A large and well-known cosmetics company requested employment law training to give its UK-based managers the knowledge and confidence to handle performance and other employee issues within the law to ensure improved on-going employee relations, reduce staff turnover and minimise the risk of employee claims and litigation.
The training request came from HR personnel based in London. Delivered by a qualified lawyer who specialises in employment law, the training programme covered:
Recruitment and Selection
Discrimination and Diversity
Disciplinary and Grievance Procedures
Handling Difficult Conversations
The training was delivered on two days; the first day to senior managers and the second to junior managers. For some managers this was the first employment law training they had received and for others it was a refresher course. Each session was pitched accordingly.
The training included a number of interactive case studies to generate discussion and the opportunity to consider and apply the legal issues in a practical context. HR had been working on revised internal employee policies which were being rolled out to all staff.
New performance management plans were also being implemented. The employment law training supported these new initiatives. HR were present at the training to answer company-specific questions.
The client’s brief was that case studies were critical to the training. These were designed and sent to the client for approval in advance of the training.
The training gave employment law context to the importance of following procedures and managing performance effectively and consistently. On both days a significant number of employee-related issues were raised, through the FTI case studies and client-specific circumstances.
Managers that are confident in applying workplace law
The training environment gave the managers the opportunity to discuss these with their colleagues and learn from each other’s experiences. Having the senior and junior managers attend on separate days was extremely beneficial as both had different areas of concern and were more comfortable raising and discussing matters with their peers.
The managers left with a clear understanding of what employment law and best practice they would apply in their day-to-day work. The HR team reported that they were now in a position to encourage and support the managers in their handling of employee issues. This was a key development in ensuring matters are always dealt with promptly and fairly to improve staff retention and reduce the risk and cost – both financial and time spent – of claims being made by employees.