Employee Engagement Notes: Day Shift and Afternoon Shift

8/22/2019 Employee Engagement Notes: Day Shift and Afternoon Shift

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Obtained by Bob [email protected]/bobmackin


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SANITATION SERVICES

Employee EngagementNotesDay Shift and Afternoon Shift

Notes compiled from the table discussions January 2013 sessions2/19/2013

These are the notes com piled fro m all of the table discussions. The first page is the key them esidentified and the rest of the docum ent are the verbatim notes that the facilitators recorded ateach table.


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Day Shift Employee Feedback Notes from Jan 2013 session

CommunicationsThemes: Update maps, manuals, training materialsMore frequent, open dialogueo View issues and concerns raised as people caring vs com plaints or obstacleso do something -3-1-1 with feedbac k or ideas; repo rt out and back re progress Superintenden ts come ou t and see work challenges Be transparen to te ll us wha t you know when you know ito don 't hold info bac k/prote ct us from infoo we need to kowo huge eff ec t on tru st , respect St openness [d on 't shelter us] be tter comm unication to public about what /how , etc . way to provide suggestions, i.d . concerns pre-grievan ce enforce rules, et c. , consistently do something about 'con tam inate d' recyclingo public education and enforcem ent new garbage cans [food scraps] not com patib le w ith curre nt system balance routes and workloadsestablish standards, expectations and do annual performanc e reviews

Communications - full notes dif fic ult to have comm unications

o through CB or ce llo l i t t le / no 1:1 comm unication wit h super not tha t great wit h comeo requests/issues not addressed no f /b - n o proof we even talked about i to not follow up back good listeningno actio no sticky note: use bett er commun ication in term of city policy, changes,promotions, posting opportunity by use of electronic communication;example facebook, twitter or email no cons istency-o ne day they say something; another it's dif fere nto sticky not e: get 2:00 pm out of your head needs to be standards/pro cess consistency in how postings are handled come up with a way(s) to get info out to everyone; web site/paper, posting on wall employees should report problems to SI/SUP and SUP should ca ll partners to advise1. equal out the workload [l isten t o feedback and issues]2. establish reasonable [or any] expectations-be clear about safe/not safe3. come out and actua lly see conditions stra ight answers yt~ no transparen cy betw een Superintendents and Employeeso also needs more clar ity from Un ion-op inions/ru mo urs vs consistent facts huge fru stra tion at what appears to be ignoring of ideas


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o nothing happenso no follow upo "under consideration"o "no plan/no exec ution"Be dire ct-m ak e a yes/no question a yes/no answer1 o'clock call out workso Everyone knows where everyone's at-w ho 's good, who needs help (try outin other groups)Agenda for monthly union meetingo Most do n't go /wan t to go because of personalities/issues [scream ing,yelling, don't get heard unless you're strident]Ballots held at workplace instead of Union Hall (easier re: getting there)o Location and timin g are problems (after work, stuck in tra ffic )1. Overall, communication is pretty good2. More clarity-city hall/Zupan/us-feels l ike we're being sheltered/in the dark3. New produc t (garbage cans for food scraps - not com patible w ith curr en tsystem) (told us when it was too late)

Messages, requests, suggestions ge tting 'los t. ' Broken lines of com mu nica tion;stuff doesn't get escalated from one level of mgmt to next -EMP - WF - SUP - Mgr-City Hall->should be central contact points 3-1 -1 a good thing; but wrong info going out; puts staff in conflict with citizens Not enough healthy, early com mu nica tion-b y the time talk starts, people alreadyupset Too much focus on problem , not enough on solution More honesty; fed a line of BS; not getting whole pictu re; holding back Ca n't be tru th ful for fear of complaints to Union/Harassment More manpower; have help to comm unicate info out Action on ideas; repo rt back on actions/progress More back-up/spare crews re: crew talks and lost time More frequ ent com mun ication (besides 1 'oclock and more time fort rave l /dump/pre- t r ip) Mgmt expects crew to use personal cells because too much static on CBs; extraexpense for employeeso Need clear radios Investigate "missed calls " cause; come up with/s olution s

o Communicate proper process to cit ize n/t ag it properly Info re: problems on streeto Nothing gets done-> Have starte d calling 3-1-1 anon because Mgr w on 'trespond Address disparity in wo rkl oa ds -ru n my a off in Recycling; sewers much lessstressful Mgrs pass buck to each other cou nting on other to do jo b; "m usical cha irs"messages Crew talk s-p eo ple on vacation get missed; no follow-u p and they get missed,the refo re, double standard w ith some doing it right/others not and no follow -up Need train ing manuals on rules and procedures


