Employee Relation Material (NR)

Employee Relations
1
Main Agenda
• Main introduction
• Expectations
• Main Objectives
• Main Topics
• Road map
• Methodology
• References
• Rules
2
Let’s Know One Another
• Name:
• Occupation:
• Industry/business sector:
• Years of experience:
3
Bio
Dynamic, versatile Consultant / Trainer / HR Director of over 15 years experience with diverse expertise in Organization
Development, Human Resources Management, Human nature, Trainings, Performance evaluation and career development
experiences in MEA.
She conducts courses in the field of Human Resources, covering various functions: Talent Management, Performance
Management, Personnel & Employee Relations, Recruitment & selection, Compensation, Corporate culture, Leadership,
Team Building, Human Resources Management, etc. Her training development programs focus on human interaction.
Nermeen acquired bachelor degree of commerce from Cairo University – English Section. Her post graduate studies from
the AUC had contributed a lot to her academic background as she acquired HR Diploma, and Management Diploma as
well as being Professional Certified Trainer. Nermeen polished her professional and academic careers with MBA from
Victoria University - Switzerland
Hard work and mental together with interpersonal skills that were enhanced and enriched through the huge exposure
Nermeen went through along her career enhanced her professional experience as she held various positions;
• HR Consultant in Mostafa Shawki & Co / Deloitte Touche Tohmatsu International, in addition to working on freelance
basis to many local and multinational companies where she was responsible for Planning and Restructuring, Recruitment,
Performance Management Systems, Organizational Development for companies inside and outside Egypt
• Regional HR Manager in MI SWACO (A Schlumberger Company) / Onspec Tawakol Engineering and Contracting
(OTE) – Triangle Group / Weatherford; where she witnessed life time experiences through the acquisition of Schlumberger
to Smith as she was in charge of countries in MENA & GCC. Nermeen also handled the merge between Onspec and
Tawakol in addition to playing a key role in creating and implementing the restructure of Weatherford.
• HR Director in Polyserve & BG
• HR & Business Instructor / Trainer in American University in Cairo (AUC), IMI, British University in Egypt ( BUE )
& Arab Academy for Science Technology & Maritime Transport (AASTMT) where she’s teaching HR and business
courses.
4
Expectations
5
Main Introduction
Employee Relations or simply ER
is a major HR function like recruitment,
training, personnel and compensation and
benefits.
Unfortunately, despite its huge impact on

business, ER function is always taken lightly if
not neglected.
6
Main Introduction
The role of the ER function is to sustain
effective employment relationships in both
union and non-union environments.
The more this business-relationship is

maintained healthy the more employees
perform at higher levels; which eventually
impacts the organization strategic targets.
Main Introduction
Employee Relations offers consultation,
facilitation and resolution strategies for
workplace issues.
Employee Relations assists in
communications between employees and
supervisors, corrective action and planning,
disciplinary actions, and explanation and
clarification of policies and procedures.
Main Objectives
In 6 weeks (5 + 1), and by the end of this
module, participants will be able to :
• Develop and implement ER activities in
compliance with laws and regulations
• Assess organizational climate
• Establish workplace policies & procedures
• Develop, administer and evaluate grievance
and dispute resolution procedures
9
Main Topics
1. Laws Affecting ER
2. ER and Organizational Culture
3. Employee-Involvement Strategies
4. Measuring Employee Attitudes
5. Policies, Procedures and Work Rules
6. Discipline and Complaint Resolution
7. Collective Bargaining
8. Safety and Health
10
Road Map
Main Introduction
Session 1 1. Laws Affecting ER
Session 2 3. Employee-Involvement Strategies
Session 3 4. Measuring Employee Attitudes

Session 4
Session 5
11
Methodology
• Interactive instructor led workshop
• Transfer of knowledge techniques:
– Presentations
– Case study
– Discussions
– Knowledge sharing
– Reading
– Assignments
12
Methodology (cont.)
Score breakdown:
A 92% and above
Excellent
A - 88% - 91%
20% Discussion & B+ 85% - 87%
attendance V. Good
B 80% - 84%
30% Assignment
B- 77% - 79%
50% Final exam Good
C+ 75% - 76%
____
70% - 74%
100% Total Pass C
Fail F < 70%
13
References
• Garry Dessler, Human Resource
Management
14
Rules
• Don’t assume, ask to remove doubt
• Connect learning to real situations
• Attendance
• Others (mobile, smoking, breaks, ..etc)
Note:
It is highly recommended to read the topics before each session
15
End of
Main Introduction
16
Employee Relations
Topic 1
Laws Affecting ER
17
Road Map
Main Introduction

