Creating a Healthy Work Culture at Calgary Laboratory Services

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Creating a Healthy WorkCulture at Calgary
Laboratory Services

• By Donna Schendel
• Vice President,
• Human Resources
• CLS

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Who is CLS?

• CLS (Calgary Laboratory Services) is a clinical
  diagnostic laboratory in Calgary, Alberta
• 1800 staff, including 70 physicians and
  scientists, 1500 unionized staff and 230
  administrative and management staff

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Who is HSAA?

• HSAA (Health Sciences Association of Alberta) is
  a union representing approximately 14,000
  paramedical, technical and professional employees
  in Alberta
• Represent about 1450 technical staff and 50
  administrative staff at CLS (2 separate
  bargaining units)

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History of the Two Organizations

• Trust based relationship since inception of CLS
  in 1996
• Fairly collegial relationship since first
  agreement
• One Policy arbitration in 12 years
• Highlighted in video Beyond Collision, High
  Integrity Labour Practices

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History of the Two Organizations (cont.)

• We can be more successful in collaboration than
  we can be in opposition.
• Not about win/lose
• Find creative solutions to issues
• Dont be a prisoner of process, but dont be
  afraid to use it either

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Not Easily and Certainly Not Overnight

• Requires trust, honesty, courage and commitment
  every day
• Willingness by both parties to acknowledge
  shortcomings / mistakes / weak case
• Its about valuing Employee / Management
  relationships
• Working outside the process is much harder

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How to Share the Benefits of the Relationship

• Joint education sessions/joint initiatives
• Transitions meet and have open dialogue
• Out of the box thinking
• Where theres no obvious solution, come up with
  the less than obvious
• Be prepared to break the mold
• Dont be a prisoner of traditional Labour
  Relations standards

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Heres What We Launched

• Joint HSAA/CLS Quality of Working Life Committee
  (QWL)
• Original concept raised by HSAA to address issues
  raised by members
• Commitment to creativity and outside the box
  thinking
• Continued compliance with principles of the
  Labour Code and our Collective Agreement
• Agreement we needed early successes
• Transparent process and clear communication

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Fundamental PrinciplesWe Started With

• Had to address issues identified in surveys done
  by both organizations
• Union agreed to be flexible in considering
  employer needs
• Employer agreed that employee needs had to be
  considered
• But. the business had to operate efficiently

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How Did QWL Work?

• Hammered out a proposal that met needs of all
  parties
• Proposal was presented to employees in town hall
  meetings
• Proposal had to be ratified
• Provided an opportunity to trial solutions prior
  to expiration of the collective agreement June
  30/08

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Employer Got Articlesto Address Churn

• Change in definition - temporary position
• Decreased timeframe for postings
• Requirement to remain in a position
• Consequential Vacancies

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Employees Got Articlesto Address Qualityof
Working Life

• Increase in Night premium
• Wellness Account for all employees
• Improved Professional Development Fund
• Increase in Global or Departmental Fund
• PD funds for casuals and temporary employees
• Change in Special Leave language, to allow one of
  the existing days to be used for a wellness day

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Has QWL Worked?

• After the ratification, the proposals were in
  place for six (6) months prior to the expiration
  of the contract
• Less churn efficiencies and savings for
  operations
• Have negotiated QWL proposals for clerical HSAA
  contract
• All QWL proposals adopted into language

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What Were the Results

• 40 reduction in the number of postings
• Reduced number of team conflicts
• People are lining up for night shifts
• No grievances
• 80 of Wellness funds are used for sports
  equipment and fitness programs

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What Did We Learn About This Initiative?

• There was no process in place we made it up as
  we went along
• Union had a tougher road than the employer
• Not everyone likes to change from the traditional
  model
• Anything this creative and different took a lot
  of courage and commitment to stick to our agreed
  upon goals and philosophy

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• The Big Question is
• Would we do it again?
• The answer is
• Without question.
• Absolutely

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Depends on

• The level of commitment by union and employer
• The agreement beforehand that neither party is
  giving anything up. Both parties got
  something
• How prepared you are to take criticism for
  stepping away from traditional labour practices
• How much time you are prepared to spend on
  communication (before and after)

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Ah Has

• Change this significant is a bit like
• turning the Titanic

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• No matter how great the results might be
• not everyone will be happy

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• When you think you have communicated enough
• communicate some more

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• Dont be afraid to be creative
• Think outside the box.

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• Despite some resistance, stick to the goals you
  set out (if it was easy everyone would be doing
  it!)

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How Does This Relate to a Healthy Work Culture?

• All parties have to be committed to a healthy
  culture
• Sometimes you have to put your money where your
  mouth is
• Without effective change strategies new
  initiatives, as good as they may be, may fail
• Take a chance, be flexible, even if it is really
  hard to navigate through
• If your goal as an organization is to be leading
  edge you need to lead!

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Final Thoughts

• The time we spent results we achieved were
  worth it
• We could have communicated more
• Communication has to be at all levels, not just
  head office
• One side or the other can feel beat up
• Need to review and sustain the relationship
  during rough waters

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QUESTIONS