-67%
Solution
Post COVID-19 pandemic, the employee relations issues have increased. To support this, People Management (2023) noted that employees had recorded employee relation issues linked with increased grievances with complaints on wellbeing (39%), management since working from home/hybrid arrangement (36%) and diversity and inclusion issues (19%). In order for people practice professionals to initiate appropriate employees wellbeing initiative, CIPD (2022) note that they would need to consider the Great Resignation Theory. Post-COVID-19 pandemic, individuals no longer put up with bad work. This contribute to an increased voluntary and non-voluntary turnover rates. The COVID-19 disruption has also contributed directly to disruptions of labour market hence issues to recruit and retain highly qualified employees.
One of the approaches that people professionals can adopt as an effective approach to managing the employee relations issues is human relations approach. By referencing on Human Relations theory, Omodan et al. (2020) identified the human relations approach as prioritising on achievement of organisation goals by recognition of relevance of staff attitudes, interpersonal relations, group dynamics and leadership styles. Also, according to AlHamad et al. (2022) the theory is based on the view that as a best practice in improving employee relations, the staff should not be handled as only factors of production but equally as an important stakeholder or player in the organisation. Through the application of human relations approach, people professionals would improve employee relations through the following;
Improving employees recognition– The importance of prioritising on this practice by people professionals is informed by Sull et al. (2022) study which identified that employees recognition initiate a positive workplace culture and employee experiences. This has a positive implication on increasing the retention levels and resourcing highly qualified employees. Through a reference on the Expectancy Theory, Mehboob and Othman (2020) hypothesised that employee relations can be increased by offering strategic rewards. This is with an intention of driving an increased motivation, hence boosting performance. For instance, in Saudi Aramco case, this is achieved through the organisation initiating recognition programs which are practical and oriented towards personalised needs of the diverse workforce.
Inspiring positive group-based relations– A critical determinant of success in enhancing employee relations is ensuring that employees work in collaboration to achieve organisation functions. This is supported by the Social Identity Theory which is based on view that a person social identification surge in an event such an organisation is socially responsible, reputable and legitimate (Steffens et al., 2021). The outcome of this is people not only appreciating other emotions and offering them with sufficient opportunity for their expression without judging. In Saudi Aramco for example, the management set appropriate/achievable expectations in their group dynamics. This is by evidencing effectiveness of the organisation in initiating two-way communication.
Prioritising on Employees Feedback– The importance of this practice is informed by Paul and Criado (2020) which identify 75%..
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