ESLI23-Human Resources & Labor Relations

HUMAN RESOURCES & LABOR RELATIONS

JULY 27-28, 2023

DAVID DOWNEY, FIRE CHIEF (RETIRED)

OTTO DROZD FIRE CHIEF (RETIRED)

SPONSORED BY:

To: ESLI participants

Reference: Human Resources and Labor Management

Dear participants,

We extend our sincere gratitude for your interest in the Emergency Services Leadership Institute (ESLI) program. We are eagerly anticipating your presence at the upcoming Human Resources and Labor Management session, scheduled for July 27-28, 2023, at the North Port Fire Station 86, 19955 Preto Blvd., Venice, FL 34293.

The session will commence promptly at 0800 hours. It forms an integral part of the comprehensive sixmodule program designed to equip you with the necessary skills and knowledge to tackle the management and leadership challenges that confront the fire and emergency medical services today and in the future.

Attached to this message, you will find a program outline containing essential information, a brief course description, and a list of expected outcomes and competencies. We request that you review these materials before attending the session. Our aim is to foster an environment that encourages active student engagement and interaction while addressing topics that are relevant to your needs.

Our objective is to enhance the practical outcomes that you can implement within your respective organizations. To achieve this, we encourage you to familiarize yourself with the subject areas and bring along your department policies pertaining to these topics. This will enable us to address real-world issues and provide meaningful solutions. Specifically, we invite you to share information and discuss your organization's Human Resources and Labor Management challenges, successes, failures, and ongoing concerns in this domain. Effective participation and open communication from all participants are crucial to addressing these challenges and finding beneficial solutions.

The program is designed to incorporate various teaching methodologies, including lectures, class discussions, presentations, group exercises, role-playing, and case study analysis. We believe that a dynamic learning environment that encourages questions, discussions, diverse perspectives, and the exploration of best practices will yield the most valuable outcomes.

The extent to which you prepare and engage in the program will directly influence the value you derive from it.

Once again, we express our appreciation for your interest in ESLI. We eagerly anticipate your attendance in July.

Respectfully,

Otto Drozd III, Fire Chief (Retired)

David Downey Fire Chief (Ret.)

IAFC/NFPA Metropolitan Fire Chiefs Association Miami-Dade Fire Rescue

WORKSHEET: PLAN OF INSTRUCTION

COURSE DESCRIPTION COURSE OUTLINE

This module will focus on a variety of Human Resource issues and is designed to address concerns ranging from employee recruitment and retention issues, equal employment laws, the collective bargaining process, and the disciplinary process with an emphasis on progressive discipline. The hiring process will be examin ed and discussion will focus on retention and promotional criteria. Team exercises and interactive participation will be part of the learning methodology.

This fundamental module involves the ability to design and implement strategies that maximize employee potential and foster high et hical standards in meeting the organization's vision, mission, and goals. Effective managers should provide leadership in setting the workforce's expected performance levels commensurate with the organization's strategic objectives; inspiring, motivating, and guiding others toward goal accomplishment; and empowering people by sharing power and authority. Integral to promoting quality involves effective use of the organization's performance appraisal system. This includes establishing performance standards, appraising staff accomplishments using the developed standards, and taking action to reward, counsel, and discharge employees, as appropriate.

Current issues in human resource and labor management relationships will be discussed. Qualified experts will share information on contemporary labor laws relating to grievance procedures and the collective bargaining process with attention given to the concept of Interest-Based Bargaining, as well as information on other pertinent legal issues. The grievance and progressive disciplinary process will be discussed in detail with case study and experiences lending to this learning process. The rationale for both adversarial and cooperative experiences in labor management relationships will be examined with a focus on a changing demographic workforce and respecting differences. Valuing cultural diversity and other differences must be appreciated to foster an environment in which people who are culturally diverse can work together cooperatively and effectively in achieving organizational goals.

Leaders should be able to assess employees' unique developmental needs and provide developmental opportunities that maximize employees' capabilities and contribute to the achievement of organizational goals while at the same time developing leadership skills in others through coaching and mentoring. They must also foster commitment, team spirit, pride, trust, and group identity while taking steps to prevent situations that could result in unpleasant and embarrassing confrontations, internal and external to the organization. Resolving conflicts in a positive and constr uctive manner includes promoting labor and management partnerships and dealing effectively with employee relations matters, attending to morale and organizational climate issues, handling administrative, labor management, and EEO issues, and taking appropriate and consistently-applied disciplinary action when other means have been unsuccessful.

TIMEFRAME 2 Days

MATERIALS / AIDS

OBJECTIVES

Human Resource – Role and Responsibility

Equal Employment Opportunity

Discrimination and Harassment

Family and Medical Leave

Worker’s Compensation

Recruitment, Selection, Retention, and Promotion

Performance Management and Appraisal

Building and Maintaining High Performance Teams

Increasing Staff Effectiveness

Valuing and Managing Diversity

Changing Demographics in the Workforce

Labor Law

Labor Management Relationship

Labor Management Relations in Government

The Collective Bargaining Process

Contract Negotiation Strategy

Conflict Resolution

Interest

Based Bargaining

The Grievance Process

The Disciplinary Process and Progressive Discipline

PRESENTATION

COMPETENCIES: A participant will

 Appreciate the value of effective human resource management and its impact on the organization.

 Understand the principles of recruitment and selection from a legal and organizational viewpoint.

 Be able to address issues that contribute to employee retention.

 Be able to develop promotional criteria consistent with organizational needs.

 Understand current human resource issues that affect the fire and emergency services profession.

 Understand the relationship between labor and management.

 Understand key issues affecting labor and management cooperation.

 Be able to articulate specific issues concerning pertinent labor law.

 Understand issues relating to the EEOC, ADA, FMLA, FLSA, and Worker’s Compensation, as well as other laws that guide the fire service workforce.

 Be able to articulate specific issues concerning the collective bargaining process.

 Be able to devise a strategy for effective collective bargaining negotiation.

 Understand and be able to articulate the issue of interest-based bargaining.

 Be able to differentiate various models of a grievance process and develop a grievance process that is effective.

 Understand and be able to apply the concept of progressive discipline.

 Be able to provide reform for an existing ineffective disciplinary process. Understand the differences between the various generational groups that make up the fire and emergency services workforce.

 Be able to develop strategies that will co mpliment the skills, attitudes, and viewpoints of a multi-generational workforce.

 Understand the importance and various models of effective performance management and evaluation process, as it relates to mentoring, performance monitoring, problem solving, empowerment, and organizational effectiveness.

 Be able to articulate and develop an instrument that that addresses performance needs and employee evaluation.

 Be able to differentiate philosophies regarding pay-for-performance versus conventional evaluation instruments and non-conventional feedback systems.

 Understand the concept of empowerment and the skills and knowledge necessary to engage and enable employees with a focus on responsibility and accountability.

1. On a scale of 1-10, with 10 being the highest, where does your department’s management/labor relationship stand?

2. Who, or what groups are responsible for ma intaining the relationship between labor and management?

3. What does a healthy management/labor relationship look like?

4. What lessons have you learned along the way that have sustained or improved that relationship?

5. If the relationship was strained or poor previo usly, what strategies/efforts were employed to improve the relationship?

6. What is the role of labor relating to each of the following?

a. Negotiations

b. Discipline

c. Political influence

d. Policy implementation and compliance

e. Professional development

7. As an aspiring or promoted officer, what would you have liked to have been taught or shared with you about your role in the management/labor relationship?

8. Has your budget increased/decreased, stayed the same over the last 5 years?

a. What are your revenue sources?

b. What factors affect increase or decrease to the budget?

9. Approximately what percent % of your department’s budget is for personnel?

a. General operating/

b. Capital?

c. Long term debt?

10. Does your department have a Strategic Plan? Recent? Time specific?

a. How does the Plan affect execution of its mission?

11. List two major issues your department is facing within the next 5 years?

9. How is your relationship with your elected officials? (Local, State, Federal)

10. What strategies or best practices do you implement to attract, develop, and retain a skilled and diverse workforce in the fire service?

Interest-Based Bargaining: A Collaborative Approach to Labor-Management Negotiations

By: Otto Drozd III

Interest-based bargaining (IBB) is a collaborative negotiation approach that aims to create mutually beneficial agreements between labor and management. Unlike traditional adversarial bargaining, which focuses on positions and concessions, IBB emphasizes the identification of underlying interests, problem-solving, and fostering constructive relationships. This paper provides an overview of the key principles and steps involved in implementing an interest-based bargaining process. It also highlights the benefits of IBB and its potential challenges.

Introduction

Interest-based bargaining (IBB) is an alternative approach to labor-management negotiations that seeks to enhance collaboration and produce more sustainable agreements. Unlike positional bargaining, which often leads to win-lose outcomes, IBB focuses on interests, problem-solving, and fostering positive relationships.

Key Principles of Interest-Based Bargaining

1.1 Identifying Interests

In IBB, the parties involved explore their underlying interests, needs, and concerns rather than clinging to fixed positions. This allows for a deeper understanding of the motivations behind each party's desired outcomes.

