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Employer relation strategy

Equal employment opportunity

Employers are expected to follow guidelines federal and state equal employment opportunity.

Employer needs are a prerequisite understanding for both managers and supervisors to make sure

laws are complied too. It is unlawful to discriminate against employees in paces of work under

the guidelines provided by law inclusive of recruitment and contract termination. Employers

with a large number of employees are subject to scrutiny subject to equal opportunities towards

both sexes.

Expectation of employees and managers

Employer is duly responsible for any discrimination or any form of harassment in any work

place. Employers are expected to prove beyond reasonable doubt that they took action against

discrimination and harassment. Employees are expected to report any abuse of power in

discrimination and harassment to stand for rights provided under the law. Manager, have a

responsibility to recognize and reinforce strong performance in employees by using measures

provided by law guidelines.

How the business adopt EEO principles

Recruitment, hiring and promoting with EEO principles in mind, by implementing practices

designed to widen and diversify the pool of candidates considered for employment openings.

Monitor for EEO compliance by conducting self-analyses to determine whether current

employment practices disadvantage people of color, treat them differently, or leave uncorrected

the effects of historical discrimination in the company.

Establish neutral criteria to avoid subjective employment decisions based on personal

stereotypes or hidden agenda.

Family/work relationships

Policy to outline how the business accommodates family work

Inherent requirements of a job are determined in the circumstance of each job and include the

ability to perform the tasks or functions which are a necessary part of the job, productivity and

quality requirements, the ability to work effectively in the team and the ability to work safely.

Unlawful discrimination, including harassment, on the basis of family/carer's responsibilities is

unacceptable at the University and any such behavior by a member of the University community

will not be tolerated and will be dealt with according to this policy.

Treat an employee with family/carer's responsibilities less favorably than employees, in the same

or similar circumstances who do not have those responsibilities.

Policy application on equal employment opportunity

Policy application is both considered by employees and employer as mutual parties with a

mission to accomplish. Under circumstances of promotion and treating employees justly. If

employees feel like they are discriminated against its paramount for the law to take action and

restore order in employment sector.

Employees making request for a flexible working arrangement

A request under the Fair Work Act 2009 may be made by an employee if the employee:
Is the parent, or has the responsibility for the care, of a child of school age or under, has a

disability and is a victim of domestic violence.

Employees are not entitled to make the request under the Fair Work Act 2009 unless they have

completed at least 12 months of continuous service at the University immediately before making

the request.

Discrimination, harassment and bullying

Discrimination, harassment and bullying

Discrimination occurs when a person, or a group of people, is treated less favourably than

another person or group because of their background or certain personal characteristics.

Federal discrimination laws protect people from discrimination of the basis of their:

● race, including colour, national or ethnic origin or immigrant status

● sex, pregnancy or marital status and breastfeeding

● age

● disability, or

● sexual orientation, gender identity and intersex status.

Harassment can include behaviour such as:

● telling insulting jokes about particular racial groups

● sending explicit or sexually suggestive emails or text messages

● displaying racially offensive or pornographic posters or screen savers

● making derogatory comments or taunts about a person’s disability, or

● asking intrusive questions about someone’s personal life, including his or her sex life.
It is important to understand that a one-off incident can constitute harassment.

The Sex Discrimination Act 1984 prohibits harassment in the workplace by employers, co-

workers and other “workplace participants”, such as partners, commission agents and contract

workers. Sexual harassment is broadly defined as unwelcome sexual conduct that a reasonable

person would anticipate would offend, humiliate or intimidate the person harassed.The Disability

Discrimination Act 1992 prohibits harassment in the workplace based on or Linked to a person’s

disability or the disability of an associate. The Racial Discrimination Act 1975 prohibits

offensive behavior based on racial hatred.Racial hatred is defined as something done in public

that offends, insults or humiliates a person or group of people because of their race, color or

national or ethnic origin. All incidents of harassment – no matter how large or small or who is

involved – require employers or managers to respond quickly and appropriately. If issues are left

unaddressed, a hostile working environment can develop which can expose employers to further

complaints. Bullying behavior can range from obvious verbal or physical assault to subtle

Psychological abuse. It can include physical or verbal abuse

● Yelling, screaming or offensive language

● excluding or isolating employees

● Psychological harassment

● Intimidation
● Assigning meaningless tasks unrelated to the job

● giving employees impossible jobs

● deliberately changed work rosters to inconvenience particular employees

Conflict resolution

“Conflict resolution “is a broad term covering informal and formal procedures for hearing

and resolving employee complaints. At its most basic, conflict resolution happens when

an employee and a supervisor resolve a work-related problem. On a more formal level,

conflict resolution runs the gamut from “open door” policies to progressive steps in

dispute resolution to mandatory arbitration agreements. Generally, if an organization

has mechanisms for resolving conflict at its early stages, its employees will see their

employer as fair in its dealings with them.


Step 1: Discussion with supervisor

a. Initially, employees should bring their concerns or complaints to their immediate

supervisor. If the complaint involves the employee’s supervisor, the employee should schedule

an appointment with that supervisor to discuss the problem that gave rise to the complaint within

five working days of the date the incident occurred.

b. The immediate supervisor should respond in writing to the complaint within five days of the

meeting held with the complainant employee.

Step 2: Written complaint and decision

a. If the discussion with the immediate supervisor does not resolve the problem to the

mutual satisfaction of the employee and the supervisor, or if the supervisor does not

respond to the complaint, the employee may submit a written complaint to the

employee’s director/department head. Employees may request assistance with writing

their complaints from the human resource (HR) department. The employee’s

director/department head should forward a copy of the complaint to the HR department.

