Employee and Labor Relations

What is the program’s mission statement or statement of purpose? Why does the program exist?

Mission:

The Office of Employee and Labor Relations is responsible for providing guidance and direction to managers and supervisors on the implementation and interpretation of collective bargaining agreements.  Employee and Labor Relations also handles grievances, administers discipline, mediates conflict and disputes, advises and handles the federally mandated drug screen program and maintains a supportive, continuous improvement philosophy that is goal oriented, customer focused, committed to assisting employees, and is efficient for a small department with high productivity.

Purpose and existence:

The Office of Employee and Labor Relations is responsible for collective bargaining on all labor agreements, strategic planning for labor negotiations, conducts training and development sessions for supervisors and managers on labor related concerns, employee issues, labor management relations, and provides guidance and assistance in disciplinary actions, conflict resolution, general university policy, and contract language interpretations. 

This department is responsible for addressing employment issues that arise from an organized workplace which involves interaction between two parties that includes the union and its representatives and the university and its representatives.   A union represents the interest of employees by means of a collective bargaining process in which an employer and a designated union representing a group of employees negotiate the terms, conditions, and privileges of employment specified under a contractual agreement. The final objective of this process is to yield an agreement establishing a set of rules by which labor and management will interact. 

Finally, the Office of Employee and Labor Relations acts as a resource to all campus units, supervisors, and employees to facilitate and ensure that practices, rules, and policies relating to the workplace are properly administered and in compliance.  Staff in this department provides information and services concerning work rules, campus policies, contractual interpretations, collective bargaining, and employee relationships. 

How does the program mission align with the university mission?

The Office of Employee and Labor Relations plays a major role in the interactions of management and employee relationships that involve policies and procedures, employee rights, collective bargaining, and disputes.  In support of the University’s mission this office makes every effort to establish and harbor rich, healthy relationships for employees, managers, and unions.

Whom does the program serve?

The Office of Employee and Labor Relations Department is accessible to all Eastern Illinois University campus units, supervisors, and employees.  Labor Agreements negotiated with EIU are as follows:

University Professionals of Illinois (UPI), EIU Chapter of Local 4100, Units A

University Professionals of Illinois (UPI), EIU Chapter of Local 4100, Units B

American Federation of State, County, and Municipal Employees (AFSCME), Council 31, Local 981- Service Unit

American Federation of State, County, and Municipal Employees (AFSCME), Council 31, Local 981- Clerical/Technical Unit

Illinois Fraternal Order of Police (FOP) Labor Council

International Brotherhood of Electrical Workers (IBEW) Local 146

International Brotherhood of Teamsters, Chauffeurs, Warehousemen, and Helpers of America (IBOT), Local 26

International Union of Operating Engineers (IUOE), Local 399

Laborers Union, Local 159

Mid-Central Illinois District Council of Carpenters, Local 243

Painters, Local 58

Plumbers and Steamfitters, Local 149

What are the services provided? How do these services align with the university mission and program mission?

The Office of Employee and Labor Relations acts as a resource to all campus units, supervisors, and employees to facilitate and ensure that practices and policies relating to the workplace are properly administered and in compliance with all internal and external mandates.

This department serves as a contact and provides information concerning policy, unions, contract interpretation and administration, job performance, grievances, discipline and employee relations.  It also represents and articulates the position of campus administration and management in matters relating to labor relations.  Additionally, it is a liaison with University Counsel in matters relating to policy and employee/labor law.

Services include:

Advising and assisting with the application and interpretation of provisions in University policy documents and union contracts as they relate to employer/employee issues

Monitoring disciplinary proceedings between supervisors, employees, and employee representatives for policy compliance

Conflict resolution assistance (grievances, arbitrations, merit board hearings, mediation of employee disputes, etc.)

