Teamster Stewards...Getting Started Get Organized It is important for Teamster stewards to develop a good system for organizing all the information and materials that will begin to

Make a DifferenceA comprehensive guide for today’s Teamster Steward

Teamster Stewards

Dear Teamster Steward:Thank you for serving as a Union leader at your worksite. To your co-

workers who look to you for guidance, support and strength, you ARE theUnion in action. What you say counts. How well you listen counts. Howwell you respond to your members’ questions and concerns counts. You arethe leader they look to for everyday assistance and results.

Being a leader is no small task. To help you sharpen your skills and prepare for the tough challenges ahead, we have created this guide especially for you. We encourage you to read the information and learnwhat’s expected of you as a union steward. You can make a difference to the 1.4 million men and women who comprise the Teamsters Union.

Thank you for undertaking what we believe is one of the most important jobs in our union, that of union steward. Your hard work and dedication will make a big difference as we face the tough challenges ahead.

Fraternally yours,

James P. Hoffa Ken HallGeneral President General Secretary-Treasurer

An Important Message for Teamster Stewards

Teamster Stewards Make a Difference

Table of Contents

Chapter 1 Why Stewards?

Chapter 2 Getting Started

Chapter 3 Getting Involved, Staying Involved

Chapter 4 All About Grievances

Chapter 5 The Formal Grievance Procedure

Chapter 6 Know Your Rights

Chapter 7 Stewards As Organizers

Chapter 8 Appendix

1

7

13

19

31

41

59

67

Why Stewards?

Why Stewards?

IntroductionThe word “steward” means many things.In the Teamsters Union, a “steward” issomeone who addresses, on a daily basis,the members’ needs, wants, interests andconcerns. Since the Teamsters Union rep-resents 1.4 million members, Teamsterstewards work long hours to make sure the members have a voice and an advocateon the job.Despite the hours and effort, being a

steward can bring great satisfaction to theindividual – satisfaction that comes withknowing you have helped someone ormade a difference in the lives of workingmen and women and in the process madethe Teamsters a stronger union.

What do Teamster Stewards Do?Teamster stewards perform many tasks. In general, they monitor and enforce the collective bargaining agreement or “contract,” which is negotiated by repre-sentatives of labor and management. Ofcourse, enforcing this contract is no easy

task. Often, the union and the employerhave different perspectives on workplaceevents or what is required by the contract.Also, stewards are pressed for time, working as regular employees while theyperform their union work on the side. Because of these and other obstacles,

Teamster stewards must work very closelywith their own members and the localunion leadership team to keep up-to-dateon workplace issues, events, problems and concerns.

Teamster Stewards as LeadersTeamster stewards are worksite leaderswho advocate for Teamster members,investigate workplace issues and bringconcerns and formal grievances to man-agement’s attention. Stewards make surethe contract is enforced and that membersknow their rights. Stewards watch out forthings like health and safety hazards thatneed to be corrected.Stewards attend membership and craft

meetings to gather information and take it

“Teamster Stewards as Leaders in the Workplace”

2

Today’s Teamster Steward is a . . .

Communicator • Problem Solver • Mediator • Educator • Leader Strike Captain • Organizer • Mobilizer • Strategist • Listener

Recruiter • Team Player • Motivator • Coach • Political CoordinatorAdvisor • Project Coordinator • Community Leader • Event Planner

Member Advocate • Volunteer Coordinator

www.teamster.org

back to the members on the job. Stewardsencourage members to attend member-ship meetings or participate in unionevents. Stewards motivate and inspire theirco-workers to understand the union andget more involved. At times, stewards may help stage

rallies, meet with politicians on industryand union issues, and help organize newmembers into the union. Some stewardsbring their knowledge and expertise abouttheir industries and union into the class-room to help young people connect to theworld of work and the role of the union.Sometimes, stewards bridge differences

that may exist within their own ranks. For example, stewards may have memberswhose differences divide them. As leaders,stewards try to bring people together –despite their differences – and try toresolve workplace conflict.In other words, Teamster stewards

wear many hats and play a critical role

in building our union of 1.4 million members in the United States and Canada.

Stewards ManualSince 1978, the Teamsters Union has produced a Stewards Manual to help our stewards assume this role of worksiteleader and advocate for Teamster membersand their families. This manual is one in a series of new publications aimed at helping stewards and their members facethe growing challenges of the 21st centuryworkplace. Each chapter is devoted tohelping stewards build their knowledgeand skill in key subject areas like informa-tion collection, membership advocacy,workplace rights, grievance and arbitra-tion, organizing, among others. Reviewquestions follow each chapter so that Local leaders can use this book for training purposes.No one book can provide all the

answers. Hopefully, this Steward’s Manual

3

Why Stewards?

4

www.teamster.org

5

complements other information availableto the Teamster steward. For example, your local union may have some othermaterial that is useful to you. Or, you maywant to visit the official Teamsters websiteat www.teamster.org for news and items of interest.

A Changing World, Changing RolesThe workplace has changed dramaticallyand so have the industries in which wework, in both the public and private sector. The multinational conglomeratehas replaced the “mom and pop” opera-tion. The public employer has “reinvented”itself through reorganization, downsizingand privatization – trends that threatenstable, union work environments.Technology has also changed the

workplace equation. While unions havealways had to balance new technologywith the need for job preservation, thechange that technology brings today is far more dramatic than ever seen before in history. In fact, the full impact of e-commerce, the Internet and “real time”communications has yet to be realized. Consequently, Teamster members

look to their stewards to help them addressthe challenges that change brings —change at home, at work and in the largercommunity. Teamster members rely ontheir stewards, officers and business agentsto help them fully understand what changemeans and what strategies we can employto protect members and their families.

ConclusionStewards work hard and must adapt to the demands of the industry or work environment. They must be the eyes and ears of the union. They must listenclosely to their members, investigate andexplore the issues and bring concerns tomanagement’s attention. No longer dounion stewards simply process grievances;rather, Teamster stewards wear many hatsto be effective in an era of dramatic andconstant change.

Review Questions

• Are stewards expected to be union leaders?

• What does “leadership” really mean?

• What role does a Teamstersteward play on the job?

• What role do you think is most important?

• What are the chief obstacles to a steward enforcing the contract?

• How will new technology impact your job or industry? How should the union respond?

Getting Started

Getting Started

Get OrganizedIt is important for Teamster stewards to develop a good system for organizing all the information and materials that will begin to accumulate —even on asteward’s first day. You will want to develop a file system

that will help track issues and grievancesand maintain historical files related togrievances, negotiations, organizing andother projects. These files should be cross-referenced by • Member Name(s)• Issue(s) or Contract Violation(s)• DateYour file system can be established on

paper or on a computer. The best system is one that you develop yourself, is easy toupdate or maintain, and can be passed onto others. Your file system should be cross-referenced for easy access at a later date. Developing a good system will help

you and your co-workers be competitivein the information age since the employerhas long applied sophisticated techniquesto the process of collecting and maintain-ing information.

Record Keeping and ContinuityOne day another member will assumeyour responsibilities as union steward.Organizing the information today for a steward to use sometime in the years to come will be your contribution tobuilding a more powerful union. Information can be a critical tool in

your efforts to advance members’ interestson the job. Organizing it and passing it onto your successor ensures that your effortswill continue to make a difference wellinto the future.

Setting Up A System: Organizing Important InformationInformation is power. There is a host ofinformation that stewards can retain anddistribute as they orient new members and keep existing members up-to-date on key issues facing the union. How youorganize this information will help youaccess it in the future.How best to establish a basic grievance

file? What kind of records should youmaintain? Consider the following:

Grievance File1. Grievant Name, Title, Department

2. Date of Hire/Seniority Date

3. Issue/Discipline or Non-Discipline Matter

4. Contract Language that applies

5. Date Grievance Filed, Date ViolationOccurred

6. Information Requests Pending

7. Responses to Information Requests

8. Status of Grievance

Complaint/Issue File1. Member Name, Title, Department

2. Date of Hire/Seniority Date

“Information is power.”

8

www.teamster.org

3. Issue

4. Relevant Dates

5. Status of Complaint/Issue

New Member Information1. Teamster Privilege Handouts

2. Health Insurance Handouts, Forms

3. Pension Information

4. Information on the Teamsters UnionWebsite (See www.teamster.org)

5. New Member Kit from your Local Union, if available

Card File on Committee, Volunteer Members1. Committee Names, Chairs, Contact Numbers

2. Departments, Shifts, Work Hours of Volunteers

3. Addresses

4. Telephone, Pager, Cell Phone Numbers

5. Email Addresses

Other Useful Information1. Contact Names for Local (ChiefSteward, Business Agent, etc.)

2. Copies of Current Teamster Contract,Side Letters, Addenda, Riders

3. Grievance Forms & Fact Sheets

4. Authorization Cards to Sign Up New Members

5. Dues Check-off Cards

6. DRIVE Cards

7. Seniority List

8. Stewards Quick Guide for Orienting New Members (publishedby International)

9. Employer Policies, Work Rules,Procedures, organized chronologicallyso you can see the progression ofemployer activities.

9

Getting Started

Chief Steward’s ClearinghouseThere are other items that may be bestmaintained in a central clearinghouse–perhaps under the watchful eye of theChief Steward or Business Agent. Theseitems may take up a great deal of space orthey may be sensitive in nature. In eithercase, you will want to hold them in a safeor secure area but make them available tostewards who want to review them.A chief steward’s or business agent’s

files might contain the following:

• Job Postings, Memoranda on Bidding and Awards

• List of Job Classifications

• Seniority List

General Information on Local Union1. Names, Telephone Numbers of Local Union Contacts

2. List of Local Union Executive Board Members

3. Standing or Ad Hoc Committee Information

4. Dates of Membership or Craft Meetings

5. Advisories on Local Union Issues, Events

Teamster History, Constitution or Local Union Bylaws1. Teamster Constitution, Local Union Bylaws

2. Teamster Century (published by International)

3. Teamster Magazine, Teamster Leader(published by International)

4. Contract Updates (InternationalIndustry Newsletters)

5. Other Local Union, Joint Council or International Publications

Employer Information1. Supervisors’ Names, Titles,Departments, Telephone Numbers

2. List of Employer Policies, Procedures, Work Rules

3. Bulletin Board Postings or Other Advisories

10

4. Employer Mailings, Newsletters

5. Newspaper Articles on Employer, Industry

Collective Bargaining Information1. Bargaining Notes

2. Committee Meeting Minutes or Records

3. Information Requests/EmployerResponses

4. Attendance Records for Bargaining Unit Members

5. Seniority Lists, Other Data

6. Annual Reports, IRS 1099’s for Benefit Plans

7. Side Letters related to Bargaining

8. Wage Scales, Other Exhibits

9. Job Classifications, Job Descriptions

General Correspondence1. From the Local Union

2. From the Employer

3. From Benefit Plan(s)

4. From Community Organization(s)

5. Other

Laws and Regulations1. Federal, State, Provincial Laws thatgovern workplace or industry

2. Federal, State, Provincial Health & Safety Regulations

3. U.S. Department of Transportation(DOT) Regulations

4. Family Medical Leave Act (U.S./FMLA)

5. Americans with Disabilities Act(U.S./ADA)

6. Canada Labour Code, andprovincial statutes

ConclusionInformation is only as good as the systemyou develop to organize and access it at alater date. Teamster stewards who are well-organized will be better prepared for theirmeetings with management or discussionswith members.

www.teamster.org

11

Review Questions

• What must Teamster stewardsdo with the information they collect?

• What are the elements of agood filing system?

• What are some of the itemsstewards should maintain on site?

• What publications are useful to hold or distribute on site?

• Some locals use computerizedGrievance Tracking Systems.Others use grievance forms and summarize them by issue or date for their business agentsand stewards. How do some of these systems enhance yourability to discuss the issues with management?

Getting Involved, Staying Involved


Get MovingWhile it is impossible to know everything,Teamster stewards need to stay informedon local union issues and events or indus-try developments that may impact yourmembers. By getting involved and keepingcurrent, you make an impression on yourmembers that you care enough to maketime for meetings and other activities. Youalso motivate your members by setting anexample for involvement that they canadopt for themselves.

What can stewards do to keep up to the minute?• Establish and maintain regular contactwith the members you represent

• Maintain regular contact with your fellow stewards, business agent, local officers and committee members

• Attend membership, craft and special meetings

• Participate in local union events andactivities

• Join a local union committee

• Read The Teamster Magazine, TheTeamster Leader, your local unionnewsletter or articles on your industryor employer

• Visit official Teamsters Union website(www.teamster.org)

• Maintain regular contact with yourfrontline supervisor, other employerofficials

Get Involved Politically1. Join DRIVE (Democrat, Republication,Independent Voter Education)

2. Staff a phone bank

3. Offer to give legislative testimony

4. Attend rallies and other union sponsored events

5. Volunteer at the polls

6. Run for political office, delegate, party chair, committees (the Teamstershave a program called, “DRIVINGAmerica’s Future” that will train Teamstersinterested in running for office. Ask yourlocal union for more information.)

