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DO YOU HAVE ANY ISSUE AT WORK? WHY YOU DONT CONTACT US ? WE ARE HERE TO HELP !!!! ON 08456526552

You need are help ? Please call

DO YOU HAVE ANY ISSUE AT WORK? WHY YOU DONT CONTA US ? WE ARE HERE TO HELP !!!! ON 08456526552

We understand that your work place should be fun, enjoyable and some where nice to be we as over 30% of our life is spent in the work place.
But sometimes things go wrong. We are there to help when you feel like you have been treated unfairly at work.
We understand that every individual case is different and we recommend you call us for a free 30 minute consultation where we will look at your problem and give you the best advice for the best resolution.
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Grievances
What is a grievance
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Investigations

What is an investigation
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Appeals

Your right to appeal
... When an employee feels that disciplinary action taken against them is wrong or unjust they may appeal against the decision. Appeals may be made on various grounds, including new evidence, undue severity or inconsistency of the penalty. Employees may also request to have an appeal meeting if they feel a grievance has not been satisfactorily resolved.
Appeals should be heard without unreasonable delay and ideally at an agreed time and place. Employees should put their appeal in writing to the employer. The appeal should be dealt with impartially and ideally, wherever possible with a manager who was not previously involved in the disciplinary meeting. Workers have a statutory right to be accompanied at an appeals hearing. The companion may be a Legal representative, a fellow worker or a trade union representative or an official employed by a trade union. The worker must make a reasonable request to the employer to be accompanied.
You must have grounds for your appeal and start the process within a certain period of time.
Your employer must notify you of your right to appeal the decision arrived at concerning your grievance. An appeal is the third step of the statutory grievance procedure and if you want to take your case to an Industrial Tribunal you must have appealed against the decision before making your claim. If you do not, any compensation you win may be reduced. You can appeal against the decision if you think:
the decision was wrong
unfair procedures were used
the punishment is too harsh
New evidence has come to light
Your grounds for appeal should be reasonable. Minor breaches of procedures, or your personal feelings, won't usually change the decision that has been reached.
The appeals process is similar to the disciplinary procedure:
you write a letter giving reasons for appealing
there's a meeting, usually with a more senior manager than was at the first meeting
a final decision is made
Make sure you know what the time limit is for appealing, which are often in the written procedures. If you're not given enough time to appeal, do what you can and provide any other necessary information later.
In small firms it may not be possible to find someone with higher authority than the person who took the original disciplinary decision. If this is the case, that person should act as impartially as possible when hearing the appeal and should use the meeting as an opportunity to review the original decision. You have the right to be accompanied to this meeting.
You can't make an Industrial Tribunal claim against a warning dismissal. A better approach is to suggest mediation or conciliation.
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Consultations

What is consultation?
... The opportunity to provide and receive information and to participate in meaningful discussion on relevant matters affecting the way we do or manage things in the workplace.
Why consult?
Involvement by all members of the team means that any workplace changes will be more readily accepted and implemented. Everyone wants to be informed and asked for their ideas. We all want to know what is happening, why it is happening and how it will happen.
Let's try to change how things have been done in the past. The biggest criticism of management is that they never consulted/asked staff what they thought or wanted! Find out how people want to be consulted and involved.
We can have consolations for a lot of reasons
Change in terms and conditions
Change in policies
Change in Health and safety
Redundancies
Change in pensions
And many others employment issues
What makes good consultation? ◾Being given as much relevant information as needed to make an informed and educated choice ◾Time to fully consider the matters raised ◾Participating in discussions leading to important decisions ◾Being kept informed of discussions and decisions and being informed throughout the implementation process including any changes made
Why don't we practice consultation more often? ◾Fear of proposal/ policy being rejected ◾Pressure of deadlines ◾Just not good at consultation ◾Excuses made – it takes too long and delays the process, people are apathetic, we have to do all the work anyway, we know what's best
What are the outcomes of good consultation versus lack of consultation?
Good consultation ◾Greater agreement ◾Increased staff morale ◾Greater commitment to the change or decision made
Lack of consultation ◾Sabotage and resistance ◾Disgruntled unhappy staff ◾Negativity and criticism
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Redundancies

Choosing people for redundancy
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Mediations

