WIL PROJECT CASE STUDY ORIENTATION Week 2 Applicable VLO's for This Week's Case Study 15. Implement and support effective employee and labor relations strategies, 16. Collaborate with others in the implementation and monitoring of organizational health and safety policies and procedures. Brief Introduction to This Week's Case Study Working at QUICK FOODS corporation call center is considered a shame, and everybody knows that throughout the organization. A strike of call center employees unfolds, due to low poylong working hours, and the absence of health and safety procedures. Debra the general manager of QUICK FOODS corporation, is meeting with the HR manager, to resolve this problem. This Week's Detailed Case Study Information Call center employees are experiencing very high turnover rate. This is unsurprising, since they are paid minimum wage which is not enough to sustain a decent life style in the local community. The call center is staffed by people who cannot find something better than this job. Also call center employees, most of the time deal with collections, and hard clients they do not get a raise or an increase for dealing with these clients. A lot of call center employees do not have enough breaks. they have only one-hour break in their 10-hour shift which is not enough. Finally, they do not have proper desks, and phones, so a lot of these employees experience back pain, eye strain and hearing loss. Management is not willing to do anything about it, since they believe, they are following the rules and regulations. Management, also cited that vision loss, back pain and hearing loss could be related to activities happening outside the workplace. Management believes that desks from 1980s are not so different from the modern ergonomic desks, and employees should not complain about it. Employees were frustrated by management actions and figured out a different way to resolve this problem The employees contacted the local union, the union representative visited the call center, and called for a meeting with all employees. Most employees attended the meeting. they were eager to know the benefits of joining the union. After the meeting most employees voted to join the union. They formed a committee and this committee approached QUICK FOODS corporation management and requested the official recognition of the union Management was not happy about this decision, since the union requested for full-time jobs, which include full benefits. Management at that time realized the union will increase costs by at least 60%, which is a substantial increase. The management decision was, banning the union, and firing anybody who joins the union Employees felt disadvantaged by management decision and decided to start a weeklong strike, Management started firing everyone who strikes, but they were not able to find any replacement for these employees, since the local community was against QUICK FOODS corporation. Debra received the bad news after the firing, and she immediately called the HR manager for an urgent meeting. The HR manager arrived and they started analyzing the situation. The HR manager cited that call center employees constitute around 5% of the current workforce, and that's why Debra was not informed earlier about this situation. The HR manager called the union leader, and she sent them the collective agreement. She said, if QUICK FOODS corporation signs the collective agreement business will go back to normal Debra and the HR manager read the collective agreement, and highlighted the folowing points: WIL PROJECT CASE STUDY ORIENTATION Week 2 Increase in wages by 30% The provision of extended health benefits. The provision of 1 extra week of vacations per year per employee. The provision of a guaranteed pay rate increase of 3% per year per employee. Employee vesting to occur after 6 months. The collective agreement also required the establishment of a health and safety committee, the committee will be formed by the employees, and its focus will be initially on: Establishment of health and safety guidelines and procedures Establishment of health and safety hazards reporting mechanism. Call center equipment should be upgraded to CSA standards, and CSA standards will be mandatory for all employees. Mandatory health and safety training for all call center employees. Debra was not excited by the collective agreement, neither she was excited by the expected increase in costs. But she was determined to implement and support effective employee and labor relations strategies. She also wants to Collaborate with workers and management throughout the organization, in the implementation and monitoring of organizational health and safety policies and procedures . . Deliverables, format and Marking Scheme for This Week's Case Study Your task is: 1% collaborate with your teammates, and design organizational health and safety policies and procedures. 1% what is meant by monitoring organizational health and safety policies and procedures? How can you implement effective monitoring 2% explain the labour relationship process, and how it could be used by management to reach an effective agreement with the union. 