The book examines the origins of consultation, and the current changing approaches of the EU, UK governments, employers, and union bodies to the regulation of this aspect of employment relations. Particular attention is paid to the implementation of the new EU Directive on the Information and Consultation of Employees.

As the influence of labor unions declines in many industrialized nations, particularly the United States, the influence of workers has decreased. Because of the need for greater involvement of workers in changing production systems, as well as frustration with existing structures of workplace regulation, the search has begun for new ways of providing a voice for workers outside the traditional collective bargaining relationship. Works councils—institutionalized bodies for representative communication between an employer and employees in a single workplace—are rare in the Anglo-American world, but are well-established in other industrialized countries. The contributors to this volume survey the history, structure, and functions of works councils in the Netherlands, Germany, France, Spain, Sweden, Italy, Poland, Canada, and the United States. Special attention is paid to the relations between works councils and unions and collective bargaining, works councils and management, and the role and interest of governments in works councils. On the basis of extensive comparative data from other Western countries, the book demonstrates powerfully that well-designed works councils may be more effective than labor unions at solving management-labor problems.

The practice of consultation between senior managers and employee representatives has a long history in British employment relations yet has often been overshadowed by discussions on collective bargaining. In the last few decades, the importance of consultation has been elevated by two main trends: the decline in trade union membership and the retreat from collective bargaining in the private sector on the one hand, with the result that consultation may be the only form of collective employee voice available; and the programme of legislative support for consultation by the European Union since the 1970s on the other. The book charts the meaning and development of consultation in the twentieth century and explores the justifications for the practice. It shows how EU intervention to promote consultation evolved and changed, paying particular attention to the adoption of the Information and Consultation of Employees (ICE) Regulations, which became fully operational in enterprises with 50 or more employees in 2008. Analysing the half-hearted response to EU consultation initiatives by the social partners in Britain, it provides a critical assessment of successive UK governments' handling of the issue. Drawing on the authors' empirical research in twenty-five organizations, the book closely examines the take-up and impact of consultation regulations, and explores the processes involved in effective consultation. Consultation at Work looks at the dynamics of consultation and draws a contrast between 'active' consultation of the type envisaged by the EU, and more limited consultation used as a means of communication. Discussing the UK experience in comparative perspectives, it asks what has to happen for the take-up of consultation to improve and suggests the changes that should be made to the EU Directive and UK ICE Regulations.

The authors examine the role of the consultant in assisting leaders to understand change from a dynamic systems perspective and to manage that change strategically. The case examples they present emphasize the need for consultants to connect the internal psychological landscapes of executives. managers, and employees with their external manifestations during times of organizational transformation, while remaining attuned to the impact of these issues on the consultant's own lives and work.

"The purpose of this research was to identify practice, culture and strategies used in effective work health and safety (WHS) consultation. The research explored this question in three industries with high rates of WHS incidents: aged care, construction and hospitality...Effective WHS consultation does not happen by accident. It takes planning, resourcing and requires a high level of skills of both managers and WHS representatives." -- from Executive Summary.

Explore a wide range of strategies and techniques to build your school counselor consulting skillset In the newly revised Second Edition of School Counselor Consultation: Skills for Working Effectively With Parents, Teachers, and Other School Personnel, a team of distinguished counselors delivers a comprehensive and insightful exploration of the consultation process. With a strong focus on proven, practical techniques, this book offers readers a detailed case consultation model, an interactive workshop model, concise discussions of trauma-informed practices, consultations supporting students with anxiety, and more. The book also includes: An emphasis on building the skills necessary for counselors to facilitate the personal, social, career, and academic growth of students. An integration of theory and practice using an experiential approach to developing consulting competence. Appendices and sample activities that outline the techniques and strategies used to support learning. Perfect for students pursuing master's degrees in Education, School Counselor Consultation is also ideal for school counselling students and practitioners seeking a hands-on framework for applying consulting theory and approaches to the school setting.