Taskback to topThis task this assessment is primarily about ‘doing’ management work through structured online conversations. Your online conversations for this assessment involve critical thought

Topic 9 Elevator Pitch MGT501

The money, not the honey

This task will not be assessed

You are in the middle of negotiations with a group of three delegates and union officials for a new enterprise bargaining agreement in your commercial waterproofing business. The business, which is located in a metropolitan centre, employs 60 people, of whom 10 are full-time, part-time or permanent, and the remainder are casuals. Most of the permanent staff work in administration, sales, estimating and line management. The casual staff are tradespeople at various levels of expertise. Your business has a wide geographical reach, well beyond the core metro area in which you are based. So, people are often travelling to locations up to 200 kilometres away from base, staying one to five nights at a time.

The package of measures that your company has put forward includes very modest pay increase, plus a variety of enhancements to flexible working arrangements, better accommodation and travel arrangements for distant work (mostly focused on workplace health and safety issues), training, workplace wellness and potential opportunities for casuals to request conversion to permanent status after 12 months.

Your pitch to the group is that the company has a vision to foster a committed, motivated workforce where the company doesn’t just pay lip service to valuing people. You want to back this up with serious and visible efforts to foster motivation, taking a holistic view of the person.

After you have finished outlining the proposal, one of the union officials says:

“Look, mate, this is all good and well. But, my people are here for the money, not the honey. You’ll need to do a bit better on that side of things.” He is looking to the others for support, and he is getting it. There are several nods of agreement and wry smiles. Then, silence.

You have to say something, and you know that whatever you say next may set the tone and direction of the entire negotiation. So, be careful.

In one minute of speaking, or about 130 written words, state your response. It has to be real, persuasive, and not just some management ‘gobbledegook’. Go for it!