The document discusses contract and agency labor (CAL), which has become an increasing issue for unions globally. CAL refers to precarious work arrangements where companies outsource jobs to other employers or agencies. This limits workers' job security, pay, benefits and union protections. The growth of CAL poses challenges for identifying responsible employers and enforcing labor laws and rights. Unions are also threatened by losing members and bargaining power as more jobs become temporary or insecure through CAL.
Zero hours contracts have increased significantly in recent years across both public and private sectors. The number of employees on zero hours contracts is estimated to be over 1 million, much higher than previous government estimates. Zero hours contracts provide no guarantee of regular earnings and disrupt work-life balance. They also reduce employment rights and eligibility for benefits. Unions argue that zero hours contracts damage service quality by reducing staff retention and training. While a minority find the flexibility beneficial, most experience financial insecurity and difficulty balancing multiple jobs. Unions are campaigning employers to limit zero hours contracts and provide minimum hours guarantees to improve conditions for workers.
The document discusses the distinction between employees and self-employed workers under UK labor law. It analyzes several tests used by courts to make this distinction, including the control test, integration test, economic reality test, and mutual obligation test. It summarizes key cases that have established precedents in applying these tests. The conclusion is that determining employee or self-employed status affects legal rights and benefits, and that the law in this area continues to evolve over time.
The Court of Appeal upheld a dismissal for breakdown of trust where the employment tribunal considered all relevant facts. However, a breakdown of trust cannot be a convenient label for dismissal without lawful reasons. The duty to make reasonable adjustments for a disabled employee does not necessarily end when the employee goes on sick leave. An employment tribunal awarded compensation to an employee who was victimized after complaining of racist behavior. For a transfer of staff to occur under TUPE, there must be a deliberate grouping of employees organized for the specific client work. Selection criteria for redundancy must be applied consistently and objectively.
There are several disadvantages to temporary agency work including lack of job security, lack of benefits like health insurance, and lower pay. Temporary workers can be let go more easily than permanent employees. They also may not be covered under an employer's health and safety insurance if injured on the job. Contract work also has disadvantages like lack of benefits, need to constantly find new work, and potentially being seen as outsiders by permanent employees. Both temporary and contract work provide less stability and protections than permanent employment.
Chapter 16 Employee Rights and DisciplineRayman Soe
1. The document discusses employee rights and discipline, including statutory rights, contractual rights, employment-at-will, and exceptions.
2. It covers due process and just cause for employee discipline or termination. Alternative dispute resolution methods are also discussed.
3. Employee privacy rights regarding records and monitoring are summarized. Access, correction of records, and restrictions on sharing information are addressed.
This document summarizes a seminar on the Agency Workers Regulations 2010 in the UK. It discusses the key points covered by four speakers:
1. The legal background and aims of the regulations to introduce equal treatment for temporary agency workers in terms of pay, employment conditions, and access to facilities and permanent work.
2. Recommendations for companies on reducing suppliers, reviewing policies and documentation, training managers, and communicating with agencies to ensure compliance.
3. A study finding that on average agency workers stayed in roles for 16 weeks, making over 50% affected by the new regulations and increasing costs for companies by 5% on average.
4. Insights from a recruiter on clients discussing options
Chapter 4 Organization/Individual Relations and RetentionRayman Soe
This document provides an overview of equal employment opportunity (EEO) concepts and legal frameworks. It discusses key laws like Title VII of the Civil Rights Act of 1964 and the Americans with Disabilities Act. It also covers topics like prohibited discrimination, protected classes, reasonable accommodations, disparate treatment, disparate impact, and guidelines for lawful and unlawful hiring inquiries. The document is intended to help readers understand major EEO concepts, laws, and compliance requirements regarding staffing and employment decisions.
This document summarizes a chapter about union/management relations. It discusses the nature of unions and why employees join them. It describes the decline in union membership in the US and reasons for this. Key acts that make up the US labor code are outlined, as are the typical processes of unionization and collective bargaining. Grievance procedures and their importance to employers are also discussed at a high level.
Zero hours contracts have increased significantly in recent years across both public and private sectors. The number of employees on zero hours contracts is estimated to be over 1 million, much higher than previous government estimates. Zero hours contracts provide no guarantee of regular earnings and disrupt work-life balance. They also reduce employment rights and eligibility for benefits. Unions argue that zero hours contracts damage service quality by reducing staff retention and training. While a minority find the flexibility beneficial, most experience financial insecurity and difficulty balancing multiple jobs. Unions are campaigning employers to limit zero hours contracts and provide minimum hours guarantees to improve conditions for workers.
The document discusses the distinction between employees and self-employed workers under UK labor law. It analyzes several tests used by courts to make this distinction, including the control test, integration test, economic reality test, and mutual obligation test. It summarizes key cases that have established precedents in applying these tests. The conclusion is that determining employee or self-employed status affects legal rights and benefits, and that the law in this area continues to evolve over time.
The Court of Appeal upheld a dismissal for breakdown of trust where the employment tribunal considered all relevant facts. However, a breakdown of trust cannot be a convenient label for dismissal without lawful reasons. The duty to make reasonable adjustments for a disabled employee does not necessarily end when the employee goes on sick leave. An employment tribunal awarded compensation to an employee who was victimized after complaining of racist behavior. For a transfer of staff to occur under TUPE, there must be a deliberate grouping of employees organized for the specific client work. Selection criteria for redundancy must be applied consistently and objectively.
There are several disadvantages to temporary agency work including lack of job security, lack of benefits like health insurance, and lower pay. Temporary workers can be let go more easily than permanent employees. They also may not be covered under an employer's health and safety insurance if injured on the job. Contract work also has disadvantages like lack of benefits, need to constantly find new work, and potentially being seen as outsiders by permanent employees. Both temporary and contract work provide less stability and protections than permanent employment.
Chapter 16 Employee Rights and DisciplineRayman Soe
1. The document discusses employee rights and discipline, including statutory rights, contractual rights, employment-at-will, and exceptions.
2. It covers due process and just cause for employee discipline or termination. Alternative dispute resolution methods are also discussed.
3. Employee privacy rights regarding records and monitoring are summarized. Access, correction of records, and restrictions on sharing information are addressed.
This document summarizes a seminar on the Agency Workers Regulations 2010 in the UK. It discusses the key points covered by four speakers:
1. The legal background and aims of the regulations to introduce equal treatment for temporary agency workers in terms of pay, employment conditions, and access to facilities and permanent work.
2. Recommendations for companies on reducing suppliers, reviewing policies and documentation, training managers, and communicating with agencies to ensure compliance.
3. A study finding that on average agency workers stayed in roles for 16 weeks, making over 50% affected by the new regulations and increasing costs for companies by 5% on average.
