Facility Forum - Summer 2017 - 23

workplace is to remain non-union,
which is an entirely appropriate and
legal goal. There is no magic formula,
although achieving and maintaining a
well-balanced workplace is a good start.
Balance happens by respecting and caring for all of the individual employees,
while insisting on high levels of achievement. The best way to stay non-union
is through the ongoing and consistent
application of positive principles of
human resources management.
Non-union workplaces may improve
their human resources management by
studying unionized workplaces and by
staying prepared for a potential union
organizing campaign. It is unhealthy to
manage in a perpetual state of crisis,
driven at all times by a fear of union organizing, however, it is useful to maintain
a healthy respect for the possibility that
your workers could choose to be unionized. The best way to avoid this possibility is for management to understand the
union's "sales pitch" and its bargaining
objectives. Then, to the extent possible,
and always in a manner consistent with
the primary objectives of the organization, seek to replicate much of what the
union would promise to employees in an
organizing drive. It is difficult for a union
to sell something that has already been
provided by management.

It would be unwise to simply copy what
is done in a union workplace. Each workplace is unique, with its own history and
culture. In replicating what is done in a
union workplace, a non-union employer
should do so only to the extent and in a
fashion that seems appropriate for this
particular workplace.
It also would be unwise to simply
do the opposite of what a unionized
employer is required to do because of
its union relationship. Many unionized
workplaces provide a structure that is
useful, both in general and in respect
of many of the component parts. At the
very least, this structure should be understood. As the non-union workplace builds
its framework of good human resources
management, the union framework provides a helpful reference point.
Non-union workplaces have some significant advantages for employers that
want to make changes. These advantages are derived from the fact that the
restrictions of a collective agreement are
absent, as is the possibility of third-party
intervention into workplace disputes.

Doing Things Better With or
Without a Union
Whether or not your workplace is
unionized, it is management's job to
strive for a stable business environment.
No workplace is perfect. Make yours
better. In doing so, the following results
should be expected from improvements
in managing your human resources:
Everyone on board: all levels of
management will be informed and
knowledgeable; everyone will commit
to establishing and continuing positive,
effective employee relations processes
Get input: plans to make changes in
programs, technology, policies and procedures will take into consideration the
ideas, experiences and perspectives of
the employees
Work together: operational objectives
will be achieved with minimal conflict;
people will work together on issues;
policies and processes will be efficient
and effective in pursuing organizational
objectives and in resolving issues
Consistency and fairness: the different elements of the framework will be
applied in a consistent and systematic
manner to all employees

Prompt resolutions: any complaint or
suggestion will get a timely and effective
response;
Good vibrations: creating high
employee morale will be a management
priority; employees who want to come to
work create a more pleasant workplace
for everyone, which fosters enhanced
productivity.
On the same page: there will be fewer
requests for clarification of straightforward policies or terms and conditions of
employment.
If your employee relations are ineffective and your relationships − whether
with employees or unions or both - are
poisonous, management faces the following risks:
* loss of productivity and service
* inconsistent application of policies and
collective agreement provisions, resulting in low morale and increased costs
* many complaints and few positive
suggestions
* escalation of conflict
* too much management time spent
dealing with employee relations' issues
at the expense of moving ahead with
organizational priorities
* reactive
and
crisis-oriented
relationships;
* over-reliance on third-party participation (public servants, arbitrators and
adjudicators, and the court) to achieve
the resolution of disputes

Good Theory = Good Practice
Human resources management is ultimately a practical exercise. Most managers have a good intuitive grasp of what
is necessary and what is possible. Even
with a rudimentary knowledge of the law,
managers should manage their employees in a lawful manner so long as they
engage in common sense management.
That said, good "gut-feel" practices should
be fortified by sound theory. Management
teams with good common sense should
continually seek a better understanding
of foundational legal principles.
Both common sense and the law require
that your human resources decisions be
exercised in good faith, and with a high
level of respect and concern for your people. For all Canadian management teams,
there is an ever-increasing expectation of
decency and fair dealing.
■
FACILITY FORUM | 23



Table of Contents for the Digital Edition of Facility Forum - Summer 2017

Risk Management Guidelines for Water Recreational Equipment Areas
Water Use in Turfgrasses
Cemeterian Operations and Management Training– Cape Town, South Africa
The Benefits and Challenges of Daylighting Recreation Facilities
Effective Human Resources Management
Energy Champion – Time to Plan
Rules for Flying the National Flag of Canada
Preparing for the PyeongChang 2018 Winter Olympic Games
Health & Safety (PSHSA) – Preventing and Managing Heat Stress
Member Profile – Jim Bryson, City of Stratford
Index of Advertisers
Facility Forum - Summer 2017 - Intro
Facility Forum - Summer 2017 - cover1
Facility Forum - Summer 2017 - cover2
Facility Forum - Summer 2017 - 3
Facility Forum - Summer 2017 - 4
Facility Forum - Summer 2017 - 5
Facility Forum - Summer 2017 - 6
Facility Forum - Summer 2017 - 7
Facility Forum - Summer 2017 - Risk Management Guidelines for Water Recreational Equipment Areas
Facility Forum - Summer 2017 - 9
Facility Forum - Summer 2017 - 10
Facility Forum - Summer 2017 - 11
Facility Forum - Summer 2017 - 12
Facility Forum - Summer 2017 - Water Use in Turfgrasses
Facility Forum - Summer 2017 - 14
Facility Forum - Summer 2017 - 15
Facility Forum - Summer 2017 - Cemeterian Operations and Management Training– Cape Town, South Africa
Facility Forum - Summer 2017 - 17
Facility Forum - Summer 2017 - 18
Facility Forum - Summer 2017 - The Benefits and Challenges of Daylighting Recreation Facilities
Facility Forum - Summer 2017 - 20
Facility Forum - Summer 2017 - 21
Facility Forum - Summer 2017 - Effective Human Resources Management
Facility Forum - Summer 2017 - 23
Facility Forum - Summer 2017 - 24
Facility Forum - Summer 2017 - Energy Champion – Time to Plan
Facility Forum - Summer 2017 - 26
Facility Forum - Summer 2017 - 27
Facility Forum - Summer 2017 - 28
Facility Forum - Summer 2017 - Rules for Flying the National Flag of Canada
Facility Forum - Summer 2017 - 30
Facility Forum - Summer 2017 - 31
Facility Forum - Summer 2017 - Preparing for the PyeongChang 2018 Winter Olympic Games
Facility Forum - Summer 2017 - 33
Facility Forum - Summer 2017 - 34
Facility Forum - Summer 2017 - 35
Facility Forum - Summer 2017 - 36
Facility Forum - Summer 2017 - Health & Safety (PSHSA) – Preventing and Managing Heat Stress
Facility Forum - Summer 2017 - 38
Facility Forum - Summer 2017 - 39
Facility Forum - Summer 2017 - 40
Facility Forum - Summer 2017 - Member Profile – Jim Bryson, City of Stratford
Facility Forum - Summer 2017 - 42
Facility Forum - Summer 2017 - 43
Facility Forum - Summer 2017 - 44
Facility Forum - Summer 2017 - Index of Advertisers
Facility Forum - Summer 2017 - 46
Facility Forum - Summer 2017 - cover3
Facility Forum - Summer 2017 - cover4
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