7. Walk the precincts

8. Help educate members about theissues that impact Teamster membersand working families

9. Participate in Lobby Day or “get out the vote” activities

Grassroots Political ActionThe more Teamster members and stewardsparticipate, the more effective our union

“Motivate your members by setting an example . . .”

14

The world is full of willing people. Some

willing to work, the rest willing to let them.

—ROBERT FROSTAmerican Poet

www.teamster.org

becomes. You build the union from withinand, later, reach out to the unorganizedworker who may join because of yourdirect influence and involvement. Unionstewards can help promote a pro-unionclimate by getting involved in grassrootspolitical action programs.

Q Why should Teamsters get involvedpolitically?

A There are so many laws that govern the workplace that working men andwomen need a voice in government.

Q What impact do Teamsters have ongovernment policies or legislation?

A We can reverse some of the falloutfrom changes brought on by a globaleconomy or free trade agreement. Wecan provide a different point of view

15


and weigh in on things like fair trade,health care reform, energy policy, jobcreation, among others.

Q Why should stewards participate inall of this?

A Because stewards are the frontlineleaders on the job.

DRIVE ProgramDRIVE means Democrat, Republican,Independent Voter Education. DRIVE is the Teamsters political action fund in the United States. DRIVE was set upbecause union dues, by law, cannot becontributed to political candidates. Every member you represent should

be asked to contribute to DRIVE. Newemployees should hear about DRIVE at the same time you are explaining tothem what the union is and does. SomeTeamster contracts provide for DRIVEcontributions to be deducted automatical-ly from the employees’ paychecks when a member signs up for DRIVE check-off.For members who do not have DRIVEdeduction at their worksite, DRIVE contributions must be mailed in.From time to time, a DRIVE represen-

tative will come to your jobsite to talkabout the issues the Union promotes on a local, state, regional and national level.Listen carefully and learn more about the issues and the DRIVE program. It’sour voice and it’s our future. It’s ourchance to have a say in the political systemand the way decisions are made.Contact your chief steward, officers

or agents for more information on theDRIVE program.

www.teamster.org

17

Review Questions

• What are some ways stewardscan stay up-to-date?

• Why stay current?

• What is the official Teamsters“URL” or website address?

• What is your local union’s URL?

• What does DRIVE stand for?Why should Teamster membersand stewards participate inDRIVE?

All About Grievances


Defining a GrievanceAlthough the dictionary provides a verybroad definition of the term “grievance”,Teamster Stewards must turn to their specific contract for the exact definition.Teamster collective bargaining agree-

ments — or “contracts” — may define agrievance in several ways:• Any dispute between the union andmanagement over the applicationand/or interpretation of the agree-ment; or,

• Any dispute or difference arisingbetween an employee and manage-ment or between the union and man-agement; or,

• A violation of the contract.

You might also grieve violations ofstate, provincial, municipal or federal law,company rules or policies, unfair or dis-parate treatment of workers and “pastpractices”, unless your contract languageprohibits you from doing so.

Contractual grievances include violations of

• the contract

• memoranda of understanding or side letters

• previous arbitration awards

Many of your grievances will relate toviolations of the contract, such as dis-putes over interpretation of the writtenlanguage of your contract or intent of theparties during negotiations. Sometimes,you will reference the article and sectionof the contract that you believe has beenviolated. Other times, you will refer to

your bargaining notes where the parties –labor and management – talked aboutthe specific contract clause in question orspoke of their intent at the time the lan-guage was proposed or agreed upon.

Grievances and the LawMost Teamster contracts reiterate rights orrestrictions governed by law. For example,your contract may contain language givingmembers rights to take leave under theFamily Medical Leave Act (FMLA).Likewise, Canadian contracts often refer-ence provincial or federal law. Once written in the contract, legal

rights may be grieved if violated.Therefore, writing the law into your con-tract gives you a powerful tool to redresslegal issues that would otherwise have tobe taken to court.What happens if your contract does

not mention or restate some of theseemployment laws? What if your contract issilent on these issues? Generally speaking,local, state, provincial or federal lawssupersede the contract whenever the con-tract language violates or contradicts therule of law. Consult your Business Agentfor more information if you wish to pur-sue a violation of rights by law.

Grievances Over EmployerRules and PoliciesWhile employers are obligated to abide bythe contract, they often have the right tomake and implement rules related to theorderly and efficient operation of the business, so long as:

20

www.teamster.org

• the employer provides notice to theemployees and the union;

• the rules are reasonable “on their face;”and,

• the rules are reasonably and fairlyapplied.

Management’s uneven or unequalenforcement or complete disregard for itsown rules are common grounds for agrievance.

Grievances About Unfair orDisparate Treatment“Disparate treatment” occurs when twopeople are treated differently in the sameor similar situation so as to harm or nega-tively affect one of them.While the terms “disparate treatment”

and “discrimination” are often used inter-changeably, “discrimination” usually refersto illegal conduct by the employer on thebasis of race, color, national origin, gender,age, sexual orientation, or other protectedclasses by law.Unfair or “disparate treatment” is

much different. It can cover a broadrange of incidents and behavior.Disparate treatment includes situationswhere management treats someone dif-ferently because of attitude, personality,appearance, past incidents and experi-ences, or union activity. While your members will bring exam-

ples of disparate treatment to your atten-tion for resolution, they require significantdocumentation by the member and aresometimes difficult to prove.

Past Practice Grievances“Past practice” is a term that is often mis-used. Past practice refers to policies, proce-dures, benefits or practices that

• Occur on a regular basis over time.

• Apply consistently to the entire groupaffected by the practice.

• Both union and management haveaccepted and/or not challenged.

• Do not violate or contradict the contract or any written rule.

A past practice is, by definition- An implied benefit that members

enjoy. The contract is either silent on theissue or unclear about the issue.Teamster members care about these

benefits and practices. Usually the mem-bers have engaged in the practices for quitesome time, uninterrupted or unchallengedby management. Stewards, then, are calledupon to make sure that management doesnot change working conditions if, indeed,

21

Griev·ance, n. An actualor supposed circumstanceregarded as just cause forprotest; a complaint or protesta-tion based on such a circum-stance; a real or perceivedinjustice; Indignation or resent-ment stemming from a feeling ofhaving been wronged.(See American Heritage Dictionary of the

English Language Third Edition, 1996)

the union can assert its rights to negotiate.

Some examples of common pastpractices:• Wash up time immediately before theend of a shift – time that the membersuse on the clock, for pay.

• Assignment of new or desired compa-ny equipment or property to the mostsenior employee.

A past practice grievance often ariseswhen management unilaterally — withoutnotice to the union — changes an estab-lished procedure or disciplines a workerfor engaging in an accepted practice thatmanagement wants to eliminate. What criteria should you apply to

determine if a past practice has beenunfairly eliminated? What questionsshould you ask to analyze whether or notmanagement has violated the union’s rightto maintain a past practice?

Uniformity1. Was the policy or practice consistentlyapplied over a period of time? Did amajority of workers benefit from thepractice or policy?

2. Can you identify a set of workers — ina particular job classification or craft,shift or department, building or facili-ty, etc. — who benefited from the poli-cy or practice?

Longevity1. How long was the practice in place?

2. Has the practice existed through morethan one contract period? The longer apractice can be established, the better it

is for the union to prove the existenceof an established practice.

Mutual Agreement or Acceptance1. Did the union and management knowthat the practice was in effect?

2. Did anyone object? If the employercannot establish that it objected to thepractice or got the union to agree toeliminate the practice, the union mighthave a convincing argument to main-tain the practice.

3. Did the issue arise during contracttalks? If so, what was the unionresponse? Did the practice remainunchanged after negotiations werecompleted?

No Written Language1. Is the contract silent on the issue?

2. Is the contract unclear on the issue?

No Management Rights1. Is there any language in the contractthat would restrict workers from dis-puting management’s attempts toeliminate past practices?

2. Does management have the right tochange working conditions at willwithout consulting or notifying theunion?

3. What is management’s obligation tobargain on this particular issue?Sometimes the labor board will requirethat management negotiate with theunion on certain items. Check withyour local attorney to see if this issueviolates labor law.

22


www.teamster.org

Past practices are often difficult toestablish, prove and win back, once elimi-nated. In bargaining, management oftenbrings forward proposals designed to elim-inate past practices.To be successful, stewards need to

assemble a great deal of personal testimo-ny and other evidence to support pastpractice grievances. Assembling a chronol-ogy of the practice along with adequateproof, including membership statements,will help your chances of success in griev-ing a past practice violation.Caution: employer gifts such as a

Christmas bonus or a Thanksgivingturkey are often considered “gratuities,”not past practices, if it can be establishedthat they do not constitute workplaceearnings. Management’s right to direct itswork force and change operating proce-dures (if it does not conflict with contractlanguage) has also been upheld in somearbitrations. Lax enforcement of a ruledoes not create an enforceable past prac-tice. Finally, even if a past practice meets

all of the criteria listed above, an arbitra-tor still may refuse to uphold the griev-ance. Check with your Business Agent tosee whether or not you can dispute man-agement’s attempt to eliminate a practiceon your job.

Discipline Grievances: Just CauseIn nearly all Teamster contracts, anemployee can only be disciplined or dis-charged for what is termed “just cause.”Determining whether or not an employerhas applied “just and sufficient cause” fortaking action against one of our memberscan be a very complicated matter.Only if you can answer most of these

questions affirmatively has the employermet its obligation to take action for cause:

• Was a rule or order established?

• Was the rule or order reasonable?

• Was there adequate notice to theemployee about the rule or order?

23


• Was there an investigation? Was it proper?

• Did the investigation produce sufficientevidence or proof?

• Was a penalty imposed? Was it fair andreasonable? Did the penalty befit theoffense or was it too harsh?

What is progressive discipline? Progressive discipline refers to gradual dis-cipline imposed by management when itclaims workers have violated work rules oremployer practices. Progressive disciplineadds an element of fairness to the processand is supposed to ensure that manage-ment’s conduct is reasonably related to theseriousness of the offense.Progressive discipline usually moves in

the following manner:• Oral warning

• Written warning

• Suspension

• Discharge

What Are “Cardinal Sins?”Some Teamster contracts establish offensesthat are so serious, they are called “cardinalsins.” In effect listing cardinal sins in thecollective bargaining agreement oftenreleases the employer from its obligationsto impose discipline for just and sufficientcause or in a progressive, increasinglysevere manner.

Examples of “cardinal sins” include:

• Possession, distribution of drugs,

1. WhoWho is involved? This might include themember’s full name, employee number,department, job classification, pay rate, shiftand seniority date(s) or other informationfor all involved.

2. WhenWhen did it occur? Try to identify the specific date, time or shift an incident tookplace. Or, you might want to establish achronology of events.

3. WhereWhere did it occur? The exact location where the incident occurred, on or offemployer premises.

4. WhyWhy is this a grievance? Contract language,work rules, policies or procedures, or lawsthat were violated.

5. WhatWhat kind of settlement do we want? Whatdoes the grievant want? What is needed torestore the worker to the same position if theinjustice had not occurred? For example, ifan employee was discharged, the demandsfor settlement may be reinstatement withback pay and benefits.

6. WitnessesWere there any witnesses? Reach out to the individuals who may have seen or heard what took place.

Six W’s of Grievance Handling:

alcohol on employer premises

• Fighting on the job or engaging in acts of violence

• Destruction of employer property

• Theft

While unions take serious steps tolimit the number of “cardinal sins” thatare listed in the collective bargainingagreement, oftentimes unions will agreeto some of this language since laborboards have already ruled that someoffenses are so serious they warrantimmediate action. Stewards need to educate members

on what they can and cannot do underthe contract. Stewards need to be mindfulthat any action taken against the mem-bers should be properly investigated andthat the penalty is not too severe if actionwas warranted.Hopefully, you will never have to

defend a member against unfair treatment.But, if you do, make sure that you listen tothe facts, investigate, get both sides of thestory, evaluate what action was taken andappeal the case to management if, indeed,the contract was violated or progressivediscipline was not applied.

InsubordinationSometimes workers get accused by manage-ment of failing to obey a direct order. Thisis typically referred to as “insubordination.”Stewards need to make sure that membersunderstand that in some instances they candraw discipline for refusing an order orrequest by management.Stewards need to educate members on

their rights on the job. Members need toconsult with their stewards when theybelieve their rights have been violated.Sometimes members will want to file agrievance over an order they followed atthe time and, later, determined was a vio-lation of their rights under contract.Stewards need to be very careful in thesesituations that the time limits have notexpired to protest a rule or order that wasfollowed or given.

Grievance InvestigationThere are many ways to investigate andhandle workplace problems. Listeningand taking notes throughout the processis one of the most important things asteward can do.

