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Education Dept ‐ COE Utility – Members/Management – 06/2016 Lesson Plan 1

IBEW® COE Utility – Members/Management

INSTRUCTOR’S GUIDE

for

IBEW COE Utility

Members/Management



Prior to the Training Thoroughly read through the instructor’s guide and make any notes as needed so

that you are comfortable with the content. The following acronyms are used in the lesson plan.

IYOW: In Your Own Words – This is not intended to be a script and you are encouraged to use your own words to relay the message without changing the essence of the content.

NTT: Note to Trainer – These are notes, directions, etc., that you as the trainer should follow.

The times listed are recommendations. You may need to make time adjustments based on the amount of time that you are given to do the training.

Have a conversation with the business manager to find out if there is any information that would be helpful for you to know prior to doing the training.

Verify the number of participants, location, and the amount of time you will have. The audience for this session will include members and management since it will

be done during the company time. Communicate your training needs (i.e. laptop, projection screen/wall space,

external speakers, internet access, etc.) to the Point of Contact. Test all equipment to make sure that it is working. Write the COE goals on a flipchart and post in the room. Input business manager’s contact information on slide # 37. Prepare examples for pg. 15 in case participants have difficulty coming up with

situations.

During the Training

Connect the program to the local. Pay attention to the audience and make modifications as needed.

After the Training

Submit sign in sheet and evaluations via mail to IBEW Education. Department, 900 Seventh Street, NW, Washington, DC 20001 or via email to [email protected].

Email survey link to participants IF an electronic survey is being used. Follow up with your respective officer or director regarding any additional responsibilities after the training.

Training Materials

Laptop (external speakers for video) PowerPoint presentation and lesson plan Handouts

HO#1 - IBEW COE Information (half sheet) HO#2 - IBEW COE Commitment

Sign in sheet(s)



Evaluation form (unless being done electronically) Flipchart paper with self-adhesive backing or whiteboard to chart responses

(optional) COE Utility video link featuring IP Stephenson (2016)

https://vimeo.com/159267249 Session Length

60-75 minutes



SECTION 1

Introduction

(Teaching time 10 minutes)

Welcome participants by introducing yourself and thanking them for attending.

I. Objectives

By the end of this session, participants will:

Read and display PP.

II. Introductions

Give participants an opportunity to introduce themselves by identifying their name, occupation, and one thing that is important to them at the workplace.




NTT: Track participant responses about the one thing that is important to them at the workplace.

Alternative for classes with more than 20 people: Have participants introduce

themselves to someone next to them (name, occupation, and one thing that is important

to them at the worksite). After 2 minutes, ask for a few volunteers to share their one

thing that is important to them at the worksite. Track/chart these responses.

Refer back to the “one thing” and make connections to any key words that are part of the

COE program (i.e. safety, professionalism, etc.)

IYOW: Many of the things that you mentioned as important to you are also important to IBEW. So important, we developed an entire program around it.

Display PP.



SECTION 2

What is the IBEW COE Program?


Display PP.

IYOW: The IBEW Code of Excellence is our union’s values based program that promotes SPARQ (pronounced “spark”), the safest possible workplace, unsurpassed professionalism, shared accountability, positive working relationship, and highest quality of work by all.

IYOW: International President Stephenson, through the following video, has prepared a story about our union and what we need to do to be relevant during industry and economic changes. Let’s watch and listen to what he and others have to say.

NTT: Encourage participants to focus on the values and successes highlighted in the video.

Display PP.

NTT: Click again to play the video - Once the video is done, ask what resonated in the video for the participants. Solicit a couple of responses and use them as an opportunity to reinforce the goals of the program.



NTT: Members may point out that all the classifications weren’t represented in the video. If they do, remind them that the examples they saw in the video were from specific locals with some of the greatest success and/or opportunities with the COE. The values and the successes that were highlighted are not limited to one’s classification but transferable to anyone who is an IBEW member and to any local that is an IBEW local.

Key responses include:

Safety, professionalism, first choice Almost 50% of our membership could be gone due to retirement, we have to adjust to the

changes to remain relevant Help negotiations Lower grievances

Distribute the COE HO’s

Read and Display PPs.



IYOW: The goals of the COE program (enhancing job safety, implementing a culture of professionalism, creating a sense of pride in the work we do, being the employer’s first choice to perform the work in house, and building a stronger and more positive working relationship with the employer) benefit each and every one of us.

Read and Display PP.

NTT: Ask, “If we are successful with this program, and we have been in other places, what are some of the benefits to you as the IBEW member?”

NTT: Solicit a few responses from the group.

