Union management cooperation programs

Here are three keys to increasing agents' dedication, enthusiasm, and customer focus. Notice: JavaScript is not enabled. Please Enable JavaScript Safely. Business Journal. See the union as your business partner. Share your problems. Take your problems to union leaders and include them in finding a solution. Grewe says, "When we have a problem emerging with an employee, we go to the union and say, 'We're running out of ideas.

Here's what we've tried so far. What ideas do you have? Is it daycare issues? Transportation issues? If so, we can help get support for this employee. In fact, when it comes to battling absenteeism, one of MetLife's recommended solutions in their report on call centers, absences, and lost productivity is exactly that -- working with the union: "Companies that employ a bargained workforce can partner strategically with the union more frequently than just at contract negotiation time.

The employer and union can work together to identify worthwhile programs, such as breast cancer and prostate cancer prevention or on-site or subsidized childcare programs.

Often, the only interaction managers have with union reps is when something is going wrong. When a relationship is built solely on dealing with stressful, difficult situations, it's no wonder there can be friction. But Grewe and DuBois don't only share their problems; they also work together to create a better work environment.

In January , Grewe's company needed to deploy a new call monitoring system. In the past, monitoring led to punishment rather than rewards. So to put a positive, rather than punitive, spin on things, Grewe took a new recognition plan to his managers, then to the union: Every time agents did well on monitored calls, they were paid an incentive. The new plan was then rolled out with the blessing of both top management and the union. After the new program was implemented, Grewe sought feedback from the union and agents.

They all thought it was terrific. By asking for union input both before and after the rollout, Grewe created a win-win situation. First, agents' performance improved.

Those who received the incentive each month for six months didn't want to break their winning streak, so they kept up their superb performance. At the same time, the company was able to introduce its new monitoring system without a hitch, which it needed to do in order to yield better results.

The union was happy because the employees were happy. By seeking input and emphasizing positive options rather than punitive ones, Grewe was able to satisfy his managers, his employees, and the union, while implementing a better business strategy.

He says, "With the success of this project, union leaders began asking if there were other ways to incent people. I said, 'Certainly -- give me more ideas! Login ORG Blog. Still hungry for info? Check out these transformational insights. Topics: Labor Management. Subscribe to Email Updates. Recent Posts. From Our Blog. Let's Connect. Subscribe to Newsletter. Chapter 6 presents the results of the analysis of performance at the research sites. Some of the time-series data sets on these variables are as long as 8 years.

Eleven case studies highlight significant issues involved in the practice of cooperative union-management relations.

Chapter 7 summarizes research methodology and findings and offers a future research agenda.