The owner of Bounce Fitness is extremely impressed with the way you developed processes to deal with the issues in Part A. They sometimes have staff members that cannot resolve their conflicts and the issue needs to be escalated to a higher third party. Again, Bounce fitness needs you to develop a process for this. Any process must follow the organisational policy and procedures from their Communication Policy and Procedures, Code of Ethics and Conflict Resolution Policy and Procedure.

1.8. Develop a process for escalating the issue. The process must be specific to this situation and explain what you (as the manager), Tracy, Brian and any other relevant person need to do to resolve the issue. (Must have at least 4 steps with explanation of each stage)
Steps	Details

1. Communication Policy and Procedures

Policy

Bounce Fitness specialises in offering group exercise programs, personal fitness services, and dance classes. The purpose of this Communications Policy is to standardise the communication channels within the company.

This policy ensures that important information is disseminated amongst the Bounce Fitness staff in a way that is easily accessed, accurate, and appropriate in content. This process is done is in accordance with legislative requirements and standards of best practice.

Communication Channels

Employees are highly encouraged to utilise all communication channels for work-related purposes. They must comply with this policy and other applicable policies and legislation. Failure to do so may result in disciplinary action. News and updates within Bounce Fitness that related to ongoing company activities and events can be shared using the following communication channels.

Bulletin Board

To disseminate significant announcements relevant to employees' interests in an easily accessible location. This includes upcoming training sessions and current employment vacancies.

Emails

To inform all staff about important information as well as to promote upcoming events and activities. Each staff member will have their own personal email assigned to them using the Bounce Fitness internal email system. All employees must read emails regularly to be updated on company news and announcements.

Bounce Fitness

Communication Policy and Procedures

Social Media

To be used by committee members to collaborate and communicate about ongoing projects online. This enables each member to conveniently share and comment on ideas about company activities and events.

Surveys

To collect information and feedback directly from Bounce Fitness staff. It enables every member of the staff to contribute feedback and ideas for improving the work environment and employee engagement.

Procedures

Bounce Fitness's communications policy is a framework for all communications within all operations. This applies to everyone working with information and communications within the organization. This includes the following scenarios:

Scenario	Process
Handling Complaints Raised by Clients	Listen to the client's complaint Empathise and apologise for the grievance Offer options for possible solutions Execute the solution chosen by the client Follow-up with the client if the complaint is resolved
Handling Issues Raised by Employees	Listen to the employee's complaint Empathise and apologise for the grievance Offer options for possible solutions in accordance with organisational policies Execute the solution chosen by the employee Follow-up with the employee if the complaint is resolved

Bounce Fitness

Communication Policy and Procedures

Lack of Factual Communication	Confirm the reliability of the source of information Checking the facts before disseminating information Use tools and software to verify published information Check if the information has been altered from its original version
Failure to Disperse Information	Standardise the approach or method for dispersing a specific type of communication Determine which communication channels work best with the approach Ensure that each information is clear, concise, and complete to avoid misinterpretation Ensure that your message is received, processed, and retained by asking for feedback
Regular Performance and Training Reviews	Schedule the review ahead of time to ensure that there will be ample time Give credit to the individual being reviewed by acknowledging strengths and contributions to the organisation Reflect on the individual's objects, goals, and targets Ensure that there is an incentive to reward the excellent performance Set specific objectives for development, rewards, or other measure Document the performance review in electronic files or paperwork
Encouragement of Employee Feedback on Business and Administrative Decisions	Communicate the needs and priorities of the organisation through meetings, newsletters, emails, etc. Seek views and opinions of employees by encouraging a two- way flow of information Review an d improve strategies for communication flow of ideas and information Consider ideas for rectifications and asses against organisational goals and objectives Disseminate the decision and reasons why back to employees and representatives Once the change has been implemented, invite feedback on the process to improve the next consultation process

Bounce Fitness

Communication Policy and Procedures

Regular Staff Meetings and Communication with Employees

Determine the frequency of staff meetings based on the number of employees, location of employees, and workload Determine the participants by analysing if it will be a productive use of their time Select action items that would be of interest to the widest cross-section of employees Make agenda ahead of time that includes the purpose of the meeting, its expected duration, how much time will be allocated to each action item, the decisions that must be made by the end of the meeting. Schedule the meeting based on the participants' availability Seek feedback on how to improve meetings to make them more engaging

