Purpose sets the direction

Turkish Labour Law

Human Resources Law and Practical Applications

Purpose

A programme exploring the legal aspects of human resources practice within the framework of Turkish Labour Law, connecting everyday decisions with practical examples.

Our approach to HR Law

We view Human Resources Law as an integrated framework bringing together the legislation governing working life within human resources practice. We consider employment law and the law of obligations, social security, occupational health and safety, trade union rights and collective bargaining agreements together across the employee life cycle, from joining to leaving an organisation.

Topics

1. HR and the lawHR’s role; objective and consistent decision-making
2. Core conceptsThe employment relationship and contracts; equal treatment
3. Organising workWorking time, overtime, rest and leave
4. Disciplinary lawDocumentation, defence and investigation, disciplinary decisions
5. Terminations and financial consequencesTermination processes and their financial consequences

Practical outcome

Participants become better able to make HR decisions that are legally grounded, consistent and workable in practice.

Before, during and after negotiations

Managing Collective Bargaining

Purpose

Negotiation begins before people sit at the table and continues after the agreement is signed. This programme connects preparation, negotiation and implementation.

Who it is for

HR and industrial relations professionals, negotiating teams and managers with responsibilities in the process.

Topics

1. Before negotiations: Preparation and strategyA negotiation strategy aligned with business and management priorities; one agreed budget and a shared decision mandate; review of the previous agreement, employee expectations and the union agenda; data and cost scenarios, objectives, alternatives, team roles and decision authority.
2. During negotiations: Managing the table, emotions, perceptions and processOffers and concessions; emotional responses under pressure; perceptions of trust, fairness and credibility; agenda, pace, breaks, coordination and deadlock.
3. After negotiations: Strategic communication, implementation and relationshipsExplain what the agreement means; plan who communicates what, to whom, when and how; listen to employees, deliver commitments and sustain trust.

Key message

Even the strongest agreement or decision can fail to gain acceptance in the workplace if it is poorly communicated.

Learning method

One shared case connects preparation, a negotiation simulation and an implementation review. Content is adapted to the organisation’s context.

Practical outcome

Participants develop a negotiation preparation file, an offer and decision framework, and an implementation and strategic communication plan.

Roles, decision authority and everyday practice

Outsourcing and Contractor Management

Purpose

Improve service quality by clarifying each party’s responsibilities and strengthening the contractor’s capacity to manage its own work.

Who it is for

Operations, HR, procurement and contract management teams, alongside contractor managers.

Topics

1. Service model and rolesThe service model and each party’s responsibilities: who decides, who delivers and who oversees?
2. Daily operations and sensitive processesRecruitment and assignment, performance and pay, disciplinary matters and employment exits; practical workplace cases.
3. Authority and oversightCoordination through designated representatives, communication flows, system access, record-keeping and contractor self-monitoring.
4. Occupational Health and Safety (OHS)Pre-work risk assessment, contractor competence and site rules; work permits, training and coordination; near-miss and incident reporting, follow-up of corrective actions and contractor self-monitoring.

Key message

You can outsource the work, but you cannot outsource the risks and responsibility.

Learning method

Fictional workplace cases explore roles and decision authority. Content is adapted to the organisation’s context.

Practical outcome

Participants develop a roles and authority matrix, a communication flow, a prioritised improvement plan and occupational health and safety follow-up priorities.