1.2 Generating Options

IBB encourages creative brainstorming and the generation of multiple options that meet the interests of both labor and management. By expanding the range of potential solutions, parties can find mutually beneficial agreements.

1.3 Objective Criteria and Fairness

To ensure fairness and objectivity, IBB relies on using external standards or criteria as benchmarks for decision-making. This helps minimize biases and subjective judgments during negotiations.

1.4 Separating People from the Problem

IBB emphasizes the separation of individuals from the issues being negotiated. By focusing on the problem rather than personal attributes, the parties can engage in constructive dialogue and collaboration.

Steps in Implementing Interest-Based Bargaining

2.1 Relationship Building

Building a positive relationship based on trust, open communication, and respect is crucial for a successful IBB. Parties should invest time and effort into creating a cooperative negotiation climate.

2.2 Training and Education

Providing training and education on interest-based bargaining principles and techniques to both labor and management can enhance their understanding and facilitate effective implementation.

2.3

Joint Problem-Solving and Option Generation

Engaging in joint problem-solving sessions, facilitated by a trained neutral party if necessary, helps parties explore common interests, generate options, and expand the range of potential solutions.

2.4 Evaluation and Decision-Making

Parties evaluate the generated options against objective criteria and select the solutions that best meet their interests. Consensus-based decision-making is encouraged to ensure broad support.

Benefits of Interest-Based Bargaining

3.1 Enhanced Communication and Collaboration

IBB fosters improved communication, collaboration, and understanding between labor and management, leading to more productive and sustainable agreements.

3.2 Win-Win

Outcomes

By focusing on interests and jointly exploring options, IBB can lead to mutually beneficial outcomes that satisfy the needs and concerns of both parties.

3.3

Improved Labor-Management Relations

Implementing IBB can contribute to the development of positive labor-management relationships, which can have long-term benefits for organizational productivity and employee satisfaction.

Challenges in Implementing Interest-Based Bargaining

4.1 Resistance to Change

Adopting an interest-based bargaining approach may face resistance from those accustomed to traditional positional bargaining methods.

4.2

Skill Development

Implementing IBB effectively requires training and skill development for both labor and management representatives. Acquiring the necessary negotiation and problem-solving skills can be a challenge.

4.3 Time and Resource Requirements

The collaborative nature of IBB often requires more time and resources compared to traditional bargaining approaches, as it involves extensive joint problem-solving and option generation.

Conclusion

Interest-based bargaining offers a collaborative and constructive approach to labor-management negotiations. By focusing on interests, generating options, and building positive relationships, IBB can lead to more durable and mutually beneficial agreements. Despite its challenges, implementing IBB holds the potential for enhanced labor-management relations and improved organizational outcomes.

References:

Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.

Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation: Readings, Exercises, and Cases. McGrawHill Education.

Rubinstein, S. A., & McCarthy, J. E. (2002). Interest-Based Bargaining: A User's Guide. Federal Mediation and Conciliation Service.

Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin Books.

OpenAI (2023). This paper was generated with the assistance of an AI language model

INTRODUCTIONOF INSTRUCTORS

•ReviewofOutline/ CourseInformation

•Theneedforthisprogram

FACILITATORNOTES

Instructorresponsibilities

No“onesizefitsall”application

Informationisadaptabletovariousorganizations

Wealldobetterwhenwealldobetter

Youwillgetfromthisprogramwhatyouputintoit

STUDENTREQUIREMENTS

•Punctuality

•Attentiveness

•Respectfortheopinionofothers

•Phonesofforcompletelysilencedunlessduring scheduledbreaks

•Participationinclassdiscussionandactivities

•ParticipationinIndividualandGroupLearningActivities

•Analysisandsynthesisofobjectivesandactivities

•CourseEvaluation

AnticipatedBeneficialOutcome

NUGGET

Employeeswhoare searchingforanswers typicallyfillintheblanksif noanswerisforthcoming

HUMANRESOURCEROLEANDRESPONSIBILITY

GOALSinclude:

Attractingqualifiedapplicants

Retainingdesirableemployees

EncouragingandMotivating

SuccessionDevelopment

TrainingandRetrainingatalllevels

Ensuringapathtosuccession

HUMANRESOURCERESPONSIBILITIES

Improvethe‘BOTTOMLINE’by:

Increasingproductivity

Enhancingthequalityofworkenvironment

Increasinglegalcompliance

Gainingcompetitiveadvantage

Assuringworkforceflexibilityandadaptability

NewPosition…Newchallenges!!!

LEADERSHIPCHALLENGES

EMPOWEREDDECISIONMAKING

ORGANIZATIONALSTRUCTURES

CULTURALINFLUENCES

ORIGINANDTYPEOFPOWER

KNOWLEDGE-BASEDORGANIZATIONS

LEADERSHIPCHALLENGES

EMPHASISONMISSION,VISION,ANDVALUES

TRANSFORMATIONALLEADERSHIP

EMBRACINGTECHNOLOGY

LESSONSLEARNEDFROMPASTCRISIS

(ECONOMIC–PANDEMIC)

NUGGET

Problemsthatareignored cannotberesolved

BUILDINGANDMAINTAINING

HIGHPERFORMANCETEAMS

ThreeCriticalExternalInfluencesAffecting Today’sFireService

Political Environment

Economic Environment

Public Perception oftheFire Service

BUILDINGANDMAINTAINING

HIGH-PERFORMANCETEAMS

FireServiceEcosystem ecosystem,thecomplexoflivingorganisms,their physicalenvironment,andalltheirinterrelationshipsin aparticularunitofspace.

GROUPEXERCISE

YOUNEEDFOLLOWERS

•MAKEOTHERSFEELVALUABLE

•PROMOTEYOURVISION

•TREATOTHERSASYOUWOULDWANTTOBETREATED

•TAKERESPONSIBILITYFORYOURACTIONS&THOSEOFYOURGROUP

•PRAISEINPUBLIC–CRITICIZEINPRIVATE

•TAKETHETIMETOSEEANDBESEEN(MBWA)

•MAKETHEBEST,LOGICALUSEOFTHE90%RULE

MANAGEMENTPHILOSOPHY

•RespectandCaring/BuildingTrust

•LaborandManagementCooperation

•ResponsibilityandAccountability

•EnablingFreeDecisionMaking

•ContinualLearning

•AttentiontoDetail

•GoodAttitudeandSelf-Discipline

•ProfessionalismatAllTimes

•InvolvementandParticipation

•Dountoothersas…

INSTILLTHECONCEPTOF…

• MISSION,VISION,ANDVALUE • ORGANIZATIONALPHILOSOPHY • EMPLOYEESELF-ASSESSMENT

• JOBVS.CAREER • THEIMPORTANCEOFEFFECTIVECOMMUNICATION

• THEPOSITIVEIMPACTOFPARTICIPATION

CHARACTERISTICSOFAFIREFIGHTER IMAGE RESPECT INTEGRITY PRIDE

RESPONSIBILITY

OWNERSHIP

BROTHERHOOD/SISTERHOOD ATTITUDE VOLUNTEERISM

ATTITUDE

Ourlivesarenotdeterminedbywhathappens tous,buthowwereacttowhathappens:not whatlifebringstous,butbytheattitudewe bringtolife.

Apositiveattitudecausesachain reactionofpositivethoughts,events,and outcomes.Itisacatalyst…asparkthatcreates extraordinaryresults.

NEWEMPLOYEEINTERVIEWS

Whatisthereasonforinterviews?

Whyareinterviewsimportant?

Howdointerviewsaffecttheorganization?

Whatisyourroleintheinterviewprocess?

InterviewProcessDISCUSSION

Determinetheintendedgoal

SignificanceofMission/Vision/Values

Addressorganizationalissuesandconcerns

Concentrateonlong-termimpact

Useopenendedquestions

Identifythebestmethodology

Involvethoseinthesamerole

Considercommunityinput

HiretheCharacter TeachtheSkills

GROUPEXERCISE

NUGGET

Thereisahugedifference betweenthe‘past’and ‘pasttradition’

SuccessionDevelopment

“Therearetwokindsofpeopleinorganizations–Thosewith20 yearsofexperienceandthosewithoneyearofexperience repeated20times.”

GeneDalton,BYU

“Weputgoodpeopleinjobsbeforetheyareready”

PepsiCompany

“Plansdon’taccomplishwork.

Goalchartsonthewallsdon’taccomplishwork…

it’speoplewhogetthingsdone.”

GeneralColinPowell

SuccessionDevelopment

Structuresthesuccessionplanning paradigmasamorepragmatictool.

Definition:Aprocessforidentifyinganddeveloping internalemployeeswiththepotentialforfillingkey positionsinthefuture.

FundamentalHRresponsibilitiesinclude…

Attracting qualified applicants

Succession Development

Retaining desirable employees

Trainingand Retrainingat alllevels

Encouraging and

Motivating

Ensuringa pathto Succession

Goal

‘Stepping-stone’vs.

PERSONNELandPERSONALdevelopment

Whatisyourdepartmentdoingtoenhancethelearning competencyanddevelopmentofyourpersonnel?

WhatareYOUdoingtoenhanceyourlearning competencyanddevelopment?

