OLA
Super Conference
2015
Human Resource Questions
• I am the only Librarian and the only staff in my
library. I hold a Masters degree in library
science and this is a new position for me. It is
in a union. This hospital used to be part of the
Ontario government, but now it is just a public
hospital like all the others in Ontario. How
do I get the job to be designated as a nonmanagement/non-union position? In this role
as the only librarian, I shouldn't be in a
position that could be on strike someday.
• This situation is pretty straightforward. Every
Collective Agreement has what is called a
"Recognition Clause". This clause identifies
which jobs and classifications are considered
to be "in" the Union. This clause has been
either mutually agreed to by the Parties or has
been awarded by an arbitrator. While not
impossible to get a "covered" position
removed, it is extremely challenging. I have
some samples of Recognition clauses.
SAMPLES
• ARTICLE A – RECOGNITION CLAUSE - CUPE
A.1
The Office and Clerical Bargaining Unit
The Hospital recognizes the Canadian Union of Public Employees and
its Local #### as the bargaining agent for all office and clerical
employees employed by the Employer, save and except supervisors,
persons above the rank of supervisor, departmental administrative
assistants, administrative secretaries, financial analysts, persons
employed in the Human Resource Department (including the payroll
officers and assistants, Information Systems Department (except for
the computer operators), and students employed during the school
vacation period or as part of an educational program;
OPSEU SAMPLE
ARTICLE A – SCOPE AND RECOGNITION - OPSEU
A.01 The Hospital recognizes the Union as the sole and
exclusive bargaining agent for all paramedical
technologists and technicians, charge technologists,
sonographers, phlebotomy technicians, morgue
assistants, and Med. Physics Service Engineer employed
by the Employer, save and except supervisors,
pharmacist, and persons above the rank of supervisor or
pharmacists, and students employed during the school
vacation period or as part of an educational program.
This person tries to take over every aspect of the
library. Jumps in to correct other staff while
they are in the middle of a search process. “I am
right and you are wrong all the time.”
This is not technically a question for HR , but more
an issue for the Manager to handle. The Manager
must meet with the “know-it-all”, lay out the
expectations for behaviour that all employees must
follow and deal with the concerns as a performance
issue. If the behaviour continues, the manager must
move forward with progressive discipline.
I have a colleague (another librarian) who has a very domineering
personality. She always has to be right. She always "knows more"
about a situation, topic, etc. than you do (even if she has no
experience in that area, situation, etc.). She is very sarcastic and
negative and even ventures into voicing her sarcasm about events in
my personal life (which, I have not voluntarily shared, but which she
probes into). I try to keep my distance from her and make a point of
not sharing anything personal (although she often asks questions and
in an effort not to appear rude, I am often forced to answer). What
can I do? We work in a small library and are forced to interact daily. It
is very fatiguing for me and an unpleasant environment to work in. If
there were opportunities elsewhere, I would leave. I'm not the only
person who notices this. Others in the library (who have been in the
organization longer than I) have struggled for years to cope with this
personality.
• Personal Questions – you have no obligation
to share anything of a personal nature with
any colleagues at work. The next time she
“probes” for information, simply tell her that
you don’t wish to discuss. Then try to change
the conversation to a work related topic – or
simply walk away.
•
Re: Sarcasm or comments you dislike - the next time this happens, take a few minutes
to collect your thoughts, and pull her aside for a private conversation and consider
using the following steps to address:
• Restate the facts and what you just overheard
• Tell her how that made you feel
• Explain how you would like her to handle it differently next time
• State the consequences if it continues (in a professional way)
For example:
•
When you made a comment earlier about the order I placed you sounded
very condescending to me in your tone and in your body language
•
This made me feel very uncomfortable and makes me question my own
ability
•
Going forward, if you feel I have made an error, I would appreciate it if you
would speak to me professionally and respectfully
•
If we can’t work respectfully and professionally, it will only cause tension in
the department and I’m sure that benefits no one.
Be sure to own that conversation and if you focus on how it impacts you, it will
be difficult for your co-worker to argue with you
• As with any conflict in the workplace, if you
have tried to address yourself in a professional
and respectful way and the behaviour
continues, seek help from your Manager. Be
sure to tell them the steps you have tried to
take thus far and provide recent, specific
examples of what is concerning to you
My manager doesn't think that training,
seminars and professional meetings
(conferences, Consortium events) are of any
benefit to the work and won’t let any of us
attend. If a staff member wants to go, he/she
has to take a day off and cover the expenses.
How would you recommend approaching the
problem?
• If you feel strongly that a certain course or workshop
would directly impact the work that you do, in a
positive way, approach your manager with this
specific request. Come prepared with how you feel it
will improve your performance and a couple of
examples of how you could apply the learnings back
in the workplace. Essentially, you are building a
business case.
• If your manager declines, suggest that you put
together a small summary of why you feel the
training would be beneficial to you and the
department and ask if you could submit it and
ask him/her to simply think about it. (You
might want to come prepared with that
already in hand).
• Essentially, you are asking them to consider
your request before giving you a definite “no”.
• If in the end your Manager declines, the
decision is your as to whether or not you want
to invest in the time for your own personal
development – even if that means taking a
vacation day.
• My manager believes that women are not as
competent as men. He ignores any ideas,
suggestions, initiatives by female staff and
takes into account only the opinion of the
males. When I tried to discuss openly the
issue he told me that I should be grateful that
my husband allows me to work, and that
women's place is at home.
Does your manager report to a higher
body? From your question, I don’t
believe going to your manager to discuss
how you feel would benefit you. I would
suggest that you document your efforts in
a chronological order and present your
issues. Also, bring with you a copy of the
Human Rights Code. This type of
behaviour is absolutely unacceptable.
$$
• Library Technicians doing a Librarian's job
with no pay adjustments.
• A classic HR issue – once HR is made aware
• Equal pay for work of equal value is an Ontario
law
• Any credible HR department will correct this
very quickly
• ESA and Pay Equity Act
Person in the division is the biggest slacker I have
ever seen. Comes late, leaves early, puts in an
average 4 - 5 hour day – but full pay. The rest of us
can't understand why the behaviour is being
allowed. Unfair. The person never used to be this
way, but now reports to a new boss who is not
around a lot either, so they don't see the
absenteeism like we all do.
SLACKER
•Consider asking your Manager (privately) to
confirm the expected hours of work for the
department.
• Acknowledge that you respect that it is their
job to manage the team but that you are
confident that they would have the same
expectations for everyone to be on time and
work their full shift.
SLACKER
•Advise your manager that you have witnessed
another employee hold different hours and that
perhaps there has been an arrangement with
them, but if not, would they like to be advised in
those situations?
•Your Manager may or may not ask you for
further information but it will give them insight
to which they will hopefully address.
SLACKER
• If you find the pattern continues, you may
want to try a more direct approach with your
Manager, and bring more specific information
to their attention