Labor relations
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Transcript of 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.
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Issue:
• A topic or subject of negotiations.
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The 4 Principles of IBB
2. Focus on interests not on positions.
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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
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Interest:
• A statement of concern about an issue.
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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.
The 4 Principles of IBB
3. Create options to satisfy the interests.
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Option:
• One of several solutions to an issue.
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The 4 Principles of IBB
4. Evaluate the options with standards, not power and leverage.
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Standard:
A characteristic or factor used to compare, evaluate, or judge options.
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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.
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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