Implementing Manager Tools podcast suggestions

I don't have any union experience; however, I'm sure others are going to want to know, do you use One-on-ones, feedback and coaching?

These "foundations" are the "trinity" of manager tools. Using the other manager-tools without the trinity is like trying to build kitchen cabinets with a nice set of chisels but no hammer, saw, or tape measure.

CC

Hi Jay,

I work at a large, unionized organization and had the same question when I started listening to MT podcasts:
http://www.manager-tools.com/forums/viewtopic.php?t=864&highlight=union

I've found most of MT advice very applicable, particularly the trinity of feedback, one-on-one meetings, and coaching. The podcasts on communications, meetings, and so on are also very useful. Some other information is not at all applicable in my setting. For example:

- compensation -- all pay raises are pre-determined by the collective agreement. Everyone gets the same percentage at the same time and there are no bonuses.

- managers have no direct authority to promote staff. Every position has to be opened for competition, and a manager may be obliged to hire someone from a different department with more seniority rather than promote a high performer on their own team.

- managers have limited ability to hire an external candidate. We must interview all qualified internal candidates before even knowing whether anyone external has applied.

Sometimes it's possible to dodge HR & the union on hiring issues. For example, the job description can sometimes be written to fit the candidate you want. It's difficult to do and it's a risky game, but sometimes it works.

These factors seriously limit the manager's ability to provide performance incentives for staff.

Does any of this sound similar to your situation?

[quote="Jay845"]I have implemented one on ones. I am also utilizing feedback and coaching, which to date has been quite effective. As mentioned in my original post, I am struggling with "hiring the right person" which Mark and Mike have emphasized in their podcasts. I know who I want to hire, but I can't due to our organizations rules.

I am sure there are some other issues that I will become aware of in regards to unions, so I want to know what others experiences have been.[/quote]

I know it is aggravating to some extent, but you're not going to change the rules. Accept them as a limitation or handicap that you're forced to deal with and move on. Or, if the rules are just so aggravating that they're causing problems for you, get your resume in order and start looking for another job.

Brian

Jay-

Yes, MT techniques work in a unionized environment. In fact, I think they are particularly effective.

In my situation, there are approximately 300 employees, about half of which are in-scope.

Feedback and communications are the keys. This is no different than in any situation. You don't need to have the steward present for everyday feedback; it's no big deal.

Remember, these are your employees, not the union's. You set the expectations. Study your management rights clause in the contract and be sure you understand what you have the right (and duty!) to do as a manager. Take the high ground and commit to following the contract, nothing more and nothing less. People may not like what you do, but they will respect you if you operate from a principled and consistent position.

Don't act in haste and always let your steward(s) know what you are doing before you make any changes. Although they may seem like your greatest adversaries, they will often defend your position to the members if you take the trouble to explain it to them ahead of time. Stewards are like executives; they all hate surprises.

All of this, I think, is consistent with MT methods.

With respect to hiring, seniority is one of all unions' most highly regarded principles. Most of us have to deal with putting people who are not the best picks into positions. It is very difficult to take this head-on; you are likely to get no agreement to promote the junior person and you are likely to lose the grievance if you do it anyway.

So what to do? There are a couple of options. First, if you and other management are doing a good job of performance management (feedback, coaching, etc), then you may have a good case for keeping someone from moving in spite of their seniority.

However, most of the time, there is no compelling case for stopping the move. In that case, does your contract include a probationary period for employees who are new to a position? Even if it is not explicit, you can argue that every employee has to be evaluated in their new position, just as they were evaluated when first hired. Ensure the employee understands the expectations of the new position and hold them to it, providing feedback and coaching as needed. If they don't meet the standard after appropriate coaching, then back they go to their previous position. Of course all the other employees holding similar positions should already be held to the same standard.

Overall, I think of it this way; the union is not the problem, management is. Work on the management and the union issues will fade.

Regards,
Lou

[quote="LouFlorence"]With respect to hiring, seniority is one of all unions' most highly regarded principles. [/quote]

I think that must be a US thing because, in the current European model of trade unionism, it's 100% wrong. A core principle of European trade unionism is that of equality, seniority is seen as perpetrating existing inequalities. Jobs should go to the people best able to do them regardless of seniority, race, gender, gender identity, gender preference, disability, faith, age, heritage, upbringing &c.

Stephen

Lou, great post! I see the union's role as similar to that of a defense attorney. They are there to make sure the employee gets a fair trial, guilty or not. They will ensure management abides by the law of the collective agreement.

Stephen, seniority is a high union value in Canada as well. I like the sound of the European model.

Stephen-

Your comment was an eye-opener for me. A few minutes poking around the Web quickly showed that the differences between union practices around the globe are many.

My remarks are specifically about the situation in the U.S. They may or may not be very applicable for your situation.

Thanks,
Lou