Session 4
Session 5
18
Objectives
By the end of this topic, participants will be
able to:
• Define the laws affecting the employee and
employer relations
• Check all ER activities for compliance to
laws
19
Topics
1.1 Egyptian Labor Law No. 12 of 2003
1.2 Trade Unions Law No. 35 of 1976
20
Employment relations in Egypt are regulated

by Labor Law No. 12 of 2003.
2003 12
21
Topics
22
Specific provisions protecting trade union

representatives against dismissal are
contained in Trade Unions Law No. 35 of
1976 (amended by Trade Unions Law No.
12 of 1995).
23
End of
Topic 1
Laws Affecting ER
24
Employee Relations
Topic 2
ER and Organizational Culture
25
Road Map
Main Introduction

Session 4
Session 5
26
Objectives
able to:
• State the definition of organizational culture
• State the major organizational culture types
• Profile an organization culture
27
Topics
2.1 Organizational Culture Definition
2.2 Organizational Culture Types
2.3 Profiling Organizational Culture
28
The rapid change in the world of business

today is forcing organizations to adapt in
order to survive.
Of the largest 100 companies at the beginning

of the 1900s, only 16 are still existing.
The “100 Best” companies to work for

consistently report that they are able to
maintain a competitive edge because of
culture.
And by culture they mean more than just good
benefits, they offer a work environment that
demonstrates the employees are treated and
respected as adults.
(Fortune magazine)
30
Studies proved that the main barrier to

successful adaptation and change is the
culture.
Modifying organizational culture is a key to

the successful implementation of major
improvement strategies as well as adaptation
to the increasing turbulent external
environment.
31
Culture can be defined as the accepted norms,

values and beliefs of a group.
Deal and Kennedy defined culture as

“the way we do things around here”.
Culture is a CSF (Critical Success Factor) that has a major

impact on the strategic direction of
organizations . 32
Corporate Culture is the shared

1. Norms
2. Believes
3. Values
4. Traditions & Rituals
5. Legend
6. Myth
33
Example: Google Culture
It’s really the people that make Google the kind of company it is. We
hire people who are smart and determined, and we favor ability over
experience. Although Googlers share common goals and visions for
the company, we hail from all walks of life and speak dozens of
languages, reflecting the global audience that we serve. And when
not at work, Googlers pursue interests ranging from cycling to
beekeeping, from frisbee to foxtrot.
We strive to maintain the open culture often associated with
startups, in which everyone is a hands-on contributor and feels
comfortable sharing ideas and opinions. In our weekly all-hands
(“TGIF”) meetings—not to mention over email or in the cafe—
Googlers ask questions directly to Larry, Sergey and other execs
about any number of company issues. Our offices and cafes are
designed to encourage interactions between Googlers within and
across teams, and to spark conversation about work as well as play.
Topics
37
A research, concerning culture, was

conducted in successful organizations
concluded organizational culture under 4
categories:
• Clan
• Adhocracy
• Hierarchy
• Market
38
39
Topics
41
To profile an organization’s culture, special

assessment tools are used. The OCAI
(Organizational Culture Assessment Instrument) is one of the
simplest and most widely used tool.
It focuses on some core attributes of an
organization that reflect its culture.
The ratings of these core attributes produce an
indication of the types of culture that are
dominant in an organization.
42
The six core attributes that are assessed to

profile an organization’s culture:
1. Dominant characteristics
2. Organizational leadership
3. Management of employees
4. Organizational glue
5. Strategic emphasis
6. Criteria of success
43
A culture gap is any systematic difference

between two cultures which hinders mutual
understanding or relations.
Such differences include the values, behavior,
education, and customs of the respective
cultures. ...
Examples of cultural differences that may lead
to gaps include social norms and gender roles.
Industry culture guide:

Average culture plot
for more than 1,000
organizations from
different industries
Gaps in culture can be

identified by
comparing the current
organization culture
and the desired one.
Based on the gaps,

HR builds its strategic
initiatives.
Summary
End of
Topic 2
ER and Organizational Culture
48
Thank You
End of Session 1
49
Employee Relations
Topic 3
Employee-Involvement Strategies
50
Road Map
Main Introduction

Session 4
Session 5
51
Objectives
able to:
• State the role of the HR in setting the
employee-involvement strategies
• Develop and implement employee
involvement strategies
52
Topics
3.1 Introduction to Employee-Involvement
3.2 The Role of HR in Employee-Involvement
3.3 Employee-Involvement Strategies
53
Employee-Involvement (also known as Empowerment) is

defined as giving employees the freedom and
responsibility to make job-related decisions.
Empowered employees contribute more to the

achievements of an organization.
In general, employees who do the job usually
know the work best (even better than the management).
54
Given the right reason and opportunity,

employees can contribute in improving quality
and productivity.
In brief, empowerment (employee involvement) is a

win/win motivational technique used to
enhance the quality of decision making while
satisfying employee needs for job involvement.
55
Topics
56
57
It is the HR responsibility to develop, adopt,

maintain and implement employee-
involvement strategies and programs.
To ensure success of employee involvement

strategies, it is critical that the company goals
are communicated clearly to employees.
HR plays a critical role with this respect.
58
Topics
59
Employee involvement is usually accomplished

trough strategies such as:
1.Job design and redesign
2.Alternate work schedules
3.Teams
4. Recognition
5.Safety committees
6.Ideas campaigns
7.Peer Picking Programs
8.Employee suggestion systems ( Idea Campaigns)
1. Job design and redesign

Employees will be more satisfied and
motivated to work if jobs are designed taking
in consideration the following characteristics:
•Skill variety
•Task identity and significance
•Autonomy
•Feedback
1. Job design and redesign

• Job enlargement (broadening the scope of a job by expanding the
number of different tasks to be performed; essentially, adding more similar
operations to a job)
• Job rotation (shifting people between comparable but different jobs)
• Job enrichment (increasing the depth of a job by adding

responsibilities for planning, organizing, controlling and evaluating)
2. Alternate work schedules

• Flextime (fixed number of working hours, different start time)
• Compressed workweeks (maintaining the same working
hours per week in fewer worked days.)
• Regular part-time
• Job sharing (two part-time share one full time job)
• Telecommuting (working remotely, example from home)
3. Teams
4. Employee suggestion systems

Employees know better than management how to
do the work.
Suggestion systems (when handled properly) make

employees feel part of the change process.
Management, on the other hand, gain the chance

from such a system to improve the workplace or
any of its processes as part of change management.
Summary
End of
Topic 3
Employee-Involvement Strategies
67
Thank You
End of Session 2
Employee Relations
Topic 4
Measuring Employee Attitudes
69
Road Map
Main Introduction

Session 4
Session 5
70
Objectives
able to:
• Define the appropriate assessment method
to be used to measure employee attitude
• Conduct affective employee assessment
71
Topics
4.1 Assessment Methods
4.2 Results Analysis and Interpretation
4.3 Improving Employee Assessment
72
Understanding the perceptions of employees

has become of paramount importance in the
workplace.
Employers must monitor employee needs,
attitudes, opinions and concerns.
A organizational climate assessment is a
concept that provides a snapshot of an existing
situation.
73
In general, climate assessments are conducted

to collect data concerning the surrounding of
employees to identify red flags in early stages.
The most common assessment tools are:

1. Employee surveys, and
2. Employee focus groups
74
1. Employee surveys:
Employee surveys categories:
• Attitude surveys
The focus is on employees’ level of job satisfaction
• Opinion surveys
The focus is on collecting important data on specific issues
75
Survey benefits:
• Direct means of assessing employee
attitudes
• Improve ELR by signaling to employees
that their views are considered
• Increase level of employee trust if results
are acted upon
• Detect early warning signs of workforce
problems and or sources of conflict
76
Survey topics:
– Quality of management
– Quality of work/life issues
– Employee morale and job satisfaction
– Customer focus
– Effectiveness of compensation and benefits
– Perception of HR effectiveness
– Employee development opportunities
– Organizational communication issues
– Workplace safety and health concerns
77
Special considerations:
Employees should be:
– Aware of the purpose of the survey
– Guaranteed anonymity
– Given feedback on the results
Management should:
– Be ready to accept criticism
– Avoid addressing problems if not prepared
78
2. Employee focus groups:

