Enhancing Worker Productivity and Satisfaction Program Overview
This training program aims to improve worker attitudes and productivity on the job site, enhance customer satisfaction, and address competitiveness issues without reducing wages. The program objectives emphasize coping with everyday problems, ensuring customer satisfaction, and creating more work opportunities. Industry data on union electrical contractors and workforce trends are also highlighted.
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Welcome 7thDistrict Code of Excellence Training Program
Give Your: Name Classification Brief Background
Training Program Objectives To improve our workers attitudes and productivity on the jobsite, thereby making us more productive and creating more work opportunities for our workers.
Training Program Objectives To help our workers cope with the everyday problems that develop on our jobs in a manner that is acceptable to our customers and employers.
Training Program Objectives To remind ourselves that we work for customers and our future work is dependent upon their satisfaction.
Training Program Objectives To address issues that reduce competitiveness and affect market share without reducing wages and benefits.
PERCEPTIONS We like using union electrical contractors but we can t afford to pay a 20% premium for a 5 to 15% productivity gain. Manhattan Construction, 2006
COMET for Electrical Workers U.S. Construction Industry Union Employment Share & Union Employment Share & Wage Share Wage Share 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% '30 '40 '50 '60 '70 '80 '90 '00 '04 '06 '08 '10 '12 '14 Union Employment Share Union Wage Share Source: Bureau of Labor Statistics: Leo Troy (Union Sourcebook)
COMET for Electrical Workers U.S. Inside Construction Labor Hours and the IBEW s Percentage of the Total, 1982 through 2013 IBEW Labor Hours Non-IBEW Labor Hours IBEW Percentage 1,200,000,000 50% 45% 1,000,000,000 40% 35% 800,000,000 30% 600,000,000 25% 20% 400,000,000 15% 10% 200,000,000 5% 0 0% '82'83'84'85'86'87'88'89'90'91'92'93'94'95'96'97'98'99'00'01'02'03'04'05'06'07'08'09'10'11'12'13 Source: NEBF; Bureau of Labor Statistics
Seventh District Inside Market Share 1996-2013 25% 20% 14% 15% 20% 10% 5% 0%
Total IBEW A Membership Total IBEW A Membership 1964 to 2012 1964 to 2012 360,000 279,572 340,000 320,000 334,190 300,000 280,000 260,000 1996 Introduction to Strategic Planning 1987 Introduction of Organizing Program 240,000 220,000 200,000 '64'66'68'70'72'74'76'78'80'82'84'86'88'90'92'94'96'98'00'02'04'06'08'10'12 Source: IBEW
Seventh District A Membership 1986 - 2014 30,000 18,621 25,000 20,000 15,000 21,710 10,000 5,000 0
IBEW U.S. Construction "A" Membership Construction " Membership Without Organizing 305,000 285,000 265,000 245,000 225,000 205,000 185,000 165,000 145,000 125,000 105,000 85,000 65,000 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12
7 7th thDistrict New A Members District New A Members New 'A' Members 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 Source: IBEW Per Capita Report
Inside Electrical Construction Approximate Value Put in Place* $105 Billions of 2000Dollars $90 Up 53% $75 Up 36% Oil Embargo 21% drop $60 $45 18% drop $30 '64 '70 '75 '80 '85 '90 '95 '00 '05 '09 * The approximate value was roughly estimated at 10% of total construction volume. Source: U.S. Department of Commerce, Value of New Construction Put in Place.
IBEW U.S. Inside Graduated Apprentices versus U.S. Retirees/Disabled* Inside Graduated Apprentices Retired/Disabled 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 '80 '82 '84 '86 '88 '90 '92 '94 '96 '98 '00 '02 '04 '06 '08 '10 '12 Source: IBEW Per Capita Report The National Joint Apprenticeship and Training Committee *United States Only
7 7th th District Code of Excellence District Code of Excellence The 7th District Code of Excellence is a program designed to provide increased value to electrical construction and maintenance users by enhancing the performance of signatory employers and the efficiency and craftsmanship of IBEW workers.
Objectives Establish & enforce high standards for worker efficiency and conduct on the job.
Objectives Build a new awareness among signatory contractors of the importance of proper management, planning, and supervision necessary to be competitive in the electrical construction marketplace.
7 7th th District Code of Excellence District Code of Excellence Why is it important? Competition Marketing Perceptions by Owners & Customers
Perceptions Our View of the Value of the IBEW-NECA Team Highly skilled workforce Higher quality product More productive workforce Safer workforce/Less insurance costs On time/On budget Drug free Flexible and mobile Contractors & Union are business partners
Perceptions IBEW-NECA Team as Viewed by Many Owners and Customers Too expensive Less productive Haven for poor workers Jurisdictional problems Hassles, strikes, slowdowns Restrictive contracts Loss of control of business Bad previous experience
Customer Comments I made several observations about the lack of productivity of the group of electricians that were being used for lighting and HVAC work. Quite a few of the crew were using picture cell phones that are prohibited. Many folks were just standing around talking, breaks were very long, the workforce worked very slowly.
Customer Comments Some of the things that have caught my attention with this crew is that they are extremely safe, customer oriented, very approachable, have a high attention to detail and respond quickly to hot topics. They have been awesome in handling the heavy work load, ever changing schedule and are quick to respond to punch list items.
