http://awardviewer.fwo.gov.au/award/show/MA000005
https://www.fwc.gov.au/awards-and-agreements/agreements/about-agreements/enterprise-bargaining
https://www.fwc.gov.au/enterprise-agreements-benchbook/commission-approval-process/better-off-overall-test
lane league is the role play oneand
TU ANH DO is the example ofthis whole assignment.
MGT2EMR Assignment 2 The role of the Union Representative – Lane League Your name is Lane League. You have worked for the Hair Stylists Australia Union for six months. Prior to that, you worked for the Australian Workers Union for 10 years, as a Union Organiser and then a Lead Advocate. You have been asked by Presley Pantene, the owner of a hair and beauty business called Penelope Pitstop, to attend a meeting. You know Presley’s business well. It is a hair and beauty salon with a difference. It offers a narrow range of services – only blow waves and make-up applications. Presley’s vision was to have salons in the CBD of every capital city in Australia. Working women could come into the salon and have their hair and makeup done each day, before heading into the office. Presley argues that looking fabulous is important when you are climbing the corporate ladder! Presley began by opening one store in Collins Street in Melbourne. From day 1, the business was a raging success. In fact, in your first year of operation, Presley opened 3 additional salons in the Melbourne CBD. Now Presley has 10 salons in total, operating in Melbourne, Sydney, Brisbane, Perth, Adelaide and Canberra. And, Presley has just decided to open a salon on the Gold Coast. In total, Presley now has 75 permanent employees and 8 casual employees working in the salons and Head Office. All employees have been hired under the Hair and Beauty Industry Award (2010). Presley has told you that the salon managers have several raised some concerns about certain provisions in the current Award. As a result, Presley is considering moving to an Enterprise Bargaining Agreement (EBA). Presley indicated that the EBA for Penelope Pitstop will be based on the existing Hair and Beauty Industry Award (2010). However, Presley wants to change some of the clauses in relation to hours of work, overtime and penalties, taking breaks, first aid allowance, termination and consultation about changes to rosters or hours of work. At this meeting, there will also be an employee representative (Gaylen Glammer, from the Sydney salon), and Casey Capital (an employer representative from the Victorian Chamber of Commerce). Hours or work, overtime and penalties Presley has told you that several managers want to open salons at 5am on weekdays. This will enable them to service more clients before the working day begins. Currently, salons open at 7am. You note that work between 5am and 7am will attract penalty rates. And, given that starting work at 5am is not generally the industry norm, and could be classified as ‘unsociable working hours’, you feel that the penalty rates are more than justified. You think that cutting penalty rates is very short sighted. It will take money directly from the pockets of employees, many of whom might already live week to week. Penalty rates are fair compensation for missing family events, playing sports and leading a normal social life. Furthermore, wage cuts reduce income, and therefore, spending. This will be bad for the nation’s economy. Whilst you are open to considering what Presley has to say, you are of the view that penalty rates, in some form or another, must remain. Taking breaks You are aware that several employees of the salon have WorkCover claim, due to the repetitive strain injuries incurred by the action of continuously blow waving hair. Many union members have commented that they are ‘worn out’ at the end of the day. Because the salon only performs blow waves, the hairdressers have no breaks to do other activities. You need to hold Presley accountable for the increasing injury rate at the salons. You think that more breaks are needed for hairdressing staff. You are in favour of allowing a 10 to 15-minute, paid break after each client. Furthermore, you want Presley to consider that after every four blow waves, a break of 30 minutes is mandated. You believe Presley has a responsibility to employees to create a safe working environment, no matter what the cost. First aid allowance You would like to see at least 25% of employees at a salon with first aid qualifications. You believe that the current additional salary allowance of 1.3% is insufficient, and note the average in other industries is 2%. Termination During your conversation, Presley explained possible changes to the termination of employment clause in the Hair and Beauty Industry Award (2010). Presley wants to remove the period of notice required for an employee who has had less than one year of continuous service at Penelope Pitstop – this would mean that employees could be terminated ‘on the spot’. Presley wants to leave the remaining periods of notice for employees with more than one year of continuous service as per s14.1 of the Hair and Beauty Industry Award (2010). You believe that all employees, irrespective of their tenure with the organisation, are entitled to a period of notice. And, you believe it is your role to ensure this worker entitlement is protected. You may be persuaded to consider eliminating the notice period for employees with less than one year of tenure, in exchange for access to outplacement services. Outplacement is