Corporate training · Manager training · Labor law basics · Team leaders · Workplace harassment · Interview records
Labor Basics for Managers — 4 hours of cases on working hours, leave, harassment reports, and counseling records that team leaders face every day
Audience
Team leads · Part leads · Newly appointed managers · Frontline supervisors
Format
Half day, 4 hours — focused on case practice
What it covers
Working hours · Leave · Workplace harassment reports · Low-performer meetings and pre-discipline records
What you keep
A one-page labor checklist for team leads + a meeting record template + a table of who to hand off to in your company
Reply
We reply within 24 hours
Check your team’s cases — 10 situations managers run into
Check the scenes that came up on your team recently. Your checked scenes go straight into the quote request below, and the training starts from those scenes. For each scene we list the common pitfall, what the team leader should do on the spot, what to record, and where to hand it off.
⏱️Working hours
- Common pitfalls
- If you give verbal orders and keep no record, it comes down to the company saying it never gave the order and the employee saying it did
- What the team leader does
- Request overtime through the company’s approval process (system or email), and record the reason and expected hours
- Records to keep
- Overtime request and approval records
- Hand off to
- HR (attendance administrator)
- Common pitfalls
- If you knew and let it continue, it may be treated as an implied instruction
- What the team leader does
- On the day you find out, either adjust the workload or turn it into formally approved overtime, and record which one you did
- Records to keep
- Records of work adjustments or retroactive approval
- Hand off to
- HR (attendance administrator)
- Common pitfalls
- An instruction that clearly expects a reply can become evidence in both working-hours disputes and harassment complaints
- What the team leader does
- Unless it is urgent, schedule messages to send during working hours; for truly urgent matters, follow the overtime procedure
- Records to keep
- Reason for the urgent instruction
- Hand off to
- Handle within the team (to HR if it repeats)
🌴Leave
- Common pitfalls
- The law allows only narrow grounds for changing leave dates — a team leader’s “request” can easily become a refusal in practice
- What the team leader does
- Don’t refuse outright — first work with the employee on handover and backup coverage, and if that still doesn’t work, check with HR on the requirements for changing the leave timing
- Records to keep
- Leave discussion notes and coverage plan
- Hand off to
- HR team (leave administration)
- Common pitfalls
- If you have followed the leave-use notice procedure but a team lead gives work to a team member who comes in anyway, the procedure can fall apart
- What the team leader does
- Tell team members the company’s schedule for encouraging leave use, and if someone comes to work on a designated leave day, don’t assign them work and notify HR
- Records to keep
- Delivering the leave-use notice and what to do when someone works on a designated leave day
- Hand off to
- HR team (leave administration)
🛑Workplace harassment
- Common pitfalls
- Saying “talk it out between you two” or “let’s pretend it never happened” can later look like dismissing the report
- What the team leader does
- Hear them out, explain the company’s reporting channel and procedure, ask what protection they want (seating or work separation), and notify HR right away
- Records to keep
- Date and content heard (in their own words), and what you told them
- Hand off to
- HR reporting channel
- Common pitfalls
- Unwanted transfers or lower evaluations may be seen as unfavorable treatment for having reported
- What the team leader does
- Decide any separation measures with HR after hearing from the reporting employee, and hold off on evaluation and placement decisions during the investigation
- Records to keep
- What the reporter said and how the action was decided
- Hand off to
- HR (investigation lead)
- Common pitfalls
- Approaching the person who filed the report to explain yourself or demand an apology becomes yet another ground for a complaint
- What the team leader does
- Don’t contact the person who filed the report, give truthful statements in the investigation, and route work instructions through another channel
- Records to keep
- Notes on the person’s statement (date, situation)
- Hand off to
- HR (investigation lead)
📝Interviews & Discipline
- Common pitfalls
- A meeting with no record later gets flipped into 'you never gave me a chance to improve'
- What the team leader does
- At each meeting, record the expected level, current status, planned support, and next check-in date, and have the team member confirm it
- Records to keep
- Meeting record (expectations, current situation, support, follow-up date, employee confirmation)
- Hand off to
- HR team (performance evaluation)
- Common pitfalls
- If you only warn verbally and keep no factual record, there is no basis left at the disciplinary stage, and emotional remarks can backfire
- What the team leader does
- Record only what happened, by date. Pass warnings and discipline under the company’s work rules to HR — the team lead does not decide
- Records to keep
- Factual record (date, behavior, impact) and whether a written warning was given
- Hand off to
- HR team (disciplinary matters) · labor counsel if needed
0 scenarios checked — included with your quote requestGet a quote →
Check the numbers here — governing laws and agencies
This page does not list figures such as working-hour limits, annual leave days, premium pay rates, or report-handling deadlines, because they vary with law revisions, company size, and work rules. In training, we check them with the latest notices from the agencies above and your company work rules side by side.
- National Law Information Center — Labor Standards Act ↗Current full text of the provisions on working hours, leave, dismissal and workplace harassment
- Ministry of Employment and Labor ↗Guidance on working hours and leave, workplace harassment prevention and response manual, labor counseling
- National Labor Relations Commission ↗Standards and cases for when discipline or dismissal is disputed
Delivery options — Nanum only · with a certified labor attorney · with your own labor counsel
The case practice is the same in every format. What differs is who answers questions about legal interpretation.
- Delivered by Nanum Consulting aloneFocused on case practice and meeting rehearsal. Questions that hinge on legal interpretation are collected into a list for HR.
- Co-led with a certified labor attorneyWe run the case practice; a certified labor attorney we bring in handles legal explanations and Q&A. Recommended for companies expecting many legal-interpretation questions.
