Steward Manual English

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LOCAL U NION P RESIDENT

NAME PHONE

EMAIL

LOCAL H EAD /CEO/D IRECTOR

NAME PHONE

EMAIL

U NION R EPRESENTATIVE

NAME PHONE

EMAIL

C HIEF S TEWARD

NAME PHONE

EMAIL

S TEWARD

NAME PHONE

EMAIL

S TEWARD

NAME PHONE

EMAIL

COPE C OMMITTEE

NAME PHONE

EMAIL

ORGANIZING C OMMITTEE

NAME PHONE

EMAIL

S ENIOR M EMBERS

NAME PHONE

EMAIL

Important Telephone Numbers


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The Stewards Manual

Vision for a Just Society

We believe in and will ght for a just society:Where all workers are valued and all people arerespected;

Where all families and communities thrive; and

Where we leave a better and more equal worldfor generations to come.

Name:

Telephone:

Service Employees International Union, CTW, CLC


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2013 Service Employees International Union, CTW, CLC1800 Massachusetts Ave., N.W., Washington, D.C. 20036.

Telephone (202) 730-7000.

Permission is hereby granted to SEIU local unions toreproduce this manual in whole or in part. Others wishinguse of this material should contact SEIU for permission.


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V The Stewards Manual

Welcome

Congratulations on your decision tostep up and be a leader. By volunteeringto become a union steward, youre

volunteering to represent your co-workersand educate and motivate them to takeactionboth at your worksite and also in your community.

We are experiencing a historic economic crisis. Even thoughproductivity has risen 6 percent, wages are down almost5 percent. More than 25 million people are without full-time workto support their families. While at the same time, CEO pay is 350times that of the average American worker. The growing gapbetween the ultra-rich and the rest of us has forced families intopoverty at a greater rate than during the Great Depression.

This crisis is being fueled by an opposition whose deeplyengrained disrespect for working people is matched only by itsendless nancial resources. We are facing the results of a 40-yearcoordinated right-wing attack on working peoplea reverseRobin Hooddesigned to take from the 99% of us who arentrich just to give it to the 1% wealthy elite, the big corporationsand the politicians that protect them.

Our union has decided to take on the ght to close the gapbetween the rich and everyone else. Indeed, unions are the lastline of defense for all workers in this economy where the systemis rigged in favor of the rich and even our democracy is broken.Instead of shared prosperity, we have massive inequality. As aunion steward, you are what makes up that last line of defense.

You can take great pride in this role.

No longer is it enough to just hunker down, protect and defendour own members. We can no longer win one battle at a time; weneed to bring millions more into the struggle and unite with abroad 99% movement to tackle all forms of social inequality.

There are three things we can do to realize our Vision for a JustSociety.

First, we must Lead by example and inspire workers in all

industries to organize to create good jobs, win better wages andbene ts, and a forge a better future.

Second, we must Unite within the labor movement and with ourstrategic allies to ght back against right-wing attacks on ourrights, our jobs and the middle class altogether.


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Then together, we must Fight for our 99% Agenda:

This book represents SEIU union stewards collective wisdom on

how best to represent your co-workers, defend your communityand be a leader, but it will take your own ghting spirit, creativityand dedication to bring the words written here to life. In doingso, may you not only protect and expand the rights that millionsof workers before us fought for and won, but may you do so in a

way that inspires more workers to lead, unite, ght and win forthe 99%.

In unity,

Mary Kay Henry International President


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VIIThe Stewards Manual

Your Role as a Steward ...................................................1

Things You Need to Have ...............................................4

Your Protections as a Steward ........................................6

Fairness: A Big Responsibility ........................................7

Your Duties as a Steward ................................................9

Welcoming New Workers..............................................12

SEIU: Snapshots .............................................................14

Explaining About Dues ..................................................17

Lead. Unite. Fight: Win for the 99%..............................19

What Difference Does a Union Make? ........................21

Problem-Solving 101 ......................................................22

The Art of the Interview ................................................24

Your Right to Know ........................................................26

Analyzing the Problem ..................................................27

Scoping the Managers ...................................................30

Dealing with Management ............................................31

Your Role as a Steward (Part II) ...................................33

Strength in Numbers .....................................................36 The Steward as Educator ..............................................37

The Steward as Political Activist .................................40

Contents


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VIII The Stewards Manual

The Steward as Organizer .............................................42

The Steward as Health and Safety Activist ..................45

The Steward as Retired Member Connection .............47

The Steward as Communicator ....................................48

The Steward as Advocate ..............................................49

Checklist for Discipline Grievances .............................50

Weingarten Rights ........................................................52

The Step Procedure ......................................................54

Writing the Grievance ....................................................56

A Few Sample Grievances .............................................57

Management Ploys ........................................................59

The Step 1 Meeting ........................................................61

A Few Questions and Answers .....................................62

Watch Your Pressure Gauge ........................................64

Organization Chart .......................................................65

Glossary ..........................................................................66

Bibliography ...................................................................69

Contents


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1The Stewards Manual

As an SEIU steward, your job involves much, much morethan handling grievances.

Grievances are important. They are often the most visibleand dramatic aspect of the unions presence. Sometimestheyll take up most of your time.

But grievances should never be confused with your chiefresponsibility as a steward: to build a united, organizedand involved membership in your workplace.

Without this involvement and solidarity, no union in the world can protect and serve its members.

As a leader in the workplace, youll have your hands full. Thats because SEIU stewards are ...

Organizers. This is the big one. It doesnt just meansigning up new members, although it means that too. Itmeans SEIU stewards are responsible for organizing thewhole workplace to deal with problems as a united group.

Which is, when you think about it, what labor unions are

all about.

Your chief responsibility as a stewardis to build a united, organized andinvolved membership in your workplace.

Your Role as a Steward


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2 The Stewards Manual

Problem solvers. Youre the person workers turn to with their problems. It might be a worksite hazard. Maybesomeones been red, or perhaps layoffs are threatened.It might be just a new employee with a question. Perhaps

you can solve the problem with a friendly word, or maybe youll organize a worksite action or le a grievance. Prob-lems dont go with your territory. They are your territory.

Educators and communicators. The contract. Thehealth insurance plan. Whats a ULP? How can I do this?

Why did they do that? Its a complicated world, and yourmembers are counting on you to help them make sense ofit. Equally important, your union of cers are counting on

you to help them keep in touch with your co-workers. You work with them every day. They dont.

Worksite leaders. Youre the one who keeps it moving. Youre the one whos not afraid to speak up to manage-

ment. You make unity happen, and you never let anyoneforget theres a union at your worksite. (Nobody said this

job is easy.)


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When spiders unite, they can tie down a lion. An Ethiopian Proverb

The sections that follow will explain some of your different jobs in more detail. (Pages with the asterisk symbol (* )

provide handy checklists of things stewards need to know,have and do.)

For now, its enough that you understand and accept your wide responsibility in the workplace, and remember that your primary duties are to organize and to solve problems.

(Youll see later how those two duties go hand in hand.)


