Tag: Collective Bargaining

Back to the Collective Bargaining Table

With governments everywhere reducing or removing restrictions, it appears that we’re heading back to bargaining in person. At a real table instead of a virtual one. But even if we’re planning in-person negotiations in the near future, we’re not returning to “normal” – that’s still a ways off. We will need to transition, effectively, from a flat screen to sitting across from each other, in three dimensions, for the first time in a few years. Here are some ideas and considerations to help with that transition.

Read More »
Peter Edwards

A Futurist’s Look at IR/HR – Why it’s Time to Start Over

The 2015 Don Wood Lecture was delivered by Peter Edwards, Vice-President Human Resources and Labour Relations at Canadian Pacific. In the lecture, Peter spoke about the future of work, including the changes that are taking place in organizations as new technology emerges, how these changes affect workers and how the HR and labour relations processes, like collective bargaining, need to evolve.

Read More »
4 Strategies for Collective Bargaining in Today’s Economy

4 Strategies for Collective Bargaining in Today’s Economy

We have entered a challenging and difficult time for collective bargaining for both employers and unions. Shortly following the great recession in 2008, both management and unions reached deals relatively quickly, everyone recognizing the dramatic economic issues the parties faced at the time. From 2008 well into 2012, there was little change. Employers tried to deal with the reality of the recession, and unions waited for the anticipated rebound, assuming it would resemble almost all recessions of the past.

Read More »
Clark MacFarlane, Executive Director, CMHA – Cochrane-Timiskaming Branch

Exploring Senior Leadership in the Canadian Mental Health Association

Clark MacFarlane has over twenty years of experience in the health care sector, and is currently the executive director of the Canadian Mental Health Association (CMHA) – Cochrane-Timiskaming Branch, in northern Ontario. CMHA branches provide direct service to people who are experiencing mental illness, and to their families. They are in the process of implementing a new service delivery model, which shifts from traditional treatment methods to a recovery approach.

Read More »
A Collective Bargaining Success Story

Improve Your Negotiation Outcome By Learning Something New: A Collective Bargaining Success Story

Most people are familiar with the old adage that defines true insanity as doing the same thing over and over again, and expecting a different result.  Then why, in labour relations, do we continue using the same processes and methods that have not yielded positive results for us in the past?  Well, some parties have learned this lesson and are trying new approaches in their search for win-win outcomes of negotiation.

Read More »
Strategic Grievance Management in Today’s Unionized Environment

Strategic Grievance Management in Today’s Unionized Environment

The word “strategic” gets thrown around pretty loosely these days – it’s one of those business buzz words meant to instill confidence that we’ve thought this through and it’s all under control: trust us, we’ve got a strategic plan! But there’s more to it than just calling something “strategic”. The term “strategic” implies there is a thoughtful, organized strategy guiding your efforts; that a particular issue has been viewed in the broader context and your decision to proceed is based on the impacts that decision will have across the organization

Read More »
The changing landscape of collective bargaining after Ontario (A.G.) v. Fraser

Labour Relations in Canada: The Changing Landscape of Collective Bargaining after Ontario (A.G.) v. Fraser

Following the decision of the Supreme Court of Canada (SCC) in Ontario (A.G.) v. Fraser (Fraser), there has, predictably, been widespread speculation as to its eventual effect on the labour relations landscape in Canada.  A departure from other recent SCC case law, Fraser found that there was no constitutional guarantee for any specific form of labour relations or collective bargaining regime.  Even if the decision was significant in shaping Canada’s constitutional framework for collective bargaining, any tangible effect on labour policy has yet specifically to materialize

Read More »
Implementing an Interest-Focused Collective Bargaining Strategy

Implementing an Interest-Focused Collective Bargaining Strategy

I was a professional Fire Fighter in the International Association of Fire Fighters (IAFF), for many years before I got directly involved as a member of our Local's negotiating team. Although I was always interested in our Association's activities, and I regularly attended meetings, I never considered myself "involved-enough" to run for any committee or executive position for those first 15 years of my career.

Read More »

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply. Learn more about the collection, use and disclosure of personal information at Queen’s University.