Employee Relations Communication Program

1. ORGANIZATIONAL DEVELOPMENT
Created
By
Lawrence Frank Buford, Jr., MBA, MS
Senior Professional in Human Resources (SPHR)
EMPLOYEE
RELATION
S
This Employee Relations: Presentation is the exclusive right, and creative and original works of Lawrence F. Buford, Jr. It is part of a larger work, The HOOD
Program (Hands-On Organizational Development). It is not intended for sale, reproduction, distribution, or to be given away. For business use and application.
To be used by Lawrence F. Buford, Jr. and only the person (s) he grant authorization to. Warning: Do not attempt implementation without the complete program.

2. Shared Vision
Vision, Purpose, and Core Values
Mission Statement, Strategy, and Goals
Open Lines of Communication
Creative Tension
Problems, Issues, and Concern
(Example: Employee Relations)
REALITY
Reality -- Where we are now
Vision -- What we picture the future to be
Purpose -- Why do we exist
Core Values -- How do we want to act
Creative Tension -- Distance between Vision and Reality
As the graph shows, creative tension gets in the way of reaching goals. Putting proper systems in place helps
to effectively manage, eliminate, and reduce them. How?
{Example: Closed Lines of Communication)

3. UNDERSTANDING CREATIVE TENSION
Areas of concern can cause us to “react” out of control. Areas of influence are things we can
“act” on and exercise some degree of control over.
Areas of Concern
Problems
Issues
Concerns
Circumstances
Closed Lines of Communication
Situations
Environment
Goals
etc.
Areas of Influence
Management
Leadership
People
Systems
Values
Lines of Communication
Behavior & Attitudes
Performance
Responsibility
Goals
etc.
REACTIVE ACTIVE

4. REDUCING CREATIVE TENSION
When our Areas of Concern consume or overwhelm us (Areas of Concern becomes larger than Areas of
Influence), goals are minimized because they interfere with performance. The key is for all to remain in
control (display positive energy and focus) and put systems in place to manage, eliminate or reduce them
(Areas of Influence become larger than Areas of Concern). However, problems do and will exist.
Creative Tension cannot be solved all at once. Therefore, we must prioritize our concerns and put first-
things-first.
Areas of Influence
Areas of Concern
Communication
Areas of Influence
Communication
Areas of Concern
NEGATIVE ENERGY AND FOCUS POSITIVE ENERGY AND FOCUS

5. CONTROL
As an organizational body and individually, we want to remain in control and look like YOU and not like
HIM. Control of our Areas of Influence help us get to where we want to be.
YOU HIM
In Control
(Acting in Areas of Influence)
Out of Control
(Reacting to Areas of Concern)

6. Need for Shared Vision
Full Possession of The Facts
Realize Vision
Accomplish Goals
Creative Tension
(Employee Relations Problems)
Greater Enthusiasm
And Commitment
Ideally in helping employees understand the facts, that the “job” is to really perform “roles” to help accomplish
the mission. There should be greater enthusiasm and commitment to create processes/systems to eliminate and
reduce creative tension and to progress towards realizing the vision.
Shared Vision
Eliminate and Reduce

7. BALANCED APPROACH
A balanced approach of accomplishing business objectives and meeting the needs of employees are essential in
developing good employee relations.
Goal = Open Lines of Communication Most Important Resource = Employees (Meeting Needs)

8. TOOLS AND TECHNIQUES
Realistically, parties does not always conform to policies and procedures,
practices, laws, and agreements. A set of organizational development tools
and recommended steps that can help align employees with business objectives
and improve employee relations are:
• Roadmap Model
• Opinion Model
• Stages of Team Building Model
• Motivation Process Model
• SMART Model
• Step-by-Step Coaching
• Step-by-Step Counseling
• Disciplinary Action
These tools can be modified to be legally defensible and ensure compliance
with local, state, and federal laws. Examples of these tools are included as
supplemental attachments.

9. THANKS FOR THINKING
Any Questions?

10. BLUEPRINT-ROADMAP MODEL
(Also known as, Commitment To Contribute Model)
Issues
Problems
Concerns
Creative Tension
1. Ideas
2. Suggestions
3. Solutions
4. Pre-implementation (planning)
5. Commitment (Ask for)
1. Top Management Support
2. Set Visualized Goals ( SMART)
3. Tie-in unit goals with Organizational Goals
4. Communicate Expectations
5. Enforce Accountability
1.
2.
3.
4.
5.
6.
1. Follow/Complete Goal-Directed Action Plan
2.
3.
4.
5.
Stated Issue Buy-In/Feedback (Opinion Model)
Stated Goal (SMART) Goal-Directed Solutions (Plan)
Implementation/Action Steps
Public Recognition/Awards
1.
2.
3.
4.
5.
6.
Positive Re-enforcement
1.
2.
3.
4.
5
6..
GoalAttainment
Commitment to Contribute
(Managers/Supervisors/Employees)
Measurements/Accomplishments