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Youll need to have a lot of information close at hand,both at work and at home. (Some stewards carry anotebook or a planner back and forth.)

You and your chief steward or union representativeshould check out your materials to make sure you have

everything you need. Here are some possibilities: A list of the workers you serve as steward, includingname, address, telephone number, job title, email andshift schedule.

A seniority list of your workers (if applicable).

The contract and any side letters.

Local union constitution and bylaws.

Managements personnel manual, if there is one (orany other employer policies in printed form).

Civil service rules (if applicable).

An organization chart of managers and supervisors.

Organizing materials for new members, includingauthorization cards, copies of the contract, unions

website address, and your unions constitution andbylaws.

Grievance investigation forms.

COPE (political action) materials.

You probably know the different occupations in yourunit, but if not, youll need some job descriptions.

Things You Need to Have


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Of course, your local union staff rep and legal counsel will also have other valuable information including:

Federal and state health and safety regulations.

Federal and state labor laws and court decisions.

Records of past investigations, grievances, andarbitrations.

Lists of references, resources and other helpfulmaterials available from the International union.

Links to useful websites such as www.SEIU.org andothers that help educate members and keep theminformed of the latest updates across the country.


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When youre dealing with management on unionbusiness, you deal with the employer as an equal. Youcan imagine how happy that makes them. Thats whythe National Labor Relations Act and state labor boardsspeci cally protect you (and other union leaders) frompunishment or discrimination by management because of

your union activity. Its illegal for an employer to:

Deny you promotions or pay opportunities.

Isolate you from other workers.

Saddle you with extra work or unusually tough

assignments. Deny you overtime opportunities.

Enforce work rules unfairly against youor harass you with extra supervision.

Your contract may also spell out your rights, andperhaps youre covered by state and local ordinances if

youre a government worker. If your employer tries todiscriminate against you in this way, its a violation offederal law.

Your Protections as a Steward


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This is really important.

Labor unions are required by law to represent all workers in the unit fairly and completely. This includesnonmembers as well as your union members. Its legallyknown as the duty of fair representation or DFR.

Of course, you dont need to be told that you mustrepresent all workers fairly regardless of their race,religion, nationality, age, gender, sexual orientation, ordisability.

You may nd that you have to represent workers whooppose the union as well as those who are unpopular,dif cult to work with, or who create discord in the unionor the workplace. However, you must represent everyonefairly.

Fairness: A Big Responsibility


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Fair is fair. This doesnt mean the union cant lose agrievance or make a mistake. It does mean that everyaction you take must be free from bias or the appearanceof bias.

Thats why its so important to keep records of youractivities as a steward including phone calls, interviews,letters, contacts and decisions. Without documentation,its far more dif cult for your union to defend a DFR caseif one should occur.

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No one can list all the different duties youll be askedto perform. What follows are some of the more importantthings SEIU stewards do.

Not all stewards do all things. Some unions electnegotiators and stewards separately. Some ask staff reps

to handle the nal steps of grievances. Youll nd thesethings out as you go along.

You dont have to learn your duties all at once. And youll have more experienced stewards and staff reps tohelp you get started.

Your Duties as a Steward


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Get to know all the workers in your unit.

Greet new members and help them get oriented.

Convince workers to join the union.

Recruit and lead volunteers.

Develop other member leaders skills and abilities.Play a leading role in unit meetings. Keep the membersinformed. Help out with balloting, elections andreports.

Get committees going and attend committee meetings,

guiding them when need be (and when possible).Learn all the problems in the workplace.

Investigate grievances.

Interview members.

Write and le grievances.

Negotiate with management. This can range frominformal talks with supervisors to arbitration hearings,formal contract bargaining, and labor-managementcommittee assignments.

Maintain les and records.

Keep updated phone numbers, addresses and emailaddresses of all members.

Work on contract campaigns.

Organize rallies, vigils, work actions, petitions, parades,demonstrations and other activities. Big parades anddemonstrations require marshals and youll need tokeep them briefed.

Your Duties as a Steward


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Work on newsletters, lea ets, press releases, picketsigns, buttons, stickers, bulletin board displays,

whatever.

Attend steward training classes.

Work on COPE (committee on political education),

legislative and GOTV (get-out-the-vote) activities wherepermissible. This may involve fundraising, signing upmembers to contribute to the COPE fund, lobbying,phonebanks, polling place duties and a lot of otherthings, especially around election time.

Do a lot of different things with your unions coalitionpartners in the community.

Sign up retiring members.

Inspect the worksite for health and safety problems.Know where the OSHA 200 Log is posted. File federaland state OSHA (occupational safety and health)

violation reports and accompany inspectors onsite visits.

You dont have to do this all yourself. Dont be shy aboutasking individual members to help. Its one way to getthem involved.


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Remember your rst day on the job? Not exactly a dayat the beach.

Thats why one of your foremost tasks is to welcomenew workers. You do this whether your shop is open orunion, public or private. Some local unions have created

a welcome packet for this purpose. (If yours has one,good. But dont use it as a substitute for getting to knowthe new worker.) If you dont have a packet, then youll be

winging it. (The next few pages contain some capsule infoabout dues payments and union membershipusually the rst things youll be asked aboutas well as a few SEIUfactoids to help you out.)

If yours is a union or agency shop (that means new workers must join the union or pay a fee), then the new worker may be hostile to the union. This doesnt let youoff the hook. It just means youll have to grit your teeth

and put forth an extra effort to be friendly and helpful.

Heres a checklist of some things you might want toinclude in your conversation:

Get to know each other. Ask where they workedbefore, where they live now, do they have a family?

Hobbies? Sports? Start off by listening.

Offer information: where the vending machines are(and what not to buy), where to go for happy hour,

what the boss is like, who runs the football pool, how you get in on ride-sharing.

Give the new worker a welcome packet if you have one.If not, be sure they receive a copy of the contract andexplain its important provisions to them.

Welcoming New Workers


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Explain some of the main bene ts provided by theunion contract, not the benevolence of the employer:

wages, healthcare, holidays, a voice on the job.

During the conversation, remember that you wantthe employee to begin identifying with the union.

Whenever the worker has a problem, you are theperson to see, not the supervisor. Our union is themembers, the people right there all around younotsome unknown outsiders. If you get these two ideasacross, youve done your job.

Our union is its members, not some unknown

outsiders.

If your union is doing its job, therell be a meetingcoming up youll want to invite the new worker toattend. In fact, why not take them with you? Theyll feelmore at ease with someone they know. (Remember

your rst one?)

Make sure the worker has a wallet card with yourname and phone number, and encourage them to call ifthey have any problems.


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Here are some SEIU facts you might want to share withnew members:

SEIU was founded in 1921 by a handful of immigrant janitors. Today, we are the largest and fastest-growingunion in North America and have more than 2.1 millionmembers.

SEIU headquarters is located in Washington, D.C.Members are organized in more than 150 local unionaf liates with 15 state councils across North America.SEIU belongs to the Change to Win (CTW) federationand the Canadian Labour Congress (CLC).