Improveyour‘BOTTOMLINE’by…

Increasingproductivity

Enhancingthequalityoftheworkenvironment

Gainingcompetitiveadvantage

Assuringworkforceflexibilityandadaptability

Creatinga‘DESTINATION’department

Retirement

MobileWorkforce

SkillsMayNotMatchOrganizationalNeeds

LossofInstitutionalKnowledge

ReplacementPlanning

TalentPoolReplacement

CrisisManagementAvoidance

TheFireServiceisstillunique…with longtermcareersstillanormal occurrence.

Replacementplanningismore expensivethansuccessionplanning.

SuccessionDevelopmentallowsemployeestoexpress theiraspirationsforcareeradvancementinasafe, positive,andcomfortableenvironment.

Symptoms

Criticalretentionrisksincriticalroles

Difficultyrespondingtolossoftalent

Timetofillvacanciesislong

Complaintsofunfairdecisionsinpromotions

Lackofdiversity

FundamentalChallenges

OwnershipandSupport

MoreConcentrationonPlanningthanOutcome

ComplexCompetencyProfiles

AssumingSuccessatOneLevelEnsuresSuccessatAnotherLevel ‘MirrorEffect’

FailureofPeriodicReview

AssumptionthatEveryoneWantstobePromoted

LackofAdequateBudget

OrganizationalChallenges

Lackofleadership

Lackof communication

Lackof transparency

Lackof understanding

Limited Involvement

Inadequate assumptionsabout futuregrowth

Lackoffollowup

Programisnot institutionalized

AdministrativePitfalls

Lackoforganizationalcommitment

LotsofPlanning–LittleExecution

Lackofdefinedgoalsandobjectives

Failuretosustaininitialmomentum

FalsebeliefthatSDrequiressignificantcostandresources

SuccessionDevelopmentBenefits

Createsaplanningprocessforfutureneeds

Avoidscrisismanagement

Buildsatalentpoolovertime

Identifiesinadvancewherevacanciesmight occur

FDmaintainscontrolovertheSDprocess

Discussion

InherentAdvantages

InherentRoadblocks

KeyElements

Identityoftargetrole(s)

Determinecompetencies

Assessmentprocess

Fillvacancies

Evaluateoutcome

Adjustasneeded

Processbeginspre-hire

Pre-requisitetrainingopportunities

DocumentedOrientationProcess

MentorshipProgram

CareerProgram

Resourcesavailable

Educationencouraged

(Bepreparedforsurprises)

“Whenallissaidanddone,yourability asaleaderwillnotbejudgedbywhat youachievedpersonallyorevenby whatyourteamaccomplishedduring yourtenure. Youwillbejudgedbyhowwellyour peopleandyourorganizationdidafter youweregone.“

JohnC.Maxwell

Successiondevelopmentcreatespersonal developmentwhichcomplementsleadership developmentwhichenhancesorganizational developmentwhichisnecessaryforprogressive developmentwhichthenculminatesinto… sustainablesuccess

GROUPEXERCISE

NUGGET

Astrategythatisaccepted andwhichprevailsby minimizingstandardsisless strategyandmorediversion.

TheJobandtheCommunity–PuttingItAllTogether

COMMUNITYEXPECTATIONSRUNHIGH

DepartmentPerformance

PublicPerception

Majordepartmentinitiatives

GeneralEconomicIssues

LocalFundingIssues

TheimportanceofMarketing

Puttingitalltogether

EVERYTHINGISRELATED

ChangingDemographics /DiverseWorkforce

GROUPACTIVITYand DISCUSSION

Recruitment, Selection, Retentionand Promotion GROUPACTIVITY

DiscriminationandHarassment

AwarenessandPreventionProgram

NUGGET

Passionandunderstanding sometimerequireshaving some‘skininthegame’.

EqualEmploymentOpportunity TitleVII-CivilRightsAct

Prohibitsdiscriminationbecauseof:

Race

Religion

Nationalorigin

Sex

Age

PoliticalAffiliation

Disability

SexualOrientation

MaritalStatus

VeteranStatusandorotherprotectedclass

Contacts

U.S.EqualEmploymentOpportunityCommission(EEOC)

eeoc.gov

800-669-4000

info@eeoc.gov

FloridaFairEmploymentPracticeAgency(FEPA)

FloridaCommissiononHumanRelations

BuildingFSuite240

325JohnKnoxRd.

Tallahassee,FL32399-4149

850-488-7082or800-342-8170

fchr.state.fl.us/

Statesandlocalgovernmenthaveenactedstatutesthatparalleland oftenexceedfederalprotections.

HiringProcess

Always consider possible discrimination

Discipline

Termination

Assigningwork/responsibilities

Training,coaching,andcounseling

Establishingtermsandconditionsofemployment

Establishingprivileges(benefits)ofemployment

Disparateimpactisusuallyunintentionalandoccurswhena decision,practice,orpolicyhasadisproportionately negativeeffectonaprotectedgroup.

Typesof Discrimination

Disparateimpactfocusesnotondiscriminatoryintent,as disparatetreatmentdoes,butinsteadondiscriminatory consequences.

Disparateimpactinvolvesemploymentpracticesthatare neutralintheirtreatmentofdifferentgroupsbutthat impactmoreseverelyononegroupthananotherand cannotbejustifiedbybusinessnecessity…Proofof discriminatorymotiveisnotrequiredunderadisparateimpacttheory.

Disparatetreatmentisintentionallytreatingapersonina protectedclassdifferentlyfromotheremployees.

Typesof Discrimination

Itisdefinedasdiscriminationinwhichtheemployersimply treatssomepeoplelessfavorablythanothersbecauseof theirrace,color,religion,sex,ornationalorigin.

Whetherornotanemployercanbefoundliable“dependson whethertheprotectedtrait…actuallymotivatedthe employer’sdecision.”2

2St.Mary’sHonorCtr.V.Hicks,509U.S.502(1993).

DisparateTreatmentTheory

Unlikeadisparateimpactcase,anindividual seekingtorecoverunderadisparatetreatmenttheory mustprovethattheemployer’sintentional discriminatorymotivewasthebasisforaparticular employmentpractice

Evidence

DirectEvidence

Includesstatementsordocumentsthatdirectlyshows discrimination

CircumstantialEvidence

Whennodirectevidenceisavailable,thecomplainantmust presentsufficientcircumstantialevidencetoestablishaprima faciecase.

Theburdenshiftstotheemployertoarticulatea legitimate,non-discriminatoryactionforitsdecision.The complainantmustthendemonstratethattheemployer’s reasonsarefalseorinaccurate

PrimaFacie

Latinfor‘atfirstlook’or‘onitsface’, referringtoalegal

situationinwhichtheevidenceis sufficienttoprovethecaseintheabsence ofsubstantialcontradictoryevidence.

Inadisciplineordischargecase…

Employeewasperformingsatisfactorily,ordidnotviolatethepolicyor procedurethatledtothedisciplineortermination,or

Otheremployeeswhohadsimilarjobresponsibilitiesorwhoengagedin similaractswerenotpunishedsimilarly

MotiveandJustification

Alegitimatemotivesimplymeansanon-discriminatory reasonfortheemploymentdecision.

TheemployerisnotrequiredtoconvincetheHearing Officer/Judgethatthereasonsjustifiedtheaction,only thatthereasonpresentedwasnon-discriminatory.

Retaliation

Retaliationdiscriminationoccurswhenapersontakes actionagainstanotherpersonwhohasexercisedhisor herrighttomakeacomplaintregardingpossible discrimination,or

Whenapersontakesactionagainstanother personwhoparticipatesinthediscrimination complaintprocess,eveniftheyaresimplyawitness whoprovidesastatementduringadiscrimination investigation.

NationalOrigin

NationalOriginreferstobirthplace,ancestry,culture,orlanguage.

ArulerequiringthatemployeesspeakonlyEnglishonthejobmayviolate TitleVIIunlessitisarequirementnecessaryforconductingbusiness.

AnysuchrequestsorinquiriesmustbedirectedtotheFireChiefandHuman ResourceAdministration.

Religion

Mustreasonablyaccommodatethereligiousbeliefofanemployeeor prospectiveemployee,unlessdoingsowouldimposeanunduehardship.

Thisaffectstermsandconditionsofemployment,including:benefits, assignments,promotion,demotion,discipline.

Noemployeeshallbeforcedtoparticipateortonotparticipateinanyreligious activityasaconditionofemployment,explicitlyorimplicitly.

NUGGET

Youcanleadbyexampleor beanexampleofhownotto lead

SexualHarassment

SexualHarassmentisaformofsexdiscrimination.

SexualHarassmentisdefinedasunwelcome sexualadvances,requestsforsexualfavors,and otherverbalorphysicalconductofasexual nature.ThisisanissueofPOWER,notSEX.

SexualHarassmentcanmanifestasa‘QuidProQuo situation,orthecreationofa‘HostileWorkEnvironment’.

Verbalandphysicalconductofasexualnatureis HARASSMENTwhenthefollowingconditionsare present:

EEOC Guidelines

•Submissiontosuchcontactismadeeither explicitlyorimplicitlyatermorconditionofan individual’semployment.

