Skip to content
The Employee Relations Division plans and conducts labor negotiations, implements labor agreements, and assists managers and supervisors with employee issues, including corrective action.
Employee & Labor Relations
Employee & Labor Relations
Primary Navigation Menu
Menu
  • Home
  • COVID-19
  • Resources
    • MOUs
      • AFSCME MOU
      • BCTC MOU
      • CNA MOU
      • DSA-Sworn Safety MOU
      • Extra Help MOU
      • LEU (DSA Non-Safety) MOU
      • OSS MOU
      • SEIU MOU
      • SMCCE MOU
      • UAPD MOU
      • Probation & Detention Association (PDA)
    • Resolutions
      • Confidential Resolution
      • Management Resolution
      • Unrepresented Attorney Resolution
    • Employee Relations Handbook
      • 1. Introduction to the Employee Relations Handbook
      • 2. Documentation
      • 3. Probationary Periods
      • 4. Introduction to Performance & Conduct
      • 5. The Skelly Process
      • 6. Performance
      • 7. Conduct
      • 8. Conducting Employee Investigations
      • 9. Tardiness & Absenteeism
      • 10. Employee Assistance Program
      • 11. Overview – Grievances & Appeals
      • 12. The Grievance Process
      • 13. The Civil Service Appeal Process
      • 14. Classified & Unclassified Employment
      • 15. Seniority & Layoffs
      • 16. Work Schedules
      • 17. Leaves of Absence
      • 18. Labor Relations
      • 19. Reference Checks
    • Limited Term Employee Handbook
    • County Policy
      • COVID-19 Policy
      • Admin Memos
      • Civil Service Rules
      • County Ordinance Code
      • Master Salary Ordinance
    • Procedures
      • COVID-19 Procedure
    • Training
  • FAQs
  • Contact Us
  • About Us

What can I do to encourage successful labor relations?

In 18. Labor Relations
Tagged Employee Relations Handbook, Representation, union
  • Be alert to the usual causes of potential grievances, and correct minor irritations promptly.
  • Be familiar with the MOU(s) and other written policies/agreements.
  • Do not knowingly violate the MOU. When a mistake is made, take ownership and move to promptly correct it.
  • Stay informed about what is going on in your unit. Take an active role in monitoring morale and be available to help solve problems.
  • Encourage and respond to constructive suggestions.
  • Don’t make promises you can’t keep or you don’t have the authority to deliver.
  • Follow through on what you do promise.
  • Keep the union informed about what is going on that may be within their scope of concern. Don’t let the union learn about changes from their members before they hear it from you.
  • Be prepared for any meeting with the union – both to present your own issues, and respond to theirs.
  • Be credible and trustworthy – model the behavior you want in return.
  • When provoked, try to respond with humor. When challenged, be diplomatic. If limit setting is needed, do it calmly and cleanly.
  • Assume good will – don’t ascribe malicious intent until all the evidence is in. You can always escalate.
  • Attend to the relationship. How you behave when it doesn’t matter affects how you will be treated when it matters a lot.
2015-04-02
Previous Post: “Meet and Confer” Flowchart
Next Post: Sample Notice to Union(s)


Get it on Google Play


Get it on Google Play

Designed using Chromatic. Powered by WordPress.

Employee & Labor Relations