SEIUs members represent hundreds of differentoccupations including janitors, doctors, school

workers, social workers, nurses, engineers, taxi driversand government workers throughout the contiguousUnited States, Canada, Alaska, Hawaii and Puerto Rico.

The hundreds of different occupations representedby SEIU are divided into three divisions: Healthcare,Public Services and Property Services.

HealthcareSEIU is the largest union of healthcare workers with more than 1.2 million members in the eld, including nurses, LPNs, doctors, lab technicians,

nursing home workers and home care workers.Public ServicesSEIU is the second-largest unionof public service employees with more than 1 millionlocal and state government workers, public schoolemployees, bus driversincluding 80,000 earlylearning and child care professionals.

SEIU: Snapshots


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Property ServicesSEIU is also the largest propertyservices union, with 225,000 workers who protect andclean commercial and residential of ce buildings,and is the largest security union, with 50,000 privatesecurity of cers and public safety personnel.

Our membership is among the most diverse in thelabor movement. More than half of SEIUs membersare women, a higher percentage than in the workforcein general.

More than 40 percent of SEIU members are peopleof color compared to 25 percent of the workforce in

general.SEIU represents more immigrant workers than anyother union in the United States. Among the languagesspoken in SEIU local unions: English, Spanish,Chinese, Korean, Polish, Italian, Portuguese, Tagalog,

Vietnamese, Arabic, French, Japanese, Haitian Creole,

and Greek. Thats just some. The SEIU International Convention held every four years is the highest governing body of the union.Delegates representing every SEIU member mustapprove all decisions and policies of the union,including any dues increases.

The essence of trade unionism is social uplift.The labor movement has been the haven for thedispossessed, the despised, the neglected, thedowntrodden, the poor.

A. Philip Randolph


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Dues are a touchy topic in any union. And when timesare tough, almost any expense can seem burdensome to

workers.

Some stewards believe in defusing the issue by raising it rst with new workers. They explain how dues are really a

good investment rather than a bothersome expense. What are dues used for? Lots and lots of things. There is

one fundamental truth about dues: resources are needed for workers to have a strong organization of their own.

Negotiating contracts requires research analysts,

negotiators, union reps and eld staffers to organizerallies, worksite actions and press events.

Defending members and enforcing contracts requiresmoney for legal help as well as grievance andarbitration expenses.

Winning improved legislation and protecting vital publicservices by lobbying, researching and testifying at thelocal, state and federal level.

New member organizing to improve wages and bene tsin competing workplaces so our own wages andbene ts are not eroded or contracted-out.

Occupational safety and health programs. SEIU hasgained national recognition for its work on asbestos,blood borne diseases and other workplace hazards.

Education and publications for union programs of allkinds, including newsletters, media campaigns, public

relations and opinion surveys.Strike, welfare, defense and other worker funds.

Of ce rents, travel, supplies and administration.

Explaining About Dues


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Support for programs on civil and human rights, equalopportunity, senior members and organizing.

Membership in the Change to Win federation and theCanadian Labour Congress as well as state and locallabor federations and councils.

SEIUs nancial statements are published regularlyshowing where every cent of income has been spent. Youcan check with your of cers for details about your ownlocal unions funding and expenditures.

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strength in numbers: a broad and robust 99% movementto ght for our vision of a just society with a bold plan ofaction to:

Unite people in a 99% movement to close the growinggap between the rich and everyone else;

Inspire and support workers everywhere who aretaking collective action to lift wages to create family-sustaining jobs; and

Elect candidates who stand with the 99% and holdthese politicians accountable if and when they supportpolicies that bene t the top 1% at the expense of the

rest of us.

Leaders in Action for Justice

We believe the answer to income inequality issimple. We need to move millions more to take

direct action to support new organizing and engagein political action and accountability.

Leaders in Action for Justice is a unionwide systemdeveloping talented, inclusive member, staff andelected leaders activated on a huge scale to wincampaigns at work and in our communities, ght

income inequality, and build power for all workers.The centerpiece of our strategy is developing

rank-and- le TEAM Leaders. These are the memberswho are educating and motivating their co-workersto take actionbeyond their own employer. TEAMLeaders are building volunteer activist networks

that include their co-workers and also communityallies, their clients and consumers, coalition groups,friends and family members that are also ready andwilling to stand up and ght income inequality.


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As a steward, its your job to sell the bene ts of unionmembership to unorganized workers. And it doesnt hurt toremind our own members from time to time, either. Here(in capsule form) are eight big advantages unions bring to a

workplace:

What Difference Does a Union Make?

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Now that you have a general idea of what stewards do, we can begin to talk about problems on the job and howstewards work to solve them.

Notice that we didnt say grievances. Grievances are your last resort, not the rst.

A grievance carried to arbitration is a lengthy, time-consuming, expensive, frustrating task that often ends upsatisfying no one (except maybe the hired arbitrator wellbe paying). And units that simply go straight to grievancesoon nd their members expect the union to take care of

everything.So, what are all these problems youll need to help

solve? Brace yourself.

Roger got stuck with a discarded hypodermic needle when he was emptying the trash.

Ellen says Carol nked on her to the boss.

Carlos was red on the spot yesterday. Nobody knows why.

A new supervisor is demanding all the men in his shop wear neckties. Some of the men dont even own one.

Doretha says the crumbling stuff in the basementlooks like asbestos.

Wai Lin heard that management is going to starttelecommuting in two departments.

Leroy, who works in your widget department, sawthe purchasing manager at lunch with two guys from Acme Widget Co. They mightve been talking aboutcontracting-out.

Problem-Solving 101


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A story in The Daily Planet says state funds havebeen cut in half and layoffs of public employees areimminent.

Brenda says she was denied a promotion because shes African American.

If youre getting the idea the whole work world is yourturf, youre not far wrong.

But no matter what the problem is or who brings it to you, you always begin by doing three (and often four)things:

1. Get the facts;

2. Analyze the facts;

3. Determine a strategy; and

4. Mobilize the members.

If theres a problem and we ignore it, then the unionloses credibility, the contract is weakened, and every

worker suffers. But the same thing is true if the union jumps to conclusions and confronts a supervisor or les agrievance with faulty, false, or inadequate information.

Different problems require different strategies.Sometimes grievances involving an individual membersindiscretionlateness, absence, errors in judgmentrequire you to respect the persons privacy. Othergrievances require informing and involving the entiremembership.

Get the facts. Analyze the facts. Determine astrategy. Mobilize the members.


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To get the facts, youll rst need to interview the workers who know what the problem is. Listening is thekey to conducting a thorough interview. And interviewingis your main way of getting the facts. Here are some time-tested tips for interviewing workers about problems.

Be relaxed and take your time. Control your feelingsso you can concentrate on listening. Write down theimportant facts, including who, what, when, where,

why and how, and the names of any witnesses.

Show the worker youre interested. Look him or her inthe eye. Encourage the worker to get it all out (both

the facts and the feelings). Then facts and feelings canbe put in perspective.

Ask questions when you dont understand somethingor when you need to clear up something. Ask open-ended questions that cant be answered yes or no.

