1. Miss your deadline. You know what the contract says, but somehow you forget to file the grievance within the specified time. The grievance, in almost every case, becomes history. Two pieces of advice. Keep a calendar diary with dates marked in red so you won’t miss deadlines. And if you need more time, ask for an extension from management and get it in writing.
2. Never get back to the grievant. This usually happens when the steward determines that the member has no grievance. Rather than be the bearer of bad tidings, the steward disappears. This is irresponsible. If the issue is not grievable under the contract, see if it can be resolved in another manner. If not, tell the member that the issue cannot be written as a grievance, and give him/her the reasons.
3. Bad mouth the union. If you have a problem with the way things are done or with your leadership, discuss the issue(s) in a rational manner. Get off the soapbox and see if the difference can be resolved. There’s plenty of room for discussion and disagreement. But when it spills out on the shop floor or at a meeting when management is present, such disagreements can permanently weaken the union. A house divided against itself will fail.
4. Drop the routine fly ball. You are the steward with responsibilities outlined by the constitution and by-laws. You should not make basic mistakes. Grievances should be written correctly. Information should be shared. You should know your rights. If you are unsure or don’t know the answer, ask.
5. Sit down and shut up at meetings with management. In your role as a steward you are the union advocate. This role is an active one. You are the equal of management. You may ask questions, ask for and get records to process grievances, and even raise your voice at meetings when necessary.
6. A major no no. You or a member may be baited at a grievance meeting so that you will get angry. A steward who argues out of anger and not facts will lose the grievance. Period.
7. Write long grievances. Grievances should be short and sweet. Management is being paid big salaries to supervise. Don’t do the work for them. Your grievances should identify the grievant, outline the problem in a sentence or two, state what article of the contract is being violated, and what remedy you want to make the grievant whole. Save the arguments for the meeting. A good poker player never tips his/her hand.
8. Meet the grievant for the first time at the grievance hearing. If this is the first time you’ve met the member, you are inviting trouble. Big time. You should talk to the grievant face to face when you investigate the grievance and write it.
You should also talk to the grievant prior to the hearing to familiarize him/her with the process. When they walk into the room, they should feel as comfortable as possible. They should know that yes, no, and I don’t know are acceptable answers at a hearing. Describe the room to them, who will be there, and what they will be asked.
9. Wait for the member to come to you with the problem. If you do this, you will never gain the respect of the membership you represent or the management you must deal with. Problems can often be resolved before they explode into grievances. And members may not be as aware of contract violations and grievable issues as you are.
10. Forget to take a breather. This is intense work. Stewards work a full-time job and then take on their union responsibilities. This kind of existence is rewarding but is fraught with burn-out. Take time for yourself and your family.
IBEW Local 1613
Given all of the talk about Immigration reform, and returning jobs to America, Barack Obama proves he’s just a Republican in disguise. He just doesn’t get how the Union people in this country elected him for a whole different agenda. To disgustingly quote Sarah- Hows that hopey changey thing going for you.
Here’s a good article about Social Security,
No Union! You voted, it’s happening!
UPS people should be the most concerned. Your contract comes due in 2013, the year after the next major election cycle. If that cycle goes the way of the last one, your done.
Todays New York Times spells it out.
What happened in New York in the recent storm? With cash strapped municipalities, and states we will see more and more of this kind of behavior during emergencies. We saw a big example during Hurricane katrina, and we see it now in New York City. Is your town next? Here’s the story .
This was my report after the peak of 2007. You are so lucky it’s not like this anymore.
OMG !! We survived another Peak Season. It was touch and go there at times, but we all pulled through. There was so much work to be done that I would think UPS would just stand back and let the workers go at it. But they can’t do that. They’ve got to be in there mucking things up. Here are a few examples of things that happened this Peak that I’m still scratching my head about and wondering……..why?….
Early in December, IE was cutting routes like mad and there were days off to be had for some lucky drivers. That’s nice, but at the same time other drivers were pushing 11 hours a day and anyone who went over 11 was called on the carpet. If you didn’t have express permission from your manager, then you got a warning letter. Maybe that would not have been a problem if they hadn’t cut so many routes.