•Submissiontoorrejectionofsuchcontactbyan individualisusedasabasisforemployment decisionsaffectingtheindividual.

•Suchconducthasthepurposeoreffectof unreasonablyinterferingwithanindividual’swork performanceorcreatinganintimidating,hostile, oroffensiveworkenvironment.

Sexual Harassment andEEOC

In1980,theEEOCdeterminedthatsexualharassmentis aformofdiscriminationandviolatesTitleVII.

Amendedin1993,broadeningscopeandidentifying typesofsexualharassment,employerresponsibility (trainingprograms,policy,etc),andrecognitionof “reasonableperson”criteria.

TheFire Serviceand Sexual Harassment

TheFireServiceandSexualHarassment

Thejobiscomplicatedbyworkingconditions,hours,etc.

Somereportsindicatedthatupto85%ofwomen

Firefighters,careerandvolunteer,haveexperiencedsexual Harassment.

Onlyabout5%ofsexualharassmentcasesarereported. Thereasonsaremany…

Submissiontosuchconductismadeexplicitlyor implicitlyatermorconditionofanindividual’s employment;or

Submissiontoorrejectionofsuchconductbyisused asthebasisforemploymentdecisionsaffecting theindividual;or

Suchconducthasthepurposeoraffectof unreasonablyinterferingwithanindividual’swork performanceorcreatinganintimidating,hostile oroffensiveworkingenvironment.

Sexual Harassment occurs when…

TypicalFormsofHarassment

•Verbal/Visual

•Jokes

•UnwantedPropositions

•Threats

•Passes

•Suggestive,violentorsexualphotographs

•Pin-ups,Magazines,Cartoons

•Unwantedsexualcompliments

•Repeatedrequestsfordates

•Repeatedrequestsforsexualfavors

•Excessiveflirting

•Wearingrevealingattire

•Staring

•Sharinginappropriatepictures

•Inappropriatephonecalls/texts/email

•Physical

•Unwantedtouchingonany partofthebody

•Touchingofbreastandhips

•Unwantedbrushingagainst another’sbody

•Standingtooclose

•Excessively“lengthy” handshakes

•Physicalattack

GenderStereotypes

•MaleAgainstFemale-Respondingtorealorperceivedlossofpower.

•FemaleAgainstMale-Expressionofretaliationor‘flexing’ofpower.

•MaleagainstMale

•FemaleagainstFemale

YouhaveTWOChoices…

WAKEUPANDADAPT or BESTUPIDANDRESIST

…andyoucan’tfixstupid

Mythvs. Reality

Myth:Whenawomansays“NO”,shereallymeans “YES”.

Whenamansays“NO”,hereallymeans “YES”.

Reality:Noonecanpersoncanassumethatthey knowwhatanotherpersonfeelsorwants.For fearofreprisal,manypeoplewillnotorcannot putupastrongresistancetosexualpressure.

Mythvs.Reality

Myth:Manychargesofsexualharassmentarefalse.

Menandwomenarefantasizingorlyingtogetsomeonein trouble.

Reality:Falsereportsarerare.Thereislittleincentiveformen orwomentofilefalseharassmentcharges.

Mythvs.Reality

Myth:Peoplebringharassment uponthemselvesbythewaytheyact anddress.

Reality:Whiletheorganization shouldcontrolprovocativedressin theworkplace,appearanceand dressdonotprovidealicenseto breakthelaw.

Mythvs.Reality

Myth:Ifavictimvoluntarilyentersintoasexual relationship,thereisnoliability.

Reality:Evenifthevictimentersintoavoluntarysexual relationship,itisnodefenseifthevictimfeelsthatsome orallthesexualconductisunwelcome.Pastwelcome sexualadvancesdonotprovethepersonwelcomed subsequentsexualadvances.

Mythvs.Reality

Myth:Youneedsubstantialcorroboratingevidenceto determinesexualharassment.

Reality:Thevictim’swordcanleadtoafindingofsexual harassment,eveninthefaceofanunequivocaldenial bytheaccusedharasser.

Myth:Ifmanagement didn’tknowaboutsexual harassment,theyarenot liable.

Mythvs.Reality

Reality:Upper managementisstrictly liable.

Myth:QuidProQuoistheonlyreal waytoholdsomeoneliableforsexual harassment.

Mythvs. Reality

Reality:Creatingahostile environmenthasledtonumerous sexualharassmentlawsuits.

HostileWorkEnvironment

Creatinganenvironmentthatridicules,oroffendsor intimidatestheemployee.

Doesnothavetoinvolveanyspecificjobbenefit.

Canbecreatedbysexuallyrelatedverbalandnonverbalbehavior.

Conductmustbesevereandpervasive.

CourtCasesRegardingSexualHarassment

MeritorSavingsBankv.Vinson(1986)

Distinguishedbetween“voluntary”and“involuntary”,aswellas“welcome” and“unwelcome”advances.Determinedthattheappropriatetestisnot whethertheactivityisvoluntary,butthatitisunwelcome.

Rejected“QuidProQuo”astheonlyformofsexualharassment,and authorizedsuitstobefiledbasedon“hostile,offensiveorintimidatingwork environment”.

Employersareresponsiblefortheactionsofemployees.

“Reasonableman”rulechangedto“reasonableperson”. CoveredbyTitleVIIandnotlimitedtodiscriminationhavingeconomicor tangibleeffects.

RobinsonV.JacksonvilleShipyards(1991)

“Pornographyonanemployer’swallordeskcommunicatesamessage

aboutthewayheorsheviewsmenorwomen,aviewstrikinglyat oddswiththewaymenandwomenwishtobeviewed.”

Harrisv.ForkliftSystemsInc.(1993)

Plaintiffsneednotshowpsychologicalinjury(extremedistress)toprevail.Juriesmust considersuchfactorssuchasfrequency,severity,humiliation,andinterferencewith workplaceperformance.

“Whentheworkplaceis permeatedwithdiscriminatory intimidation,ridicule,andinsult thatissufficientlysevereor pervasivetoaltertheconditionsof thevictim’semploymentand createanabusivework environment,TitleVIIisviolated”.

Unwelcomesexualconduct constitutessexualharassmentifa reasonablepersonwould,andthe harassedpersonperceives,the behaviorascreatingahostile workenvironment.

UnderTitleVII,anemployeewhorefusessexualadvancesand threatscanrecovereventhoughtherewasnoadversetangible employmentconsequence.

Theemployercandefendasexualharassmentclaimwithan affirmativedefense(Canavoidliabilitythroughcertainactions).

Youcannotescapeliabilitybecausetheharassingsupervisorisn’t theimmediatesupervisor.Beinguninformedisnodefense.

SexualHarassmentpoliciesneedtobecustomizedanddemonstrate thatallemployeesarewell-trained,testedandupdated.

Employerscannotclaimtheyarenotliableforsupervisorswhowere disconnectedfromorganizationalmonitoringbecauseoftheirremote location.

Emphasizestheimportanceofinformingallemployeesofthesexual harassmentpolicy.

Anaffirmativedefensecanberaised.

EllerthandFaragherarecriticalintheirrulingthatstatethatFire Departmentsmaybeheldliableevenwhentheharassmentisnot reported.

AnEmployer’sAffirmativeDefense

Courtprecedenthasmadeitclearthatemployersarealwaysliable ofdiscriminatoryactsbysupervisorsifresultingintangible(realor substantial)personnelaction.

Ifatangiblepersonnelactiondoesnotexist,theemployermay attemptaneffectivedefenseif…

…itcanshowreasonablecareinpreventingorpromptlycorrecting harassingbehavior;and

…itcanshowwhereanemployeewhoischargingsexual harassmenthasfailedtotakeadvantageofavalidcomplaint procedure.

Same-sexharassmentiscoveredbyTitleVII, regardlessofwhetheryou’regayorstraight.

Invokesthecommonsenseand“reasonable person”standardtodifferentiatebetweenwhat behaviorconstitutesahostileenvironment.

Various Circumstances… Thevictimorharassermaybemaleor femaleandthevictimdoesnotneedto betheoppositesex.

Theharassercanbethevictim’s supervisor,anagentoftheemployer,a supervisorinanotherarea,aco-worker, oranon-employee.

VariousCircumstances(continued)…

Thevictimdoesnothavetobetheperson harassedbutcouldbeanyoneaffectedbythe offensiveconduct.

Unlawfulsexualharassmentmayoccurwithout economicinjurytoordischargeofthevictim.

Theharasser’sconductmustbeunwelcome.

Prevention

Conductyourselfinabusinesslikemanner. Dressappropriatelyforthejob.

Becomefamiliarwithyourrighttoworkinan environmentfreefromdiscriminationbasedonsex.

Bepreparedtoassertyourrights.

Haveaclearanti-harassmentpolicy.

Becomeacquaintedwithyourorganization’spolicyandproceduresfor reportingharassment.

Educateallemployees.

Prevention

Distributethepolicytoallemployeestoacknowledgeandsign.

Postthepolicyprominently.

Provideinformationtonewrecruits,promotions,officer trainingprograms,etc.,aswellasannuallytoallstaff.