Some good questions to ask:1. Why do you think this happened?

2. Whats an example of that?

3. What do you think should be done now?

4. When has this happened before?5. When did you rst notice this?

6. Are other workers affected by this?

7. What solution do you want to see?

Now and then, repeat back to the worker what youveunderstood so far. This checks your accuracy and oftenbrings out previously overlooked facts.

The Art of the Interview


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Avoid making judgments during the interview. Youllform your opinion later after youve gathered all thefacts and analyzed them.

Avoid making promises about future action.

If its a discipline problem, you might say: I agree the

supervisor handled it badly. But I dont want to promisethat we will grieve this until we investigate the whole thingcompletely. If working conditions are involved, say: Imreally glad you told us about this. Were going to give itour full attention. Assure the worker the problem will beinvestigated fully.

If you dont know the answer to a question, dont guess.No one expects you to know everything. Promise the

worker youll nd out and get back to him or her. Thendo it.

Interview all the witnesses to the problem in the same

manner. Never depend on a single version of whathappened if you can avoid it. Interviews are your main

way of getting at the truth, but theyre not the only way.

Look for opportunities to involve other workers inthe issue.


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Interviews are your main way of getting at the truth, buttheyre not the only way.

In most cases, when representing your members, youhave the right to any necessary and relevant informationthe employer has. You can request this information

anytime in the grievance process, including the initialinvestigation. Make the request in writing, being asspeci c as you can, and giving a reasonable deadline.

Some of the materials stewards can request include:

The union is also usually required to provideinformation to management if asked to do so.

Your Right to Know

When you investigate a problem:

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Once youve gathered all your facts, its time to analyzethe information. If youre a new steward, youll probablymeet with your chief steward, your union rep, and maybeeven your unions attorney.

What is the real problem? Is this what it seems or a

re

ection of something deeper?Why did (or does) the problem occur?When did the problem occur (if its an incident)?How long has it been going on (if its a safety or healthhazard)? If theres the possibility of a grievance, besure to scope out the step time limits for ling (seePage 55). Has this occurred in the past?

How did the problem come about?Misunderstanding? Provocation? Carelessness? Whatmechanisms are driving the problem?

Where did (or does) it occur? Be speci c. Locationcan be important.

Who is involved in the problem? List everyoneinvolved or affected by the problem, not just theprincipals.

Witnesses to the problem. Reliable? Intimidated?Biased? Highly credible?

All in agreement? None in agreement?

Analyzing the Problem


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Now that youre sure of the factsof what actuallyhappened or what is actually going onyou can establishthe category of the problem and decide what strategy(big plan) and tactics (smaller moves) can best be used tosolve it.

Most complaints will fall into one (or more) of vegeneral categories:

1. Violation of the contract.

2. Violation of federal, state, or municipallaws including wages and hours, fair laborstandards, equal opportunity and civil rights.

3. Violation of the employers personnel policies,work rules, or administrative procedures.

4. Violation of past practice. Practices longaccepted by the union and the employeracquire a legal validity of their own. (Thisprinciple can work against the union as wellas for us.)

5. Violation of equal treatment. (These are

really like No. 2 above, but with a kind ofspecial character conferred by a whole hostof laws and agencies such as the Americanswith Disabilities Act, the Equal EmploymentOpportunity Commission, and otherdemocratic measures widely accepted.)


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If the problem ts one or more of these categories,further action is probably called for and the case ispotentially winnable.

Even if the workers problem doesnt meet thesestandards, unions have a wide range of persuasive options

available to them. Youll learn these as you go along.

But sadly, you will be confronted by some problemsthe union cant resolve. It is your responsibility to handlethem fairly, defend the workers rights, and build support

within the union so you can come back to ght another

day.


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OK, so now youve gathered all your facts, interviewedall your witnesses and analyzed the problem (health andsafety, work rules, discipline incident, whatever).

With your other union leaders, youve decided that aproblem really exists and requires further action. So now

its time to le a grievance, right?

Wrong.

Most problems on the job are solved withoutresorting to formal grievances.

Now is whenarmed with all the information youhave carefully assembledyou are ready for an informalmeeting with management to explore the situation.Sometimes this is called a pre-step meeting. At thisstage, youre usually dealing with a relatively low-level

supervisor. But even if this rst encounter is largelyexploratory, you should prepare carefully for the meeting.

You should have discussed the problem with yourfellow stewards, your chief steward and perhaps yourunion rep.

You should have a preliminary strategy and at least atentative solution in mind. If it helps, you can write outa discussion plan and refer to it during your talk.

Remember, youre there to learn managements sideof the story as well as to outline the unions side. Payattention.

While youre there on union business, you are one-on-one with the supervisor and you have the protection of federallaw. Dont give the supervisor grief. Dont take any.

Scoping the Managers


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10. Remember this is not an ego trip. We'reseeking a solution to a human problem for

the good of everyone concerned. Try to leavemanagement a way to retreat with dignity.

11. Ask questions. For one thing, this breaksup any attempt to turn it into a management"lecture." And it sometimes brings out newinformation you can use, exposes weaknessesin managements position, or you might discovernew ways to resolve the issue.

My friends, it is solidarity of labor we want.We do not want to nd fault with each other,but to solidify our forces and say to eachother: We must be together; our masters

are joined together and we must do the same thing.

Mother Jones


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Now you have the facts and managements earlyresponse. If theres no agreement, whats next?

Grievances should never be confused with your chiefresponsibility as a steward: to build a united, organizedand involved membership in your workplace. Remember?

You read that on Page 1.

So all your work so farinterviewing workers,investigating, meeting with the supervisoris simplypreparation for involving the members.

You take the problem, together with all youve learned,

to the members. Why?

SEIU believes that all union power derives from theinvolvement and commitment of the members.

Your Role as a Steward (Part II)

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Thats why your job is to mobilize the membershiparound the issues that affect their lives. You do this in twomajor ways: communicating and action.

Communicating. If your members dont know whats going on, they cant very well mobilize and they

cant make decisions. As stewards, were working for themembers. Thats why its our job to keep them informed.How? Any way you can. The best way is continuing, two-

way, one-on-one, face-to-face communication with everymember at breaks, at lunch and when youre working.

You should also have meetings. Regular meetings.

Newsletters. Use those bulletin boards we negotiated toget (but not as a substitute for personal contact). Postnotices and updates on the locals website. Use email toreach members.

If stewards and other leaders fail to tell the members

whats going on, youll soon nd yourself in serious pain.If youve never seen a bargaining unit torn by doubts, wildrumors, resentment, bad morale, cynicism and warringfactions, take our word for it: Its ugly.

Worse yet, youll be losing out on the accumulatedexperience and knowledge of your memberswhich isprobably your greatest resource.

Some workers wont volunteer even if they haveimportant things to say. Its up to you to reach out.


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Action . As youll see on the following pages, thereare many ways the union can solve problems other thanformal grievances. Its up to the members to decide, butits your job to suggest courses of action based on yourinvestigations and problem-solving experience.


