Why It's Needed....

MANAGING THE FEDERAL EMPLOYEE DISCIPLINE AND PERFORMANCE PROCESS

Significant savings can be achieved by training managers on how to manage the discipline and performance process.

In today's climate of whistleblower allegations, grievances, discrimination complaints, reports of alleged fraud, waste and abuse, and accusations of prohibited personnel practices, entire agencies and many individual managers are virtually incapacitated by having to spend enormous amounts of time and money in defending and settling these matters.

Those familiar with this situation are aware that the vast majority of these allegations are unfounded and many are frivolous and malicious.

Any manager who attempts to discipline an employee for misconduct or to hold him/her to the approved performance standards runs the risk of a counterattack directed both against the agency and him/her personally.

These actions take up an inordinate amount of the manager's, agency attorney's, and labor and employee relations specialist's time.

Managers are often unable to manage effectively and agencies are forced to spend diminishing funds on matters unrelated to the agency mission during these protracted proceedings.

Pressure to "settle" is intense and many cases are lost through procedural errors in the early stages of the case, i.e., at the time of information gathering, interviews and decisions on how best to proceed.

Equally pernicious is the trend among managers to ignore the problem employee because of the agony of protracted litigation and the frequently false allegations made by the employee to the Inspector General, Special Counsel, or the Equal Employment Opportunity Commission.

The retention of these problem employees, of course, adversely impacts the mission of an agency and undermines the morale of the vast majority of employees who are hard-working and honest.

LABOR-MANAGEMENT RELATIONS IN THE FEDERAL SECTOR: ORIENTATION TO DAY-TO-DAY DEALINGS WITH UNIONS AND BARGAINING-UNIT EMPLOYEES FOR SUPERVISORS AND MANAGERS

Dealing with the various aspects of union representation and involvement in the management of the agency work force are complex and often confusing processes based on a statutory system of interlocking rights and responsibilities that must be applied between management, the union and employees.

Understanding and applying these respective rights and responsibilities established in the Federal Service Labor Management Relations Statute (5 USC §§7101-7135) are crucial in today's employment environment if supervisors and managers are to avoid problem confrontations and misunderstandings with union representatives and employees.

Supervisors and managers are often confronted with threats of grievances and unfair labor practice charges, allegations of established "past practices", and demands to bargain over management decisions and employee "conditions of employment". They must learn to effectively exercise their rights to manage while recognizing and complying with the requirements of the Statute, guidelines of the Federal Labor Relations Authority and the provisions of their agency labor contract.

Whether a seasoned manager, experienced supervisor or relatively new to dealing with federal employees represented by a union, all will benefit from this program by obtaining a clearer perspective on the crucial issues faced in the day to day activities of making management decisions that affect employee working conditions and impact on union representational rights.

By taking advantage of the techniques and strategies presented in case studies and practical examples, participants will be able to decrease incidents of labor misunderstandings in the workplace, avoid meritless disputes and wasteful litigation and be better prepared to deal effectively with union representatives. Managers and supervisors at all levels will gain confidence in dealing with issues that have labor relations implications.

They will be able to immediately incorporate into their personnel skills arsenal an understanding of the basic concepts and framework of both the rights and the responsibilities of federal managers in the area of labor relations.

RESPONDING TO THREATS OF TERRORISM AND VIOLENCE IN THE FEDERAL WORKPLACE

Most federal officials lack the training and experience necessary to effectively recognize and deal with threats and acts of terrorism as well as violence by employees and others in the workplace.

It is clear today that federal agencies have an affirmative duty to take steps to eliminate, or greatly reduce, that potential for violence.

This two-day program, taught by former high-level federal internal security managers, offers appropriate personnel an overview, understanding, and blueprint for dealing with the emerging threat of terrorism and for recognizing other sources of violence in the workplace.

Participants will return to their agencies with the ability to develop and implement procedures that reduce the possibility and severity of incidents of violence as well as to deal with the myriad of issues arising in the aftermath of September 11.

Home- Introduction- Why It's Needed -Course Outlines -Bill Rudman

John Doggett- Robin Wink- References- Contact