7 th District Code of Excellence Training Program Welcome

7th DistrictCode of Excellence

Training Program

Welcome

Give Your:

NameClassificationBrief 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.


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.


To remind ourselves that we work for customers and our future work is dependent upon their satisfaction.


To address issues that reduce competitiveness and affect market share without reducing wages and benefits.

Why are we here?

IBEW Code of Excellence

https://youtu.be/4SVHqdcZsKA

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

'30

'35

'40

'47

'50

'55

'60

'65

'70

'75

'80

'85

'90

'95

'00

'03

'04

'05

'06

'07

'08

'09

'10

'11

'12

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Union Employment Share Union Market Share

Source: Bureau of Labor Statistics: Leo Troy (Union Sourcebook)

U.S. Construction Industry Union Employment Share & Market Share

Source: NEBF; Bureau of Labor Statistics

'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

0

200,000,000

400,000,000

600,000,000

800,000,000

1,000,000,000

1,200,000,000

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

IBEW Labor Hours Non-IBEW Labor Hours IBEW Percentage

U.S. Inside Construction Labor Hours and the IBEW’s Percentage of the Total, 1982 through 2012

IBEW Inside Construction Wage Share1981-2012

1981

1982

1983

1984

1985

1986

1987

1989

1990

1991

1992

1994

1995

1996

1997

1998

1999

2000

2001

2003

2004

2005

2007

2009

2011

2012

30%

35%

40%

45%

50%

55%

60%

65%

70% Chart Title65%

30%

1996

1997

1998

1999

2000

2001

2003

2004

2007

2008

2009

2010

2011

2012

2013

0%

5%

10%

15%

20%

25%

Seventh District – Inside Market Share 1996-2013

20%%

14%

Total IBEW ‘A’ Membership1964 to 2012

'64

'65

'66

'67

'68

'69

'70

'71

'72

'73

'74

'75

'76

'77

'78

'79

'80

'81

'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

200,000

220,000

240,000

260,000

280,000

300,000

320,000

340,000

360,000

Source: IBEW

1996 Introduction to Strategic Planning

1987 Introduction of Organizing Program

279,572

334,190

1986

1991

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

0

5000

10000

15000

20000

25000

30000

Seventh District – “A” Membership 1986 - 2014

18,621

21,710

'00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '1265,000

105,000

145,000

185,000

225,000

265,000

305,000

7th District New ‘A’ Members

'03 '04 '05 '06 '07 '08 '09 '10 '11 '120

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

New 'A' Members

Source: IBEW Per Capita Report

$30

$45

$60

$75

$90

$105

'64 '70 '75 '80 '85 '90 '95 '00 '05 '09

Billions of 2000 Dollars

* 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.”

Up 36%

Up 53%

Oil Embargo

18% drop

21% drop

Inside Electrical ConstructionApproximate Value Put in Place*

IBEW U.S. Inside GraduatedApprentices versus U.S. Retirees/Disabled*

'80

'81

'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

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

Inside Graduated Apprentices Retired/Disabled

Source: IBEW Per Capita Report.

The National Joint Apprenticeship and Training Committee.

*United States Only

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.

7th District Code of Excellence

Objectives

Establish & enforce high standards forworker efficiency and conduct on the job.

ObjectivesBuild a new awareness among signatory contractors of the importance of proper management, planning, and supervision necessary to be competitive in the electrical construction marketplace.

Why is it important?

Competition

Marketing

Perceptions by Owners & Customers


Perceptions

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

Our View of the Value of the IBEW-NECA Team

Perceptions

Too expensive Less productive Haven for poor workers Jurisdictional problems Hassles, strikes, slowdowns Restrictive contracts Loss of control of business Bad previous experience

IBEW-NECA Team as Viewed by Many Owners and Customers

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.”

Who is Responsible?

Contractors

Workers

Contractors & Workers

IBEW Local Union


Contractor Responsibilities

Management and Planning

Effective Supervision

Proper tools and materials

Safe work environment


Worker Responsibilities

Customer Awareness

Compliance with contractor’s & customer’s work rules

Quality & Safety

Initiative and Productivity


Stress importance of the customer Maintain and enforce general rules

of conduct Educate membership on workplace

ethics Build pride in craftsmanship and

quality

Local Union Responsibilities



Leadership

Cooperation

Education

Mutual Respect

Joint Responsibilities

7th District Code of Excellence Solutions

Establish Standards of Conduct

Stress enforcement andaccountability

Provide membership education

Recognize employer responsibility

Increasing Productivity


Recognize employer accountability

Provide supervisory education

Define joint responsibilities

Increasing Productivity

7th District Code of Excellence SolutionsStandards of Conduct

Define and publish Standardsof 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


Mandatory class on the 7th District Code of Excellence & Mandatory appearance before E-Board


Only a Local Union Trial Board can expel a member.


Prohibited Conduct



Non-Compliance with Employer/ Customer Work Rules


Mandatory class on the 7th District Code of Excellence & Mandatory appearance before E-Board


Poor Workmanship


Mandatory Skills Assessment & Required Training


Poor Productivity Verbal warning by Business Manager or his designated representative

Mandatory Skills Assessment & Required Training/ Mandatory appearance before E-Board




Prohibited Conduct



Using “Self-Help” Instead of the Grievance Procedure


Mandatory class on the 7th District Code of Excellence


Horseplay Verbal warning by Business Manager or his designated representative

Mandatory appearance before E-Board/ Mandatory Training


Harassment ofCo-Workers

Written warning by Business Manager

Mandatory Training appropriate for type of harassment & Mandatory appearance before E-Board




Prohibited Conduct 1st Offense 2nd Offense (within one year)

3rd & Subsequent

Offenses

*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

Probable expulsion

Theft Restitution equivalent to the value of stolen items


Probable expulsion

*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



*Instigating a Work Stoppage

Mandatory appearance before 7th District Code of Excellence Committee up to possible expulsion depending on the circumstances

Probable expulsion

Jobsite Violence Mandatory appearance before 7th District Code of Excellence Committee & Mandatory Anger Management Training

Probable expulsion

*Under IBEW policy, any member who participates in an unauthorized work stoppage will be brought up on charges by the Local Union Business Manager.


7th District Code of Excellence SolutionsEmployer Responsibilities

Reassign ineffective supervision

Use cost effective skill mix

Manage material and tools

Proper job layout

Safe work environment


Supervisor selection Supervisor education

on 7th District Code of Excellence

Supervisor training

Supervisory Training and Education


Approval by Local Union

Approval by Employers

Worker education

Supervisory education

Implementation

7th District Code of Excellence Triangle

Customer

FOUNDATION

IBEW NECA

IBEW Code of Excellence

7th District Code of ExcellenceAction 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.

Things we need to recognize

Difficult people generally use their behavior because it works for them. That’s how they can gain control over situations.

Generally, difficult people have an inability to resolve differences and they strive for a win/lose outcome.

Documents

7 th District Code of Excellence Training Program Welcome