INTRODUCTION SPARQ... · 2019-06-26 · 2 INTRODUCTION COE Construction Members IBEW October 2016...

COE Construction ● Members ● IBEW ● October 2016 1 ● INTRODUCTION

INTRODUCTION

NTT: Introduce yourself and thank participants for attending this training. Let

them know that for the next 90 mins we will focus on those values that we have as

IBEW members and as employees.

NTT: Ask participants to introduce themselves by sharing their name, number of

years with the IBEW and/or the company, and what their goal is when they show

up at the jobsite. You should chart key words/phrases from their goals at the

jobsite. (If there are more than 20 participants in the room, you may want to put

participants in pairs and have them introduce themselves to their partner instead

of the whole group and call on a few volunteers to report out).

15‐20 MINUTES

COE Construction ● Members ● IBEW ● October 2016 2 ● INTRODUCTION

IYOW: Some of the goals that you shared are common goals of IBEW for every member

that shows up at the jobsite. Goals such as being safe, being on time, and having the right

tools/equipment to do your work. Those goals are some of the foundational principles of

the Code of Excellence (COE).

COE Construction ● Members ● IBEW ● October 2016 3 ● PURPOSE

COE PURPOSE

IYOW: When you leave today, it is our hope that you will not only be inspired by the COE

professionally, but that by the end of this session, you will be able to:

Identify the purpose of IBEW’s Code of Excellence program

Recall three or more components of the Code of Excellence program

Discuss the benefits of the Code of Excellence program

IYOW: So that we have a shared understanding of some of the terminology that may

come up, we need to quickly define a couple of words; market share and market recovery.

Market share, for the purposes of this training, is simply the percentage or portion of the

industry’s market that is controlled by the union.

30 MINUTES


COE PURPOSE

IYOW: Market recovery, again, for the purpose of this training, is simply about defining

ways to capture more of the market. As it relates to the COE, it is our goal to have 100%

of the market if we don’t have it already.

IYOW: Thinking about those things that are within our control, and working with a

partner, discuss the following questions:

ACTIVITY: Issue, Solution, Difference (5‐7 minutes) – Discuss the following questions:

Is there an issue with market share in our local? Provide examples.

What is our part with respect to the solution for this issue?

How can individuals make a difference?


COE PURPOSE

NTT: After the allotted time, bring participants back together and call on a couple

of people to share their responses with the whole group.

IYOW: Market share is the single most important item that will dictate what future wages

and benefit packages will look like. What if we had 95% market share? How does that

influence negotiations? What if we have 5% market share? How does that impact

negotiations?

NTT: Highlight the difference between being in a position to influence negotiations

and being at a disadvantage in negotiations.

IYOW: Many of us learned the trade from other Union Electricians and have heard story

after story of how IBEW members used to perform all of the work. It is estimated that

during the late 1950’s and early 1960’s, 85% of all electrical work was done under a

collective bargaining contract. Based on the latest data available from the Department

of Labor and National Electrical Benefit Fund (NEBF) we know that we now control 31%

of the work nationwide. How did this decline happen in such a short time? We need to

understand what happened in our past so that we can improve our union’s future.


COE PURPOSE

IYOW: Most of us understand that if we control the manpower, we can control the work.

The organizing that occurred during the 30’s, 40’s and 50’s proved that point. But

something happened within the IBEW culture that caused a fundamental shift in IBEW

members thinking.

In local union after local union, most members believed that as long as they restricted the

number of members joining the union, they could protect the available jobs.

Unfortunately, local unions went too far in restricting the number of apprentices allowed

into the trade. By the early 1970’s there was a nationwide ratio of 14 Journeymen to 1

Apprentice. As the demand for electricity grew and as the economy grew, local unions

were not prepared to meet the demand for more workers.

Local unions began allowing the ‘White Ticket’ workers to work on jobsites. These

workers were trained by our members but were denied membership and were always the

last hired and the first laid off from ‘our’ jobs. The practice was nationwide and ignored

as long as the economy was improving. The flaw in our thinking showed up during the oil

recession (early 1970’s) when, for the first time, many of our members were left without

work.


