Originally from Collective Bargaining: How it Works and Why - 3rd Edition

IN THIS SECTION we discuss how each team prepares for and approaches the bargaining table.

Preparation for Bargaining

If, as the old adage goes, the race is to the swift, success in negotiation lies in diligent preparation. All the material in the following sections presupposes adequate preparation; the importance of this point cannot be overdressed. Too often, overworked union representatives and employer representatives do not have the time, due to the press of travel and other duties, to fully prepare for negotiations—and the results can be catastrophic. Each side’s spokesperson must have the time and information to be completely knowledgeable, not only about the team’s own goals and objectives, but about the other team’s goals and objectives.

As an ongoing process, contract administration must be monitored. This is sometimes called a “grievance audit,” but, to be truly effective, it must go deeper than simply reviewing cases that went to arbitration or even written grievances. This is because problems often arise that may be informally settled, and no one above the working employee or first-line supervisor may learn about the issue. While it is certainly good industrial relations to resolve all grievances as quickly as possible and as close to the source, there may well be some underlying problems needing resolution at the bargaining table.