ll 2010 spring–fa

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www.ilr.cornell.edu/mgmtprog/LR

SpringFall2010

www.ilr.cornell.edu/mgmtprog/lr/new

The nations resource choice

for labor relations:

Collective Bargaining

Contract Administration

Customized On-site Training

Technical Assistance

L A B O R R E L AT I O N SP R O G R A M

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Cornells Labor Relations Program

Forging 21st Century Skills for theContemporary Workplace

Do you have the practical tools to intercede in yourorganization?

Can you engage in healthy collaboration that achievesbeneficial outcomes?

Cornells Labor Relations Open Enrollment Program

Provides the most valued information and assistance in the field.

Share perspectives, experiences, and expertise with participants fromthroughout the United States and the world.

Collective Bargaining Studies program offers an unmatched source of

information, strategy, and skill-building for individuals heading to thebargaining table.

Contract Administration Studies program is a comprehensive course ofstudy focusing on life under an existing collective bargaining agreement.

Customized Training Programs For Your Sector,Industry and Organization

Cornells Customized Training Programs are presented through the lens of a

particular sector, industry, or your organization and are offered throughoutthe United States and internationally. ILR has designed and deliveredcustomized training programs for manufacturing, health care, and hospitalityindustries, as well as the public education and federal sectors.

ILR is the On-Site Resource of Choice for:

Certificates in Collective Bargaining and Contract Administration

National and international training capability, including train-the-trainerprograms

Facilitation assistance for bargaining teams readying for negotiations

For program questions contact:Jasminy Joe at 212-340-2874 or [email protected]

Training Locations

New York City: 16 East 34th Street, 6th Floor

Ithaca, NY: ILR Conference Center, Garden Avenue

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Sample Customized Programs. . . . . . . . . . . . . . . . . . . . . 2

Blended Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

On-site Training Programs . . . . . . . . . . . . . . . . . . . . . . . . 3

Collective Bargaining Immersion Program. . . . . . . . . . . 3

Contract Administration Immersion Program . . . . . . . . 3

Labor Relations for Managers. . . . . . . . . . . . . . . . . . . . . 3

Certificates

Contract Administration Studies . . . . . . . . . . . . . . . . . . . 4

Collective Bargaining Studies . . . . . . . . . . . . . . . . . . . . . . 4

WorkshopsContract Language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Dynamics of Labor Negotiations . . . . . . . . . . . . . . . . . . 10

Effective Collective Bargaining Skills and Strategies . . . . . 7

Effective Discipline for a Unionized Environment . . . . . . 11

Effective Grievance Handling . . . . . . . . . . . . . . . . . . . . . 12

Increasing Effectiveness in Arbitration . . . . . . . . . . . . . . 14

Interest-Based Bargaining. . . . . . . . . . . . . . . . . . . . . . . . . 9

Investigation Tools and Techniques. . . . . . . . . . . . . . . . . 13Labor-Management Strategies for

Organizational Change . . . . . . . . . . . . . . . . . . . . . . . 15

Labor Relations for Managers . . . . . . . . . . . . . . . . . . . . 16

Labor Relations Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Preparation for Collective Bargaining . . . . . . . . . . . . . . . . 6

Registration Form . . . . . . . . . . . . . . . . . . . . . . Inside Back

Registration Information . . . . . . . . . . . . . . . . Back Cover

TableofContents

Labor

RelationsProgram

Cornell ILR has been designated as aHuman Resources Certification Institute (HRCI)approved provider. For more information aboutrecertification credits toward your PHR or SPHR,please visit www.hrci.org or our website.

This symbol throughout the catalog indicates approved workshops.

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2 | R e g i s t e r a t w w w . i l r . c o r n e l l . e d u / m g m t p r o g / l r / n e w

LaborRelations

|Services

Sample CustomizedPrograms

Union-management partnerships are a crucial and effective vehicle

for workplaces. With labor relations taking center stage at automobile

manufacturers, hospitals and retailers, among others, this issue remains as

timely as ever. ILR serves as a partner and consultant to a diverse client base,

helping develop and adapt collective bargaining and contract administration

strategies and practices, and advising on labor management interactions.

