LABOR RELATIONS IN THE UNIONIZED AUTOMOBILE ASSEMBLY INDUSTRY IN THE UNITED STATES: 1961-2006
Managing Unionized Workplaces in an Economic Downturn – The New Realities September 23, 2008...
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Transcript of Managing Unionized Workplaces in an Economic Downturn – The New Realities September 23, 2008...
![Page 1: Managing Unionized Workplaces in an Economic Downturn – The New Realities September 23, 2008 Boston Harbor Hotel Jay P. Krupin Ana S. Salper Barry A. Guryan.](https://reader035.fdocuments.in/reader035/viewer/2022062423/56649e9d5503460f94b9e530/html5/thumbnails/1.jpg)
Managing Unionized Workplacesin an Economic Downturn –
The New Realities September 23, 2008Boston Harbor Hotel
Jay P. Krupin
Ana S. Salper
Barry A. Guryan
Paul Rosenberg
© Copyright 2008, Epstein Becker & Green, P.C.
www.ebglaw.com
![Page 2: Managing Unionized Workplaces in an Economic Downturn – The New Realities September 23, 2008 Boston Harbor Hotel Jay P. Krupin Ana S. Salper Barry A. Guryan.](https://reader035.fdocuments.in/reader035/viewer/2022062423/56649e9d5503460f94b9e530/html5/thumbnails/2.jpg)
The First Principle
Negotiate Zero-Sum Contracts
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Negotiate Zero-Sum Contracts
The mind-set for negotiations– employer has all the rights– CBA is a restriction of those rights– be on the offensive– opportunity to improve operations through
negotiations– increase apprehension, decrease expectation– the triangle of the parties
![Page 4: Managing Unionized Workplaces in an Economic Downturn – The New Realities September 23, 2008 Boston Harbor Hotel Jay P. Krupin Ana S. Salper Barry A. Guryan.](https://reader035.fdocuments.in/reader035/viewer/2022062423/56649e9d5503460f94b9e530/html5/thumbnails/4.jpg)
Negotiate Zero-Sum Contracts
No such thing as "non-economic" issues– everything costs money– always mix together during negotiations– use union perception of "economics" to your
advantage
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Negotiate Zero-Sum Contracts
Who, Where, When– who sits at the "table"– where should the negotiations take place– timing of sessions– 90-60 days– 30 day FMCS
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Negotiate Zero-Sum Contracts
Using " ad referendum"– decision-maker generally not present at
negotiations– avoid committing at table– use decision-maker as villain or hero as needed
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Negotiate Zero-Sum Contracts
Drafting employer proposals– develop from "wish list"– detailed, written and organized– seek to improve language and ability to operate– don't ask for rights you already have– who goes first
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Negotiate Zero-Sum Contracts
Education equals credibility– provide reasoning for each proposal– develop strategy for entire course of
negotiations– bring "tools" of negotiations
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Negotiate Zero-Sum Contracts
Costing out and calculating– controller armed with calculator– every penny counts– putting union on defensive to justify proposals– costing out of union proposal
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Negotiate Zero-Sum Contracts
Mixing and matching proposals– union's strategy to separate– economic and non-economic should be mixed– keep union off-balance
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Negotiate Zero-Sum Contracts
The bargaining committee– don't make negotiations desirable
activity– paying union bargaining committee
members– addressing particular needs of members
to "seal the deal"
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Negotiate Zero-Sum Contracts
The Final Four– critical "must have" proposals should
be identified– negotiate towards securing these
changes
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Negotiate Zero-Sum Contracts
Information requests– employer and union entitled to make– employer can use offensively and
defensively– must always respond, but can object to
unreasonable requests– tactic to combat ULP charge
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Negotiate Zero-Sum Contracts
Communicating with Employees– update on progress– address misrepresentations and
misunderstandings– do's and don'ts of employee
communications
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The Second Principle
Train Managers on Contract Interpretation
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Train Managers on Contract Interpretation
Using management rights– establishing standards, policies and
rules– subcontracting or closing operations– run business first mentality– all rights not specified in CBA revert to
Employer
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Train Managers on Contract Interpretation
The past practice trap– meaning of past practice– avoid letting union take advantage of
managers– training managers to develop past
practice– using past practice offensively
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Train Managers on Contract Interpretation
Timelines and deadlines– must know and enforce grievance and
arbitration deadlines– should be well aware of probationary
periods– track eligibility periods for benefits
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Train Managers on Contract Interpretation
Cause - just, reasonable, good– understanding meaning– establishing cause– consistent application of policies and
procedures - prove through documentation
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Train Managers on Contract Interpretation
Accrued, earned, vested – understanding, and not exceeding,
benefit entitlements
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Train Managers on Contract Interpretation
The right way to document– detailed disciplinary documentation
with appropriate attachments – signed witness statements– in grievances/arbitrations, let
documentation tell your "story"– "blue ribbon" last chance warning
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Train Managers on Contract Interpretation
Responding to union baiting– knowledge of contract and management
rights will prevail– control workplace– work now, grieve later
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The Third Principle
Restrict Union Interference