4. Insights from a recruiter on clients discussing options
Chapter 4 Organization/Individual Relations and RetentionRayman Soe
This document provides an overview of equal employment opportunity (EEO) concepts and legal frameworks. It discusses key laws like Title VII of the Civil Rights Act of 1964 and the Americans with Disabilities Act. It also covers topics like prohibited discrimination, protected classes, reasonable accommodations, disparate treatment, disparate impact, and guidelines for lawful and unlawful hiring inquiries. The document is intended to help readers understand major EEO concepts, laws, and compliance requirements regarding staffing and employment decisions.
This document summarizes a chapter about union/management relations. It discusses the nature of unions and why employees join them. It describes the decline in union membership in the US and reasons for this. Key acts that make up the US labor code are outlined, as are the typical processes of unionization and collective bargaining. Grievance procedures and their importance to employers are also discussed at a high level.
Appearing before the Fair Work CommissionChris Lowe
This document provides information about appearing before the Fair Work Commission for various employment-related disputes. It defines unfair dismissal claims, stop bullying applications, general protections claims and other Fair Work Commission processes like mediations, conciliations, case conferences, and hearings. It offers guidance on preparing documents, presenting arguments and evidence for a hearing before the Commission. Lawyers can assist with preparation but generally parties represent themselves at hearings unless permission is granted.
An employment law seminar presented by the attorneys at Palmer Kazanjian Wohl Hodson LLP in Sacramento, California. Date - May 29, 2014. Location - Cafeteria 15 L, 1116 15th Street, Sacramento, CA 95814.
Palmer Kazanjian’s attorneys advise and counsel management regarding all aspects of employment law. Our advisory practice includes assisting clients with compliance with all applicable employment laws and representation in matters involving a wide range of issues.
Palmer Kazanjian attorneys have extensive experience representing employers before state and federal courts, both trial and appellate. However, we also represent clients before government boards and commissions such as state and federal OSHA, the Equal Employment Opportunity Commission (“EEOC”), the California Fair Employment and Housing Commission (“FEHC”) and the California Department of Labor Standards Enforcement (“DLSE”) and the California Workers’ Compensation Appeals Board.
Our attorneys also provide a full range of dispute resolution and litigation services, including advice and counseling on how to avoid legal disputes. We recognize that favorable results are not enough if they are obtained in an uneconomical manner. The considerable experience of our litigators allows us to efficiently identify issues and generate responsive strategies. Palmer Kazanjian attorneys have handled matters in state and federal courts at the trial and appellate levels. We also appear before administrative agencies and private arbitration and mediation.
Severance payments can affect labor markets in several ways:
1) They aim to provide income stability for workers and maintain consumption after job loss, but are only effective if payments are actually made quickly.
2) However, poorly designed severance regulations create unnecessary costs for firms without providing value to workers, leading to informality.
3) Strict dismissal procedures may also impact the timing of job separations and inhibit productive reallocations of labor across firms.
4) Enforcement of regulations is important, as is ensuring severance is actually paid to workers, such as through unemployment insurance or state payments when firms cannot pay.
The document discusses proposed changes to US labor laws under the Employee Free Choice Act (EFCA) and RESPECT Act that would make it easier for employees to unionize. Specifically, it summarizes that EFCA would eliminate secret ballot elections and instead allow unions to be certified solely based on authorization cards signed by a majority of employees, as well as impose binding arbitration if a union contract is not negotiated within 90 days. It also discusses strategies for employers to prevent unionization in the changing political climate.
This document defines key concepts in industrial relations such as collective bargaining, grievances, and trade unions. It discusses the industrial relations system involving employers, employees/unions, and government agencies. The roles of trade unions are outlined as negotiating wages and conditions, regulating employee-employer relations, and representing members. The collective bargaining process and grievance procedure are also summarized in three phases and steps respectively. Finally, legal forms of industrial action like picketing and strikes are defined, as well as methods for settling disputes through negotiation, conciliation, and arbitration.
A Good Worker is Hard to Find: Skills Shortages in New Zealand FirmsWesley Schwalje
Our work on skills is cited by the New Zealand Ministry of Economic Development in the document titled A Good Worker is Hard to Find: Skills Shortages in New Zealand Firms.
In partnership with the HRM Learning Board at King\'s College we have once again teamed up to produce the annual State of HR survey.
The survey, which draws on the view of HR directors and senior HR professionals from across the UK, provides invaluable information for HR practitioners on the State of HR in the UK.
Chapter 1 union-management relationship in perspectiveahorton9465
The document summarizes key aspects of union-management relationships and the labor relations process. It discusses the three phases of labor relations: recognition of rights, negotiation of agreements, and administration of agreements. It also outlines the major participants in labor relations, including management, unions, employees, government, and third parties. Finally, it analyzes factors that influence work rules and constraints on the labor relations process, such as the economy, markets, technology, and public opinion.
The document summarizes key US employment laws that prohibit discrimination and protect employee rights. It discusses the Civil Rights Acts of 1964 and 1972, along with other laws protecting employees from discrimination based on age, gender, disability status, military service, and family responsibilities. The Equal Employment Opportunity Commission and Office of Federal Contract Compliance Programs enforce these anti-discrimination laws and investigate potential violations. The document also briefly discusses international variations in employment laws and protections across countries like Australia, Germany, China, Mexico, and Canada.
A presentation given by David Fry from the Confederation of British Industry (CBI) Northern Ireland to a public consultation event on zero-hours contracts, hosted by the NICVA Centre for Economic Empowerment on 19 September 2014.
Final business report Business Comm 200-02Connor Burgess
Hiring disabled workers provides many benefits to businesses. These benefits include tax incentives like tax credits of up to $2,400 per disabled employee and $4,800 per disabled veteran. Disabled workers also boost employee morale and productivity, with studies finding their productivity meets or exceeds 90% of requirements. While there are minor disadvantages like potential accommodations and informational meetings, the advantages of increased success, profits, and customer loyalty make hiring disabled workers beneficial for companies.
If you're issuing a lot of Form1099s to people performing work for your company, take note: The Department of Labor (DOL) is aggressively challenging the status of many independent contractors who it believes are de facto employees. The distinction is crucial. Here's a look at a recent DOL "Administrator's Interpretation" on this matter.
Independent Contractors v. Employees-- How to Avoid MisclassificationDeirdreJ6972
Employers are fans of independent contractors, for some obvious reasons. The IRS and Department of Labor know this too. Don\'t get caught misclassifying your employees as contractors. Be smart and be wary.
The document discusses various employee rights and responsibilities in the workplace. It covers statutory rights based on laws, contractual rights based on employment agreements, and implied rights based on promises made by employers. It also discusses employment-at-will, exceptions to at-will employment, wrongful discharge, constructive discharge, and ensuring fairness and due process. Finally, it outlines policies, procedures, rules, discipline processes, and other HR responsibilities regarding employees.
The document discusses employer-employee relations, including communication between representatives, areas of discussion like pay and work conditions, and tests used to determine an employer-employee relationship. It also covers the history of public sector unionism in the Philippines and rights gained after the end of martial law, allowing government employees to form unions. Specific unions for Department of Environment and Natural Resources employees are also mentioned.
