Assignment task: Address the questions raised here and provide your perspective and examples of HR leadership:
Problem 1: When negotiating collective agreements, a focus on principled negotiations (win-win, mutual bargaining) takes place only when you have a shared interest with the other side. What key principles do you recommend to successfully negotiate a collective agreement? How can you implement effective collective bargaining strategies that are true to your own style and your organization's best interests?
Problem 2: Interpreting a collective agreement means determining the meaning of its language within the context of past practice, bargaining history and the labour relations context in Canada. Why do we ask about bargaining history and past practice? What does it take to make a past practice?
Problem 3: The purpose of the grievance process is to address issues while maintaining the productivity/livelihood of an organization - "Work now, grieve later". Why is the grievance process important and what happens when a supervisor/manager plays lip service to the grievance process? Why do we use words like "without precedent" or "prejudice" when resolving grievances?
Problem 4: Why is respect one of the most important dimensions when resolving a grievance? What steps do you recommend taking when receiving a grievance from an employee? What are best practices on complaint handling to avoid receiving a grievance in the first place?