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When you involve the members in solving problems or winning improvements, a lot of avenues open up.

Of course, mobilizing your members requires continuing,direct personal communication with every worker, but as anSEIU steward you already know that.

1. Just involving the members can sometimes bringmanagement to a solution. And when the members areinvolved, management will know it, even if they pretendthey dont.

2. If management chooses to play dumb, showing unitythrough workplace actions (petitions, rallies, button days,for example) can exert a lot of pressure where it counts.

3. Organizing community support can tip the balance. Thisis where your coalition partners (churches, teachers,Community Action people) can exert considerableinuence.

4. With member support, you have a better chance of getting your message to the news media. Youll be able to generategood publicity about the union and the work your membersdo if youre able to push the right buttons. (Push the wrongones and this can boomerang right back on you.)

5. Elected of

cials showing their support for and standing with workers can help to change managements mind. Thats one reason we have our political action programs.Politics affects everything we do as workers andeverything we receive (or dont receive) from government.

6. Government agencies. This generally takes approximately

forever, but the threat of government red tape for theirmisdeeds can sometimes frighten the most ferociousemployer.

Strength in Numbers


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As a steward, you have an opportunity to educate ourmembers every time you come in contact with them.

You will want to make sure members know enoughto participate in making union policy, that they know

where the union came from and where it is heading.Members need to know what the unions vision andstrategic direction are, how the union makes decisionsand carries them out, what the policies are, and what thechallenges are that the union and its members are facing.Educated members support the union when it ghts forimprovements and defend the union when it is underattack.

One thing to remember is that education for ourmembers is not what you think of as traditional teaching.Education for union members is action-oriented. Unionmembers learn:

by sharing their experience; accomplishing tasks; and

analyzing and discussing what has happened.

This means it can happen anytime, anywhere. Takethe time to explain the unions political program whilegathering together a crew to staff phonebanks one night.Or talk about worker solidarity when the members have

won an important grievance ght through workplacedemonstrations. Even when you lose a grievance, therecan be a lesson on the importance of ghting for betterlanguage in upcoming contract negotiations.

The Steward as Educator


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Keep Members Informed. Keeping membersinformed is one of the most important parts of your jobas educator. Make sure members know what the union isdoingand make sure the union leadership knows whatthe membership thinks about what the union is doing.Letting members know when a meeting or other unionactivity is taking place is an important part of your job.Explaining the reasons for the meeting or the activityand how it ts into the overall union program is anotheropportunity to be an educator. Getting members involvedin local union and the Internationals campaigns to protect

workers rights and to maintain decent standards of livingin the community is also an educational activity.

Develop Leadership. Developing other leadersis the surest way to build our unions strength. Thesteward develops leadership by educating membersand motivating members to take collective action. Askpeople to participate in actions or demonstrationsevenif the event is taking place somewhere off-site from your

worksite. Take note of the useful skills people have. Ifsomeone isnt ready for a committee, give him or hera speci c taskbut be sure you discuss what the task

means and why doing the task is good for the union.Spend some time getting to know the person and whathis or her interests and passions are. Finally, remembera fundamental principle is to rst involve members ineasy tasks or roles and then expand those roles as theircon dence and skills grow.

Recommend Training. Keep track of the kinds ofgrievances and concerns members bring up, and let thelocal leadership know what training programs are needed.


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The local union offers steward training. The most important educator, though, will continue to

be the steward who is able to de ne the real educationalneeds of the membership in the day-to-day life of theunion, by relying on the experience of the members,taking action, and then analyzing those actions.


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Many of our rights and bene ts are negotiated at thebargaining table and included in our contracts. Much of

your role is making sure that contract is enforced at the workplace.

But nowadays our communities are bigger than they

used to be, major changes happen almost overnight, andno person or organization can exist as an island. Like it ornot, society is more and more interdependent all the time,and so are we.

A lot of what all workers have today: overtime pay,

food and drug laws, Medicare, Social Security, health andsafety regulations, even the public education systemwe wouldnt have without political action by organized labor.

As a steward, sooner or later youll be working withcoalition partners. Which, depending where you are,can be almost anybodyother unions, civil rights andcivil liberties organizations, community activists, ethnicgroups, social or charitable organizations, politicalcoalitions or faith-based organizations.

There are many rights and bene ts that are determinedby laws passed at the national, state, or local level. To

protect our members interests, the union must beinvolved in electing candidates who will pass and enforcelaws which will increase and protect our rights andbene ts.

That will not happen without you.

Many SEIU members are public employees or work inpositions funded through government agencies, so politicsis especially important to us. When politicians cut services,everyone loses the services, but some of us lose our jobs.

The Steward as Political Activist


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Our success in building a strong political organizationthat stands up for our members interests depends on youand your ability to educate and mobilize our members.SEIU depends on you, the steward, to get the workersinvolved in political and legislative action. You know themembers, you see them every day at work, and yourepersuasive enough to get things rolling (or you wouldntbe a steward).

Think of what you can do at your workplace or in yourcommunity that will make a difference.

Register voters.

Its simple. If you arent registered, you cant vote. Learn the procedure for voterregistration in your district. Then act to make sure

your members register. Better yet, recruit members toparticipate in a voter registration drive.

GOTV (get out the vote). Make phone calls or recruitother members to participate in phone banks and otheractivities before an election.

Educate the members. Talk to your members(and listen) about candidates and issues. Keep theminformed about the election. Become informed about

SEIUs political and legislative program.

Raise money. Money talks. If our candidates are goingto be competitive, they need money. Raising money for

IMPORTANT NOTE

In some states our public sector members do not yet enjoy the rightsof full political participation. Laws known as Hatch Acts orLittle Hatch Acts restrict the political rights of public employeesand vary from state to state. Check with your local union fordetails. However, all members have some rights to participate.


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SEIU COPE, our unions political action committee, isone way to do it. Signing up members for COPE checkoff(deducted directly from their paychecks) is one way, if

you have the right to do it. Other ways include raf es,drawings, picnics and casino nights. (There are federaland state rules for raising political funds, such as beingable to ask only SEIU members and their families forcontributions. Learn the rules. They are simple andstraightforward, but they are the rules.)

Lobby. Win or lose on Election Day, someone is goingto take of ce, and we are going to have an interest in

the laws they pass or enforce. It might involve strikerreplacement, Medicare, safety and health, or a hundredother issues, but one thing is sure: Our members willbe affected. Help stage a rally. Get petitions signed.Organize letter-writing and postcard campaigns. Leada delegation to lobby of cials.

Form labor-community coalitions. Remember,unity is strength. Unions and community groupsshare a commitment to strengthen our societyand communities. Participate in coalitions to buildlegislative and political power.

Your role in building your unions political and legislativepower is important. It can also be rewarding and fun.


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Stewards also play a critical role in recruiting newmembers. This is perhaps the most important thingthe union does, because the more workers the unionrepresents in your own industry, the more power theunion has and the better it can represent you. The more

workers that are organized in an industry, the higher wages and bene ts will be for all.

And its vitally important that you succeed. Your union will thrive only to the extent that other workers in yourindustry, your agency, or your geographic area areorganized.