The work is highly specialized and many engagements are designed to meetthe specific needs of an organization. For example:

Developed a comprehensive educational partnership with an international

air carrier that taught collective bargaining skills to more than 100

employees and managers.

Conceived and executed a six-year labor-relations training initiative for

public education executives in New York state, focusing on contract

administration and collective bargaining.

Designed and implemented train-the-trainer programs for major hospitality

and oil industry organizations, resulting in comprehensive, readily

transferable skills training for thousands of supervisors and managers.

Led a three-year educational initiative with a multinational oil corporation,

providing a comprehensive education and consulting program focused

on helping HR professionals master core labor-relations.

Cornell Blended Learning. Onsite Opportunities.The Ultimate Resource for Developing Your People.

Blended learning for individuals and organizations combines professional

development options in a powerful and cost-effective way. Blended learning

is a continuous process that combines multiple levels and methods of

professional development initiatives. It allows you to balance training costs

and program development time and to optimize your business results. Let

Cornell become your organizations comprehensive resource for people

development by blending the best of proven adult-learning methods,including:

Standard or customized on-site programs delivered at your location

Open-enrollment workshops held at Cornells training and education

centers

Distance learning, synchronous and asynchronous options, including

partnership with eCornell Cornells elearning arm

In-person or webinar presentations, transfer of learning action plans,coaching, and other methods of applied skills-based training

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C a l l f o r I n f o r m a t i o n 2 1 2 - 3 4 0 - 2 8 7 4 | 3

LaborRelations

|Services

On-Site TrainingCornell ILR is nationally known for its customization of on-site labor relations

training. We have partnered with clients in virtually every industry and sector

to develop and deliver customized labor relations training for their employees.

Collective Bargaining Immersion ProgramAvailable exclusively as an on-site offering, this intensive three-day workshopis designed to ready your organizations bargaining team for upcoming

negotiations. Incorporating select components of Preparation for Collective

Bargaining (p. 6), Effective Collective Bargaining (p. 7), and Dynamics of

Labor Negotiations (p. 10), this workshop can be further customized to

address anticipated challenges at the bargaining table.

Contract Administration Immersion ProgramAvailable exclusively as an on-site delivery option, this three-day, intensive

program is designed for operational managers and human resource

professionals who need an in-depth immersion in labor relations. The

workshop is ideal for organizations that have recently become unionized,

have acquired a unionized facility, or are interested in succession planning in

the labor relations competency area. Topics covered include:

An overview of the National Labor Relations Act

Operating within the requirements of a collective bargainingagreement, including contract interpretation principles

Recognizing and implementing the just cause standard of discipline,

including Weingarten, communication, and documentation

Strategic grievance handling to ensure management is gaining

maximum benefit from the process, including dos and donts

of grievance processing and drafting grievance responses

Labor Relations for ManagersAvailable as an on-site offering, this highly customized workshop targets the

specific needs of managers working in a unionized environment, providing

a practical overview of labor relations essentials (see p. 16).

Labor RelationsOn-site Training for Your Organization

Let Cornell learn about your organizations training and

development needs and how we can help. Please contactJasminy Joe at 212-340-2874 [email protected].

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LaborRelation

s

|CertificatePrograms

Contract Administration StudiesManaging staff and operations within the confines of a collective bargaining

agreement requires a full understanding of contract terms, legal principles,

and grievance procedures. At least six workshops (four core and two

electives) totaling 60 units are required to earn this certificate.

Core Curriculum Page Units

Labor Relations Law* 5 12

Contract Language: Working Within It,Making It Work for You* 8 6

Effective Discipline for a Unionized Environment 11 12

Increasing Effectiveness in Arbitration 14 18

Electives (see below) 12

Total 60

Electives (Participants must take 12 units) Page Units

Effective Grievance Handling: From Step One to Arbitration 12 6

Investigation Tools and Techniques 13 6Labor-Management Strategies for Organizational Change** 15 6

Collective Bargaining StudiesThis certificate provides a comprehensive overview of the collective

bargaining process from pre-bargaining preparation to final sign-off. You

will need to complete at least six workshops (four core and two to three

electives) totaling 60 units.

