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Labour-Management- Government Partnerships

Labour-Management- Government Partnerships. APEC Symposium June 2001. OC Transpo Public Transit Authority Ottawa, Canada. Stats In business since 1903 Owned and administered by Ottawa-Carleton Regional Transit Commission 11 elected representatives from community Fleet of 850 buses

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Labour-Management- Government Partnerships

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  1. Labour-Management- Government Partnerships APEC Symposium June 2001

  2. OC TranspoPublic Transit AuthorityOttawa, Canada • Stats • In business since 1903 • Owned and administered by Ottawa-Carleton Regional Transit Commission • 11 elected representatives from community • Fleet of 850 buses • Served a population of 625K • Typical weekday rides- 250K • 2300 Employees

  3. Historical Overview • Environment in the 1990’s • Declining Ridership • Budget restraint • Political turmoil • 500% turnover in Human Resources/Labour Relations- Management • Wildcat strike 1991 • Legal Strike 1996

  4. The 1996 Strike • Traditional Negotiations • Face to face negotiations replaced with meetings before the CIRB • Conciliation talks break down • 24 day strike • World class mediator assigned to case • Parties accept a mediated settlement • Union/Management relationship at its worst

  5. Harsh Lessons- Employer • Botched negotiation strategy • imposing concessions • misreading the Union’s resolve • publicly taking hard line- no room to move • Public intolerance for inefficiency • Incalculable losses • Complete breakdown in trust

  6. Harsh Lessons- Union • Burning Bridges • repairing the relationship is much more difficult • we Vs. they mentality exists today

  7. Beginnings of Partnership • Recognition of the need to rebuild trust/relationship • Desire of teams- or at least leaders to rebuild trust/relationship • Assess and Change Players • Look for External Assistance as Required • Develop Joint Strategy for New Approach

  8. Cooperative Labour RelationsRebuilding the Trust • Develop plan together • Train Jointly • Research Jointly • Rethink everything you do • Adopt a holistic approach to labour relations

  9. Our Plan • Joint Policy Development • workplace accommodation • expedited arbitration • peer support network • working groups • Joint Training & Research • presenting an arbitration • interest based negotiations • Interest Based Negotiations • better solutions to problems

  10. Prerequisites for Success • Motivation • joint initiative based on common goals • commitment of key leaders • realistic expectations • Preparation • both parties fully understand process • manage expectations • Process • stick to ground rules • use facilitator

  11. Trials • Union’s Story • senior executive member not on board • internal strife and mistrust • Management’s Story • senior manager leaves town • 70% turnover of senior management team • Summary • Ensure you have the right players • Ensure all members of team understand goals • Acknowledge you may have setbacks

  12. Tribulations • Union’s Story • First IBN contract almost rejected • Impact on Future? • Management’s Story • Political pressure • Impact of Municipal Restructuring on ability to be creative

  13. Triumphs • Union’s Story • positive membership feedback • more education • more impact on future of transit • Management’s Story • labour peace • political support • increased ridership

  14. Future Issues • Positive Discipline Pilot • Peer Support Network • New Booking System • Education Sessions • Other...

  15. Conclusions • Don’t wait until you hit the bottom • Partnership results in better solutions to workplace problems than ever before • Invest in your Human Resources • Expect Setbacks • Place responsibility for IBN on everyone • Build Bridges- quickly and often!

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