A presentation given by Ian Brinkley from the Work Foundation to the public consultation event on zero-hours contracts, hosted by the NICVA Centre for Economic Empowerment on 19 September 2014.
Emerging trends in employee relations and employee involvementRamrao Ranadive
The document discusses frameworks for analyzing the impact of globalization on industrial relations. It outlines six key strategies employers must focus on, including achieving appropriate attitudinal and behavioral changes, developing a modern policy framework, linking compensation to performance, cultivating a skilled workforce, promoting flexibility, and employing culturally sensitive management strategies. It also provides recommendations for multinational companies regarding delegating labor relations, tailoring human resource approaches to national conditions, gaining experience with labor unions, understanding attitudes toward unions, complying with international regulations, analyzing common issues, and developing standardized global policies.
This document summarizes a webinar on employment issues related to the COVID-19 pandemic. It discusses topics like furloughs versus layoffs, unemployment compensation, employer liability for employees contracting COVID-19 at work, new sick leave and FMLA policies, screening employees, and guidelines for returning to work. For layoffs and furloughs, it provides checklists of legal issues and a 10-step process for managing legal risks in layoffs. It also discusses how the new Utah immunity law protects businesses from liability for customers contracting COVID-19, but does not change employer liability for employees.
Temporary employment practices provide companies flexibility through reduced costs and ability to end employment without commitment. They also provide workers flexibility and variety of work. This document explores the pros and cons of temporary employment for companies and workers. It examines the growth of temporary employment, particularly in Silicon Valley, driven by technological changes. While temporary jobs often lack benefits, some see them as opportunities. The best practices involve training temporary workers and developing relationships between agencies, companies and workers.
The document discusses several tests used by courts to determine employment status and distinguish between contracts of employment (employee status) and contracts for services (self-employed status). It examines the control test, integration test, economic reality test, and mutuality of obligation test. It critically assesses whether one single test is sufficient or if a multiple test approach is better. It also explores the consequences of being classified as an employee versus self-employed.
Appearing before the Fair Work CommissionChris Lowe
This document provides information about appearing before the Fair Work Commission for various employment-related disputes. It defines unfair dismissal claims, stop bullying applications, general protections claims and other Fair Work Commission processes like mediations, conciliations, case conferences, and hearings. It offers guidance on preparing documents, presenting arguments and evidence for a hearing before the Commission. Lawyers can assist with preparation but generally parties represent themselves at hearings unless permission is granted.
An employment law seminar presented by the attorneys at Palmer Kazanjian Wohl Hodson LLP in Sacramento, California. Date - May 29, 2014. Location - Cafeteria 15 L, 1116 15th Street, Sacramento, CA 95814.
Palmer Kazanjian’s attorneys advise and counsel management regarding all aspects of employment law. Our advisory practice includes assisting clients with compliance with all applicable employment laws and representation in matters involving a wide range of issues.
Palmer Kazanjian attorneys have extensive experience representing employers before state and federal courts, both trial and appellate. However, we also represent clients before government boards and commissions such as state and federal OSHA, the Equal Employment Opportunity Commission (“EEOC”), the California Fair Employment and Housing Commission (“FEHC”) and the California Department of Labor Standards Enforcement (“DLSE”) and the California Workers’ Compensation Appeals Board.
Our attorneys also provide a full range of dispute resolution and litigation services, including advice and counseling on how to avoid legal disputes. We recognize that favorable results are not enough if they are obtained in an uneconomical manner. The considerable experience of our litigators allows us to efficiently identify issues and generate responsive strategies. Palmer Kazanjian attorneys have handled matters in state and federal courts at the trial and appellate levels. We also appear before administrative agencies and private arbitration and mediation.
Severance payments can affect labor markets in several ways:
1) They aim to provide income stability for workers and maintain consumption after job loss, but are only effective if payments are actually made quickly.
2) However, poorly designed severance regulations create unnecessary costs for firms without providing value to workers, leading to informality.
3) Strict dismissal procedures may also impact the timing of job separations and inhibit productive reallocations of labor across firms.
4) Enforcement of regulations is important, as is ensuring severance is actually paid to workers, such as through unemployment insurance or state payments when firms cannot pay.
The document discusses proposed changes to US labor laws under the Employee Free Choice Act (EFCA) and RESPECT Act that would make it easier for employees to unionize. Specifically, it summarizes that EFCA would eliminate secret ballot elections and instead allow unions to be certified solely based on authorization cards signed by a majority of employees, as well as impose binding arbitration if a union contract is not negotiated within 90 days. It also discusses strategies for employers to prevent unionization in the changing political climate.
This document defines key concepts in industrial relations such as collective bargaining, grievances, and trade unions. It discusses the industrial relations system involving employers, employees/unions, and government agencies. The roles of trade unions are outlined as negotiating wages and conditions, regulating employee-employer relations, and representing members. The collective bargaining process and grievance procedure are also summarized in three phases and steps respectively. Finally, legal forms of industrial action like picketing and strikes are defined, as well as methods for settling disputes through negotiation, conciliation, and arbitration.
A Good Worker is Hard to Find: Skills Shortages in New Zealand FirmsWesley Schwalje
Our work on skills is cited by the New Zealand Ministry of Economic Development in the document titled A Good Worker is Hard to Find: Skills Shortages in New Zealand Firms.
In partnership with the HRM Learning Board at King\'s College we have once again teamed up to produce the annual State of HR survey.
The survey, which draws on the view of HR directors and senior HR professionals from across the UK, provides invaluable information for HR practitioners on the State of HR in the UK.
Chapter 1 union-management relationship in perspectiveahorton9465
The document summarizes key aspects of union-management relationships and the labor relations process. It discusses the three phases of labor relations: recognition of rights, negotiation of agreements, and administration of agreements. It also outlines the major participants in labor relations, including management, unions, employees, government, and third parties. Finally, it analyzes factors that influence work rules and constraints on the labor relations process, such as the economy, markets, technology, and public opinion.
The document summarizes key US employment laws that prohibit discrimination and protect employee rights. It discusses the Civil Rights Acts of 1964 and 1972, along with other laws protecting employees from discrimination based on age, gender, disability status, military service, and family responsibilities. The Equal Employment Opportunity Commission and Office of Federal Contract Compliance Programs enforce these anti-discrimination laws and investigate potential violations. The document also briefly discusses international variations in employment laws and protections across countries like Australia, Germany, China, Mexico, and Canada.
A presentation given by David Fry from the Confederation of British Industry (CBI) Northern Ireland to a public consultation event on zero-hours contracts, hosted by the NICVA Centre for Economic Empowerment on 19 September 2014.
Final business report Business Comm 200-02Connor Burgess
Hiring disabled workers provides many benefits to businesses. These benefits include tax incentives like tax credits of up to $2,400 per disabled employee and $4,800 per disabled veteran. Disabled workers also boost employee morale and productivity, with studies finding their productivity meets or exceeds 90% of requirements. While there are minor disadvantages like potential accommodations and informational meetings, the advantages of increased success, profits, and customer loyalty make hiring disabled workers beneficial for companies.
