Drafting allegations is the function of line managers and HR Practitioners and is a key skill required to ensure fair and speedy disciplinary hearings.

One of the elements of procedural fairness at an internal disciplinary hearing is ensuring that allegations drafted are in a form and language that an employee can reasonably understand.

Whilst most have either been trained on chairing or representing at internal disciplinary hearings, two areas typically still present problems even to the most seasoned ER practitioners. This is drafting charges and writing a finely tuned chairperson’s report evaluating evidence and pronouncing an appropriate sanction.

We have thus decided to devote a special course to these specific issues. No matter how good an investigation – if the charges are inexpertly drafted, things can fall apart in a hearing. Or become unnecessarily technical. Similarly, no matter how good the presentation of evidence, if a chairperson is unable to give solid reasons, the finding is open to attack.

The course we have put together is one of its kind. It takes delegates through the intricacies of drafting charges in a labour law setting. We look at how punctuation works in keeping options open, the use of plain English and alternative charges and the pitfalls of being overly technical. The course considers specifically breach of good faith as opposed to the criminal law focus on proving intention as the essence of a good charge.

The course also looks at how to structure and reason a solid finding on guilt and on sanction. It is rich in role-plays and delegates have to produce a finding of their own on the last day.

Disputes arising in companies and departments are a mix of causes: economic, interpersonal, political, behavioural and a clash of values. The skills set necessary to diffuse these disputes is also varied. Meridian’s new 2-day course provides delegates with an understanding of conflict within a South African workplace, the types of workplace disputes, the underlying causative factors, aggravating factors. Delegates are equipped with strategy and a specific skill set to minimize and resolve disputes while also harnessing the creative power of conflict.

We take a closer look at conflict resolution through grievance handling. Delegates learn what types of employee dissatisfaction must be entertained through the grievance process and what need not be entertained.

Delegates will be guided through the process of mediation and through highly-interactive role-plays and case studies learn and experience the role of a good mediator.

Our facilitators have years of experience in real conflict management in many workplaces, and we deal with operational realities rather than textbook formulas.

Discipline is a line function.  Most often however, it is found that line managers’ shift this responsibility to Labour Relations personnel due to their lack of capacity and knowledge of the law and procedures that govern fairness

This highly interactive 3 day course, will give delegates the confidence to play this necessary role in their companies or departments. Delegates will learn exactly how hearings work, how evidence of wrong-doing is tendered, cross-questioned and evaluated. The structure of a disciplinary finding is also covered. The course rounds off with an opportunity for delegates to sharpen their new found skills in a long role-play. The course is full of case studies, transcripts from real-life court cases, group discussions and many role-plays allowing delegates to fine-tune the skills they acquire

The ability to solve conflict is probably the most undervalued skill in contemporary South African workplaces. Delegates to this course are taught the ins and outs of creative, interest-based conflict resolution in both rights and interest based matters. Areas covered are the use of power, breaking deadlocks, handling high conflict individuals and conflict cost analysis. These skills are a must for all managers, trade union representatives in the workplace.

The course is highly interactive and uses real-life South African workplace examples to guide delegates through the strategic mind-field of contemporary labour relations

Bargaining is not bullying.

This course starts from the premise that all parties in a conflict can benefit from certain techniques and behaviours in achieving a fair and sustainable settlement to disputes that they are involved in. This course focuses on wage and conditions of service bargaining. It looks at the legal framework governing this aspect and delegates leave with new skills benefiting their principals in future negotiations.

The course is rich in role-plays dealing with wage disputes, a dismissal conciliation and relevant case and interesting case studies.

There is nothing like ppractisingyour skills before you use them in the real world.

Collective labour law is a tricky and highly regulated field. We unpack these issues so that you better understand how to achieve or regulate organisational rights and, more importantly, how to exercise them strategically. Various collective agreements are considered as well as up to date case law that constantly shapes how management and unions relate. The tricky distinction between rights and interest disputes is explored and the course ends considering the important 2014 changes to the Labour Relations Act.

This course is useful for those who must effectively formulate or design public policy as they have to have an in-depth perspective of the policy process.

