HR Courses

Improving your recruitment and selection practice

The recruitment world can seem an odd one at times. Technology has driven a revolution at work and much of this is reflected in the hiring  process. Yet on the other hand many traditional methods are clung onto even when the evidence to support them is dubious. Also the profile of the workforce is changing and more imaganitive methods need to be adopted to reach out to potential talent.

By attending our course you will learn about

  • references and legal checks
  • assessment and testing
  • interviews 
  • how the workforce is changing and what to do about it
  • open and closed job markets (inside and outside the workplace)
  • finding good employees in the digital age
  • equality considerations
  • recruiting returners and in other hidden talent pools

Conduct codes and disciplinary issues

In most organisations nearly 90% of employees will never come into contact with the conduct code, and most line managers will prefer informal means of resolving problems. However, there comes a time when further action is necessary.

The first principle is that sanctions are meant to be corrective and not punitive. Equally important is that no disciplinary measure should come as a surprise even when covert monitoring is involved. We have  a great deal of experience to relate to you on the subject.

By attending our course you will learn about

  • the acas codes of practice: the three types of guideline and the penalties for non-compliance on each party
  • normal versus gross misconduct
  • how to investigate and interview effectively
  • using a system of cautions and warnings
  • the difference between capability and culpabity
  • good processes and practice
  • questions managers should ask employees and themselves prior to making any decision
  • whether the issue is really just a personality clash
  • working with employees and their representatives

Enforcing alcohol and drug policies

Alcohol and drugs are deeply woven into the social fabric of our society so it is no surprise when problems start to manifest themselves in the workplace. There is much that can be done by employers however to create the right cuture and environment. Leading by example and making  people aware of the dangers can be a starting point.

By attending our course students  will learn about

  • the process to adopt when a problem is discovered
  • safety critical areas
  • what you must do before even considering monitoring and testing
  • employee support and guidance
  • promoting good health
  • what to do when all else fails-disciplinary measures and dismissal
  • police action and law enforcement

handling grievances fairly

Even in the most harmonious workplaces problems can sometimes flare up. Employees need a fair and structured process to air their complaints. and yet seasoned hr professionals and trade union officials often have the most jaundiced view of the whole procedure and often prefer other routes to resolution. As ever conflict requires careful and skilled management. 

on our course you will learn about

  • the acas code of practice
  • the stages of the grievance procedure
  • who the procedures apply to
  • what should happen before, during and after the grievance
  • considering the alternatives, informal stages and when the accuser should face the accused.
  • whether grievance and harassment procedures should be separate
  • collective and multiple grievances
  • counter grievances and grievances raised during disciplinary or other procedures, is it dangerous to try and negotiate?
  • dealing with misconceived or malicious grievances 
  • grievances raised against subordinates
  • involving employee and trade union representatives

promoting good attendance and absence control

Good attendance allows both individuals and organisations to prosper. Promoting it via fair procedures is a given but it is also important not to go to extremes and swing from absenteeism to presenteeism. 

By attending our course you will learn about

  • the different types of absence and how to react to each
  • the difference between capability and culpability in relation to absence
  • reviewing absence rates and the action to take
  • dealing with punctuality within an absence procedure
  • authorised and unauthorised absence
  • absence calculation and the bradford index
  • analysing short-term and long-term absence patterns
  • questions the decision maker should ask the employee and themselves before issuing any sanction
  • three types of fair dismissal for absence and what can make dismissal unfair
  • what support to offer-welfare,ohs and other means
  • considering medical evidence
  • pay and holiday entitlements whilst sick
  • working time regulations
  • good audit trails

running the redundancy process

Redundancy is one of the most difficult procedures for anybody to become involved with at the workplace. the manager who instigates a fair and efficient process is doing everybody a favour as it gives employees the opportunity to start afresh with the minimum of stress.

By coming on our course you will learn about 

  • the legal requirements 
  • considering the alternatives
  • fair selection criteria
  • scoring systems and matrices
  • handling appeals
  • redundancy compensation
  • why redundancy should not be used as a vehicle to remove problem employees
  • employment tribunals
  • help and support for at risk employees and the funding available
  • involving employee and trade union representatives