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7HR01 Strategic Employment Relations

The unit 7HR01 Strategic Employment Relations provides an in-depth understanding of employment relations within organisations, focusing on different perspectives, external influences, and the role of people professionals in fostering positive employment relations. This unit examines how globalisation, trade unions, and employer strategies shape employment dynamics. It also addresses the importance of employee voice, collective bargaining, and conflict resolution strategies to sustain mutuality and engagement within the workforce.

This unit is particularly relevant for HR professionals, managers, and individuals involved in employment relations, providing them with the knowledge and tools to navigate complex organisational challenges. Learners will gain insights into employment relations theories, strategic HR practices, and negotiation techniques, enabling them to foster a productive and legally compliant work environment.

Unit Objectives

• To equip learners with a strategic understanding of employment relations, including the role of people professionals and line managers in managing workforce relationships.
• To critically evaluate external factors, including globalisation, that influence employment relations within different organisational contexts.
• To enable learners to assess employee voice mechanisms, ensuring mutuality and workplace harmony.
• To provide insights into employer strategies towards trade unions and their implications for workforce engagement.
• To review dispute resolution processes, including third-party interventions, collective bargaining, and grievance procedures.

Learning Outcomes

LO1: Understand different perspectives on employment relations and how they influence the roles of people professionals and line managers.

This learning outcome focuses on evaluating employment relations theories and their impact on workforce management. It covers various perspectives, including unitarist, pluralist, and radical approaches. Learners will explore real-world examples of cooperation and conflict, examining employer strategies towards trade unions and people professionals’ role in fostering positive relations.

Assessment Criteria:

• 1.1 Critically evaluate different perspectives on employment relations.
• 1.2 Contrast examples of cooperation and conflict within the employment relationship in different organisational contexts.
• 1.3 Critically evaluate employer strategies towards trade unions and whether they are fit for purpose.
• 1.4 Review ways in which people professionals can foster positive employment relations at work.

LO2: Understand how external institutions can shape employment relations at the organisational level.

This learning outcome examines external forces that impact employment relations, such as globalisation, economic pressures, and government regulations. Learners will analyse how short-term competitive pressures shape employment practices and assess the role of external advisory bodies in guiding HR decisions.

Assessment Criteria:

• 2.1 Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations.
• 2.2 Review the practice of employment relations at the organisational level, including how it is being shaped by short-term competitive pressures.
• 2.3 Critically appraise the advice that external bodies can provide in order to help people professionals make appropriate decisions for their organisation.
• 2.4 Analyse the changing nature of work in different parts of the economy.

LO3: Understand how people professionals can work with employees and their representatives to sustain mutuality and voice.

This section covers the significance of employee voice, both direct and indirect, in improving organisational performance and employee engagement. Learners will evaluate different voice mechanisms, their impact on workplace outcomes, and strategies for enhancing mutual trust and participation.

Assessment Criteria:

• 3.1 Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes.
• 3.2 Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes.
• 3.3 Evaluate the extent to which voice enhances both organisational performance and employee outcomes.
• 3.4 Evaluate how organisations drive and assess employee engagement.

LO4: Understand how people professionals work with employees and trade unions to mitigate organisational risks.

This learning outcome explores dispute resolution, collective bargaining, and negotiation processes within organisations. Learners will examine the role of trade unions, employer-employee negotiations, and the effectiveness of grievance and disciplinary procedures.

Assessment Criteria:

• 4.1 Critically analyse the role of collective bargaining in determining pay and other contractual issues in organisations.
• 4.2 Assess the impact of negotiations between employers and employee associations/trade unions aimed at problem resolution.
• 4.3 Review the advantages and disadvantages of third-party options in resolving disagreements at work.
• 4.4 Examine the design and implementation of grievance, disciplinary, and other procedures and their fitness for purpose in the organisation.

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