Workshop: Best Practices in Labor-Management Committees in Higher Education

Transcription

1 Journal of Collective Bargaining in the Academy Volume 0 National Center Proceedings 2016 Article 68 September 2016 Workshop: Best Practices in Labor-Management Committees in Higher Education Sally Klingel Scheinman Institute on Conflict Resolution Follow this and additional works at: Part of the Collective Bargaining Commons, and the Higher Education Commons Recommended Citation Klingel, Sally (2016) "Workshop: Best Practices in Labor-Management Committees in Higher Education," Journal of Collective Bargaining in the Academy: Vol. 0, Article 68. Available at: This Proceedings Material is brought to you for free and open access by The Keep. It has been accepted for inclusion in Journal of Collective Bargaining in the Academy by an authorized editor of The Keep. For more information, please contact tabruns@eiu.edu.

2 Klingel: Workshop: Best Practices in Labor-Management Committees in Higher Strategic Frameworks for Labor-Management Efforts Sally Klingel Scheinman Institute on Conflict Resolution Cornell University Published by The Keep,

3 Journal of Collective Bargaining in the Academy, Vol. 0, Iss. 11 [2016], Art. 68 L-M Partnering Process Finding at least one thing in common to work on together IS Seeking ways to jointly accomplish that goal Vehicle for bringing together the two key workplace stakeholders Built on shared ownership 2 2

4 Klingel: Workshop: Best Practices in Labor-Management Committees in Higher L-M Partnering Process IS NOT Denial of Identity of Either Party Absence of Conflict A Substitute for Collective Bargaining Answer for All ills Published by The Keep,

5 Journal of Collective Bargaining in the Academy, Vol. 0, Iss. 11 [2016], Art. 68 What We ve Learned Labor relations involves both mutual and conflicting issues, simultaneously Labor & management are one of each other s best resources Three Keys: Communication Information-sharing Integrity of Action 4 4

6 Klingel: Workshop: Best Practices in Labor-Management Committees in Higher Types of Labor-Management Partnerships Campus level System level Staff unions Faculty unions Professional/technical unions Collective bargaining enabled Voluntary Published by The Keep,

7 Journal of Collective Bargaining in the Academy, Vol. 0, Iss. 11 [2016], Art. 68 What We ve Learned Partnerships are built on shared ownership of the process. Leadership endorsement at all levels is important. Partnerships are fragile. Labor relations have to be aligned. with work practices

8 Design Variables Klingel: Workshop: Best Practices in Labor-Management Committees in Higher Direction Set by the Parties Goals & Objectives Longterm/short term Organizational Levels Top Leadership Middle - Operations Forms of Involvement Direct or Represented, Parallel or Integrated Published by The Keep,

9 Journal of Collective Bargaining in the Academy, Vol. 0, Iss. 11 [2016], Art. 68 Six Key Design Decisions Scope of Joint Decision-Making Strategic, Bargaining, or Worksite Issues Types of Shared Decision-Making Participation, Consultation, Delegation Process & Techniques Problem-solving, consensus, IBB 8 9

10 Klingel: Workshop: Best Practices in Labor-Management Committees in Higher A Partnering Process Needs What s the Purpose? What are the Goals? Expectations for Action Purpose Process How will participants interact? How will decisions be made? What happens if there s disagreement? Structure, Ground rules Boundaries for Decision-Making What is it Supposed To Do? What Tasks? What Activities? Resources What kinds of decisions can be made? What s out of bounds? Scope of Decision-Making What kind of Budget, Time and Staff Support will be available? Published by The Keep,

11 Journal of Collective Bargaining in the Academy, Vol. 0, Iss. 11 [2016], Art. 68 L-M Process Roles & Functions Now hear this. What do you think? What should we do? Post -Decision Already Made Pre-Decision to Be Made Degree of Engagement & Ownership

12 Klingel: Workshop: Best Practices in Labor-Management Committees in Higher What Supports an Effective Union- Management Partnership Effort? Parties are willing to start small build trust from experience Partnership is based on a problem-solving approach joint work on issues in which both parties have a stake Leadership commitment from both sides Leaders are well connected with their constituencies Increased communication/information sharing in all areas (no secrets) Published by The Keep,

13 Journal of Collective Bargaining in the Academy, Vol. 0, Iss. 11 [2016], Art. 68 What Supports an Effective L-M Effort? Increased communication/information sharing in all areas (no secrets) Joint exploration/study of innovations in other organizations Joint training to teach skills for problem-solving, conflict management, collaboration Commitment to make changes throughout the organization to support l-m partnership Understanding of relationship as a resource, as a means to an end

14 Klingel: Workshop: Best Practices in Labor-Management Committees in Higher Why do L-M Strategies Fail? Outside Forces of Change Mixed messages Administration and Union Leadership Turnover Failure to Institutionalize Practice Lack of Capacity skills and process Deeply Rooted Cultural Trust Issues Published by The Keep,

15 Journal of Collective Bargaining in the Academy, Vol. 0, Iss. 11 [2016], Art. 68 Partnership Focus -- Examples Organizational Challenges Operational Challenges Employee Challenges