COE PURPOSE

IYOW: We also experienced a backlash from the customers that had grown tired of some

members’ actions on their jobsites. If one member of any union put up a picket sign,

everyone left the jobsite. Sometimes, outrageous demands were put on our employers

and even the customer in the name of Brotherhood and better working conditions. As a

result, employers and customers responded by exploring ways to staff their jobs without

union workers.

Organizations such as the Business Roundtable spent a lot of effort to change their

subcontracting style just so they could hire non‐union contractors. Sometimes backing

non‐union contractors financially until they could grow large enough to meet the Business

Roundtable’s needs. As a union, we did ourselves a disservice and to this day, some 30

years later, in many plants across the country, IBEW members have been denied work

opportunities.

ASK: What significant labor related event happened in the 1980’s?

NTT: Solicit responses. The answer you’re looking for is the PATCO strike and the

firing of the air traffic control workers.


COE PURPOSE

IYOW: After the firing of the Professional Air Traffic Control Organization (PATCO)

members that were on strike by President Reagan, the balance of power began to shift

from unions to employers.

IYOW: In just 5 short years, from 1975 to 1980, the IBEW lost almost half of its market

share to non‐union workers. Those same non‐union workers who had depended upon

the IBEW for their livelihood now were able to depend on the customers for work

opportunities.

NTT: Consult with your Business Manager before showing your local’s market

share numbers here.


COE PURPOSE

IYOW: Since IBEW and NECA, the National Electrical Contractors Association, agreed on

a manner of handling the stats, the National Labor Management Cooperation Committee

(NLCC) started a database to capture this type of information.

As you can see from the graph, there is a lot of opportunity here for IBEW. Part of realizing

that opportunity means recognizing the uniqueness of our industry.

ASK: What are some of those characteristics that are unique to our industry?

NTT: Solicit responses. Key characteristics include the following:

Jobs start and end: we are accustomed to the fact that a construction job

does not last forever.

The geography changes: we are a mobile industry instead of a permanent

fixture.

Construction is the only industry that allows for union members to be

management and remain in the bargaining unit.


COE PURPOSE

IYOW: Most importantly, we often have “Face to Face” contact with the customer.

Therefore, our conduct can have a direct impact if we are used again.

NTT: Read the quote from Obi‐Wan on the slide.

IYOW: Due to our direct contact with the customer, we must be honest with

ourselves about how they view us and how that view impacts our membership and

our reputation.


COE PURPOSE

NTT: Place participants in groups of 4 or 5 (or appropriate grouping based on the

audience size) by asking them to count off 1, 2, 3, 4, and/or 5. Each group of 4 or

5 will be one group.

ACTIVITY: They Hold These Truths (5 minutes to brainstorm, 10 minutes to

report out) ‐ In your group, from the point of view of the customer, brainstorm a

list of both positive and negative “truths” about IBEW. Record your list on a

flipchart, with one side being positive and the other side being negative. Identify

someone to be the spokesperson for your group.

NTT: After the allotted time, ask groups to share what they have on their

negative list (let them know that we will come back to the positive list).


COE PURPOSE

NTT: After everyone has shared, display the slide the “Truths” of the IBEW/NECA

Team and highlight those that weren’t shared by the participants.

IYOW: Words such as “lack of productivity”, using cell phones when prohibited, “standing

around talking”, only reinforces the negative image that some customers have us. It

doesn’t lead them to a different truth.

ASK: Based on the words on your “positive” list, what would we like for our customers’

“truths” to be?

NTT: Call on folks to share their “positive” list.


COE PURPOSE

NTT: Display the “Truths” of the IBEW/NECA Team from the viewpoint of IBEW

and highlight those that the participants didn’t come up with.

NTT: Read the quote.

IYOW: If we can agree that the positive image that we give to customers will go a long

way toward creating continuing jobs opportunities, then we should strive to have more

customers talk about us in this manner – “extremely safe, customer‐oriented, very

approachable, high attention to detail”.


COE PURPOSE

IYOW: In an effort to change the customers’ negative point of view about IBEW, it was

necessary to do a self‐assessment of our union and develop partnerships in a way that we

hadn’t before.

