union awareness and positive labor relations n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
UNION AWARENESS AND POSITIVE LABOR RELATIONS PowerPoint Presentation
Download Presentation
UNION AWARENESS AND POSITIVE LABOR RELATIONS

Loading in 2 Seconds...

play fullscreen
1 / 19

UNION AWARENESS AND POSITIVE LABOR RELATIONS - PowerPoint PPT Presentation


  • 352 Views
  • Uploaded on

UNION AWARENESS AND POSITIVE LABOR RELATIONS. Presented by: Stacey Zartler Labor Relations Counsel Kindred Healthcare, Inc. (415) 745-0940 stacey.zartler@kindredhealthcare.com. LABOR RELATIONS IN LONG TERM HEALTHCARE. Organized labor was energized by the Obama administration

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

UNION AWARENESS AND POSITIVE LABOR RELATIONS


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
    Presentation Transcript
    1. UNION AWARENESS ANDPOSITIVE LABOR RELATIONS Presented by: Stacey Zartler Labor Relations Counsel Kindred Healthcare, Inc. (415) 745-0940 stacey.zartler@kindredhealthcare.com

    2. LABOR RELATIONS IN LONG TERM HEALTHCARE • Organized labor was energized by the Obama administration • Union membership is rising in healthcare, while lowering in other industries • The effects of the struggling economy and reduced reimbursement on wages and benefits have increased labor-management tension and vulnerability to union organizing • Skilled nursing centers and small hospitals typically organized on a “one off” fashion due to poor management, lack of communication and lack of solid employee relations plans

    3. UNION MEMBERSHIP AS A PERCENTAGE OF THE WORKFORCE

    4. THE SEIU’S GROWTH CURVE- MOSTLY HEALTHCARE WORKERS

    5. HOW DOES A UNION CHOOSE WHICH FACILITY TO ORGANIZE? EMPLOYEES SEEK OUT UNIONS Perceived injustices and perceived favoritism - Employees feel ignored or neglected – especially night shift employees: “They aren’t listening to us” - Employees have specific concerns that management is not addressing: Lack of staffing, daily call-offs, work assignment equity - Weak, disgruntled, stressed administration/ management - Double-Edge Sword of Management Overly Permissive (subjectivity and alleged favoritism) Overly Autocratic (us/them mentality) - Employees working a second job with a union

    6. SIGNS OF UNION ORGANIZING Increased complaints, grumbling, lower morale, questioning authority Language Changes (seniority, bumping, grievance, “rights”) Employee clumping/huddling Uncommon friendships/breaks in friendships Whispers that stop when supervision comes Employee division into groups/arguments Employees no longer talk to supervisors about non-work things A new leader appears (quoting) More strangers in or around property Employee lingering before or after shift Papers being passed

    7. THE UNION’S ORGANIZING GOALS 1. Get 30% of all employees or a smaller group at facility (CNAs, dietary, housekeeping) to sign an Union Authorization Card, A Legal Document that says the employee wants a union. Present the cards to the National Labor Relations Board – an agency of the federal government, and then have an election. Win the Election Negotiate a Contract and Collect Dues from Employees

    8. WHAT DOES A UNION PROMISE EMPLOYEES? • Job security • To be the employees’ voice • To right all perceived injustices • To “stand up” to management • Higher wages and benefits • Increased respect • Involvement in patient care/staffing decisions • Elimination or modification of work duties • End to favoritism • Rules that management MUST follow

    9. WHAT CAN A UNION ACTUALLY GIVE EMPLOYEES? Nothing that management cannot otherwise give without a Union Nothing that Management does not agree to give during negotiations Union Dues and Fee Bills Strikes/Replacements

    10. WHAT CAN MANAGEMENT PROMISE EMPLOYEES DURING A UNION CAMPAIGN?

    11. ELECTIONS ARE VERY HARD TO WIN AT THE ELEVENTH HOUR Management who has not regularly and effectively been communicating with staff will find it nearly impossible to suddenly “get through to staff” during an organizing drive. Staff will attribute Management’s new attitude of concern as “Proof Positive” of the power of the union During the pre-election period, management is legally limited: You may only communicate with staff in a manner consistent with past practice You cannot solicit feedback and complaints if you have not done so before You cannot make promises to give them higher wages, benefits or that you will fix their problems (No “TIPS”)

    12. MANAGEMENT GOALS 1. Improve relationships and communication with employees so that they don’t feel they need to have a third party communicate for them. Satisfied employees don’t sign union cards. 2. If cards are circulated, early management action before the union gets 30% (pay the union, they talk for you, you pay dues, no guarantees of anything better) 3. Win any NLRB Election

    13. COMMON FACTORS IN FACILITIES WITH RECENT ORGANIZING DRIVES Poor communication with employees Leadership changes and turnover in key positions Perceived subjectivity and favoritism in daily decision-making Hostility among licensed staff Lack of true HR insertion Poor physical condition of break rooms and employee bathrooms (the little things) Lack of teambuilding (us/them mentality) Little promotion of employee recognition programs Night Shift Ignored

    14. WHAT CAN WE DO BETTER AS LEADERS –DON’T DROP THE BALL! THE NUMBER ONE PRIORITY: COMMUNICATION • ASK • LISTEN • ACKNOWLEDGE • RESPOND • FOLLOW-UP

    15. DON’T DROP THE BALL Ask-Listen-Acknowledge Find out what’s bugging your employees NOW Stress your availability/open door policy/suggestion boxes/HR Actively listen to what employees have to say Ask them questions so you understand Acknowledge that their concerns are important Acknowledge the “bad facts” Solicit employee input and feedback into decisions Make statements of respect and understanding “Noemi, that’s a good point…..” “John, I did not think about it that way before….”

    16. DON’T DROP THE BALLRespond-Follow Up Respond promptly to all concerns: - no matter how minor or trivial they seem to you - even when you know the response is not favorable - provide explanations (i.e. how you do staffing) - no mysteries - a word on promises --- This does NOT mean concerns will be resolved to employees’ satisfaction: Listen, put yourself in their shoes, make good rational objective decisions and communicate your reasons Check Back After You have Responded

    17. DON’T DROP THE BALL(Waxing Philosophical) HOW you communicate with employees can be as important that what you are saying to them Little Things Make a Big Difference (a kind hello, a note of recognition sent to their home) Golden Rule (treat as you would like to be treated) Silver (treat as you would treat a loved one) Platinum (treat as they want to be treated) PEOPLE REMEMBER HOW YOU MADE THEM FEEL

    18. WHERE DO WE GO NOW? • The best defense to unionization is a proactive employee relations program which places a premium on communication • It is easier to prevent a union organizing campaign then it is to respond to one • Be proactive now – when you still have a chance • Good employee relations flows to the bottom line and improves patient and resident care

    19. The End Questions? Stacey Zartler (415) 745-0940 stacey.zartler@kindredhealthcare.com