If you're issuing a lot of Form1099s to people performing work for your company, take note: The Department of Labor (DOL) is aggressively challenging the status of many independent contractors who it believes are de facto employees. The distinction is crucial. Here's a look at a recent DOL "Administrator's Interpretation" on this matter.
Independent Contractors v. Employees-- How to Avoid MisclassificationDeirdreJ6972
Employers are fans of independent contractors, for some obvious reasons. The IRS and Department of Labor know this too. Don\'t get caught misclassifying your employees as contractors. Be smart and be wary.
The document discusses various employee rights and responsibilities in the workplace. It covers statutory rights based on laws, contractual rights based on employment agreements, and implied rights based on promises made by employers. It also discusses employment-at-will, exceptions to at-will employment, wrongful discharge, constructive discharge, and ensuring fairness and due process. Finally, it outlines policies, procedures, rules, discipline processes, and other HR responsibilities regarding employees.
The document discusses employer-employee relations, including communication between representatives, areas of discussion like pay and work conditions, and tests used to determine an employer-employee relationship. It also covers the history of public sector unionism in the Philippines and rights gained after the end of martial law, allowing government employees to form unions. Specific unions for Department of Environment and Natural Resources employees are also mentioned.
A presentation given by Ian Brinkley from the Work Foundation to the public consultation event on zero-hours contracts, hosted by the NICVA Centre for Economic Empowerment on 19 September 2014.
Emerging trends in employee relations and employee involvementRamrao Ranadive
The document discusses frameworks for analyzing the impact of globalization on industrial relations. It outlines six key strategies employers must focus on, including achieving appropriate attitudinal and behavioral changes, developing a modern policy framework, linking compensation to performance, cultivating a skilled workforce, promoting flexibility, and employing culturally sensitive management strategies. It also provides recommendations for multinational companies regarding delegating labor relations, tailoring human resource approaches to national conditions, gaining experience with labor unions, understanding attitudes toward unions, complying with international regulations, analyzing common issues, and developing standardized global policies.
This document summarizes a webinar on employment issues related to the COVID-19 pandemic. It discusses topics like furloughs versus layoffs, unemployment compensation, employer liability for employees contracting COVID-19 at work, new sick leave and FMLA policies, screening employees, and guidelines for returning to work. For layoffs and furloughs, it provides checklists of legal issues and a 10-step process for managing legal risks in layoffs. It also discusses how the new Utah immunity law protects businesses from liability for customers contracting COVID-19, but does not change employer liability for employees.
Temporary employment practices provide companies flexibility through reduced costs and ability to end employment without commitment. They also provide workers flexibility and variety of work. This document explores the pros and cons of temporary employment for companies and workers. It examines the growth of temporary employment, particularly in Silicon Valley, driven by technological changes. While temporary jobs often lack benefits, some see them as opportunities. The best practices involve training temporary workers and developing relationships between agencies, companies and workers.
The document discusses several tests used by courts to determine employment status and distinguish between contracts of employment (employee status) and contracts for services (self-employed status). It examines the control test, integration test, economic reality test, and mutuality of obligation test. It critically assesses whether one single test is sufficient or if a multiple test approach is better. It also explores the consequences of being classified as an employee versus self-employed.
Unions negotiate collective bargaining agreements or union contracts with employers on behalf of union members. A union contract establishes terms of employment such as wages, benefits, hours, and grievance procedures. It is a legally binding agreement that aims to improve worker status while keeping the employer in business. If employers violate contract terms, unions can file grievances and potentially take disputes to arbitration. The goal of a union contract is to provide consistent rules and protections for all union workers.
The document discusses supportive employment as established by the Rehabilitation Act Amendments of 1986 as a replacement for sheltered workshops. Supportive employment provides competitive work in integrated settings aligned with individual strengths, priorities, abilities, and interests. The three main elements are paid work of over 20 hours per week, placement with no more than eight other employees with disabilities, and follow-along assessments. The amendments provided grants to establish supportive employment programs to help state agencies implement these services. Occupational therapy played an important role in work-based rehabilitation due to its focus on work as an intervention goal.
‘First they outsourced the janitorial and
catering work and we didn’t speak out because
we weren’t representing cleaning workers.
Then they outsourced the security jobs, and
we didn’t speak out because we weren’t
representing the security services.
Then they outsourced the transport and
maintenance services, and we didn’t speak out
because we weren’t representing workers in
transportation and maintenance.
Then they outsourced our work, and there was
no one left to speak for us.’
Employment opportunities in the creative media sectorTooney1994
Full-time employment involves working a minimum number of hours defined by the employer. It often includes benefits like paid leave and health insurance. Part-time jobs involve fewer weekly working hours, usually less than 30-35 hours. Freelance workers are self-employed and not committed to a single long-term employer. Shift work divides the day into different shifts that various worker groups take on to provide 24/7 services. Permanent employees have a single long-term employer and receive benefits, while temporary employees have short-term contracts and may be called contractors.
Employment opportunities in the creative media sectork_ishii_
Full-time employment involves working a minimum number of hours defined by the employer. It often includes benefits like paid leave and health insurance. Part-time jobs involve fewer weekly working hours, usually less than 30-35 hours. Freelance workers are self-employed and not committed to a single long-term employer. Shift work divides the day into different shifts that various groups of employees rotate through. Permanent employees have a single long-term employer and receive benefits, while temporary employees have short-term contracts and may be called contractors.
This document discusses labor law and employment law. It explains that employment law regulates the employment relationship between employers and employees by creating rights and responsibilities. The key aspects of employment law covered are creating employment through recruitment and hiring, maintaining employment by establishing contractual terms and conditions or statutory rights, and terminating employment which includes dismissals and potential litigation. The document also briefly discusses English civil law as it relates to resolving employment disputes through compensation or injunctions in employment tribunals.
Employment opportunities in the creative media sectorTooney1994
The document discusses different types of employment contracts, including their advantages and disadvantages. It describes full-time employment as working a minimum number of hours defined by the employer, often with benefits. Part-time jobs have fewer weekly hours, usually under 30-35. Freelance workers are self-employed and not committed to a single employer long-term. Shift work divides the day into shifts so that work can be provided 24/7. Permanent employees work directly for a single employer, while temporary positions have defined end dates. Voluntary work is unpaid assistance. Casual and contingent work can include hourly pay or piecework. Recruitment in the creative sector can occur through job centers, newspapers, personal contacts, networking,
This document discusses managing risks associated with contingent labour forces in the Asia-Pacific region. It notes that as economies in the region continue rapid growth, reliance on contingent labour to meet skill demands is increasing. However, companies may be failing to apply the same risk management practices to contingent workers as they do traditional employees. The document then discusses several key risks of managing contingent workers, including regulatory and compliance risks due to legislative variations across countries, access and security risks if proper screening is not conducted, visibility and analytics risks due to lack of integrated systems, and technology risks if vendor management systems are not implemented. It provides examples and recommendations for mitigating these risks.
