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Management in Browns
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<blockquote data-quote="dudebro" data-source="post: 242096" data-attributes="member: 11234"><p>From the management side, file the grievance where you see it. The system exists partially as a mediation board and partially as a communication system. It lets the higher ups in the system both in labor and management know that there's a problem.</p><p></p><p>Supervisors should be TRAINING, OJSing, or doing safety rides, etc. It doesn't make the center team any stronger when the supervisor goes out alone. </p><p></p><p>Contracts should be adhered to as much as possible. When it becomes absolutely necessary they can be broken, with the stipulation that the party that breaks the contract owes the other party some financial recompense for the breach. It's all business and not personal. </p><p></p><p>There's a fine line between management pitching in an extreme case, and management consistently working. In the first case, you're not causing a teamster a job. I was grieved for working in one of our hubs on Dec 17th a couple years back. The volume came in 40k over forecast and every Teamster available, plus all the seasonal hourly help we could get our hands on, was working. I handed the steward my ID so he could spell my name properly, then directed him to the article where the contract allows management to work in only these cases, when necessary to service the customer and only if every available union employee within 1 hour of that building was working. The grievance was denied at arbitration. The next night our volume was in line with projections. I supervised. I didn't have a problem with the steward. Keep in mind you need to work with that person again in the future.</p><p></p><p>The other case is if a union hourly is being laid off or sent home and management is working. This is a problem. It's not supposed to happen, and that's what the grievance process is for. The excessive unplanned absences are what the DISCIPLINE process is for. Most stewards I've worked with fought hard for those who came to work and respected the job. These same stewards usually had little time for those who were constantly absent for no reason. You defend the employee who wants to work, not the one who doesn't. That's how it should be.</p></blockquote><p></p>
[QUOTE="dudebro, post: 242096, member: 11234"] From the management side, file the grievance where you see it. The system exists partially as a mediation board and partially as a communication system. It lets the higher ups in the system both in labor and management know that there's a problem. Supervisors should be TRAINING, OJSing, or doing safety rides, etc. It doesn't make the center team any stronger when the supervisor goes out alone. Contracts should be adhered to as much as possible. When it becomes absolutely necessary they can be broken, with the stipulation that the party that breaks the contract owes the other party some financial recompense for the breach. It's all business and not personal. There's a fine line between management pitching in an extreme case, and management consistently working. In the first case, you're not causing a teamster a job. I was grieved for working in one of our hubs on Dec 17th a couple years back. The volume came in 40k over forecast and every Teamster available, plus all the seasonal hourly help we could get our hands on, was working. I handed the steward my ID so he could spell my name properly, then directed him to the article where the contract allows management to work in only these cases, when necessary to service the customer and only if every available union employee within 1 hour of that building was working. The grievance was denied at arbitration. The next night our volume was in line with projections. I supervised. I didn't have a problem with the steward. Keep in mind you need to work with that person again in the future. The other case is if a union hourly is being laid off or sent home and management is working. This is a problem. It's not supposed to happen, and that's what the grievance process is for. The excessive unplanned absences are what the DISCIPLINE process is for. Most stewards I've worked with fought hard for those who came to work and respected the job. These same stewards usually had little time for those who were constantly absent for no reason. You defend the employee who wants to work, not the one who doesn't. That's how it should be. [/QUOTE]
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