a support service provided by an organisation to help former employees transition to new jobs. Usually, outplacement services consist of support with writing CVs and cover letters, job interview techniques, creating LinkedIn profiles and career development. A consultancy firm usually provides the outplacement services which are paid for by the former employer. A basic package costs up to $500 per former employee. Consultation about changes to rosters or hours of work Presley has mentioned to you that the arrangements for changing the roster need some work. Under s29 of the Hair and Beauty Industry Award (2010), a roster can be changed at any time by mutual agreement between the employer and employee, or by the employer giving 48 hours’ notice to the employee in case of an emergency. You know that the manager and employees at the George Street salon are unclear about what constitutes an emergency, and whether the ‘mutual agreement’ should be in writing, or whether verbal agreement is sufficient. Whilst you are aware that not all eventualities can be planned for, you agree that the definition of an ‘emergency’ needs to be clarified, so it can be applied consistently across all salons. From your perspective, an emergency should be defined as something unexpected which happens suddenly, calling for immediate action. To your way of thinking, an emergency could be when a colleague has a car accident and is unable to work in the subsequent 48 hours. However, an emergency would not cover the situation where a colleague has taken 5 days off to care for a persistently ill child. You argue that any verbal agreements to roster changes should be confirmed in writing. These days, electronic messaging would be acceptable. Before, attending the meeting, you will need to re-examine: · Hair and Beauty Industry Award (2010): http://awardviewer.fwo.gov.au/award/show/MA000005 · Enterprise Bargaining requirements: https://www.fwc.gov.au/awards-and-agreements/agreements/about-agreements/enterprise-bargaining · The Better Off Overall Test (BOOT) at: https://www.fwc.gov.au/enterprise-agreements-benchbook/commission-approval-process/better-off-overall-test Assessment 3: Reflection Exercise Due date: Sunday 20 October 2019, 11:55 PM Format: Written assignment, 900 words Marks Allocated: 20% Student Name: TU ANH DO ID number: 18809104 During the negotiation simulation, I used the technique of "seeking advice from stakeholders in the organization". It can be said that, in fact, in some recent studies, the participants in the bargaining process all asked their partners for advice to make better decisions than those who did not. advice. According to Brook, a Wharton professor Maurice Schweitzer, and professor Francesca Gino from Harvard has shown that, when a person asks for advice, they will receive a lot of ideas, which helps the opinion seekers have a lot of making choices and help them increase confidence for decisions. Therefore, in the process of negotiating with employees about the terms that will be changed in the organization, I considered seizing the opportunity to ask my partner for advice on the best solutions for organizational issues. From there, I can confidently make decisions that bring satisfaction to both sides. Besides, I use the strategy "Listen to the issues and opinions of the other party". According to studies, a bad negotiator is someone who wants to control the conversation and do his best for the sake of their position. On the other hand, the best negotiators tend to be people who listen to the other side, understand what the staff wants and then respond appropriately. During the simulation process, as a manager, I listened to the ideas given by the staff. From there, I reviewed the ideas of my employees and gave them agreements that satisfied them and continued to work for the organization. For example, in the process of negotiating about staff breaks after they serve to dry hair for people with long hair. The reason employees want to take a short break after they serve long-haired people is that, for people with long hair, employees often spend a lot of time drying their hair, leading to employees. will have a wrist injury and they will not be able to work effectively. Therefore, the staff provided an idea of giving them 20 minutes of breaks for each time they served customers with long hair. After that, I reviewed the employee's proposal and felt that 20 minutes of a break was too long, this would result in reduced performance. After reviewing and consulting with the stakeholders, I came up with a more reasonable guest agreement for the staff that is 10 minutes of recess after every extra customer has long hair and this deal makes Staff are very satisfied. Through exercises simulating the process of negotiation and conflict resolution. I learned that the lesson is about negotiation skills. Negotiations can resolve any conflict more smoothly. I find that, through conflict, it is possible to understand the positions and the reasons for the conflict behind those positions. The ability to resolve conflicts can bring values to employees and manage both sides' ideas and agreements. On the other hand, using a different strategy in the process of conflict resolution is "Compromise", in which the participants in the negotiations can make the requirements they want and do not want. From these desirable requirements, it is necessary, to sum up, the best results so that the two sides can be satisfied with the final