The new Agency Worker Regulations that come into force in October 2011 are intended to provide temporary agency workers with equal pay and basic employment conditions as directly-hired employees after 12 weeks. The regulations do not change agency workers' status or entitle them to benefits like sick pay or pensions. After 12 weeks, agency workers are entitled to equal pay, working hours, overtime, and leave. Hirers and agencies must work together to determine equal treatment and share information. The regulations are aimed at preventing circumvention of equal treatment through complex anti-avoidance provisions.
People are increasingly diversifying their income sources. They are “Slash Workers.”
Contrary to prior generations, Slash Workers have shrugged the “single profession, single employer” model in favor of building a portfolio of career opportunities for themselves.
This is a quick overview on the Slash Worker one of if it's challenges we're building AND CO for to solve
https://www.and.co
A Matter of Time - The Rise of Zero Hours ContractsMiqui Mel
- The use of zero-hours contracts has risen sharply in recent years according to official statistics, though the true scale is likely higher due to underreporting. Zero-hours contracts allow employers flexibility but provide little stability for many employees.
- Those on zero-hours contracts earn less on average, work fewer hours per week, and are more likely to be seeking more work than those not on such contracts. The increased use of zero-hours contracts may be contributing to rising under employment and low pay.
- Zero-hours contracts are more common among young people, those with lower education levels, and in certain industries like health and hospitality. Their use has implications for employees' financial security, work-life balance, and access
The document discusses labor issues in Philippine industries and export zones. It analyzes data on employment, grievances, and labor compliance from the Clark Freeport Zone. Common labor violations involve wages, benefits, and job security. The garment, electronics, and manufacturing sectors have the most grievances due to their large workforces and labor-intensive nature. The document recommends establishing industrial relations centers and councils to facilitate dispute resolution, compliance, and training to promote cooperative labor-management partnerships.
The document discusses the rise of the freelance economy and contingent workforce. It notes that by 2020, over 40% of western workers are projected to be freelancers. Companies are increasingly hiring contingent workers to reduce costs, access scarce talent, and maintain flexibility. While contracting provides benefits like faster delivery and higher skills, it also poses risks like worker misclassification. The document recommends that companies manage contingent workers similarly to employees and consider partnering with specialized staffing agencies to source talent quickly while mitigating risks.
1) The document discusses co-employment, a situation where a worker has simultaneous employment relationships with two employers for one work situation, typically a staffing agency and client company.
2) It highlights a lawsuit against Microsoft in the 1990s where the courts ruled that some contingent workers were entitled to employee benefits, bringing attention to co-employment issues.
3) The key to avoiding co-employment risk is establishing clear boundaries of responsibility between the staffing agency and client company, differentiating contingent workers, and creating a clear benefits plan that excludes contingent workers. Selecting an expert co-employment partner can also help employers navigate these issues.
The document discusses co-employment and lessons learned from Microsoft's experience with a co-employment lawsuit. Co-employment refers to when a worker has simultaneous employment relationships with both a staffing firm and client company. Microsoft was sued in the 1990s for not clearly excluding contractors from benefits, opening them up to penalties. To avoid co-employment risks, the document recommends establishing clear boundaries between staffing firms and clients, and creating a differentiated benefits plan that excludes contractors clearly.
Discussion 1QuestionExplain how you would conduct a job anal.docxcuddietheresa
Discussion 1:
Question:
Explain how you would conduct a job analysis in a company that has never had job descriptions. Utilize the O*Net as a resource for your information.
Job descriptions are used for a variety of reasons. They are a tool for recruiting, determining salary ranges and levels or grades, establishing job titles, creating employee’s job goals and objectives, and conducting performance reviews. They can also be used for career planning, creating reasonable accommodations and meeting legal requirements for compliance purposes. Because of this, it is very important to have written job descriptions that accurately reflect the employees’ current job duties and responsibilities (Schneider, C. A., Rasband, W. S., & Eliceiri, K. W. (2012)).
Employers should audit their job descriptions every few years, usually in conjunction with a compensation study and whenever the organization’s purpose, mission or structure changes. One way to audit or create job descriptions is to conduct a job analysis. Job analysis is the process of gathering, examining and interpreting data about the job’s tasks and responsibilities. It generally includes tracking an employee’s duties and the duration of each task, observing the employee performing his or her job, interviewing the employee, managers and others who interact with the employee, and comparing the job to other jobs in the same department and job grade or job family. An important concept in job analysis is that it is an evaluation of the job, not the person doing the job. The final product from a job analysis includes a thorough understanding of the essential functions of the job, a list of all duties and responsibilities, a percentage of time spent for each group of tasks, the job’s relative importance in comparison with other jobs, the knowledge, skills and abilities (KSAs) needed to perform the job, and the conditions under which the work is completed (Hansen, M. T., Nohria, N., & Tierney, T. (1999)).
Discussion 2:
Question:
Explain how you would conduct a job analysis in a company that has never had job descriptions. Utilize the O*Net as a resource for your information.
There are various definitions of job analysis and according to Management Study Guide, (2018) job analysis is a process of recognizing and defining details on a particular job their duties, responsibilities as well as skills. The job analysis process is important for organizations today considering the fact that it helps in discovering what a department requires and what is expected of workers in that given department. Also, a job analysis defines the particulars of a job, including the job location, title, or even the working conditions of an existing or future employee.
There are several steps to follow in order to conduct a job analysis, effectively and the first step is determining the reason for the job analysis, the individual to conduct the analysis, how the analysis will be conducted and having a strategic dec ...
Organizational Functions And Employee Relations During The...Beth Hernandez
This document discusses organization functions and employee relations during the industrial era. It begins by providing context on the industrial era from the 1880s to 1950s, which saw significant technological advancements and a shift to manufactured goods in factories. While this led to economic growth, it also introduced problems like poor living/working conditions and child labor. The document then focuses on analyzing the themes of organization functions and employee relations during this period based on administrative theories from the time. It examines the historical context of these theories and how approaches to management and labor relations evolved through trial and error.
Employment contracts can take several forms with differing advantages and disadvantages for employers and employees. Permanent full-time contracts offer job security but greater liability, while zero-hours contracts provide flexibility but no guaranteed hours or benefits. Part-time and temporary fixed-term contracts balance aspects of both. Overall, contracts provide structure but lack of job security, while flexibility allows growth but with difficult tax and brand-building implications for workers.