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- >Didn' t 'knowaboutthismeetingunti l thismorning

Maps are 40 years out of date. Ongoing news/ope n forums - every 2-3 m on th s- w ith managers; could be social6 Q 3 Monthly crew talks don't.happen-need to whether issues or not (only

happen 2 x per year or if issues)o Want inp ut int o Agenda1. Mgmt. needs to follow and enforce the rules consistently2. Better communication between sub-foremen and managers; all levels of

management3. Post/distr ibute monthly labour/m gm t. meeting minutes. Great facade of comm unication [not talking doesn 't mean the y're listening] Tell public how to recycle; not up to employee to educa te; tag over and over buttold not to tag too much

o Leaflets don 't work -paper-b ased; do n't work in raino 60% of cans con tam inate do Not puttin g in right place Lack of communications internally shows up in 'outside' [m gm t./pu blic /sta ff] BBY vs Vane.o BBY enforces by learning and pu tting sticker on ito Van - foreman wi ll pick it up anyhow; get in troub le if we don 't take it ;have to take stuff to dumpo Task system -good routes vs bad routes; issue in team if you call for h elp;some finish on time/s om e get no breaks Feels like we get punished for working ha rd /fa st -g et m ore work "conc erns" bulle tin board to pass info from crew to cre w; ; shift to shifto SI should init ial off and follow to resolution1. A way to fi le conce rns, suggestions before 'griev an ce' stage2. Better communication to public to reduce conflict/complaints

Communication to employees needs to improveo Structured dialogue more freque ntlyo Follow up on issues/suggestionso Struc ture for backing up issuesTell us the truth; tell us what you know and what you don'tBe consistent; stop changing story every weekStart employee performance appraisal-27 years in between too longPost posit ions-don't f i l l -what's up-no communication backo There's a concrete ceilingo The "J oe " rule sucks;Better communication coordination; more directiono No comm unication between Streets /public in lanes and us for pick upNeeds a process to report contaminated loadsMonthly m ee tings -tel l us what we do wel l ; post stats (injury/comp rates), goalsfeedback


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Job assignment mapso Balancing routeso Update mapso Inform ing new employeeso If all senior staff don 't want route, it should te ll mgmt. something New hires get no sup po rt/in foo Sis need to get out of chairs and suppo rt, be available , pay atte ntio n m orein 1st yearo Come out and see / show some inte res t Sticky Note : Email updates: People do n't always wa nt to inte rac to How you get info Management update board wa nt updates on wh at Sis discuss at th eirmeetings^visible and then they have to act on it Takes them forever to act on things1. Greater/more frequent dialogue2. Look upon feedback as constructive; not complaints and do something with it3. More transparency ; honesty, dire ct comm unications


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Management Style

Supervisor Management StyleTHEMES Couple of superintenden ts 2/5o Listeno Show respec tMore clarity in directionLack of integrity/co nsiste ncy/c onfo rmity across superintendentsBe dire ct - give straight answersRules are being broken conveniently and its "encouraged" to get the work done

In the AM, it 's need to have a superintendent in the fieldCulture of animosity is encouraged between break and non break takersProcedures not shared/inconsistent applicationLying, no transparency, communicationFull notes:^r No consistency in management communicationsr Less lying -fol lo w throug h-no trustManagers are not accountable to do their jobSupervisors favour non break takersSeems they're not accountableEncourage people o take breaks yet discourage your through comparison with

