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LaborRelationsQuestionnaireTheprocessthatensuresandoverseesfairandeffectivecollectivebargainingwiththoseunionsrepresentingemployeesandfosterspositivelaborrelationsdesignedtoachieveorganizationobjectives.1.Doestheorganizationclearlystateitsphilosophyonlaborrelationsandimplementguidingproceduresformanagerswhodealwithcontractandlaborrelationissues?2.Isthereapositionwithintheorganizationthatoverseesandcoordinateslaborrelationactivities?3.Dolaborrelationsstrategiessupporttheorganizationsbusinessplan?4.Istopmanagementinformedandsupportiveoflabormanagementstrategiesandgoals?Isthereanatmosphereofmanagementrespectforunionrepresentation?5.Arenegotiationstrategiesandobjectivesformulatedinadvanceofcontractnegotiations?6.Doesmanagementunderstandthelawsthatgoverncollectivebargaining?7.Isyourlabormanagementteameducatedandtrainedinprivate-orgovernment-sectorbargainingtechniques?8.Doesyourlaborrelationsstaffnetworkwithprofessionalsfromotherorganizations?Areunionofficialsinvolvedinworkshops,educationalforumsorotherinteractivesessionswithmanagementtoaddresstopicsofmutualconcern,suchasbusinesscompetition,healthcarecosts,compensationandorganizationchangeissues?9.Isthereaformallabor/managementgrouptodiscussissuesofmutualconcernoutsideofthebargainingprocess?Ifyes,doesthisgrouphaveacharterandregularlyscheduledmeetings?Isthegrouptrainedineffectivemeetingskills(e.g.,agenda,groundrules,timekeeping,facilitationandactionplans)?/12.Isadequateassistanceprovidedtomanagersincontractadministrationandhandlinggrievances?13.Aremanagerstrainedinhandlingdisciplinematters,recordkeeping,counselingskills,precedent-settingissues,etc.?Areeffortsmadetoanalyzerootcausesofgrievancesandtakecorrective/preventativemeasurestoreducethem?/14.Whengrievancesaresubmitted,aretheyresolvedinatimelyfashion?15.Aretherecredibleeffortsmadetogainlaborsinputandparticipationinfindingbetterwaysfortheorganizationtosurvive?Hastheorganizationmadeplanstomeetitsfuturelaborrelationsneeds?16.Onascaleofonetoseven(sevenbeingthehighestandfourbeingadequate),howdoyouthinkyourHumanResourcesdepartmentwouldratetheeffectivenessoflaborrelationsperformance?17.Onthesameone-to-sevenscale,howdoyouthinkotherdepartmentswouldratelaborrelationsperformance?18.Onthesameone-to-sevenscale,howdoyouthinkunionofficialswouldratelaborrelationsperformance?ExplanationofLaborRelationsQuestionnaireThesectiononlaborrelationsisimportantfororganizationswithunions.Thebrevityofthissectionisnotintendedtominimizeitsimportance.Therearefewerquestionssimplybecausefairandeffectivecollectivebargainingpracticesareusuallyalreadyinplace.Infact,laborrelationsmaybeoneofthemostimportantcategoriesforthemanyorganizationswhichdealwithunions,suchaslocalgovernmentandpublicsectoragenciesandheavilyunionizedmanufacturingcompanies.MostFortune500manufacturingcompaniesareunionized,andtheremaybegoodreasonswhyotherworkingenvironmentsneedunions.Managementshouldlinkoveralllaborrelationsandcollectivebargainingstrategiestotheorganizationsbusinessplanningprocesswellbeforecompanyrepresentativesgothebargainingtable.Equallyimportantareissuesofworkforceflexibilityandworkredesign.Companymanagersshouldfostercooperativerelationswiththeirunionsanddrawontheskillsandknowledgeofunionleaderstoachievetheorganizationsobjectives.Bothemployeranduniondependontheorganizationssuccessandabilitytocompeteintheglobaleconomy.Thethemeofthesequestionsistheneedtogainlaborcooperationforcontinuousimprovementandtofosterunionleadershipawarenessandinvolvementincriticalcostissues.Answersshouldrevealmutualinterestsratherthanadversarialpositionsthathavenotpaidoffforeitherpartyovertheyears.