Consultation

The Industrial Relations Consultation is delivered in our office or by teleconference and is an hour in length.

The series of questions below this description is a generic sample of the question format that we use with you in the Consultation.

In the Consultation, we address questions specific to your matter, which, together with their answers, can be used in your communications in your industrial relations matter.

When you purchase the Industrial Relations Consultation, please tell us your contact details and nominate a date and time for the Consultation, so that we can schedule it as soon as possible.

The most important materials that we use in addressing questions specific to your matter are case decisions of Australian industrial relations tribunals.

Industrial relations means the relations between management and workers in industry, and includes actions regarding pay, other terms and conditions of work, job performance, and conduct at work. We provide industrial relations services, such as the Industrial Relations Consultation, to meet demand for affordable and tangible tools that anyone can use, under their own steam, in responding to workplace issues.

If you engage us to assist you with your industrial relations matter beyond the Consultation, our per hour fee is twice the Consultation fee.

GENERIC SAMPLE

1. ANALYSIS OF WORK

a. Is the description or specification of the job or work well defined?

b. Does the worker know what is to be done and to what standard?

c. Is the job “doable”? If no, what changes could be made?

d. Does the worker have adequate resources to do the job? If not, what else is required?

e. Does the worker understand the culture – “the way we do things around here”?

2. SKILLS REQUIRED OF WORKER

a. Does the worker possess the skills necessary to carry out the job?

b. Does the worker or the hirer have a plan to develop the worker’s skills?

c. Has the worker been given sufficient training?

3. MANAGEMENT ACTIONS

a. Has high quality feedback been given to the worker?

b. Has poor performance been condoned or rewarded through the hirer’s management style?

c. Is the hirer trusted by the worker?

d. Does the hirer or worker consider that any other members in the team have the same issues in relation to performance?

4. WORK HISTORY

a. What is the worker’s prior work record like?

b. Is this an issue which has been taken up with the worker previously?

c. Has the issue manifested itself recently, or is it a part of a long-term issue?

d. Is the worker’s behaviour consistent with the worker’s past conduct, or out of character?

e. Does the worker want the job?

5. OTHER INFLUENCES

a. Are there organisational obstacles affecting performance beyond the worker’s control?

If yes, what are they, and what can be done about them?

b. Are there personal issues affecting the worker’s performance?

If yes, are they work-related?

END OF SAMPLE.