Respect seniorityTask system is different in garbage, recycling, and lanes is differentStop game playingo Make up the ir own rules vs respecting contrac tYour shamed for not being able to finishStop favouritism/nepotismEveryone should be able to do every area/despite knowledgeo Maps are not updatedManagement (Superintendents/branch manager) is reactive vs proactiveChanges could be proa ctive - i .e . , mapsCommunications-* rules are communicated-* month later it changeso It changes constan tlyLots of cracks in communication -fracturedMangers need to support in the morning to ensure everyone understands and setfor successTop heavy on mgmt. - cuts happen in field vs in managementFavouritismAnimosity between break takers and non break takers

Superintendent Management Style


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#1

More crew talks w ith superintendentsMore people power to facilitate crew talk1 person out roaming to supportCommunicationo Can't reach superintendento 20 min waiting couldn 't reacho Carry hand-held radio for contac t emergencyo Not availableSuperintendent or foreman needs to be in the fieldBetter feedback and follow throughWorkload is getting heavierSuperintendents -be in the field not in the Yard; check to ensure it's okFollowing through on suggested changes-^communicationNo follow up on repeated requests which impacts my workNo follow up on promises-exam ple emailing postingsBetter equipment neededUnrealistic expectations of workStarting reviewsmeaningful when their doneWe need more support - manpower/machinery/trucksOpportunities are thereo Better comm unicated when they come up

Superintendents' styleRecognition and reward is not in the deptNo styleRecyclingpositions posted but never filledLying, no transparency, no communication, no accountability, no integritySuperintendents already know 'answers'Not collaborative, 'my way or highway'no follow up on the current reportNo reviews are being doneo No one knows how they are doingTwo sets of rulesfavouritism - 1 set -cronies (mgmt.)"They build resentment they don't build people"New regime is same as oldMore equalityNot sure if the process is going to helpToxic work environmentNot sure what difference this will makeIdeas/suggestions are never followed up on or responded toNo communication on job related issuesNo transparency

Superintendent Management procedures are not shared or consistent Good liste nin g-b ut no follow up


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Short term disability should not impact -Bradford ratingNot sure if we're doing good/bad jobEmployee reviews do not happenLack of opportunity to moveNot sure what my superintendent does Better job in recyclingo Harassmento Faste r/slowe r guy More consistent app lication of rules Garbage

r open honest direc t comm unication is needed Resentment if you take breako Start of day H_ should be no differen ce wheno End of day J y o u take break Lack of planning perceived and com mu nication

Extreme lack of clarityo Ind irec t answers to questions?o Job future?Lack of paper trail-complaintsStaff need to see the VSR - Vancouver Service Review

Foreman don't have autonomy or power to supportSub-foreman are just yes vs having decision powerWe have diffe ren t rules for differe nt superintendents Favouritism -no rules Lack of prepa ration for cold wea thero Create impossible circumstances Insufficie nt supp ort/pers onn el creates dangerous conditions (recyclying) Recy cling-when truck is full- > unsafeo not supposed to not finish routeo not supposed to push it down

Management Superintendents couple of superintendents - liste n; show respect 2 out of 5o Follow through dialogue More clar ity in directiono Policies and consistencyo Lots of grey area vs more cut & dry vs actu al policy Lack of inte grit yo If you lie, the workfo rce is divide d and it' s a losing seasono Inconsistent app lication of ruleso Some (or same?) offenders get away How can morale be high when people do n't lead w ith inte grity Open door policy is not consistent Not everyone follows up on suggestions


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Day Shift E mployee Feedback N otes from Jan 2013 session

o Needs to be supportedWhen leaders pass the buck, you end up passing the buckRule application-some people get away; perceptionSome people don't want to confront difficult personalityWhen people don't meet expectations, no ramificationsLeaders need to lead by example

DAY Superintendent Management StyleLies-ge tting assistance rulesDifferent rules different peopleNo conformity, lack of integrityDon't support front line

o SafetyBreak rules-overt imePoor leadership - garbagePoor visibility - superintendentso Picking up missed callsTemporary supervisorso Untrained. People telling us what to do w itho ut having done jobbe direct-give straight answersAsking rulebe consistent in responsessuperintendents allow rules to be brokenDifferent styles of Superso Comm unication ]

ooDOo0o

Negativeggressive/negative/unapproachableBelittlingLack of respect Trust is established w / some ~iEasy to ta lk to _j "~ PositiveYou should be able to talk to your superintendentSome cann ot Ideally a more supportive stance vs wa iting for failure and reprimanded people.Support your team .AfternoonsSuperintendents To the point consistent Interact w/em ployees Over the last 16 months Recently engagement w ith staff diffe ren t