Core Curriculum Page Units

Labor Relations Law* 5 12

Preparation for Collective Bargaining 6 12

Contract Language: Working Within It,Making It Work for You* 8 6

Effective Collective Bargaining 7 12

Electives (see below) 18

Total 60

Electives (Participants must take a minimum of 18 units) Page UnitsInterest-Based Bargaining 9 12

Dynamics of Labor Negotiations 10 6

Labor-Management Strategies for Organizational Change** 15 6

* Labor Relations Law and Contract Language can be applied to both Labor Relations certificates.

** Labor-Management Strategies for Organizational Change may be applied to onecertificate only.

Units

6 units are the equivalent of one day of training; 12 units are the equivalent of two days oftraining; 18 units are the equivalent of three days of training.

For specific questions about program content, contact Jasminy Joe at 212-340-2874 or [email protected].

Certificate Programs

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LaborRelations

|Workshops

$1495 | Course LR105

Labor Relations LawJanuary 25-26, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

May 6-7, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30September 27-28, 2010 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30December 15-16, 2010. . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Whether you are involved in the collective bargaining process, the

administration of a contract, or a representation election, it is necessary to

understand the National Labor Relations Act (NLRA) and its practical impact

on your workplace. This workshop covers:

The basic concepts of the NLRA Negotiation obligations and parameters

An overview of the representation election process

A legal framework for developing practical and effective solutions

for handling labor problems

Key Topics

Legal rights and limitations for companies and unions

Identifying and avoiding unfair labor practices The legality of employee participation and self-directed work teams

Employee activities that are protected by law

The duty to bargain

An employers bargaining obligations

Parameters for communicating with employees

The obligation to provide information

Representation cases

The election process and how it works

Establishing the appropriate bargaining unit

The employers rights and obligations during a union

organizing campaign

The legal and practical issues during union elections

Latest developments under the NLRA

Labor law implications of sales, acquisitions, and mergers

Who Wil l Benefit

Labor relations, human resource, and operations professionals as well as

attorneys who need a detailed overview of the National Labor Relations Act

Best Seller!Register early

to ensureyour place.

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Preparation for Collective BargainingMarch 1-2, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

May 10-11, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30October 18-19, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Strategic preparation is critical to successful collective bargaining. This

workshop focuses on determining the needs and interests of management

and the bargaining unit and aligning collective bargaining objectives with

overall business objectives. You will cover:

Establishing management objectives and bargaining positions

Setting managements collective bargaining priorities Computation of costs related to bargaining proposals and contract terms

Formulation of bargaining strategies on difficult economic and

operational issues

Key Topics

Assessment and preparatory research

Identifying internal and external factors that influence negotiations

Review of grievance and arbitration logs Obtaining input from supervisors and managers

Analysis and assembly of negotiation information

Bargaining unit demographics

Wage rates, benefits, and current cost data

Area surveys of wages and benefits

Surveys of settlements and industrial patterns

Determining management objectives and bargaining positions

Determining collective bargaining priorities

Setting operational and economic objectives

Anticipating union demands and formulating managements responses

Costing of economic items in the current contract and projected

collective bargaining agreements

Determining the cost of the current agreement before negotiations

How to determine the actual cost of percentage and dollar increases

Costing out additional days of paid time off

Cost considerations in a multiyear agreement

Identifying strike and settlement issues

Special Features

Case study analysis of complex economic and operational issues, group

presentations to a management team composed of experienced corporate

negotiators and strategists, and a panel discussion on current collective

bargaining trends, issues, and solutions.