A focus group is a small group (6 to 12) invited to
actively participate in a structured discussion
with a facilitator (from 1 to 3 hours).
Focus groups might be used as a follow-up to a
survey.
They provide an in-depth look at specific issues
raised during a survey by collecting qualitative
data that enriches quantitative survey results.
79
Topics
80
Once an employee survey is completed,

results must be analyzed and findings must be
communicated to both management and
employees.
Managers and employees can become easily
disappointed in the survey’s failure to bring
improvements if the results are delayed, used
improperly or ignored.
81
Reporting feedback requires looking for

relationships in the data.
Statistics are useful for translating quantitative

and qualitative data into understandable
information.
Whatever methods are used to collect and

analyze data, it is a must to interpret the findings
and conclusions in a timely manner.
82
Most common errors in interpreting data:

• “Rush to conclusions” syndrome
• Graphical misrepresentation
• Statistical analysis errors
• Analysis paralysis
• Manipulated results
83
Organizational feedback is described as the

systematic presentation of data to groups with
intent of stimulating discussion of problem
areas.
The data collected in an employee survey is
said to be provide a “snapshot” of an existing
situation.
The ideal end result of surveys is that changes
will occur.
Feedback should be provided to both:

• Management
Once a survey has been conducted, the results must
be shared with all levels of management so the
situation can be accurately understood.
• Employee
Conducting a survey without providing feedback to
employees who participated can have a detrimental
effect on employee attitudes.
Topics
86
Any survey or focus group will generate

information; unless they are effectively designed
and properly implemented, the results will most
likely be meaningless.
Ways to ensure that an employee survey or focus
group is effective:
•Secure management support to ensure that results
will be acted upon
•Start with clear objectives 87
• Choose an appropriate sample

• Ensure anonymity
• Share the goal of the assessment with
employees
• Don’t ask if you don’t want to know
• Pilot test all instruments
• Do something with the results
88
Summary
89
End of
Topic 4
Measuring Employee Attitudes
90
Thank You
End of Session 3
Employee Relations
Topic 5
Policies, Procedures and Work Rules
92
Road Map
Main Introduction

Session 4
Session 5
93
Objectives
able to:
• Develop HR policies and procedures
• Create employee handbook
94
Topics
5.1 Definitions
5.2 HR Responsibilities
5.3 Employee Handbook
95
5. Policies, Procedures & Work Rules
5.1 Definitions
Policies:
Are broad statements that reflect an
organization’s philosophy, goals or standards
concerning a particular set of management or
employee activities.
In that respect, policies provide a basis for HR
management practices and framework within
which these practices are established.
96
5.1 Definitions
In large organizations, policies may be

documented and assembled in an employee
manual, which becomes the basis for
consistent conduct.
In small organizations, policies guiding

conduct are often “in mind” or are considered
an unwritten code of conduct (and usually transmitted
through observations or word of mouth.)
97
5.1 Definitions
Written or unwritten, policies are not

permanent.
It is the HR responsibility to periodically

review and update policies as needed.
Note:
Frequent changes in policies may be indicative of management problems.
98
5.1 Definitions
Procedures:
Are detailed, step-by-step descriptions of the
customary methods of handling activities.
Procedures are more specific than policies.
A procedure is the process that specifies the what,

when, where and who for a given situation.
99
5.1 Definitions
Work rules:
Work rules reflect management decisions
regarding specific actions to be taken or
avoided in a given situation.
Work rules and procedures are similar in that

they are intended to guide action and leave no
room for interpretation.
100
Topics
5.1 Definitions
101
HR does not and cannot develop all workplace policies,

other departments assume the responsibility for
developing their own policies.
The challenge is to link together all policies and

procedures.
In most organizations, managers are the primary users and

enforcers of policies, procedures and work rules.
102
HR therefore, should provide related training

for managers. It is critical that there should be
no miscommunication or misinterpretation of
the policies and procedures.
Policies and procedures must be crafted so all

employees can easily understand them. They
also need to be communicated (e-document, printed,
video..etc)
103
Topics
5.1 Definitions
104
Employee handbooks are the most popular

format in communicating policies and
procedures to employees.
They are usually distributed to new employees
on their first day of work.
They explain major HR policies and procedures
and generally describes the employee benefits
provided.
105
Employee handbook guidelines :

