Sectoral / Regional Approaches to Work-based Learning – Unions and Employer Groups Working Together

Key Concepts

• Both unions and management have direct interests in successful work-based learning programs…..it can be a genuine win-win situation
• A sector-wide approach creates economies of scale
• Greater employee buy-in is achieved when unions are partners in the process

Background

The AFL-CIO’s Working for America Institute points to many successful examples of unions working cooperatively with employer groups within specific sectors on work-based learning programs that are of benefit to union members and to the employers for which they work. The advantages combined union-management approaches across a sector are many. Such programs can:

• Be more cost-effective, as these provide greater economies of scale…employers who may not be able to afford to participate in such programs individually, can do so as part of a larger group;
• Create a “bandwagon” effect whereby companies do not wish to miss on out on such programs for the fear of losing a competitive edge to other companies in the same sector;
• Leverage pubic dollars to a greater degree because of these economies of scale;
• Customized, industry-specific core workplace competency programs can be efficiently designed, developed and implemented for an entire sector;
• Improve union-management communication, cooperation, understanding and relations;
• Union involvement ensures greater buy-in by workers…..they see these programs as more relevant to their needs and interests;
• Union members develop important knowledge and skills sets and employers have better trained and more productive employees.

Examples

Hospitality Sector – San Francisco

The San Francisco Hotels Partnership Project brings the hospitality industry (the largest private-sector industry employer in San Francisco) and Hotel Employees and Restaurant Employees (HERE) Local 2, which represents the large, multi-ethnic workforce of more than 5,000 members in participating hotels. The high premium this competitive industry places on customer perceptions of quality and value means that employees need to have skills in guest relations, communications and technical jobs. These needs helped the partnership evolve from an acrimonious labor-management relationship that dates back to the late 1970s. In 1994, labor and management from12 hotels (the Multi-Employer Group, or MEG) agreed to explore an interest-based problem-solving approach to their relationship in bargaining a new contract. The result was negotiation of more than $1.8 million into an existing training fund and the formation of the partnership. The success of joint problem-solving, job redesign and training led to a strengthened partnership in the 1999 contract. The partnership covers nearly 5,000 workers in 11 Class A hotels.

Goals of the Project

• To improve the labor-management relationship;
  
• To provide increased training and career ladder opportunities for workers;
  
• To improve hotel operations and working conditions throughout the term of the contract;
  
• To improve workers skills and the quality of customer service;
  
• To improve communication and problem-solving on the job.
  

Activities

• Facilitated labor-management problem-solving teams that address hotel operational needs and working conditions;
  
• Training rank-and-file workers, management personnel and union officials in team-building and problem-solving skills, as well as basic skills and ESL;
  
• Cooperating with Local 2's welfare-to-work and low-income worker program by identifying employment opportunities;
  
• Developing approaches to career ladders to be tested on a pilot basis during the next five years;
  
• Developing union computer database employment/hiring hall services to readily match worker skills to employer needs;
  
• Creating new opportunities for entry-level workers to train and work in higher-paying jobs during the busy holiday season.
  Results
  
• Workers have access to job placements and training that gears them for higher level jobs;
  
• The employment placement benefits workers and employers alike. In late 1998, the hiring hall placed 5,210 banquet jobs during a 49-day target period achieving a record low in the number of unfilled jobs;
  
• The hotel industry benefits from a more predictable labor pool, using employees with higher skills and greater language proficiency;
  
• Partnership hotels report improved operational effectiveness and increases in both customer and employee satisfaction;
  
• Relationships have improved between the major hotels in San Francisco and HERE Local 2;
  
• The partnership has earned the respect and financial support of the HERE international union, member hotel and the State of California. It is a model for HERE locals nationwide;
  
• The partnership provides important training services and occupational opportunities to a number of population groups, including Hispanics, African Americans and recent immigrants from Asia and Eastern Europe.
  

Health Sector – New York

The Hospital League-SEIU 1199 Employment, Training and Job Security Program (ETJSP) is one of the largest and oldest sector-based labor-management partnerships in the nation, covering more than 300 employers and 85,000 health care workers in the New York City region.

The Employment, Training and Job Security Program traces its origins back 30 years. During that period, the National Health and Human Service Employees Union, SEIU 1199 in New York City, negotiated the creation of three interlocking funds with the Hospital League of New York, an association of 50 private non-profit hospitals, nursing homes, mental and health care facilities. The joint Training and Upgrading Fund was formally created in 1969 to upgrade the skills of health care workers. The Job Security Fund began in 1992 to assist laid-off members with training and placement services, as well as health and unemployment benefits. The Planning and Placement Fund was negotiated in 1994 to create the Employment Center. The center serves as a primary source of referrals for employers and placements for workers and has a research component to track industry trends so fund participants can be well prepared. These union-driven programs currently serve more than 300 employers and 85,000 New York area health care workers. The union is seeking to extend these benefits to additional members through collective bargaining

Goals

• Prepare laid-off union members so that they can return to the industry;
  
• Recruit qualified applicants for all bargaining unit positions through a centralized service;
  
• Provide effective and supportive counseling, education, training and financial programs that are customized to the needs of members and contributing employers;
  
• Strengthen the relationship of members to the union and the institutions that employ them;
  
• Identify changing employment and work requirements in the industry.
  

Activities

• Training and Upgrading participants can acquire skills, ranging from basic literacy and GED to college degrees. They can acquire specialized occupational skills, earn certifications, attend conferences, obtain continuing education credits, take classes or receive tuition reimbursement;
  
• The Job Security Fund offers counseling, skill assessment, trainin

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