Labor Relation and Grivance Handling

Topics: Mediation, Law, Collective bargaining Pages: 13 (2144 words) Published: December 26, 2012
Fall 2012-Spring 2013
Professional Development Training


Strategic Grievance Handling
Developing Techniques and Processes to Manage Grievances Efficiently Toronto: October 16-19, 2012
Victoria: November 20-23, 2012
Toronto: April 30-May 3, 2013


Queen’s IRC open-enrollment
programs and practitioner-focused
research help next-generation leaders

resolve disputes, champion
change, and align people and purpose.


Enrol at:

The number of outstanding grievances is one of the most telling indicators of the state of labour relations in a unionized environment. Considering legal costs and reduced productivity, it is also a very expensive indicator for both employers and unions. Like taxes, grievances are impossible to avoid. But strategic practitioners can reduce their frequency. There are measures you can take before grievances are launched. There are measures you can take during the grievance procedure, and during mediation and arbitration process to lessen the impact on employees, the union, and the organization. That’s where this program comes in.

Strategic grievance handling is a thoughtful approach to labour relations. It involves identifying workplace-wide issues and problems, then analyzing the way in which individual grievance management can address those issues. A long-term goal can then be developed for solving the systemic issues. You will come away from this program with the big-picture perspective, as well as the skills that you can use back at work to confidently handle all steps in the grievance process.

Learning Outcomes
By the end of this four-day program, you will be better positioned to: I

Diagnose when and how conflict escalates


Understand the context and purpose of a grievance


Consider your options when a grievance is filed


Prepare for and take control of the grievance meeting


Deploy your skills most effectively during the grievance process


Strategically choose mediation or arbitration as an option for resolution


Conduct a grievance analysis before a round of collective bargaining

Organizational and Union Benefits

Enhanced in-house capacity to handle grievances


Reduced time and legal costs spent on arbitration


Poised and well-grounded responses to changing labour laws and legal issues


Well-grounded positions going into collective bargaining

4 Days

300 Series
4 Credits

Date, Location, & Fee

Oct. 16 to 19, 2012, Toronto: $4,495
Nov. 20 to 23, 2012, Victoria: $4,495
April 30 to May 3, 2013, Toronto: $4,495
Who Should Attend
Supervisors and managers who oversee unionized staff as well as union officials, shop stewards, and others who represent workers.
Takeaway Tools

Five-Stage Conflict Escalation Model


Grievance Preparation Checklist

Call toll-free: 1-888-858-7838


Tour of the
a) The Rules of the Road
Much of the grievance process is grounded in law,
so that’s where we start. In no time, you’ll have an
understanding of the basic legal foundation.

What is a grievance?


How is it linked to collective bargaining?


What are the typical boundaries and scope
of a grievance?


Which sorts of outcomes are predictable?


When can a grievance be reviewed?

b) Conflict Escalation and Containment
There’s both art and science to recognizing,
assessing, and preventing conflict from escalating
into a formal grievance. Learn to identify the
stages in conflict escalation and acquire the
techniques for controlling conflict. Come away
with a practical five-stage conflict escalation model
with immediate practical benefit for reducing
workplace “temperature.”
Best of all, test your understanding of this tool in a
scripted scenario and, in a safe workshop setting,
discuss methods of intervention. And working in a
small group, compare your judgment in real-life
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