What we found was that we had members, who were dissatisfied with the unprofessional

work ethic of other members; which created an internal problem. We also found the

same was true with some contractors; which created an external problem. Therefore, it

was up to us (IBEW) to address the concerns that had been raised and that solution

became known as the Code of Excellence. The construction industry, is rather unique, in

that it is currently the only industry that has contractual language regarding the Code of

Excellence.


COE PURPOSE

NTT: Distribute the Contract Language Handout.

IYOW: The following language is the language to be included in the Collective Bargaining

agreement, verbatim, regarding the Code of Excellence. The customer, along with the

local union, can customize their specific COE program but that language is a separate

document and not part of the Collective Bargaining Agreement.

Let’s watch a video clip of our IP, Lonnie Stephenson, tell us more about IBEW’s Code of

Excellence program. As we do that, there are a couple of questions that I want you to

focus on.

NTT: Write the questions on the flipchart as well so that they can be displayed

during the video.


COE PURPOSE

NTT: Give participants about 1‐2 mins to personally reflect upon the video and

answer the questions. After the allotted time, solicit responses from the group.

NTT:

Answer: workers, owners, investors/stockholders, public officials, and

citizens

Answer: members and contractors

Answer: Arrive to work on time and ready to work, obey employer and

customer work rules, give 8 for 8, keep breaks to allotted time, zero

tolerance for alcohol and substance abuse, and the contractor will man

the job correctly (having the right materials at the right place, and at

the right time).

Answer: quantity

COE Construction ● Members ● IBEW ● October 2016 17 ● VALUES

COE VALUES

IYOW: Craftsmanship and professionalism are the foundation of the IBEW. As proud

members of our union, each of us‐without exception – comes to the job with a personal

commitment to.

IYOW: As part of the COE program, we refer to these values as SPARQ. Safety,

Professionalism, Accountability, Relationships, and Quality.

5‐ 10 MINUTES


COE VALUES

IYOW: The COE is the tool that helps us provide a new truth both internally and

externally. When we are operating at our best, not only can we use our success to

promote the union, but we can position contractors to use our success to promote us.

IYOW: The company’s success leads to our success.


COE VALUES

IYOW: Competition In the eyes of the typical contractor, being competitive is usually

about controlling the high costs of wages, benefits and other compensation, by

utilizing non‐union competition, contractors are able to have advantages such as:

more flexibility

more training on productivity and Company values

lower composite wages and other compensation costs.

Marketing With a COE job, customers can be confident that they will get the

best product from the workforce and the contractor.

IYOW: The COE program demonstrates to owners and users that IBEW and NECA have

taken a serious look at how we conduct our business and have effectively addressed the

obstacles that prevented us from delivering the highest quality product.

COE Construction Members ● IBEW ● October 2016 20 ● RESPONSIBILITIES

COE RESPONSIBILITIES

IYOW: The nature of our industry requires us to have a working partnership with our

employer. Neither party could be successful without the other one. In the past, some of

the things we have partnered on include continuing education, right to work, and

prevailing wages.

20‐30 MINUTES



NTT: Distribute the COE Responsibility Handout.

IYOW: This handout includes some of the highlights from IP Stephenson’s video about

the COE as well as other key points.

ASK: Is there anyone that needs clarification regarding their obligation under the COE?

NTT: Ask participants to refer to the Employer Responsibilities section on the back

of the handout.

IYOW: The COE program has responsibilities for the contractors and supervisors as well.



• Management and Planning: A common shortcoming in the construction industry

is lack of planning. The employer should meet with Union officials in advance of

both bidding and construction on significant projects to explore manpower, skills,

competitiveness, and other pertinent issues. This will ensure that the employer

employs the adequate number of employees to perform efficiently or, conversely,

limit the number of employees to the work at hand. Such planning will also ensure

that there is ample job layout/directions to minimize down time and maximize

employee productivity.

Effective Supervision: Training and possible certification of all persons who may

fill supervisory positions is essential. Contractors/Supervisors must have technical

skill to resolve technical problems and management skills to direct the work force.

