Negotating
The problem: How to delegate overtime?
From the standpoint of management
• Overtime has been abused in the past; employees would work slowly during the day to ensure plenty of work after hours.
• We should all be a team and work together to get the extra tasks completed, regardless of who is doing the actual work; the budget limits how much overtime we can give out so sometimes the supervisors need to help get the job done.
• No matter how we divide up overtime, there are always complaints from the workers.
From the standpoint of the union:
• Management shows favoritism and selectively chooses certain employees to get overtime.
• Management takes away the overtime of workers when they get out there and start doing our jobs; we were hired to do a job and management keeps taking away our rights to overtime.
A two-page account of the negotiating process. This account needs to include:
o A listing of the key challenges or points of friction.
- Specifically, how should the overtime be distributed to ensure it is done in a fair and equitable manner?
- Should a supervisor (management) be allowed to work alongside an employee covered by the CBA and thereby minimize or eliminate the opportunity for employees to earn overtime?
- How does seniority play a role in how overtime is scheduled?
o An analysis of the negotiating principles used by both parties and the BATNA of their own position.
- How does seniority play a role in how overtime is scheduled?
- All overtime should be initially based on descending seniority.
- As most senior person(s) from the top of the list accept an OT assignment, his/her name will move to the bottom of the list in order for the next most senior person(s) to have the next OT opportunity.
o A review on the success of interest-based bargaining compared to distributive bargaining principles.
- Union employees listed out by job title/grade.
• Each job title/grade listed in order of descending seniority (this assumes that all workers in the same job title/grade possess all the same qualifications)
• List should include identification of any employees who decline OT.
• Lists should be posted every 2 weeks.
o An analysis of the strength of the other positions-were their positions weak and not well supported, or just the opposite?
- Management recognizes that often overtime is a last minute decision to which management agrees to the overtime protocols established.
- In the event no employee is willing to work overtime, management reserves the right to implement mandatory participation of employees on duty to carry out the overtime assignment
o What might need to be changed to be more successful in follow-on negotiating sessions?
o A conclusion about the outcome-did it favor one side or the other?
Attachment:- final_cba.rar