1 avoiding the pits r. ross dunsmore dunsmore law june 27, 2012
DESCRIPTION
33 Dunsmore Law Part I – Grievance and Arbitration Who are you? What mandate do you have? Is there a role for Union?TRANSCRIPT
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1
AVOIDING THE PITS
R. Ross DunsmoreDunsmore LawJune 27, 2012
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22 Dunsmore Law
Agenda
Grievance Arbitration Termination Issues Negotiations The Freeze
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33 Dunsmore Law
Part I – Grievance and Arbitration
Who are you? What mandate do you have? Is there a role for Union?
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44 Dunsmore Law
You
Honor Honesty Principle
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55 Dunsmore Law
Mandate
The right thing The management way What you are told
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66
Union Role
Part of solution? Involvement? Recognize their needs No co-operation?
Dunsmore Law
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77 Dunsmore Law
Basics - Investigation
Why investigate? Fairness to employees Gather facts, photos Preserve evidence Tie down stories
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88 Dunsmore Law
Essential Investigation Principles
Sooner the better Listen Keep an open mind “Who”, “what”, “where”, “why” Take notes – lots and lots of notes!
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99 Dunsmore Law
Note Taking “No, No’s”
Do not editorialize No doodling No multiple events
Remember: what you write down might be exhibits at arbitration!!!
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1010 Dunsmore Law
Preserving the Evidence
Why? Keep all physical evidence Retain all notes Ask witnesses to sign notes or provide written
statements Video tape statements?
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1111 Dunsmore Law
Basic Discipline Involves
Investigation
Evidence
Progressive discipline
Arbitral intervention
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1212 Dunsmore Law
Discipline Is
Identify misconduct Explain correct conduct Set penalty Explain implications for future
misconduct
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1313
Discipline Purpose
To correct unacceptable behaviour To rehabilitate To build a record
Dunsmore Law
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1414
Discipline Implications
Impact on other employees? Implication of failure to discipline Unsupported supervisor Unregulated employee
Dunsmore Law
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1515 Dunsmore Law
Discipline
Termination is secondary
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1616 Dunsmore Law
Authority to Discipline
Management rights Specific penalties
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1717 Dunsmore Law
Restrictions on Discipline
Collective agreement Policies, rules Past practice
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1818 Dunsmore Law
Mitigating Factors
Seriousness of the misconduct Provocation / Premeditation / Momentary Employee state of mind Seniority Consistency Condonation Apology
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1919 Dunsmore Law
Progressive Discipline
Goal: to correct behaviour through escalating disciplinary responses
Usual steps: Oral warning Written warning Suspensions Discharge
No time off?
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2020 Dunsmore Law
Culminating Incident
Event justifies discipline Degree of discipline based on record Bad record = severe discipline
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2121 Dunsmore Law
Zero Tolerance Policies
Discharge in all cases? Discharge on first offence? Effect of “zero tolerance” policies at
arbitration Mitigating factors
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2222 Dunsmore Law
Collective Agreement Basics
Limits employer rights Gives Union and Employee rights Defines procedures Is enforceable by arbitration
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2323 Dunsmore Law
Grievance Basics
Problem solving Doing right thing Or supporting management
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2424 Dunsmore Law
Process Basics
Individual versus Union? Time limits Consistency
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2525
Mediation – Arbitration
Clear the docket Delay, delay, delay Come to dance Take you ball home
Dunsmore Law
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2626
Speedy Arbitration
Shared interest Right arbitrator Exchange of documents Will says in advance Submissions in advance
Dunsmore Law
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2727
Different Models
Important issues – normal Test case precedent – speedy Minor dispute – 5 minutes!
Dunsmore Law
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2828
Arbitration Basics
All disputes Interpretation Application Violation
Dunsmore Law
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2929
Arbitral Authority Basics
Apply ESA Apply Human Rights Code Cease and desist Damages – specific, general
Dunsmore Law
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3030
Arbitrator or Other Tribunal
Who do you want? Who can you pick? Who knows your business? Who cares about you?
