Building Labor-Management Relationships

A Winning Combination

The Federal Mediation and Conciliation Service (FMCS), established as an independent agency by the Labor-Management Relations Act of 1947, was originally created to resolve collective bargaining disputes which threaten the free flow of commerce. But this beginning has evolved into a mission which includes, "Promoting the development of sound and stable labor-management relations," and "fostering the establishment and maintenance of constructive joint processes to improve labor-management relationships, employment security and organizational effectiveness." We help companies and unions achieve the related goals of profits and jobs, and thereby contribute to the strength of the economy.

In the changing workplace and economic environment, the role of mediators is evolving. We are more than the "firefighters" who arrive at the last moment to assist the parties in resolving a contract dispute. Frequently now, we become involved during the course of a contract to provide facilitation and training for both sides in more effective bargaining and communications in ways to improve the relationship.

The American workplace is the basic foundation of the U.S. economy, and the ability of American business to compete worldwide relates directly to workplace performance. The workplace labor-management relationship, therefore, has major economic implications, because it affects product quality, productivity and the profits of firms, and the jobs and employment security of workers. To assist management and labor in improving their relationship so they can learn to work together on issues of mutual interest, as a team instead of adversaries, FMCS offers a range of Preventive Mediation services, which are broadly defined as collaborative union-management processes. These services address three areas:

PREVENTIVE MEDIATION SERVICES

To assist the company and union in achieving these goals, FMCS mediators assess the quality and development of the parties' relationship and identify areas which need improvement. Problems often encountered include lowered employee morale, decreased productivity, excessive numbers of grievances or unfair labor practice complaints or poor communication between union leadership and management. After analyzing the relationship and discussions with the parties, the mediator recommends appropriate training and skills processes to assist in addressing the particular problem. That recommendation may include customized skills training in such subjects as:

Or, the mediator may recommend one of the more formal, comprehensive training programs, composed of particular combinations of these skills components:

Orientation to Joint Labor-Management Initiatives (OJLMI)

A one-day workshop which provides participants with a broad overview of cooperative labor-management working relationships, OLJMI provides labor and management leaders the opportunity to interact and share common experiences, a synopsis of the nation's economic climate and the impact of international competition, an examination of the philosophy and values that form the foundation for labor-management cooperation, a look at concrete examples of companies and unions that have successfully implemented new work relationships, and the chance for company and union participants to engage in a mediator-facilitated dialogue about the potential impact of cooperative labor-management programs within their organization.

Interest-Based (Win-Win) Bargaining Training

This teaches the benefits and techniques of a non-adversarial, joint problem-solving approach to negotiation, designed to allow labor-management personnel to bargain and resolve disagreements more effectively. Instead of negotiating from hard and fast positions on issues, Interest-Based Bargaining focuses on the interests that underlie those positions. Why is the union demanding a particular wage increase ? Why is the company so adamant about cutting health care costs ? When the underlying interests are identified, it is often possible for the parties to work together to find ways of satisfying their respective, and clearly-understood mutual interests.

Participants learn how to create a win-win outcome, and move toward the ability to replace labor-management antagonism and suspicion with a working relationship based more on mutual goals and understanding.

Partners In Change (P.I.C.)

This two to two-and-a-half day workshop is for organizations already committed to building or expanding a cooperative labor-management relationship. Participants have the opportunity to explore their full partnership potential by analyzing their organization's current cultural, political and technical systems, identifying separate and jointly-held perceptions of the organization, creating a joint vision of the future, and based on that vision, initiating a joint change process and developing the necessary skills to bring the desired change about.

Relationship By Objectives (RBO)

Sometimes an organization's labor-management relationship is so bad that, if allowed to continue or even worsen, jobs could be lost or the operation even closed down. This situation can occur following a particularly bitter or protracted strike or lockout, or after agreement on a first contract following a particularly contentious representation election.

An RBO program requires a strong commitment from both parties to improve the relationship. The process is usually conducted off-site over a two to three day period, and requires a team of mediators to assist the participants.

Ultimately, the objective is for both parties to identify specific problem areas, develop mutual problem solving techniques to address these issues, and timetables for their resolution.

Labor-Management Committee (LMC)

Mediators help to design, establish and maintain joint committees. These organizations bring representatives of employers and employees into regular communication and contact over subjects of mutual interest. A fundamental building block for an organization committed to cooperative efforts, the joint LMC provides an ongoing forum to deal with common problems, ranging from attitudes to productivity improvements. FMCS can assist the parties in designing the framework for an effective committee, and can provide training in proven consensus building and problem-solving processes to promote the successful operation of the LMC's operations.

Committee Effectiveness Training (CET)

Committee Effectiveness Training is a compendium of exercises designed to provide labor-management committee members with the knowledge and skills needed to become effective contributors. The key to CET's flexibility is a Needs Assessment Questionnaire which enables the mediator to tailor the workshop to the specific needs and time constraints of the group.

CET is comprised of a guidebook and training modules which address: Effective Planning, Effective Meetings, Group Problem Solving, Consensus Decision Making, and Effective Communication with Constituents. Three of the modules relate to maintaining effective group interaction: Understanding Self and Others, Interpersonal Skills, and Group Dynamics and Shared Leadership.

LABOR-MANAGEMENT GRANTS PROGRAM

As an adjunct to the agency's preventive mediation processes and skills training, the Labor-Management Cooperation Act of 1978 established the FMCS Grants Program, through which funding is provided to encourage innovative approaches to collaborative management-labor relations and problem-solving. Funds are granted on a competitive basis for the creation or continuation of labor-management committees.

Eligible applicants for FMCS grants include state and local units of government, certain private, non-profit corporations, labor-management committees and labor organizations or private businesses applying jointly with each other. The grants may be used to support committees at the plant level, on an area or industry-wide basis, or in the public sector.

Further information about the FMCS Grants Program may be obtained by contacting:

Director, Labor-Management Grants Program

2100 K Street, NW
Washington, D.C. 20427
(202) 606-8181

FMCS ORGANIZATION

FMCS mediators work out of more than 75 field offices around the United States, administered through five geographic regions. For more information, contact the FMCS Office nearest you.

National Office:

Federal Mediation and Conciliation Service
2100 K Street, NW
Washington, D.C. 20427
(202) 606-8100

Northeastern Region

One Newark Center, 16th Floor
Newark, NJ 07102
(973) 645-2200

William J. Green Federal Building
600 Arch Street, Room 3456
Philadelphia, Pennsylvania 19106
(215) 597-7690

Southern Region

401 West Peachtree Street, NW, Suite 472
Atlanta, Georgia 30308
(404) 331-3995

3452 Lake Lynda Drive, Suite 122
Orlando, Florida 32817-1472
(407) 382-6598

12140 Woodcrest Executive Drive, Suite 215
St. Louis (Creve Coeur), MO 63141-5013
(314) 576-1357

Midwestern Region

6161 Oak Tree Boulevard, Suite 120
Independence, Ohio 44131
(216) 522-4800

Upper Midwestern Region

Broadway Place West
1300 Godward Street, Suite 3950
Minneapolis, Minnesota 55413
(612) 370-3300

Elm Plaza, Suite 203
908 North Elm Street
Hinsdale, Illinois 60521
(708) 887-4750

Western Region

1100 Town and Country Rd, Suite 410
Orange, CA 92868
(714) 246-8378

Westin Building, Suite 310
2001 Sixth Avenue
Seattle, Washington 98121
(206) 553-5800

Federal Mediation and Conciliation Service

Mission

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Copyright © 1998 Federal Mediation and Conciliation Service
Last modified: February 09, 1998