A. Overview

Budgetary constraints, inadequate staff pay and classification systems, and recent labor-management conflicts have resulted in the realization that a modified approach to ongoing communication and staff involvement in decision- making is essential to organizational effectiveness and employee satisfaction.

The overall goal is to improve satisfaction with the method of compensating staff; eliminate dissatisfaction with the classification system; and have a positive effect on recruitment and retention of qualified staff.

B. Goals and Objectives

Goal #1: Improve labor-management relationships through ongoing communication and problem resolution.

Objective 1: (September 17, 2001-formation of committee)

Appoint a Montana University System Labor-Management Committee and increase membership to include other bargaining units. Some members will be appointed from the classification task force (which will be dissolved) and some from the bargaining teams. The first meeting will be held no later than October 15, 2001, and will occur at least bi-monthly thereafter.

Objective 2: (September 30, 2001-formation of campus committees finalized)

Create two campus-based Labor-Management Committees on the two largest campuses (i.e., The University of Montana-Missoula and Montana State University-Bozeman). Committee membership will include individuals appointed to the Montana University System Labor-Management Committee. Labor and management representatives will appoint additional campus members.

Smaller, affiliated campuses will appoint one labor and one management member to the two campus-based committees. Campuses in Butte, and Helena are affiliated with The University of Montana-Missoula, and appointees will serve on the Missoula-based Labor-Management Committee. Representatives from Billings, Havre, and Great Falls will serve on the Bozeman-based committee.

Initial campus committee meetings will held no later than October 15, 2001, and will continue at least monthly thereafter.

Objective 3: (No later than October 15, 2001)

Campus and system Labor-Management Committee members will attend labor-management committee training in order to assist in the effectiveness of meetings and communication. It is anticipated that FMCS staff from the Seattle office will conduct LMC training.

RESULTS EXPECTED:

• Improved labor-management working relationships, evidenced through reduction in number of grievances filed and more positive and productive collective bargaining process
  
  
• Increased involvement of staff in resolving problems and making decisions affecting labor relations

Goal #2: Respond to staff concerns regarding classification and compensation by rewarding individual job performance, establishing professional development opportunities as a priority, and replacing current classification system with a system that focuses on individual employees rather than positions.

Objective 1: (Begin conversion October 1, 2001, and complete by October 30, 2001; discontinue classification system as of October 1, 2001)

Convert from current classification system to eight broad bands developed under the Montana University System Achievement Project (MAP) program.

Objective 2: (Implement appeals procedure by October 30, 2001)

Develop and implement an appeals procedure that includes management and labor representatives, allowing staff to appeal the broad band to which their position has been assigned.

Objective 3: (Establish eligibility date of April 1, 2002; staff who meet the approved criteria will be eligible thereafter.)

Implement MAP pay elements, including lump sum bonuses, progression, and strategic pay.

RESULTS EXPECTED:

• Increased staff satisfaction with broad band versus classification system
  
  
• Increased staff and supervisory satisfaction with compensation elements
  
  
• Improved recruitment and retention of high quality employees

Goal #3: Improve communication between supervisors and staff members in order to increase staff job satisfaction; increase accountability of both supervisors and staff; and include staff in decision-making processes.

Objective 1:

Implement MAP Performance Development Program:

a. Conduct pre-assessments of departments in order to identify specific training needs. (Complete by November 15, 2001)

b. Conduct training for all staff members, supervisors, and administrators (Begin December 1, 2001; complete by February 1, 2002)

c. Begin one-year Performance Development Cycle (effective February 1, 2002).

d. Award Achievement Pay to eligible staff (effective February 1, 2003).

Objective 2: (Training to begin by June 30, 2002; ICUs and Mediation Centers in place by September 15, 2002)

Create Internal Consultant Units and Mediation Centers to assist in identifying and resolving performance-related and communication problems. Labor and management representatives will be trained and assigned responsibilities to assist as issues arise.

RESULTS EXPECTED:

• Improved communication between supervisors and staff
  
  
• Increased sense of job satisfaction by staff
  
  
• Improved resolution of conflicts and disagreements at informal stages
  
  
• Increased accountability of staff and supervisors for job satisfaction, efficiency, productivity