Dunsmore Law
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3131
Remedies
One off or ongoing Context or short term Shared responsibility Any remedy?
Dunsmore Law
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3232
Part II – Termination Issues
Last chance agreements Med-arb Options Buy outs Violence in workplace
Dunsmore Law
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3333
Incompetence
Start sooner Non - union- business decision Union - process - educate, assess, act Use buy out Value of reinstatement rights Demotion
Dunsmore Law
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3434
Common Law Severance
Ignoring reinstatement rights Computer imposed contracts Changing bonus contracts Balancing the power Being older – so?
Dunsmore Law
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3535
Frustration
Unforeseen event Innocent, insured absenteeism Loss of own occupation coverage Loss of seniority Take bull by horns
Dunsmore Law
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3636
Part III – Bargaining
Dunsmore Law
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3737
Bargaining Philosophy
Why are you there? What are you supposed to do? What is your mandate? To whom do you report?
Dunsmore Law
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3838
Bargaining Philosophy
Not they take, we give Not, how little do I give away What’s in it for Employer?
Dunsmore Law
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3939
Bargaining Philosophy
Decide: work with Union or battle? Unionized employees are still your
employees
Dunsmore Law
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4040
Preparation
“The most important thing is preparation”
Dunsmore Law
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4141
Preparation
What difference does a Union make? Tough-minded Political Aggressive Dumb Expensive
Dunsmore Law
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4242
Preparation
Local vs. National Who is in charge? How to communicate?
Dunsmore Law
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4343
Test for Issues
Demonstrated Need Sensible solution – practicability, cost,
efficiency What are comparable doing? Are comparables comparable?
Dunsmore Law
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4444
Industry Comparables
The bigs The similar sized The precedent setters Inside-outside Discover details
Dunsmore Law
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4545
Other Relevant Information
Government Municipalities Local industry CPI Electricity costs
Dunsmore Law
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4646
Importance of Language
Quality of drafting Always draft Duty to draft well Rules – every word means something. Use
same word to mean same thing His/her, their
Dunsmore Law
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4747
Saying NO
NO No with explanation No by ignoring No by asking questions No by preparing for strike
Dunsmore Law
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4848
Time of Bargaining
Midnight? Business-like Deadlines
Dunsmore Law
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4949
Packaging
Tit for tat One off’s Groups Language only Money only The deal
Dunsmore Law
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5050
At the Table - Strategy
The Funnel When to hold When to fold Arbitration vs. strike
Dunsmore Law
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5151
Cutting the Deal
NOW LATER
Devil in the details Always draft Never quit Do the deal
Dunsmore Law
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5252
Bad Centralized Bargaining
Lowest common denominator Loss of control No local character Monetary consequences
Dunsmore Law
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5353
Good Centralized Bargaining
Uniform language Control No screw ups Total compensation
Dunsmore Law
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5454
Employer Responsibility
Information sharing Knowing the other side Recognize implications Being accountable
Dunsmore Law
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5555
Salary Compression
Don’t No linkage Build in pay equity Pay properly
Dunsmore Law
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5656
Toronto Brinkmanship
A determined plan Great influencing Stronger will Take back excess Greed and politics
Dunsmore Law
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5757
Influences
Early communication Knowing your capacity Strike planning Showing your hand Being frank and upfront
Dunsmore Law
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5858
Bill 55
You get what you deserve Faster arbitration at OLRB? Freeze management? Politics
Dunsmore Law
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5959
Ability to Pay
Who is the enemy? Explaining comparables Evidence of inability Evidence of consequences Irrefutable claims? Proof not posture
Dunsmore Law
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6060
Using Counsel better
Pre plan Prepare well Share early Justify need for change Eliminate options
Dunsmore Law
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6161
Bargaining With Fire
Cut to the chase Demand things back Prove your case Go to conciliation Go to arbitration Don’t delay
Dunsmore Law
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6262
The Freeze
Get out from under Freeze changes collective agreement Rule making stops Status quo Speed kills
Dunsmore Law
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63
AVOIDING THE PITS
R. Ross DunsmoreDunsmore LawJune 27, 2012