Keys to Good ListeningStop what you are doing. Try to find aplace where you can talk with the memberwithout being interrupted. If you are notable to get released from your workstation,agree to meet the member at a later timeto find out what happened or what ques-tions the member has.

Ask open-ended questions to elicit adescription of events, rather than askingfor “yes” and “no” responses.Let the member know you’re listening.

Ask questions to get more details. Don’tinterrupt or cut the member off. Berespectful and patient.Repeat back the information with the

member to make sure you understandwhat’s been said. Have the member clarifyissues or events that aren’t so clear.

www.teamster.org

25


Take notes. Review the notes with the member.Getting the FactsWhile most information will originatewith the grievant, there are other peopleyou may want to interview. Get the fullpicture by talking to:• The Grievant

• Co-workers

• Witnesses to events

• Other union representatives and officers

• Supervisors, customers

It is usually best to get management’sside before you set up a formal meetingwith the front line supervisor or manager.Hearing both sides gives you insight intomanagement’s reasoning in the case orwhat proof exists, if any.

Records to ReviewLook at the records before you meet withmanagement. What kinds of records?• Grievance files, previous arbitration

decisions.

• Contract and any supplemental agreements.

• Company rulebooks and work rules.

• Seniority, job classification and payroll lists.

• Personnel, production, medical recordsor files, attendance records.

Fact Sheets on Workplace IssuesOrganizing the information you collecton a Fact Sheet will help you better man-age the information you collect. (Seesample Fact Sheet and other forms in the Appendix.)

Fact sheets help you organize:

• chronology of events

• list of individuals who were involved

• results of interviews you conducted

• proof or evidence that exists or sup-ports your case

26

www.teamster.org

• picture of what took place orwhat contract language was vio-lated.

Fact Sheets are for your infor-mation only. They should never beturned over to management duringthe grievance process. Fact Sheetshelp you organize what oftenbecomes a lengthy record.Keep all Fact Sheets and any

other records on members’ work-place problems in a secure and con-venient location—in a file folder,notebook or centrally located filecabinet or drawer. This informationalong with records collected by otherstewards should be organized in away that it will be useful and accessi-ble in the future.Often the difference between

winning and losing may depend onthe quality of the investigation, therecords that support the case and theunion’s ability to evaluate it properly.Organizing the information will helpyou succeed. Fact Sheets are usefultools to help you summarize whatyou learn.

Gathering EvidenceAs you investigate and collect infor-mation, remember the followingrules of evidence. 1. Opinions are not facts. Makesure the member has told you inspecific terms what happened,rather than his or her opinions,feelings or impressions of what

INVESTIGATION CHECKLISTNothing substitutes for a thorough and properinvestigation of the facts. This checklist willassist you in completing a good grievance investigation.

� Interview grievant. Listen carefully to his/herstory.

� Have grievant write his/her rebuttal to disci-pline (if appropriate.)

� Interview grievant’s co-workers.

� Interview witnesses and management. Getthe 6 W’s. Get a written, signed statementfrom witnesses.

� Keep dated written records of all interviews.� Request a copy of the personnel file (if disci-

plinary grievance).� Request any other management records

needed (personnel policies, payroll records,seniority list, attendance records, etc.)

� Determine if the problem affects others in theworkplace.

� Determine if filing a grievance is the beststrategy for solving the problem.

� Check previous grievance settlements forprecedents.

� Check the experience of other stewards insimilar cases.

� Seek advice, if needed, from Chief Stewardor Business Agent.

� Review the case with the grievant.� Anticipate and prepare for management’s

arguments.� Outline your presentation in writing.� Inform other workers about the issue and

organize support activities for the grievance,if appropriate or if it’s a group grievance.


happened.

2. Hearsay evidence is not factual. Searchfor original sources and witnesses. Tryto find someone who knows some-thing about the grievance first-hand.Rumors that cannot be verified con-vince no one. Rumors do little to helpyou “win” your point with manage-ment or later, an arbitrator.

3. Facts must be relevant. Secondaryissues are interesting but spend moretime gathering information thatdirectly relates to the primary issue in the case.

Should We Grieve?Now that you have the information youneed evaluate all the information carefully.It may be time to make a decision andplan a course of action. If after your investigation you decide

there is no basis for filing a grievance,discuss the problem with the grievant.

Even though you may not believe a for-mal grievance can be filed, there may beother solutions to the problem. You maystill be able to raise the issue with man-agement as a discussion point ratherthan a grievance.If you decide there are sufficient

grounds to file a grievance, make sureyou file within the time limits describedin the contract.

ConclusionThe role of the steward in the grievanceprocess is critical. Stewards must know thecontract and be aware of what can andcannot be brought before management.Stewards must investigate issues, problemsand concerns carefully so that they are wellprepared to advise the member or con-front management. Stewards are advised to take notes

and use a Fact Sheet to help organize theinformation collected during the investi-gation stage of the process. Use a check-

28

www.teamster.org

29

Review Questions

• What is the definition of a “grievance?”

• What is meant by the term “just cause?”

• Explain what progressive discipline means?

• What is a “cardinal sin?”

• What is the first thing a steward must do when the member approacheshim or her with a problem?

• What are the Six W’s?

• What is a Fact Sheet? How can the steward use the Fact Sheet andInvestigation Checklist in meetings with management?

• If a grievance is not resolved informally, what happens next?

The Formal Grievance Procedure


IntroductionThe primary vehicle to enforce most con-tracts and protect the rights of workers inthe workplace is called “the grievance pro-cedure.” The grievance procedure repre-sents a system of justice on the job whereworkers and their stewards can appealmanagement’s decisions.

Yet, having access to a grievance proce-dure does not mean that justice isobtained easily. Sometimes managementdelays getting back to stewards to embar-rass the union or lets grievances pile upunresolved. Sometimes, members havelegitimate issues but lack the proof theyneed to put management on notice or topress their claim. Some issues cannot begrieved because the contract does notallow those particular issues to be appealedthrough the grievance procedure.Consequently, we have to look at otherways to address members’ problems inaddition to filing grievances. It is up to the union to figure out the

most effective way to respond to any prob-lem or claim — but the goal must alwaysbe to give management incentives toresolve the issue peacefully or informally, ifpossible, or at the lowest possible step. Thegrievance procedure helps the steward

engage in this dialogue and problem solv-ing process.While there are no prescriptions for

how to handle every problem, this chapterwill help you understand the grievanceprocedure and learn what steps to takewhen a member comes to you with aproblem.

How Does the Grievance Procedure Work?Every Teamster contract is different.That is why stewards must know howtheir contract defines a grievance andwhat may be filed through the proce-dure. In general, there are four (4) stepsthat must be taken in a grievance proce-dure. These steps constitute the formalappeals process. Each step involves dif-ferent levels of authority within theunion and within the employer’s man-agement structure. Each step may have different require-

ments or timeframes that apply to holdinga grievance meeting or responding to theunion. Also, most grievance proceduresend in some kind of final step like arbitra-tion, which is a process that provides theparties with a final and binding decisionon the grievance.

Let’s examine the steps of the grievance procedure…

Step 1The steward and the grievant meet withthe front line supervisor to resolve thegrievance informally.

32

How long have I’ve been working here? Ever since they

threatened to fire me.

—ANONYMOUS

www.teamster.org

Step 2If there is no settlement at Step 1 thegrievance is written and filed, another rep-resentative of the union — usually theBusiness Agent — joins the steward andgrievant to press upper management andresolve the grievance.

Step 3Some Teamster contracts provide for anadditional meeting between the union andupper management. Other contracts pro-vide for a Grievance Panel or SystemsBoard of Adjustment, composed of equalnumbers of union and management offi-cials, who consider or decide the case.

Step 4The parties refer the dispute to a thirdparty — called an arbitrator — who issuesa final and binding decision on the matter.This is what a typical grievance proce-

dure looks like, though you will want toconsult your contract to see what proce-dure governs your workplace.

Before you grieve. . .

Take Informal StepsThe steward should try to resolve the issueinformally, at the lowest possible step. Inother words, see if your member and man-agement can agree to settle the matterbefore it is formally grieved or reduced towriting.If you cannot reach agreement, you

may move the matter into the grievanceprocedure and schedule a “first step” meet-ing between the union and management.

If you cannot reach a decision...

Schedule First Step MeetingThe first step meeting is usually scheduledby the union steward to give the parties,labor and management, an opportunity todiscuss the matter formally, usually on therecord. The first step meeting typicallyinvolves the steward, the member andfront line supervisor. The steward should schedule this

meeting. Before the meeting takes place,

33


the steward should brief the memberon the purpose of the meeting and waysthe member can prepare for the meet-ing. Once the meeting takes place, thesteward does most of the talking andthe member is there to clarify the factsas needed. It is important for the steward to focus

on achieving an appropriate remedy to theproblem. While the union and manage-ment will likely take different positions atthis meeting, the steward has to keepfocused on what it is he or she is trying toachieve for the member. Stewards shouldoutline their presentations, take notes andask management for clarification or moreinformation. No remedy should be agreed

upon until such time as the steward canconsult with the grievant (or BusinessAgent) on whether or not managementhas posed an adequate remedy.First step meetings are often con-

tentious. That is why Teamster stewardsneed to keep the discussion on track. Aformal agenda will help you guide discus-sion and keep things focused. Sometimesmanagement wants to sidetrack the issueor distract the grievant with some difficultor embarrassing questions. At these times,it is important for the steward to get thediscussion re-focused on what matters,caucus to consult with the grievant or re-schedule when the parties have had achance to “cool down.”

www.teamster.org

Writing the GrievanceIn the event that you cannot resolve theissue informally with management, youwill need to file a formal, written griev-ance. Here are some tips for completing agrievance form:

1. Limit statements to the basic facts. Thepurpose of the written grievance is totrigger the formal steps of the griev-ance process and notify the employerof the basic facts, alleged violation andthe requested remedy.

2. Leave out arguments, evidence andjustifications. Arguing the merits of thecase is reserved for face-to-face meet-ings with the employer. Disclosing this

information in the written grievancecould give the employer an edge inpreparing its response to the union.

3. If required, refer to all contract viola-tions. Include all contract provisionsthat may be applicable to this particu-lar grievance. You want to indicatewhich contract Articles have been vio-lated along with some general languagethat allows you to point to other lan-guage in the contract that applies.

Example: “(What was violated?) and allother articles that apply…”

4. State the union’s position. In clearterms, express how the employer vio-lated the contract.


Example: Employer suspended griev-ant without just and sufficient cause.

5. State a full, possible remedy. The pur-pose of the grievance procedure is to“make the grievant whole.” That is, toundo the harm that’s been done, andto restore the position or standing ofthe grievant. Remember, since you getwhat you ask for and nothing more,make sure you include a full remedy.

6. Consult with the grievant. Reviewthe written grievance with the mem-ber. Explain what remedy the unionmay seek.

7. Have the grievant sign the grievanceform. This guarantees that the griev-ant has seen and read the grievanceand provides legal protection for theunion when determining the final set-tlement of the grievance. The excep-tion is that if the grievance does notconcern discipline, the steward maysign a grievance on behalf of theunion if the steward believes thegroup as a whole has been harmed.

Presenting or Settling the GrievanceOnce you have fully investigated the caseand decided it should be grieved, prepareyourself and the grievant to give the bestpossible presentation to management. Yourgoal is to solve the problem at the loweststep of the grievance process. Careful prepa-ration will make this more likely.Decide what role the steward and the

grievant will play in the grievance meet-ing. You will want to brief the grievant on

what to expect prior to meeting withmanagement. If you and the grievant arewell prepared, you may be able to resolvethe grievance at Step One of the grievanceprocedure. At a minimum, your prepara-tion should ensure a reasonable discussionrather than one you “make up” as you goalong. Remember, the goal of any discus-sion is to gain an agreement both sidescan live with. The handling and docu-mentation at this step can have significantimpact on an eventual arbitration.How do we persuade management?

How do we conduct ourselves in a griev-ance meeting? Here are some things to keepin mind:

• Outline your presentation

• Prepare an agenda, notes

• Brief member before meeting

• Stay on track

• Be professional

• Don’t argue—ask questions

• Justify your position with good examples, evidence or proof

• Keep you member focused, on track

• Ask lots of questions about manage-ment’s position, reasoning

• Present a fair remedy, justify the remedy

• Cite the contract

• Take a break or “caucus” if needed toconsult with the grievant

• Take notes

It’s your meeting, take charge!

Going to ArbitrationWhen talks break down, the union may

36

take the matter before an arbitrator. Anarbitrator is a third party, presumed neu-tral and may be secured by the parties tohear a case and render a decision. The grievance procedure in your con-

tract will usually specify how the arbitratoris chosen. Some contracts provide for astanding (or permanent) arbitrator. Usually,the parties will request a list of potentialarbitrators from the American ArbitrationAssociation, the Federal Mediation andConciliation Service or another mediationagency in your state or province.

