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Questions: 1.An assessment of the extent to which the procedures adhere to the standards of relevant codes of practice and Industry best practice. 2.An explanation of any changes/amendments you would recommend. Answers: 1.For best industrial practice, it is very important to understand the agreements between the employees and employers, as it may affect the organization in a huge manner. These agreements assist in outlining the organizational terms and conditions to the employees. The industrial agreement is not applicable on the awards and remuneration of the employees. However, the basic pay rate mentioned in the agreement will not be less. There award system may modify on the basis of their skills and abilities. The registered agreements are applicable until they are replaced or terminated. If the employees are not provided with proper awards and recognitions, it may mar the progress of the organization and also hamper its business structure (Purcell 2014). Employees must be protected from unlawful or unfair means of termination. They must be provided with workplace safety and security and it is the duty of the organization to ensure the wellbeing of both the employer and employee. If an employee faces any issue with the policies and procedures of the organization, he/she must feel free to refer the complaint in an appropriate manner, to the higher authorities. Following the complaint, a meeting must be arranged within seven days of working, where the matter needs to be discussed openly. In addition to this, the employees must be protected from discrimination, workplace bullying and other ill practices. The agreements must include matters like; flexible working hours, safe working conditions, conflict resolution processes, pay rates, overtime benefits and others. If an organization lacks all these, it will prove to be disadvantageous for the company itself (Saundry, McArdle and Thomas 2013). The first stage employee grievance procedure states that if any employee is having any issues, he/she can apply to the management. This includes; intellectual disability, mental and physical stress and more. Taking the matter into consideration, a meeting will be conducted and the decision must be conveyed within seven working days. A representative or colleague may accompany the employee. If the agreement does not reach in the first stage, the matter can be conveyed to the senior department. In the second stage, a meeting will be arranged in a similar manner and the decision will be conveyed to the employee within seven days of working. If the matter is not cleared in the second stage, it can be referred to the human resource department of the organization or the third stage. In the third stage, as per the instructions, a meeting will be conducted within seven days and the matter will be discussed. If the issue is still not resolved, the employee can refer to the rights commission, labor relations commission, labor court and equality tribunal that is the fourth stage. If an employee is terminated in an unjustified manner, he/she can take help of legal procedures. However, there are several disciplinary procedures which exist in this context. If an employees work or attendance or conduct is falling below the standards of the workplace, an oral warning must be given at the first stage. The warning will be removed after six months, after observing his/her performance level. In the second stage, if the employee still does not improve a written and formal warning must be given to him/her by the senior department. Written warning is more impactful and if the employee fails to improve himself/herself, the senior management team can take actions against him/her. However, it can be removed after nine months of continuous observation and keeping a track of his/her performance level (Hse.ie 2017). Even after this, if the employee fails to improve himself/herself a final written warning must be given by the higher authorities of the workplace, in the third stage. This will extend up to a period of twelve months or more, based on the circumstances. The final written warning will give a brief detail of the issues created by the employee (Gauri 2013). Failing to improve can lead him/her to severe consequences and the last stage of disciplinary procedure. However, in the last or fourth stage, if the employee still fails to improve, the higher authorities have the power to terminate him/her. The senior department will impose a dismissal or short of dismissal. This occurs in severe stages, when the employee fails to meet the requirements and standards of the work, even after continuous warning (Hse.ie 2017). It is the responsibility of the organization management to deal with such issues fairly as well as promptly. If any complaints are raised by the employees, the management team must handle the issues in a formal and professional manner. The senior authorities are highly responsible for handling such complaints in the manner, so that it does not affect the employees rights and duties. They must always be encouraged and motivated to raise their voice and opinion without any fear of dismissal (Bond 2015). If an organization is corrupted, it can never have a successful future. If the organization is unable to handle the employees issues effectively and efficiently, it will severely hamper its progress. Employees can take legal actions in such situations. However, referring to the third party is seen as the last resort. Managers must handle the issues internally ensure that no employee suffers from such situation (Mogorosi 2014). The workplace agreements help in resolving various issues between the employees and the employers. It helps in maintaining a safe and secured workplace, excluding unfair and unlawful contexts like discrimination, stereotypes and others. The safety of the workplace is totally dependent on the environment of the organization as well as their legal systems. If the organization lack strong strategies or policies, it will be difficult for both the employees and their employers to maintain a good environment (Wood, Saundry and Latreille 2014). Moreover, the employees will also not feel safe while working with the company. The employees can raise their opinion if they feel that the organization is ethically wrong. However, if any employee suffers physical issues due to work load, it is the duty of the organization to provide him/her with all sorts of medical facilities, counseling, treatment and other services. The organization must also grant paid sick leaves for the betterment of the empl oyee. Therefore, these agreements must be made before hand, in order to maintain a good workplace environment (Martin and Class 2012). 2.The code of practice has been designed to help the employers as well as the employees and senior authorities to deal with the grievance situations and disciplinary issues at the workplace. However, transparency and fairness must be promoted at the workplace, by using and developing several rules as well as procedures in order to handle the issues. These must be in written form, clear and easier to understand and specific to the point. In any cases, if any formal action is taken against an employee, it must be justified and reasonable. Employees need to be more cautious regarding such factors (Saundry 2012). For instance; if any employee faces a situation which contravenes the law, he/she should immediately inform the management in the first stage, instead of handling the situation single handedly. If it is not resolved he/she can move to the second stage and file a complaint to the senior management. If it is still not resolved, the employee should move to the third stage, or human resource department. However, if the human resource department fails to resolve the issue, the employee can now move to the last or fourth stage and take the help of third party. Therefore, the authorities need to be more active in each stage. Each department needs to see that none of the employees are facing any issues. However, if any discrimination or stereotyping occurs, employees can carry out investigative methods, to establish their points in the case. The employers must allow the employees to voice their opinion and views, fearlessly in the first stage itself. They must motivate and encourage their employees, so that the issues get resolved in the first place. Moreover, the employers must allow the employees to appeal against the formal decisions which are being made. Implementing such strategies will prove beneficial for the company and promote a safer workplace (Roche and Teague 2012). References Bond, T., 2015.Standards and ethics for counselling in action. Sage. Gauri, V., 2013. Redressing grievances and complaints regarding basic service delivery.World Development,41, pp.109-119. Hse.ie (2017). [online] Hse.ie. Available at: https://www.hse.ie/eng/staff/Resources/hrppg/Grievance_and_Disciplinary_Procedure_2004.pdf [Accessed 20 Nov. 2017]. Martin, C. and Class, R., 2012. Department of Health Human Services.Cdr. Mogorosi, L., 2014. Employee assistance programmes: their rationale, basic principles and essential elements.Social Work/Maatskaplike Werk,45(4). Purcell, J., 2014. Disengaging from engagement.Human Resource Management Journal,24(3), pp.241-254. Roche, W.K. and Teague, P., 2012. Human resource management and ADR practices in Ireland.The International Journal of Human Resource Management,23(3), pp.528-549. Saundry, R., 2012. Conflict resolution and mediation at Bradford MDC: A case study.Acas Research Papers,8, p.12. Saundry, R., McArdle, L. and Thomas, P., 2013. Reframing workplace relations? Conflict resolution and mediation in a primary care trust.Work, employment and society,27(2), pp.213-231. Wood, S., Saundry, R. and Latreille, P., 2014. Analysis of the nature, extent and impact of grievance and disciplinary procedures and workplace mediation using WERS2011.Acas Research Papers,10, p.14.