• Keep it simple and current
• Distinguish between company-wide policies
and job specifics
• Accommodate multilingual requirements
• Obtain evidence of receipt of the handbook
• Pay attention to the look
106
Summary
5.1 Definitions
Assignment
This assignment is a group assignment.
Each group (4-6) produce a generic employee

handbook.
The employee handbook should not be more

than 20 pages long.
End of
Topic 5
Policies, Procedures and Work Rules
109
Employee Relations
Topic 6
Discipline and Complaint Resolution
110
Road Map
Main Introduction

Session 4
Session 5
111
Objectives
able to:
• Ensure compliance with laws when
imposing disciplinary actions on employees
112
Topics
6.1 Behavior Issues
6.2 Discipline Practices
6.3 Alternative Dispute Resolution
113
6. Discipline & Complaint Resolution
6.1 Behavior Issues
On most days, workplaces proceed in relatively

quiet productive manner.
But when behavior issues manifest and

management cannot resolve it, the HR function
plays a critical supportive role at these times.
6.1 Behavior Issues
The most common behavior issues:

• Tardiness
• Absenteeism
• Poor performance
• Violation of policies and rules
• Serious misconduct
Topics
6.1 Behavior Issues
116
Properly administered discipline can be

effective performance improvement tool and
can achieve the following outcomes:
– Transmit rules of the organization
– Set an example of appropriate behavior
– Promote fairness
– Preserve respect of the management.
Note:
No disciplinary action can be imposed on the employee after the elapse of more
than 30 days from the date of completing the investigation in the violation.
(Egyptian Labor Law 12/2003 Article: 59)
The aim of disciplinary actions is to correct

undesirable conduct not to punish.
Preventive measures to avoid disciplinary
action:
– Set clear expectations
– Have written policies and procedures
– Establish a climate of communication
– Maintain an open-door policy
Typical sequence of disciplinary action:

1. Warning
2. Deduction from wage
3. Deferring the due date of the annual increment for no more than 3
months
4. Depriving from part of the annual increment not exceeding its half
5. Postponing the promotion on its accrual for a period not exceeding one
year
6. Reducing the wage by at most the amount of one increment
7. Demoting to a position in the lower grade directly
8. Discharging from service according to the provisions of the present law
(Egyptian Labor Law 12/2003 Article: 60)
Topics
6.1 Behavior Issues
120
ADR (Alternative Dispute Resolution) is a term

describing a number of problem-solving and
grievance resolution approaches.
In general, it refers to any means of settling disputes

outside the courtroom.
Typically, mediation and arbitration are the most

common approaches to ADR.
In case of labor dispute, the two parties should

do their best to settle it amicably.
If not resolved within 30 days, either party
may submit a request to the concerned
authorities requesting:
• Mediation (which results in non-binding recommendations)
or
• Arbitration (which is binding)
Summary
6.1 Behavior Issues
End of
Topic 6
Discipline & Complaint Resolution
Thank You
End of Session 4
Employee Relations
Topic 7
Collective Bargaining
126
Road Map
Main Introduction

Session 4
Session 5
127
Objectives
able to:
• State the collective bargaining definition
• Describe the collective labor agreements
• State the rules regulating strikes
128
Topics
7. Collective Bargaining:
7.1 Definition
7.2 Collective Labor Agreements
7.3 Strikes
129
7.1 Definition
Labor union is a legal committee elected by

workers to represent them when negotiating the
employment conditions with the management.
This negotiation (collective bargaining) is

reinforced and mandated by law.
Note:
The union formation process is valid only in establishments hiring 50
workers or more.
Topics
7.1 Definition
7.3 Strikes
131
A collective labor agreement

