital in the management of human resource in order to achieve a better working condition for both the employees and the employer.

Some questions that management staff may ask when dealing with difficult employees are : “Should I take disciplinary action ?” Apart from disciplinary action are there other methods of dealing with absenteeism, poor performance, minor acts of indiscipline, etc ? Would counselling help ? How do I motivate staff to be more disciplined ?”

Dealing with difficult employees needs more than just patience, tolerance and understanding. The manager/supervisor would have to acquire certain skills that would assist him to understand the individual’s behaviour patterns, listen with empathy, maintain emotional control during difficult counselling sessions and be an agent of change for the better.

Course Objectives

Understand on how to take positive disciplinary action against employees in the organisation and the legal mechanism of disciplining employees.
Learning the correct way of managing absenteeism.
Analyses causes for absenteeism.
Establishing higher productivity through disciplined workforce leading to higher profits.
Understanding and respecting employers’ & employees’ rights.
Using counselling approaches in managing absenteeism.
Recognize types of situations when counselling is needed.
Understand what motivates a person to behave in a negative manner.
Knowing how to manage probationers and handling their inefficiency and non-performance attitudes.
Reduce absenteeism in their organization.

INTRODUCTION

Historical background of Employment Act 1955.
Objectives, Definitions and Interpretations.
First Schedule. What is an Employee ?
Scope and coverage of employment act 1955.
Amendments to date.

ABSENTEEISM

The definition

Section 14 (2) Employment Act 1955

Factors that encourage absenteeism
Identifying the root cause
Action plan to manage the absenteeism
Controlling absenteeism using disciplinary procedures

HANDLING DIFFICULT EMPLOYEES & ABSENTEEISM: COUNSELLING AND COACHING APPROACH

What is counselling approach
Who will be the counsellor
Objectives of counselling
Counselling principle
Conciliation meeting
Coaching process

TYPES OF TERMINATION/DISMISSAL

Breach of Contract
Forced Resignation
Constructive Dismissal
End of Fixed Term Contract
Poor Performance
Misconduct

TYPE OF MISCONDUCT

Effects of Single Act of Misconduct
Effects of Past Misconduct
Condonation
Criminal Misconduct
Employee and Workman
Contract of Service/Contract for Service
Employers/Employee’s Rights and Obligations.

MISCONDUCT GUIDELINES AND SOLUTIONS

What is Misconduct ?
Disrespect and Insubordination
Disobey of lawful instruction
Non-compliance of procedures
Lateness and Absenteeism
Sleeping on Duty
Smoking

MISCONDUCT GUIDELINES AND SOLUTIONS

M.I.A and A.W.O.L
Failure or Refusal to work.
Threat and assault.
Fraud or theft & Dishonesty
Duty to serve loyally and faithfully.
Fighting in Company Premises.
Punishment for Misconduct.
Habitual on medical leave
Poor performance or inefficiency
Malingering
Negligence and Recklessness
Tardiness and Inappropriate grooming
Sexual Harassment
Company Image
Managing Probationers, Inefficiency and Non-Performance

NEW UPDATES/GUIDELINES

Recent changes to the act
Definition of Employee
Minimum Wages
Termination of Contract
Entitlement to wages during wrongful imprisonment

Intended Audience

Supervisors
Line Leaders

Methodology

A variety of presentation methods will be used including short lecture-style, group discussions, role- play, interactive learning, games and exercises.

Programme scope, delivery arrangements and suitability are confirmed during enquiry.