Tag: Union and Management

4 Principles to Build Trust Between Union and Management

Trust … a feeling that is often hard to describe in words. We all know what it feels like when we trust someone, and conversely when we feel we are trusted. It becomes more complex when we consider trust in our personal lives vs trust in our work lives. What I have learned over my career is that there should not be a difference between the two – that to be most effective in the workplace (and be trusted) we need to follow the same simple principles that we do at home. In this article, I will focus on how leaders in organizations can effectively build trust with their union leadership and representatives; from my experience in the corporate world, many management leaders struggle with how to do this effectively.

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Best Practices for Returning to the Workplace

Best Practices for Returning to the Workplace

There are many unanswered questions about Canadian workplaces as we look toward reopening offices. The well-established principles and guidelines that employers, unions and employees have followed for many years will certainly help navigate this process. That said, this pandemic takes us into new and uniquely uncharted waters that may well shift some or all of these principles as we move forward. This article will look at the frameworks in place today, as well as best practices for boldly going where few workplaces have gone before.

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Relationship Management in a Union Environment

Relationship Management in a Union Environment

Building relationships in the workplace is hard – and it takes work. It’s even more difficult when you work in a unionized organization which has traditionally adversarial relationships. But these days, organizations like the Ontario Secondary School Teachers' Federation (OSSTF/FEESO) are stepping away from the attitude that, as a union, you have to be in ‘fight mode’ all the time. They are working towards accomplishing more for their members by trying to have better relationships with management. This is where the Queen’s IRC Relationship Management in a Union Environment program comes in.

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Best Practices for the Union-Management Relationship in the Workplace

Best Practices for the Union-Management Relationship in the Workplace

For the vast majority of unionized and non-unionized workers, it is the day–to-day interactions that determine whether the workplace is a productive, engaged environment, or one that preoccupies everyone with conflict, grievances and problems. Where each workplace falls on that spectrum will largely determine productivity, quality, absenteeism, as well as retention and recruitment.

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The Path to Success for Organized Labour

The Path to Success for Organized Labour

Labour unions are at a critical time in history. Unions are working to engage the current membership and exploring new innovative communication strategies that are needed to reach the younger generation in a meaningful way. Gone are the days of the bulletin board as the primary sources of union news and updates.

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The Future of Labour

The Future of Labour

The labour movement in Canada has a long and proud history of success and positive community involvement. Throughout the years however, union membership levels across North America have been on a steady decline.  Many would argue the decline in the ranks of unions is attributed to stronger labour laws protecting workers, less interest by the young workers entering the workforce and a more transient workforce demanding flexibility and merit over seniority.

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There is No Cookie Cutter Approach to Labour Relations

There is No Cookie Cutter Approach to Labour Relations

As an HR professional or senior leader, you spend years mastering the labour relations fundamentals.  Not the textbook fundamentals, but the behaviours, the actions, communication styles–the way you handle sensitive situations.  You log numerous failures, like the time you told the union that the grievance was invalid because they used red ink, the time you were new and mistook a seasoned union employee for a manager and accidentally told them your grievance strategy.

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Our Continuing Need to Teach

Human Rights and Human Wrongs: Our Continuing Need to Teach

Francine had been disciplined before. She had been suspended for 3 days, for an angry outburst that she had in the shipping department. But this time was worse. Francine was in the cafeteria, finishing her break. Three co-workers sat down at the same table, and within minutes she began yelling and swearing at them. One of them began talking to her, trying to quiet her down. She threw her cup of tea in his face, and then left the room. Francine was terminated. The letter of termination cited the company anti-violence and harassment policies.

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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.

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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

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