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An experience of change at the U.S. Department of Labor
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Empowering Front Line Workers
An Experience of Change An Experience of Change
at the at the
U.S. Department of LaborU.S. Department of Labor
Bruce A. WaltuckBruce A. WaltuckCo-creator, USDOL Employee Involvement Co-creator, USDOL Employee Involvement
and and
Quality Improvement SystemQuality Improvement System
[email protected]@hotmail.com
EIQI Joint Statement of PurposeUSDOL and NCFLL, August 1990
““We recognize that our We recognize that our employees are our greatest employees are our greatest
asset. . .”asset. . .”
The “Dreaded ‘E’ Word” What does What does
EMPOWERMENT mean EMPOWERMENT mean to YOU, in YOUR to YOU, in YOUR organization?organization?
What SHOULD What SHOULD Empowerment mean?Empowerment mean?
Who fears the Who fears the empowerment of front-empowerment of front-line employees the most? line employees the most? Why?Why?
What can you do to truly What can you do to truly empower people?empower people?
Empowerment is. . .
““Giving people meaningful input into the Giving people meaningful input into the decisions that affect them.”decisions that affect them.”
Bruce WaltuckBruce Waltuck
Unions, Management and QualityUnions, Management and Quality
Irwin Professional Books, 1994Irwin Professional Books, 1994
Questions. . .
About the U.S. Department of Labor--About the U.S. Department of Labor-- Why Did We Change?Why Did We Change? What is the EIQI Partnership System?What is the EIQI Partnership System? How Did EIQI Empower People?How Did EIQI Empower People? How Did EIQI Do?How Did EIQI Do? What Happened to EIQI and What Happened to EIQI and
Empowerment?Empowerment?
U.S. Department of Labor
Principal Organization of the U.S . Departm ent of Labor
10,000 Em ployees at Approxim ately 900 W orksites
A /S ec re ta ryA d m in is tra tion
an dM an ag em en t
A /S ec re ta ryB u reau o f
L ab orS ta tis t ic s
A /S ec re ta ryE m p loym en t
S tan d ard sA d m in is tra tion
A /S ec re ta ryE m p loym en t
an dTra in in g A d m .
A /S ec re ta ryM in e S a fe ty
an dH ea lth A d m in .
A /S ec re ta ryO ccu p a tion a l
S a fe ty an dH ea lth A d m in .
E lizab e th D o leS ec re ta ry o f L ab or
National Council of Field Labor LocalsNational Executive Committee
R ep res en tin g O ver 8 ,0 0 0 W orkers a t N early 9 0 0 W orks ites W ith 2 3 A ffilia ted L oca l U n ion O rg an iza tion s
R on Y arm anE xec u tive
V ic eP res id en t
JackC u n n in g h am
Treasu re r
J im G reen eR ecord in gS ec re ta ry
R ich ard C oonV ic e
P res id en t
F ran k D an cyV ic e
P res id en t
R og erJack son
V ic eP res id en t
K enM ag lic ic
V ic eP res id en t
H u g h S m ithV ic e
P res id en t
P au l TracyV ic e
P res id en t
J imW eyrau c h
V ic eP res id en t
Jess e R iosP res id en t
Traditional Decision-Making
Command & ControlCommand & Control Management by Management by
ObjectivesObjectives Adversarial Labor-Adversarial Labor-
Management RelationsManagement Relations No Mandate to No Mandate to
ImproveImprove No Accountability for No Accountability for
Change ManagementChange Management
Why Did We Change?
Economic, Political Economic, Political and Social Factorsand Social Factors
Productivity MandateProductivity Mandate World-wide Focus on World-wide Focus on
TQMTQM Inefficiency of Inefficiency of
Adversarial Labor-Adversarial Labor-Management Management Relationship Relationship
Elements of the EIQI SystemSuccess Leaves Clues
Team-Based Approach to Decision-MakingTeam-Based Approach to Decision-Making Decisions by ConsensusDecisions by Consensus Data-Based LearningData-Based Learning Structured Approach to Problem-SolvingStructured Approach to Problem-Solving Process-OrientationProcess-Orientation (See Peter Scholtes’ “Team Handbook”)(See Peter Scholtes’ “Team Handbook”)
Elements of the EIQI SystemSpecific DOL/EIQI Objectives
Broad Employee InvolvementBroad Employee Involvement Labor-Management PartnershipLabor-Management Partnership Minimal BureaucracyMinimal Bureaucracy FlexibleFlexible Tool-kit ApproachTool-kit Approach New Leadership InfrastructureNew Leadership Infrastructure
The Legal LandscapeIncentives to Cooperate
Greater Leadership Commitment
Broad Employee Support Increased Quality and
Productivity Expand Bargaining
Scope Past Legal Limits Maintain Jobs Build Better and
Stronger Union
Linkage:Traditional L-MR vs. EIQI
ISSUE
INCONTRACT?