If you work in an open shop, youll be doing internalorganizing. This requires convincing the free riders to jointhe union. But if youve done all the other things youveread about in this bookletespecially your role in makingthe union a vital presence in the workplacethen youve

already done most of the hard work. Build the union andthey will come.

But whether you have a union shop or open shop, youre bound to get involved in outside organizing. Why?Because as a worker and leader, you have the kind of

credibility no paid organizer can match. You know the work. You know the turf. You speak your

co-workers language. And you can see problems andpotentials about which outsiders can only guess.

The Steward as Organizer

If any man tells you he loves America, yethates labor, he is a liar. If any man tells you he

trusts America, yet fears labor, he is a fool.

Abraham Lincoln


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In an organizing campaign, you and other memberorganizers are worth your weight in gold. And the more

workers you organize in your industry, the more power you will have to ght for better pay, bene ts and respect.If your local union nds itself an isolated island in a seaof unorganized and exploited workers, it wont be around

very long.


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Worksite health and safety is a crucial part of your jobas a steward.

If your unit has a health and safety committee, it may be your job to help lead it. If you dont have one, better startone.

There was a time when occupational health and safetymeant hard hats and machine guards, but no more. Theproblems many SEIU workers face are widespread,increasingly complex, and often highly technical.

Of ce work was once thought to be completely safe and

healthy. Asbestos, radon, carpal tunnel syndrome, andindoor air pollution have laid that myth to rest, along witha lot of workers.

Thats where you come in. As a steward, youll have animportant responsibility to organize around health and

safety. If you nd you need help, you can get assistancefrom the SEIU Health and Safety Department. Give thema call.

Heres a little bill of rights for workers the SEIUHealth and Safety Department nds useful:

Workers have a right to a safe and healthy workplace. The law says the employer must provide a safe place to work. It doesnt say anything about the cost.

Workers have a right to information about workplacehazards, substances they are being exposed to, and

injuries and illnesses (OSHA 200 Log).

The Steward as Health and Safety Activist


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Workers exposed to chemicals, bloodborne diseases,hazardous materials and certain other workplacehazards have the right to training on how to protectthemselves.

Workers have the right to bring in union healthand safety specialists to help identify hazards in the

workplace.

Workers have the right to organize in order to secureprotection from workplace hazards.

Management has to post the OSHA 200 Logyou needto check it, and make sure its right.

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It affects workers every day, not just during contractnegotiations;

There are a variety of solutions available to workersfacing these problems;

Unlike economic issues, health and safety tends to

generate more sympathy in the community; Personal safety issues can often unite workers who

might otherwise be divided; and

Health and safety victories can help move otherissues in the workplace.


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SEIU really believes in keeping members involved inthe union after they retire. The union needs all the helpit can get, and retired members are the people with theexperience. Theyve seen it all.

If your local union has a retired members club, youve

probably seen them in action, especially in communityservice, picket lines, voter registration, and get-out-the-

vote drives. (In political and organizing campaigns, retiredmembers are awesome.)

As the person in daily contact with the members at the

worksite, you can help a lot by letting the union know when workers are going to retire. That way, we can besure to let them know about SEIUs retired membersprogram.

Some things you and your local union should be doing:

When a member is planning to retire, someone shouldpersonally let them know about the retired membersprogram and invite them to join. SEIU has a lot to offerretired members ... and retired members provide animportant source of strength for the union.

Dont forget, retired member dues can be checked off

from pensions in most public systems and in someprivate plans.

If your local union needs help getting its retiredmember program rolling, just call the SEIU RetiredMembers coordinator.

The Steward as Retired Member Connection


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The Steward as Communicator

This may be your most important role. You are the vitallink between the union and the members. Its up to you toexplain to members what the union is, what it stands for,how it works, what its goals and programs are. And its

you who listens to members to nd out what they feel and want, and then carries this information back to the unionof ce.

Our studies have shown that today our members, likethe general population, are reading less and less; and

yet they value communication with the union more thanever. The best way to do this is to talk to the members

personally.


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There will come a time when your role will be torepresent workers in a grievance. Most contracts havesimilar de nitions for what a grievance is. In general, theemployer must have violated:

1. The contract;

2. Federal, state, or local law;

3. The employers own rules or policies;

4. Past practice; and

5. Equal treatment.

If you decide the employer has committed a violation,then you must next determine which (of the followingtwo) categories of violation is involved:

Discipline grievances If the employer has disciplineda worker, the burden is on the employer to prove justcause. Just cause for discipline is a requirement inmost union contracts. Even if it isnt spelled out, mostarbitrators require it.

All other grievances If no discipline is involved, thenits up to the union to prove the violation has occurred.

These different types of violations call for differentapproaches. Youre doing more than investigating now.

Youre building a case.

The Steward as Advocate


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Did the employer investigate properly before imposingdiscipline? Or did they shoot from the hip? Where didthey get their information?

Was the investigation complete? Fair?

Was the evidence convincing? Or was the worker

punished on the basis of suspicion and hearsay? Did the worker receive fair and equal treatment? Was

discipline imposed without bias or discrimination?

Did the worker have reason to know an infraction wasbeing committed? Are workers properly instructed on

workplace rules and policies? Had any warnings beengiven by management?

Has the violation been permitted or overlooked in thepast? Is the punishment a sudden reversal of past policy?

Did management apply progressive discipline? It mightbe in your contract. If not, many arbitrators recognizethe principle.

For example:

1. Oral warning;

2. Then a written warning;

3. Then a suspension; and

4. Finally, termination.

Even if there was cause for some discipline, was itexcessive? Were mitigating things (such as longservice or no previous discipline) ignored?

Does the punishment t the infraction?

Any of the questions above can be used to show theemployer acted without just cause.

Checklist for Discipline Grievances


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Did the employer violate the contract? Such grievancesoften involve seniority, hours of work, pay, staf ng,

working conditions, holidays and annual leave.

Did the employer violate a law?

Is it an infraction of the employers own rules or

responsibilities? This is often the case in health-and-safety grievances.

Does it infringe the equal treatment guarantees of the workers?

Does it violate past practice?

Walk the street with us into history. Get off the sidewalk.

Dolores Huerta


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Now that you know some of the rules that apply indiscipline cases, youre ready for a special kind of meetingcalled a Weingarten representation.

Weingarten was a U.S. Supreme Court case that gave workers the right to have a steward present in some

circumstances when a supervisor asks for informationthat could be used as a basis for discipline.

Its important to remind your members about their Weingarten rights now and then: Workers should alwaysrequest a steward if a meeting could lead to discipline.One way to do this is with Weingarten cards [businesscard size] with the legal formula on one side ...

If this discussion could in any way lead to mybeing disciplined or terminated, or affect my personalworking conditions, I respectfully request that myunion representative be present.

... and all the shop stewards and their phone numberson the other.

There may be times when a manager ignores anemployees Weingarten rights. If that happens, counselthe worker to stay in the room to hear the manager out,take detailed notes stating that he or she requested asteward and the request was denied, and upon leaving themeeting to contact a steward immediately to le a charge

with the NLRB.