The Arbitration HearingAn arbitration hearing is usually held off-site. The parties convene in a conferenceroom and sit on opposite sides of a table,with the arbitrator presiding. Sometimes acourt reporter takes notes at the hearingand prepares a transcript for the parties.While arbitration is a formal process, it is aless formal proceeding than, say, a court oflaw. The rules of evidence are somewhatrelaxed and grievants are given greateropportunity to tell their story than theycould before a formal court. Regardless of how formal or informal

the proceeding, stewards should counseltheir grievant and witnesses to conductthemselves in a respectful fashion, givinggreater reason for the arbitrator to rule inthe union’s favor.

The arbitrator is like judge and jury.The arbitrator can render final and bind-ing decisions. In discipline cases, the burden of proof

is on the employer. In contract interpreta-

tion grievances, the burden of proof isalmost always on the union. As the case pro-ceeds, the burden shifts. The arbitrator usu-ally rules in favor of the party who has suffi-ciently met the burden to prove the case.

The Time and Cost of ArbitrationThe contract will usually state how manydays the union has to request arbitrationand may further specify a time limit onhow long the parties have to choose anarbitrator and schedule the hearing. Somecontracts mandate that the arbitratormake a decision within a certain numberof days, though this is difficult to enforce.Arbitration is quite costly. The outcome

of arbitration is never quite ensured.Consequently, the union explores settle-ment options throughout the process.Sometimes, grievances are dropped at thethird step of the grievance procedure if theunion believes it lacks credible witnesses orsufficient proof to win before an arbitrator.

Appealing Arbitration DecisionsArbitration decisions are final and bind-ing. It is extremely difficult to have anarbitrator’s decision overturned. Thecourts are reluctant to review an arbitra-tion decision and will do so only on proce-dural grounds such as fraud, arbitratormisconduct, hearings ending before thelosing party presented its case, if the arbi-trator exceeded his or her authority underthe contract or if the union violated itsduty of fair representation. On the otherhand the courts will enforce an arbitrator’sruling if the losing party fails to comply

www.teamster.org

37


with the decision.

Decision to ArbitrateDoes a member have the right to press agrievance to arbitration? Who makes thedecision to arbitrate? Stewards need tokeep in mind:

• A member does not have a legal rightto insist that his/her grievance go toarbitration. Still, the union does all itcan to represent the interests of thismember, including taking the griev-ance as far as it can to resolve it withmanagement.

• The decision to arbitrate a grievance isusually made on the merits of thegrievance. The union takes into con-sideration the facts of the grievance,the past success or failure in arbitratingsimilar grievances, how the grievanceimpacts the unit or contract overall,among other factors. The union

reviews witness statements, supportingdocumentation and other evidence tosee whether or not the grievance canbe arbitrated successfully.

• Sometimes the bylaws or history of alocal union provides for a grievancescreening committee that examines allcases and decides which ones theunion will forward to arbitration. Ofcourse, these committees work moreeffectively when the grievant, stewardand Business Agent are involved in theprocess.

• The local union usually provides thegrievant with written notice of thedate, time and location of the arbitra-tion hearing. The grievant is usuallyinvited to be present at the hearing.The steward is often present at thehearing.

• If a decision is made not to take a

38

grievance to arbitration, the stewardand member are usually apprised ofthe reasons for this, verbally and,sometimes, in writing.

• The local meets or confers with thegrievant and witnesses in advance ofthe hearing to review what will takeplace and clarify outstanding issues.The local takes final steps to make sureit has all the information it needs thatis relevant to the case, including infor-mation that was requested of theemployer.

• It is not required that the unionemploy counsel at the hearing. In fact,many arbitrations are held withoutlegal counsel present.

• The grievant does not have a legalright to have his/her own attorney rep-resent him/her at the arbitration hear-ing. However, the union may permitan attorney to be an observer or totake an active role at the hearing.

ConclusionThe grievance procedure represents thejustice system in the work setting. It allowsunion members to appeal what theybelieve to be violations of the contract orunjust conduct by management.Stewards play a critical role in this

process. Stewards field questions, concernsand potential grievances, investigate thefacts, talk to witnesses and bring the issuesbefore management in informal and for-mal meetings. If the grievance cannot beresolved, it is typically taken up at a higherlevel or “step” in the process. Your contract

should describe the structure of the griev-ance procedure in your case. Arbitration is usually the last step in

most grievance procedures. Arbitratorsissue final and binding decisions.Arbitration decisions are rarely, if ever,overturned and then, only then, for proce-dural reasons.

www.teamster.org

39

Review Questions

• What is the role of the grievanceprocedure? Why have one?

• What are some of the advan-tages of the process? What aresome of its disadvantages?

• In writing up a grievance, whatinformation should you include?

• How should the steward conduct the first step meeting?What is the role of the memberin this meeting?

• What issues can a stewardprocess through the grievanceprocedure?

• Does a member have a right topress his or her grievance toarbitration? Why or why not?

• What happens if you don’t likethe arbitrator’s decision? Canyou appeal? Under what conditions?

Know Your Rights

Know Your Rights

IntroductionStewards have the right to engage in unionactivity. The contract sometimes restrictsthe number of stewards or the extent towhich they can engage in union activity onthe employer’s time. Stewards enjoy cer-tain protections afforded by labor law, likeaccess to information, the right to engagemanagement in a discussion of workplaceissues and concerns, and the right to oper-ate as a steward free from supervisoryharassment. Likewise, members have rights, too.

They have the right to the protection ofthe contract. They have the right to aunion steward in an investigatory meeting.They have the right to join the union andassociate with union members or engagein union activities. The contract mayrestrict their right to engage in unionactivity on employer time.Let’s review some of the rights and

limitations provided by labor law. Most ofthe rights described below apply to theprivate sector. Similar rights may apply topublic sector workers, those working inthe airline industry, and workers inCanada. Check with your local union forfurther information on what you can and

cannot do as a union member or steward,and other rights afforded you by law.

Right To Engage in Union ActivityWhen meeting with management to per-form his or her union duties, the stewardis afforded the full protections of theNational Labor Relations Act. (Note: Allstewards are advised to review their con-tracts and consult with local leaders to seeif there are any limitations on their rightsto engage in union activity. For example,some collective bargaining agreementslimit the time during which a steward canperform union duties.)For example, stewards and other union

representatives cannot be punished or dis-criminated against because of their unionactivity, for filing grievances, conductingunion business at the appropriate timedescribed in the contract, or raising work-place issues with members of manage-ment. They cannot be punished for serv-ing on a bargaining committee or distrib-uting union literature at the appropriatetime, if limited by contract. • Management cannot retaliate againstunion stewards because of their union

42

Injustice anywhere is a threat to justice everywhere. We are caught in an inescapable network of mutuality,

tied in a single garment of destiny. Whatever affects one directly, affects all indirectly.

—REV. DR. MARTIN LUTHER KING, JR.

www.teamster.org

activity. Supervisors may not:

• Supervise a steward more closely thanother workers

• Assign the steward more difficult workor work in a remote location with theintention of punishing or isolating thatsteward

• Deny the steward pay increases or pro-motional opportunities

• Deny the steward overtime

• Enforce work rules more strictlyagainst the Teamster steward

If management is found to engage inany of the above activities, or in similarkinds of actions that intend to punishstewards for union activity, you shouldcontact your Business Agent immediately.You may decide to file a grievance or, inrecurring or serious situations, a chargewith the labor board.

Access to Employer InformationUnder the National Labor Relations Act(NLRA), unions have the right to request

and receive information from the employ-er that is relevant to processing grievancesand negotiating contracts. The employer,as part of its legal duty to bargain in goodfaith, is obligated to provide informationto the union upon request. (Note: othercollective bargaining laws extend similarrights to information.)Undue Delays or Refusals. Sometimes

the employer refuses to share informationwith the union or may unreasonably delayturning over the information to the stew-ard. In any event, the steward may want tofile a new grievance alleging failure by theemployer to furnish information “neces-sary to effectuate the grievance procedure.”In other words, the information the unionseeks is “relevant and reasonably necessaryto the Union’s performance” as the exclu-sive collective bargaining representative ofthe employees.A favorable arbitration ruling on such

a grievance may establish a new shop ruleunder the collective bargaining agreementthat can be enforced in the future. Or, an

43

Know Your Rights

employer’s refusal to furnish informationfor a grievance hearing may be used at anarbitration to establish a presumption ofguilt against the employer. In the eventthat the local union wishes to file anunfair labor practice charge with thelabor board, taking the above steps areuseful in getting a favorable ruling againstemployers who engage in unreasonable orunscrupulous tactics.Stewards need to know that there are

some restrictions on this requirement toprovide information to the union. They are:

• The union must request the information.

• The information requested must berelevant to an actual or suspectedgrievance.

• No alternative means for obtaining theinformation is available.

• There are cases where an employermay not be required to provide infor-mation to the union, even though theinformation requested may be rele-vant. These situations arise when otherinterests override the union’s need forinformation. They include: privacyissues (i.e. test scores, medical records)and business interests or confidentiali-ty issues (i.e. trade secrets).

• The request for information need notbe in written form. However, it isadvisable to make the request in writ-ing to document the date of therequest.

• The employer must provide therequested information to the union in

a “timely manner.” What is considered“timely” depends on each situation. Ifthe union believes that an employer isuntimely, it may want to file anothergrievance on this particular issue.

• The employer will be required to com-ply with the union’s request—so longas the information is in its possessionand compliance with the request doesnot create an undue burden on theemployer.

• The information must be provided ina useful form.

• The request for information must bespecific and related to the grievance.The union cannot go on a “fishingexpedition.”

Information You Can RequestFrom The Employer• accident records

• job descriptions

• attendance records

• material records

• bargaining notes

• payroll records

• company memos

• performance reviews

• contracts

• personnel files

• correspondence

• photographs

• disciplinary records

• reports and studies

• equipment specifications

44

www.teamster.org

• salary and bonus records

• evaluations

• seniority lists

• inspection records

• supervisors’ notes

• insurance policies

• time study records

• interview notes

• training manuals

• job assignment records

• videotapes

You may also be able to secure recordson chemical hazards, employee training,production standards, subcontractors,among others. You may also considerrequesting information related to custodyof information or chain of command.

“Weingarten Rights”The U.S. Supreme Court’s 1975 decisionin the Weingarten case held that if theemployer requires an employee to submitto an investigatory interview and deniesthe employee’s request for union represen-tation, then the employer is in violation ofthe National Labor Relations Act. Oftentimes, stewards must evaluate

whether or not a member’s WeingartenRights were violated. Consider the follow-ing requirements:• Union members have the right to aunion representative at an investigato-ry hearing if they reasonably believethat the investigation could lead to dis-ciplinary action.

• The member must request a represen-tative; the employer has no obligation

45

Know Your Rights

to inform the employee of that right.

• Management does not have to call therepresentative. Instead, the employercan stop the meeting or just issue thediscipline.

• Once a union representative is called,he/she has the right: (1) to know thesubject of the investigatory hearing; (2)to confer with the member prior to thehearing; and, (3) to speak and partici-pate in the hearing. However, the rep-resentative cannot argue the case sincethis is not a grievance hearing.

• An employee does not have the rightto select the representative of his or herchoice. For example, the departmentsteward will be called, if available. Thenearest available representative will becalled if the department steward isunavailable.

1. If the employer is responsible for therepresentative not being available, thenthe supervisor must end the meetinguntil the representative is available;

2. If the union is responsible for the rep-resentative not being available, thenanother representative or employeecan be called in, unless the supervisorchooses to postpone the meeting.

3. The member can ask for a witness ifno steward is available.

The Duty of Fair RepresentationThe union, through certification or recog-nition, is established as the “exclusive” bar-gaining representative for all employees inthe bargaining unit. The union must fairly

represent all employees in the unit, bothmembers and non-members alike. Thelegal term for this is the “duty of fair repre-sentation.” Addressing the members’ questions,

concerns, issues and grievances in a timelymanner represents one way that theTeamster steward can uphold his or herduty to fairly represent the members.The following guidelines will assist you

in processing grievances and upholdingyour duty to represent your members:

• Consider all grievances solely on theirmerits. The decision whether or not toprocess a grievance must be based onthe merits of the particular grievance.This means that you must look at thefacts underlying the grievance to deter-mine whether if a violation hasoccurred, and if so, whether to pursueit through the grievance procedure.

• You may not refuse to process a griev-ance because you do not like the griev-ant. Your determination cannot bebased on personality, politics or howyou feel about someone, positively ornegatively. Enforcement of the contractis your primary concern.

• Investigate the grievance thoroughly. Asuperficial investigation may notuncover all the facts. Interview thegrievant. Locate and interview witness-es. Follow up on all leads. Be sure toget the grievant’s complete account ofwhat happened in, say, a discipline caseand talk to the witnesses suggested bythe grievant. Make every attempt toverify what has been said by both the

46

www.teamster.org

grievant and witnesses. Remember,you have a responsibility to investigatea grievance before you decide whetherit has any merit.

