Executive Decision - March/April 2008 - (Page 16)

you be the judge I dos and don’ts of unionization Supervisors, managers and executives need to know the basics of applicable labor law. Have the corporation create an atmosphere of dialogue and continue to improve communications among managers, supervisors and executives and the employees. Use every possible legal response in every possible forum to prosecute any violence. This may include: 1) copying license plates of employees; 2) responding to breaches of security; and 3) responding to coercion or threats to employees. There needs to be a designated team which continually evaluates and assesses each event to learn from every event and make any midcourse corrections to avoid repeating mistakes or make a more effective corporate response in the future. The left hand and the right hand need to know what they are doing. For example, statements to the media may require press relations, human resources and the general counsel to be consulted, as well as a task force or various management or supervisory groups. It may be best that all communications be directed to a particular individual or team of individuals. Whoever is making policy or filing NLRB charges needs to consult with appropriate parties. You do not want to create disharmony. An internal response team and outside groups—such as a counsel or consultant—need to be selected carefully based on experience, size and complexity of the situation. Work with people internally and externally with an interdisciplinary team approach. Unions tend to play on management’s mistakes, according to Elissa O’Brien, vice president of Human Resources of Wingate Health and a member of the Labor Relations Committee of the Society for Human Resource Management. Management needs to have Town Hall-style meetings with senior executives, the CEO and employees. Communication is very important, O’Brien adds. “The key is to make sure to keep an open and honest dialogue with employees,” O’Brien says. “This will help in making sure that you remain union free.” Once a Union is Present Management can say “no” at the bargaining table, Raudabaugh says. Very experienced people should handle the bargaining. Involve folks from the finance department and those with a labor economics background to detail direct and indirect 16 EXECUTIVE DECISION I execdecision.com http://execdecision.com

Table of Contents Feed for the Digital Edition of Executive Decision - March/April 2008

Executive Decision - March/April 2008 Contents Index of Advertisers Contributing Editors From the Editor's Desk Publisher's Note You Be the Judge - Unionization Thought Leader - Pitney Bowes Management - Flying High for Long-Term Results Strategies - Sovereign Wealth Funds Cover Story - In Whom Do We Trust? The Movement for Greater Accountability & Disclosure Finance/Legal - The New Boycott Model Green At Work - Transforming for Sustainability Technology - Embracing Risk Leadership - Executive Reputation Management The Global Village - China Moves to Curb Prices Economic Profile - California Gold Rush Transformations - I Can See Clearly Now, The Brain Is Gone Marketing - Effectively Using Market Research The Bottom Line - Brands: A Shrinking Advantage or Shifting Advantage? Pulse - Pandemic: Not If But When SPECIAL SECTION - Living On the Green: Luxury Golf Destinations

Executive Decision - March/April 2008

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