plan. ° The union’s policy is that workers must be full and equal partners with employers in any Workplace Reorganization Se Union introduces new workplace reorganization policy to meet needs of changing job sites The union has introduced a new policy to deal with Workplace Reorga- nization programs which have hit the modern workplace more frequently than ever over the past few years. Sometimes these programs are know as Team concepts, Quality Circles and other names. Modern management has been steering away from traditional adver- sarial techniques with their work forces in favour of what they would like to portray as joint participation and problem solving in the workplace. This Participative Management is the new scheme of things so the IWA has had to get some policies together to deal with this new reality. The union could become an equal participant in the new scheme of things or it could just follow manage- ment’s lead. With a new policy and guide for Workplace Reorganization (WPRO), the union has put its own agenda forward. 3 The new policy and guide were put together following the union’s 1993 National Convention, held in Saska- toon, Saskatchewan where the union was directed to “develop guidelines and parameters for Local unions to follow when negotiating workplace reorganization schemes.” Early last year the union’s National Executive Board took the resolution and struck a sub-committee to study the issues involved and put a full re- port together in time for the 1994 Con- vention. Sitting on that committee were Harvey Arcand, National 4th Vice-President; Gary Kobayashi, presi- dent of Local 1-217; and Dave Tones, president of Local 1-3567. Together the union brothers review material from different sources and came out with a document which has been accepted as policy by the organi- zation. At the heart of the new policy and guidelines in that if any WPRO schemes are to be set up in IWA oper- ations, then they must be.done in full partnership with the union. To protect the interest of workers, the union must play a full role in ensuring that the WPRO’s are not just for the gain of employers and not the workers. When WPRO’s are put into place, workers are usually divided into “Groups” or “Teams” and are instruct- ed in conflict management, assertive- ness skills, and problem solving. While the union acknowledges that most workers would like to have their opinions valued and more input into their workplaces, it is important for their union to look into the motives of participative management, which goes outside the traditional bounds of col- lective bargaining. Sometimes “participative manage- ment” schemes only give workers a token role in their workplaces and are often geared to deal with low produc- tion problems or small cosmetic changes. In an effort to win the allegiance of workers, employers use WRPO’s as a “psychological campaign for the minds and hearts of union members that combines antagonism towards or- ganized labour with cooperation at all costs.” The policy manual also says that some WRPO schemes are “an effort on management’s part to have their employees and the union adopt the boss’s agenda as their own.” With all of this in mind the docu- ment says that the union a Labour Strategy must be introduced to in- crease worker influence in the work- place. As part of the union’s overall objec- tives workers must know all about the WPRO. They should include, as part of the labour agenda, the following: e A full and comprehensive under- standing of any participation program prior to development and implementa- tion. ° Increase training and educational opportunities and ensure that they are distributed too all workers. e Empower workers in larger cor- porate decision making and increase decision making collectively. e Increase job security and preserve employment levels and create more jobs. ° Create hazard free safe environ- ments and less stressful worksites. ¢ Create workplaces free of harass- ment and discrimination. Bes ° Recognition of union with legiti- mate with a legitimate role in defend- ing worker interests. As part of the guidelines for estab- lishing union participation in WPRO’s the union recommends that it should be part of a collective agreement or letter of understanding. Full and equal participation is es- sential and there must be a senior lev- el, joint union-management steering committee which oversees the pro- gram and has an equal number of IWA and employer reps. * The guidelines also say that the col- lective agreement itself must remain uncompromised and that to partici- pate the union must have full access to equal information, resources, sup- port and training. Union guidelines also state that only programs that are consistent with the collective agreement and which are supported by the union may be implemented. Evaluation and disci- pline must remain a function of man- agement and participation on any WPRO initiative or committee must be on a voluntary basis. Most importantly the union’s new guidelines spell out that no initiative shall be implemented that will result in the loss of bargaining unit jobs. Union committee members must communicate with rank and file mem- bers of the organization and address issues important to the membership. In the policy and guide there is also a section for contract language along with some sample clauses. The union should always get an agreement in writing, where manage- ment commits itself to recognizing the union. The agreement must not address such issues and wages and benefits, job postings, job evaluation, griev- ances, and discipline and evaluation. The union recommends that a se- nior level joint union-management steering committee be immediately established to ensure that the imple- mentation of a WPRO is compatible with principles and guidelines set out in the collective agreement or letter of understanding. The steering commit- tee must act as a governing body for the process, hold regular meetings, and be jointly chaired. The company must also pay for lost time wages for all members of the steering committee, whose functions are spelled out in the policy and guide. For copies of the IWA-CANADA Policy and Guide for Workplace Re- organization, please contact your lo- cal union office or the IWA-CANADA national office. ° Workers must be able to meet with the union reps to discuss the union’s own agenda within the WPRO. LUMBERWORKER/MARCH, 1995/9...