The NLRA allows, under certain conditions, a union and an employer to enter into a union safety agreement requiring workers to make certain payments to the union in order to maintain their employment. This agreement, concluded in 1999, provides for retraining and redeployment for workers displaced by technological or personnel changes. In 1998, Kaiser Permanente and the laboratory partners recognized their mutual commitment and intent to maximize job and income security for Kaiser Permanente employees by avoiding the eviction of Kaiser Permanente employees. Job security and staff commitment are essential to a common partnership goal of market-leading performance. Additional Resources Download a user-friendly PDF file of the 1999 Workplace Safety and Income Agreement. To avoid any misunderstanding, a group of representatives of the Coalition of Permanent Unions of the Emperor and the Permanent Emperor published in October 2013 a clarification of the agreement on safety at work and income. This document is not a renegotiation or modification of the agreement. It`s just a clarification. However, if the objective is to allow the recruitment of new staff members, i.e. the “offensive” job creation agreement, the employer receives a contribution for each worker recruited and may also engage in nominative recruitment (Law No. 863 of 1984). In order to effectively free staff from “transitional status”, a staff planning strategy must be put in place to plan and identify possible vacations.
It is recommended that a common process be established to review the situation of staff in transition. The employer, the union and the worker have a mutual and ongoing responsibility to actively take advantage of the transition period, to return to the previous classification or to explore other means that contribute to the achievement of job security objectives. Current challenges: for the partnership to realize its potential, both management and work must respect the commitments we make to each other. The new agreement strengthens the procedures for managing behaviour not related to the partnership between the parties to management or workers. It contains implementing provisions in the event of a violation of these standards. The human resources planning strategy should define roles and responsibilities, including tasks and necessary awareness changes. Everyone, both management and the union, must consider potential vacancies as opportunities for retraining and be held accountable for achieving employment and income security targets. It is hoped that these principles will help the parties to consider all appropriate redeployment and transition efforts for workers affected by the change. Each region should develop and use a partnership appeal mechanism to verify situations where the achievement of job security objectives is particularly difficult or where one of the parties considers that mutual commitments on job security are not being respected. For such a revision, it is proposed that the new section entitled “Behaviour and expectations” present a balanced approach to expectations for both management and work.
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