• Process the grievance promptly and donot miss time limits for filing andappealing grievances. You must file andappeal grievances within the time limitsestablished by the grievance procedurein your contract. Failure to comply withthe negotiated time limits could leavethe grievant with no recourse againstmanagement. If you need more time toinvestigate, file the grievance so as notto miss the time limits. An investigationdoes not have to be completed before a

grievance is filed.

• Take notes and keep written records.Begin to take notes as soon as practi-cal. Don’t rely on your memory. Keep arecord of all discussions with the griev-ant and the employer about the griev-ance. Keep a copy of all correspon-dence and documents relating to thegrievance. Your written record estab-lishes that the union investigated thegrievance and made an objective deci-sion on the merits.

• Keep the grievant informed. The griev-ant should be kept informed of the sta-tus of his/her grievance, where it is inthe grievance process, and any man-

Know Your Rights

agement responses. Any union deci-sion on the grievance should immedi-ately be communicated to the grievant,preferably in writing. This includesdecisions not to file a grievance, todrop, withdraw or settle a grievance, ornot to go to arbitration on a grievance.

• Treat all members of the bargainingunit the same. It is unlawful to refuseto process, or to give superficial treat-ment to, the grievance of a person whois not a member of the union.Likewise, grievants who have beenpolitical opponents of the steward orcurrent administration must be treatedthe same as all other bargaining unitmembers.

• Non-discrimination. The union can-not discriminate against grievantsbecause of their race, gender, age, orethnic background.

• Have a valid reason for any actiontaken on a grievance. The law requiresa union to consider a grievance in

good faith and to make a determina-tion to process the grievance on itsmerits. Don’t let the time limits expirebefore making a decision. Make adetermination whether and how far toprocess a grievance on the basis of theinvestigation of the grievance, past suc-cess or failure in arbitrating similargrievances, and the importance of thegrievance to the entire membership.Document this decision in writing.

• If the grievance clearly lacks merit andcannot be won at the lower steps or inarbitration, drop it. The grievant shouldbe informed of the decision and theunion should make a written record ofthe objective reasons why it declined tofile or dropped the grievance.

• The settlement of grievances. A unionhas a right to settle grievances as it seesfit. Again, there should be a writtenrecord made of the settlement itselfand the reason(s) why the settlementwas made. Of course, when a grievance

48

www.teamster.org

is settled, the grievant should bepromptly informed.

OVERVIEW OF LABOR LAWStewards are not expected to be lawyers, butknowledge of labor law is essential to yourwork. The major activities of the union—bargaining, organizing, servicing and politi-cal action—have numerous legal precedentsand restrictions governing them.You should have a general idea of what

laws govern your activity and that of otherstewards and members, on the job, in yourcommunity, on a picket line or at a publichearing. You should work closely withyour Business Agent, principal officer andlocal counsel if a legal determination mustbe made on a workplace issue.Remember, laws vary and those of you

in the public sector or Canada, those whowork for a federal employer or in the air-line, air cargo, or rail industry should con-sult your Business Agent for more informa-tion on your rights and limitations by law.

Collective Bargaining LawsCanadian Labour Code, ProvincialStatutesTeamsters in Canada are governed both byfederal and provincial statute. Canadianlabour relations legislation had its begin-nings in the early part of the 20th centurywhen conciliation was required beforestrike action during a labour dispute. After1935, Canadian legislatures also guaranteedthe right of employees to engage in collec-tive bargaining and select bargaining agents. Employers were required to bargain in

good faith and faced unfair labour practicecharges if they did not comply. A post-warlegislative effort eventually produced theCanada Labour Code, which governs col-lective bargaining throughout Canada.Employment standards and human rightslegislation on issues of pay and equity alsoexist to protect workers. Workers have theright to refuse hazardous work in mostjurisdictions. Rights and protections for union rep-

resentatives and their members varyprovince by province. Check with yourBusiness Agent for more information onlabour law and legislation in Canada.

Railway Labor Act of 1926This was the first law Congress enacted togive workers collective bargaining rights.In this case, railway employers wererequired to bargain collectively andemployees were guaranteed the right toselect their representatives. Employeesgained rights to engage in union activitywithout fear of reprisal. The NationalMediation Board (NMB) was establishedto handle disputes involving representa-tion, bargaining units and contract terms.If mediation failed, voluntary arbitrationwas provided for. An emergency disputesprocedure was also provided.Recommendations from the emergencyboard were not binding. Airlines and air-line employees were later covered by theAct’s provisions.

Norris-LaGuardia Act of 1932Congress restricted the power of theFederal courts to issue injunctions in labor

49

Know Your Rights

disputes and, therefore, gave unionsgreater freedom to apply economic pres-sure against employers. Unions could nowuse the boycott, strike and picket lineagainst employers with less fear of inter-vention by the courts. This restriction onthe use of injunctions did not apply tostate courts. Subsequently, about one-thirdof the states enacted similar laws limitingthe use of injunctions in labor disputes.However, Norris-LaGuardia does not

bar an injunction against a strike in viola-tion of a no-strike clause in a contract.Also, under the Taft-Hartley Act, theNLRB can seek injunctions against strikes,picketing and boycotts in some situations.

National Labor Relations Act (NLRA or “Wagner Act”)In 1935, the U.S. Congress enacted a lawguaranteeing workers the right to bargaincollectively through representatives oftheir own choosing and “to engage inconcerted activities for the purpose ofcollective bargaining or other mutual aidor protection.” The law placed restrictionson employer opposition to unions andenumerated employer “unfair labor prac-tices.” The National Labor RelationsBoard was created under the Act to: 1)investigate complaints of unfair practices,and 2) to supervise elections to determinewhether a majority of the workers desiredunion representation.This Act outlawed the formation of

company unions. Employers could notfire or otherwise penalize employees forunion activity, force employees to sign“yellow dog” contracts, hire labor spies or

circulate blacklists.The Wagner Act was amended in 1947

by the Labor Management Relations Act(LMRA or “Taft-Hartley”) These 1947amendments, in an effort to weakenunions, outlawed the closed shop, jurisdic-tional strikes and the secondary boycott,and established other union “unfair laborpractices.” Taft-Hartley also contained sec-tion 14(b) permitting states to pass “right-to-work” laws denying unions andemployers the right to negotiate unionshop agreements.

Labor Management Reporting andDisclosure Act of 1959 (LMRDA or“Landrum-Griffin”)While Taft-Hartley restricted the power ofunions to organize, bargain with employ-ers and seek help from sympathetic tradeunion brothers and sisters during a strike,it did not regulate the internal affairs ofunions.The Labor Management Reporting

and Disclosure Act (LMRDA) sawCongress regulate the day-to-day affairs ofunions. This law includes a so-called “Billof Rights” to protect union members.However, the rights set forth were alreadyprovided by most union constitutions. Itcovers such things as the right to nominatecandidates, vote, attend union meetings,procedures for increasing dues and assess-ments, the right to a copy of the collectivebargaining agreement. Specific procedureson conducting elections are spelled out.The law established a system of report-

ing the financial affairs of unions andunion officers. It also established regula-

50

www.teamster.org

tions governing union investments anduse of union funds. The last section of thislaw amended the Taft-Hartley Act and fur-ther restricted secondary boycotts, “hot-cargo” clauses and some types of picketing.

Labor Management Relations inFederal, State and Local ServiceThe machinery for collective bargainingfor federal government employees wasestablished by Executive Order and issuedby President Kennedy in 1962. PresidentNixon revised this Executive Order in 1969and President Ford in 1975. The CivilService Reform Act was passed under theCarter Administration which codifiedorganizing and bargaining rights for feder-al employees. Therefore, federal agencieshave the responsibility to recognize andbargain collectively with unions represent-

ing their employees.Many states have adopted some form

of legislation covering labor-managementrelations. More than 25 states have com-prehensive collective bargaining laws cov-ering public employees.

Postal Reorganization Act of 1970This act contains a system of collectivebargaining for postal employees compara-ble to what may be found in the privatesector. It placed the U.S. Postal Serviceunder the jurisdiction of the NLRB todetermine employee representation issuesand provided that labor relations be gov-erned by LMRA. It provides for settlingnegotiation impasses and grievancesthrough fact-finding procedures, and finaland binding arbitration outside of govern-ment control. Postal employees are still

51

Know Your Rights

forbidden to strike and may not be com-pelled to join a union.

Fair Labor Standards Act (FLSA)A federal law fixing a statutory minimumwage and maximum hours for workersengaged in interstate commerce was enact-ed in 1938. The new law applied to men aswell as women and minors and providedthat employers covered by the act mustpay time and one half for overtime. Theoriginal act in 1938 provided a minimumwage of 25 cents an hour and a maximumworkweek of 44 hours, gradually decliningto 40 hours.The act has been amended periodically

to increase the hourly minimum andextend its protection to workers in indus-tries previously excluded from the act.Please note: many truck drivers, loadersand other related crafts are exempted fromvarious sections of the FLSA by the MotorCarrier Act of 1935.The act also requires that hours

worked over 40 in most industries be paid

at time-and-a-half. Children under age 18may not work in hazardous employment,and children under 16 are limited in thenumber of hours that they can work, aswell as restricted from working in manu-facturing, mining and most construction.

Equal Pay for Equal WorkA long-standing goal of the labor move-ment was reached in 1963 whenCongress enacted a law requiring equalpay for “equal work on jobs the perform-ance of which requires equal skill, effortand responsibility and which are per-formed under similar working condi-tions, except where a wage differential isbased on any factor or factors other thansex,” such as seniority, merit or piece-work. The law prohibits any wage equal-ization by wage reductions. This lawapplies to employers covered by the FairLabor Standards Act.

Equal Employment OpportunityUnder Title VII of the 1964 Civil Rights

52

www.teamster.org

Act, as amended in 1972, employers,unions, and employment agencies arerequired to treat all persons equally with-out regard to race, color, religion, sex ornational origin. This applies to all phasesof employment including hiring, promo-tion, firing, apprenticeship and othertraining programs or job assignments.Employers and unions with 100 or moreworkers were covered in 1965 and cover-age was extended each year until coveragewas extended to employers and unionswith 15 workers.The law established a five-member

Equal Employment OpportunityCommission (EEOC) to handle complaintsof discrimination and try to promote com-pliance with the law. If the EEOC cannotbring about a voluntary settlement that isagreeable to all parties involved in the dis-pute, it can go to court on behalf of thecharging parties. Union members are urgedto take grievances regarding sex and racediscrimination to their union first and onlyto EEOC after the grievance route has beenthoroughly pursued.

Pension and Welfare Plan Reform and ERISAEffective Labor Day, 1974, pension reformlaw established minimum federal stan-dards for the administration of privatepension plans. The Employee RetirementIncome Security Act (ERISA) sets vestingstandards, funding requirements, fiduciaryresponsibility and establishes a federallyguaranteed program to protect workersrights to pensions when an employer goesout of business. This labor-backed law sets

forth the duties of those who controlworkers’ pensions funds and all other trustfunds. The Department of Labor has theprincipal enforcement responsibility inreporting and disclosure standards,although administration of the law isshared jointly with the Internal RevenueService (IRS) and the Pension BenefitGuarantee Corporation (PBGC).

Federal Consumer Credit Protection Act of 1968Best known for its “truth in lending” pro-visions, this Act contains significantrestrictions on wage garnishment, whichbecame effective in 1970. The law restrictsgarnishment of wages to a maximum of25 percent of “disposable earnings” andprohibits firing a worker on account ofgarnishment for “any one indebtedness.”State laws with more favorable provisionsfor workers take precedence.

Wage Collection LawsMost states have enacted laws providingfor action against the employer by theState Labor Commissioner to collect wagesdenied to an employee.

Service Contract ActUnder this 1965 act workers employed onservice contracts for the federal govern-ment are to be paid no less than the pre-vailing wages and fringes for that type ofwork in the locality (as determined by theLabor Department). Wages cannot be lessthan the federal minimum wage.

Davis-Bacon Act

53

Know Your Rights

In 1931 legislation was enacted requiringthat workers employed on federally-sup-ported construction projects must bepaid prevailing wage rates as determinedby the U.S. Department of Labor. Thisprevented the undercutting of unionwages. In the following years building andconstruction workers won fringe benefitsin the health, welfare and pension areawhich were primarily financed byemployer contributions. But thoseemployers who were not paying fringebenefits had an unfair advantage in bid-ding on federally aided construction con-tracts. In 1964, Congress remedied this byincluding fringe benefits in the prevailingwages rates determined by the Secretaryof Labor.

Walsh-Healey Public Contracts ActCompanies that are awarded governmentcontracts amounting to more than$10,000 are required to pay prevailingminimum wages as determined by a pub-lic hearing held by the Department of

Labor. Companies are also required topay time and a half for overtime after 40hours a week or eight hours a day. Thisfederal law passed in 1936 also requiresthe maintenance of certain health andsafety standards.