7 7th th District Code of Excellence District Code of Excellence Who is Responsible? Contractors Workers Contractors & Workers IBEW Local Union
7 7th th District Code of Excellence District Code of Excellence Contractor Responsibilities Management and Planning Effective Supervision Proper tools and materials Safe work environment
7 7th th District Code of Excellence District Code of Excellence Worker Responsibilities Customer Awareness Compliance with contractor s & customer s work rules Quality & Safety Initiative and Productivity
7 7th th District Code of Excellence District Code of Excellence Local Union Responsibilities Stress importance of the customer Maintain and enforce general rules of conduct Educate membership on workplace ethics Build pride in craftsmanship and quality
7 7th th District Code of Excellence District Code of Excellence Joint Responsibilities Leadership Cooperation Education Mutual Respect
7 7th th District Code of Excellence District Code of Excellence Solutions Solutions Increasing Productivity Establish Standards of Conduct Stress enforcement and accountability Provide membership education Recognize employer responsibility
7 7th th District Code of Excellence District Code of Excellence Solutions Solutions Increasing Productivity Increasing Productivity Recognize employer accountability Provide supervisory education Define joint responsibilities
7 7th th District Code of Excellence District Code of Excellence Solutions Solutions Standards of Conduct Standards of Conduct Define and publish Standards of Conduct Enforcement and accountability Worker education
Prohibited Conduct and Additional Corrective Action Following Termination by Employer for Cause Prohibited Conduct 1st Offense 2nd Offense (within one year) 3rd & Subsequent Offenses Excessive Absenteeism & Tardiness Verbal warning by Business Manager or his designated representative Mandatory appearance before E-Board Mandatory appearance before 7th District Code of Excellence Committee Poor and Unprofessional Attitude and/or Appearance Verbal warning by Business Manager or his designated representative Mandatory class on the 7th District Code of Excellence & Mandatory appearance before E- Board Mandatory appearance before 7th District Code of Excellence Committee Only a Local Union Trial Board can expel a member.
Prohibited Conduct and Additional Corrective Action Following Termination by Employer for Cause Prohibited Conduct 1st Offense 2nd Offense (within one year) Mandatory class on the 7th District Code of Excellence & Mandatory appearance before E- Board Mandatory Skills Assessment & Required Training 3rd & Subsequent Offenses Non-Compliance with Employer/ Customer Work Rules Verbal warning by Business Manager or his designated representative Mandatory appearance before 7th District Code of Excellence Committee Poor Workmanship Mandatory appearance before E-Board Mandatory appearance before 7th District Code of Excellence Committee Poor Productivity Verbal warning by Business Manager or his designated representative Mandatory Skills Assessment & Required Training/ Mandatory appearance before E- Board Mandatory appearance before 7th District Code of Excellence Committee Only a Local Union Trial Board can expel a member.
Prohibited Conduct and Additional Corrective Action Following Termination by Employer for Cause Prohibited Conduct 1st Offense 2nd Offense (within one year) Mandatory class on the 7th District Code of Excellence 3rd & Subsequent Offenses Using Self- Help Instead of the Grievance Procedure Mandatory appearance before E-Board Mandatory appearance before 7th District Code of Excellence Committee Horseplay Verbal warning by Business Manager or his designated representative Written warning by Business Manager Mandatory appearance before E-Board/ Mandatory Training Mandatory appearance before 7th District Code of Excellence Committee Mandatory appearance before 7th District Code of Excellence Committee Harassment of Co-Workers Mandatory Training appropriate for type of harassment & Mandatory appearance before E- Board Only a Local Union Trial Board can expel a member.
Prohibited Conduct and Additional Corrective Action Following Termination by Employer for Cause Prohibited Conduct 1st Offense 2nd Offense (within one year) 3rd & Subsequent Offenses Probable expulsion *Participation in any type of Work Slowdown or Work Stoppage Mandatory appearance before 7th District Code of Excellence Committee up to possible expulsion depending on the circumstances Mandatory appearance before 7th District Code of Excellence Committee up to probable expulsion Theft Restitution equivalent to the value of stolen items Mandatory appearance before 7th District Code of Excellence Committee Probable expulsion Only a Local Union Trial Board can expel a member. *Under IBEW policy, any member who participates in an unauthorized work stoppage will be brought up on charges by the Local Union Business Manager.
Prohibited Conduct and Additional Corrective Action Following Termination by Employer for Cause Prohibited Conduct 1st Offense 2nd Offense (within one year) 3rd & Subsequent Offenses *Instigating a Work Stoppage Mandatory appearance before 7th District Code of Excellence Committee up to possible expulsion depending on the circumstances Mandatory appearance before 7th District Code of Excellence Committee & Mandatory Anger Management Training Probable expulsion Jobsite Violence Probable expulsion Only a Local Union Trial Board can expel a member. *Under IBEW policy, any member who participates in an unauthorized work stoppage will be brought up on charges by the Local Union Business Manager.
7 7th th District Code of Excellence District Code of Excellence Solutions Solutions Employer Responsibilities Employer Responsibilities Reassign ineffective supervision Use cost effective skill mix Manage material and tools Proper job layout Safe work environment
7 7th th District Code of Excellence District Code of Excellence Solutions Solutions Supervisory Training and Education Supervisory Training and Education Supervisor selection Supervisor education on 7th District Code of Excellence Supervisor training
7 7th th District Code of Excellence District Code of Excellence Implementation Implementation Approval by Local Union Approval by Employers Worker education Supervisory education
7th District Code of Excellence Triangle Customer FOUNDATION IBEW NECA
7 7th th District Code of Excellence District Code of Excellence Action Plan Know Your Product Create A Positive Image Communicate Your Client Needs Understand Your Client Needs Sell & Serve Your Clients
Working with Different Personalities
Have you ever had to work with one of these types of employees?
AGGRESSIVE DEMEANING ARROGANT INSUBORDINATE UNTRUSTWORTHY DEMANDING UNPRODUCTIVE
These people have the ability to make your life very uncomfortable.
When working with groups, they can hurt the team spirit or cause the group to isolate them but no matter what happens, the productivity of your team will be less than it could be.
Understanding why difficult people are the way they are is one big step in handling one or more of them when your paths cross.