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*^


Morale and ChangeKEY THEMES

No accountabil ityTime pressureo Can 't take breakso Creates risk and tensionDon't feel appreciated or recognizedNo teamwork because no one cares; no one cares because management is notengaged; no empathy for othersNeed support with public (education, abuse, etc.)No clarity around expectations; no incentive to do good work and bad work isacceptedDysfunctional environment is the norm, rumours are constantCycle of 'no res pe ct ' - tot al d istrustNeed proper tools and enough manpower to do the job rightAnimosity between 'break-takers and non-break takers (Zupan said we all have tobe on the same page-Kuran report->there are 2 distinct groups in recycling)How can we have /pay management if this exists?What does the excessive amount of management do? Top heavyNecessary to have 4 levels?Why do we sub in fo r managers?Why are people not being promoted by seniority?Would be better if we weren't l ied to by superintendentsWho is management accountable to? ( i .e . , maps i l legible; ca n't read them)Guys get hurt, some get taken care of, some don't -favouritism and not fair at allPromotions should be based on seniority, not on who you knowSenior have nowhere to go-junior get jobs/opps-favouri t ismIncompetence is promoted'White ta g' guys forced to work through breaksCity trying to force ro tation Of seniority (subforeman pro gra m -junk )Lack of clear answers-too vague, not transparentChange have never happened without job lossDon't appreciate Zupan's "pol i t ician" answerDialogue needs to be accoun tableManagement favours non-break takers but break encouraged'Cement ceil ing' -nowhere to go for senior menOpen opp's not secretTraining open to everyone

Employee Morale & Change Low-lowlow Superintendents separate employeeso Segregation


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o Roles need to be follo we d by everyoneShow of appreciation -frequentInability to provide a way of leading tha t gives you a sense of m enta l h ealthPower not handled well- lack of integrityNo respect for leadership-no respect for workers-lot of hard feelingsFeel neglectedRespect needs to come from leaders'Open door" policy is a jo ke -d on 't know rules & policyHard to respect leaders who do nothing (Facebook @ 7am)Leaders have to change by holding themselves accountable-have to take directionso they can follow directionChange should be positive and helpfulo Changes not usually positiveBusier cityo Doesn't make sense to take employees & trucks awayDon't cut in places you need"City has no $: -> taking away from residents->nothing makes senseDon't have time and resources to do the job the way you want-almost feel guiltyFollow through-bylaws need to be reinforcedTalked about all this beforenothing has changedPast bagg age-s uperinte nden ts/staff hold on to historyTotal distrustNeed leaders to be professionalDivided groupsTalent being wasted

Morale suckso Relationship w ith managementBetter than it was last yearTreated badly-managem ent takes their t im e w ith complaintso Talking to a wallo People stop talk ingo Only hear what they wantNeed more open door with supervisors (some superintendents listen)Confidentiality is an issueChange is very slow around Cityo Can take yearso No solutions nowPostings stay unfilled for monthsWhat's going to happen with recycling?Rumours are terribleo Causes unc ertain tyo Speculation hurts the teamsNeeds straight answers from leadershipNo teamworkno coachSome people always get people (spare driver)o Relationship tense betw een employees