Assisting with the informal resolution of workplace disputes

Acting as the designee for grievance hearings and responses of the grievance procedure providing information and training on labor and employee relations issues to staff employees

Working with campus units and employees in addressing the procedural aspects of work performance, job expectations, employee/supervisor issues, requests, and insubordination concerns

Assisting in determining campus management representation on University bargaining committees

Labor agreement negotiations

Strategic planning for labor negotiations and future labor agreements

Supervisor and manager training for labor agreement administration and interpretations

Participating as chief negotiator in all negotiations conducted between the University and unionized groups

Labor agreement interpretation and administration for those subject to union contract provisions

Grievance processing

Assisting in the resolution of jurisdictional and other disputes between unions

Meeting with union representatives formally and informally to address issues and concerns

Interpreting and articulating labor legislation and advising supervisors and employees on matters relating to policy and law as they relate to unionized employees

Work very closely with Human Resources Department on issues and complaints that pertain to ADA Accommodations, Fitness for Duty examinations, resignations, suspensions, terminations, employee compensation, employment protocols, classifications, seniority, employee benefits, Civil Service procedures, and layoffs

Describe the program’s origins (e.g. year established, purpose, expectations).

The Office of Employee & Labor Relations reports to the Office of General Counsel and has primary responsibility for bargaining and administering all labor agreements at Eastern Illinois University.  This particular department was formed after EIU started operating under its own governing board.  There are ten civil service employee bargaining units and two faculty bargaining units. In addition to the primary function for labor management relations, the staff (consisting of the director and an assistant director) furnishes assistance in conflict resolution and presents interpretations of contract language, labor laws and regulations, and general university policies and procedures. 

How has the unit changed or adapted over time?

The Office of Employee & Labor Relations originated in the Human Resources department which reported to the Vice President for Business Affairs.  After the dissolution of the Board of Governors and the formation of the Board of Trustees the employee and labor relations function was no longer clearly defined.  An increase in bargaining units in the mid to late 1990’s evolved to a total of twelve separate units (including the faculty bargaining units) which created a strong need for a separate employee and labor relations service function for the university and its’ employees.   Employee and Labor Relations successfully relocated within Old Main under its own operating budget on February 1, 2000.

If needed, provide supplemental comments to help the reader understand the program’s history and relevance to university mission.

Provide data, if available, on the numbers of students, faculty, staff, or others served by the program during the past four years. If no data are available, please estimate the numbers served annually.

The data provided does not include walk-in activities, daily interactions, meetings, negotiation sessions, or consultations and statistics for 2013 does not represent a completed year of activities.

Does the program offer any co-curricular opportunities for students (e.g., internships, RSO support, service-learning activities)? Please describe.

Graduate Assistant opportunity provided for school year 2012-2013 and again for 2013-2014.

Does the program contribute to the delivery of academic programs (e.g., providing professional expertise, serving as adjunct faculty)? Please describe.

Employee and Labor Relations’ purpose is to support, not to directly interact with academic programs.

If needed, provide supplemental comments to help the reader understand the internal demand for the program. Note any clarifications or special circumstances (e.g., curriculum changes made by another program) that should be considered when reviewing the above data.

Is the program accredited or approved by a recognized external agency or otherwise certified to meet established professional standards? Provide an executive summary of and link to the program’s most recent accreditation or certification report, if available.

1. The Office of Employee and Labor Relations complies with regulations from the Board of Trustees, guidelines from Internal Governing Policies at Eastern Illinois University, State and Federal Statutes, State of Illinois Universities Civil Service System, Illinois Department of Labor, Illinois State Labor Board, and the Illinois Educational Labor Relations Board.

 2. The Office of Employee and Labor Relations has been certified and enrolled in the Department of Transportation Drug Consortium through Sarah Bush Lincoln Health System.  This office manages the Department of Transportation Drug Consortium.   Random drug and alcohol testing is provided on a quarterly basis each calendar year for all Eastern Illinois University employees enrolled in the consortium.

Is the program required to meet any regulatory or legal requirements? Is the program subject to any special auditing requirements?

Labor Relations is the authority for the negotiation, administration, and coordination of all collective bargaining agreements and overall responsibility for labor relations activities is delegated by the Board to the President, subject only to Board approval of collective bargaining agreements.

