Emails
FROM: Al Perez, GM Manufacturing
TO: All Managers
SUBJECT: Potential Areas of Conflict in Production
In Production we have real potential for conflict. Many of the staff here are concerned about and may well resist change if we do not handle their concerns appropriately. For example my staff have expressed that they want satisfactory answers to the following questions.
- Will the rosters for production staff be drawn up at least 1 month in advance to enable staff to organise their home lives and activities?
- Will those working on weekends and on night shifts drop pay when they work normal day shift due to the loss of shift penalties for those times? Or will pay be averaged so that we can balance our home budgets?
- What is going to happen when staff take sick leave and holidays when they are rostered on night shift and weekends? Who will fill in? Will this 'relief' be shared evenly amongst all staff so that no individuals are singled out for regular relief?
- Production targets and bonuses based on their achievements needs to be shared equitably. What happens if there are staff who are always off or who don't pull their weight - will they still get as much as the hard workers?
- Staff parking and late night transport for staff needs to be upgraded and made more secure. Travelling at these early and late hours might mean more risk for staff.
- What support are supervisors and team leaders going to get via training and management support when managing issues such as absenteeism and tiredness on the job due to the long shifts, etc?
Could we please consider these concerns and potential areas of conflict at our next meeting ?
Al Perez
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From: Karen Coster, GM Finance & Administration
To: All Managers
SUBJECT: Potential Areas of Conflict in Finance
The staff in my area have expressed concern over increased paperwork and monitoring of budgets due to potential increases in production. For example, the payroll officer will have a lot more data entry to do now as well as calculations due to the extra operating shifts. She may also have to help draft the rosters as she is the only one in the organisation with experience in working 24/7 rotating rosters.
Staff also have concerns regarding production's hours of duty. Finance staff hours have not changed in the proposal (only some flexitime is suggested). They believe that when they arrive for work the paperwork from the nightshift and weekend work (on Monday mornings) will need to be processed as well as the paperwork from the day shift - all within their normal hours. As it is they process the previous day's paperwork each day. Staff believe their workload will increase significantly. Perhaps we need to look at systems or staffing to help avoid this potential area of conflict.
We also must get the dollars right in negotiations. We must cut costs or at least limit cost increases and off-set such cost increases against increased productivity. This may also cause conflict.
Karen Coster
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FROM: Phil Ayoub, GM Sales
TO: All Managers
SUBJECT: Potential Areas of Conflict in Sales
Areas of potential conflict in Sales revolve around staff numbers and workload. Unless my staff see extra bodies hired in the division there will be conflict. This conflict may well just be manifested in high staff turnover due to overwork or it may be seen in increased absenteeism due to tiredness and lack of motivation. Either way, if we do not have staff to facilitate sales all our work in production and marketing will be compromised.
This is why we must consider staffing numbers, not just money and hours in the agreement.
Phil Ayoub
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FROM: Susan Wu, GM Marketing
TO All Managers
SUBJECT: Potential Areas of Conflict in Marketing
The marketing area has a view that our competition is beating us in cost structures, sales and after sales service or relationship management. Our customers are less than happy with our current levels of service as evidenced from our stakeholder surveys. We can address this once we have better systems in place.
Presently our main area for potential conflict is with staff not providing the levels of service and product quality that our customers want. We should concentrate on quality, quantity and workplace quotas and targets to ensure we can meet all levels of demand. Staff must realise we have to do better, and I do not know if they yet fully appreciate the importance of this. They will not like to hear this blunt assessment but I believe once we recognise and acknowledge this problem we can then move forward and address it.
Susan Wu
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FROM: Sarah Wiegman, Industrial Engineer
TO: All Managers
SUBJECT: Potential Areas of Conflict in Production
Staff are currently looking for real progress in negotiations. They want answers and plans to address their concerns. Al has mentioned some of the potential conflict areas in our division but I would like to expand on this a little.
- Staff want to see grievance procedures in place so that their concerns are seen to be taken seriously. Without these conflict may well worsen.
- Staff want motivation, reward and recognition for working hard and producing results. Unless they see a black and white version of how this will happen there will be conflict.
- Staff want careers not just jobs. They want career paths and career development which will help retain good staff. They want training support and opportunities.
- Staff demand job security. They want to know their employer is loyal towards them and then they will return that loyalty.
- Extra staff, better pay, better conditions and management support of staff is needed.
- We need a new focus and procedures regarding safer working conditions so that staff feel physically secure coming to work, during work and travelling home after work.
This will all cost money, but without addressing the above I am sure we will see negative conflict as a result.
Sarah Wiegman
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