regulates labor conditions, terms
and employment provisions and it
must be signed by the Labor
union and the employer.
Article 145
General Provisions:
A consulting council for labor is formed upon the
decree of the prime minister. Members of the
council includes:
• Employers / business men
• Workers elected by their relevant organizations
• Persons of expertise
• Administrative authorities
Article 145
This council is set to discuss:
• Opinions in the drafted laws of labor relations
• Opinions about international labor relations
• Means of strengthening cooperation between employer
and employee
• Subjects concerned with national productivity
• Propose proper solutions for preventing collective labor
disputes
Article 147
The collective negotiations are carried out on the
level of the establishment / Profession / industry on
local or national level
Article 148
For an establishment of at least 50 Labor or more, the
collective negotiations take place between 5
representatives assigned by the Labor Union ( either
corporate or general ) and the employer
If case of no related labor union; the collective

negotiations take place between the employer and 5 labors
( at least 3of them from the concerned establishment )
Collective Negotiation:
1. It is the discussions carried out between labor unions
and employers. Those discussions are carried on the
organization level/ industrial level/ or national level,
concerning:
• Improving labor laws and working conditions
• Cooperating between labor parties to realize better
social development for the workers
• Setting disputes between workers and employers
Collective Negotiation:
2. If one party refuses to undergo the negotiation, the
administrative authority is addressed to assign whom another
parties in the discussions.
3. The employer is obliged to present all needed information to
the negotiating committee is proved necessary and essential for
proceeding with the negotiation
4. The agreements reached after the negotiations should be
documented and signed by all concerned parties and presented
to the administrative authorities.
Collective Labor Agreements:
• It is an agreement regulating labor conditions and terms

signed between one or more labor union and employers
• This agreement should be written in Arabic and
submitted to the board of general federation of Egyptian
trade unions within 15 days of signing the agreement to
be approved within 30 days of signing the agreement
• All provisions set in the collective agreement that
contradict with labor law are considered null
Collective Labor Agreements:

• If the collective agreement includes items that will benefit the
worker and not mentioned in the employment contract, the
agreement conditions are applied
• Agreements validity goes up to 3 yrs, the agreements can be
amended and renewed in light of social or economic changes
• Employers should communicate terms of approved agreements to
all employees in the organization and print it clear in written form
on bulletin boards
• If the admin authorities refuse to sign the agreements, the
concerned parties can present their case to the court which has the
authority to finalize the approval
Collective Labor Disputes:

• If any dispute happens, a collective committee is set to
settle it cordially
• If the dispute is not settled with 30 days of negotiation,
the administrative authority is addressed to provide a
council to set the dispute
• A list of mediators is proposed by the admin authority
in consultation with the general federation of Egyptian
trade unions and concerned ministry
Collective Labor Disputes:

• The employer and the worker elect the mediators on list
who are chosen upon:
• The mediators is appointed to study and investigate the
dispute and present a list of recommendations to settle
the dispute
• If the concerned parties didn’t approve or abide by the
recommendations, the whole dispute is escalated to the
court
Topics
7.1 Definition
7.3 Strikes
143
7.3 Strikes
According to the law, workers have the right to

stage peaceful strikes.
They should announce and organize the strikes

through their trade union which in turn shall
notify the employer and the concerned authorities
(at least 10 days before the date determined for the strike.)
The notification must comprise the reasons for

the strike and the time limit.
7.3 Strikes
By law, staging or calling for a strike is

prohibited in the strategic vital establishments
where interrupting the work will result in
disturbing national security.
7.3 Strikes
The employer, on the other hand, has the

right to close down the establishment wholly
or partially or shrink its size or activity.
In applying this, the employer shall submit a

request for closing down the establishment or
shrinking its size or activity, to a committee to
be formed for that purpose.
7.3 Strikes
The committee shall issue its decision within

at most 30 days from the date the request is
submitted to it.
The employer shall be prohibited to submit

the request for total or partial closure of the
establishment or shrinking its size or activity
during the stages of mediation and arbitration.
7.3 Strikes
The committee shall issue its decision within

at most 30 days from the date the request is
submitted to it.
The employer shall be prohibited to submit