Educateallpersonnelabouttheirownliabilitywhentheyengagein harassingconductandretaliatorybehavior.

Rightsand Responsibility

Everypersonhastherighttobevaluedforhis orherworkperformancewithouthavingtodeal withanyformofharassment.

Everypersonintheworkplacealsohastheduty andresponsibilitytoensuretheserightsare compliedwithandprotected.

Remaincalmandprofessional.Avoidbeingoverly dramatic.

Ifyouare sexually harassed…

Bedirectandcandidwiththeperson.Letyour feelingsbeknownandletthembeknownright away.

Bepreparedtoshareallthefactssurroundingthe incident

WHOWHATWHENWHEREHOW

Fourbasicstepsinhandlingthecomplaint…

#1Obtainthecomplaint

•Takethecomplainantseriously.

•Assurethecomplainantthatactionwillbetakenpromptlyand discreetly.

•Expressnoemotionandnoopinion

•Putasidepersonalbiases

•Beanactivelistener.

•Askhowtheycommunicatedthefactthebehaviorwas unwelcome.

•Askhowthebehaviorhaschangedhis/herworkingconditions.

•Documenteverything.

•Makenocommitment

#2Interviewtheallegedoffender.

•Taketheaccusedseriously

•Assuretheaccusedthatactionwillbetakenpromptlyand discreetly

•Expressnoemotionandnoopinion

•Putasidepersonalbiases

•Beanactivelistener

•Getasmanydetailsaspossible

•Documenteverything

•Makenocommitment

•Ifnoresolutionorconclusionismade,andtheallegedoffender deniesthebehaviororhasavariationofthestory,gotothe

nextstep

#3InitiatetheInvestigation

•Bediscreet

•Stoptheharassment

•Protectthepersonwhofiledthecomplaint

•NotifytheUnion,ifapplicable

•ApplytheFirefighter’sBillofRights,ifapplicable

•Notifyyoursupervisor

•EnlistthehelpofyoursupervisorandtheHR Department

•Documenteverything

#4TakeAppropriateAction

•Ifyouconcludethatanincidentdidoccur,consultwithyour organization’spolicyandtakeappropriateaction.

•Bepreparedtofullyexplaintheresultsofyour investigation.

•Keepthecomplainantawareofanyprogressorissues.

•Atthepropertime,explaintotheharasserthathe/shehas therighttoappealthedecision.

•Documenteverything.

NUGGET

AMERICANSWITHDISABILITIESACT(ADA)

TheAmericanswithDisabilitiesActof1990

Anindividualwithadisabilityisapersonwho

•Hasaphysicalormentalimpairmentthat substantiallylimitsoneormoremajorlifeactivities,

•Hasarecordofsuchanimpairment,or

•Isregardedashavingsuchanimpairment.

TheAmericanswithDisabilitiesActof 1990

Appliestoemployerswithmorethan15employees sinceJuly26,1994.

Prohibitsdiscriminationagainstqualifieddisabled peopleasdefined.

Providesemploymentaccessrightsprovidedthejobis notadverselyaffectedandthat“reasonable” accommodationcanbeprovided.

Qualifiedmeans…

Aqualifieddisabledemployeeorapplicantis someonewhosatisfiestheskill,experience, education,andotherjob-relatedrequirementsof thepositionheldordesiredandwho,withor withoutreasonableaccommodation,canperform theessentialfunctionsofthatposition.

ADA

Prohibitsdiscriminationagainstthedisabledinpublicand privateemployment,accesstopublicservices,public transportation,andtelecommunications.

Disabilitymeansaphysicalormentalimpairmentthat substantiallylimitsoneormoremajorlifeactivity.

Discriminationisprohibitedagainstpeoplewithqualified disabilities(whomeetstheskills,experience,education,andjob requirementsforthepositionwho,withorwithoutreasonable accommodation,canperformtheessentialfunctionsofthejob.

Reasonableaccommodationmayinclude:

•Makingexistingfacilitiesaccessible

•Jobre-structuring

•Modifiedworkschedules

•Equipmentmodification

•Policychanges

•Providingreadersandinterpreters

•Re-assignmentstoanotherarea.

ReasonableAccommodationshouldbeaddressedprovidingit doesnotposeanunduehardshipontheemployerorthe employer’soperation.

ADA

Unduehardshipreferstoasignificantdifficultyorexpensetothe employer.

Employersarenotrequiredtolowerqualityorquantityof productionstandardsthatarestandardtootheremployees.

FD–NFPA1582StandardsofMedicalRequirementsaddressthe uniqueandunexpectednatureofmedicalissuesasitrelatestothe typesofresponses.

Youcannotaskaboutaspecificdisability,butyoucanaskaboutthe employee’sabilitytoperformaspecifictask.Themedicalexamcomes asthefinalstepafterajoboffer.

TheAmericanswithDisabilitiesActof1990

Murphyvs.UPS(1999SupremeCourtcase)

•Ruledthatemployeeswhocanfunctionnormallywhentheir impairmentsaretreateddonotqualifyunderADA.

Thosewhousedrugsillegallyarenotprotectedwhen actionistakenagainsttheemployeeduetodrugoralcohol use/abuse.

Homosexualityandbi-sexualityarenotimpairments andarenotcovered.

NUGGET

Neverassumethatyou aredealingwitha rationaleprocess

PregnancyDiscriminationAct

PregnancyDiscrimination-Definition:Treatingawoman(applicantoremployee) unfavorablybecauseofpregnancy,childbirth,orarelatedmedicalcondition

Appliestoanyaspectofemploymentandanytermorconditionofemployment.

Ifunabletoperformherjobduetoarelatedmedicalconditiontheemployershalltreat herasanyothertemporarilydisabledemployee(lightduty,alternativeassignments,or disabilityleaveorunpaidleaveifthisappliestoothertemporarilydisabledemployees. Ifanemployerrequiresemployeestopre-submitaDoctor’snoteconcerninghis/her abilitytowork,theemployermayrequireemployeeswithpregnancyrelated conditionstodothesame.

Impairments(gestationaldiabetes,preeclampsia,etc.)maybedisabilitiesunderthe ADAwhichmayrequirereasonableaccommodationLeaveormodifications.

PregnancyDiscriminationandHarassment

Itisunlawfultoharassawomanduetopregnancyorchildbirth.

Harassmentisillegalwhenitissofrequentorseverethatitcreatesa hostileoroffensiveworkenvironmentoranadverseemployment decision.

AswithanyothertypeofTitleVIIharassment,theharassercanbea supervisor,aco-worker,orsomeonewhoisnotanemployee,such asaclient,customer,orserviceprovider.

PregnancyandFMLA

PertheFamilyandMedicalLeaveAct(FMLA)newparents, whichincludesfosterandadoptiveparents,maybeeligible fortwelveweeksofleave.Eligibilityincludesbeing employedwiththatemployerfortwelvemonthspriorto takingtheleave.

PregnantemployeesmayhaveadditionalrightsunderFMLA includingtherighttoexpressmilkintheworkplaceundera provisionoftheFairLaborStandardsAct(FLSA)

FamilyMedicalLeaveAct(FMLA)

Theemployeeworksforacoveredemployer(governmententityorprivate employer)thathasatleast50employees

(Musthave50employeesataworksiteorwithin75radiusoftheworksite)

Theemployeehasworkedforatleast12consecutivemonthswiththe employerimmediatelybeforetakingtheleave

Theemployeehasworkedatleast1250hoursinthe12monthspreceding theleave

Theemployeeexperiencesaqualifyingeventandprovidessufficientand adequatenoticetotheemployer

FMLA-QualifyingEvents

Thebirthofasonor daughterandthe purposeistocarefor thechild

Theserioushealth conditionofemployee’s spouse,son,daughter, orparent

Placementofsonor daughterinhomeof employeethrough adoptionorfostercare

Theserioushealth conditionofan employeethatmakes himunabletoperform thefunctionsofthejob.

WhatFMLADoesNotInclude…

Anythingotherthanthechildbirth,adoption,or fostercareofnewchildorthecareofaserious medicalconditionoftheemployee,hisorherchild, orafamilymember

Otheractivitiesthatcomewithparenting,likeschool conferences,maritalcounseling,anddoctorvisitsfor nonseriousmedicalconditions.

WhatanEmployerMustProvide…

Upto12workweeksofleave perany12-monthperiod.

Maintenanceofhealth benefitsasiftheemployeehad nottakentheleave.

Returntheemployeetothe samepositionbeforetheleave orprovideanequivalent positionwiththesame benefits,pay,andotherterms andconditionsofemployment.

Theserequirementsarebase requirements.Anemployer canexpandtheserightsand determinewhetherto continuetopaytheemployee whenheorsheisonleave.

NoticetotheEmployer…

Theemployershouldsetupa systemforemployeestoask forleave.

A30-daynoticeisrequired whereknowledgeofneedis knownaheadoftime.

Uponreceivingarequestfor leave,theemployeemustbe given15daystoprovide medicaldocumentationto theemployer.

Employerhastherightto verificationofmedical certificationofthehealth condition.