Establishment of Employer/Employee (and Employee Representative) Committees

Establish the functions of the committee Define the committee membership Elect the representatives on the committee Specify details and makeup of designated work groups Renegotiate designated work groups if there are changes to employee numbers, nature of work conducted, environment, location, hazards in the workplace, hours worked, or languages spoken by employees

Conflict Resolution Policy and Procedure

Scope: This policy applies to all employees including fitness staff, administrators, and managers of Bounce Fitness

Policy Statement:

The purpose of this document is to provide an avenue through which employees and volunteers, and their managers, can resolve work-related complaints as they arise.

Bounce Fitness will establish mechanisms to promote fast and efficient resolution of workplace issues.

Employees should feel comfortable discussing issues with their manager or supervisor in accordance with the procedures outlined below.

All formal avenues for handling of grievances will be fully documented and the employee's wishes will be considered in determining the appropriate steps and actions.

Objectives:

To meet Industrial Relations Operational plan requirements

To have a workforce where staff know how to deal with conflict should it occur.

To have clear guidelines for all staff to follow and understand.

1. Code of Ethics

Bounce Fitness requires its employees to carry out their duties and responsibilities at all times in a way that does not compromise professionally, ethically and morally any person with whom they interact in a professional setting, regardless of position, situation or condition that person in society.

Relationships with and Responsibilities to Clients

Confidentiality

Beyond to the necessary information sharing with professional colleagues, Bounce Fitness employees are responsible for safeguarding confidential customer information in accordance with privacy laws.

Personal Relationships

Bounce Fitness employees are not to enter personal relationships that aim to damage the integrity and professional trust of the establishment.

Respecting Client's Rights

Bounce Fitness employees s have a responsibility to promote and protect the dignity, privacy, autonomy, and safety of all people with whom they interact regardless of position, situation or condition that person is in society.

Bounce Fitness employees have a responsibility to inform all clients of an y financial costs that they may incur in consuming any goods or services. Costs must always be fair and reasonable, reflecting the services provided.

Bounce Fitness

Code of Ethics

Professional Integrity

Advertising

Bounce Fitness employees s may advertise in relation to their own professional practice if the advertising is not false, misleading, deceptive, or likely to mislead or deceive, is not vulgar or sensational, and does not claim or imply the superiority of the Bounce Fitness employees over any or all other Bounce Fitness employees s. This advertisement may contain a statement on the Bounce Fitness employees' areas of expertise in practice.

Discrimination

Bounce Fitness employees shall not discriminate in professional practice, on the basis of ethnicity, culture, impairment, language, age, gender, sexual preference, religion, political beliefs, or status in society.

Personal Abuse or Alcohol or Other Drugs

Bounce Fitness employees have a responsibility to promote and protect the dignity, privacy, autonomy, and safety of all people with whom they interact regardless of position, situation or condition that person is in society.

Loyalty

Bounce Fitness employees shall be loyal to their professional organisation and their fellow members of the profession and shall respect and uphold their dignity.

Public Comment

Bounce Fitness employees must ensure that it is clear when publishing articles or comments that they represent the profession or make personal comments.

Working Relationships

Bounce Fitness employees shall respect the needs, traditions, practices, special competencies, and responsibilities of their own and other professions, as well as those of the institutions and agencies that constitute their working environment.

Bounce Fitness

Code of Ethics

Professional Development

All Bounce Fitness employees have a personal responsibility to maintain their own professional competence, and each must strive to improve and update their knowledge and skills. Employees, as members of Bounce Fitness, shall promote and maintain practice based on current research and knowledge and develop this knowledge body as appropriate.

It is the responsibility of each Bounce Fitness employees to contribute to the continued development of the profession through the critical evaluation of professional practice, research, apprenticeships, continuing education and membership of the association.

Research

Employees undertaking research for Bounce Fitness will seek ethical approval from relevant bodies before they begin. Any research undertaken has ethical requirements with which the exercise professional must comply.

Professional Standards

Competence

The exercise professional must acknowledge the boundaries of their competence. They shall provide services and use interventions for which they are qualified by training and experience.

