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UPS Union Issues
Comparison: Last, Best & Final to Pre-strike proposals
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<blockquote data-quote="104Feeder" data-source="post: 1028808" data-attributes="member: 42554"><p>Well since you agree the culture has changed, is it really so hard to change it back? </p><p></p><p>Certainly I am guilty of treating them with disrespect now, usually prompted by their refusal to honor even a simple request such as "What is your name?"(had that happen more times than I can count. Whatever happened to the name tags?). Now I just speed-dial their manager if I get any guff & he handles it without ever going to paper. I've had a 5 minute supervisor working grievance for $6.58 sent so me via Saturday Air so he knows not to screw around. I shouldn't have to go that route though, it should be something I can handle with conversation.</p><p></p><p>I don't agree that the job itself has changed that much. Boxes still come down a belt and go into a trailer. Perhaps we should pull back from the scanning on Ground, as you read anyone's review of it when they have a problem and it's less than perfect. Maybe we could go with RFID in the form of tape that would pick up it's progress automatically. I can't remember the last time I tracked a package myself, and I get deliveries every day from multiple carriers for my side business. If there is a problem the vendor just usually sends a replacement instead of wasting time finding out what happened to it. </p><p></p><p>Not sure how those PT sups got so many hours back then as they seemed to make it to the bar faster than we did on Thursday nights.</p><p></p><p>Carey just wanted to reduce part-time jobs in general, and I think that was a good strategy. His request was for a number of conversions, not really specific ways to do it. We set up the framework for combo inside/driving jobs & whatnot, but in many buildings the Company could just make a Twilight/Midnight or Midnight/Preload jobs the norm and fulfilled the requirement without ever putting anyone in browns. </p><p></p><p>I think I left the hub just as "Max Density" was coming in, but I remember them handing out T shirts at monthly meetings where the Sups gave a little speech about the employee before they handed it out. I went into driving with the same attitude about "getting it done" but no one ever told me I was going too fast. Management drilled that into me by hammering on every little mistake. It was simmering to that point, but I will agree that the 1997 Strike was the flashpoint that led many of us to stop working <em>for</em> UPS and in some ways work<em> against</em> UPS. The waves of discipline came on like a torrent after the stoppage and have never let up. While we workers, only half of us Teamsters in AZ, may have failed to pass on the Solidarity gains made in 1997; it seems we have successfully passed on the mentality to only do the minimum necessary to keep you out of the office. </p><p></p><p>Perhaps it is the corporatization of UPS that is to blame also. Sure, we've been a corporation for decades, but only since about 2000 or so has Company been so inflexible & management been so centralized. When I was trained as a package driver, I wasn't actually trained in the Methods as they were written at the time. It wasn't till after I became a Steward that I actually got a copy and found out how much I had been shown was wrong. Since I was being hammered on the methods instead of being allowed to be creative to "get it done", I learned those methods better than my supervisors & used them against them. It's always been my complaint that UPS sets up the rules of the game against you, then tries to hide those rules & has a hissy fit when you learn them & actually follow them. Same game in Feeders although we have the DOT on our side and if they really want to play hardball there is a lot more we can do, and be protected in doing so. </p><p></p><p>Seems to me that we have taken 10-15 years to really bring this Company to a low point as far as relations go. Why not commit to putting it on track back to the way it was? As a Steward, I learned to accept incremental change long ago and I can point to contract language that I have been directly responsible for as a measure of success. Isn't it time Management stood up to Atlanta and tried the same thing?</p></blockquote><p></p>
[QUOTE="104Feeder, post: 1028808, member: 42554"] Well since you agree the culture has changed, is it really so hard to change it back? Certainly I am guilty of treating them with disrespect now, usually prompted by their refusal to honor even a simple request such as "What is your name?"(had that happen more times than I can count. Whatever happened to the name tags?). Now I just speed-dial their manager if I get any guff & he handles it without ever going to paper. I've had a 5 minute supervisor working grievance for $6.58 sent so me via Saturday Air so he knows not to screw around. I shouldn't have to go that route though, it should be something I can handle with conversation. I don't agree that the job itself has changed that much. Boxes still come down a belt and go into a trailer. Perhaps we should pull back from the scanning on Ground, as you read anyone's review of it when they have a problem and it's less than perfect. Maybe we could go with RFID in the form of tape that would pick up it's progress automatically. I can't remember the last time I tracked a package myself, and I get deliveries every day from multiple carriers for my side business. If there is a problem the vendor just usually sends a replacement instead of wasting time finding out what happened to it. Not sure how those PT sups got so many hours back then as they seemed to make it to the bar faster than we did on Thursday nights. Carey just wanted to reduce part-time jobs in general, and I think that was a good strategy. His request was for a number of conversions, not really specific ways to do it. We set up the framework for combo inside/driving jobs & whatnot, but in many buildings the Company could just make a Twilight/Midnight or Midnight/Preload jobs the norm and fulfilled the requirement without ever putting anyone in browns. I think I left the hub just as "Max Density" was coming in, but I remember them handing out T shirts at monthly meetings where the Sups gave a little speech about the employee before they handed it out. I went into driving with the same attitude about "getting it done" but no one ever told me I was going too fast. Management drilled that into me by hammering on every little mistake. It was simmering to that point, but I will agree that the 1997 Strike was the flashpoint that led many of us to stop working [I]for[/I] UPS and in some ways work[I] against[/I] UPS. The waves of discipline came on like a torrent after the stoppage and have never let up. While we workers, only half of us Teamsters in AZ, may have failed to pass on the Solidarity gains made in 1997; it seems we have successfully passed on the mentality to only do the minimum necessary to keep you out of the office. Perhaps it is the corporatization of UPS that is to blame also. Sure, we've been a corporation for decades, but only since about 2000 or so has Company been so inflexible & management been so centralized. When I was trained as a package driver, I wasn't actually trained in the Methods as they were written at the time. It wasn't till after I became a Steward that I actually got a copy and found out how much I had been shown was wrong. Since I was being hammered on the methods instead of being allowed to be creative to "get it done", I learned those methods better than my supervisors & used them against them. It's always been my complaint that UPS sets up the rules of the game against you, then tries to hide those rules & has a hissy fit when you learn them & actually follow them. Same game in Feeders although we have the DOT on our side and if they really want to play hardball there is a lot more we can do, and be protected in doing so. Seems to me that we have taken 10-15 years to really bring this Company to a low point as far as relations go. Why not commit to putting it on track back to the way it was? As a Steward, I learned to accept incremental change long ago and I can point to contract language that I have been directly responsible for as a measure of success. Isn't it time Management stood up to Atlanta and tried the same thing? [/QUOTE]
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