This document discusses developing productive labor relations in the workplace. It begins by providing statistics on union membership in the private and public sectors. It then discusses how poor labor relations can cause issues like conflict, absenteeism, and turnover. The document identifies potential causes of labor relations conflicts such as poor communication, biases, and lack of trust. It emphasizes the importance of developing a collaborative culture where all employees feel they can contribute ideas. The document provides tools for improving communication and developing a strong labor relations plan, including using joint labor management committees and resolving disputes quickly. It discusses strategies like compliance, collaboration, and a combination approach. Finally, it discusses models for change management and sustaining cultural changes in the workplace.

1. Labor Relations
Developing
Essential Elements to a
Productive Work Environment

2. Union Membership
• Union membership in the private sector is
6.9%
• Union membership in the public sector is
36.2%
(DOL, 2010)

3. Poor labor relations cause the
following symptoms
• Heightened interpersonal conflict
• Absenteeism
• Declining performance
• Increase in baseless grievances
• Excessive turnover
(Miller, 2003)

4. Causes of Labor Relations Conflict
• Poor communication
• Misunderstanding/false assumptions
• Negative Attitudes
• Lack of trust/respect
• Egos
• Anger/Emotions
• Biases

5. What are the values of your organization?
Creating the right organizational
culture

6. http://www.slideshare.net/HubSpot/the-hubspot-
culture-code-creating-a-company-we-love

7. Developing a Collaborative Culture
Two Key Concepts
• Everyone is creative and
has ideas to improve
productivity and
services
• All employees have the
ability to contribute
ideas.

8. Organizations are human social systems in which
people are strongly influenced by the organizational
culture. Therefore, the most compelling tool for
improvement is cultural change (www.irisolutions.com,
n.d).

9. An agency must develop strong
leaders
• Deliberate approach to quality leadership
development.
• All leaders should believe and implement the
following concepts
– Everyone has valuable information to share.
– Individuals need to know how their work
contributes to the Agency mission.

10. “Great leaders generate great
results” (Disney)

11. “Speed of the Leader
Speed of the Pack”

12. Leadership
• Leadership Starts at the Top
• Executive Director must set the tone and
atmosphere (Executive Team)
• Positive Labor Relations must become a top
priority
• Promote Transparency, through regular
reporting
• Promote Trust

13. Key Management Role
Supervisors
Employees don’t leave their organization, they leave their manager
• Administer and consistently apply the terms of the collective
bargaining agreements
• Know Management rights
• Know legal and contractual rights of employees
• Communicate objectively
• Consistently enforce standards of behavior
• Model desirable behavior

14. Developing a Labor Relations Plan
• Are you satisfied with the current
management/staff relationship?
• Do you spend more time reacting to issues on
addressing targeted areas of focus?
• Do you have a clear understanding of
management goals in labor relations?
• Do you have a clear understanding of
union/staff goals in labor relations?

15. Federal Strategy Model for Labor
Relations
Compliance Strategy
• Enforcement of obligations based
on statute and contract
• Litigious and adversarial in
nature, relies on tools such as
grievance, arbitration and unfair
labor practice filings.
• Clear expectations, little gray
areas to worry about.
• Tools could be used for strategic,
tactical or even personal gain.
Collaboration Strategy
• Focuses on working together for a
common solution
• Interest based communication
• Collaboration tends to increase
the level of trust between groups
• When staff are part of the
solution, they are vested in the
outcome.
• Requires more time commitment
than traditional compliance

16. Combination Strategy

17. Systems Model
Allows managers a way to understand their
employees’ importance and position as a vital
system in the organization, as opposed to a
liability or expense.

18. Systems approach to labor relations
• Focus on collaboration
• Interdependence
• Synergy
• Contingency Theory

20. TOOLS FOR
IMPROVING COMMUNICATION

21. Communication Strategy
• Labor/Management Committees
• Provide Avenues/opportunity for employee feedback
• Generate Joint Communications
• Establish Positive Relationships with Union
Officers/Stewards
• Resolve Disputes Quickly
• Seize every opportunity to talk and listen to your
employees

22. The 4 Principles of IBB
1. Focus on the issues not the
personalities.
22

23. Issue:
• A topic or subject of negotiations.
23

24. The 4 Principles of IBB
2. Focus on interests not on positions.
24

25. 25
Position vs. Interest
• Focuses on a
particular solution
• Makes a demand
• Draws a line
• Sets up confrontation
• Ends or dampens
discussion
• Focuses on the problem
not a specific answer
• Articulates one of a
range of needs
• Makes no evaluations
• Establishes a climate of
understanding
• Allows the real issue or
problem to be discussed

26. Position:
• One party’s solution to an issue.
–Limits cooperation
–Sets the stage for conflict
26

27. Interest:
• A statement of
concern about an
issue.
27

28. 28
Acknowledge each other’s interests
• Explain your interests. Do not assume
they are understood.
• Pay attention to the interests of
others.
• If you want the other side to
appreciate your interests, demonstrate
that you appreciate and understand
their interests.

29. The 4 Principles of IBB
3. Create options to satisfy the interests.
29

30. Option:
• One of several
solutions to an issue.
30

31. The 4 Principles of IBB
4. Evaluate the options with standards, not
power and leverage.
31

32. Standard:
A characteristic or factor used to
compare, evaluate, or judge options.
32

33. I.B.B. IS USEFUL
• For improving the working relationship
between the parties.
• For getting creative solutions to difficult
problems.
• If improving trust is a goal.
• If honestly committed to the process and
willing to educate constituents.
33

34. Planning for Change
• “Look before you Leap”
• Forced vs. Fostered
• Communication
• Providing Appropriate Resources
• Implement the change into your
organizational strategy

35. Kurt Lewin, 1950
Change Management Model

36. Understanding
Lewin’s Model
Unfreeze
Change Refreeze

37. UNFREEZE
1. Determine what needs to change
2. Garner support from upper management
3. Create the need
4. Manage and understand doubts and
concerns

38. CHANGE
• Communicate often
• Dispel rumors
• Empower action
• Involve employees in the process

39. REFREEZE
• Implement the change into the Culture
• Develop ways to sustain the change
• Provide support and training
• Celebrate success