Mediation is a completely voluntary and confidential form of alternative dispute resolution. It involves an independent, impartial person helping two or more individuals or groups reach a solution that's acceptable to everyone. The mediator can talk to both sides separately or together. Mediators do not make judgments or determine outcomes - they ask questions that help to uncover underlying problems, assist the parties to understand the issues and help them to c...larify the options for resolving their difference or dispute.
The overriding aim of workplace mediation is to restore and maintain the employment relationship wherever possible. This means the focus is on working together to go forward, not determining who was right or wrong in the past.
Many kinds of dispute can be mediated if those involved want to find a way forward. It can be used at any stage in a dispute but is most effective before positions become entrenched. You might want to think about writing a mediation stage into your individual grievance procedure.
Agreements reached through facilitated mediation are not intended to be legally binding or enforceable, but binding in honour only. However, where both parties agree, legally binding agreements can be drawn up in some circumstances, and these are set out below. You are strongly advised to take legal advice before entering into any legally binding agreement.
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Negotiation in terms and conditions

The following 5 points are worth remembering before you enter into negotiations;
... If you don’t have a set of Terms and Condition, then its leads to the smaller company inevitably following the only contract available, that’s the contract of the larger organisation.
Smaller businesses can readdress the balance when negotiating with a larger player; its how you ask that counts and having Terms and Conditions gives the SME an advantage.
Such negotiations can be tense and feel overwhelming, a company with a niche product or service can be in a powerful bargaining position and not realise it, distracted by events or potential size of the opportunity.
Don’t feel flattered; you will end up working harder for less and obtain less appreciation for doing so, vanity costs money!
Be confident, it’s ok to feel pressured by a larger company’s demands. However the same rules apply when doing business with smaller businesses, if you have the capability to deliver services, it’s profitable for you and the risk and scope can be managed then its worth negotiating or perhaps in certain cases worth walking away.
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Contracts

Identify your objectives for entering into the contract.
... Before you attempt negotiating a contract, you need to have a specific idea of what your desired outcome is. For example, if you want to lengthen the contract period, then you should know exactly how long you would like the contract period to be. Make both a list of things you will compromise on and a list of terms you are not willing to negotiate.
Because contracts are legally-binding documents, many contract terms are regulated by the government. For example, it is not legal for a landlord to contract a tenant to inhabitable living conditions. Before you go into contract negotiation, schedule a free consultation with an attorney who specializes in contract law, or search online for a legal advice site where you can verify that the terms of your contract are within legal parameters.
Prepare for the negotiation.
Get any facts, figures and documents you may need to back up your negotiation points.
Create a checklist of items that you want to address.
When you negotiate a contract, it helps if both sides agree to this itinerary before the negotiation session begins.
Set a time frame within which to reach an agreement on terms. Create a plan for the possibility that both sides cannot agree on terms within this time frame. For example, you may agree to schedule a mediation after 2 failed contract negotiation meetings, or to withdraw the contract altogether.
Build trust with those you are negotiating with.
This will help you reach an agreement faster, and with less resistance and time-consuming inquisition.
To build trust, fully disclose all of the facts surrounding your contract negotiation requests, provide documentation of any facts or figures you use to support your requests, communicate openly about your interests and be receptive to the other party's counter-presentations.
Approach the negotiation with a positive attitude.
This will promote cooperation and aid both party's openness to mutually beneficial solutions.
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Negotiation in pay rises

When we have so much to gain, why do so many of us refuse to ask for a pay rise?
... There's no shame in realising your worth and wanting an employer to acknowledge it.
More money is motivating, it can boost your confidence and it will probably make you happier in your job.
So, to help all you on the way to more money, here's the totaljobs guide to getting a pay rise.
Your first task is to find out what's going on in comparable markets and job roles start by using our salary checker and browsing relevant job ads. Happy with what you've found? Don't go running to the boss just yet.
Consider why you, as an individual, are worth the extra. Being generous with tea-rounds and almost never pulling a sickie isn't likely to impress. List out your achievements and consider what you've done to meet objectives set at the beginning of the year. Off the back of this add an assessment of your potential value. Remember you might get full marks for effort, but cold hard cash, no.
Focus on your role in helping the business grow and your boss will sit up and listen. As managing director of Intuition Global, Sarah Callery explains, 'You need evidence that you are already delivering more than your peers.
A pay rise will be based on both your current performance and your guaranteed future performance, not just what you hope to achieve'
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