Social LegislationSocial SecurityThe first program to provide a nationalsystem of social insurance was enacted in1935 to provide protection for wage earn-ers and their families against loss ofincome due to unemployment, old ageand death. A system of federal aid for relieffor specified groups was also included inthe original act. The scope of the act hasbeen extended over the years to providemore services for more people.Benefits for totally disabled workers

were later included in the program. In1965 a system of hospital and nursinghome care for the aged was added alongwith a program for voluntary medical

54

www.teamster.org

care insurance, financed jointly by thefederal government and individuals. Theold-age, disability, survivor’s insuranceand Medicare are financed by a tax onworkers and employers and Congressdetermines benefits.

Supplementary Security Income (SSI)Amendments to the Social Security Act in1972 provided a guaranteed federal mini-mum income for blind, disabled and eld-erly persons. This federal program estab-lished minimum benefits for the first timein all parts of the nation. Aid to Familieswith Dependent Children (AFDC) stillremains a cooperative effort with federal,state and local government sharing costsand setting standards for eligibility andpayments. It is administered by the statesand benefits vary widely.Medicaid provides matching federal

dollars for health services for welfare recip-

ients and other medically needy persons.

Unemployment InsuranceUnemployment insurance is a joint feder-al-state program to provide weekly bene-fits for unemployed workers covered bythe law. Each state determines eligibility,amount and duration of benefits and theprogram is financed by a payroll tax paidby employers only.

Age Discrimination in Employment Act of 1976 (ADEA)The ADEA prohibits discriminationagainst employees over age 40. TheADEA prohibits age discrimination inhiring, discharge, pay, promotions andother terms and conditions of employ-ment. The ADEA applies to privateemployers of 20 or more workers, feder-al, state and local governments, employ-ment agencies and labor organizations

55

Know Your Rights

with 25 or more members. Labor organ-izations that operate a hiring hall oroffice that recruits potential employeesor obtains job opportunities also mustabide by the law. The ADEA is alsoenforced by the EEOC.

Americans with Disabilities Act (ADA)The ADA prohibits private employers andstate and local governments with 25 ormore employees (15 or more after July 26,1994), employment agencies and laborunions from discrimination against quali-fied individuals with disabilities in jobapplication procedures, hiring, firing,advancement, compensation, fringe bene-fits, job training and other terms, condi-tions and privileges of employment. TheEEOC and the U.S. Department of Justiceenforces the ADA.

Rehabilitation Act of 1973 (RA)This Act prohibits discrimination based ondisabilities and applies only to governmentcontractors. It requires affirmative actionto employ and advance qualified individu-als with a disability.

Family Medical Leave Act (FMLA)The FMLA was passed to balance thedemands of the workplace with theneeds of families, to promote the stabili-ty and economic security of families,and to promote national interests in pre-serving family integrity. The FMLA enti-tles employees to up to twelve (12)weeks of unpaid, job guaranteed leave in a twelve-month period for medicalreasons, the birth or adoption of a child,

and for the care of a child, spouse orparent who has a serious health condi-tion. The Wage and Hour Division ofthe Department of Labor enforces theFMLA.

Worker Health and SafetyOccupational Safety and Health Act of 1970Until 1970, primary responsibility for jobsafety has always rested with the states,with the federal government giving leader-ship and technical assistance. Some statesset general safety standards applicable toall industries but the trend was towardspecial codes for particular industries andenforcement was spotty. Under the provi-sions of the Occupational Safety andHealth Act of 1970, the federal govern-ment has the power to establish andenforce national standards in all states.The law covers all farm and non-farm

workers not already covered by other fed-eral laws, as well as most state and localpublic employees. The Secretary of Laborestablishes and enforces occupational safe-ty and health standards. The U.S. LaborDepartment will make inspections withauthority to halt violators, and invokepenalties if violations continue. The law establishes a three-member

commission, appointed by the President,to enforce job safety standards set by theSecretary of Labor. State governments areallowed to enforce the act if their plans areeligible under requirements established bythe Secretary of Labor.

Hazard Communication Standard

56

www.teamster.org

OSHA issued this standard in 1983 toensure that employers and chemical man-ufacturers evaluate the hazards of allchemicals. Once a manufacturer or anemployer designates a chemical or materialas “hazardous”, any employer using it mustgive workers information concerning thesehazards. The standard specifies three waysemployers must communicate withemployees, through Material Safety DataSheets (MSDS); Labeling of HazardousMaterials; and, worker training.

Toxic Substances Control ActNew federal legislation to control poison-ous chemicals was enacted in 1976. The lawgives the Environmental Protection Agency(EPA) authority to keep dangerous chemi-cals off the market. EPA is authorized torequire testing by the manufacturer of newor existing chemicals and requires pre-mar-ket notification of any new chemical prod-uct or new use of existing chemicals.

Worker’s CompensationWorkers covered by these state laws receivemedical care and cash benefits when theyare injured on the job. This is an entirelystate-controlled program and laws varywidely in coverage, amount and durationof cash and medical benefits provided theinjured worker. Benefits have not kept pacewith rising wages and only a few stateshave maximum benefits for temporarytotal disability equal to two-thirds of thestate’s average weekly wage, the originalgoal of the laws. Stewards should becomefamiliar with the provisions of their statelaw and how to file claims properly.

ConclusionThere are so many laws and regulationsthat govern collective bargaining and stew-ards’ conduct. There are many more thatcover how the work is done in your indus-try or on your job. Some laws provide forthe health and safety of Teamster mem-bers. Others cover things like pensions andhealth plans.Stewards need not be lawyers, but it

does pay to be somewhat conversant in

57

Review Questions

• What laws govern CanadianTeamsters?

• What does OSHA stand for? Isthere a Canadian equivalent?

• What does the National LaborRelations Act govern and whatamendments created the “openshop” states in the south andSunbelt areas?

• What do we mean by a unionmember’s Bill of Rights? Whatlaw created these?

• What laws govern the publicsector? Airline or air cargooperations? How do these oper-ations differ from workplaces inthe private sector?

Stewards As Organizers


IntroductionOrganizing is vital to the union. Bringingnew members into the union helps theunion grow and prosper. The more work-ers we gain in our core industries, themore clout we have to negotiate goodcontracts and develop favorable industryor area standards. The more clout wehave as a union, the more influence wehave over grievances or when we lobbypoliticians to enact legislation that favorsworking people.Stewards are the best organizers for the

Teamsters Union. You know your mem-bers, your jobs, your rights and yourindustries better than anyone else. You arewell positioned to talk to unorganizedworkers about the benefits of being aunion member.How can we organize new members

into our union? Where do we start? Thebeginning of any organizing campaignstarts with members and stewards willingto help the union grow. It starts withunion stewards who recognize that beingan organizer, on the job and out in thecommunity is one of the most importantjobs we hold.

Organizing the UnionizedThe first place a steward starts organizingis in the workplace where he or she works.By organizing internally, Teamster mem-bers are better educated on the issues thatimpact the job, the industry, or union as awhole, and understand what the contractprovides. A membership that works and stands

together forms the basis of organizing

other worksites. A membership thatunderstands the union’s role will help theunion connect with other industries wherethe workers may need a union.To effectively organize internally, the

steward applies the same qualities that gointo fielding members interests and con-cerns, or filing grievances. First and fore-most, the steward needs to know themember on a personal level and under-stand that member’s point of view. Thesteward needs to be a good listener and beable to convey union principles and activi-

60

Those who profess to favorfreedom and yet depreciateagitation, are people who

want crops withoutploughing the ground; theywant rain without thunderand lightning; they wantthe ocean without the roarof its many waters. Thestruggle may be a moral

one, or it may be a physicalone, or it may be both. But

it must be a struggle.Power concedes nothing

without a demand; it neverhas and it never will.

—FREDERICK DOUGLAS

www.teamster.org

ties in a way that engages the member inthe process.Having a highly mobilized and educat-

ed membership within our core industrieshelps the Teamsters Union reach out toother workers, other industries and otherworksites more effectively. It forms thebasis of the external organizing effort.

Developing a Commitment to OrganizeUnion members often do not see the needto organize, particularly if they enjoy fairwages, hours and working conditions, orhold jobs in high growth, high wageindustries. Stewards can do much toexplain the need to organize today. Here are some points that may help

you make progress with getting yourmembers to consider helping out and vol-unteering their efforts to organize:

• Many of our leading industries are fac-ing considerable consolidation andchange. These demands require thatwe add to our power at the bargainingtable and before decision makers whooftentimes decide whether or notmergers and other consolidations cantake place.

• Turnover on the job or in our industrydemands continual organizing.

• According to recent public opinionpolls, workers want to join unions andexisting members want to participateand make a greater contribution totheir union.

• Organizing is more difficult today thanever before. Employers launch massive

anti-union campaigns and spend mil-lions of dollars to keep the union out.Therefore, the Teamsters Union needsall the help it can get to fight back andwin these campaigns. Members andstewards comprise the best of our vol-unteer efforts.

Developing Organizing LeadsIt takes a great deal of time and effort toidentify workers in the community whoare interested in becoming Teamster mem-bers. Who best to identify potential mem-bers or unorganized worksites thanTeamster stewards? Many of you are engaged in driving

occupations that take you into the com-munity on a daily basis. You spend yourdays traveling the nation’s highways or theroads of your local communities, talkingwith customers and, potentially, futureunion members. Some of you may workin fixed locations but have a broad net-work of friends and family members uponwhom you can call.How do you develop leads for your

local leaders or organizing committees?Here are some ways you can become aneffective organizer for the local union:

• Consider yourself an organizer.Everyday presents opportunities toreach and organize a new worker intothe union. Sometimes we miss theseopportunities because we do not viewourselves as organizers. If you consideryourself an organizer, you will begin tosee how many people you can influ-ence to call the union for assistance.

61


• Identify yourself as a Teamster.Sometimes, we identify with our jobs,industries or chosen careers ratherthan, say, our union. Identify yourselfas a Teamster member. See what kindof interest and questions you generate.

• Use your network. Stewards have rela-tives, neighbors, and friends whowork for non-union employers.Personal outreach to these workers isusually more effective than solicitingleads through leaflets or mailings. Talkto your friends and loved ones. Youwill be surprised how many peoplewant to “go union” but do not knowwhere to start.

• Reach out to community groups. Everylocal union is rooted in the communi-ty, and involved in community andpolitical activities. Develop working

relationships with the players in yourcommunity. It will naturally generatean interest in the Teamsters Union.

Levels of Steward Involvementin OrganizingSome Teamster locals recruit organizingvolunteers through a VOC training pro-gram. VOC stands for “VolunteerOrganizing Coordinators” or “VolunteerOrganizing Committees.” The purpose ofa VOC program follows:

• To identify different levels of member-ship activities that support organizingand building union power.

• To recruit and train members on howto conduct these activities.

• To develop an ongoing program that

62

www.teamster.org

increases members’ skills and levels ofresponsibility in an organizing cam-paign or other union activities.

• To create conditions that allow locals tolaunch organizing campaigns designedto meet their organizing goals.

Involving Members in OrganizingThe Teamsters Union throughout the U.S.and Canada is educating large numbers ofmembers on the importance of organizingnon-union competition. There are anynumber of opportunities and activitieswhere members and stewards can findtheir niche and participate.

Levels of ActivityWorkers will have different levels ofinvolvement, at different times, dependingon their involvement in the union, theirwork and personal life, and the excitementgenerated by the campaign. The well-con-structed Volunteer Organizing Programshould offer a menu of activities that offerseveryone an opportunity to participate atsome level no matter how busy they are.Volunteering to help, then, is not definedby how many meetings you can attend.Rather, it is defined as what you bring tothe table.By offering different levels of activities,

the number of members who participateincreases as well as the pool of potentialrecruits for the next level of activity. Also,it allows many members to participateinstead of just the few who have time. Note: Every local union is different. The

way it employs members in organizing mayvary. Here are just a few ways Teamstermembers and stewards can support organ-izing. You need to work with your officersand agents to see what kind of assistance isneeded, what resources are available tostewards, and how best you can serve.

LEVEL 1 ACTIVITIES:Members & Stewards Perform JobSite Activities, Some OutreachAt Level 1, members and stewards committo doing a few things on their job to pro-mote the union. Sometimes they willhandbill on a weekend. Here are someactivities you can do to make a difference:

• Educate co-workers on importance oforganizing non-union workers

• Collect information on organizingleads and furnish information to thelocal contact person (names, addresses,telephone number of unorganizedworkers; information on non-unionjob sites)

• Provide a visible union presence ontheir job site by talking union and wear-ing union buttons, hats, jackets, etc.

• Get a majority of workers at the jobsite to wear union items.

