In-Scope Supervisors

1. In-ScopeSupervisors 2013 Presented by: Shelley Solomon Kevin Partridge

2. Agenda 9:00 Welcome and Introductions 9:30 Role Conflict 10:30 10:45 Performance Evaluations 11:30 Promotions 12:00 LUNCH

3. Agenda 1:00 Discipline 1:45 Grievance Procedure 2:15 2:30 Grievance Procedure 3:15 Duty to Accommodate 3:45 Wrap-up and Evaluation 4:00 ADJOURNMENT

4. Workshop Goal To improve the relationship between HSAA, its supervisory members and the Employer through clearer communication, and increased understanding of each others roles, expectations, needs and concerns.

5. Objectives • To improve communication with supervisory membership. • To reduce concerns of supervisory members about being members of HSAA. • To familiarize supervisory members with how the union works for them and how they can work within HSAA.

6. Objectives • To explain the union's position on seniority as it relates to promotions and transfers. • To discuss progressive discipline. • To provide education on the supervisor's role in grievance handling/ resolving disputes.

7. Question… Does anyone know why HSAA supervisors are in the union?

8. Decision • Supervision • Hiring and Promotion • Discipline and Discharge • Directing Work • Independence • Labour Relations Input • Supervising Subordinate Supervisors • Evaluating Employee Performance • Ordering Overtime • Policy Setting

9. THE JOB OF THE SUPERVISOR

10. The Job of the Supervisor Establish the climate of human relationships at the departmental level. Shape the attitudes that motivate employees toward better performance. Interpret and apply policies, work specifications and job orders.

11. The Job of the Supervisor • Counsel employees. • Train new employees and instruct senior employees to work effectively and safely. • Recommend appropriate discipline.

12. The Job of the Supervisor • Initiate or recommend personnel actions such as promotions, transfers, pay increases and discharges. • Plan and maintain time and work schedules. • Adjust and improve work procedures, using knowledge of machine and equipment capacities.

13. The Job of the Supervisor • Take necessary steps to secure the good quality of products and services for which the supervisor is responsible. • Coordinate the activities of the department in such a way that its goals are met economically.

14. Role Conflict Group Exercise

15. Role Conflict • you have supervisory/management functions • you are accountable to senior management • you are obliged to follow employer policy/practice, even when you personally are at variance with it • you will make job decisions which employees will contest As a supervisor:

16. Role Conflict Supervisors WILL apply: • employer rules and policies fairly • terms of the collective agreement equitably

17. Role Conflict As an HSAA member, you have full rights to: • participation in union structures and functions as set out in the constitution • collective bargaining input • job security • access to information within the union

18. Role Conflict fair representation in the grievance procedure fair and equitable treatment in the workplace and in the union access to union services

19. Performance Evaluations What is in your collective agreement?

20. Performance Evaluations Group Exercise

21. Performance Evaluations Typical Weaknesses: • General neglect • Losing focus • “Quick and dirty” • Balancing conflicting purposes

22. Performance Evaluations • Surprises • Lack of understanding of performance expectations • Lack of daily coaching • Subjective evaluations

23. Performance Evaluations • Failure to evaluate the whole job for the whole period • No factual information • Including negative facts without context • Bland evaluations

24. Performance Evaluations • Poor interviewing • Discrepancies in oral and written feedback • Lack of opportunity to respond • Poor action plans • Lack of follow-up

25. Performance Evaluations Evaluation “To judge or determine worth or quality of.” Reluctance to Evaluate

26. Performance Evaluations 10 Rating Errors: • Halo Effect • Horn Effect • Error of Central Tendency • Latest Behaviour

27. Performance Evaluations • Leniency or Generosity Error • Strictness • Stereotyping or Initial Impression • Projection or Similarity Error • Spillover Error • Inter-individual Error

28. Performance Evaluations Steps to Error-Free Evaluations: • Be prepared • Clarify standards • Identify expectations in objective terms • Keep a running log

29. Performance Evaluations • Be aware • Use more than one assessor • Observe each factor separately • “Demonstrated” performance • Base judgments on standards, not colleagues • Always conclude with a plan

30. Performance Evaluations Performance evaluations are used for: • Promotions • Layoffs • Terminations • Transfers • Salary increases

31. Performance Evaluations CHECKLIST FOR INVESTIGATING DISPUTES ON PERFORMANCE EVALUATIONS

32. Promotions Seniority and Promotion Decisions: • Seniority can dominate • Seniority can be of primary importance • Seniority and ability can be of equal weight • If ability is equal, seniority is determining factor • Seniority can be ignored

33. Promotions What is in your collective agreement?

34. Promotions What are the issues?

35. Promotions General Principles: • Ability or merit is a valid consideration • In our professions, promotion decisions can not be made strictly on seniority • Difference in ability must be real and demonstrable • No favouritism • No discrimination

36. Promotions CHECKLIST FOR INVESTIGATING PROMOTION DECISIONS

37. Discipline 3 Components of a Fair Discipline Program: • Foundation • Corrective Counselling • Progressive Discipline

38. Discipline What is progressive discipline? • Verbal • Written • Suspension (with or without pay) • Termination

39. Discipline What is the difference between a letter of expectation and a letter of discipline?

40. Grievance Procedure Group Exercise

41. Grievance Procedure “A mechanism set up to settle disputes or resolve controversies.” “A process set up whereby an employee can seek redress or appeal against decisions made by the employer.”

42. Grievance Procedure What is in your collective agreement?

43. Grievance Procedure Resolution of a Difference between an Employee and the Employer (Individual) • Formal Discussion • Step 1 • Step 2 • Step 3 (Arbitration)

44. Grievance Procedure Resolution of a Difference between the Association and the Employer (Policy) • Formal Discussion • Step 1 • Step 2 (Arbitration)

45. Grievance Procedure Important Aspects: • Settle Early • Don't Take It Personally • Investigate Carefully

46. Grievance Procedure • Conduct/Relationship between Parties in a Grievance Situation • Handling Grievances on Behalf of Supervisors

47. Grievance Procedure Preventative Maintenance • Keep communication lines open • Don't make decisions in haste • Be consistent and equitable • Know the collective agreements • Establish effective evaluation systems

48. Grievance Procedure Grievance Handling Tips: • Regard the grievance process as a problem- solving technique • Try to reduce defensiveness • Do a thorough investigation of the issue

49. Grievance Procedure • Try to see the grievance as "others" see it • Consult your peers and senior management • Treat grievor and union with respect • Be creative and sensitive to finding settlement

50. Duty of Fair Representation What is fair representation?