- With your advisory labor attorneyIf you already have an advisory labor attorney, they answer based on your company’s work rules, and we handle the case practice.
Program — a 4-hour half day
Lectures are short; case practice is long. The opening session starts from the results of the case check participants complete beforehand.
Half day, 240 minutes
20 min
Opening session — Check your team’s cases
We start from the “Check your team’s cases” results collected in advance. We see which scenes came up most and decide where to focus today.
What you take away · The scenes that come up most on your team, ranked
50 min
Working hours — requesting, approving, and recording overtime
We turn three scenarios into role-plays: verbal overtime orders, unapproved late nights, and after-hours messages from managers. We check the standards against your company attendance policy and the Ministry of Employment and Labor’s interpretations.
What you take away · How to word overtime requests and a habit of recording approvals
40 min
Leave — when you receive an annual leave request
Annual leave requests in busy periods, and working during the leave promotion period — you practice what to say instead of refusing, and when to hand off to HR.
What you take away · Steps for annual leave conversations
50 min
Workplace harassment — a team leader’s first day after hearing a report
Practice what to say, and what never to say, in three seats: the team member who confides in you, the separation measures after a report, and the team lead who has been reported.
What you get · The first-response sequence for a report and a list of things not to say
60 min
Interviews & Discipline — interviews that leave a record
Participants draft a low-performer interview in four boxes — expectations, current situation, support, and follow-up date — and turn repeated failures to follow instructions into factual records. We draw a clear line: disciplinary decisions are not the team leader’s call.
What you keep · One interview record template and a fact-recording practice sheet
20 min
Wrap-up — Labor checklist for team leaders and who to hand off to
We pull the cases covered today into a one-page checklist and fill in a table showing who at your company each scenario is handed off to.
What you take away · Team leader labor checklist and hand-off table
What this course does not do
- Memorizing statutesWe don’t make managers memorize article numbers or figures. The numbers change; what a team leader needs is what to say in the moment and what to put on record.
- Passing the judgment call to the team leadWhether to discipline, dismiss, or find that harassment occurred is not the team lead’s call. Throughout the course, we draw the line: 'this is where it goes to HR.'
- Legal advice on individual casesWe do not judge ongoing cases during training. If needed, we connect you with the co-leading labor attorney for a separate consultation.
- Scare tacticsTraining that ends with “you’ll be punished if you do this” leaves team leaders afraid to say anything. We spend the time practicing what they should say.
Why we created this course
Training managers who ask us about leadership programs often add the same remark: “Our team leaders know too little about labor law.” Harassment prevention training is for all employees, and labor practice courses are for HR. In between sit the team leaders, who assign overtime every day, approve leave, and hear complaints. So we gathered only the scenes team leaders face and built a half-day program around them. If you are new to leading a team, see also New Team Leader: First 90 Days.
How it works
- Case checkOf the 10 cases on this page, check the scenes that came up on your team recently and send them with your inquiry.
- Proposal & quoteBased on the scenarios you checked, the audience and headcount, and the delivery format (solo, co-led with a certified labor attorney, or alongside your advisory labor attorney), we send a proposal and quote within 24 hours.
- Reviewing your work rulesWe get your work rules, attendance policy, and harassment reporting procedure in advance, so the case answers are tailored to your company’s standards.
- TrainingA half-day, 4-hour case workshop. Participants’ scenario checks are collected beforehand through an online survey.
- Results summaryWe summarize the scenes that came up most and the questions passed to HR, and send the summary to your training manager.
Request a Quote for Manager Labor Training
Share the scenarios you checked above, along with the audience (rank and headcount), delivery format, and timing, and we will send a proposal, instructor profiles, and quote within 24 hours. If you have your company’s work rules or harassment reporting procedure, send them after our reply and we will tailor the case answers to your policies.
No scenarios checked yet — check the ones that have happened on your team among the 10 cases above and they will appear here (you can also send without checking any).
FAQ
You are not labor law specialists. Is it OK to run labor training?
This is not a course that teaches legal interpretation. It is manager training where team leaders practice what to say on the spot, what to record, and where to hand off. If you expect many legal-interpretation questions, choose co-delivery with a certified labor attorney or with your own advisory labor attorney.
Don’t you cover the statutory numbers (working-hour limits, annual leave days)?
We cover this in the training but don’t list it on this page. It varies with legal amendments, company size, and work rules, so on the training day we check it against the latest Ministry of Employment and Labor notices and your company’s work rules.
How is this different from workplace harassment prevention training?
Harassment prevention training is for all employees and covers what counts as harassment. This course is for managers: it covers what a team lead does when they hear a report or when they are the one reported, along with working hours, leave, and meeting records. The two courses can also be scheduled back to back on the same day.
Do you tailor it to our company’s work rules?
Yes. Before the session, we collect your work rules, attendance policies, and reporting procedures so the answers to each case match your company. We use the materials only to prepare the training and destroy them afterward.
Can we get advice on a case that is already underway?
Individual cases are not adjudicated during training. If the program is scheduled with a co-leading labor attorney, we can connect you to a separate consultation after the session.
Can it be done as a full-day course?
The standard format is a half day (4 hours). A full-day option adds more case practice and interview role-plays, and we recommend pairing it with an afternoon leadership or conflict-management course.
Related pages
🧭 New Team Leader’s First 90 Days🛡️ Mandatory Training Guide⚠️ Serious Accidents Punishment Act Training🤝 Generational Communication Workshop💬 Leadership & Communication Training Reviews💰 Quote Calculator
Courses we offer alongside this one
📘 Workplace Harassment Prevention and Abuse-of-Power Prevention Training📘 Conflict Management Course📘 Leadership📘 Emotional Labor Worker Protection Training