• Distribute and collect membershipsurveys that are sponsored by the local

• Participate in hand billing unrepre-sented workers

• Attend occasional work site meetingson organizing, other activities

• Collect names and addresses of mem-

63


bers interested in volunteering or mak-ing a greater contribution to their local

Resources Needed:• Basic information or training by thelocal on organizing and other topics

• Chief steward or local staff person tonetwork with the volunteers

• Booklets, other standard material

• Hats, buttons, bumper stickers, otherunion items

• System to gather and maintain infor-mation collected by members

LEVEL 2 ACTIVITIES:Members & Stewards Commit MoreTime, Volunteer At Least Once a MonthLevel 2 Members and Stewards are leaders.They agree to volunteer at least once amonth to union building activities andorganizing campaigns. In a right-to-workstate, they will assist in periodic member-ship drives, with a goal of signing up 100%of the workers into the union. In other set-tings, they will devote significant time toorganizing campaigns, participate in housecalls, phone banks – you name it – toorganize the unorganized. Members andstewards can make a difference by:

• Hand billing, informational picketing

• Charting worksites, other information

• Phone banking

• Unrepresented worker work site visits

• Making house calls, home visits

• Looking up addresses, building lists,performing data entry

64

www.teamster.org

• Preparing and distributing informa-tional newsletter

• Signing up unrepresented workers

Resources Needed:• Training on house visits and signingup unrepresented workers

• List of non-union targets

• Regular monthly day for actions

• Organizing plan

• Leaflets, other material

LEVEL 3 ACTIVITIES:Members & Stewards Play a LeadingRole, Commit Time Away From Work,Use Vacation Time To Organize• Willing and able to leave work forshort periods of time (i.e. paid lostwages or use vacation time)

• Salt non-union job for long period of time

• Participate weekly in activities as a volunteer

• May serve as Volunteer OrganizingCoordinator (VOC)

Level 3 workers are potential organiz-ing staff. They are rank and file leaderswho truly want to make a greater contri-bution to their union. They devote signifi-cant time and effort to organizing andother activities.

Resources Needed:• Local union funds to pay lost time

• Vacation days, other leave

• Training and supervision for organizing team

• Organizing calendar, targets

• Material, talking points, etc.

ConclusionOrganizing is important. Stewards canplay a part. Contact your Chief Steward,officers and agents to find out what organ-izing campaigns are taking place and waysyou can help.Organizing is a team effort. One per-

son cannot do it all. But, stewards andactive members can make the difference.Think about it: if you did not belong to aunion, who could best persuade you to

join? That’s right: a Teamster steward,

65

Review Questions

• Why should members and stew-ards get involved in organizing?

• How does organizing contributeto the union?

• What is the purpose of aVolunteer Organizing Committee?

• Describe what levels of commit-ment stewards and members canmake to help their local organize.

• In terms of involvement, whatlevel best describes your currentcommitment to your union?Where do you want to be?

Appendix

Selections From International Constitution

The Teamsters Union Today

Structure of the Teamsters Union

Human Rights Commission

Sample Forms

Useful Websites

For More Information

68

71

73

76

77

80

86

Each and everyday, Teamster stewards make a difference. We hope the information inthis guide is useful to you as you work hard for Teamster members everywhere. Here aresome other resources that may help you build your knowledge and expertise as a unionsteward.

Appendix

Teamster stewards can look to the

Constitution of our great International

Union to learn more about the goals and

objectives of our union. Selections from

this document, which was originally

penned in 1903, follow:

PreambleThe International Brotherhood ofTeamsters was formed in 1903 by repre-sentatives of independent local unionswho had the foresight to recognize that theability of each local to provide assistanceto its members could be improved by theformation of a great labor organizationwhich pooled the resources and talents ofthe individual locals. In creating the foun-dation for what has become the largesttrade union in North America, those localunions agreed to subordinate some oftheir individual independence in order toobtain services, support and expertisewhich none alone could provide but whichall could obtain through coordinatedaction by the International Union.In entering this new relationship, the

local unions preserved their autonomy andidentity and structured an Internationalbased upon the concept that the heart ofthe local is the membership and that thecore of the International must be its locals.As the local unions must reflect the inter-ests of their members, so too must theInternational Union be responsive to the

needs of the locals which brought it intoexistence. The local unions and theInternational recognize that the interests ofthe membership are at the core of theirrelationship. The local unions and theInternational commit to serve the interestsof the membership by maintaining aUnion that is strong, democratic and freeof corruption. This Constitution recognizes and pro-

tects the autonomy, integrity and identityof each indispensable part of this greatUnion-the members, the locals and theInternational. It constitutes an agreementamong equal partners who are united byand dedicated to the common goal ofachieving social and economic justice forworkers everywhere.Today, as we are confronted by the chal-

lenges of a global economy dominated bymulti-national corporations that sweep pastnational borders and forage the globe insearch of new workers and resources toexploit, we recognize that the future ofworking people and the future of our greatUnion depend on our ability to organizethe unorganized and to build alliances withworkers throughout the world. We recog-nize that the struggle for human rights,including the fundamental right of workersto form and join free trade unions, impli-cates universal principles which cannot beconfined by national borders. The welfareof our members is interrelated with theability of our fellow workers in the global

68

Selections from International BrotherhoodTeamsters Constitution & Bylaws

www.teamster.org

marketplace to demand and obtain decentwages and working conditions from theiremployers. We pledge to support the legiti-mate efforts of our brother and sister work-ers to achieve the right to organize andobtain fair terms of employment. We reaffirm our belief that only

through a strong democratically account-able Union can workers be protected andprosper and only with the allegiance of itsmembers and the mutual support of unitedlabor organizations can the Union survive.

Article INameSection 1. This organization shall beknown as the International Brotherhoodof Teamsters and shall consist of an unlim-ited number of Local Unions chartered bythe International Brotherhood ofTeamsters.The principal and main office of the

International Union, as well as such otheroffices as in the opinion of the GeneralExecutive Board may be desirable, shall belocated at such place and places as are des-ignated by the General Executive Board.

ObjectsSection 2. The objects of thisInternational Union are to organize underone banner all workers engaged in indus-try; to educate them to cooperate in everymovement which tends to benefit theorganization; and to impress upon ourmembership, employers and the publicthat it is to the advantage of all concernedthat workers be organized. The organiza-

tion of our industry requires honest andintelligent membership, adapted to thebusiness. We teach our membership theadvantage, benefits and importance oftheir industrial position, and we endeavorto build-up and perfect a labor organiza-tion in conformity with the highest stan-dards of our American and Canadian citi-zenship. We seek to ensure that the contri-butions made by our members to improvetheir industries are recognized and thatworkers receive the benefits derived fromtheir labors in the form of reasonablehours, fair wages, and improved workingconditions and respectful treatment bytheir employers.The objects of this International Union

are also to secure improved wages, hours,working conditions and other economicadvantages through organization, negotia-tions and collective bargaining, throughadvancement of our standing in the com-munity and in the labor movementthrough legal and economic means, and allother lawful methods; to provide educa-tional advancement and training foremployees, members and officers; to safe-guard, advance and promote the principleof free collective bargaining throughoutthe world; to advance the rights of work-ers, farmers and consumers, and the secu-rity and welfare of all the people by politi-cal, educational, and other communityactivity; to engage in cultural, civic, legisla-tive, political, fraternal, educational, chari-table, welfare, social and other activitieswhich further the interests of this organi-zation and its membership, directly orindirectly; to provide financial and moralassistance to other labor organizations or

69

Appendix

other bodies having purposes and objec-tives in whole or in part similar or relatedto those of this organization; to engage incommunity activities which will advancethe interests of this organization and itsmembers in the community and in thenation, directly or indirectly; to protectand preserve the International Union as aninstitution and to perform its legal andcontractual obligations; to receive, man-age, invest, expend or otherwise use thefunds and property of this organization tocarry out the duties and to achieve theobjectives set forth in this InternationalConstitution and Bylaws and for suchadditional purposes and objects notinconsistent therewith as will further theinterests of this organization and its mem-bers, directly or indirectly.The achievement of these objectives

within national economies that are domi-nated by multinational corporations andconglomerates, will require coordinationof our activities to maximize our mem-bers’ economic strength through nationaland international bargaining, the establish-ment of master industry-wide agreements,and the implementation of strategicorganizing campaigns. It will requireestablishment of alliances with communitygroups that share our objectives, andwhose goals we can also support. It is recognized that the problems with

which this labor organization is accus-tomed to deal are not limited to unionismor to organization and collective bargain-ing alone, but encompass a broad spec-trum of economic and social objectives asset forth above and as the Union may

determine from time to time. We there-fore determine and assert that the partici-pation of this labor organization, individu-ally and with other organizations, in thepursuit and attainment of the objectivesset forth herein is for the sole benefit ofthe organization and its members.In seeking to achieve these goals, we

pledge to work with employers that shareour dedication to workers’ rights, as wepledge to organize workers and to assistthem in their fight against those employersthat do not.

70

www.teamster.org

71

Teamsters in TransportationThe best-known Teamsters work in thefreight industry. About 160,000 Teamstersare covered under the National MasterFreight Agreement. The largest single employer of Teamster

members is United Parcel Service, whichemploys about 200,000 of our Teamstermembers. Thousands more work in the air-line, airfreight, carhaul and tankhaul indus-tries, local pickup and delivery, among oth-ers. Many Teamsters drive dump trucks andother equipment to and from constructionsites. Others operate tractor trailers orsmaller delivery vehicles. Some Teamstersdrive school buses.

Teamster Careers in OtherIndustriesThe Teamsters Union represents 1.4 millionmen and women who work in virtuallyevery occupation throughout the UnitedStates and Canada.

Did you know. . .• Teamsters work for some of NorthAmerica’s largest companies like UnitedParcel Service, Anheuser Busch, Costco,CSX, Sysco, Coca-Cola, Airborne,Safeway, Disney, United Technologies,Sears, and General Electric?

• Teamsters produce the foodstuffs youbuy at your local grocery? Yes, the menand women who work for Kraft andLand O’Lakes, among others, areTeamsters. That’s right, Teamsters

process, store, and deliver most of thenation’s food products.

• When you shop at Costco, chances areyou will find Teamster men and womenworking hard to make sure you havewhat you need, when you need it?

• Teamsters work as flight attendants,pilots and mechanics for leading airlinesand air freight companies?

• Teamsters operate computers, surf the Netand work in white collar or technical fields?

• Teamsters care for patients in hospitalsand nursing homes?

• Teamsters assist customers at car rentalagencies like Hertz and Avis?

• Teamsters work at leading hotelseverywhere?

• Teamsters work in schools throughoutthe United States and Canada?

• Teamsters work as technical employeesin both the public and private sectors?

• Teamsters protect families as lawenforcement officers?

• Teamsters repair highway bridges andcollect tolls throughout the New YorkState Thruway and PennsylvaniaTurnpike?

• Teamsters mine salt under Lake Erieand work as public defenders in thestate of Minnesota?

• Teamsters transport automobiles,trucks, and other vehicles?

• Teamsters work as railroad engineers?

• Teamsters make the paper and oftenprint our newspapers?

The Teamsters Union Today

Appendix

• Accountants • Airline Pilots • Airline Customer Service Agents • Airport

Operations Coordinators • Animal Control Officers • Assistant District Attorneys •

Assistant Publications Editors • Attendant Office Managers • Bookkeepers •

Bookmobile Drivers • Brewery Workers • Bus Drivers • Carpenters • Cashiers •

Cement Masons • Chemists • City Drivers • Clerks • Computer Operators • Cooks

• Correctional Officers • Court Reporters • Crew Schedulers • Custodians •

Dental Technicians • Deputy Sheriffs • Detectives • Dietary Aides • Disney World

Characters • Dispatchers • Dock Workers • Doctors • Driver/Sales Workers •

Electricians • Electronic Technicians • Emergency Medical Technicians •

Emergency Road Assistance Workers • Engineering Technicians • Engineers •

File Clerks • Fire Fighters • Flight Attendants • Flight Engineers • Food Processors

• Forestry Employees • Forklift Operators • Gardeners • Group Leaders • Health

Inspectors • High Pressure Engineers • Hotel Employees • Housekeepers •

Housing Improvement • Investigators • Inspectors • Insurance Claims Adjusters

• Lab Technicians • Legal Secretaries • Lead Revenue Auditors • Library

Assistants • Licensed Practical Nurses • Lithographers • Maintenance

Employees • Marine Safety Officers • Material Analysts • Mechanics • Medical

Technologists • Microfilm Specialists • Nurses • Operating Engineers • Over-the-

Road Truck Drivers • Painters • Parcel Delivery Employees • Parking Attendants

• PBX Operators • Pharmacists • Platemakers • Plumbers • Police Officers •

Press Operators • Printers • Programmers • Production Workers • Public Health

Educators • Public Works Maintenance Workers • Radio Operators • Railroad

Mechanics • Railroad Engineers • Recycling Employees • Refrigeration

Engineers • Registered Nurses • Reservationists • Resident Physicians •

Salespersons • Sanitation Workers • School Administrators • School Crossing

Guards • School Principals • Secretaries • Security Guards • Shipping &

Receiving Clerks • Shuttle Bus Operators • Social Workers •

Statisticians/Teletype Operators • Toll Collectors • Tool & Die Makers • Tugboat

Captains & Crew • Traffic Investigators • Truck Drivers • Undersheriffs •

Warehouse Workers • Weights & Measures Inspectors • X-Ray Technicians •

Youth Counselors • Zookeepers

Team

ster Occupations

www.teamster.org

73

The International Brotherhood ofTeamsters, with 1.4 million members, isone of the largest labor unions in theworld. It is also the most diverse. Oneout of every ten union members is aTeamster. The Teamsters is, by far, thelargest, most powerful union in theworld and a leading voice on workingfamily issues and fair trade.

