Closing negotiations. The schedule and progress of the negotiation process can be agreed upon between the company and its employees. There are situations in which a schedule shorter than that specified by law may be sufficient. At other times, however, more time may be needed. Careful preparation helps the process to be undertaken in the shortest time, but expeditious- ly. An extended negotiation process is not good for the company’s work- ing atmosphere and employees’ morale. An ideal situation would be to reach an understanding on the grounds for the staff reductions and the available alternatives as early in the negoti- ations as possible. This is not always possible; sometimes the parties dis- agree throughout the negotiations. This is not in itself a sign of a failure in negotiations. The important thing is to ensure that the parties consid- er the issues to have been dealt with as comprehensively as possible. Co-operation procedure Negotiation proposal Process planning Studies Communications Reassignment/training opportunities Training of supervisors Personal/group discussions, co-operation negotiations Other matters Circulation of tasks Layoffs Dismissals Other measures Preparation Negotiations Measures 14 days – 6 weeks TELECOMMUTING AGREEMENT (appendix to employment contract) [This agreement template is applicable to telecommuting by an employee with an employment contract falling within the scope of the IT Service Sector’s collective agreement. The template is not suitable unchanged if an employee is hired directly for telecommuting only.] The Company Ltd, as employer, and the employee agree on telecommuting on the following terms. Moreover, the employee agrees to comply with the company’s instructions for data security arrangements [if necessary, to be appended to the telecommuting employment contract].
Closing negotiations. The schedule and progress of the negotiation process can be agreed upon between the company and its employees. There are situations in which a schedule shorter than that specified by law may be sufficient. At other times, however, more time may be needed. Careful preparation helps the process to be undertaken in the shortest time, but expeditious- ly. An extended negotiation process is not good for the company’s work- ing atmosphere and employees’ morale. An ideal situation would be to reach an understanding on the grounds for the staff reductions and the available alternatives as early in the negoti- ations as possible. This is not always possible; sometimes the parties dis- agree throughout the negotiations. This is not in itself a sign of a failure in negotiations. The important thing is to ensure that the parties consid- er the issues to have been dealt with as comprehensively as possible. Co-operation procedure Negotiation proposal Process planning Studies Communications Reassignment/training opportunities Training of supervisors Personal/group discussions, co-operation negotiations Other matters Circulation of tasks Layoffs Dismissals Other measures Preparation Negotiations Measures 14 days – 6 weeks APPENDIX 9