The submission of the written complaint is due within five working days of the response from

the supervisor. The complaint should include:

● The problem and the date when the incident occurred.

● Suggestions on ways to resolve the problem.

● A copy of the immediate supervisor’s written response or a summary of his or her verbal

response and the date when the employee met with the immediate supervisor. If the supervisor

provided no response, the complaint should state this.

b. Upon receipt of the formal complaint, the director/department head must schedule a meeting

with the employee within five working days to discuss the complaint. Within approximately five

working days after the discussion, the

director/department head should issue a decision both in writing and orally tothe employee filing

the complaint.
Step 3: Appeal of decision

a. If the employee is dissatisfied with the decision of the director/department head,

the employee may, within five working days, appeal this decision in writing to the HR


b. The HR department may call a meeting with the parties directly involved to facilitate a

resolution. Or the HR department may refer complaints to a review committee if it

believes that the complaint raises serious questions of fact or interpretation of policy. The

HR department may gather further information from involved parties. All involved

individuals, other than representatives of the HR department, may not discuss the

situation with any other employee or with the complaining employee

c. .● undermining work performance by deliberately withholding information vital for

effective work performance.

Appeals process

A copy of your appeal to the agency and certify how and when you delivered this copy to the


1. Contact EEO Counselor

Aggrieved persons who believe they have been discriminated against must contact an
agency EEO counselor prior to filing a formal complaint. The person must initiate
counselor contact within 45 days of the matter alleged to be discriminatory
2. EEO Counseling
EEO counselors provide information to the aggrieved individual concerning how the
federal sector EEO process works, including time frames and appeal procedures, and
attempt to informally resolve the matter.
3. Alternative Dispute Resolution (ADR)
Beginning January 1, 2000 all agencies were required to establish or make available an
ADR program. Such program must be available for both the pre-complaint process and
the formal complaint process.

4. Complaints
A complaint must be filed with the agency that allegedly discriminated against the
complainant within 15 days of receipt of the Notice of Final Interview. The complaint
must be a signed statement from the complainant or the complainant's attorney,
containing the complainants (or representative's) telephone number.

5. Dismissals of Complaints
Prior to a request for a hearing, in lieu of accepting a complaint for investigation an
agency may dismiss an entire complaint for any of the following reasons: (1) failure to
state a claim, or stating the same claim that is pending or has been decided by the
agency or the EEOC
6. Investigations. Investigations are conducted by the respondent agency. The agency must
develop an impartial and appropriate factual record upon which to make findings on the
claims raised by the complaint. An appropriate factual record is defined in the regulations
as one that allows a reasonable fact finder to draw conclusions as to whether
discrimination occurred.
7. Hearings
Requests for hearing must be sent by the complainant to the EEOC office indicated in
the agency's acknowledgment letter, with a copy to the agency's EEO office.

8. Final Action by Agencies

When an AJ has issued a decision a dismissal, a summary judgment decision or a
decision following a hearing), the agency must take final action on the complaint by
issuing a final order within 40 days of receipt of the hearing file and the AJ's decision.
9. Appeals to the EEOC
Several types of appeals may be brought to the EEOC. A complainant may appeal an
agency's final action or dismissal of a complaint within 30 days of receipt. 29 C.F.R.
Sections 1614.401(a), 1614.402(a).

Induction policy by king fisher

Procedure includes:

Policy on induction of new colleagues

Period of induction

Guidance and support to help employees achieve performance expectations
Work towards achieving your individual goals,

Be open to feedback

Give others feedback

Set reasonable deadlines for completing each step in the process

Launch and manage your performance management process.

11. When is performance reviews conducted?

Evaluate previous year’s performance

Establish objectives for the coming year

Conduct the performance appraisal meeting

How employees rewarded for their efforts?

Recognition means acknowledging someone before their peers for specific

accomplishments achieved.
Promotion to a certain status
Providing incentives
What does Kingfisher do to retain existing employees?
It rewards them by promoting them to senior level employees and increasing
salary advancement.

Training needs identification

Business objectives and identify critical activities.

Set measurable performance standards.

Monitor performance to identify problem areas.

Ask employees to raise concerns and make suggestions

Records management responsibilities

Managers and supervisors

Performance development improvement

Alongside our four priority issues that are most material to our business, customers and
stakeholders, we work on improving three important areas: suppliers, the environment and
people that are essential to us achieving our sustainability goals.

Do right by our people, and we also believe a more engaged team will go the extra mile for
customers. So we’re always investing in our people’s development, to help them become better
advisors. Across Europe, Castorama colleagues are being invited into customers’ houses to see
first-hand their home improvement challenges.

Applying the same approach in our business including designing out waste, using resources
carefully, avoiding harmful chemicals and protecting ecosystems and biodiversity.

Ultimately we aspire to be restorative to environments, not just reducing negative impacts but
creating positive change locally and globally.

13. Termination of employment

Policy that minimizes the risk of unfair dismissal.

Lay the foundation of your employment relationship.

Probationary periods and lock-in dates – keep a diary

Employee reviews – update your employment relationship

Workplace policies – record and revise your expectations

Written warnings – create a culture of deliberate communication

When can an employer lawfully terminate an employee without notice?

If the business becomes bankrupt such that it unable to pay bills or cater for expenses.

When the employee damage or cheated on the company.

15. Risk management
Situations when a risk assessment should be conducted

 Determine if existing control measures are adequate or if more should be done.

Prevent injuries or illnesses when done at the design or planning stage

 Prioritize hazards and control measures.

 Identify who may be at risk

 Create awareness of hazards and risks.