Since 1987, Tom has been a consultant, trainer and facilitator on a wide range of labour relations and organizational development topics. These include collective bargaining and bargaining, complaint handling and conciliation, joint problem solving through union management, dispute resolution, change management and supervision. Over the past decade, Tom`s board has focused on improving labour relations and adopting more constructive approaches in the workplace and in labour-industrial relations. Tom`s clients include a wide range of private sector industries and key components of the public sector. The collective bargaining process and the resulting collective agreement are explained in more detail in this course. The different types of provisions relating to management and workers in the workplace are explained, followed by explanations of the ten main specific articles in collective agreements. The collective bargaining process is discussed according to different overall approaches, as well as the structure and timing of the process. The internal dynamics during the successive phases of the process are described. The role and legislation of work stoppages, pickets and various dispute resolution procedures are being reviewed. The speaker discusses claims and arbitration procedures to resolve contractual disputes and closes the course by discussing processes to promote cooperation between the union and management and resolve issues.
Promoting collective bargaining at all levels is the key to a productive, fair and stable working relationship. While a more effective legal framework and other measures are needed to promote collective bargaining, the effectiveness of collective bargaining is often hampered by the poor bargaining capacity of the negotiating parties. They may adopt a negotiating style that does not allow them to achieve satisfactory results. In most cases, the parties` ability to negotiate is conflicting and undermines the trust that underlyes strong labour relations. The Freedom of Association and Protection of the Right to Organise Convention, 1948 (No. 87) and the Right to Association and Collective Bargaining Convention, 1949 (No. 98) lay the foundations for a democratic and stable employment relationship. The importance of promoting collective bargaining is enshrined in the 1981 Collective Bargaining Agreement (No.
154) and its Recommendation (No. 163). The skills, knowledge and competencies of those representing employers` and workers` organizations are essential to avoid labour disputes and to achieve results and agreements that are in the interests of all parties. Effective negotiating skills are not just “common sense.” They are acquired through a combination of training and experience. The course imparts knowledge and exercise first-hand in negotiation skills and techniques. It aims to develop the capacities of the participants, improve their negotiating capacity and thus achieve satisfactory results for their organizations. The focus is on how to move from a traditional style of adversarial negotiation to one that allows for mutual gains and strengthened relationships between the parties. At the end of the course, participants will be able to actively use the theory of negotiation; decide when interest-based negotiations should be applied, as opposed to position-based negotiations; use newly acquired trading techniques; and show improved negotiating capacities that lead to reciprocal profits. Tom Knight received his master`s and doctoral degrees from Cornell University`s School of Industrial & Labor Relations with a core subject in collective bargaining, labor history and labor law and secondary subjects in organizational and legal behavior. . . .