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Not a unified teamo No team players No commu nication possibleo Not easy to connect Management doesn't support 'te am ' Communicationo Employee management is broken Management doesn 't wa nt to do anything Bradford systems stu pid -pu niti veo Afraid to cal l in sick - 'cou ld count'o Not clear Cleaning up around cans Morale not good No one steps in whe n abused by citizen s

o No feedback, no follow -upo No set policy on how to handle abuse Good jo b not acknowledged Crappy job not seen *o Have to go helpo No incentive to work hardo Need to deal w ith people causing problems Need to address "d istu rbe rs Public 'clued ou t' on proper procedures for recyclingo People not educa tedo Not separating prope rly Some people care and do it rig ht, some do n' t Some people misuse service Need system to ' f lag ' things like customer serviceo Have service but do n't use ito Waste of $$ Education needs to be constanto N.Van is every 6 months How to reach people who do n't want to be educated By 3rd box, things are contaminated Need bette r comm unication between deptso Hydro/sewers in stree t on garbage pickup dayo Need to coord inate Need to make public accountable Construction a constant problem Need zero tolera nce on garbage days Automate recycling Eliminate harassment between employees (fast vs slow worke rs)o Can be made fun ofo Physical abilitie s are dif fer en to Management also uses physical abilities diffe ren ce as perform ance m easure Feel forced to move fastero Creates risk w ith yourself and otherso Me ntal and physical pressure/abuse


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Toxic work placeOverall feeling concerns aren 't being answered or responded too E.g., pos ti ng stayi ng em ptyNeed to explain system/decisions Another 'pensionable day'At al l-t ime low Just do my jo b, just the way it iso Dysfunc tional wo rkplace has become the normo No empathy for co-workerso Lack of empathy for pub lic-service to public can be lacking because peopledon't care Management needs to be engaged in the ir jobso Need to see others engagedNo performance reviews, no accountability No reasonable expe ctations Overworked-> route work com pletely differen to Task system allows people to work more then they work fasto Creates problem wit h teams No supervisionno coo rdina tiono Not dealing w ith root cause, symptom Guys not finish ing at same tim eNo support from managemento No direc tiono No teach ing, coaching or men toring

Inconsistent Management need to hold people accountableo Dealing w ith people who are the prob lem -incon sisten t

3_roper trucks for the job; proper tools, manpcCommunicationo talk to uso nobody knows any thingo everybody just want to do their job and go homeo always look out for #1Implement strict rule to start at 7 amImpact Day -after holiday- workload is through the roofo Never get help, do n't get it made upo Not enough manpow erOpportunity to transfer elsewhereo Feels like it is a dead endLessing workload; bi-weekly garbageTaking away employees but adding superintendentNeed perkso Workout at city gyms for freeo Different -at least inter nal rate


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Using our equip before using private equipo Not using resources tha t they haveo Affects moraleo Happens every fa ll w ith leaf programWe have the equipment, why are we hiring out?o Long-term practiceo Old habitso Should he citv employeesEquipment buying needs to suit workers not managemento Need to provide inp ut ahead of timeBetter communication when buying equipment


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Promotion and OpportunitiesLack of opportunitya. Nowhere to gob. Blocked from leaving or joinin g other depts.c. Favouritism for who gets prom otedPostinga. Lack of consistency for how people find out about postingsb. Would like a jo b board tha t is secure and accessiblec. Need transparent process for who gets prom oted and the reasons for t ha tpromotionTraininga. Lack of consisted awareness for train ing and course oppo rtunitie sb. Favouritism for who gets to take classes

Promotion based on seniorityHave to have full time to transfer your timeIs movement b/w departmentsOpportunity for movement is temporaryThere are courses you can takeo Just been informe d about thiso Would like to be able to see city w ire at home ->how?o More inf o about how tha t happensPostings are made so everyone sees themYearly reviewNot a lot of movement opportunityThere has been changes in who becomes superintendentsEquality needs to be a priorityLack of opportunity to move - there are no promotiono Promotion based on attenda nceo Should be based on seniorityVacant jobs (8 recyc ling jobs ) haven 't been posted . This is needed so we can moveforwardo They are posted but haven't been fille dNot really possible to move to other departm entso Except for wit h favouritismo Or if they want to get rid of youLeaf programo Nothing hap pen ed-d idn't get opportunit iesThere is no opportunity to move up within the deptHave to grieve to get training-union training based on favouritism tooo Sign up sheets bu t no thing happenso Can't be able to take braining b/c of lack of manpowerHard to get vacation time because not enough manpowerIncompetence is rewarded


