Stewards Guide

ABIDE BY CONTRACT RULES

The machinery for handling grievances and your powers as shop steward are written into your contract. It might contain a definition of "grievance" such as the following:

"For the purpose of this Agreement the term "Grievance" means any dispute between the Company and the Union, or between the Company and any employee concerning the effect, interpretation, application, claims of breach or violation of this agreement, or any other dispute which may arise between the parties."

Most contracts follow either a three-, four-, or five-step grievance procedure. Some facilities, smaller in size or of a different type, omit one or more intermediate steps. Sometimes workers feel that they can get farther ahead by going straight to the boss or supervisor, that they have a right to take up their own grievance.

Set workers straight on this and explain that although they have the right to take up their own grievance, the steward also has the responsibility, by law, to be present. The law reads as follows:

"Representatives designated or selected for the purposes of collective bargaining by the majority of the employees in a unit appropriate for such purposes, shall be the exclusive representatives of all the employees in such unit for the purposes of collective bargaining in respect to rates of pay, wages, hours of employment, or other conditions of employment: Provided, that any individual employee or a group of employees shall have the right at any time to present grievances to their employer and to have such grievances adjusted, with out the intervention of the bargaining representatives, as long as the adjustment is not inconsistent with terms of a collective-bargaining contract or agreement then in effect: Provided further, That the bargaining representative has been given opportunity to be present at such adjustment."

The contract is not property of any one worker. It belongs to the union and should be handled by a representative of all the workers. There should be no private grievances.

But, knowing the machinery isn't everything; you must know what methods have proved most efficient and effective for handling a grievance successfully. You must also know how to be most effective in dealing with the supervisor.

GET ALL THE FACTS

WHEN, WHERE, WHY, WHAT, AND WHO. In order to present a good case to the supervisor you must get all the facts. Of course, this really doesn't come second, because you have to know at least the basic facts in order to make your decision as to whether the complaint is an actual grievance or not. Be sure you have all the details and are not passing on rumors, opinion or half truths. Facts can't be argued against. It's true they can be ignored or manipulate, but it's your job to see to it that this doesn't happen. Stick to the facts in the case. When in doubt, consult the business representatives of your local or district lodge.

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