11. BLUEPRINT-ROADMAP MODEL
(Also known as, Commitment to Contribute Model)
Closed Lines of Communication
1. Ideas
2. Suggestions
3. Solutions
4. Pre-implementation
5. Commitment (Ask for)
Open Lines of Communication
Align Skills and Capabilities
1. Support decisions and goals
2. Change HR infrastructure
3. Reorganize goals and responsibilities
4. Tie goals to performance evaluations
5. Tie performance to coaching
6. Tie performance to counseling
7 Tie performance to corrective action
8. Delegate, prioritize and multi-task
9. On-the-job Training (OJT) and Cross-training
10. Enforce accountability
1. Set high examples and be catalyst for change
2. Take ownership of duties and responsibilities
3. Think positive, strategically, and as HR partners
4. Always seek means for improvement
5. Recognize employees’ performance contribution
6. Enforce accountability
Stated Issue Buy-In/Feedback (Opinion Model)
Stated Goal (SMART)
Goal-Directed Solutions (Plan)
Implementation/Action Steps
Public Recognition/Awards
1. Congratulatory Comments
2. Plaques
3. Mentoring Recognition
4. Letters of Appreciation
5. Pride Manager/Employee of the Month/Year
6. Special Parking Privilege
7. Fun/Recreation/Morale (banquet, party, etc.)
Positive Re-enforcement
1. Increased support of management/staff
2. Happier and more productive employees
3. Reduced complaints
4. Increased work performance
5 Reduced lag time, +30 minutes
6. Met goals and deadlines, +4 days
GoalAttainment
Commitment to Contribute
(Managers/Supervisors/Employees)
Measurements/Accomplishments

12. OPINION MODEL
I Think, I Believe, I Feel
Communication Problem Exist
Lack of
Communication
Therefore, Reality Is
Because
1. Management/Union Disagreements
2. Inaccurate Information Given
3. Employee’s Worth Misunderstood
The opinion model is used to identify, describe and diagnose problems and causes by engaging
others to gain greater insight and understanding of the issues for effective resolution.

13. STAGES OF TEAM BUILDING MODEL
STAGE 1
Each player
attempts to
discover what or
why they are part
of this team.
“Can’t work with
them?” What is
the purpose of the
team?
STAGE 2
The team formally
or informally
creates ground
rules.
STAGE 3
Each member
discovers their
compatibility of
their style to
others’ style. The
interaction either
bonds or
separates team
members.
STAGE 5
Commitment to
team and goals or
avoidance of task
or team.
STAGE 4
Satisfaction
occurs or does
not. Measures
self-worth as
member of team.
(Used with Opinion and SMART Model to assess, strengthen, focus and create successful and cohesive teams)

14. MOTIVATION PROCESS MODEL
(A “STORY TELLING MODEL” USED TO CORRECT INDIVIDUAL BEHAVIOR)
Behavior
The Problem/Motive
Goal Action(s) Objective
Individual Action(s)
The Problem/Motive
Goal
Individual Action(s)
Action(s) Objective
(Used with Coaching, Counseling, Opinion, and SMART model to influence and correct behavior)
Sleep in late
(late for work)
Keep job
Make excuses
Get supervisor to accept
excuses
Behavior
Problem Example

15. SMART GOALS MODEL
SPECIFIC
MEASURABLE
Stated in the Positive.
Observable in sensory experience (can see or hear evidence that it has occurred).
ATTAINABLE
Outcome is achievable within time and resource constraints.
RELEVANT
Relates to organizational learning, mission and goals, indicators for quality or the
individual’s personal and professional needs.
TACTICALLY SOUND
Ecological. Safe for a person to achieve. Will not violate a person’s identity, nor
damage a person emotionally.
S
M
A
R
T

16. STEP-BY-STEP COACHING
(One-on-One Training)
Coaching Steps
Step 1: Explain instructions.
Step 2: Demonstrate the skill or Procedure.
Step 3. Have employee perform job/task.
Step4: Watch employee practice the skill.
Step 5: Ask questions.
Step 6: Give feedback.
Step-by-step coaching conducted to focus on the development side for acquiring knowledge and skills.

17. STEP-BY-STEP COUNSELING
(Focus On Changing Behaviors)
Counseling Steps
Step 1: State purpose of counseling/discussion.
Step 2: Have facts available (know what you will say).
Step 3: State problem specifically and clearly.
Step4: Get employee side (listen carefully, use opinion model).
Step 5: Clarify problem and get agreement that problem/misunderstanding does exist.
Step 6: Refer to EAP when appropriate.
Step 7: Discuss alternative solutions (mutually agree on action to take by employee and supervisor,
set SMART GOALS, use employee solutions, if possible).
Step 8: Document actions the employee will take and supervisor/counselor are to take.
Step 9: Set follow up meeting.
Step 10: Conclude session (communicate belief in employee to act on solutions).
Step 11: Document counseling session (obtain employee signature).
Step 12: Follow up and recognize improvement (use positive re-enforcement).
Step 13: Repeat steps, if improvement does not occur.
Step 14: After two attempts (if appropriate), prepare for disciplinary action.

18. DICIPLINARY ACTION
(To Mold and Help Correct Behavior)
Preventive Measures – To shape behavior, and thus minimize the need for disciplinary action.
• Provide job description
• Written policies, work rules and procedures
• Establish and support ongoing timely two-way communication
Sequence of Discipline – By type, severity and frequency of offense
• Oral and written warning
• Suspension
• Discharge or termination
Progressive discipline – A system of increasing severe penalties, usually begins with least severe for the following violations
• The same work rule violation
• A similar work rule violation
• A serious work rule violation
Terminations – Ten (10) cardinal rules for disciplinary terminations
• Never summarily discharge
• Get all the facts first to make sure your investigation is thorough, complete, and well-documented
• Conduct all employee interviews with care and deliberation
• Investigate promptly; don’t delay
• Always use the final filter approach (analyze the investigator’s findings and recommendations)
• Pinpoint the basis of the discharge
• Whenever possible, inform the employee in person of the decision to terminate and the reason behind it
• Always employ progressive discipline, keeping appropriate documentation
• When you are done with your homework, go for it
• Beware of the setup