Referral of Clients

Bounce Fitness employees have a responsibility to respond to all referrals in a timely manner as stipulated by the organisation's policy.

Keeping Records of Clients

Bounce Fitness employees shall keep records and reports clearly and concisely for the information of clients, professional colleagues, legal purposes and to record fitness services.

Bounce Fitness

Code of Ethics

Confidential and Proprietary Information

Employees must ensure the confidentiality of the information by only discussing it with recognised, trusted, and authorised people of the organisation.

Employees of Bounce Fitness must defer from disclosing any confidential and/or proprietary information from the organisation at any time during or after the course of his or her employment with Bounce Fitness.

Confidential Information include: Personal Information

Legal Documentation Proprietary Information include:

Financial data Testing results Trade Secrets

All codes recorded on this document are adapted from and is compliant to the Fitness Australia Code of Ethics.

1. Procedures of Consulting for Conflict Resolution

Employment Practices

All managers and supervisors should be aware of the possible ramifications of their actions when dealing with employee issues. They must ensure that all employees are treated with fairness, equality and respect.

If there are any doubts or queries in relation to how to deal with a particular set of circumstances, managers or supervisors should contact the Human Resources Manager for advice at the earliest opportunity.

Where a grievance or dispute has been brought to a Manager's attention, they should assess whether the employee involved is covered by an Award or Agreement, and if so should refer to that document for grievance procedures. If the employee or volunteer involved is not covered by such a document, the procedures below must be followed:

An employee who considers that they have a dispute or grievance should raise the matter with their internal source of consultee as a first step towards resolution. It can either be the immediate supervisor, manager, HR employee, or WHS officer.

The two parties should discuss the matter openly.

Work together to achieve desired outcome.

Grievances and Dispute Resolution

The Manager or Supervisor should check for clarification of the issue to ensure they fully understand the complainant's concern. Managers should follow the standard procedure of offering the employee or volunteer the opportunity to have an independent witness at the discussion, ensuring they follow the steps outlined below:

If more than one person is present, establish the role of each person.

Outline the process that is to be followed.

Inform the parties that any information obtained in the conduct of the review is confidential.

Listen to the complainant and diagnose the problem.

Take accurate and detailed notes of all conversations (including dates, people involved)

and attach any supporting documentation.

If deemed necessary, provide the employee with a written summary of the meeting and clarification of the next steps to be taken.

The Manager must ensure that the manner in which the meeting is conducted will be conducive to maintaining positive working relationships, and will provide a fair, objective and independent analysis of the situation.

All parties are to maintain complete confidentiality at all times.

If the matter is not resolved and the employee or volunteer wishes to pursue it, the issue should be discussed with a Human Resources Officer, then, if necessary, the CEO. Again, the matter is to be discussed openly and objectively with management to ensure it is fully understood

Responsibilities

It is the

It is the

It is the

responsibility of Managers and Supervisors to ensure that: They identify, prevent and address potential problems before they become formal

grievances;

They are aware of, and are committed to the principles of communicating and information sharing with their employees and volunteers;

All decisions relating to employment practices are made with consideration given tothe ramifications for the individual, as well as the organisation in general;

Any grievance is handled in the most appropriate manner at the earliest opportunity; All employees and volunteers are treated fairly and without fear of intimidation.

responsibility of Employees to ensure that: They attempt to resolve any issues through their immediate supervisor andthrough

internal processes at the earliest opportunity.

responsibility of the Human Resources Department to ensure that:

All managers, supervisors, and employees are aware of their obligations and responsibilities in relation to communication and information sharing with their employees;

Ongoing support and guidance are provided to all employees in relation to employment and communication issues;

All managers, supervisors, employees and volunteers are aware of their obligations and responsibilities in relation to handling grievances;

Any grievance that comes to the attention of managers or supervisors is handled in the most appropriate manner at the earliest opportunity.

Reporting

Manager or supervisor must document and report any grievance or dispute and inform their immediate supervisor.

Human Resources Manager will ensure that CEO and Board are informed if required. It is envisaged that this will only occur if there is a pattern or a risk to the business.

Approvals and Review

Name Job Role/Position Chief Executive Officer Next Review Date 24 January 20XX