Labor Relations presentation

8/11/2019 Labor Relations presentation

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Presented by:

Joe Morales, SPHR

Director, Human Resources (Retired)


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Employee Relations 101

What is Employee Relations? An ongoing relationship-building processEmployee and supervisor relations.

Ingredients involved in Employee RelationsCommunications FeelingsTrust BeliefsEthics Expectorations

Morals Conflict ResolutionFairness Career CounselingCareer Development Leadership


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Employee AdvocateEmployees believe that they do not have anadvocate in management, thus Management vs.Employees

What is expected of an Advocate?Someone who is interested in and works for fair treatment ofemployeeSomeone who is interested in employee problems and attempts to

resolve themSomeone who is interested in employee morale and tries to improveitSomeone who believes that employees should be treated withrespect and dignity and works towards that end


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Employee Relations 101Results of Poor or No Employee Relations

UnionizationPoor Performance

Employee AbsenteeismEmployee Turnover

Litigation


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Employee Relations 101Labor Relations The goal of labor laws according to the

Cornell Legal Information Institute is to equalize the bargaining power between employers and employees.

Labor laws primarily deal with the relationship betweenemployers and unions.

Labor laws grant employees the right to unionize. Depending on the circumstances, labor laws prohibit or

allow employers and employees to engage in activitiessuch as strikes, picketing, seeking injunctions, andlockouts in regards to having their demands met.

Labor laws are governed by both federal and statestatutes, laws, and judicial decisions.


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Employee Relations 101 The National Labor Relations Act of the WagnerAct of 1935

Created by Congress to protect workers' right to unionization The National Labor Relations Board is an independent agencycreated by the Wagner Act of 1935 to oversee the laws, investigateand hold hearings on unfair labor practice complaints, take actionagainst employers found guilty of unfair labor practices, and todetermine the make-up of individual employee bargaining units, as

well as to oversee union certifications Both federal and state statutes, as well as law and judicial decisionsgovern labor law. Also regulations and decisions of administrativeagencies The Wagner Act marked the beginning of affirmative support for

unionization and collective bargaining by the federal government


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Employee Relations 101In a Union Environment

Minimal to No ChangeThe Union Members are first and foremost

company employeesContinue to Treat employees as people rather thana resourceRespect and Treat Union Representatives as anofficial of the Union, not as your subordinateemployee


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Management RightsThe Employer shall retain all rights, powers, and authority it had prior to enteringinto this Agreement, including, but not limited to, the unrestricted right: to manageits operations and to direct and assign the work force; to determine and change themethods and manner in which services are provided; to introduce new methods orimproved methods of operation; to determine the extent to which and the mannerand means its business will be operated or shut down in whole or in part; todetermine whether and to what extent any work shall be performed by employeesand how it shall be performed; to select, hire, promote, permanently or temporarily

transfer regardless of the location, demote, lay off, assign, train, suspend, terminateand discipline employees; to select and determine supervisory employees; to bid ornot bid, or to rebid or to not rebid, the Contract with the Government; to determinestarting times, quitting times, schedules and shifts; to reasonably determine andchange methods and means by which operations are to be carried on; to establish,change and abolish its policies, work rules, regulations, practices andstandards/codes of conduct, and to adopt new policies, work rules, regulations,practices and standards/codes of conduct; and to assign duties to employees inaccordance with the needs or requirements of the Government and the Employer, asdetermined by the Employer or the Government, and any other rights not specificallyrestricted by this Agreement. The exercise of the foregoing powers and rights,together with the adoption of policies, rules and regulations in furtherance thereof,and the use of judgment and discretion in connection therewith, shall be limitedonly by the express and specific terms and conditions of this Agreement and thedictates of the Government. Moreover, the Employer expressly reserves the right toset all policies not otherwise set forth in this Agreement, and all prior practicesbetween any of the employees and any other Employer are of no force and effectregarding, and are not binding upon, the Employer.


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Employee ProblemsListen to employee concerns and make a sincereeffort to resolve their problems

Always refer to the Corporate Policy Manual,Standards of Conduct and Post Orders as a guidelineSeek assistance from your Operations Chain of

Command or Human ResourcesThere is no need for an employee problem to becomea grievance


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GrievancesTreat the grievance as an employee problem not aunion complaint

Answer the grievance violation with a brief response Always make reference to the Article and Section which the union claims that we have violatedIf the grievance does not have an Article that was

violated - ask the Union for clarification


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Grievance ExampleGrievance: I was not asked if I could work 1 st Relief and I was changedfrom 3 rd to 1st Relief.

Response:Subject: Step 1 Response Grievance -Violation of the CollectiveBargaining Agreement, Article ????, Section XXThere is no violation to CBA Article ????, Section XX because you

were never assigned nor did you work the 1st relief. The schedule was published in error and corrected immediately prior to theaction date.


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Follow established Company Values andPrincipals

Always maintain the corporate values and philosophy for treating employeesRead and study the CBA until you knowand understand it fullyDont fear the CBA Be fair and consistent


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Mutual Respect The principle of mutual respect is constructed on the fundamental premise that every individual is endowed withdignity and worthiness and will be treated accordinglyREGARDLESS OF THE POSITION THEY HOLD WITHIN THEORGANIZATION. Moreover, management should ensure that all

actions taken by the corporation are always in alignment withthe corporate values.Respect is mutual because, while the company has an obligationto all is employees, the employees must in turn respect thecorporation as an institution to which they are committed andloyal.Finally, the pillar upon which the concept of mutual respect is founded is INTEGRITY total adherence to the premise that we will treat each other with honesty and candor.

Note: Mutual Respect and Mutual Support are currently the Core Valuesof MVM, Inc.


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Mutual Support The second premise, mutual support, builds upon the foundation of mutual respect, and extends beyond the passive world of trust, integrity and reverence into the realm ofchampioning the people and work around us. This conceptrequires that we come together WILLINGLY AND OF OUROWN CHOOSING in support of:

the clients All employees andeach other

The principle of mutual support rests on the premise that weare employed to work as a team. Our mission is to strengthenthe corporation which in turn will enrich us all.We do not have to work together, we choose to and we can alsochoose not to.


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If you consider employees as aResource necessary to accomplish our

operational and financial goals you willlikely be desensitized to their feelingsas a human being.

Credits: By Charles Gibson, PHR

May 1999


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Thank you!

Documents

Labor Relations presentation