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OL-610
Final Project Milestone 6-2
01 Wages and benefits are important to the employees. The Union will cooperate with the
Employer to agree on fair wages and benefits for the employees who are union members.
02 The Employer shall comply with applicable Federal, State, or Local compensation laws, rules
and regulations.
03 Wages. The employees will be provided a schedule of what is expected of them to do each
week. The full time work week is 40 hours. Full time employees that work more than 40 hour
per week are entitled to overtime pay.
The employees should be responsible to perform the work and weekly tasks. If the work is not
completed in a 40 hour workweek then overtime will be offered. The Supervisors will oversee
the work and manage the workload distribution of hours. The Union representative should be
able to review the schedule.
Wages are paid per the contract agreement upon hire date. Overtime hours are to be the base pay
+ time and a half. Employees are guaranteed to be paid for 8 holidays in the calendar year.
Holiday Pay – is straight time for 8 hours
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Holidays Observed
New Year’s Day
Good Friday
Memorial Day
July 4th Independence Day
Labor Day
Thanksgiving Day
Christmas Day
04 Overtime
1. Management involvement: The employees should be responsible to perform the work
and weekly tasks. If the work is not completed in a 40-hour workweek then overtime will
be offered. The Supervisors will oversee the work and manage the workload distribution
of hours. The Union representative should be able to review the schedule.
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2. Over time distribution: A log should be kept to show who has been called by
management to work overtime and the results. This log should be reviewable by
employees at any time. Overtime should be offered to all employees, starting with the
most senior employees. The list will operate on a rotating basis by seniority.
3. Overtime schedule: An overtime list should be created and an overall skill list. Maybe
the more skilled employees can train or work alongside the less qualified workers so they
gain the experience and eventually everyone qualified to work every position.
4. Seniority: As the list should operate on a rotating basis seniority will help to assign
where employees fall on the list but all employees will have a relatively fair chance of
receiving overtime assignments.
5. Time off: If an employee works 16 hours or more, they should have the following day
off to rest before starting the next shift.
Employees may cover a co-workers shift with management approval. Then overtime is
acceptable.
If management is offering overtime, a sign-up sheet will be posted in the common areas
and employees can only choose one time slot.
A notification system can be set up to communicate overtime hours to the employees as
they are available.
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05 Benefits
The employer is to pay 50% of the health premium for medical benefits for full time employees
after the 90 day probationary period. This includes medical, dental and vision
Vacation Time
Employees will accrue vacation and sick time after the 90 days probation period has been
successfully completed. Employees will earn 10 vacation days per year and 5 sick days per year.
Vacation and sick time are to be used in the same calendar year and will start over each year.
The company will not compensate for unused vacation or sick time.
In the 5-1 Discussion: Collective Bargaining—Employee Wages and Benefits, the Labor
and Management team were effectively created a collective bargaining agreement. One of the
key challenges we faced in the discussion was deciding who was eligible for overtime. We
decided that senior employees will have their name at the top of the overtime list then rotate
down the employees. This would give all employees interested in overtime an opportunity to be
on top regardless of senior status. Another point of friction we faced was getting our point across
clearly. There were a few examples where management needed clarification on proposals to fully
understand what the labor team was requesting. This did not cause any disagreements between
the parties but did cause confusion.
During the discussion on cross training and new union members applying for overtime,
both parties effectively negotiated a solution. The labor team felt it was necessary for employees
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to be able to cross train to build skills within the company. At first, the management team did not
think it was necessary and felt it would take away from the people already qualified for that job.
The labor team strengthened their argument by using sources to show how cross training can be
beneficial for the labor and management team. BATNA was used when management was unable
to provide new union members with overtime. While the labor team did request it, the best
alternative to the negotiation was putting new union members on a probationary period of 30-90
days to ensure a chance at obtaining overtime.
This discussion was interest based between the management and labor team in discussing
overtime. There was not a point when either team felt the other was at a gain of their loss. We
were able to meet in the middle when the management team gave the labor team the opportunity
for cross training and the labor team allowed management to allow new union workers eligible
for overtime after a probationary period.
The decisions of the management team were not weak and justified all disagreements
between the two parties. While they did not feel that cross training was necessary they were able
to give their insight on how it could possibly be an expense to the company with previously
qualified people to do the job. The decisions from the management team never let the labor team
feel like they were at a loss in the discussion. Both parties were successful in keeping the
interests of the other party in mind. I felt this negotiation session was much more in depth than
part one. In part one, we discussed the amount for the allowance of work gear. Discussing
overtime eligibility felt much more professional in our discussion for it was truly based on the
needs of the employees and company, not the gear. To be more successful next session, I feel our
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objectives need to be laid out more clearly to prevent confusion between the parties. Strong
communication is key in a CBA and allows each side to understand the other more clearly.
In conclusion, I do not believe that either side was favored in this agreement. Throughout
the whole process, the management team was very good at taking our interests into mind and
creating solutions that we could meet in the middle. Neither team should feel at a loss as we
collectively made the company a stronger, more justifiable workplace.