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El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
‘वोटर्स विल मस्ट प्रीवेल’ (मतदाताओं को जीतना होगा) अभियान द्वारा जारी हेल्पलाइन नंबर, 4 जून को सुबह 7 बजे से दोपहर 12 बजे तक मतगणना प्रक्रिया में कहीं भी किसी भी तरह के उल्लंघन की रिपोर्ट करने के लिए खुला रहेगा।
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
19. “ The global annual turnover of the Private Employment Agency industry amounted to € 232 billion in 2008” Source: Ciett 2010 - “The agency work industry around the world”
20. Europe is the largest in terms of Ciett affiliates’ income (48% of worldwide revenues in 2008), followed by USA (21%) and Japan 21%) Source: Ciett 2010 - “The agency work industry around the world”
31. TAW employment and revenues A few European examples Source: European Institute for the Improvement of Living Conditions, Dec. 2008 7.0 (8.7) 1,196,000 UK - 69.7 59,400 Sweden 219.3 93.5 60,000 Poland 17.9 11.9 637,901 France 110.2 100.0 28,000 Finland 11.3 53.6 614,000 Germany 35.2 27.1 (17.3) 95,465 (382,188) Belgium Sector revenue change since 2004 (%) Change since 2004 (%) Number of workers, 2007 Country
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40. Source: ICEM co-sponsored research – Brazil chemical sector, Nov. 2009 Permanent vs. CAL workers in the Brazilian Chemical sector
41. Informal employment in Latin American countries 1998 – 2006 Informal employment in the formal sector includes those workers who do not have a proper contract (source: IILS - ILO)
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47. Statistics – ICEM Asia MNC Project - 2009 26.7% 37.5% 0 MNCs 5 MNCs 24.2% 67.9% 0 MNCs 11 MNCs 40.6% 95% 1 MNC 11 MNCs 41.6% 85% 0 MNCs 14 MNCs 13.2% 50.1% 0 MNCs 5 MNCs 19.0% 67.1% 0 MNCs 7 MNCs 37.8% 64.9% 2 MNCs 10 MNCs 29.3% 65.9% 1 MNC 10 MNCs Thailand 26.7% 58.5% 0 MNCs 17 MNCs 23.0% - - 13 MNCs Malaysia 27.3% 90% 2 MNCs 16 MNCs 31.7% 50% 4 MNCs 22 MNCs Indonesia Average % CAL Average union density regular workers CAL workers ( partially ) unionised Trade unionists at the seminar from Country
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56. Has the share of contract and agency labour (CAL) in your sector(s) in your country increased over the last five years? IMF survey: 9 out of 10 88% 12% Yes No
57. Do workers in your country feel less secure as a result of the changing employment relations? IMF survey: 9 out of 10 83% 10% 7% Yes No Don’t know
58. Please provide an estimated share of the contract and agency labour work in your sector(s) in your country IMF: 44% IMF: 13% IMF: 33% 53% 33% 14% Less than 20% 20% to 50% More then 50%
59. Are wages of contract and agency labour workers in your country much less than for permanent employees in similar jobs? 78% 22% Yes No
60. If wages are lower, at what percentage of a permanent worker’s wages are they? 40% 48% 12% Less than 50% 50 to less than 75% 75% up to 100%
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63. In which areas, and to what degree, do employers evade their obligations to contract and agency labour workers? 1= fully complies 5=completely evades obligations Overtime payments Vacation and holidays Maternity and family leave Social security and pensions Occupational health and safety
64. Does your union have contract and agency workers as members? 54% 46% Yes No
67. Almost nine out of ten respondents indicate that CAL workers are (where they are organised) mainly organised inside existing trade union structures IMF survey: The actions identified as most important among union strategies regarding precarious workers include first and foremost recruiting these workers into existing unions. 87% 13% Inside existing unions Through separate unions
68. Does your union provide information or education on contract and agency issues to union members? 69% 31% Yes No
69. Has your union revised its rules recently to facilitate CAL workers’ membership?
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73. Where CAL problems exist in your country, would you say the main problem is the lack of legal protection, or the fact that the law is not enforced correctly/adequately? 44% 56% Not good enough Not enforced
74. Have you ever made use of labour inspection to offset CAL abuses? 47% 53% Yes No
75. If yes, was the experience positive? 57% 43% Yes No
76. The follow-up ICEM-IMF Questionnaire 2009 Asked for their experience over the year 2009 , 66% of ICEM and IMF affiliates indicated that there was a continued increase in CAL , in spite of (or thanks to) the economic crisis. Significant was that about on 1 in 3 noted an increase of over 10%.
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153. The company angle – Latin America Evolution of permanent vs. outsourced workers in Petrobras
171. An ICEM overview study in Colombia found one union sharing meals with CAL workers, as they did not have a food allowance. Sometimes small things
172. The ICEM CAL Campaign site cal.icem.org This PowerPoint Presentation is also available on the ICEM CAL site, under “Publications / CAL background documents”
Editor's Notes
So this is not something we invented
What has been changing is, in essence, the previous “normal” relationship between employers and workers. For a large segment of the world’s workforce, this relationship has become one of a ‘much lesser’ quality . For many others, such the increasing contingent of “ self-employed” workers, it has changed from a labour relationship to a commercial relationship , with the worker taking all the risks . As a result of that, many of the protections that workers have fought for, often over a very long time, such as social protection or anti-discrimination rules, were simply lost.
A million excuses can, and have been, given, as well as invented. Among the more universal ones: “ our demand fluctuates a great deal”, “ it’s a global evolution”, “ everyone is doing it”, “ head office orders us to do so” or “ it’s just a temporary measure”. The overall thinking becomes “ We don’t pay them, they don’t work for us, we don’t have any responsibility to make sure they get treated right”.
The full list: Job insecurity and an uncertain future. Often, temporary contracts can be terminated at any point in time, with almost no prior notice Higher risk for unemployment and underemployment Workers’ assignments and functions can change at any time at the employer’s initiative Uncertain working hours Continuous demand for total availability Low(er) wages , or irregular wages No annual pay rise or bonus The right to sick leave often does not exist Limited or no access to social benefits , including pension rights health insurance maternity/paternity rights holiday rights and payments 10. Fewer benefits overall. For example, transport of food allowance 11. Increased risk to health and safety problems 12. Verbal abuse 13. Poor, or no training 14. Not much, or no career development 15. Lack - or denial - of rights at work , including the right to join a union and the right to collective bargaining, resulting in a weak bargaining position 16. Low level of unionisation
The full list Among the problems for trade unions: Many contractors/agencies to negotiate with Unclear which employer is responsible Contractors often change Permanent workers can be hostile to contract workers . Sometimes, 2 separate workforces are created with different interests Contract workers are scared for their jobs Agencies can exploit workers Agencies can be a front for illegal or criminal elements Contract and agency labour is used to do away with the union Contract and agency labour workers are legally, or practically, not allowed to join the union , or a union. Contract and agency workers don’t see an immediate value in joining the union Unions are loosing members Collective bargaining is more difficult as there is less bargaining power
Beyond that, efforts are also needed to prevent good laws to be overturned by politicians who believe that flexibility is a synonym for violating workers’ rights .
