Building a Positive Employee Relations Framework

Please feel free to save or share this link to refer back to this offering. For in depth information or for scheduling, please visit the activity site directly as detailed in the activity description.
20 Sep

Building a Positive Employee Relations Framework

Building a Positive Employee Relations Framework

Sunday, September 20, 2026 (12:00 AM) to Monday, July 31, 2028 (11:59 PM)
.75 PDCs
Provider: Applied Potential Solutions
Course Name: Building a Positive Employee Relations Framework

Speaker: Laura Azzarella
Program Type: Videoconferences, webcasts, audiocasts, podcasts, eBooks, self-directed E-Learning
Registration URL: https://applied-hr.trainercentralsite.com/course/building-a-positive-employee-relations-framework

Email Details

By the end of this course, learners will be able to: -Explain the role of proactive employee relations in building trust, engagement, and a positive workplace culture. -Apply the four principles of effective workplace communication: transparency, consistency, two-way dialogue, and timeliness. -Develop communication strategies that support employees through organizational change, uncertainty, and crisis situations. -Coach leaders and managers to communicate effectively, foster trust, and model behaviors that reinforce a healthy workplace culture. -Evaluate how leadership behaviors, communication practices, and organizational norms influence employee morale, engagement, and retention. -Design and implement employee feedback mechanisms, including engagement surveys, focus groups, stay interviews, new-hire check-ins, and exit interviews. -Analyze employee feedback data to identify trends, diagnose workplace challenges, and prioritize opportunities for improvement. -Create action plans with clear goals, ownership, accountability, and measurable outcomes that address employee feedback. -Communicate survey results and organizational responses in ways that strengthen credibility and encourage ongoing employee participation. -Recognize legal and employee relations considerations related to workplace communication, social media, recording policies, and protected concerted activity. -Assess how AI tools can support communication, feedback analysis, and action planning while maintaining appropriate human judgment and oversight.

You're Registered!
This course covers proactive employee relations in three segments. The first is defining appropriate communication flow. There are four pillars for business communication with key aspects (transparent, consistent, two-way, timely), how to communicate through change and crisis, how culture is defined by what leaders tolerate, and how to coach leaders through their own communication blind spots, including Gemba walks as a listening tool. The case law for this section is Pennsylvania State Police v. Suders, on how a communication failure around a complaint process becomes a constructive discharge claim. Section 2 covers gathering feedback: engagement surveys, focus groups, new-hire check-ins, stay interviews, exit interviews, and how to monitor and gauge third-party channels (Glassdoor, pulse surveys, anonymous tools). The case law for this section is Karl Knauz Motors, on how a vague "courtesy" handbook rule became an unfair labor practice. Similar and relevant case Whole Foods Market is also reviewed, on the limits of no-recording policies under Section 7 of the NLRA. Last, once you are aware of employee feedback, the best practice is to act on it and build action plans for continuous improve. We will discuss narrowing to two or three themes, creating an action plan template, closing the loop with employees, getting managers to own their piece, and measuring what works for sustainment.