Sheeting mistakes got to be a big issue, like sheeting a business as closed between noon and 1 o’clock. If you had been talked to about it before, then that became a warning letter too. If a driver had a bad day, he could easily get 2 warning letters the next morning. That gets you off on the right foot !
The dress code became the pet peeve of some managers with nothing better to do. Shoes and hats were favorite targets. T-shirts of the wrong color were hot items too. We hoped they would send us home if we had on the wrong color t-shirt but they just told you to change it. Or leave your hat in the manager’s office for the day. Or don’t wear those shoes tomorrow.
In our center, the manager stooped to posting the WOR as a shame list on the bulletin board for all to see. At first he listed the top 5 production drivers and then the last 6 or 7 according to the over/under numbers. Someone tore down the worst list the first day. The next day he posted the whole center report showing how everyone ran. As the steward, I raised Cain that it was low-ball management. He countered that everyone was looking at it. I said the interest was morbid and for some, embarassing. People stare at a car wreck too, they watch Jerry Springer. It’s vulgar. It’s dirty. It’s not how management should be operating.
As our cars got more full every morning, you would think that IE would have SPA’d the Next Day Airs all up on the 1000 shelf. But they continued to SPA Next Days deep into the load and every day I had some in the 2800 or 2900 sections. That put them in about the middle of a packed car on the lower shelf. There is no way to dig those out and get them delivered before 10:30. Anyone who has ever driven would know that.
Another way to shame drivers was dreamed up this Christmas and it was used on any driver who ran 3 or more hours over allowed. Management would pick a city that’s 3 hours or 4 hours away, like Grand Junction and feigning righteous indignation, they would exclaim. “How could you be 4 hours over, Hell, I could drive to Grand Junction in 4 hours!!!”
We were working Peak Week under a 12 hour curfew and a lot drivers were bringing stops back every night. One driver forgot to punch out his board, went home and an OMS punched out his board and he was over 12 hours. They wanted to fire him the next morning, but decided against it. A bunch of us were hoping they would send him home because that’s the kind of termination you can easily get reduced to a suspension and we were all going to “forget” to punch out that night too. I’d take a 3 day suspension during Peak Week anytime.
With the 12 hour curfew of course came missed pieces every night. Some drivers were bringing back 50 to 100 stops a night. Soon management was browned up and running routes, working as helpers, etc. You can’t have it both ways, you can’t restrict driver hours and have management working. Management would meet drivers at 8 o’clock at night and take everything they had left and send the driver in to get off the clock under 12 hours and management would stay out and do the stops themselves. Gee, I wonder if that will generate a girevance?
I arrived at work one day just as an ambulance pulled away from the building. Unfortunately, someone had slipped and ruptured 2 discs in his back. They rushed him into surgery that very morning and he’ll be out for quite some time. That’s a heck of a way to get out of Peak. The rumors flying around the building were that a driver had looked in the back of his truck and had a heart attack. It wasn’t that hard to believe.
I would think that UPS would focus a little more on getting our pickups covered during Peak because having to do pickups in the afternoon just kills us. Not only does it take valuable time away from delivery, but it fills much needed space inside the truck. Then when we stay out till 8 or 9 o’clock, the pickups don’t get unloaded and sorted in a timely mannner and the twilight goes down late, then the midnight sort runs late, and then the preload is not done when the drivers come back to work the next morning. Then we leave late and the cycle repeats itself.
UPS never seems to be able to take a good plan for Peak and save it and build on it the next year. They have to reinvent the wheel every December.
Why is that???
UPS drivers were voted the “dumbest people on earth” at the annual gathering of the Society of Industrial Engineers. Citing widespread newspaper accounts detailing how the Engineers had restructured all UPS routes to make only right hand turns (thus saving the delivery giant millions of dollars), the Society also named themselves the “smartest people on earth.”
