Create a flowchart diagram

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Reference no: EM133853034

Description

Create a flowchart diagram that maps all available external complaint pathways for an employee in a given scenario. Support the flow chart diagram with current, relevant, authoritative, and accurate information.

Overview
In this activity, you will construct a flow chart diagram that delineates all available complaint pathways beyond the organisation for the employee in a given scenario. This activity aims to demonstrate your understanding of the external mechanisms and resources available to individuals when they encounter workplace issues or concerns, emphasising the relevance of this knowledge for HR professionals. Book assignment help service now!

HR professionals are frequently tasked with minimising the risks of litigation associated with dismissal. Understanding the rights and protections afforded to employees through external pathways is crucial in safeguarding the organisation's interests.

Key Components of the Activity
1. Identifying the Issues. Read the entire scenario from start to finish to get an initial sense of the overall content. Look for clues about explicit and implicit issues leading up to and including dismissal. Go back and reread sections that may need additional attention or clarification. Use the provided table to list the issues that emerged during the reading. Add evidence from the scenario to support each identified issue.
2. Finding credible sources of information to support your mapping. Review the Library resources on finding sources of information, identifying credible sources, the bespoke Library Guide for the School of Business and Law, and the Business Library Resources Tip Sheet. These resources are designed to help you with search techniques, smart searching, and recognising current, relevant, authoritative, and accurate information.
3. Including credible sources of information. As this is a practical and applied activity, your supporting information may include peer-reviewed journal articles, scholarly books, published research data sets, and non-scholarly works such as news, general websites, blogs, government documents and publications, and public speeches. The objective is to demonstrate where the information included in your flow chart diagram is from. Screenshots which document your research process are also acceptable.
4. Mapping Complaint Pathways. Create a flowchart diagram outlining the employee's various complaint pathways beyond the organisation. This includes all external institutions, regulatory bodies, or relevant channels they can access. Include decision points, steps for each path, and any required information or actions at each stage. Be sure to specify timeframes for each step, where applicable. Conclude with potential outcomes or resolutions for each pathway. ECU provides free access to Lucidchart, which can be used to complete this activity. You may also draw the flow chart on paper and upload a photo.

Case Scenario
Ben has worked as a Senior Marketing Specialist at Bunnings, a large Australian retailer, for 12 months. Working from Bunnings Perth head office, he is one of only two men aged 20 in a team of 20 employees, most of whom are women over 50. Over the past year, Ben has been experiencing ongoing mental health challenges following a family bereavement, which has impacted his ability to focus at work.
In July 2024, Ben requested flexible work arrangements, asking his manager, Sarah, for the ability to work from home two days a week to better manage his mental health. Sarah agreed but made it clear that the arrangement would be reviewed periodically. Ben continued to perform his duties to the best of his ability but struggled to meet some of his deadlines.
In early September 2024, Sarah told Ben that his performance had declined, particularly regarding a product launch, which was a key project for the marketing team. Sarah expressed concerns that Ben's inability to meet project milestones had delayed the launch, especially since the company was aiming for a "national market" with this product.
Later, in September 2024, Ben noticed that he was being given less support than his colleagues, particularly concerning project resources. On several occasions, Ben raised the issue with Sarah, but he was told that there were "priorities" with other projects that took precedence and that he should "just manage" without further assistance. He also overheard conversations in the office where Sarah appeared more supportive of the other team members, particularly those who had been with the company longer.
As Ben continued to experience mental health challenges, in October 2024, he asked Sarah for further adjustments to his working conditions. He requested additional flexibility in his hours, the option to work from home for more days per week, and assistance with managing some of the project workload. Ben provided medical documentation supporting his request for these adjustments, explaining that they would help him manage his mental health better and perform more effectively at work.
A week later, Ben received the following email from Sarah:
Subject: Termination of your employment
Dear Ben,
I am writing to inform you that, after careful consideration, I have decided to terminate your employment with Bunnings, effective immediately, due to the following reasons:
Repeated and extended periods of absence from work.
Regularly failing to complete work per business needs.
Poor engagement and insufficient collaboration with the broader team.
Repeated and unreasonable requests for flexible working arrangements and additional resources.
While I understand that you have been dealing with personal challenges, and I sympathise with your situation, I must prioritise the overall needs of Bunnings and the team.
Your employment will end immediately. Based on your length of service, you will be paid four weeks' pay in lieu of notice.
You will also be paid your accrued entitlements and any outstanding pay up to and including your last day of employment. This includes the balance of any time off instead of overtime accrued but not yet taken (paid at the overtime rate applicable when the overtime was worked) and superannuation. If you have been paid annual leave in advance, any amount of annual leave you still owe will be deducted from your final pay.
Yours sincerely,
Sarah Brown
Marketing Director, Bunnings
After reading the email, Ben concludes that his dismissal was unfair. However, he does not know who to complain to or how. Ben approaches you for advice, considering all the issues he faced leading up to and including his dismissal.
Identifying the Issues
What are Ben's issues leading up to and including his dismissal? Add evidence from the scenario to support each identified issue.

Reference no: EM133853034

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