Weingarten Rights


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Be sure you remember all the things youre responsiblefor in a Weingarten meeting.

If you have advance notice, ask management what itsabout. Then you can prepare yourself (and the worker)for the questions theyll ask.

What to tell your worker before the meeting:

cant refuse to answer, but you dont have to go out of your way to be helpful.

Your presence should inhibit management frombrowbeating the worker. If it doesnt, you can protestsuch behavior and include it in your notes.

You are taking careful notes on the whole meeting. Theyll be needed if the whole thing goes to steps.

You can, during the meeting, give the worker advice onhow to answer. You can also ask management to statethe questions clearly and request brief recesses toconfer with the worker.

Youre there to make sure the worker is treated fairlyand to show that the union stands behind the workers. Dothat and youve done well.


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Your contract will spell out the terms of the grievanceprocedure your union has negotiated.

Grievance procedures escalate in steps (from earlydiscussions with low-level supervisors all the way up tofull- edged arbitrations), with speci c time limits assigned

to each step. You must try to meet the requirements of each step

within the speci ed time limits. If you fail to do so, without proper cause, you could lose the grievance on atechnicality.

Typically, the progression goes something like this.

Step 1Steward meets with low-level supervisor.

Step 2If no solution, steward meets with higher management.

Step 3If no solution, there may be another meeting as in Step

2, or perhaps a grievance panel, or else the wholething may go to ...

Arbitration Where nobody wants to be, but the problem will get

settled here by a neutral third party.

The Step Procedure


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To make sure youll never lose a grievance because youlet the time limits run out, were providing you with thislittle chart. You should know exactly when the clock startsticking. Now, step over to your contract and ll out thistable right now, before you forget.

The decision to go to arbitration will not be madelightly. It will depend on such things as importance of theissue (problem), severity of the case, cost and chances of

winning.

Your investigation, notes and reports will become reallyimportant when such decisions have to be made.

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64/4


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What happened

Sue Miller, a clerk in the Motor Vehicles Department, was transferred out of the department after she refusedto go out with her supervisor.

How it was written up Sue Miller was unjustly transferred from the Motor

Vehicles Department on July 5. This violates SectionIV, Promotions and Transfers; Section XX, Non-Discrimination clause; and all relevant sections of thecontract, as well as Title VII of the Civil Rights Act.

Sue Miller should be made whole, including beingreinstated to her department with restoration of anypay, bene ts and seniority; and supervisors shouldcease and desist sexual harassment as required by law.

If the problem ts one or more of these categories,further action is probably called for and the case ispotentially winnable.

Even if the workers problem doesnt meet thesestandards, unions have a wide range of persuasive options

available to them. Youll learn these as you go along.However, you will be confronted by some problems

the union cant resolve. It is your responsibility to handlethem fairly, defend the workers rights, and build support

within the union so you can come back to ght anotherday.


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Now might be a good time to mention some popularmanagement tactics designed to frustrate you and yourunion. Managers might use them tactically during

your Step 1 meeting or strategically over the weeksand months of a grievance. But use them they will. Theyalways have.

Stalling

Probably the all-time favorite. By foot-dragging,management hopes youll lose interest and go away. Thisis why the grievance steps have time limits and why weve

asked you to write them in this book. (You did write them,didnt you?)

Sidetracking, water-muddying

Like a magician who misdirects your attention, bosseslove to bring up issues not related to the grievance at

hand. Dont let them. Its a good idea to keep the issue written down and in front of you so you can remainfocused on it.

Threats and insults

Crude, but often effective. Dont let management

provoke you into losing your temper. If you have agrievant with you at a meeting, be sure theyre preparedfor this one. Call a caucus (outside) if you thinksomebodys about to lose it (including you).

Horse-trading

When several grievances or issues are on the table,management may offer you a trade: win one, lose one.Dont fall for it. Its a sure way to lose the trust of your

Management Ploys


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members, and it may expose you to fair representationclaims. Never risk your integrity to buy a win. If you loseboth grievances, so be it. If you should ever horse-trade,management will demand a concession from the union forevery agreement ever after.

Stonewalling Like stalling, only worse. Sometimes theyre bluf ng,

sometimes not. This is the tactic from which arbitrationsare made. The only way to nd out is to invoke the timelimits in your contract. Thats why theyre there. Its theunions job to move the grievance along.


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The step meeting (usually Step 1 in a formalgrievance) is like the prestep meeting, only more so:more preparation, more planning and more at stake.

Step 1 meetings usually involve a low-level supervisor. This can be good or bad. On the one hand, the supervisor

may want to solve the problem before it gets to his orher superiors. On the other, the supervisor may lack theauthority to make things right.

Review the 11 rules for dealing with management (seePage 31).

Write down your main points and the facts that supportthem.

Anticipate the arguments management will use. Try tothink like a boss.

If the grievant(s) will attend the meeting, prepare them

in advance. Decide what should and should not be said. Take good notes. If the case goes to Steps 2, 3, or

arbitration, your notes can make the differencebetween winning and losing.

Always maintain a united front. Call a caucus ifany member has an objection or suggestion or ifmanagement springs any surprises on you.

Never volunteer information that doesnt help.

Dont admit to charges that hurt your case. Makemanagement prove its case.

The Step 1 Meeting


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A

What if a worker is violating the contract orotherwise doing something that will get them introuble?

Consider having a private talk with the worker yourself, or asking a friend of theirs to do so. You

should be perceived as a fellow worker concernedthat the worker will be disciplined and the union willbe the weaker for it.

What if management disciplines a worker with nosteward present?

Management doesnt have to tell workers theirrights. Its up to each worker to request yourpresence during a discipline meeting. However, if the

worker did so and management refused, you can lea grievance on those grounds.

What if I cant make a full investigation within thetime limits to determine if a complaint is a validgrievance?

File the grievance and continue your investigation.Later you can always withdraw the grievance.

What if a grievant reveals a fact in a step meeting of which I was unaware?

Call a caucus and begin damage control. Goodinterviewing can help prevent this, but its almosta rite of passage for stewards. In all premeeting

interviews, always ask, Is there anything else youhavent told me that I should know?

A Few Questions and Answers

Q

A

Q A

Q

Q A


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Q A

What if a workers complaint is not a valid grievance?

Diplomatically explain why to the worker. And, ofcourse, you will have explored all the other waysof solving the workers problem. Most workers canunderstand how everyone in the union loses if it

backs a groundless complaint. However, a workermay decide on his or her own that a grievance needsto be led. In such cases, the steward needs to be

very careful so as to avoid DFR charges. If you havequestions, contact your union.


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Lets be straight about something. Being a steward isextremely rewarding, but its also a high-pressure job.

Youll have days when you see members step up and feeltheir collective power. Youll have days when you resolvean issue that improves workers lives or wins fairness for aco-worker. Youll have days when management is reactingto us.

But, youll also have days when your own members areupset and in your face, management double-crosses youand everything seems to go wrong.