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o They tra in and promote people who are not comp etent and do n't w orkhard.People get promoted based on who does the least and are incompetentVictim of your own successo No incentive to do your best work because wo n't get prom otedNeed new method of communicating opportunitieso Em ail, paper (posted fit locked) and infor medo Need to be able to use seniority p rope rlyo Should not be based on favou riteso No more side dealso Transparency needed on how and why they hire and promo te Educate on why things are happeningLack of promotion opportunitiesKeep cutting jobs so nothing to aspire towardsDifficult to move to other departmentso Not aware of oppo rtunitiesWould like to be able to try other jobsCity should ask you where you want to goProvide feedback to why things (ie., training) are n't happening when promisedPromotions are based on who superintendent can control not on who can best to dothe jo b. A 'yes' mano Should be transpa rent process

Sticky note : Manpower; more trucks! No manpower and no truckso Would like to do the jo b in safe manner Promotionso Postings are not visib leo More transparency for how postings are doneo More communications around how promotions occuro Need to know about other opportunities with in city Maybe more info at crew talkso Have postings in a cen tral locatio n for everyone to see Email out the postings Difficu lt to move wit hin departmentso Lack of opp ortun itieso Done hire from sanitationo Often seem to hire externally Promotions are based not on sen iority or experienceo Seems to be on who they wanto Need transparency and com mu nication around hirin g decisionso Seems to be a lack of places to moveo Senior staff members not given good opp ortun ities when closer toretiremento Everyone given opp ortunity to apply but then they pick who they wantoSticky notes: Promotions should go to th e most qua lified not_ the most senior guy;inexperience leads to bad morale


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: Fairness-one 'ee here 3 years as Auxiliary, never offered permanent, Foreman hastold her she's useless, just a # as she's auxiliary, others have been given postings andmore hours. No chance to take courses or trainin go Favouritism for those who get to take courseo No knowledge about oppo rtunitieso If apply for courses they are to ld no $ or opp ortun ityo Supe rintendents choose who tak e the courses Not a lot of opp ortun ity to move Isn't done on seniority Attendance is a huge facto r in promotionso Not fair ! Hard to get out of sanitation and to move to other d epartme ntso People get blocked from moving Departments pro tect the ir owno In sanitation ->the re are no places to move Same jobs at the beginning as at the end Low wages at the end of career Pressure to work harder w ith less Management train ing process?o Seem to take people who are junio ro look for people who w ill say 'yes'o have paid the ir dues and gained the respect of everyoneo favouritism seems to be a problemo creates animosity Minimal opportunity for promotion and opportunity Leave jobs vacant instead of posting the mo even though they say they are going to in Labour Management Promotionso promised interv iew and feedback for position -* never happenedo based on favou ritism CityLearn calendar -- not printe d anymoreo There is an education budget but not well publishedo Not everyone knows how to accesso Work com puter is not always wor king, not known abouto Citywire is not known how to access off-site Job postingso There was a sign up for em ailing jo b postings bu t nothin g happenso Hard copies are not consistently posted in the same place

People take the postingso Need a locked job board for everyone Courseso Not able to take courses outside of scopeo Favouritism to who takes courses Need to be more oppo rtunities for senior meno End up picking up othe rs' slack wi th no promotion Hard to move departm ents Punished fo r speaking out Blocked from moving


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People quit because it is a dead end job-no movement opportunitiesOther1. What's Working?2. What concerns do you have?3. Ideas, Suggestions (try ou t)(+) Othe r - Summary

Issues - Challenges

People we work wit h Good jo b Ove rtime now used Training

(-)Sense not all was shared!