No collective bargaining agreement shall be effective or implemented until first ratified by the certified employee representative and then approved by the Board.

All collective bargaining agreements shall be signed by the President and appropriate Vice President after all necessary approvals are received from the Board.

What are the most important outreach or public service activities supported by the program?

Outreach in this office includes: the Board of Trustees, State of Illinois Universities Civil Service System, Illinois Department of Labor, Illinois State Labor Board, and the Illinois Educational Labor Relations Board.

How do the local community and the region benefit from the program?

N/a

If needed, provide supplemental comments or data sources to help the reader understand the external demand for the program.

What are the two or three more important measureable outcomes tracked to assess program quality? Does the program conduct an outcomes assessment, and if so, what has been the impact?

1. Contract Settlements- a successful collective bargaining agreement governs daily work conditions for the union and management.
2. Labor Management Meetings- a common method used for resolving disputes and preventing violations of an agreement that can lead to a grievance.
3. Progressive Line of Discipline- is an effective tool that assists an employee in understanding that a performance issue or opportunity for improvement exists with a desired outcome for correction and/or success of the employee.
4. Yearly activity data:

The data provided does not include walk-in activities, daily interactions, meetings, negotiation sessions, or consultations and statistics for 2013 does not represent a completed year of activities.

What are the two or three most effective best practices that the program has implemented? What benefits have been gained from implementing these best practices?

1. Technology.
2. Employee and Labor Relations uses technology to provide updated contracts that can be viewed on its web site in a readable and easily accessible format.  http://castle.eiu.edu/labor/
3. A new Event Record form was recently created and added to the Employee and Labor Relations web page in order to promote efficiency and organization.
4. New links exist for a Union listing and Union contacts.
5. Training. The Employee and Labor Relations office instructs employees in the Leading Edge training series.  These instructional sessions are geared at educating employees and managers on the proper progressive line of discipline and the basic understanding of unions at Eastern Illinois University.

What external recognitions (e.g., awards, accommodations, professional certifications, references in trade publications) have the program and its staff received in the past three years?

2010- Labor Relations Professional Phase One Certification.

2011- Labor Relations Professional Phase Two Certification.

2012- Labor Relations Professional Phase Three Certification.

Is the program active with any regional, national, or international professional organizations?

1. Labor Relations Affinity group for Illinois
2. Illinois Public Employer Labor Relations Association
3. National Public Employer Labor Relations Association

Note any presentations, publications, or offices held in the last three years.

1. Labor Relations Affinity group for Illinois
2. Illinois Public Employer Labor Relations Association
3. National Public Employer Labor Relations Association

If needed, provide supplemental comments or data sources to help the reader understand the quality of program outcomes.

Note any special benefits (e.g., personnel support, equipment, permanent improvements) that the program has received in the past three years from its grants and other sponsored programs.

N/a

How does the program benefit from donor gifts (e.g., scholarships, endowed chairs)? Does donor support provide a significant percentage of the program’s overall funding?

The Office of Employee and Labor Relations functions as an internal service and is not in a position to receive gifts.

List two or three key relationships that the program maintains with external constituencies (e.g., community colleges, other universities, government bodies). How do these relationships advance the university mission or otherwise benefit the university?

The Office of Employee and Labor Relations maintains an open door relationship with external agencies (e.g.  Illinois State Universities Civil Service System, Sarah Bush Lincoln Health Center, and Illinois Labor Relations Affinity group, etc.) as well as, Union Business Representatives; for reasons pertaining to union matters, employee issues, contractual disputes, grievances, meeting requests, and negotiations.  Maintaining, healthy strong relationships with all parties and agencies is a commitment and priority to this office.

If needed, provide supplemental comments to help the reader understand the resources generated by the program. Note any clarifications or special circumstances (e.g., revenue pass-throughs) that should be considered when reviewing the above data.

