Industrial relations, employee relations, and remuneration.

Building working relationships between employers, employees and unions, and holding them when the relationship is under load.

• Union negotiations. At the table, or behind the person at the table.
• Enterprise agreement strategy. What to open with, what to concede, what the agreement costs over its life rather than in its first year.
• Industrial risk. Identifying where industrial action becomes likely, and reducing that exposure before it does.

Compliance with industrial instruments and regulation is assumed, not sold as an extra.

The work of keeping a workforce functioning through change, and of dealing properly with the cases that do not resolve themselves.

• Change management leadership. Restructures, closures, transitions and the communication that has to run alongside them.
• Complex case management. The matters that carry legal, reputational or industrial consequence.
• Employee relations strategy. The policy and process layer that determines how many of those cases arise in the first place.

Pay structures that are competitive, compliant, and defensible to a board.

• Executive remuneration frameworks. Base, short-term incentives and long-term incentives, aligned to what the business is actually trying to achieve.
• Incentive design. Including the harder question of what a plan will reward in practice rather than on paper.
• Benefits structures. Reviewed against the market, employment law and the relevant industrial agreements.

Hands-on and pragmatic. Each engagement is built for the organisation it is for, because a solution lifted from one business rarely survives contact with another.

I work closely with leadership teams rather than in parallel to them, and I say what I think the answer is. Three engagements are set out on the case studies page, and you can get in touch to discuss a specific problem.