Who Wil l BenefitLabor relations, human resource, operations, and finance professionals who

support or have responsibility for collective bargaining

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Effective Collective Bargaining Skillsand StrategiesMarch 3-4, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30May 12-13, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30October 20-21, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

The effective negotiation of a collective bargaining agreement requires a

thorough understanding of the negotiation process. This knowledge will

enable you to develop and implement negotiation strategies necessary to

achieve your objectives. This workshop covers:

Bargaining plans, strategies, and tactics

Preparing for face-to-face negotiation sessions

Handling negotiations at the bargaining table

How to obtain an agreement

Key Topics

Developing bargaining plans, strategies, and proposals

Steps to establishing an overall negotiation strategy Systems for managing the bargaining committee

Techniques for developing offers

Methods for resolving union proposals

Maximizing effectiveness at the bargaining table

Strategically presenting offers throughout bargaining

What to do during 11th-hour negotiations

How to settle the sticky issues and reach agreement A checklist for communications during negotiations

Preparing a memorandum of agreement

How to develop a strike contingency plan

Determining whether to use a mediator

Special Features

A full-day collective bargaining simulation in which participants negotiate ina small group setting against experienced labor relations professionals with

ample opportunity for ongoing, real-time feedback and discussion

Who Wil l Benefit

Labor relations, human resource, operations, and finance professionals who

represent or support management in collective bargaining

Prerequisite: Preparation for Collective Bargaining (page 6) or equivalent

experience

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|Workshops

$795 | Course LR205

Contract Language: Working Within It,Making It Work for YouFebruary 1, 2010. . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30March 5, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30April 9, 2010. . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30October 25, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30December 13, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

A collective bargaining agreement is a living document referred to by the

parties involved on a daily basis. Whether they are administering contract

language or proposing language at the bargaining table, this workshop isdesigned to provide labor relations practitioners with a solid, practical

understanding of what contract language means and how it will likely be

interpreted by an arbitrator in the event of a contract language dispute. This

one-day workshop covers:

A methodology for analyzing contract language disputes

Standards used by arbitrators in contract interpretation cases

Key contract clauses in collective bargaining agreements

Key Topics

Principles of contract interpretation

Determining how language is construed

Arbitrators views on contract language

The role and impact of past practice

Standards for defining/proving a binding past practice

The impact of past practice on the meaning of contract language

Termination of a past practice

Preserving managements rights

Understanding the source of managements rights

How managements rights can be affected by contract language

or past practices

How arbitrators view the doctrine of reserved rights

Drafting contract language

How to write contract language that means what you intended

Common drafting mistakes

Special Features

Case study practice in contract interpretation and drafting, and the opportunity

to hear an arbitrators view

Who Wil l Benefit

Labor relations/human resource professionals involved in the administration

or negotiation of collective bargaining agreements

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LaborRelations

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Interest-Based BargainingMay 4-5, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

December 9-10, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Interest-based bargaining frames negotiation as joint problem solving to

resolve each partys underlying issues, needs, and concerns. The process

works by encouraging the parties to focus on interests, not positions, and

to use communication and innovative thinking to identify superior solutions.

This two-day workshop is designed to convey both the theory and practice

of a systematic approach to bargaining by exploring how to:

Achieve better technical solutions Increase the likelihood of compliance

Improve the working relationships between the parties

Key Topics

How to gauge your own negotiating style

How power, rights, and interests can affect negotiation outcomes

How to focus on interests rather than positions

Improving the relationship of the bargaining parties Characteristics of successful negotiators

Understanding the concept of the best alternative to a negotiated

agreement

The importance of separating people from the problem

Generating various solutions before deciding what to do

How to deal differently with your constituents

What to do when the other side plays hardballSpecial Features

Realistic simulation exercises for hands-on learning

Who Wil l Benefit

Labor relations, human resource, and line managers and attorneys who

represent management at negotiations or who assist in bargaining

preparation

I want to commend you on the quality programs you provide to theHR community. I am pursuing the certificate program for Collective

Bargaining and am impressed with the content of the workshops, as well as

the knowledge and professionalism of the instructors. You are all tops!

Susan Parisen, PHR

Director, Human Resources

Survivor Technologies, Inc.