Provide an executive summary of and link to any metrics or benchmarks that the program tracks to measure productivity.

1. Contract Settlements- a successful collective bargaining agreement governs daily work conditions for the union and management.
2. Labor Management Meetings- a common method used for resolving disputes and preventing violations of an agreement that can lead to a grievance.
3. Progressive Line of Discipline- is an effective tool that assists an employee in understanding that a performance issue or opportunity for improvement exists with a desired outcome for correction and/or success of the employee.
4. Yearly activity data:

The data provided does not include walk-in activities, daily interactions, meetings, negotiation sessions, or consultations and statistics for 2013 does not represent a completed year of activities.

What initiatives has the program implemented to enhance staff productivity (e.g., access to training, workflow improvements)? Briefly describe the costs and benefits of these initiatives.

1. Technology.  The Employee and Labor Relations office has used technology to improve its processes which allows employees to have easy access to needed or requested information for:
2. Collective Bargaining Agreements
3. Event Records
4. Union Listings
5. Union Contacts
6. Staffing Modifications
7. The Employee and Labor Relations office is a two person office.  One employee is currently maintaining the sole responsibilities and duties in which two employees have a history of performing and completing all necessary functions. 
8. Graduate Student Assistants.  The Employee and Labor Relations office has utilized the function of a graduate student to enhance communication and efficiency of the office without the full capacity of its usual and desired staffing.

If needed, provide supplemental comments to help the reader understand the productivity of the program. Note any clarifications or special circumstances (e.g., accreditation requirements, curricular changes, program restructuring) that should be considered when reviewing the above data.

If needed, provide supplemental comments to help the reader understand the costs associated with the program. Note any clarifications or special circumstances (e.g., expenditures made centrally or externally, expenditures made on behalf of other units) that should be considered when reviewing the above data.

The Office of Employee and Labor Relations currently consists of one full time employee and one graduate student assistant and the budget is maintained under the Office of General Counsel.

How does the program seek to distinguish itself from similar programs at other institutions?

The Office of Employee and Labor Relations strives to be an effective communicator with a focus driven desire to build strong, trusting relationships with employees, managers, and unions.   Cooperative, healthy relationships are vital to maintaining a peaceful work environment for the entire university and community.

Note any unique and/or essential contributions that the program makes to the university.

The Office of Employee and Labor Relations is responsible for providing guidance and direction to managers and supervisors on the implementation and interpretation of collective bargaining agreements.  Employee and Labor Relations also handles grievances, administers discipline, mediates conflict and disputes, advises and handles the federally mandated drug screen program and maintains a supportive, continuous improvement philosophy that is goal oriented, customer focused, committed to assisting employees, and is efficient for a small department with high productivity.

Provide any program-specific metrics that help to document program contributions or program quality. Examples of some commonly used program-specific metrics may be found here.

As a good steward, the Office of Employee and Labor Relations has contributed to the financial sustainability of Eastern Illinois University by only spending what is absolutely necessary in order to meet the needs of a successful and functional operation.  Additionally, through a current reduction in full time personnel, the Employee and Labor Relation’s office has decreased costs directly associated with the university.

If needed, provide supplemental comments to help the reader understand the program impact on the university mission.

Provide a link to or listing of the program’s goals and/or strategic plan.

The Office of Employee and Labor Relations will continue to use technology for improving and advancing the department’s web page to promote efficiency and accessibility.  The department will also continue to be fiscally responsible by keeping operating costs at a minimum in order to be a vital contributor towards the University’s financial sustainability.  Lastly, the Employee and Labor Relations office will continue in all efforts of striving to be an effective communicator with a focus driven desire to build strong, trusting relationships with all external agencies, as well as, with all Eastern Illinois University employees, managers, and unions.

What role will the program have in the implementation of the university’s strategic plan (provide link to strategic plan)?

In the next two or three years, what best practices, improvements in operations, or other opportunities to advance the university’s mission are likely to be implemented?

If needed, provide supplemental comments to help the reader understand future opportunities for the program.