Labor relations

Labor Relations

DevelopingEssential Elements to a

Productive Work Environment

Union Membership

• Union membership in the private sector is 6.9%

• Union membership in the public sector is 36.2%

(DOL, 2010)

Poor labor relations cause the following symptoms

• Heightened interpersonal conflict• Absenteeism• Declining performance• Increase in baseless grievances• Excessive turnover (Miller, 2003)

Causes of Labor Relations Conflict

• Poor communication• Misunderstanding/false assumptions• Negative Attitudes• Lack of trust/respect• Egos• Anger/Emotions• Biases

What are the values of your organization?

Creating the right organizational culture

http://www.slideshare.net/HubSpot/the-hubspot-culture-code-creating-a-company-we-love

Developing a Collaborative CultureTwo Key Concepts

• Everyone is creative and has ideas to improve productivity and services

• All employees have the ability to contribute ideas.

Organizations are human social systems in which people are strongly influenced by the organizational culture. Therefore, the most compelling tool for improvement is cultural change (www.irisolutions.com, n.d).

An agency must develop strong leaders

• Deliberate approach to quality leadership development.

• All leaders should believe and implement the following concepts– Everyone has valuable information to share.– Individuals need to know how their work

contributes to the Agency mission.

“Great leaders generate great results” (Disney)

“Speed of the LeaderSpeed of the Pack”

Leadership

• Leadership Starts at the Top• Executive Director must set the tone and

atmosphere (Executive Team)• Positive Labor Relations must become a top

priority• Promote Transparency, through regular

reporting• Promote Trust

Key Management RoleSupervisors

Employees don’t leave their organization, they leave their manager

• Administer and consistently apply the terms of the collective bargaining agreements

• Know Management rights• Know legal and contractual rights of employees• Communicate objectively• Consistently enforce standards of behavior• Model desirable behavior

Developing a Labor Relations Plan

• Are you satisfied with the current management/staff relationship?

• Do you spend more time reacting to issues on addressing targeted areas of focus?

• Do you have a clear understanding of management goals in labor relations?

• Do you have a clear understanding of union/staff goals in labor relations?

Federal Strategy Model for Labor Relations

Compliance Strategy• Enforcement of obligations based

on statute and contract• Litigious and adversarial in

nature, relies on tools such as grievance, arbitration and unfair labor practice filings.

• Clear expectations, little gray areas to worry about.

• Tools could be used for strategic, tactical or even personal gain.

Collaboration Strategy• Focuses on working together for a

common solution• Interest based communication• Collaboration tends to increase

the level of trust between groups• When staff are part of the

solution, they are vested in the outcome.

• Requires more time commitment than traditional compliance

Combination Strategy

Systems Model

Allows managers a way to understand their employees’ importance and position as a vital system in the organization, as opposed to a liability or expense.

Systems approach to labor relations

• Focus on collaboration

• Interdependence

• Synergy

• Contingency Theory

TOOLS FORIMPROVING COMMUNICATION

Communication Strategy

• Labor/Management Committees• Provide Avenues/opportunity for employee feedback• Generate Joint Communications• Establish Positive Relationships with Union

Officers/Stewards• Resolve Disputes Quickly• Seize every opportunity to talk and listen to your

employees

The 4 Principles of IBB

1. Focus on the issues not the personalities.

22

Issue:

• A topic or subject of negotiations.

23


2. Focus on interests not on positions.

24

25

Position vs. Interest

• Focuses on a particular solution

• Makes a demand• Draws a line• Sets up

confrontation• Ends or dampens

discussion

• Focuses on the problem not a specific answer

• Articulates one of a range of needs

• Makes no evaluations• Establishes a climate of

understanding• Allows the real issue or

problem to be discussed

Position:• One party’s solution to an issue.–Limits cooperation–Sets the stage for conflict

26

Interest:

• A statement of concern about an issue.

27

28

Acknowledge each other’s interests

• Explain your interests. Do not assume they are understood.

• Pay attention to the interests of others.

• If you want the other side to appreciate your interests, demonstrate that you appreciate and understand their interests.


3. Create options to satisfy the interests.

29

Option:

• One of several solutions to an issue.

30


4. Evaluate the options with standards, not power and leverage.

31

Standard:

A characteristic or factor used to compare, evaluate, or judge options.

32

I.B.B. IS USEFUL • For improving the working relationship

between the parties.• For getting creative solutions to difficult

problems.• If improving trust is a goal.• If honestly committed to the process and

willing to educate constituents.

33

Planning for Change

• “Look before you Leap”• Forced vs. Fostered• Communication• Providing Appropriate Resources• Implement the change into your

organizational strategy

Kurt Lewin, 1950 Change Management Model

Understanding Lewin’s Model

Unfreeze Change Refreeze

UNFREEZE

1. Determine what needs to change2. Garner support from upper management3. Create the need4. Manage and understand doubts and

concerns

CHANGE

• Communicate often• Dispel rumors• Empower action• Involve employees in the process

REFREEZE

• Implement the change into the Culture• Develop ways to sustain the change• Provide support and training• Celebrate success

Business

Labor relations