Articles > Psychology > What is an employee relations manager?
Written by Jonathan W. Crowell
Reviewed by Christina Neider, EdD, Associate Provost of Colleges
In today’s workforce, there are organizations that rely on professionals who can help resolve disputes between employees and management, negotiate labor contracts and coordinate grievance procedures for worker complaints. Those who function in this role are known as employee relations (ER) managers, also referred to as “labor relations specialists” by the U.S. Bureau of Labor Statistics (BLS). They provide guidance on workplace matters, including wages, benefits and management policies (or union policies, when applicable).
Let’s explore this role, including how it could be a next step for someone interested in changing or expanding their career.
An employee relations manager collaborates with both management and employees. Beyond facilitating meetings between these groups, they develop agreements outlining organizational policies and procedures. These documents — known as collective bargaining agreements when created between management and labor unions — function as legal and procedural frameworks guiding the relationship between employees and management.
Their daily work can include:
Once an organization’s policies are established, ER managers may assist either management or employees in enforcing them. For instance, a department manager might need guidance on the correct procedures for taking disciplinary action against an employee. Other ER managers may handle employee grievances themselves to ensure concerns are addressed according to established processes.
These managers may also educate other department managers and employees about company policies and procedures. This can include leading training sessions for management or distributing informational newsletters to employees that address topics relevant to each group.
In short, those who work as employee relations management act as mediators, problem-solvers and policy experts. They not only lead negotiations but also draft agreements outlining organizational policies and procedures to ensure clarity and compliance.
According to ®, strong employee relations help foster job satisfaction, boosting productivity and improving retention. When employers prioritize effective workplace relationships, they cultivate a positive and engaging environment that benefits both employees and the organization.
Similarly, when employees feel respected and treated fairly, they may develop a sense of trust, belonging and loyalty, leading to greater job satisfaction. A strong employee-employer relationship also enhances productivity, as engaged and motivated workers perform better when supported by leadership. Additionally, fostering positive employee relations can help reduce workplace conflicts and misunderstandings, improving teamwork and collaboration.
These patterns can similarly affect retention. Employees who feel valued and appreciated in a supportive environment are more likely to remain with the organization long term, reducing turnover rates. Examples of strong relations include regular and constructive feedback, fair compensation and clear communication of policies.
Conversely, poor employee relations can potentially lead to decreased morale, inefficiency or a toxic workplace environment, making it essential for employers to invest in creating a positive and productive workplace.
Working effectively in an employee relations position requires a unique blend of skills. Here are some useful skills for this role:
Ultimately, individuals who enjoy working with people, solving problems and helping organizations run smoothly may enjoy this role.Â
Employee relations and human resources (HR) are similar, but they aren’t identical. Here are the differences:
In short, employee relations focus on resolving conflicts and improving employee satisfaction, while human resources is centered on enhancing performance and achieving organizational goals. Employee relations tends to be more hands-on and process-oriented, whereas human resources takes a broader, strategic approach aimed at transforming the workplace.
HR can be thought of as the umbrella under which employee relations falls. While all HR professionals need strong people skills, those who work in employee relations dive deeper into the nuances of workplace dynamics, labor laws and conflict management.
Workplace conflict may seem inevitable, but how it is managed determines whether it leads to dysfunction or drives team growth and innovation. ER managers can help resolve workplace conflict by following a proactive, psychologically informed approach. By building psychological safety, aligning goals, encouraging feedback, providing training, setting clear communication norms and fostering empathy, conflicts can often be resolved constructively.
These professionals should also document outcomes by keeping detailed records. In this way, they help protect the organization from misremembered events or conversations while also providing a reference for future situations. They may also follow up with involved parties after a conflict has been resolved. This can help ensure the solutions are working and prevent those issues from resurfacing.
As of May 2024, labor relations specialists , according to BLS.
Salary ranges are not specific to students or graduates of °®ÎŰ´«Ă˝. Actual outcomes vary based on multiple factors, including prior work experience, geographic location and other factors specific to the individual. °®ÎŰ´«Ă˝ does not guarantee employment, salary level or career advancement. BLS data is geographically based. Information for a specific state/city can be researched on the BLS website.
BLS projects . However, about 5,300 openings are projected each year, on average, over the decade, because of factors like retirement or transfers.
BLS Occupational Employment Projections, 2023-2033 is published by the U.S. Bureau of Labor Statistics. This data reflects BLS’ projections of national (not local) conditions. These data points are not specific to °®ÎŰ´«Ă˝ students or graduates.
As noted earlier, ER managers may work their way up from HR generalist or specialist roles, gaining hands-on experience with employee issues and conflict resolution along the way.
For anyone interested in pursuing or switching to an employee relations position, here is a more detailed breakdown of recommended steps:
Some companies may not require a bachelor’s degree when filling a role in employee relations, but many do. Consider pursuing a degree in labor and industrial relations, human resources, business or a related field. Coursework typically includes business management, human resource strategies and accounting principles.
Some HR and ER professionals may decide to pursue advanced degrees to further enhance their career profiles.
Employers may prefer candidates with HR-related credentials that demonstrate proficiency in workplace policies and employee relations. These certificates can provide deeper knowledge of such topics as labor laws, mediation, collective bargaining and grievance procedures.
If you can, participate in internships or job shadowing with an HR department to develop practical skills. Observe workplace dynamics and learn how employee relations policies are implemented.
You may want to seek employment as a human resources specialist, compensation analyst, benefits coordinator or HR generalist. Developing expertise in HR functions can help prepare for employee relations responsibilities.
Consider joining professional associations, and be sure to attend conferences and keep up with changes in labor laws and workplace trends.
ER managers play a helpful role in today’s organizations, balancing the needs of employees and management while ensuring compliance with labor laws and company policies. For working adults considering their options in the field of HR, employee relations careers could lead to meaningful, impactful work.
Are you interested in learning more about becoming an employee relations manager? °®ÎŰ´«Ă˝ offers online programs, including a master’s in industrial-organizational psychology.
Contact °®ÎŰ´«Ă˝ for more information.
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Jonathan W. Crowell has more than 15 years of experience crafting content across print and digital platforms. A graduate of University of Utah, he brings a strong foundation in business and editorial publication to his work, which has appeared in local and national outlets. Based in °®ÎŰ´«Ă˝, Jonathan writes on a wide spectrum of topics—from technology and education to arts, entertainment and business—offering informed insights with engaging storytelling.
Christina Neider is the associate provost of colleges and former dean of the °®ÎŰ´«Ă˝ College of Social and Behavioral Sciences. Neider’s career spans more than 30 years in academia, healthcare and the U.S. Air Force. She has held several academic leadership roles at °®ÎŰ´«Ă˝, and she is the Vice President of membership for the Arizona Chapter of the Healthcare Information and Management Systems Society.
This article has been vetted by °®ÎŰ´«Ă˝'s editorial advisory committee.Â
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