Key responses include:

Ability to maintain employment and/or get more work Take care of themselves and their family Better reputation with other employers More respect for the union More confidence in our work performance Pride in our work




IYOW: Knowing the benefits to us, “What can we do to improve the utility’s reputation?”

NTT: Solicit a few responses from the group. Key responses include:

Exercising safety on the job Being professional Having pride in the work we do

NTT: These are the goals of the COE program, so this is intended to show the relationship between the two.

Display PP.

IYOW: We have to keep in mind that we want the customer to want us, and we make ourselves look good by making the employer look good.

The COE gives us a mechanism where we, as the union, are holding ourselves accountable to the language we’ve negotiated in the contract and to the foundational principles of our union.

The COE gives us the opportunity to correct unprofessional behavior within our membership in hopes of keeping management from providing punitive consequences.

We can’t just say we are the best in the industry and allow our work performance and product to be subpar. To be our best, we have to do our best at every opportunity and each and every day. When we know someone is looking and when we know someone is not, our excellence should be evident.



SECTION 3

Implementing a COE Program


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NTT: If management has agreed to partner in the Code of Excellence program, acknowledge that here.

IYOW: Adopting the IBEW COE program means that there is a commitment from the local union’s leadership and the local union’s membership.

Without the commitment of the members to oblige by the values of the COE and a willingness to hold themselves accountable, the program has no chance of being successful.

Once the local committed to the program, a presentation was made to the employer to seek them as a partner in the implementation of the program. It is important to note, however, the employer/manager’s approval is not required to implement the COE because this is our union’s program.

Display PP.

IYOW: Implementation of the program also requires a strong steward system and effective communication amongst all the stakeholders (leadership, membership, employer, and management).



Display PP.

IYOW: Because we are doing this training, it is an indicator that your local has adopted the COE program. So let’s take a look at a few of the responsibilities that will help make this program successful.

Display PP.

IYOW: As a union member of a COE local, your commitment to demonstrating the values of the COE is key to its success. The pride that you have in your work should be evident to yourself and others. Pride, as defined by Merriam Webster, is delight or elation arising from some act, possession, or relationship. NTT: Ask participants, “What about your work gives you a sense of pride?” Solicit responses and track or chart them. IYOW: The result of the pride that you take in being the safest, most skilled, and most professional is what we want others to see every day. Through the COE, we can change the employer/customer’s perception so that they see you as the dedicated professional you are.



Display PP.

IYOW: As noted before, everyone at the worksite has a vested interest in the success of a COE program. Therefore, everyone at the worksite has responsibilities under the COE. One of the responsibilities of the union leadership is to promote and encourage safe workplaces and excellent work habits. This will be done through setting examples and a commitment to make sure that the members are doing their best.

Display PP.

IYOW: The union leadership is also responsible for making sure that the provisions agreed upon in the contract are being upheld by both the employer and the employee; that they are setting a standard of excellence for the work that is being performed; and Provide resources needed to support member’s success to support our fellow brother or sister when they are not meeting the standards of the COE program. The executive board members of the local have the responsibility of working with members who are not being successful under the COE guidelines, after the steward and business representative have exhausted all resources.



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IYOW: Another stakeholder in the local having a COE program is the employer/manager. Since the COE is an IBEW program, it doesn’t require the employer/manager to partner with us in order to implement it. However, we do seek the employer/manager’s involvement as a partner, because as you heard from the companies in the video (FP&L, AL Power, etc.), it is a proven way to enhance labor management relations.

Display PP.

IYOW: The employer/manager is responsible for providing a safe workplace, proper job and safety training, and an adequate supply of equipment, materials, and tools. In addition, the employer/manager should ensure efficient manpower usage, proper project planning and layout, select quality supervisors, and hold themselves accountable for their actions or lack thereof. The COE gives the employer/manager a forum to discuss candidly with the union their missteps in hopes of finding a solution.

Display PP.



NTT: Ask participants to share a situation where the employer/manager neglected to properly plan and the impact that it had on you as an employee. How do you think this could have been handled differently under the COE program? NTT: Solicit 1-2 responses. If people are having difficulty coming up with a situation, use generic examples, i.e. employees getting out to a job in the morning and not having the tools or proper equipment needed. Under the COE, the supervisor would have been encouraged to go out the night before to ensure that the tools/equipment needed would be available the next morning when folks showed up on the job.

Display PP.

IYOW: Under the COE, the employer/manager takes the extra step to foster a positive working relationship with both the business manager and steward. This extra step speaks to the partnership needed to realize the goals of the COE program for everyone that has a vested interest in its success. Again, think back to the video. The relationship at Florida Power and Light was not a good one. Yet, through the COE, the union, the employer, and management worked together and as a result, had the best safety record in the company’s history, improved customer service, improved employee morale, and significantly reduced grievances. Will there be differences between the union and management? Of course, but the COE provides a way to resolve those differences in a way that shows respect for everyone.

