© 2009 Baker & Hostetler LLP
2009 Ohio Public Transit Association2009 Ohio Public Transit AssociationConference and Trade ShowConference and Trade Show
May 20-22, 2009May 20-22, 2009
Jean McEntarferSharon Gitman
Greater Dayton RTA
Dan Guttman, Esq.Baker & Hostetler
65 East State Street, Suite 2100, Columbus, Ohio 43215Telephone: (614) 462-4740 [email protected]
www.bakerlaw.com
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“It’s Time to Ride, But Where Are the Operators?”
“It’s Time to Ride, But Where Are the Operators?”
Presented by:
Sharon Gitman, HR Director
Greater Dayton RTA
Dan Guttman, Labor and Employment, Baker Hostetler
Jean McEntarfer, Sr. HR Administrator Greater Dayton RTA
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RTA’s Challenges with Attendance & Accountability
What were the obstacles?
Internal processes unclear, not centralizedNo fault attendance policy administered
department by departmentWhen challenged by union: often “settled”
attendance discipline arbitrations
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RTA’s Challenges with Attendance & Accountability
Employees calling off without any fear of consequence; co-workers and even supervisors driving routes; overtime costs
Declining revenuesUnion contracts expiring
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RTA’s Challenges with Attendance & Accountability
Executive Director (“ED”) transition June 2005 – January 2006
Recognition that a problem existed at RTA – no fault of anyone in particular
Interim ED began absence policy clarification, attendance expectation and enforcement process
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Problem Identification and Solution Implementation
New ED 1/06
Developed an integrated attendance and absence control strategy with a long term focus
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Problem Identification and Solution Implementation
Immediately began using labor and employment legal counsel to audit all aspects of attendance process
Focus on absenteeism and understanding employee/employer rights and obligations under FMLA, collective agreement and arbitration case law
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Problem Identification and Solution Implementation
Discontinued “settling” any union attendance termination grievances and went to arbitration
Began working on accountability and verification processes for sick and FMLA leave abuse
Met with DOL and established a relationship
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RTA’S Integrated and Coordinated Approach to Attendance Accountability
Legal and HR assistance in company-wide supervisor education/training
Process improvements across departments
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RTA’S Integrated and Coordinated Approach to Attendance Accountability
Centralized HR employee to handle all leave, including FML
All attendance keeping functions moving to HR
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RTA’S Integrated and Coordinated Approach to Attendance Accountability
“Casual absenteeism” decreased dramatically over 3 years
Open communication with DOL, Legal, across and up/down organization
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RTA’S Integrated and Coordinated Approach to Attendance Accountability
Frequent meetings with union to discuss absence concerns
Winning most arbitrations!
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EDUCATION
TRAINING
DOL
LEGAL
COMMUNICATION
CONSISTENCY
DEPARTMENT INPUT
CENTRALIZING
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Why is curbing attendance abuse so difficult?
Employees understand “the system”
Intermittent FMLA leave abuse
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Why is curbing attendance abuse so difficult?
Strong unions willing to fight all discipline
No, or little, employee fear of consequences
Why is curbing attendance abuse so difficult?
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Why has the GDRTA been a success story?
Willing to change “past practice”
Willing to spend time, human resources and money now to add value later
Adopted a comprehensive program
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Comprehensive Program
Policy Review – Policies should:• Discourage abuse• “Have teeth”• Easy to Understand• Easy to Explain
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Comprehensive Program
Specific review and revision to the FMLA Policy:
Encourage legitimate usage, discourage abusive usage
Use all of the arrows in your quiverEmphasize not only employee rights, but
employer rights
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Comprehensive Program
Perfect practice makes perfect
GDRTA went well beyond just surface level FMLA training
Weekly telephone calls and constant communication with legal when implementing new policies and practices
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Comprehensive Program
Standardize the leave management process• form letters• checklists• consistent response• centralize the human resource representative
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Communicate New Procedures and Expectations
“Straight talk” to your employees
Outline expectations and failure to meet specific rules
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Communicate New Procedures and Expectations
Inform the union of new practice and “strict enforcement”
Bargain, if necessary, to establish long term gain
Inform union you will stand behind and enforce your policy
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Communicate New Procedures and Expectations
Eliminate unnecessary settlements and only compromise when necessary
Don’t be afraid to communicate with DOL
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Arbitration
The real “game-changer”
The most effective way to change a culture of abuse and of “beating the attendance system”
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Arbitration
Consistent arbitration victory will not be possible unless:– your policy is strong– consistently enforced– no mistakes from dispatch to frontline
supervisor to HR
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Arbitration
Over the last 24 months, GDRTA has won 13 out of 16 attendance termination arbitrations
Termination arbitration victory has immediate effect of establishing consequences for attendance abuse
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Jean McEntarfer
Sr. HR Administrator
Seven Tips for Success in Implementing Attendance Accountability from the
HR Perspective:
1. Don’t expect to be liked It’s only business, it’s not personal Be consistent
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HR Administrator Perspective
2. Expect a lot of work Know the FMLA regulations and other
applicable laws Keep resources at hand – don’t shoot
from the hip
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HR Administrator Perspective
3. Understand the FMLA Certification Really, really read over the documentation Don’t make assumptions Don’t do the work for the doctor or the
employee – it’s their burden
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HR Administrator Perspective
4. Document and follow up with employees – I’ve never met a tree worth saving Document your conversations Follow up with letters to the employee
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HR Administrator Perspective
5. Make contact with the local DOL Representative Call and touch base every once in awhile Ask what other companies/agencies have
reported
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HR Administrator Perspective
6. Get upper management support Communicate, communicate
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HR Administrator Perspective
7. Be patient Can’t solve all the issues in one day, week
or year Step back -- see the whole picture; look at
all the options; chose what you and the employee are dealing with
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