They must be willing to adhere to their management responsbilibies as outlined in

the collective bargaining agreement . Effective supervision will require some on

the job coaching and encouragement. While it is understandable that some cases

may warrant discipline, it is the expectation, under the COE, that any discipline will

be fair and conistent. Contractors and supervisors must also be willing to

communicate and cooperate with the Excellence Steward in the spirit of resolving

COE issues quickly and effectively.



Materials and Tools: The biggest cause of the lack of production on a construction

project is down time. This is generally a result of the lack of materials and

inadequate tools when and where they are needed. Availability and timely

delivery of necessary materials, proper number and type of tools and equipment

to ensure job progress, maintenance and upkeep of tools and equipment, and

storage and protection of employer and employee tools and equipment are all

things to consider as part of the employer’s responsibilies under the COE.

Safety: The employer also has an obligation to provide a work place that is

reasonably free of recognized hazards. Good safety practices reduce cost and are

critical in qualifying for certain work. Job safety, health and sanitation needs or

requirements must be adhered to for the benefit of everyone at the job site.

IYOW: In addition, the local union has responsibilities as well. As a matter of fact, we

wouldn’t be presenting this program without the local union’s commitment to these

things (as noted on the slide).



IYOW: The COE Stewards, which we will refer to as Excellence Stewards, are appointed

by the Business Manager. They should be members who have a good reputation at the

workplace and integrity as an individual as they will be responsible for:

Modeling and promoting the COE values, SPARQ

Assisting the Business Manager with implementing the COE program,

and

Communicating COE related opportunities and concerns effectively

with both members and management.

IYOW: Excellence Stewards will receive skills training to assist them in fulfilling their

responsibilities. However, the members who are appointed as Excellence Stewards must

have characteristics that will motivate and inspire others to demonstrate SPARQ on a daily

basis.



IYOW: Keeping in mind that the COE program is a partnership, it is paramount that the

workers, contractor, and local union are effectively and constantly communicating in a

way that brings about shared success. This speaks to our values of professionalism.

ASK: How does effective communication affect the workplace? Member to member

relations? Employer‐employee relations? Customer relations?

NTT: Solicit responses and reiterate the importance of effective communications

to our work/livelihood.



IYOW: One of the ways we can improve our communications as workers is by improving

our attitude about the work we do.

IYOW: It is important to visualize the finished product. Our attitude about our work is

about the big picture ‐ being the best of the best in order to secure the next job. When

that is our attitude at the jobsite, then we are living the COE every day.

IYOW: As IP Stephenson noted, the COE is not just a pep talk nor simply designating a

jobsite as COE. It requires a cultural change for some, hard work, commitment, and action

by all.



IYOW: In our work, the customer often sees the electrical worker as the contractor,

making him/her the face of the company. Therefore, we must…

Know our product

Create a positive image

Communicate our marketing message

Understand our customer needs

Sell and service our customers

NTT: Read the above slide.



NTT: Solicit responses.

IYOW: We must remember that the values we bring to the job site are our values and

rooted in the foundational principles of our union.



IYOW: The principles of the COE have been here since the beginning. However, due to a

number of circumstances, loss of construction projects, competition from non‐union

work force, etc., we are having to reaffirm those foundation principles and make sure that

we are holding ourselves accountable to the standards that we set for ourselves.

NTT: Show the clip by clicking on it.

IYOW: At a COE worksite, you can proudly say, “you put this together”.

NTT: Distribute the COE Commitment Handout to complete.

IYOW: Demonstrating SPARQ values daily as well as reinforcing consistent and constant

communications between the union leadership, management (contractors), and you, the

rank and file members, are imperative to the success of this program. As we implement

this program, we will be sharing ways for you to display your IBEW COE pride and

providing you with updates through our COE newsletters and other communication

means. Thank you for your commitment to our SPARQ values.

INTRODUCTION SPARQ... · 2019-06-26 · 2 INTRODUCTION COE Construction Members IBEW October 2016...

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Transcript of INTRODUCTION SPARQ... · 2019-06-26 · 2 INTRODUCTION COE Construction Members IBEW October 2016...