Display PP.



IYOW: Working in partnership with the members and the employer to resolve COE related concerns are the stewards. Stewards have been carefully selected by the business manager and have received (or will receive) training on things such as conflict resolution and effective communications skills. The stewards are committed to the local union’s reputation by setting a high standard of safety and professionalism themselves.

Display PP.

IYOW: Stewards must be able to work with members and management to achieve the COE goals (remind participants of what those goals are), actively communicate and promote the goals of the COE program, and be willing to address and seek to resolve COE violations. To that end, stewards will communicate regularly with management concerning project progress and concerns, and the employer/manager will work with the steward to address issues in the workplace immediately and effectively. We know that pointing fingers and shifting blame is not a way to seek resolution. Therefore, a commitment to the COE program is a commitment for the parties involved not to utilize such strategies so that issues can be resolved.



SECTION 4

Hey Brother/Sister


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IYOW: As we said before, everyone is involved in the success of the COE, not just the union leadership and not just the steward. We have to care enough about our brother/sister that we are working beside to give them a heads up when something is “less than” expected and point out to them why their “less than” performance hurts each of us.

This is the “Hey Brother/Sister” effect.

Display PP.

NTT: Ask the participants to share a situation where another co-worker exhibited less than professional behavior and how you, as a union brother/sister, could have could encouraged them to change that behavior as a member of a COE local.

Solicit 1-2 responses. This may be a good opportunity to reinforce some of the things that they mentioned earlier (Section 5 – Member Responsibilities, page 12).

If people are having difficulty coming up with something, share a generic scenario based on someone returning back from lunch/break consistently late, not properly dressed, etc.



Display PP.

IYOW: Remember, we must share our corrective feedback in a way that doesn’t antagonize or demonize but really speaks to our union and work professionalism. We can’t expect our brother/sister to do something that we ourselves are not willing to do.



SECTION 5

Summary


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IYOW: To recap, the Code of Excellence is a values based IBEW local union program with goals that include enhancing on the job safety, fostering a culture of professionalism, and positioning ourselves to be the employer’s first choice to perform the work in-house. These goals can be accomplished when we demonstrate our SPARQ values (safety, professionalism, accountability, relationship, and quality).

Display PP.

IYOW: The Code of Excellence does include a component for partnering with the employer/manager and outlines the employer/manager’s responsibilities. However, employer/manager approval is not required for the local to implement this program.



IYOW: Everyone has a role in making the COE successful. The local union’s role is to use the Code of Excellence to promote a standard of safety, professionalism and responsibility in each member’s work life every day.

Display PP.

IYOW: The member’s role is to preserve and promote the ideals of the IBEW through use of best skills and practices to perform quality work in a safe and professional manner.

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IYOW: You can pick up a copy of the local’s implementation plan from your steward.

NTT: Read the next sentence if the employer has decided to partner with the local. If they decided not to, then skip it.

IYOW: The employer/manager’s role is to work with the business manager and steward to help you be successful.



SECTION 6

The IBEW Advantage


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IYOW: The benefits to you as IBEW members via the COE program gives us the IBEW Advantage. That advantage means:

a professional and positive image of the IBEW by employers and customers responsiveness to employer and customer needs will distinguish our work high production standards when employers know what we expect in order to do our jobs

effectively Display PP.

members know what is expected of them by both IBEW and the employer a more positive and productive relationship with the employer and a special COE membership card that shows your professional commitment



SECTION 7

Questions


Display PP.

IYOW: IBEW members are dedicated to being the safest, most professional and delivering the highest quality of work. Under the COE, the local is committed to upholding their responsibilities under the collective bargaining agreement, setting the standard for safety, professionalism, and workmanship, and addressing and correcting issues before they become concerns.

Display PP.

IYOW: Thank you all for your engagement, your commitment to your profession, your commitment to the union, and your commitment to excellence.

NTT: Ask if there are any questions about the COE program. Answer any questions that you can, deferring those to the business manager or local officers as needed.

IYOW: Please make sure sign-in sheets are legible, and that you have completed all the information on the form so you can receive your COE card. Once processed, COE cards will arrive at your home address’ in a few weeks provided that the local union and the international office has a valid and current address on file, and the member’s dues are current. So please make a note to follow up with the local to verify your information.



Display PP.

IYOW: Remember, when you do the job right, our employer notices, when you’re the safest and most professional, the customer notices, and when you do both, everyone notices. Let’s do the work the COE way so that we can create our own change.

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