Employermayrequire second-opinionmedical certification(atemployer’s expense)

Employermayrequirea fitnessfordutyreportto returntowork.

Therearenolawsthatrequire,prohibit,or regulateemployeeperformance appraisals.

However,theirlegalitycanbechallenged ifnothandledcorrectly

PERFORMANCE APPRAISAL

•Anevaluationhas beendeemedtobea tangiblejobbenefit.

•Interferencewith thisbenefitmaybea formofharassment underTitleVII.

DISCRIMINATION

Unfairtreatmentofanemployeebasedonrace,gender, religion,age,ordisability.

Occurswhenevaluationsaresubjectiveandnotdirectly relatedtoinitialjobtasks.

•Disclosureorreleaseof falseormisleading informationthatnegatively affectsanemployee’s reputation.

DEFAMATION

•Chiefscanshareevaluation resultstoHR,buttheresults mustbefact-basedand directlyrelatedtothe employee’sjob performance.

GROUPACTIVITY

CONTRIBUTINGFACTORSTOSUCCESS

THEPSYCHOLOGYOFEVALUATIONS

PRIMARYGOALS

ADVANTAGESIFDONECORRECTLY

THE FOUNDATION

Afoundationshouldbeestablishedthat provides:

•Linkingjobanalysistoevaluationcriteria

•Choosingtheappropriateevaluationmethod toassessoutcomes

•Adequatetrainingontheevaluationprocess

•Openandhonesttwo-waycommunication

•Consistent,bias-freeassessmentof employees’work

•Establishingafeedbacksystemthatincludes year-longevaluation

•Properdocumentation

•Accessibilitywithconfidentiality considerations

ENHANCEDVALIDITYAND RELIABILITY

Individualsareratedon observabledimensions ofperformance

Clearlydefinedrating criteriamustbe understoodby supervisorsand employees

Ratingscalesthatdefine levelsofperformance mustbejob-relatedand supportedbyajob analysis

Ensurethatevaluators andthoseevaluatedare well-trainedinthe applicationofthe appraisalsystem

(FireServicePersonnelManagement,StevenT.Edwards,3rdEd.P311)

RATING BIASES

Recency Similarity

FrameofReference

Horn/Halo

InitialImpression

Leniency

Contrasting

Centraltendency

Attribution

Projection

GOAL EXPECTATIONS AND STANDARDS

GOALSANDSTANDARDSMUSTBE: MANAGEABLE

COMMUNICATED

STATEDINPRECISETERMS

OBJECTIVELYSTATED MEASURABLE

PAYFOR PERFORMANCE DISCUSSION

Summary…

Organizationsshould:

•Developastandardizedevaluation process

•TrainALLemployeesintheprocess

•Trainevaluatorshowtoevaluate

•Useitforwhatitisintendedtobeused for

•Linkjobdescriptiontoevaluation

•Allowaccesstoallemployees

•Evaluateemployeesatleastannually

•Makeevaluationsadepartmentpolicy

•Clearlydefineallcategoriesandall definitions

•Allowareviewprocessthatisfairand impartial

NUGGET

Successandrewardsgo tothosewholettheir actionsriseabovetheir excuses

Twomajordifferences:

• Morebossesinthepublicsector.

• Strikesaremoredifficulttojustify.

PUBLICvs. PRIVATESECTOR UNIONIZATION

In1978,CongresspassedtheTitleVIIofthe CivilServiceReformAct(akatheFederal ServiceLabor-ManagementRelations Statute)whichcreatedtheFederalLabor Relations

Authority(FLRA)whichclarifiedunit determination,thescopeofbargaining,and impasseresolution. Federalism(rightsprovidedtostates) carriestheseprovisionstolocalandstate governments.

PUBLIC SECTOR

ADVANTAGES

PublicSectoradvantagesoverthePrivate Sector:

• Providesservicestothepublic withinaspecificgeographicarea.

• Unionmembersarevoters.

• Successfulinobtainingcourt opinionsenforcingthevalueof individualrightsdefinedand protectedbyseniority.

WHY PEOPLE JOIN UNIONS

•LACKOFRECOGNITION(Unappreciated)

•LACKOFREPRESENTATION(Limited protection)

•LACKOFRESPECT(Nosenseofpersonal value)

•LACKOFCONTROL(Noempowerment)

•DOUBLESTANDARDS(Fairness,Consistency, andEquity)

•JOBINSECURITY(At-willvs.Stability)

COLLECTIVEBARGAINING

Asetofproceduresunderwhichemployeesarerepresentedinthe negotiationandadministrationofthetermsoftheir employment.

Collectivebargainingisaffectedbytheunions’abilitytopersuade thepublicandlegislatorsthatstrongunionsaretiedtovital publicconcernsthatgobeyondtheeconomicconcernsoftheir members.Theseinclude:

•Employmentofminoritiesandwomen.

•Organizationaljustice(benefits,training,involvement).

•Productivity.

•RetirementandHealthcare.

•Disputeresolution

Encompassesthreebasicpoints:

Lawof Collective Bargaining

Employercannotrefusetobargainover mandatorysubjectsofbargaining

MustbargaininGoodFaithover mandatorysubjectsuntilcontractis settlesorimpasseisreached

Employercannotunilaterallyimplement achangetothecontractuntilimpasse, andthenonlyifthechangeswere previouslyofferedforconsideration

Mandatory Subjectsof Bargaining

Whilemostdecisionswillaffectemployees, notallareamandatorysubjectofbargaining. Definesas-Wages,Hours,andotherTerms andConditionsofEmployment.

Generallydefinedasissues-thatsettlean aspectoftherelationshipbetweenthe employerandtheemployees.

AlliedChemical&AlkalineWorkersofAmericav.PittsburghPlateGlassCo., 404US157,92SCt.383,30LEd.341(1971)

Ifonepartywishestobargainovera mandatorysubject,itmaybeaULPforthe otherpartytorefuse.

GOODFAITH BARGAINING

Anopen,honest,andreasonableattemptputforthby bothpartiesinthenegotiationprocesstowardreaching anagreement.Failuretobargainingoodfaithcan resultinanunfairlaborpractice.

TheNLRBandEmployeesRelationsActconsider openness,fairnessmutualityofconduct,and cooperationtodeterminegoodfaithbargaining.

GOODFAITHBARGAININGmeansrespectingone Another’sanopinion,agreeingtodisagree,anda willingnesstolistentotheconcernsoftheopposing side.

GOODFAITH BARGAINING

Partiesarenotrequiredtoreachan agreementbutarerequiredtobargainin goodfaith.

Subjectiveconcept–Courtswilllookatall circumstances,regardingbehaviorawayfrom thebargainingtabletomakeadecision.

UnilateralContractChanges

ViolationisanULP.

Onceineffect,nochangescanbemadeunilaterallytothe contract,withoutbargaining.

ThisappliesevenaftertheCBAexpires. Contractisineffectuntilreplacedorimpasseisdeclared.

Apre-impasseunilateralchangeisanULPevenifthechange benefitsbothpartiesandisagreedupon.

WAGNERACT(NLRA–1935)

Recognizestherightofallprivateemployeestojoinunions

Requiresmanagementtorecognizeandbargaincollectivelywiththe unions

EstablishedtheNLRBwhichcertifiedunionsasbargainingrepresentatives Promoted“goodfaith”bargainingandsettherulesforanimpasse

Establishesproceduresforunionelectionsandinvestigationofcomplaints Identifiedunlawfulactsinvolvingunfairlaborpractices

NATIONALLABOR RELATIONSBOARD

Membersareappointedtofive-yeartermsandempowered to‘protecttherightsofthepublicinconnectionwithlabor disputesthataffectcommerce’.

ThebasicprincipalsthatguidetheNLRBare:

•Encouragementoflabororganizationsandcollectivebargaining

•Recognitionofmajorityrepresentation

•Establishmentofproperadministrativeactionforenforcementandthe impositionofsanctionsandpunishments,ifwarranted.

TAFT-HARTLEYACT(1947)

Prohibitedlaborunionsfromengaginginunfairlabor practicesandallowedstatestopassrighttoworklaws whichstoppedunionsfromrequiringmembershipin ordertoqualifyforjobs(closedshop).

Also,thisActcreatedtheFederalMediationand ConciliationService(FMCS).ThisactallowsthePresident toordera80-daycooling-offperiodifastrikethreatensthe Publicwelfare.

UnfairLabor Practice

Examples

•Coercingworkerstonotjoinunions

•Questionworkersregardingunionsympathiesoractivities

•Promisingextrastoworkerstoininfluencehis/herunionsupport

•Refusingtoprocessgrievances

•Constructivedischargeduetolegitunionactivities

Managementneedstounderstandthatunions havean‘absolute’righttobargainand managementhasnocorrespondingrightto stoptheprocess.

THECOMPANYOFFICERROLEINTHELABOR MANAGEMENTRELATIONSHIP

FirstLineofAuthority(Defense)

‘PushandPull’Position(Allegiance)

PersonalRelations-ImpersonalDecisions

Officers’IntegrityisConstantlyatRisk

Supervisor,Coach,Mentor,Expert

Consistency-CriticalandImpossible

PatienceisaVirtue

Know(andfollow)theRules

Preventative,CorrectiveandPunitiveAction

DecisionsHaveLong-LastingImpact

TheOrganizationTrumpsPersonalInterest

IfYouSeeaProblem–OwnIt–ThenFixIt.

