Queen's University IRC

Managing Unionized Environments

Living the Collective Agreement

3 CREDITS

LEARNING MODEL: IN-PERSON & VIRTUAL 

PROGRAM OVERVIEW

Collective bargaining may get all the attention of the outside world but smart, day-to-day relationship management determines the effectiveness of managers and unionized workers. It is the ongoing resolution of issues and problems that arise daily that will either create a culture of success or one of resistance and fear. In this skills-building program designed for both supervisors and union representatives, the use and application of the collective agreement is placed into an intensely practical context.

DATE, LOCATION & FEE

PROGRAM DATE LOCATION SESSIONS REGISTRATION END DATE FEE
Feb 14 - Feb 17, 2022 Virtual Details will be provided after registration. Feb 11 $3,295
Jul 26 - Jul 28, 2022 Halifax Details will be provided after registration. Jul 21 $3,895
Oct 04 - Oct 06, 2022 Calgary Details will be provided after registration. Sep 29 $3,895

WHO SHOULD ATTEND

ORGANIZATIONAL BENEFITS

TAKEAWAY TOOLS

Download a brochure

LEARNING OUTCOMES

Learn how to:

PROGRAM DETAILS

Learn both management and union best practices on challenging issues such as discipline, performance management, and job competition. Develop interest-based skills to help eliminate positional behaviour and engage difficult people, be they managers or workers. Reduce friction arising from the daily interpretation of the collective labour agreement. Start using the collective agreement as a platform for productivity and achievement.

a) Interests, Rights, and Power

We first distinguish three related yet distinct concepts in how all of us approach problem solving:

  • A focus on interests, which calls for engaging, motivating, and coaching 
  • A focus on rights, which involves setting boundaries, rights, and obligations 
  • A focus on power, which calls for discipline, accountability, and enforcement of boundaries

Understanding the distinctions, and knowing when and how to pull on each of these levers, is a crucial initial learning. How can managers and union representatives effectively use these processes? How can you get management’s attention on important issues?

We then do a deep dive into interests, using the Triangle of Satisfaction as a means to understand three types of interests. This will help you to better diagnose people’s behaviour in the workplace and resolve workplace issues. In many cases, union representatives are focused on one set of these interests, while managers are focused on a completely different area, often leading to frustration. Managers and union reps will learn how to engage on the full range of key interests.

b) Understanding Human Rights in the Workplace

With the help of a case study, we examine the law, rights, and obligations governing the workplace, with a focus on both human rights legislation as well as recent developments, such as Ontario’s Bill 168. We work through the following themes: 

  • How to recognize harassment and discrimination
  • The DNA of a poisoned work environment
  • How to manage issues that arise related to harassment
  • How managing performance is related to human rights in the workplace
  • What obligations that management and unions have in relation to human rights issues.

In this module, learn how to work effectively to build trust in the unionized environment, and how to apply power without causing long-term problems. Participate in a spirited discussion of the union’s role in building and maintaining a productive work environment.

c) Dissecting the Collective Agreement

You’ll learn all about the laws, rights, and obligations embedded in collective agreements that touch all parties. What are the key provisions and hot spots in the collective labour agreement that front-line managers need to know?

You’ll also be briefed on the grievance process. What is the front-line’s role in this process? What is the anatomy of a grievance? What are the best interventions from both a management and union perspective?

You’ll have an opportunity to identify the key areas for your own collective agreement, and develop strategies for starting to address those issues.

d) Managing Relations in the Unionized Environment

In this module, learn how to work effectively to build trust in the unionized environment, and how to apply power without causing long-term problems. Participate in a spirited discussion of the union’s role in building and maintaining a productive work environment.

e) Applying Key Interest-Based Skills – The Dynamics of Trust

Even when working with “rights” and “power”, you still need to engage people and build productive and sustainable workplace relationships. Trust is a key component of every relationship, workplaces included. What creates and builds trust, both on a personal and impersonal level? When trust is low or broken, what can help repair and rebuild it? How do we weave trust into everything we do, even when not everyone is getting what they want?