“If we hadn’t invented Package Flow Technology and introduced UPS Telematics when we did, UPS would be in the crapper right now,” said Tony Bologna, spokesman for the group. “UPS drivers had been running their routes for almost 100 years and never realized that right hand turns were easier to make than left hand turns. And they thought leaving the bulkhead door open saved them time. How dumb are can they be?“
“All these UPS drivers thought they were so smart when they sat up their own routes and ran them,” Bologna added, “but we just sat down with a map and a magic marker and showed them to be the dumbest people on earth. The new routes, designed by the industrial engineering department, are models of efficiency. Who needs area knowledge when you have Google Earth?”
A special award went to former CEO and industrial engineer Mike Eskew, for his role in elevating the Industrial Engineering Dept. at UPS to the rank of Godliness. “No one questions the word of IE at UPS,” Bologna noted, “when we speak, it’s as if God Himself has spoken.” Bologna glossed over the fact that UPS stock has been flat for the last 5 years, noting that Eskew was an engineer, not a “Goddamn financial wizard.”
A large number of UPS drivers picketed the gathering. They held a demonstration on the sidewalk outside the building, singing songs and carrying signs. One poster read ‘Right Hand Turns are for Cowards’. Others sang a stirring rendition of Willie Nelson’s “Momma, don’t let your babies grow up to be engineers.”
The theory of negotiation has been named for the guy I keep hearing it from. I won’t mention his real name, but his silly idea permeates the Rank and File at UPS. The theory begins with the assumption that the company hates it’s senior employees. The assumption is these employees cost the company money because they balk at hauling ass, and balk at long days, and raise hell for various reasons with management. Why would a company have any reason to keep such malcontents around?
The fact is, while the company raises complaints about these drivers, the reality is they love them, and understand that their profitability is based on the steady, day to day, performance of these drivers. These drivers show up everyday. The company knows they have families, and financial obligations that will keep them at work, and interested in keeping their jobs.
The B.R. theory assumes that since the company wants to get rid of the senior driver, they will give concessions to them, up to and including buy outs to get them to retire. Yeah Right!
First of all, new drivers are very expensive to teach all of the nuances of delivery. Many simply can’t deal with the need to be able to walk and chew gum at the same time. In this day and age of the DIAD, and PAS, and Telematics, learning this job is difficult, and costly to the company.
Newbies are responsible for at least 80% of the claims that are paid by the company. Most senior drivers know the ropes for driver release methods, and know it’s not worth the risk making bad driver release deliveries.
Newbies are involved in most of the accidents reported, (and many unreported), to the company, and also are involved in the most serious accidents. Most senior drivers know that accidents are one of the quickest ways to lose their jobs, and have learned most of the safe driving techniques used by the safest of drivers. They have watched the Ball Haulers come and go over the years, gleaning the company’s praise for production, only to wipe out a Grand, or crush some old lady in a car, hurrying through a yellow light to keep their stops per hour up.
So the assumption that the company will buy out it’s dependability, and it’s reputation, and turn the company over to the Spit fire, crash and burn, package tossers is not only ridiculous, but down right stupid.
The negotiations will surround the company’s cost of doing business. One of the major considerations to that cost, will be the competition, and their costs. Remaining competitive is a key to improving the bottom line. Training new drivers is one of the most expensive costs to the company. They therefore will do everything they can to keep the “already trained” people there.
That sounds great until you remember that the average wage at Fed-Ex is $5 to $8 per hour less than at UPS. They also pay a portion for their health care, and retirement plans.
While the company appreciated the dependability of it’s work force, the desire to get that dependability at a cheaper cost is huge.
So the contention that the company will “buy out”, “coerce”, or “negotiate”, the older workforce out of existence is crazy. Everyone inside knows that most drivers would love to move on to greener pastures, but
It ain’t gonna happen!
Every driver should get closely involved with the negotiating process. Attend any meetings held by the Local to express the wants and desires of the hourly workforce. Let management know that you will support your National Negotiating Committee right down to striking if the need arises. Stay informed of the negotiating process through your stewards, and Business Agents. Be sure to attend any meeting the Local puts on when they bring back the potential New Contract. Be prepared to encourage the drivers around you to vote on that contract.
A strong, united, workforce will win a strong contract. Be a part of it.
Your family is depending on you.