StayInvolvedwiththeProcess

•InvolvedO •NavigableM

•EducatedM •RespectedU

•ParticipativeI •ObservantC •Interest-BasedA

•NurturingT

•TaskOrientedI

•Structured/StableO

There'safineline betweennotgiving aninchandnot givingadamn.

DisciplinaryProcess & ProgressiveDiscipline

Retaliation

Retaliationdiscriminationoccurswhenaperson takesactionagainst…

apersonwhohasexercisedhisorherrighttocomplainabout discrimination or

apersonwhoisparticipatinginthediscriminationcomplaint process,evenifonlyawitnessorprovidingastatementduringa discriminationinvestigation.

ConstructiveDischarge

ConstructiveDischargeDefinition:

Constructivedischargegenerallymeansanemployeeresignation causedsolelybyanemployerimplementingorallowingan extraordinarychangethatmadeworkingconditionsso intolerable,itwouldhavecompelledanyreasonableemployee toresign.

ConstructiveDischarge

•Transfertoanothersupervisor/job

•Avoidingcriticismorpoorevaluations

•Demotion

•Insistencethattheemployee“voluntarily”quit

•Actingoutofangerorfrustration

•Comingupwithafalserationale

•Expressingdissatisfactiontoothers

Discipline

•Preliminaryinvestigation(Informal)

•Employeeinterview

•Witnessinterview

•Makingadecision

•Communicationofthedisciplinedecision

•Appealprocess–predeterminationhearing

•ImplementationofDiscipline

ProgressiveDisciplineProcess andPurpose

Aprocessfordealingwithjob-relatedbehavior thatdoesnotmeetexpectedandcommunicated performancestandards

Theprimarypurposeistoassisttheemployeeto understandthataperformanceproblemexistsaswell asanopportunityforimprovement

ProgressiveDisciplineBenefit

Theprocessofprogressivedisciplineisnotintendedas punishmentforanemployee,buttoassistan employeetoovercomeperformanceproblemsandto satisfyjobexpectations.

Progressivedisciplineismostsuccessfulwhenitassists anemployeetobecomeaneffectivelyperforming memberoftheorganization.

ProgressiveDiscipline

Ifunsuccessful,progressivedisciplineenablesthe organizationtofairly,andwithsubstantial documentation,terminatetheemploymentof employeeswhoareineffectiveandunwillingto improve.

Note:Allstepsaredocumentedandcorrelated

ProgressiveDiscipline

Theconceptof“progressivediscipline”willbeimplementedand practicedbyallDepartmentofficers.Thedegreeofpenalty imposedonanemployeeforaspecificoffenseshallbe dependentuponnumerousconsiderations,includingseverityof infraction,costinvolvedtotheCityintimeand/ormaterials,the intervalbetweenviolations,andthelengthandqualityofthe servicerecord.Anemployeebeingcounseledorreprimandedis onething;onebeingsuspendedorterminatedisquiteanother.

Alldisciplinemustbebasedonafirmandsolidfoundation.This meansthatdisciplinewillfollowacourseofactionthat progressesthroughaproperandfairprocedure.Thus,mild penalties,suchasdocumentedverbalcounselingorwritten reprimand,willbeusedwhenappropriatepriortoimplementing severepenaltiessuchassuspension(s)ortermination.Again,the degreeofpenaltymustfittheseverityoftheoffense.

ProgressiveDiscipline

Allowsmanagerstointerveneandcorrectemployeebehaviorat thefirstsignoftrouble

Enhancescommunicationbetweenmanagersandemployees achievehigherperformanceandproductivityfromtheir employees

Improvesemployeemoraleandretentionby

•Demonstratingthattherearerewardsforgoodperformanceand consequencesforpoorperformance,and

•Avoidingexpensivereplacementcosts

Ensuresconsistencyandfairnessindealingwithemployeeproblems,and laysthefoundationforfair,legallydefensibleemploymentterminationfor employeeswhocannotorwillnotimprove.

DisciplineDOs

•DOfamiliarizeemployees withthedisciplinepolicy

•DOuseobjectivecriteria

•DOreviewthedisciplinary recordoftheemployee priortomakingadecision

•DObedirectandhonest

•DObeconsistent

•DOdocumentverbal,as wellaswritten,warnings

•DOinvestigateanyrumors, allegations,orother informationregarding allegeddiscriminationprior totakinganaction.

•DOunderstandandusethe Firefighters“BillofRights”

DisciplineDONOTs

•DONOTpermitajobperformanceproblemtoget outofhandbeforetakingappropriateaction.

•DONOTloseyourtemperduringdisciplinaryor dischargeinterviews.

•DONOTapologizeforyourdisciplinedecision.

•DONOTignoreallegationsbyemployeesofalleged discrimination.

AbsoluteDONOTs

DONOTdisciplineordischargeanemployeeinviolationof existinglegalstandards,including:

•FilingaWorker’sCompensationClaim

•Filingadiscriminationcomplaint

•Applying,beinggranted,orreturningfromFMLA

•Requestingorreceivingareasonableaccommodation underTitleVIIorADA

WhendealingwithALLHR Matters…

Rememberthe5R’sandthe5C’s

ReadyConfident

Responsive

Composed

ReceptiveCivil

RelentlessClear

ReasonableConcise

NUGGET

Thosewhounderestimatetheintelligenceoftheiremployees generallyoverestimatetheirownintelligence

THENEGOTIATIONPROCESS

Designedtopromotethebalancingofthe rightsandtheinterestsofemployees,the union,andmanagement.

Designedtofosteratwo-wayflowof communication.

NEGOTIATIONSBEGINWHEN…

•Theunionrequeststomeettodiscusstheagreementandsubmit proposals.

•Managementrequeststomeettodiscusstheagreementand submitproposals.

•WithinthetimeparametersspecificintheCBA,eitherpartynotifies theotheroftheirintenttorenew,extend,orrenegotiatetheCBA.

•Thepartiesjointlyagreetodiscusstheirinterestsandhowtosatisfy theseintereststhroughawrittenagreement.

MANAGEMENTRIGHTS

Mandatory

•Topicswhichvitallyaffectemployees(Wages,Benefitsand WorkingConditions)

•Mustbebargainedifrequestedbyeitherparty

Permissive

•Topicsthat,ifpresented,maybebargained

•Cannotbemovedtoimpasse

•Noconcessionoragreementisnecessary

APrevailingRight

PASTPRACTICE

Thewaythingshavebeendoneinthepast

IMPASSE

Twotypes:

•Disagreementofsubstance(payandbenefits)

•Disagreementoverinterpretationofcontact language.

Remedies:

•Mediation(neutralthirdpartyintervention)

•Arbitration(interestedin‘last,bestfinal offer’;maybebindingandmayresultin imposedcontractforoneyear)

GRIEVANCEPROCEDURE

ViolationoftheCBAorInterpretationIssue

Identifies:

•TimetableforActionandConsequences

•Hierarchy

•RulesofEngagement(Representation,Recording)

•UsedforRightsArbitrationvs.InterestArbitration

•Bindingvs.Non-BindingArbitration

NUGGET

INTEREST-BASEDBARGAINING

INTERESTBASED BARGAINING(IBB)

Integrativebargaining(alsocalled"win-win” bargaining)isanegotiationstrategyinwhich partiescollaboratetofindasolutiontotheir dispute.

Thisstrategyfocusesondevelopingmutually beneficialagreementsbasedontheinterestsof thedisputants.

Afterinterestsareidentified,thepartiesneedto worktogethercooperativelytotrytofigureout thebestwaystomeetthoseinterests.

IBBvs.TRADITIONALBARGAINING

ThebigdifferencebetweenIBBandtraditional bargainingistheunderlyingassumptionsand attitudeeachpartybringstotheprocess.

TrustiscriticaltogettothetablebutInterestcarries theconversation.

PositionalBargaining

Soft

ParticipantsareFriendly

PRINCIPLEDNEGOTIATION

PositionalBargaining

Hard

ParticipantsareAdversaries

PrincipledNegotiation

GoalisAgreement

GoalisVictory

ParticipantsareProblemSolvers

GoalisaWiseandMutual Outcome

MakeConcessions

DemandConcessions

SeparatePeoplefromthe Problem

TrustOthers

DistrustOthers

ProceedIndependentof Trust

ChangePositionEasily

HoldtoyourPosition

FocusonInterest,Not Positions

MakeOffers

ResponsesWillBe

Considered

InsistonAgreement

MakeThreats

ResponsesMayBe

Considered

InsistonyourPosition

ExploreInterests

ResponsesGenerateOptions

InsistonObjectiveCriteria

YieldtoPressure

ApplyPressure

YieldtoPrinciple,Not Pressure

INTEREST-BASEDBARGAINING

Interest-BasedBargainingisgroundedinrespectand trust.Withoutboth,thereisagoodlikelihoodof failure.