the request for total or partial closure of the
establishment or shrinking its size or activity
during the stages of mediation and arbitration.
7.3 Strikes
Strikes:
• The workers shall have the right to stage a peaceful strike.
• The strike’s purpose and duration has to be approved by at least two third of the
members of the general trade union.
• The admin authority and the employer have to be notified via a registered letter
with acknowledgment of receipt 10 days before the determined date of the strike.
• The notification should state the reason for promoting the strike and its duration
• Strikes are prohibited if their aim is to modify an approved collective labor
agreement during its validity.
• Calling for strikes are prohibited in strategic or vital institutions that would
disturb national security or basic citizens services.
• Workers on strike are considered on unpaid leave till the strike ends.
Summary
7.1 Definition
7.3 Strikes
End of
Topic 7
Collective Bargaining
Employee Relations
Topic 8
Safety and Health
152
Road Map
Main Introduction

Session 4
Session 5
153
Objectives
able to:
• Define the health and safety regulation
stated by the law.
154
Topics
8.1 Licenses
8.2 Environment Security
8.3 Social and Health Services
8.4 Safety and Health Inspections
155
8.1 Licenses
In choosing the sites of work, establishments

and their branches and in granting their
relevant licenses, the environment protection
exigencies shall be observed according to the
provisions of legislations issues in this
respect.
Egyptian Labor Law 12/2003, article 204

8.1 Licenses
This law shall apply to all establishments, work

sites on shore and offshore.
A central committee formed of:
1.The ministry of manpower
2.The ministry of health
3.The ministry of electricity and water resources
4.The ministry of housing
5.The ministry of interior
6.The ministry of environmental affairs
8.1 Licenses
The committee is formed to:

1. Study the conditions of work and its required
environment and the probable vocational dangers for
each industry
2. Set the criteria and conditions for granting licenses to
establishments and stores in public and private
sectors
3. Set the criteria for inspecting on work sites to ensure
the security, safety and health conditions are followed
8.1 Licenses
• Another committee is formed in each governorate

consisting of: the secretary general of the
governorate, representatives of one of the
concerned ministries, and a third local committee
representing districts in each governorate is set to:
1. Grant approvals to issue licenses for establishing stores and work
sites for companies
2. Follow up on the procedures of granting the licenses and executing
the rules and conditions set for the vocational health & safety.
Topics
8.1 Licenses
160
Physical risks defined by law:

• Severity and intensity of heat and chilliness
• Noise and vibration
• Lightning
• Harmful and dangerous radiations
• Atmospheric pressure changes
• Static and dynamic electricity
• Explosion risks
• Danger arising from work tools & machines

• Dander arising from construction, building or
digging works
• Dealing with infected animals, their products and
their wastes
• Mixing with sick people
• Chemicals
• Cancer causing materials
• Fire risk
Protection from those risks (as stated by law):

• Not exceeding the highest permissible
concentration of chemicals
• Providing the necessary precautions
• Keeping a register for limiting the dangerous
chemical material
• Placing labels for recognizing all chemical
material details.
• Provide the necessary precautions and procedures to

protect the workers against vocational dangers
• Train the workers on the health and safety procedures
and enlightening them about the vocational dangers and
rescue means
• Place instructions for health and safety on bulletin boards
in each and every floor in the building
• Keep clear procedures particularly for dealing with
chemical and biological material and disposing their
wastes
• Report immediately cases of infection and illness o workers

due to vocational dangers and accidents
• Provide the workers with all possible emergency procedures
(like keeping a resident doctor, nurse an first aid kit and
medication) within organizations
• Provide all the means of cleanness and arrangement and
organization of workplace, keeping dangerous material and
wastes away and locked in storages away from workers
• Provide workers in distant work sites with the needed food,
transportation, proper dwelling and housing
• Provide pre-employment medical check up for employees

and have them checked regularly
• Develop and establish fire fighting system and train
workers on rescue procedures
• The company shall not charge any employee on his health
and safety establishments
• Each company should carry out analysis and evaluation
on the vocational risks, expected environmental risks and
prepare an emergency plan for protection of workers
• Each company has to notify the concerned administrative

authority with the emergency plan and ensure that the plan
is effective and tested
• In case any establishment fails to follow the health and
safety procedures or emergency plans, the admin authority
may order closing down the company totally or partially.
And the salaries of workers are due to be paid during the
period of closure
• The establishment should carry out daily inspection on the
work places in each shift specially dangerous ones to
discover and report risks
• The establishment should send a semi annual report of

diseases, injuries, accidents in the work place to the
administrative authorities
• The establishment should coordinate with the health
insurance authority to carry out periodical medical
inspections of the workers to ensure and maintain their
health fitness and safety
• If any worker is diagnosed for having an infection or
illness because of his job, all medical treatment is to be
paid by the employer
Topics
8.1 Licenses
169
Employers are obliged by law to:

