Introduction and Management of Change Sample Clauses

Introduction and Management of Change. 17.1 PWC is committed to managing the implementation of change effectively and recognises the significant benefits to be gained by PWC and its employees through regular discussion and consultation between the parties. 17.2 The parties undertake to facilitate the process of change and reform by a cooperative approach to change management and by observing the following principles where substantial change to production, program, organisation, structure, or technology is proposed that is likely to have a significant effect on employees: (a) PWC will consult with affected employees throughout the change process, identifying reasons for change, the objectives to be achieved, the likely effect on the employees, and proposed measures to mitigate any adverse effect; and will give prompt and genuine consideration to matters raised by affected employees in response; (b) PWC will allocate adequate resources to the change process to ensure that it is effectively and efficiently implemented, and upon request will provide resourcing details to affected employees; (c) relevant human resource management principles including fair and sensitive treatment and support facilities for displaced employees, prompt resolution of problems and grievances, regard to the general wellbeing of employees, and monitoring of individual workloads will be observed; (d) PWC will consult with the JCC in relation to the change process to ensure that, as far as possible, the outcomes match the objectives; (e) processes and practices will aim to create a more positive, stable and harmonious industrial relations climate; and (f) where large scale change and restructuring is proposed, prior consultation will take place in accordance with the redeployment and redundancy provisions set out in Schedule 4. 17.3 For the purposes of this clause substantial change is likely to have a significant effect on employees if it results in: (a) the termination of the employment of employees; (b) major change to the composition, operation or size of the workforce or to the required skills of employees; (c) the elimination or diminution of job opportunities (including opportunities for promotion or tenure for employees); (d) the alteration of hours of work of employees; (e) the need to retrain employees; (f) the need to relocate employees to another workplace; or (g) the restructuring of jobs of employees. 17.4 Where there has been a proposal to introduce a change to the regular roster or ordinary hours of work of e...
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Introduction and Management of Change. This is clause 15 in the current Agreement. There is no change to this clause.
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Related to Introduction and Management of Change

  • Management of Change 29.2.1 The parties to this collective agreement accept that change in the health service is necessary in order to ensure the efficient and effective delivery of health services. They recognise a mutual interest in ensuring that health services are provided efficiently and effectively, and that each has a contribution to make in this regard. 29.2.2 Regular consultation between the employer, its employees and the union is essential on matters of mutual concern and interest. Effective communication between the parties will allow for: (a) improved decision making; (b) greater cooperation between employer and employees; and (c) a more harmonious, effective, efficient, safe and productive workplace.

  • GENERAL ADMINISTRATION AND MANAGEMENT The City Manager of the City, or designee, shall be the City’s representative, and shall oversee and approve all services to be performed, coordinate all communications, and review and approve all invoices, under this Agreement.

  • Introduction of Change (a) If the employer has made a definite decision to introduce major changes in production, programme, organisation, structure or technology that are likely to have significant effects on practitioners, the employer shall notify the practitioners who may be affected by the proposed changes and the Association. (b) Significant effects" include termination of employment, major changes in the composition, operation or size of the employer's workforce or in the skills required; the elimination or diminution of job opportunities, promotion opportunities or job tenure; the alteration of hours of work; the need for retraining or transfer of practitioners to other work or locations and restructuring of jobs. If this Agreement provides for alteration of any of the matters referred to herein an alteration shall be deemed not to have significant effect. (a) The employer shall discuss with the practitioners affected and the Association, inter alia, the introduction of the changes referred to in subclause (1) hereof, the effects the changes are likely to have on practitioners, measures to avert or mitigate the adverse effects of such changes on practitioners and shall give prompt consideration to matters raised by the practitioners and/or the Association in relation to the changes. (b) The discussion shall commence as early as practicable after a firm decision has been made by the employer to make the changes referred to in subclause (1) hereof. (c) For the purposes of such discussion, the employer shall provide to the practitioners concerned and the Association, all relevant information about the changes including the nature of the changes proposed; the expected effects of the changes on practitioners and any other matters likely to affect practitioners, but the employer shall not be required to disclose confidential information the disclosure of which would be inimical to their interests.

  • Workload Management 11.1 The parties to this Agreement acknowledge that Employees and management have a responsibility to maintain a balanced workload and recognise the adverse effects that excessive workloads may have on Employee/s and the quality of resident/client care. 11.2 To ensure that Employee concerns involving excessive workloads are effectively dealt with by Management the following procedures should be applied: (a) Step 1: In the first instance, Employee/s should discuss the issue with their immediate supervisor and, where appropriate, explore solutions. (b) Step 2: If a solution cannot be identified and implemented, the matter should be referred to an appropriate senior manager for further discussion. (c) Step 3: If a solution still cannot be identified and implemented, the matter should be referred to the Facility Manager for further discussion. (d) Step 4: The outcome of the discussions at each level and any proposed solutions should be recorded in writing and fed back to the effected Employees. 11.3 Workload management must be an agenda item at staff meetings on at least a quarterly basis. Items in relation to workloads must be recorded in the minutes of the staff meeting, as well as actions to be taken to resolve the workloads issue/s. Resolution of workload issues should be based on the following criteria including but not limited to: (a) Clinical assessment of residents’ needs; (b) The demand of the environment such as facility layout; (c) Statutory obligation, (including, but not limited to, work health and safety legislation); (d) The requirements of nurse regulatory legislation; (e) Reasonable workloads (such as roster arrangements); (f) Accreditation standards; and (g) Budgetary considerations. 11.4 If the issue is still unresolved, the Employee/s may advance the matter through clause 9 Dispute Resolution Procedure. Arbitration of workload management issues may only occur by agreement of the Employer and the Employee representative, which may include the union/s.

  • Service Management Effective support of in-scope services is a result of maintaining consistent service levels. The following sections provide relevant details on service availability, monitoring of in-scope services and related components.