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200179 Industrial Relations And Workplace Change

tag 0 Download 10 Pages / 2,402 Words tag 09-07-2021

Question:

The Publicis Loyalty call centre has collaborated with employees and the Australian Services Union (ASU) since 1996 to
improve working conditions in its Melbourne office. The result is a more efficient and competitive business, with lower costs and a higher standard of customer service.

The Publicis Loyalty call centre services QANTAS Club and Frequent Flyer Program members.In 1996, staff turnover and
absenteeism was high and productivity had slipped. Significant structural and operational changes were needed to achieve the quality and cost improvements required by Qantas.Publicis Loyalty call centre began building its relationships with employees and the ASU.
 
In 1998 it took a major step forward when it struck one of the industry's first union-negotiated Workplace Agreements determining employee wages and conditions.The Agreement replaced the former management's individual contract
system and marked the start of a partnership approach between employees and the ASU that continues today.

Partnership Approach A second Workplace Agreement followed in 2000 after lengthy consultation between management,employees and the ASU. It introduced significant cultural,structural and operational reforms,including pay rises of up to 10% over two years and better leave entitlements.Management and employees now regularly
meet to explore improving employee classification,job redesign, performance monitoring, assessment and rewards...
A Consultative Committee was formed following the 2000 agreement.
 
Management and employees now regularly meet to explore improving employee classification, job redesign,performance monitoring, assessment and rewards.Publicis Loyalty call centre has also formed partnerships with other industrial relations organisations. It was one of the first Australian call centres to sign the ACTU's Charter
for Call Centres, which sets out minimum employment standards for the industry. 
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