Truck maintenance jus t the way it isVolume issues no pay stubsJob postings safety concerns; bad weathe rBradford system - sick days lack of com mun ication - pickupsLack of follow through - accountabilityTask - 2:00pm no clear answersPublic not educatedIDEAS - Summary Career oppo rtunities f/ c on truck maintenance use technology on trucks - mapping communicateo crew *>crewo Supt -> crewo Mgm t. -> crew other depts0 4 Signage in lanes on pickup dayso No parking No stopping

Get our input on equipment purchases-we do the jobEducate public on new recycling/waste p.u.Proper equipment to handle volumesQuality assurance systemFemale 'hygiene' -> washroomsWho's who-> contactConsistent enforcement of rulesHonest clear comm unication

'mgmt on site'

(+) Safety equipmen t


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Equip trucksEquip 'garbage' trucks; working bette r good jo b!Machinery - maintained well day shift(-) Use technology GPS on trucksTASK - 2:00pm - jeopardizes safety, increases workload, poor customer serviceTook paystub away from us-want to check hours/holidays, etc.follow up on truck maintenanceConcern about working in bad weather - safety concernsSome guys not realizing importance of CS on jobCommunication upper management

(+) Honest hardworking crews 90%Ideas:

Mgmt. m ust take a stance provide clear directionGive us more resources (crews trucks)= customer serviceRealistic budgets - future oriented(-) Lack of actiontakes forever-senior mgmt./infrastructuresilos, etc.Bradford system - 12 sick days - get in shit if you use 12 dayso Not working - no incentive to not take themo Get blended in w ith long-term sick -> misperception

If I work hard-get job done-have to help others do who don't get work done-inequality-both get paid same (slow vs faster)Not asked for our opinion on trucksTruck maintenanceLack of resources, manpower -trucksLack of le ade rship s do n't have background on jobso AccountabilityGiven up saying anything -it's just the way it is(+) Automated system

Get a raise2:00 pmGood ideas - floating out there ... intent [or interest?]Guy we work w ith$ Paycheck

() Job postings (???) -> person never done jo b b efore -get jo b which o the r guys inline don't get chanceo Never actua lly do jo b --??? Gets reposted


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Day Shift Em ployee Feedback Notes from Jan 2013 session

icAcco unta bility from leadership crew talks -not reinforcem ent of rules(subjective)Getting ahead in job-not too many places to go 'cement floor/cei l ing'Equipment being fixedtel l mgmt/foreman/supt/ not f ixed

o Lim ited mechanics on pm shift / / Inappro priate equipme nt for job applications "hopp er s.b. in cen tr..." No clea r answers to our questions -leadership - no plan Inconsistent rule reinforcem ent Mg mt. -n o po l i c ies - ' ta lk ' no 'wa lk '(+) Overtim e offe red - new- pushing more (used to work through breaks) Guys wan t to do a good job - compete nt Proper equipm ent Training We cur ren tly are employed -good!(-)* Volume issues -recy ling-> changing to bi-wee kly p/uo No man powe r-bigger wo rkload -m ore stress Pressure on garbage guys to work faste r-* t oll on equipm ent/bo dies (physically) Mindset-go faster-2 :00pm goalpost Truck breakdowns WAIT-no mechanicso Not always fixed (afternoon shift) Concerned abou t layoffscare about each othe ro Lots of questions Why was this mis sed -no P/S Density=more was te, block fro m ,IDEAS

Beef up "suspension - GVW-on trucks" for heavier loadsExchange/comm unicate/emplovee input on equipment purchase ---right equip forj ob , save $$ long termUse budget properly -e quip/m gm t.Reallocate mgmt. positions to front l ineWork with usBe straight up/hones tFill vacanciesFollow upUse 'SMART' phones for mappingGive us proper amount trucks/workers to do job in safe mannerTreated with respect by SUPTStop cutting from our dept.Mgmt out in f ie ld-don't assume-f ind outBetter coordination-al locating jobs/pickupsAlternate option to sick days, i.e., l ight duties


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Sick days 70% pay-change make i t wo rth our wh ile -> 12 vs 3 (9 days?)Day shift ft afternoon shift -have mechanics availableCommunicate to us: m gmt. -> other depts. - i Mgmt. ^em ploye es - coordinate Crew cre w ^Sticky Notes: Renew equipment - ex - fossil fuel Electronics sorting plant -> why is it private company Cynicism re: chang e resulting from this QUALITY ASSURANCE SYSTEMo Have system that you know who to call when you need specificinfo Iequip I et., and they can make decision and you also havealternate person to call if they aren't availableo Have name, ph#s areal of focus posted so everyone knows

