MSU Human Resources An Evolution to Collaborative Labor Relations National Center for the Study of Collective Bargaining in Higher Education and the Professions (NCSCBHEP) April 17, 2007, Baruch College Conference Center Presenters: ØScott Sowulewski, Director, MSU Office of Employee Relations ØLeo Sell, President, MSU Administrative Professional Association, MEA/NEA
MSU Human Resources HR Customers 4, 098 faculty & academic staff 3, 919 retirees 5, 986 Full-time & Part-time Support Staff 7, 398 students (with MSU health insurance) 4, 984 external applicants 16, 000 Student Employees 10 Bargain Units (Including Teaching Assistants) 14 colleges 690 departments 4, 888 Temporary Employees
MSU Human Resources IN THE BEGINNING - - w w 1965 Public Employees Relations Act passed Earliest bargaining unit, IATSE Most others recognized in early 1970 s MSU Administrative-Professional later ü Informal, meet & confer early 1970 s ü Organized & recognized early 1980 s ü Affiliated with Michigan & National Ed Association mid-80 s
MSU Human Resources Adversarial to Collegial to Collaborative w Most early relationship based on classical/ traditional models of labor relations
MSU Human Resources A Progression… w Movement toward a collaborative, joint problem solving approach ü Key changes in APA & MSU bargaining approach in 1990 s (Target Specific Bargaining) ü Interest-Based Bargaining ü Helped lead toward new approach to bargaining health care and wages
MSU Human Resources Looking Back. . . 10 Years w In 1996 MSU and organized labor embarked on a unique initiative w MSU Administration and MSU Coalition of Labor Organizations began new era of Labor Management Relations at MSU w Health Care Bargained with a Coalition of Eight Unions
MSU Human Resources Coalition/MSU Collaborative Approach w The parties agree the cost of the health care plan and the funding available for wage increases are interrelated. w Employer and Union Interests are Aligned – Both Are Consumers
MSU Human Resources Coalition/MSU Collaborative Approach (Cont) w Promote health & disease prevention initiatives w Agree on “total compensation” cost measures w Improve cost & budgeting predictability w Align Employee/Union and Employer interests to promote payer & consumer partnership w Consider mutual ideas and options to achieve cost savings–Look for incentives to change “behavior” w Strong Union interest to avoid “cost shifting”
MSU Human Resources Memo of Understanding w Signed in 1996 between MSU and MSU Coalition of Labor Organizations w No coalition members can make health care proposals during independent bargaining w University maintains status quo premium sharing
MSU Human Resources Highlights of Second Agreement w 4 -year agreement (2002 -06) w 3 -tier Rx co-pays; Dual employed spouses w Wage increases tied to health care costs w No other “economic proposals during term of agreement
MSU Human Resources Wage Increases Tied to Health Care Costs
MSU Human Resources Highlights of Third Agreement w 4 -year agreement (2007 -10) w Added 4 th tier to Rx plan for bio-tech drugs w Changed Office, Emergency and Rx co-pays to further incent consumerism w Revised wage scale
MSU Human Resources Measuring Success
MSU Human Resources Coalition Approach to: Labor Management Relations ü Importance of Coalition access to information ü Strive to keep each other informed – “No Surprises” ü Importance of education and sharing of information ü Joint effort to solve problems ü All parties - Be open to the possibilities ü Based on Trust – Trust is Fragile ü Work in progress - Still evolving!!!
MSU Human Resources Labor relations does not have to be what you see on TV, and is not at MSU w Moved from adversarial to relational w From confrontational to collaborative
MSU Human Resources Fundamentals Today w Mutual respect w Recognition of joint interests w A commitment to problem prevention and problem solving at the lowest level possible w Requires a commitment at all levels of the University
MSU Human Resources
MSU Human Resources Lessons Learned w Joint effort in obtaining Administration’s buy in w Importance of Coalition of Labor Organization’s access to information (from University and vendors) w Importance of education w Allow plenty of time w All parties—be open to the possibilities
MSU Human Resources A brief humor break.
MSU Human Resources
MSU Human Resources
MSU Human Resources
MSU Human Resources
MSU Human Resources Coalition Approach: Conclusions ü Collaborative Labor-Management Approaches can Yield Effective Results ü Labor and management both have resources that can be brought to bear (AEPC) ü Continued Collaboration is an Effective Strategy For Joint Labor. Management Issues ü Reduced Public Funding & Soaring Health Care Costs Changing Traditional Labor/Management Relations ü Cooperation Makes Sense – Ingham County Coalition, City of Grand Rapids Coalition, MUCH, AEPC
MSU Human Resources Questions/Discussion
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