In general, favour permanent direct employment and limit the number of contract and agency labour workers Create better rules to avoid arbitrary dismissals and CAL abuse Guarantee that a formal ‘employment relationship’ will be established, before the work starts Where agency labour is used, make sure that the role of the user enterprise and of the agency is well described. Seek assurance that CAL workers are made aware of their rights and are informed of the conditions and surroundings of their job Guarantee protection for whistleblowers, i.e. workers who bring CAL abuses to the attention of unions, companies or authorities Equal pay for equal work, as of day 1 Set other levels of benefits (besides salary) also at the same level as for permanent workers, also as of day 1 Better social security protection for CAL workers Guarantee CAL workers’ training and career development Describe categories of work, sectors, or types of jobs where CAL labour is not allowed, or make sure the law specifies that CAL work will only be allowed in certain cases. Make sure CAL labour cannot be used in certain circumstances (as a minimum, to replace permanent workers in case of industrial action, or for dangerous jobs) Reduce the maximum allowed time periods for contract and agency labour Make sure CAL contracts can not endlessly be extended for years and years through loopholes Make sure the trade union at the company receives all available information on contract and agency labour work at plant level Allow core trade union rights Allow trade union organising, or make organising easier where restrictions apply
In general, favour permanent direct employment and limit the number of contract and agency labour workers Create better rules to avoid arbitrary dismissals and CAL abuse Guarantee that a formal ‘employment relationship’ will be established, before the work starts Where agency labour is used, make sure that the role of the user enterprise and of the agency is well described. Seek assurance that CAL workers are made aware of their rights and are informed of the conditions and surroundings of their job Guarantee protection for whistleblowers, i.e. workers who bring CAL abuses to the attention of unions, companies or authorities Equal pay for equal work, as of day 1 Set other levels of benefits (besides salary) also at the same level as for permanent workers, also as of day 1 Better social security protection for CAL workers Guarantee CAL workers’ training and career development Describe categories of work, sectors, or types of jobs where CAL labour is not allowed, or make sure the law specifies that CAL work will only be allowed in certain cases. Make sure CAL labour cannot be used in certain circumstances (as a minimum, to replace permanent workers in case of industrial action, or for dangerous jobs) Reduce the maximum allowed time periods for contract and agency labour Make sure CAL contracts can not endlessly be extended for years and years through loopholes Make sure the trade union at the company receives all available information on contract and agency labour work at plant level Allow core trade union rights Allow trade union organising, or make organising easier where restrictions apply
In India , laws usually limit the use of contract workers for core production work, but large differences exist in this between the different parts of the country. In Thailand , the law doesn’t allow agency workers to join the same union as the regular workers - agency workers can form their own union, separate from the regular workers’ union - a situation that the unions, with the support of the ICEM campaign, are protesting against. The law in Indonesia , heavily influenced by the Dutch law, avoids the “revolving door problem”, by stating that if a worker performs the same job for more employers, then the last employer has to give the worker the same rights as under the previous employer. A certain hiatus in time between similar jobs is allowed. In New Zealand , wages need to be at least as favourable as those enjoyed by unionised workers employed directly by the secondary employer under a collective agreement.
It is only legal to use agency labour in those cases where agency labour is used to (temporarily) replace a permanent employee agency labour is used where the enterprise faces a temporary increase in the workload agency labour is used for exceptional work In several cases: “Agency work is only allowed if the union delegation agrees with it before the work starts This labour contract needs to contain a number of specific elements. Among several other:…. “The reason why a permanent worker is replaced ” At the time of the reception, the user enterprise is required to provide the agency worker with, among other, the following: ….” Information on whether or not a ‘ works council ’ exists at the enterprise, whether there is a ‘committee for safety and prevention’ and whether or not there is a union delegation . The names and an indication on how to find the trade union representatives also need to be communicated. “ The user enterprise also needs to inform the works council on the structure of the workforce (permanent workers, workers with a temporary contract, and agency workers). The user enterprise furthermore needs to provide information on the evolution of employment within the company, including on: The number of contract and agency workers employed at the company The procedure used to employ them (directly, agency, …) The reasons why agency workers, or workers with a temporary contract, were employed
It is only legal to use agency labour in those cases where agency labour is used to (temporarily) replace a permanent employee agency labour is used where the enterprise faces a temporary increase in the workload agency labour is used for exceptional work In several cases: “Agency work is only allowed if the union delegation agrees with it before the work starts This labour contract needs to contain a number of specific elements. Among several other:…. “The reason why a permanent worker is replaced ” At the time of the reception, the user enterprise is required to provide the agency worker with, among other, the following: ….” Information on whether or not a ‘ works council ’ exists at the enterprise, whether there is a ‘committee for safety and prevention’ and whether or not there is a union delegation . The names and an indication on how to find the trade union representatives also need to be communicated. “ The user enterprise also needs to inform the works council on the structure of the workforce (permanent workers, workers with a temporary contract, and agency workers). The user enterprise furthermore needs to provide information on the evolution of employment within the company, including on: The number of contract and agency workers employed at the company The procedure used to employ them (directly, agency, …) The reasons why agency workers, or workers with a temporary contract, were employed
The fact that only a recommendation could be agreed – and not a convention - is an indication of how difficult it is to reach agreements in this area.
Specific indicators of the existence of an employment relationship, including the fact that the work is performed personally for the benefit and under control of another party involves integration in the organization of the enterprise is carried out within specific working hours or workplace is of a particular duration and has a certain continuity involves the provision of tools, materials and machinery by the party requesting the work is periodically remunerated
The full list Agreement on converting precarious jobs to permanent directly employed jobs Favour the use of direct permanent employment, also in new hiring Determine categories of work, sectors, or types of jobs where CAL labour will not be allowed, or make sure that CAL work will only be allowed in certain cases. Reduce the maximum allowed time periods for contract and agency labour Make sure CAL contracts can not endlessly be extended for years and years Make sure all workers have an adequate and well-described “employment relationship” with their employer Make sure collective agreements also apply to contract and agency labour workers Guarantee equal pay for equal work, as of day 1 Negotiate for all conditions, such as social security payments or health and safety provisions, to apply to all, including to contract and agency workers, also as of day 1 Guarantee non-discrimination Negotiate for better protection against dismissals Negotiate good training and learning of skills for all Seek assurances that CAL workers are made aware of their rights and are informed of the conditions and surroundings of their job Respect of trade union rights for all Negotiate union protection for contract and agency labour workers. Agree with the company that all CAL workers can affiliate to the permanent workers’ union and that the company will not resist these efforts. Make sure the company forces its subcontractors to apply similar good conditions to its workers. Also, make sure that measures are taken where such is not happening
TIGLU, a merely 3-year old union, had earlier managed to organise all 13 work sites of Linde, the largest gas company in the country, providing the strength to act against the precarious employment situation. Whereas TIG continued to treat the agency labourers more or less as regular employees at the worksite, their status did have consequences. One worker tells the story of being denied a bank loan to buy a house, as he didn’t have a secure job. So he had no choice but to continue to live in his rental house.
TIGLU, a merely 3-year old union, had earlier managed to organise all 13 work sites of Linde, the largest gas company in the country, providing the strength to act against the precarious employment situation. Whereas TIG continued to treat the agency labourers more or less as regular employees at the worksite, their status did have consequences. One worker tells the story of being denied a bank loan to buy a house, as he didn’t have a secure job. So he had no choice but to continue to live in his rental house.
