Predicting impacts on personnel Sample Clauses

Predicting impacts on personnel. The parties to this collective agreement have made a recommendation on predicting impacts on personnel, which is an appendix to the collec- tive agreement for the IT Service Sector. It is recommended that the em- ployer’s representative and the shop xxxxxxx or other employees’ rep- resentative meet regularly to consider how the business is progressing and what impacts possible personnel changes may entail. Early co-operation between the employees and the enterprise is sensible because the employees may have constructive ideas for developing the company’s business activities. It is reasonable to listen to and acknowl- edge such ideas in the evaluation of the impacts of situations of change on personnel. This recommendation is intended to ensure that changes are negotiat- ed openly, but with full confidentiality. Ideally, a common view can be at- tained on where the changes in business activities would potentially lead the company. If the discussions produce a clear trend for change that may necessitate quantitative or qualitative pressures for change with re- gard to personnel, open and timely negotiations will give staff the time and opportunity to prepare themselves for the forthcoming changes. Employees will find it easier to understand the reasons for change and its consequences when they are given the related news in an open and honest fashion. This also diminishes any later conflicts resulting from the situation.
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Predicting impacts on personnel. The parties to this collective agreement have made a recommendation on pre- dicting impacts on personnel, which is appended to the collective agreement for the IT Service Sector. It is recommended that the employer’s representative and the shop xxxxxxx or other employee representative meet regularly to dis- cuss the business outlook and the effects any changes may have on personnel. Early co-operation between the employees and the enterprise is sensible be- cause the employees may have constructive business development ideas. It is advisable to listen to these ideas and take them into consideration when as- sessing the impacts of change on personnel. This recommendation is intended to ensure that changes are negotiated open- ly, but in full confidentiality. Ideally, the parties will come to a mutual under- standing of the changes in the company’s business. If a clear change in trends is identified in the discussions, which may create pressure for quantitative or qualitative changes in personnel, open and timely negotiations will give em- ployees the time and opportunity to prepare themselves for the forthcoming changes. It is easier for employees to understand the reasons for and conse- quences of changes when information is communicated openly. Furthermore, it helps to diminish any conflicts later on.

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