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lations

|Workshops

$795 | Course LR302

Dynamics of Labor NegotiationsMay 14, 2010 . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Success in negotiations turns on more than the exchange of offers at the

bargaining table. Understanding interpersonal dynamics and behaviors of

the individuals involved is a key component of successful negotiations. This

workshop is designed to increase your awareness and practical skills in:

Understanding your own reactions during bargaining and identifying

opportunities for contributing to the process, no matter what your role

How to conduct yourself during the bargaining process

Understanding and responding to personal tactics and behaviors by the

other side

Having an overall strategy for managing the dynamics of bargaining

Functioning as a unified bargaining team

Key Topics

Analyzing the personality roles of different members of the union

bargaining team Knowing your own hot buttons and automatic responses

How to listen as a member of the bargaining team

How to use and respond to aggressive, passive, and assertive behavior

Managing interpersonal conflicts during negotiations

The importance of pace in successful bargaining

Better understanding the actions and reactions that take place between

individuals during the bargaining process

Identifying sources of stress

Strategies for responding to stress and controlling the bargaining

Who Wil l Benefit

Labor relations/human resource managers and professionals; new and former

members of negotiating teams including note-takers, team members, and

spokespersons

Workshop instructors include Cornell faculty and some ofthe most qualified labor relations practitioners and neutralsin the country. They bring substantive knowledge and

real-world experiences into the classroom. You benefitfrom extensive case study analysis and simulations.

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Effective Discipline: Best Practicesfor a Unionized EnvironmentJanuary 27-28, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30April 6-7, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30September 29-30, 2010 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Your disciplinary decisions are subject to rigorous scrutiny. As a result, anyone

involved in formulating or implementing disciplinary decisions must have

command of the principles of progressive discipline as well as a solid

understanding of the best practices for administering discipline. At this

workshop, experienced arbitrators and labor relations professionals willprovide you with practical knowledge and insight about the discipline

process. You will learn how to:

Analyze discipline problems

Conduct disciplinary interviews

Prepare a disciplinary memorandum

Respond effectively and appropriately to disciplinary problems

Define and determine just cause

Key Topics

What is progressive discipline?

Key points in handling disciplinary interviews

An employees right to union representation

Guidelines for preparing warning notices

Identifying and establishing a past practice How past practices affect the disciplinary process

Criteria used by arbitrators in deciding discipline cases

Guidance for handling excessive absenteeism and alcohol

and drug abuse cases

When an employer can discipline for off-duty or off-premises

misconduct

Who Wil l Benefit

Labor relations, human resource, and operations supervisors and managers

involved in the administration of discipline

If you have specific questions about any of our workshops,

please contact Jasminy Joe at 212-340-2874 [email protected].

Stay an extraday to attendInvestigation

Tools andTechniques

(p. 13)

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lations

|Workshops

$795 | Course LR106

Effective Grievance Handling:From Step One to ArbitrationFebruary 2, 2010. . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30October 26, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Through this workshop, labor relations practitioners will develop the

knowledge, skills, and confidence necessary to promote productive, efficient,

and successful handling of grievances, ensuring that management is gaining

maximum benefit from the process. The workshop will cover:

The dos and donts of grievance processing

Evaluating a grievance in the context of the big picture Use of conflict resolution tools and influence strategies to achieve

managements overall objectives

Key Topics

The grievance procedure

Utilizing steps in the grievance procedure

Managing and adhering to deadlines

The impact of noncompliance with grievance procedures

Enforcing compliance with deadlines and processes

Grievance processing

Documentation best practices

Drafting grievance responses

Conducting the grievance meeting to secure maximum benefit

for management

Strategic grievance handling

Assessing the strengths and weaknesses of your case

Assessing the strengths & weaknesses of the unions case Identifying the unions motivation for pursuing a grievance

