PRESENTATION TIPS
The problem of dealing with human beings:
- No two people are approachable in the same manner; this applies to bargaining unit employees and company officials alike.
- The steward is after positive and appropriate results: he/she must set aside any personal likes, dislikes, fears and prejudices, if any should exist.
- The steward should not assume that his/her thinking processes operate in the same way as that of the bargaining unit employees to whom she/he is speaking.
- Effective human communication with the members of management particularly when discussing complex issues, requires considerable patience and time. When talking to management present your case as problem solving.
- Treat the bargaining unit employees or company representatives as you would like to be treated.
- Maintain your relationship with the supervisor. Remember you may have to deal with the same supervisor on a different grievance.
- Allow the supervisor a way out, if possible.
- Listen carefully and continually evaluate the points the other person is making, for substance. Look for underlying motives of their position. What is said and apparent on the surface may not be the real issue at stake.
- Take a positive position...not defensive. In trying to convince the other side to your point of view first attempt to get them in a "yes" frame of mind.
SOME POINTS TO REMEMBER WHEN PRESENTING THE CASE
The following are guidelines which many stewards find useful:
- Prepare the case beforehand! Have your facts down in writing. Have notes organized to guide your presentation. Understand your notes and facts -- be confident. Anticipate the company's argument and have answers ready.
- Make an effort, if possible, to talk to the bargaining unit employee alone before you meet the foreman or supervisor. Talk the case over, if necessary and possible, with other stewards, your committeemen or others who might help you.
- Avoid arguments among union people in the presence of the company. If you have a difference of opinion during a meeting, take a recess and iron the problem out in private; present a united front to the company!
- Stick to the point. Avoid getting led off on side issues by the company. Insist on discussing the issue raised by the grievance only... nothing else. There should be ample time to discuss other things in due course.
- Get the main point of the company's argument. Try to narrow the area of difference between union and company. Listen intently for solutions to the problem that the company may feel it can only reveal by subtle implications, hints, indirect suggestions, etc.
- Disagree with dignity. Avoid getting excited, angry or hostile. The stewards should keep themselves under complete control.
- Avoid unnecessary delays. Be sure to comply with all time limits and procedures set forth in the collective bargaining agreement.
- Settle the grievance at the lowest possible step in accordance with the grievance machinery of the collective bargaining agreement, but make sure they are properly settled. It helps build better relationships in the department. The steward will feel like the vital part of the union that he/she is. The steward also gets respect from the other employees of the department. Don't pass the buck. If you can properly settle the grievance at an early stage, do so.
- Don't hesitate to put the burden of proof is on the foreman. Let the foreman try to justify and prove that the action he/she has taken is correct.
- Be prompt... follow the terms and procedures of the collective bargaining agreement. Don't allow the grievance to lay around. Delayed grievances may mean delayed justice. Keep a constant check on the progress of the grievance and at what step it is in.
- Enforce the contract! The best contract in the world loses value if the bargaining unit employees and the stewards do not require the company to live up to its terms.
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