• Medically examining the workers before
joining the work
• Examining the workers abilities to ascertain
the workers’ fitness from the physical,
mental and psychological point of view.
Note:
Examination shall be carried out according to the health insurance
regulations.
Procedures mandated by law:
• Daily periodical work places inspection
• Examine the sickness complaint (to define its connection
with the type of work).
• Provide the first aid means for workers.
• Provide meals and transportation for remote area
workers
• Coordinate with the health insurance authority for
carrying out the periodical medical examination
for all workers.
Topics
8.1 Licenses
172
The concerned administrative authority shall

undertake the following:
• Preparing a specialized agency for inspection on
the establishments
• Organizing specialized training programs for
enhancing the efficiency and performance level of
the members of the inspection agency.
• Providing the inspection agency with measuring
instruments and equipment.
This agency members may:

• Effect certain necessary medical and
laboratory examination on workers
• Take samples of the substances used or
handled and might have a harmful effect on
the workers
• Use equipments, instruments, cameras and
others for analyzing the causes of accidents.
• Review the emergency plan and analyze the

risks of the establishment.
• Review the results of technical and
administrative reports received on the kinds
and causes of accidents
• Review the quantities of dangerous
materials in stock
Summary
8.1 Licenses
End of
Topic 8
Safety and Health
Employee Relations
Wrap-up
178
Thank You
End of
Employee Relations
179

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Employee Relations

Unfortunately, despite its huge impact on

The more this business-relationship is

Session 2 3. Employee-Involvement Strategies

Session 3 4. Measuring Employee Attitudes

5. Policies, Procedures and Work Rules

Fail F < 70%

Session 2 3. Employee-Involvement Strategies

Session 3 4. Measuring Employee Attitudes

5. Policies, Procedures and Work Rules

Employment relations in Egypt are regulated

Specific provisions protecting trade union

Session 2 3. Employee-Involvement Strategies

Session 3 4. Measuring Employee Attitudes

5. Policies, Procedures and Work Rules

The rapid change in the world of business

Of the largest 100 companies at the beginning

The “100 Best” companies to work for

Studies proved that the main barrier to

Modifying organizational culture is a key to

Culture can be defined as the accepted norms,

Deal and Kennedy defined culture as

Culture is a CSF (Critical Success Factor) that has a major

Corporate Culture is the shared

A research, concerning culture, was

To profile an organization’s culture, special

The six core attributes that are assessed to

A culture gap is any systematic difference

Industry culture guide:

Gaps in culture can be

Based on the gaps,

Session 2 3. Employee-Involvement Strategies

Session 3 4. Measuring Employee Attitudes

5. Policies, Procedures and Work Rules

Employee-Involvement (also known as Empowerment) is

Empowered employees contribute more to the

Given the right reason and opportunity,

In brief, empowerment (employee involvement) is a

It is the HR responsibility to develop, adopt,

To ensure success of employee involvement

Employee involvement is usually accomplished

1. Job design and redesign

1. Job design and redesign

• Job rotation (shifting people between comparable but different jobs)

• Job enrichment (increasing the depth of a job by adding

2. Alternate work schedules

4. Employee suggestion systems

Suggestion systems (when handled properly) make

Management, on the other hand, gain the chance

Session 2 3. Employee-Involvement Strategies

Session 3 4. Measuring Employee Attitudes

5. Policies, Procedures and Work Rules

Understanding the perceptions of employees

In general, climate assessments are conducted

The most common assessment tools are:

2. Employee focus groups:

Once an employee survey is completed,

Reporting feedback requires looking for

Statistics are useful for translating quantitative

Whatever methods are used to collect and

Most common errors in interpreting data:

Organizational feedback is described as the

Feedback should be provided to both:

Any survey or focus group will generate