Reckitt Benckiser Employment Relations

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Reckitt BenckiserEmployment Relations

• Deborah Yates, HR Manager

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Reckitt Benckiser ANZ

• Commercial
• Supply
• Research and Development
• Support Departments (HR, Finance, IS)

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Types of Employment Agreements

• Monthly staff - individual employment contracts
• Weekly staff
• collective agreements (two separate agreements)
• Awards (6 Awards)
• 4 unions AMWU, AWU, ETU, Miscellaneous Workers
  Union
• Merchandisers - Australian Workplace Agreements
  (AWAs)
• Contractors - contract for service not a contract
  of service
• Changes with WorkChoices

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Grievance/Conflict Resolution

• Grievance procedure aimed at resolving conflict
  at the lowest possible level.
• Procedure is similar for monthly and weekly paid
  staff.
• Step 1 - if comfortable speak with the person who
  the grievance is with.
• Step 2 - if this does not resolve the grievance
  or person is not comfortable to do this then
  escalated to their manager. If the employee is a
  union member than the union delegate would be
  involved.
• Step 3 - if still unresolved then matter would be
  referred to HR and if appropriate union
  organiser.
• Step 4 - if matter still unresolved may be
  referred to Industrial Relations Commission.
• Example - fitters greasing and oiling
  (collective), individual

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Performance Management

• Grievances often are a result of performance
  management.
• Our strategy to avoid this is to provide
  constant, consistent and immediate feedback to
  our staff.
• Expectations relate directly back to our core
  values
• teamwork
• achievement
• commitment
• entrepreneurship

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Performance Management

• Behavioural improvement process (weekly and
  monthly staff)
• Counselling session
• First Warning
• Final Warning
• Dismissal
• At all stages we
• clearly identify performance concerns
• ensure the employee has the opportunity to
  respond.
• Properly consider their response before any final
  decision is made.

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Performance Management

• Performance Development Review (only for monthly
  staff),
• There are essentially four parts to the process
• Employee Self-Assessment
• Manager Assessment
• Reviewer input/approval
• Face to face meeting to discuss agree on final
  assessment
• PDR should not be a surprise.

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Change Management

• Change can often cause concern, distress and
  consequently grievances. (change map)
• Our strategy to avoid this is to communicate and
  consult with the stakeholders as early and as
  often as possible.
• Example Introduction of full second shift -
  current.

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Introduction of Full Second Shift

• Current arrangements single shift with a small
  second shift
• Long term employees used to and like working day
  shift.
• We communicated as soon as decision was made.
• At initial communication we did not have all the
  final detail (buy in).
• Encourage employees to raise concerns/fears so we
  can deal with them.
• Provide opportunities for consultation and
  discussion.

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Questions???