Thisprocess,whichcansavetime,money,and unnecessaryanxietyforthoseinvolved,isdependent oneffectiveandefficientlabormanagement cooperation.

IBB-MAJORFACTORSTOCONSIDER

IsthereinternalconsensuswithlaborandmanagementtoengageintheIBBprocess?If not,theprocessmaycausestrifewithintheorganization.

Dotherepresentativesatthetablehavetheauthoritytobargainorisfurtherreviewby othersnecessary?

Dothepartieshavetheabilitytoclearlyandeffectivelycommunicate?Doestrustexist?Is theenvironmentconducivetothisprocess?

Knowledgeoftheprocessisasimportantasfollowingtherules.

Arebothpartieswillingparticipantstothisprocess?

Aretheparties’expectationsreasonable?(Donotexpectmiracles).Thereisacertain leveloforganizationalmaturitythatisnecessaryforsuccess.

Istherehostilityamongparties?

IBB-InterestBasedPrinciples

IBB-InterestBasedPromises

IBB-FourComponentsofCommunication

•SENDER

•Verbalcommunicationbeginswiththesenderwhohasathoughtoranidea.

•Thisthoughtmustthenbeputintowordsthatcanbecommunicatedandunderstood.

•MESSAGE

•Themessagemustbeputintowordsthatthereceivercanunderstand.

•Themessageisofnovalueifituseswordsthereceivercannotunderstand.

•RECEIVER

•Thereceivermustbereadyforthemessage.

•Thereceivercannotbethinkingaboutsomethingelse,butmustputallthoughtsoutofmind.

•Thereceivermustprocessthemessageintomeaningfulthoughts,notjusthearthewords.

•FEEDBACK

•Feedbackisthemostimportantpartofverbalcommunication.

•Withoutfeedback,thesenderdoesnotknowwhetherthereceiver

–

–

–

–

Gotthemessage

Understoodthemessage

Agreeswiththemessage

Willactonthemessage

•Whilewordsarecriticaltothemessage,researchindicates the7to10%ofamessage’smeaningcomesfromthewords wechoose.Closeto90%comesfromnon-verbal communication(facialexpression,toneandpatternofvoice, andposturesandgestures.

•Commonbarrierstoeffectivecommunicationincludelackof fundamentalknowledgeofthesubject,differenceson perception,andemotionsofeitherthesenderorthereceiver.

IBB–ProblemSolvingProcess

INTERESTBASEDPROBLEMSOLVINGPROCESS

STATETHEISSUE

DEFINETHEISSUE

DETERMINEINTERESTS

GENERATEOPTIONS

SELECTASOLUTIONUSINGSTANDARDS

FINALSTATUSOFAGREEMENT(CLOSURE)

ISSUE ISSUEDEFINED INTERESTSDEFINED

OPTIONS

TENTATIVEAGREEMENTSTATEMENT

FINANCIALIMPACT

•REFERENCE:CBAArticle11,PhysicalExamsandImmunizations,Section1,A.

•ISSUE:TheapplicableversionofNFPA1582needstobeclearlyidentifiedasthisisadocumentthatundergoesperiodic changes.NFPA1582istheprincipleguideforourphysicalexamarticle.Itwasnotedthispastyearthatthereweresome significantchangesfromtheoldeditiontothenewedition.

•ISSUEDEFINED:Sameasnotedabove.

•INTERESTSDEFINED:Giventhedynamicnatureofhealthcareandtheadvancesmadeinboththediagnosisandtreatment ofvariousmedicalconditions,itisprudenttomakesurethatallreferencestotheNFPAstandardincludethelatestversionof thatdocument.Failuretomakethischangecancauseconfusionandcanleadtoinconsistentpolicyimplementation.

•OPTIONS:Includelanguageinthearticlethatrequiresanyreferencetomedicalconditions,examsortreatmentdoneso withthemostcurrentreleaseoftheNFPA1582standard.

•TENTATIVEAGREEMENTSTATEMENT

•Ref:SecondSentence:“TheexamwillbeconductedinaccordancewiththemostcurrentversionofN.F.P.A.1582upon concurrencewiththeLaborManagementTeam.”

•FINANCIALIMPACT$0Thereis,however,thepotentialforincreasedmedicalexpensesduetoadditionaltestingand treatments,includingemployeeexpensesrelatedtonon-work-relatedillnesses.

IBB-TenRulesofEngagement

•Everyoneistobetreatedwithrespectatalltimes.

•Thisisasafeenvironment.Opinionsarewelcomebutallowtheleadnegotiatorstoserveas thespokespersons.

•Nosidebardiscussionswhileothersarespeaking.Onepersonspeaksatatime(see#1).

•Wearehereforthebettergoodoftheorganization,leaveyourpersonalissuesatthedoor.

•Stayontime.Arriveintimetobeginthesessionatthescheduledtime.

•Stayontrack.Donotallowthediscussiontowandertoofarfromtheissuebeingdiscussed.

•Donotusemeetingtoregurgitatewhathasbeensaidanddecidedatapreviousmeeting.

•Cometoeachmeetingpreparedwithassignmentscompleted.

•Focusontheinterests;andconcentrateontheissues,notthepeopleinvolvedwiththeissues.

•Donottakeissuespersonally.

LABORMANAGEMENT COOPERATION

Developingefficiencies,enablingavailablehuman resources,respectingdifferences,andensuring effectivecommunicationandcommonsense leadershippracticesintheinterestofimprovingthe organization

DEVELOPASENSEOFBUY-IN

OBJECTIVES

ENHANCESUPPORTOFCHANGE

DEVELOPPOSITIVERECIPRICALRELATIONSHIPS

INCREASEPRODUCTIVITY

INSPIRELESSRETALIATION

GAINBETTERTIMEUTILIZATION

APPRECIATESIMILARITIESANDDIFFERENCES

Questions forthe Panel

Nuggets

Identifyandencouragethestrengthsofindividuals

Certaintyofthefutureisasuresignofmentalillness

Thebestwaytopredictthefutureistocreateit

Progressisseldommadebythosewhoarereluctantto questionrules,ortochallengethestatusquo

Informationis'givingout‘/Communicationis'gettingthrough‘

Neverassumethatyouaredealingwitharationalprocess

Nuggets

Thereisadifferencebetweenintelligenceandknowledge

Greatthingsareaccomplishedonlybytheperfectionof details



Areyouwillingtolearnfromthosewithwhomyoudisagree?

Successisnotagoalbutabyproductofrespect,common sense,anddiligence

Itsnotenoughtofollowtherules,youneedtocreatethem

Convictionwillalwaysprevailoverexpediency

ESLI-Module1

Nuggets

Donotrelyonnew-agemanagementconceptstoimprove yourorganization.



Riskiscorrelatedtocomplexity,impact,andrighteousness

Appreciatethedifferencebetweenareasonandexcuse

Donotsurroundyourselfwithsycophants



Donotunderestimatethesignificanceofperception

Leadersareexpectedtobepositive,buttheyarenot expectedtobedelusional

NUGGET DOINGSOMETHING

Doingsomethingrequires…

THEEND

NEVERFORGET

INTRODUCTIONOFINSTRUCTORS

•ReviewofOutline/CourseInformation

•Theneedforthisprogram

“Whenwecometorealizethatwemusttakecontrolof thosethingswecancontrol,andlessconcernedwith thosethingswecannotcontrol,ourworldwilltakeona newmeaning.Thisispossibleonlyifweacceptthatwe aloneareaccountableforourwell-beingandourfuture, andthatanypositivechangeinourlifeisour responsibility.Weneedtounderstandthatleadershipis ajourneyfraughtwithbarriersthatcanbeovercome, andnotadestination.”

Housekeeping

BUILDINGANDMAINTAINING

HIGHPERFORMANCETEAMS

ThreeCriticalExternalInfluencesAffectingToday’sFire Service

PoliticalEnvironment

EconomicEnvironment

PublicPerceptionoftheFireService

Thereisahugedifferencebetween the‘past’and‘pasttradition’

GROUPACTIVITY

FundamentalHRresponsibilitiesinclude…

Attractingqualifiedapplicants

Retainingdesirableemployees

EncouragingandMotivating

SuccessionDevelopment

TrainingandRetrainingatalllevels

EnsuringapathtoSuccession

Goal

Createanenvironmentthat standsoutandisrecognizedasa greatplacetowork

‘Stepping-stone’vs.Destination

Evaluatethe Process

KeyElements

Commit

Evaluatethe Present

Recognizeand cultivatethe Talent

Launchthe Program

Determinethe Future

NUGGET

Astrategythatisacceptedand whichprevailsbyminimizing standardsislessstrategyand morediversion.

NUGGET

Passionandunderstandingsometime requireshavingsome‘skininthegame’.

Retaliation

Retaliationdiscriminationoccurswhenapersontakes actionagainstanotherpersonwhohasexercisedhisor herrighttomakeacomplaintregardingpossible discrimination,or

Whenapersontakesactionagainstanother personwhoparticipatesinthediscrimination complaintprocess,eveniftheyaresimplyawitness whoprovidesastatementduringadiscrimination investigation.

NUGGET

Ifeverythingisapriority,thennothing isapriority