Female shop steward We don't even know who is who-photos of SI/MJ Opps for 9 Morale is low * Not airticket - FITProblem solve to eliminate missed pickupsDrivers should update maps-> sub foreman to hold and relay info to next driverNeed to educate public on changes to p/uo What to throw away and not throw awaySignage in lanes "No Parking" "No Stopping" - tight cornersSalting on hil ls make i t ea sier-c urre ntly wo n't go inCoordinate wi th other depts.- ' road work/construct ion'

o Organize so we have free access to lanesLevel playing field - 'rules'


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SUMMARY

Current H&S com mitteeGymGene rally Personal GearCulture of Safety

Issues that are reportedsometimes lack promptresponse RSIsintentionallyconnect these two hazardous materialspoorly educatedresidents

Room to improve levelsof discipline andconsisten safe practices re-hab& pre-hab -emphasize preventionand workplace well-beingcustomized FitCityprogrtamthat meets theunique needs of thecrews that w ork here

ergos-equipment &personal equipment &safety supplies

reduction ofmanual garbage

- : 3 i i S & Q ]RSISlow turnaroundon reported issueslanes diff. tow rokneed cut school zone lanesoverg rown ; risk tokids fue l pump supply-riskygeneral fat igue-low energy

Sofbtiorrsr -Is it possible tocover back enginearea?-> reducefire risk

-


24/26


Strengths^ ' , J,.s*Mno Str seems like safety is not apriority> for some-yes...+no...

safety kits not well stocked,e.g., eye washvolume on increase-> nomgmt response-> turning aBUND E7E(?) to 2PM finish- > some crews going FAST! training is not set up w ell ->garbage & recycling needsto be aligned safety policies are regularlyignored>even whenreported to mgmt

Look at ways to de-ice lanes need machinery that works-trucks (need to bestronger, better suited towork ); mechanics: some aregood; some are not (needmore of them)improve discispl ine aroundSAFETY-> monitoring &improving practice

TODAY'Scomm unication isGOOD

VCrla l fenge chains no longerallowed discipline poor; mgmtneeds to enforce rules residents don't knowthe rules; unsa fe->need education

Flu shots De-ice (carry salt) thelanes shift mindset toprevention Education camp aign:residents how to learn bestpractices from othermunis boot allowance sunscreen needed encourage cycling toand from work


25/26


H&S commi t teegoodin jured worker wel lsuppor tedvests, gloves,glasses: Goodgym is goodrecept iv i ty f romSUPs aroundworkp lace wel lbe ing

< = no results seen many others don ' t

feel this reduced access towellness activi t ies --> due to workers o utin trucks --> Fit Citydoesn ' t work here need (FAST!) actionfrom i tems repor tedto SUPs

H f f ^

Solutions*.' improved postedH&S notes-> shared

& open improved

accounab i l i t y fo rm g m t customizebe t te r boo t a l l owance-d i f ftype of books ok educat ion for staff--> me n ta l h e a l t h ->rehab; prehab

GYM on high risk days,mgmt flags issues

Challenge* cab noise is issue; nomgmt support joystick position needsrethought lots of knee injury inrecycling this employer investsl i tt le/nothing inwellness feedback to SUPs;public jamm ing trucks-->on dbl sided trucks

Solution improve truck ergos improve commitmentto wellness free memberships forgyms look at boot/equipallowance trucks -semi-auto--shouoldbeLHS&RHSoperable equalize work zonemaps-share fair!


26/26


Strengths 'H&S committee good;work ing really wel l ; needsincreased engagmentautomated systemreduces injuriestrucks are getting b ettergood overalls ense ofsafety

Cha l lenge*for many--disengagmentis an issueeye was no t availabletru ck seats - badbad ergo's

clean trucks , cabs; noequip av ai l-no plan;smoking in cabs stillhappens

need better m onitoringfor new staffneed a systematicapporoach to trackcomplaints andsuggestions-through topromp t f inal solutionsfocus on mental healthget some FitCityprograms out @Yardssuggestion box

Date post:	08-Aug-2018
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Employee Engagement Notes: Day Shift and Afternoon Shift

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