Evaluating the grievance in the context of the big picture

Operational ramifications and financial implications

Possible perceptions of management, the union, and rank-and-file

Grievance settlement

Generating and evaluating your settlement options

Negotiating grievance settlements

Reducing negotiation settlements to writing Making the decision to arbitrate

Special Features

Intensive case study analysis of complex contractual and discipline issues,

with ample opportunity to practice techniques and skills

Prerequisites: Contract Language (page 8) or equivalent experience

Who Wil l Benefit

Labor relations, human resource, and operations professionals responsible forcontract administration and grievance handling

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LaborRelations

|Workshops

$795 | Course LR102

Investigation Tools and Techniques:Developing Facts and EvidenceJanuary 29, 2010. . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30April 8, 2010. . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30October 1, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

A full and fair investigation of alleged misconduct is a critical component of

due process. This interactive workshop provides valuable information on

how to conduct an investigation of major workplace offenses that may result

in immediate termination and that are the likely subject of arbitration. This

workshop will cover: Analysis and investigation of major disciplinary offenses

Practical techniques for conducting investigatory interviews

How an arbitrator scrutinizes your investigation

Key Topics

Analyzing the standards and evidence used in arbitrations involving

major misconduct offenses, including scrutiny of the employersinvestigation

Key steps for conducting a thorough investigation

Techniques for authenticating evidence

Conducting interviews of management and rank-and-file employees

The effect of a concurrent criminal proceeding on your investigation

How other legal concerns, including workplace privacy laws, affect the

investigation

Case study practice

Who Wil l Benefit

Labor relations, human resource, and operations professionals who

investigate complex or serious matters in a unionized enviroment

Prerequisite: Effective Discipline (page 11) or equivalent knowledge

Cornell is well respected in the field of labor relations. Earning a Cornellcertificate in Collective Bargaining adds credibility to my position, and

contributes to my knowledge and expertise in the field. A person can trust

the quality and caliber of the program.Charles E. SmithHR Consultant

The Clorox Company

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Increasing Effectiveness in ArbitrationFebruary 3-5, 2010 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

May 3-5, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30October 27-29, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Contractual or disciplinary disputes that cannot be resolved by the parties are

ultimately tried and resolved in arbitration. Instructed by experienced

arbitrators and advocates, this workshop is designed for those who need to

develop a strategy for preparing or presenting evidence in a labor arbitration

case.

Key Topics

How to select an arbitrator

Assessing the strengths and weaknesses of your case

Evidence and testimony necessary to win an arbitration

How to frame an issue for arbitration

Techniques for presenting an opening statement

Guidelines for developing the theory of your case Approaches to identifying and preparing witnesses

Key points in preparing an opening statement

Understanding important evidentiary concepts

Approaches to evidentiary problems

Oral closing arguments and written briefs

Special Features

A mock arbitration exercise before an experienced arbitrator

Who Wil l Benefit

Labor relations, human resource, and operations professionals as well as

attorneys who present or prepare cases for arbitration

Prerequisites: Effective Discipline (page 11) and Contract Language (page 8)or equivalent knowledge.

Attending these workshops provided a valuable insight and hands-onexperience into the mechanics of labor negotiations. I feel much better

prepared to be at the negotiations table.Adam Nightingale

Director, Human Resources

Olean and Wellsville Operations, Dresser-Rand Company

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LaborRelations

|Workshops

$695 | Course LR306

Labor-Management Strategiesfor Organizational ChangeApril 9, 2010. . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30October 22, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Union-management partnerships can be an important and effective vehicle

for designing and implementing improvements in the workplace and for

building relationships with suppliers, customers, and the community. This

workshop will help you to assess the potential benefits of labor-management

collaboration to your own organization and will provide you with a set of

practical tools and processes that you can apply in your work environment.You will also learn:

A process of initiating or improving your own partnership efforts

How to get started in the process

Contemporary review of successful outcomes achieved through

collaboration in a variety of industries

Key Topics

The basics

Why partner?

How the labor-management relationship fits into organizational

change and survival

What do basic labor-management partnership activities look like?