MembershipThere are 1.4 million Teamster membersthroughout the United States and Canada.Teamsters live and work in all communi-ties. Even in remote areas like Nova Scotia,Alaska, Hawaii, Puerto Rico and Guam,

you will find hardworking Teamster menand women making a difference in theircommunities.

Local UnionsWhat is a “local union?” A local union isvery similar to a chapter or lodge in a com-munity or civic organization. When aworker joins the Teamsters Union, he or sheusually joins one of the many locals withinthe organization. Each local is chartered asan affiliate of the International Union,numbered and usually defined by a particu-lar craft or industry. Or, it may be a generallocal that organizes and represents anynumber of industries or crafts.

Teamster Structure – U.S. & Canada

Structure

1.4 Million Members

Tens of Thousands of Teamster Stewards

More than 10,000 Officers, Business Agents, Organizers, Union Staff Members

374 Local Unions

34 Joint Councils

4 Regions and Teamsters Canada

16 Trade Divisions, 4 Trade Conferences and 4 State Conferences

International Union Headquarters in Washington, D.C.

There are more than 450 Teamster localunions across North America. That means,there is a Teamster local located in everycommunity – which is great for workerswho want to organize and join us. In a local, Teamster members elect

their own local officers, devise their ownstructure, and vote on their own bylaws.They attend membership meetings andweigh in on local matters.Since the local union is a chartered affil-

iate of the International Union, the local’sbylaws (or governing rules) must conformwith the International Constitution, a doc-ument that sets forth the goals, objectives,principles, policies, procedures and regula-tions for the entire union.While enjoying relative independence

and autonomy to represent their members,Teamster locals benefit from the expertiseand assistance of the International Union,its Departments, trade divisions and otherservices. Ultimately, the members get thebenefit of onsite representation combined

with the leverage that can only be derivedthrough an International organization likethe Teamsters Union.

Joint CouncilsJoint Councils help coordinate Teamsteractivities in a given geographic area. JointCouncil governing boards—called“Executive Boards”—are comprised ofTeamster leaders from the region. JointCouncils bring locals together to addressissues of common interest, to coordinatebargaining and organizing efforts, and todecide things like jurisdiction. JointCouncils allow locals to pool theirresources on a regional basis to have moreclout in their communities.

Trade Divisions and ConferencesTrade divisions and conferences aidTeamster leaders throughout the countrywho share common interests and problemsin specific industries, such as Freight, Dairy

Appendix

74

www.teamster.org

75

or Small Package. Teamster Trade Divisionsand Conferences provide an informationalclearinghouse for locals that negotiate inthe same industry or bargain with the sameemployer. Local representatives discusscommon problems and concerns at regulartrade division and conference meetings.

International Brotherhood ofTeamsters HeadquartersThe union’s International headquarters is in Washington, D.C. Long ago, theTeamsters Union moved its headquartersfrom Indianapolis to the nation’s capitalwhen our leaders saw how important itwas to have a voice and presence onCapitol Hill. The International Union provides a

variety of programs and services forTeamster locals and their members:• Coordinated bargaining across industrylines and other trade division assistance;

• Training programs for Teamster officers, business agents, stewards and members;

• Advice and assistance from experi-enced organizers, negotiators,researchers, attorneys, safety and healthprofessionals, auditors, and communi-cations specialists.

• Publications, contract updates andother informational services.

Teamsters General Executive BoardThe union’s General President andGeneral Secretary-Treasurer serve as the

executive officers of the union. TheGeneral Executive Board consists of 22Vice Presidents geographically located orat-large. Three trustees serve as watchdogsover the International’s finances. Between Conventions, the General

Executive Board, guided by the TeamsterConstitution, is the governing body for theunion. The General Executive Board meetson a quarterly basis.

International Convention,General Election of OfficersConvention delegates, whom are electedlocally, meet once every five years toamend the Constitution and adopt meas-ures lending direction to the union.Nominations for top office are made at theInternational Convention. Elections of officers for International

union office are typically held once everyfive years. Every Teamster member gets aballot and may cast his or her vote for can-didates running for top union office.

Get Out the VoteThe Teamsters Union is the most demo-cratic union in the world. To demonstratethe power and importance of membershipparticipation, stewards need to remind allmembers that they have the right to voteand should vote for candidates running forlocal union and national union office.

Appendix

Mission & Purpose The Teamsters Human Rights Commission(HRC) builds upon the diversity within theunion’s ranks. Further, we recognize theneed to educate, and to learn that differentphysical and cultural qualities such as “race,age, color, religion, sex, sexual orientation,disabilities, or national origin” make indi-viduals unique and deserving of respect.The Commission will actively work to

involve all members, crossing the barriersof division; increasing opportunities forparticipation; fighting the discriminationthat weakens, and uniting our great union.The Commission will build a network ofcommunication, creating a powerful voiceto advocate dignity and justice on the job,in the community, member-to-member,neighbor-to-neighbor, throughout ournations and around the world. TheCommission will use its energies to makeour union more powerful, preserving itsfoundation for future generations ofTeamsters.

The Commission was established to: Assist local unions in promoting diversity,

• Eliminate all forms of discriminationthat divides us on the job, in societyand in our union,

• Sponsor conferences that bring togeth-er groups to help celebrate their con-tributions to the fabric of our union,

• Encourage Teamster participation in

national events like Martin LutherKing Day celebrations,

• Develop educational materials on top-ics such as sexual harassment, ADAand other forms of discrimination,

• Bring all members together.

HRC Commission ProjectsThe Teamsters Human RightsCommission oversees many initiatives thathelp build the union now and in thefuture. These efforts include administeringthe following projects:

• James R. Hoffa Scholarship Fund

• Teamsters Disaster Relief Fund

• Networking with Teamster Caucuses

• Workshops on Human Rights Issues

Do you want to learn more aboutTeamster scholarships? Ways you can con-tribute to disaster relief efforts? Want tofind out how to join the TeamstersNational Black Caucus, Hispanic Caucus,Women’s Caucus or Gay/Lesbian/Bi-Sexual/Transgender Alliance? Or, maybeyou want to meet your State or LocalHuman Rights Coordinator. Your local cancall for workshops on issues likeImmigration, Issues of Diversity,Community Service Programs, YouthOutreach or Combating WorkplaceViolence. Contact:

Human Rights CommissionInternational Brotherhood of Teamsters25 Louisiana Avenue, N.W.

76

Human Rights Commission

www.teamster.org

77

Sample Forms

Investigation Fact Sheet

Department _________________________________ Date ________________Shift ________________ Steward ____________________________________Name of employee (s)________________________________________________Classification _______________________ Seniority Date __________________Name of supervisor _________________________________________________

WHAT HAPPENED:Employee(s) Account: When_________________________________________ Where_____________________________________________________________________________________________________________________________Date of interview with employee(s) ____________________

Supervisor Account: When __________________________________________ Where_____________________________________________________________________________________________________________________________Alleged contract/ rule violation ________________________________________Date of interview with supervisor ____________________

WITNESS NAMES WHAT THEY WITNESSED____________________ _______________________________________________________________ _______________________________________________________________ ___________________________________________

DOCUMENTS NEEDED: (Check “yes” when received and attach to the fact sheet)

� Attendance record � Work Record � Medical Record � Other

*Use Back of This Form for Additional Information*

Appendix

78

Sample Grievance Form page 1

SHOP/DEPT: ___________________________ DATE: ____________________Grievant(s): ________________________ Supervisor: ____________________

________________________ Type: � Discipline________________________ � Language(Include dept., job classification shift, hours, tel. #s)

State the Grievance (describe the problem):__________________________________________________________________________________________________________________________________

Information Requested: __________________________________________________________________________________________________________________________________

Remedy Sought: __________________________________________________________________________________________________________________________________

(If applicable, INCLUDE restoration of full seniority, back pay, benefits & otherwise be made whole.)

Violation of (contract, law, past practice, management rules, fair treatment) BE SPECIFIC:__________________________________________________________________________________________________________________________________

(Include ALL OTHER ARTICLES THAT APPLY.)

Witnesses: ____________________ reach at: ________________ � Y � N____________________ reach at: ________________ � Y � N____________________ reach at: ________________ � Y � N

www.teamster.org

79

Sample Grievance Form page 2

INFORMAL MEETING, held on: _________________________ (Date, time)

In Attendance: Company: _______________________________ Union: ___________________Company: _______________________________ Union: ___________________

Resolution: � Yes � NoIf yes, describe.__________________________________________________________________________________________________________________________________

STEP ONE - Resolution:__________________________________________________________________________________________________________________________________

______________________________ ___________________________Steward’s Signature Supervisor’s Signature

STEP TWO - Resolution:__________________________________________________________________________________________________________________________________


STEP THREE - Resolution:__________________________________________________________________________________________________________________________________


Appendix

International Brotherhood of Teamsterswww.teamster.org

Teamsters Canadawww.teamsters-canada.org

Change to Winwww.changetowin.org

National Labor Collegewww.nlc.edu

U.S. Department of Laborwww.dol.gov

Federal Mediation and Conciliation Service (FMCS)www.fmcs.gov

Federal Labor Relations Authority (FLRA)www.flra.gov

National Labor Relations Board (NLRB)www.nlrb.gov

National Mediation Board (NMB)www.nmb.gov

Coalition of Labor Union Womenwww.cluw.org

U.S. Department of Transportationwww.dot.gov

Americans with Disabilities Act (ADA)Equal Employment Opportunity Commission (EEOC)www.eeoc.gov/facts/fs-ada.html

Family and Medical Leave Act (FMLA)www.dol.gov/elaws/fmla.htm

80

Useful Internet Links

www.teamster.org

81

Nothing substitutes for knowledge of yourcontract, your local or your industry. Tobecome more effective as a steward, youwill want to work as a team and shareinformation with your fellow members,stewards, business agent and other officers.Certainly, there are many resources

available to you if you want to learn moreand make a greater contribution to theunion. For general advice and principles,here are some basic written resources forthe Teamster steward.

United StatesThe Teamsters Union Stewards Manual.Available from the International’sDepartment of Training & Development.Single or bulk copies can be obtained bycalling (202) 624-8117. A must-read fornew and longstanding stewards. Providesuseful examples, checklists and other valu-able information. Includes review ques-tions at the end of each chapter for train-ing purposes.The Teamsters Union Membership

Manual. Available from the International’sDepartment of Training & Development.Single or bulk copies can be obtained bycalling (202) 624-8117. A great resourcefor new and longstanding Teamsters. Amust-read on Teamster history, structureand purpose of the union. Useful for newmember orientation sessions.

The Union Steward’s Complete Guide,edited by David Prosten, UCS, Inc., 1633Connecticut Avenue, N.W., Suite 300,Washington, D.C. 20009. Telephone: 1-800-321-2545. An exhaustive compendi-um of advice, writings for the union stew-ard. The Legal Rights of Union Stewards,

by Robert M. Schwartz (Cambridge, MA:Work Rights Press, 199 pages). $9.95 forsingle copies plus shipping and handling.Bulk copies available at a discount fromWork Rights Press, Box 391887,Cambridge, MA 02139. Telephone: 1-800-576-4552. A great companion to theTeamster Stewards Manual. Easy to read, Q & A format.The Grievance Guide, by the editorial

staff of the Bureau of National Affairs.Available from BNA Books, 1231 25thStreet N.W., Washington, DC 20037. Call1-800-372-1033 for prices on single andbulk orders. First published in 1959, a use-ful reference. Organized by issue, providesinformation on how arbitrators rule onkey grievance issues.Words and Phrases: A Dictionary of

Collective Agreement Language, Sack,Goldblatt Mitchell for Lancaster House(see above for ordering information.) 253pps. Includes arbitrator’s ruling on specificcontract language. Useful guide forCanadian trade unionists.

For More Information

Notes:

82

www.teamster.org

83

Notes

84

International Brotherhood of Teamsters

Training & Development Department

25 Louisiana Avenue, NWWashington, DC 20001202-624-8117

www.teamster.org/traininganddevelopment.com

Teamster Stewards...Getting Started Get Organized It is important for Teamster stewards to develop a good system for organizing all the information and materials that will begin to

Documents