EIQI Team
Team Decision
ImpactWorking
Conditions?
IMPLEMENT
Change Working Conditions?
Notice to Union?
Bargaining?
Resolved?
IMPASS..MOUIMPLEMENT
<<LMR>> <<EIQI>>
Y N
N Y
Y N N
Y*
*
* OK to use team. RequiresWaiver.
Note that new issuesmay be given overfrom traditionalL-MR to EIQI
Note that copy ofevery completedteam report goesto union reps beforeany implementation
Flowchart © Bruce A. Waltuck 1991
EIQI Administration
Unique Union-Management Pair StructureUnique Union-Management Pair Structure Reduced “Committees” to Minimum Reduced “Committees” to Minimum Full Support of Respective LeadersFull Support of Respective Leaders One Pair for Each Principal AgencyOne Pair for Each Principal Agency Pairs Responsible forPairs Responsible for ALL ALL EIQI EIQI
Development and Implementation IssuesDevelopment and Implementation Issues National U-M Coordinators National U-M Coordinators
Groundrules for L-M Partners
No “Embarrassments”No “Embarrassments” No “Ex Parte” ActionsNo “Ex Parte” Actions No “11th Hour” No “11th Hour”
DeadlinesDeadlines Shared OpportunitiesShared Opportunities No “Gotchas”No “Gotchas” Prompt RepliesPrompt Replies Can “Agree to Can “Agree to
Disagree”Disagree”
The FOUR C’sCornerstones of Partnership and Empowerment
COMMUNICATIONCOMMUNICATION
CONSULTATIONCONSULTATION
CONSIDERATIONCONSIDERATION
COMMITMENTCOMMITMENT
What Has EIQI Done?
““Win-Win” ContractsWin-Win” Contracts Serving Our Customer Serving Our Customer
10,000 Improvements10,000 Improvements Improvement Teams Improvement Teams
Saving $$$$Saving $$$$ Aligned Employees Aligned Employees
With Strategic GoalsWith Strategic Goals Provided Meaningful Provided Meaningful
Input to DecisionsInput to Decisions
EIQI Empowerment
Over 200 process Over 200 process improvement teams improvement teams nationwide at peaknationwide at peak
Front-Line leaders and Front-Line leaders and team members team members participating as equals participating as equals with management with management nationwide in every nationwide in every principal agencyprincipal agency
The Legal Landscape
EIQI Empowerment created in early 1990
AFGE Policy on Partnerships written late 1990
Clinton Executive Order 1993
Bush Executive Order 2001
The Rise - and Fall - of Empowerment
Discontinuity - Discontinuity - Leadership changesLeadership changes
Vocal advocates of Vocal advocates of POSITION-based, POSITION-based, ADVERSARIAL ADVERSARIAL processprocess
Win/LOSE not Win/LOSE not Win/WINWin/WIN
Empowerment without Empowerment without accountabilityaccountability
Meet the New Boss, Same as the Old Boss
Fragile trust Fragile trust deteriorates as deteriorates as obstinate leaders are obstinate leaders are not held accountable not held accountable for progressfor progress
Bush rescinds Clinton Bush rescinds Clinton E.O. - partnership and E.O. - partnership and empowerment empowerment declared “dead”declared “dead”
It’s Not Over ‘til It’s Over. . . U-M Pairs continue to U-M Pairs continue to
exist in agenciesexist in agencies Workforce Excellence Workforce Excellence
system is great successsystem is great success New DOL-NCFLL New DOL-NCFLL
CBA removes CBA removes partnership referencespartnership references
Managers and Managers and employees want employees want empowermentempowerment
EIQI Joint Statement of PurposeUSDOL and NCFLL, August 1990
““We recognize the need to build We recognize the need to build cooperative and participative cooperative and participative
work relationships among work relationships among employees, union officials, and employees, union officials, and
managers.”managers.”
Focus on Empowerment
1. Create constancy of purpose1. Create constancy of purpose
8. Drive out fear, build trust8. Drive out fear, build trust - -
W. Edwards Deming, The 14 PointsW. Edwards Deming, The 14 Points Listen to each other, talk to each other, Listen to each other, talk to each other,
respect each other, work together to make respect each other, work together to make things better - things better - B. WaltuckB. Waltuck