Managing employee relations

As a company grows, the management processes become more complex. It's not unusual to hear an MD bemoaning the time spent on 'people' issues and not on the things (a) they like to do, (b) they are good at or (c) that generate money. The truth is that, even in the most capital intensive operations, employees are key.  These are the people that can make the difference.  It is easy to copy a constant product; harder to copy an intangible like good management.

So as a company grows there are tensions all round - people disagree, the organisation outgrows the skills or abilities of good and loyal employees.  Some employees don't have access to the boss as much and feel disgruntled.  Or perhaps 'promises' haven't been kept. All these are signs of a need for a different way of communicating as the company moves away from its close knit, smaller origins.  Controls and monitoring mechanisms may need to be delegated through a management structure.

And then there is the challenge of restructuring through mergers and acquisitions - the act of integrating managers, staff and their respective expectations can create huge tension if not managed well.  There is also likely to be the issue of differing reward and benefit structures and the minefield of TUPE.  In addition, selling or closing parts of the business because it is non-core or under-performing needs managing and communicating sensitively both for those affected as well as the 'survivors'.

What's the best practice? What has someone else done? How do I navigate the minefield of employment law?  How do I resolve disputes? What do I do with someone threatening to go to a solicitor or Employment Tribunal? How do I keep control?  Give us a call - we can help.