A good policy designer should be able to use both of these approaches to produce effective and well planned policy frameworks. At the end of the workshop delegates will know how to design or formulate a policy document that meets with their sector’s requirements.

A practical guide to CCMA Proceedings course is intended for all specialist employees, employers and trade union representatives who have to interpret and apply the CCMA rules and regulations in external dispute resolution. 

The course focuses on understanding the mechanisms set up in the Labour Relations Act and facilitated by the CCMA. We look at the powers and duties of Commissioner which provides a practical understanding of processes and procedures followed.

Delegates will gain understanding on time frames observed, how to serve and file documents,  how to bring applications and how to prepare for and participate in conciliation and arbitration proceedings.

This highly interactive and fun 2-day course equips delegates with the knowledge and skills on how to deliver effective presentations using different methods, tools and techniques.

Delegates will leave with a greater sense of confidence as public speakers, having developed a deeper understanding of different personalities and audiences.

This course is aimed at HR Practitioners and operational managers. The key objective to ensure that delegates gain a better understanding of the principles and practices in respect retrenchment procedures.

The course will cover the procedure in terms of Section 189 and 189A of the Labour Relations Act. Delegates will have an in depth look at the concept of “meaningful consultation” and will consider same through the cases.

Union engagement and participation is a legal requirement therefore the course will focus on the consultation process specifically in relation to disclosure of information, voluntary retrenchment packages the factors to mitigate effect of retrenchments and alternatives.

In difficult economic times, retrenchments are a reality and knowing how to facilitate such processes is a necessary skill and knowledge area.

Sexual Harassment in the workplace must be prevented and, if present, the conduct eradicated.

As a form of discrimination, the Employment Equity Act places a legal obligation on employers to take steps to eliminate this destructive behaviour. It also provides for employer liability in the event that an employer fails to take the necessary and reasonably practical steps to eliminate the behaviour.

This course is approached in a positive way to enhance knowledge of what constitutes sexual harassment and what does not. It equips delegates will the skill to handle complaints when they arise, what evidence is necessary and how such evidence can be presented at a disciplinary process. It also considers the various forms of sexual harassment and when dismissal is an appropriate sanction.

It can be trained to equip HR, LR and line managers with the skill to handle these disputes and trained to build awareness amongst employees and knowledge of their rights should they become a victim to such behaviour.

This course is highly informative, sensitively presented and trained over 2 days.

We are also excited to offer a one day stand-alone or add-on self-defence course designed for women – by women. This flows from our belief that proactive steps to ward off and defend against harassment are more important than reactive steps after someone has already become a victim. We partner with Fight Like A Girl in this endeavour and details are available on request.

Absenteeism in the workplace can never be eliminated, but reduced so that productivity, profitability and service delivery can be maintained.

This course equips delegates with knowledge of the law governing absenteeism, whether caused by ill-health or misconduct.
Delegates are encouraged to think strategically about dealing with causative factors and creating a chilling effect in response to rampant absenteeism. We look at the magic of return-to-work interviews and consider the importance of obtaining a prognosis and creating a paper trail of employer interventions.

We also look at what evidence may be used to expose abuse of sick leave rather than just its excessive use.

Trade union officials need to know more than just labour law. This deeply interactive course also takes delegates through recruitment strategy, organising, mass meetings, personal presentation, a bit of economics and negotiation theory. It’s the perfect introduction to the world of organising – and a great refresher for the old guard too.

The Protected Disclosures Act was amended in 2017 in important ways. An employer’s obligations towards persons who make disclosures has significantly increased. The PDA has also rendered NDAs obsolete under certain circumstances. The relief whistleblowers can claim under the Act during discipline has also increased. These are all important developments. 

So too are the criminal sanctions for employees who knowingly make false claims. 

In addition to legislative change, a range of new cases have set out under what circumstances the PDA protects disclosures. The course unpacks this complex case law. 

Finally, the course considers the various tactical manoeuvres made when disciplining an employee who claims to be a whistleblower. 

Last, the effects of suppressing whistleblowing are considered in the context of endemic corruption in our society