We cant take the stress away. It goes with yourterritory, as it always does when someone volunteers tolead other people against tough obstacles. But we can atleast let you know we understand. Here are three thingsthat can help.

Being able to handle all that and still keep on toward your goals is what makes SEIU stewards very specialpeople indeed. Take pride in that.

We do.

Watch Your Pressure Gauge

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Organization charts are pretty boring, but SEIU is a reallybig union and you might want to know how some of thedifferent parts t together.

Heres how.

Service Employees International Union is af liated withthe Change to Win (CTW) federation and the CanadianLabour Congress (CLC).

SEIUStructure

Y o u r S E

I U L o c a

l U n i o n

S E I U

I n t e r n a t

i o n a l

S E I U

S t a t e C o u n

c i l

C h a n g e

t o W i n

C a n a d i a

n

L a b o u r

C o n g r e s

s


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Glossary

Americans with Disabilities Act (ADA): This federallaw, passed in 1990, prohibits discrimination againstpersons with disabilities in employment and in publicservices, public and private transportation, publicaccommodations, and telecommunications services.

Agency shop: A workplace in which employees whorefuse to join the union are required to pay a service fee.(In Canada, its usually known as the Rand formula.)

Arbitration: A method of settling disputes by submittingthem to an impartial third party whose decision is naland binding. (See also Mediation.)

Bargaining unit: A group of employees who bargaincollectively with their employer. The unit may include allthe workers in a single worksite or a number of worksites(wall-to-wall), or it may include only the workers in asingle occupation within one worksite.

Boycott: A legal way of bringing collective pressureagainst an employer by discouraging use of the employersproducts or services. When a boycott is called againstanother organization doing business with the employerinvolved in the dispute, it is called a secondary boycottand is illegal.

Checkoff: A contract provision authorizing an employerto deduct union dues and/or political contributions from a

workers paycheck and transfer them to the union.

Collective bargaining: Direct negotiations between

the union and the employer to determine wages, hoursand working conditions for a certain length of time (thecontract period).


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Contract: The legal document that spells out the collectivebargaining agreement between the union and theemployer.

Cost-of-living index: The common term for theConsumer Price Index or CPI. Prepared by the U.S.Department of Labor, the CPI re ects the monthlychanges in price (usually upward) of common consumergoods and services. Contract clauses that tie wages to theCPI are called COLAs or escalator clauses.

Decerti cation: A vote by a group of workers that endsa unions right to represent them. Decert electionsare conducted by the NLRB (or other agency for public

workers).

Equal Employment Opportunities Commission(EEOC): This federal agency enforces Title VII of theCivil Rights Act of 1964, which prohibits employment

discrimination based on race, color, religion, sex ornational origin, as well as the Age Discrimination inEmployment Act (ADEA), Equal Pay Act, and Americans

with Disabilities Act.

Free rider: Slang term for a unit worker who declines

to join the union but enjoys the same bene

ts as the dues-paying members.

Lockout: A tactic used by employers in which workers arebarred from their employment when a contract expires.It is used to bring pressure on the union during a labordispute.

Maintenance of membership: A union security clause which requires workers who voluntarily join the union toremain members until the end of the contract.


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Mediation: Nonbinding efforts by a neutral third partyto help settle disputes, usually during negotiations.Mediation (also called conciliation) is often the last stepbefore arbitration. Mediators try to persuade. Arbitratorscan decide.

Modi ed union shop: Contract clause requiring all

new employees to join the union and requiring workersalready employed who are in the union to remain so.

National Labor Relations Act: Also known as the Wagner Act, this federal labor legislation passed in1935 guarantees workers in the private sector the right

to engage in concerted activities for the purpose ofcollective bargaining or other mutual aid or protection.

The National Labor Relations Board (NLRB) isresponsible for administering the act.

Occupational Safety and Health Act: This U.S. lawpassed in 1970 is designed to ensure that all working menand women in the nation enjoy safe and healthful workingconditions as far as possible. Coverage under OSHA maybe federal or by state equivalents, under which workersand employers have speci ed rights and responsibilities.

Unfair labor practice: In contrast to a grievance, which isa violation of the contract, a ULP is a violation of labor law.

Union security: Any contract clause requiring a unionshop, modi ed union shop, maintenance of membership,or agency shop.

Workers Compensation: An insurance systemestablished by state law to provide bene ts to workers

who suffer a work-related injury or illness. Under law, workers cannot sue an individual employer.


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Reference books:

Don Stillman, Stronger TogetherThe Story of SEIU ,Chelsea Green Publishing, White River Junction, Vt.,2010

A Need for Valor: The Roots of the Service Employees International Union. second edition. Washington, D.C.,SEIU publication, 1992

David Prosten, The Union Stewards Complete Guide, rst edition. Union Communications Services Inc.,

Washington, D.C. www.unionist.com

Steward Update , Union Communications Services Inc., Washington, D.C. www.unionist.com

Guia para el Representante Sindical, Edicion en Espanol. (Esta es una recopilacion de 140 paginas con mas de125 articulos de folletin Steward Update.) UnionCommunications Services Inc., Washington, D.C. www.unionist.com

Grievance Guide. 10th edition. Bureau of National Affairs, Washington, D.C. Publications 1-800-960-1220, www.bnabooks.com

Elkori and Elkori, How Arbitration Works. fth edition. with 1999 supplement. Bureau of National Affairs, Washington, D.C. Publications 1-800-960-1220, www.bnabooks.com

A Troublemakers Handbook 2: How to Fight Back WhereYou Workand Win! Edited by Jane Slaughter. LaborHeritage Foundation, Catalog of Labor Music, Books, Art

and Video. www.laborheritage.org Robert M. Schwartz, The Legal Rights of Union Stewards,

Work Rights Press. Also available in Spanish. www.workrightspress.com

Bibliography


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Online Resources and Training Opportunities

www.seiu.org Visit SEIUs website for up-to-date information on whatmembers from around the country are doing; the status ofimportant working family legislation; and helpful links toother labor-oriented websites.

www.osha.gov The Occupational Safety and Health Administrationscomprehensive website includes information on work-related health and safety issues, regulations, research andconferences. Information is also available in Spanish.

Additional Labor Education

Ask your local union leaders for information on stewardtraining.

Check out local area colleges and universities for labor

education programs. Many higher education institutionsrun labor education classes with the support of labororganizations.

Check out the National Labor Colleges Bonnie LadinUnion Skills and Training Programs at 1-800-GMC-4CDPor 301-431-6400 and on the Web at http://www.nlc.edu/for more information about online courses and the collegedegree program.

SEIU members, their children and local staff who havebeen accepted into the the National Labor CollegesBachelor of Arts program are eligible to apply for the

Bonnie Ladin Scholarship. Go to http://www.nlc.edu/ scholarships.html for more information and to apply.


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C IVIL AND H UMAN R IGHTS C OMMITTEE

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Vision for a Just Society

We believe in and will ght for a just society:

Where all workers are valued and all peopleare respected;

Where all families and communities thrive; and

Steward Manual English

Documents