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Restrict Union Interference
The rules for union access– notice requirements– limiting purpose of visits– defining rights in contract
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Restrict Union Interference
Filing grievances against the union– abuse of grievance procedure– violation or abuse of access clause– violation of no-solicitation policies– other abuses
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Restrict Union Interference
Stopping union abuses of process– through grievances or unfair labor practice
charges– denial of rights (e.g., union access)– giving union representatives the "respect" they
earn– control the workplace
![Page 27: Managing Unionized Workplaces in an Economic Downturn – The New Realities September 23, 2008 Boston Harbor Hotel Jay P. Krupin Ana S. Salper Barry A. Guryan.](https://reader035.fdocuments.in/reader035/viewer/2022062423/56649e9d5503460f94b9e530/html5/thumbnails/27.jpg)
Restrict Union Interference
Limiting the shop stewards’ role– limit union activities during work-time– treat same as other employees unless contract
dictates otherwise– leave no doubt as to who is "boss"– never pay for time spent on union issues
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Restrict Union Interference
Joint Management-Labor Committees– CBA should be "living" agreement– improve relationship– reduce issues to be addressed at negotiations
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Restrict Union Interference
Attempt to Organize Non-Union Employees- target to expand union membership- Neutrality Agreement- accretion issues- integration of business operations- No Solicitation/No Distribution Policy- Top Ten list- 15 minute rule
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Restrict Union Interference
Health Insurance and Pension Funds- controlling costs- bane of union funds- opt-out provisions- withdrawal liability- eligibility requirements- defending audits
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The Fourth Principle
Handle Grievances and Win Arbitrations
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Handle Grievances and Win Arbitrations
The truth about Weingarten rights– when they apply– limit on interference from union– err on side of honoring
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Handle Grievances and Win Arbitrations
Contract issues only– not every "gripe" is a grievance– must require reference to specific contract
provision(s) violated– deny improper grievances in writing
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Handle Grievances and Win Arbitrations
Strict adherence to the rules– negotiate favorable procedures with detailed
requirements– force union to adhere to written procedures– deny grievances when union fails to adhere,
even for technical deficiencies
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Handle Grievances and Win Arbitrations
Time limits– enforce strictly and consistently in writing– avoiding waiver– creating past practice
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Handle Grievances and Win Arbitrations
Analyzing the Grievance - every end a means– prospects of winning - did you do everything
right?– may be more to grievance than "meets the eye"– think like the union when analyzing grievance– consider all consequences and costs
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Handle Grievances and Win Arbitrations
Consistency– key to winning– creates expectations– supported by documentation and examples
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Handle Grievances and Win Arbitrations
"Deny" is not a four-letter word– forcing union's "hand"– creating favorable past practice– supporting supervisors
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Handle Grievances and Win Arbitrations
When the union protects itself– duty of fair representation– making union's job "easier" when it comes to
refusing to proceed– helping union find an "out"
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Handle Grievances and Win Arbitrations
How to choose the arbitrator– employment history– record in similar cases– relevant personal characteristics
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Handle Grievances and Win Arbitrations
Limitations on the arbitrator– strict adherence to the CBA– decision only affects the grievant– limits on back-pay
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The Fifth Principle
Address Employee Dissatisfaction with the Union
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Address Employee Dissatisfaction with the Union
Not the " Roach Motel"– unions are not forever– employees have right to terminate
representation
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Address Employee Dissatisfaction with the Union
Objective, good-faith evidence– union is never around– no grievances filed– employee complaints about union
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Address Employee Dissatisfaction with the Union
Employee initiated activity– communications with management– filing a petition for election with NLRB– passing around "petition" disclaiming the
union
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Address Employee Dissatisfaction with the Union
Employee initiated activity– filing petition for election with NLRB– decertifying based on employee petition
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Address Employee Dissatisfaction with the Union
Acceptable communication– responding to employee expressions of
dissatisfaction– referring employees to NLRB for advice
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Address Employee Dissatisfaction with the Union
Avoiding unfair labor practices– being aggressive but smart– advising employees who no longer want union
representation
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Address Employee Dissatisfaction with the Union
Timing is everything– election– decertification petition
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Address Employee Dissatisfaction with the Union
The rest of the contract– duty to honor– timing considerations
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Managing Unionized Workplacesin an Economic Downturn –
The New Realities
© Copyright 2008, Epstein Becker & Green, P.C.
www.ebglaw.com