Partnership possibilities

Vehicle/equipment purchases

Work redesign Suppliercustomer relationships

Health and safety committees

Training and apprenticeship programs

School-to-work programs

Labor relations systems

Getting started

Laying the foundation for an effective labor-management relationship

Planning for the future Designing appropriate strategies for labor-management collaboration

Improving labor-management effectiveness

What makes partnerships work?

Why do partnerships fail?

Assessing your own efforts

Who Wil l Benefit

Labor relations, human resource, and operations professionals who interactwith the union on a regular basis

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lations

|Workshops


Labor Relations for Managers:Managing Effectively in a Unionized

EnvironmentApril 22-23, 2010 . . . . . . . . . . . . . . . Albany . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30November 3-4, 2010. . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Managers in a unionized workplace are challenged to manage effectively

within legal and contractual parameters. This workshop addresses the

specific needs of managers working in a unionized environment, giving them

a solid understanding of labor relations. Case studies and interactive real-world training exercises provide the opportunity to put your newly acquired

skills to work, assuring the transition from the classroom to the workplace.

Key Topics

Practices, laws and policies in labor relations management

The relationship between the law and the collective bargaining

agreement

Understanding and managing the collective bargaining agreement The scope and breadth of management rights

The meaning and application of past practices

The components of just cause including due process and the right

for union representation

Dos and donts of counseling employees

Fact-finding and investigation

Progressive discipline

Grievance handling and resolution

Who Wil l Benefit

Managers working or preparing to work in a unionized environment

One of our most in-demandon-site offerings! Customized content relevant

to your Industry

Faculty with both public and privatesector Labor Relations expertise

Train-the-Trainer versions of thisworkshop also available

To schedule an On-site program,

or for questions, contact Jasminy Joeat 212-340-2874 or [email protected]

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|RegistrationForm

Part ic ipant Information

Name ___________________________________________________________________

Title_____________________________________________________________________

Organization _____________________________________________________________

Address (Office)___________________________________________________________

City ___________________________________ State _________ Zip _______________

Phone (_______) ________________________ Fax (_______) _____________________

E-mail ___________________________________________________________________

Address (Home)___________________________________________________________City ___________________________________ State _________ Zip _______________

Student I.D. No. ___ ___ ___ ___ ___ ___ ___ ___ ___

Check here to receive a 15% discount off the registration fee for governmentand not-for-profit organizations

Check here if you have previously attended a workshop

Workshop Select ion

Course # Course Title Date Location Price

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

L K S 1 A B C D E F G H Total Price $ ____________

Payment Method

Late cancellations/transfers incur a 25% charge. No-shows and cancellations not inwriting incur a 100% charge. Cancellations and transfers must be in writing and arriveat Cornell 5 business days before the workshop date to avoid a charge.

Signature of Registrant__________________________________________________

Please check one of the below payment methods:

CHECK ENCLOSED, payable to Cornell University ILR, for $ ___________________LETTER OF CREDIT: AttachedPURCHASE ORDER: Attached

CREDIT CARD: AMEX Discover MasterCard VisaTYPE OF CREDIT CARD: Personal Corporate

Card # ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___

3-Digit Code (back of card) ___ ___ ___ 4-Digit Code (AMEX only) ___ ___ ___ ___

Name as on Card ___________________________________________ Exp. Date___

Signature__________________________________________________ Amount $ __

PAYMENT OF BILL IS AUTHORIZED BY:

Payment or payment guarantee (such as a Purchase Order) is expected at the time of

registration. If a PO or other guarantee of payment will be submitted from your organization,your manager must sign the registration form taking responsibility of payment. You may payby credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR.

Name of Registrants Manager (Type or Print) __________________________________

Title of Registrants Manager (Type or Print) ____________________________________

Signature of Approving Manager__________________________________________(The signing manager accepts the full terms of the cancellation policy above)

Mail to:ILR Customer Service CenterCornell University, ILR School, Ives HallIthaca, NY 14853-3901Fax to: 607-255-9826

(Please copy to register additional people.)

(Please enter your Social Security number if you wish to obtain CEUs)

Registration Form

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