OLASuper 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 non-management/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