You’ll be given a clear and easy-to-implement template for building and managing trust in the workplace.

Build your skills in:

  • Eliminating positional behaviour
  • Effective listening in search of the “why”
  • Reality testing to engage difficult staff and effect change
  • Working effectively with difficult managers and members

f) Managing and Applying Discipline

When done properly, what does progressive discipline look like? How do you set boundaries that are respected? If you’re a front-line manager, how do you gather the facts and conduct a disciplinary meeting? When does the Human Resources department need to be brought in?

In addition, you’ll learn the best way to represent a member in the discipline process. What is best for the member, and the membership? How do you sell a result to the member that he or she may not like?

g) Performance Management that Works

Improving the performance of workers involves insight and a number of skills. Motivations need to be understood. Expectations need to be set collaboratively. In this module, learn how to: 

  • Set expectations
  • Give feedback that is heard
  • Execute on the maxim, “Gentle pressure, relentlessly applied”.

h) The View from the Union Hall

Hear the union perspective on discipline, performance management, and seniority. 

  • What does the union look for in “good” supervisors?
  • Union duty to represent – goals and limits

FACILITATORS, SPEAKERS AND COACHES

Gary Furlong

Lead Facilitator

Marie Doherty

Guest Speaker

Al Loyst

Speaker
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Marie Doherty

Marie Doherty has 25 years of HR and Labour Relations experience in both the private and public sector. Currently she is responsible for leading the HR team at Queen’s University, Kingston, ON, providing strategic Human Resources advice on employee relations and service delivery to the university. She leads HR strategies concerning talent management, improving employee performance and engagement, recruitment and selection, conflict resolution, building relationships, organizational development and change management, leadership development and training, and communication and orientation.

During the course of her career, Marie has acquired extensive HR experience, including labour relations and collective bargaining where she led negotiations in both the private and public sectors. Prior to her current position, she was Associate Director, Faculty Relations at Queen’s University, responsible for bargaining, collective agreement interpretation and advising the Provost on faculty matters.

She has a Master of Public Administration Degree from Queen’s University, and a Bachelor of Business Administration Degree from the University of New Brunswick.

 

Al Loyst

Al Loyst was a member of the Canadian Auto Workers Union (CAW) for 45 years. This unprecedented tenure provided him with valuable insight into collective bargaining and the unionized landscape as it has adapted and transformed in Canada. As a result of the unique roles that Al held at General Motors (GM), he has been able to utilize his skills to play an integral role in assisting the membership in obtaining solid contracts and fair employment. Al’s lengthy career with GM has offered him the ability to see change through a variety of different positions such as “wellness coordinator” (with the transition of the truck plant, Al was instrumental in bargaining for a fitness centre), human-rights investigator and human-rights facilitator, service representative for the membership and team lead on a pilot project in a self-directed work group. Al retired in 2017, as the second longest serving GM employee in their history.


Al held elected positions (dating back to 1992) and worked tirelessly at the CAW to advocate on behalf of the members. Throughout his years of service, Al dealt with employee benefits, sick and accident E.I. compensation, and pensions. He took on roles such as strike coordinator (1997) and was an instrumental part of organizing a plant occupation, which led to a settlement and the sale of the plant to Peregrine Inc. Al was a member of many bargaining committees, one of which negotiated a transition agreement with GM and Peregrine. In 1998, he was elected district committee person and was later amongst the negotiating committee members that successfully negotiated the first collective agreement in 2000.


Throughout his career, Al has utilized both traditional and interest-focused bargaining and has seen the impact of both styles of bargaining and their long and short-term effects on organizational relationships and union/management interactions.


Al has been a long-standing trainer with the Queen’s IRC Negotiation Skills and Managing Unionized Environmentsprograms and has completed both his Organizational Development and Labour Relations Certificates through Queen’s IRC.


He undertakes training across the country and is called upon by union and management teams alike to share his experiences to enhance and shape union and management relations across a broad spectrum of workplaces in the private, public, government and not for profit sectors.