TIGLU, a merely 3-year old union, had earlier managed to organise all 13 work sites of Linde, the largest gas company in the country, providing the strength to act against the precarious employment situation. Whereas TIG continued to treat the agency labourers more or less as regular employees at the worksite, their status did have consequences. One worker tells the story of being denied a bank loan to buy a house, as he didn’t have a secure job. So he had no choice but to continue to live in his rental house.
TIGLU, a merely 3-year old union, had earlier managed to organise all 13 work sites of Linde, the largest gas company in the country, providing the strength to act against the precarious employment situation. Whereas TIG continued to treat the agency labourers more or less as regular employees at the worksite, their status did have consequences. One worker tells the story of being denied a bank loan to buy a house, as he didn’t have a secure job. So he had no choice but to continue to live in his rental house.
TIGLU, a merely 3-year old union, had earlier managed to organise all 13 work sites of Linde, the largest gas company in the country, providing the strength to act against the precarious employment situation. Whereas TIG continued to treat the agency labourers more or less as regular employees at the worksite, their status did have consequences. One worker tells the story of being denied a bank loan to buy a house, as he didn’t have a secure job. So he had no choice but to continue to live in his rental house.
In Germany , where the number of temporary workers is expected to raise to over 1 million within the next three years (from 732,000 in 2007), the major agencies already work with unions, ensuring protection for agency workers is a part of the agreements.
In Germany , where the number of temporary workers is expected to raise to over 1 million within the next three years (from 732,000 in 2007), the major agencies already work with unions, ensuring protection for agency workers is a part of the agreements.
In Germany , where the number of temporary workers is expected to raise to over 1 million within the next three years (from 732,000 in 2007), the major agencies already work with unions, ensuring protection for agency workers is a part of the agreements.
In Germany , where the number of temporary workers is expected to raise to over 1 million within the next three years (from 732,000 in 2007), the major agencies already work with unions, ensuring protection for agency workers is a part of the agreements.
In Germany , where the number of temporary workers is expected to raise to over 1 million within the next three years (from 732,000 in 2007), the major agencies already work with unions, ensuring protection for agency workers is a part of the agreements.
The Manpower director said that the arrangement will be a little bit more expensive for employers but also that there is a great demand for it For example within large enterprises, who want to use this as a tool to improve or keep social harmony inside their companies. Enterprises prefer high-quality agency workers , which they hope can later become permanent staff of the company, so they need a good pool of workers from which to choose. He also mentioned that some companies, such as Airbus, BMW and Audi, already have union agreements that contain requirements that call for solutions of this nature.
There are a number of requirements to achieve the authorisation The need to follow the Association of Staff Agencies' ethical guidelines Bound by collective agreements. Have liability insurance Be a member of the Staffing Association Have been in business for at least 12 months Have an equality plan. The authorisation to perform as a labour agency is given for one year at the time, and an authorisation board tests the applicant's qualifications in accordance with the statutes.
There are a number of requirements to achieve the authorisation The need to follow the Association of Staff Agencies' ethical guidelines Bound by collective agreements. Have liability insurance Be a member of the Staffing Association Have been in business for at least 12 months Have an equality plan. The authorisation to perform as a labour agency is given for one year at the time, and an authorisation board tests the applicant's qualifications in accordance with the statutes.
The position of the ICEM, however, is that it is important to look at finding a solution first , before insisting on the need to sever any relationship.
The position of the ICEM, however, is that it is important to look at finding a solution first , before insisting on the need to sever any relationship.
Some of the BWI language has already been inserted into their existing GFAs, such as in the agreement between BWI and the Dutch company VolkerWessels .
It’s only logical that permanent workers will want to defend what they have . As part of that process, it’s easy to consider contract and agency workers as “another workforce ”, or even a threat . Separate groups often exist. Even in those cases where both groups work on the same premises, workers often do not know each other well. Treating CAL workers as the enemy is certainly not the way to keep permanent jobs permanent. While it is a fact that CAL workers are often perceived as “ others taking over my job and willing to work for lower conditions ”, it is also a fact that this is not the reality . It is not a contract or agency worker’s decision to replace a permanent job with a precarious one.
Among the possible methods to facilitate trade union membership for contract and agency labour workers: (Full list) Open the union to all workers . Avoid having different categories of workers being set up against one another Set up a specific section of your union to deal with the issue of contract and agency labour. If needed, change the union rules , so that it becomes possible for contract and agency labour workers to join the union Grant full union rights to contract and agency labour workers that join Encourage participation of CAL workers in trade union activities Consider the need to have alternative contribution levels, or other methods of union due collection Have an in-depth look at the possibility to provide specialised services to CAL workers , including on such issues as unemployment benefits, education on their rights, health insurance, training or career development Educate members and officials on CAL Provide legal counselling Negotiate collective bargaining agreements that take the concerns of CAL workers into account. In addition to the “ equal work for equal pay ” principle, other items can be social benefits, company benefits, training for CAL workers, health and safety, etc. Through negotiation, try to get contract and agency labour workers transferred to regular permanent jobs Work towards, where they do not yet exist, branch and/or national unions that CAL workers have the possibly to join Conduct public campaigns on contract and agency labour work in order to mobilise workers and change the political environment. Engage in solidarity actions with other unions where possible and needed, national as well as international Organise, organise and organise Recruit members into existing trade unions, or, where not possible, guarantee a smooth working relationship exists with other unions defending CAL workers Where needed, use labour, or other, courts to defend the interests of CAL workers Network with other unions, nationally and internationally, and exchange information and good practices that may assist your union with your struggle.
Among the possible methods to facilitate trade union membership for contract and agency labour workers: (Full list) Open the union to all workers . Avoid having different categories of workers being set up against one another Set up a specific section of your union to deal with the issue of contract and agency labour. If needed, change the union rules , so that it becomes possible for contract and agency labour workers to join the union Grant full union rights to contract and agency labour workers that join Encourage participation of CAL workers in trade union activities Consider the need to have alternative contribution levels, or other methods of union due collection Have an in-depth look at the possibility to provide specialised services to CAL workers , including on such issues as unemployment benefits, education on their rights, health insurance, training or career development Educate members and officials on CAL Provide legal counselling Negotiate collective bargaining agreements that take the concerns of CAL workers into account. In addition to the “ equal work for equal pay ” principle, other items can be social benefits, company benefits, training for CAL workers, health and safety, etc. Through negotiation, try to get contract and agency labour workers transferred to regular permanent jobs Work towards, where they do not yet exist, branch and/or national unions that CAL workers have the possibly to join Conduct public campaigns on contract and agency labour work in order to mobilise workers and change the political environment. Engage in solidarity actions with other unions where possible and needed, national as well as international Organise, organise and organise Recruit members into existing trade unions, or, where not possible, guarantee a smooth working relationship exists with other unions defending CAL workers Where needed, use labour, or other, courts to defend the interests of CAL workers Network with other unions, nationally and internationally, and exchange information and good practices that may assist your union with your struggle.