1% highlight the key effective employee and labor relations strategies and explain how these should be implemented. Note: you can make any assumptions that are deemed necessary for this case. Clearly state your assumptions in your submissions. Summarize your findings in a two-page word document. . WIL PROJECT CASE STUDY ORIENTATION Week 2 Applicable VLO's for This Week's Case Study 15. Implement and support effective employee and labor relations strategies, 16. Collaborate with others in the implementation and monitoring of organizational health and safety policies and procedures. Brief Introduction to This Week's Case Study Working at QUICK FOODS corporation call center is considered a shame, and everybody knows that throughout the organization. A strike of call center employees unfolds, due to low poylong working hours, and the absence of health and safety procedures. Debra the general manager of QUICK FOODS corporation, is meeting with the HR manager, to resolve this problem. This Week's Detailed Case Study Information Call center employees are experiencing very high turnover rate. This is unsurprising, since they are paid minimum wage which is not enough to sustain a decent life style in the local community. The call center is staffed by people who cannot find something better than this job. Also call center employees, most of the time deal with collections, and hard clients they do not get a raise or an increase for dealing with these clients. A lot of call center employees do not have enough breaks. they have only one-hour break in their 10-hour shift which is not enough. Finally, they do not have proper desks, and phones, so a lot of these employees experience back pain, eye strain and hearing loss. Management is not willing to do anything about it, since they believe, they are following the rules and regulations. Management, also cited that vision loss, back pain and hearing loss could be related to activities happening outside the workplace. Management believes that desks from 1980s are not so different from the modern ergonomic desks, and employees should not complain about it. Employees were frustrated by management actions and figured out a different way to resolve this problem The employees contacted the local union, the union representative visited the call center, and called for a meeting with all employees. Most employees attended the meeting. they were eager to know the benefits of joining the union. After the meeting most employees voted to join the union. They formed a committee and this committee approached QUICK FOODS corporation management and requested the official recognition of the union Management was not happy about this decision, since the union requested for full-time jobs, which include full benefits. Management at that time realized the union will increase costs by at least 60%, which is a substantial increase. The management decision was, banning the union, and firing anybody who joins the union Employees felt disadvantaged by management decision and decided to start a weeklong strike, Management started firing everyone who strikes, but they were not able to find any replacement for these employees, since the local community was against QUICK FOODS corporation. Debra received the bad news after the firing, and she immediately called the HR manager for an urgent meeting. The HR manager arrived and they started analyzing the situation. The HR manager cited that call center employees constitute around 5% of the current workforce, and that's why Debra was not informed earlier about this situation. The HR manager called the union leader, and she sent them the collective agreement. She said, if QUICK FOODS corporation signs the collective agreement business will go back to normal Debra and the HR manager read the collective agreement, and highlighted the folowing points: WIL PROJECT CASE STUDY ORIENTATION Week 2 Increase in wages by 30% The provision of extended health benefits. The provision of 1 extra week of vacations per year per employee. The provision of a guaranteed pay rate increase of 3% per year per employee. Employee vesting to occur after 6 months. The collective agreement also required the establishment of a health and safety committee, the committee will be formed by the employees, and its focus will be initially on: Establishment of health and safety guidelines and procedures Establishment of health and safety hazards reporting mechanism. Call center equipment should be upgraded to CSA standards, and CSA standards will be mandatory for all employees. Mandatory health and safety training for all call center employees. Debra was not excited by the collective agreement, neither she was excited by the expected increase in costs. But she was determined to implement and support effective employee and labor relations strategies. She also wants to Collaborate with workers and management throughout the organization, in the implementation and monitoring of organizational health and safety policies and procedures . . Deliverables, format and Marking Scheme for This Week's Case Study Your task is: 1% collaborate with your teammates, and design organizational health and safety policies and procedures. 1% what is meant by monitoring organizational health and safety policies and procedures? How can you implement effective monitoring 2% explain the labour relationship process, and how it could be used by management to reach an effective agreement with the union. 1% highlight the key effective employee and labor relations strategies and explain how these should be implemented. Note: you can make any assumptions that are deemed necessary for this case. Clearly state your assumptions in your submissions. Summarize your findings in a two-page word document