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Exit Survey »
 
 
Welcome to the Union Free Organization Profiler! Your interest and utilization of this union organizing vulnerability and risk assessment audit is a demonstration of your organization's commitment to maintaining a union-free environment.

Experience shows that employees benefit from this commitment which includes competitive wage and benefit programs, information sharing, and employee involvement in decisions that affect their working lives. The company benefits from less restrictive work practices, better reputation for dependability with customers, higher employee morale, and the absence of work stoppages.

To remain union-free, management must be aware of the needs and concerns of employees and demonstrate sincere efforts to meet those needs, as well as business objectives. There is no single formula or steps to follow to ensure that your employees won't need a union. Each organization is unique and union-free efforts must be compatible with the local culture. There are, however, a number of overall needs common to employees of all types. Every union organizing drive is a direct result of local management's failure to adequately identify and meet these needs. Therefore, it is important to periodically evaluate your efforts and assess the effectiveness of your total approach.

We believe the UFO Profiler presents the most important elements to ensuring that your employees will not feel they need a union. It is a self-audit to help you evaluate the effectiveness and completeness of your approaches and attitude toward maintaining a union-free environment.

Thank you very much for your attention and commitment to maintaining a union free organization.

To procede, please read and agree to accept the following terms and conditions for usage of this web site and the UFO Profiler risk assessment self-survey. You will then be asked to provide your name, company and contact information. You may then proceed with the audit by clicking on the Continue buttons after completing each series of questions.


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Contact Information
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I. COMMITMENT TO A UNION-FREE ENVIRONMENT:

Commitment to positive employee relations policies and practices by the entire managing staff, including first-line supervisors is essential. It must be sincere and communicated to employees. Without a communication of local management's objective to maintain a union-free environment, employees, including supervisors, may feel that the issue is of little concern one way or another. If the employees hear this objective for the first time during a union organizing attempt, the message appears defensive and has significantly less impact.

Finally, communicating your commitment is only a first step. Managing style and operating decisions must demonstrate a dedication to ensuring that employees don't need a union to protect their interests. This is accomplished through positive managing.


Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
The organization budgets sufficiently to provide for a progressive and effective Human Resources function
Management gives Human Resources "sufficient" authority to carry out its purpose
Human Resources reports to the location’s most senior executive
The Human Resources team has expertise in maintaining a union-free environment
Union organizing activity and trends are constantly monitored
Leadership communicates its desire to remain union free to its management team
Leadership communicates its desire to remain union free to its employees
Written statement of the organization’s commitment to maintaining a union-free environment is distributed or posted
Continuous "human relations" training programs are provided for management/supervisory staff

Performance appraisals include evaluation of the consistency of supervisors and managers in decision making
Top management is frequently in the workplace, visible and available to employees
Leadership engages specialists in the labor relations field to assist in maintaining non-union status
 
 
II. MANAGEMENT TEAM:

To many employees the first-line supervisor or direct manager is the company. At a minimum he/she is the most important link between the employee and top management. More often than not during a union organizing campaign, a vote for the union is really a vote against the supervisor and in turn management.

Supervisors must be carefully selected, trained, supported by top management, and able to provide positive constructive interface between management and the employee.

Skills and behavior of a supervisor are significantly different than those of the employees being supervised. It is critical that supervisory performance expectations include leadership, interpersonal skills, problem solving, and employee development.


Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
A spirit of Teamwork exists within the management group
All employees are kept informed of new events affecting the organization
The senior leader of the local site is "people oriented" as well as "business minded"
Management supports HR by selecting its supervisory staff based on leadership skills, as well as technical skills
Supervisors understand the difference between anti-union behavior and a positive managing style
The organization is committed to providing competitive and equitable wages and fringe benefits to remain "non-union"
Management style is "firm but fair"
The present relationship between supervision and "rank and file" employees is one of mutual respect
Supervisors strive to be accessible to employees so that they can reply, answer or make explanations to inquiries
Supervisors genuinely "listen" to employee complaints, concerns or frustrations
Supervisors have enough authority and privileges to feel a part of "management"
Supervisors have counseling sessions with employees for the purpose of pointing out progress and receiving ideas
 
 
III. THE EMPLOYEE COMPLEMENT:

The processes by which organizations source, screen, interview, select and onboard new employees is critically important to evaluate and assess in this audit process. Everyone throughout the entire hiring process needs to be competent and capable of screening (within all legal bounds) to make the best hiring decisions possible when brining new people into an existing workforce and workplace culture.

Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
The application form is designed so that it gives the most comprehensive data available on the individual
Applications are screened thoroughly prior to initial interviews
Job applicants are warmly received in pleasant surroundings so as to give a good "first impression" of the facility
As a condition of employment individuals must take a physical exam and pass a drug test
The line supervisor under whom the applicant is to be placed is part of the interviewing process
Other management personnel review and/or interview applicants prior to hire/rejection
The desire to remain non-union is communicated to new employees (without violating the NLRB guidelines)
Wages, policies, fringe benefits, rules and regulations are fully explained to candidates prior to actual hire
New hires must complete a probationary period
The probationary period is spelled out in the application or otherwise explained to the employee by management
The quality of recruitment sources is high
The traits, background and characteristics of the “non-union” profile employee are understood
 
 
IV. POLICIES, RULES & PROCEDURES:

Local policies and practices should be written, up to date, and accessible to employees. If not clearly written and consistently administered, even the best Human Resources policies and procedures can lead to unionization. They should be summarized in the employee handbook. Just as important, they must be understood by supervisors and management and consistently applied to employees. Obtaining employee input in the development or revision of policies helps assure acceptance and understanding.


Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
All company policies are in writing and current
Policies are summarized in a current employee handbook which clearly and concisely spells out rules of conduct
Employees sign a receipt for their copy of the handbook or upon being given the rules of conduct
The disciplinary procedure provides for a progressive disciplinary system
Human Resources participates in and monitors all disciplinary actions taken
There is a monitoring system to make sure rules, regulations and policies are consistently and fairly administered
Employees can appeal a policy decision if they feel it was inappropriately applied to them
Rules of conduct contain a permissible “No-Solicitation, No-Distribution" rule
The “No-Solicitation, No-Distribution “ rule is consistently enforced
Policies contain a prohibition of non-employee solicitations and collections
Company and employee bulletin board policies exist and are diligently enforced
Policies and procedures are regularly reviewed with supervisors
 
 
V. PARTICIPATIVE MANAGEMENT:

Organizations that continue to be successful at remaining union free typically do a good job of promoting employee involvement within their workforces in addition to being "present" visibly. Successful organiztions will also reach out to the homefronts and communicate with and involve employees families in important communications and events.

Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
There is a formal orientation program for new employees
New employees are properly introduced to their work environment, fellow employees and related support personnel
The organization has a core objective which supports and insists upon a comprehensive communications program
Supervisors are briefed PRIOR to the issuance of a new policy or policy update
Senior management communicates the organizations goals, objectives and growth plans to all employees
Management constantly strives to keep employees advised of the positive aspects of the organization
Management supports and gives public and personal recognition for employee achievements
The organization involves employees’ families in its activities such as picnics, open houses, family nights, etc.
Periodic employee meetings are held to specifically review employee benefits
The organization has both overt and anonymous feedback systems for complaints, concerns and suggestions
Employee satisfaction surveys are conducted at least every 24 months with timely post-survey employee feedback
Employee committees are properly structured to prevent “employer dominated union” charges
 
 
VI. RESPONSE TO EMPLOYEE CONCERNS:

Critical to maintaining a union-free environment is the ability to identify employee concerns and respond appropriately to them. One promise that unions make during an organizing campaign on which they can often "deliver" is an effective procedure for resolving conflict or difference of opinion. While it is generally hoped that employees and supervisors can work together to solve mutual problems, that is not possible in every case. Whether an informal open door policy or a formal complaint procedure is the preferred approach, management must:

- demonstrate that there should be no fear of reprisal for use of the procedure or raising questions or issues associated with "speaking out"

- assure prompt responses

- make every effort to provide final responses that are fair and consistent


Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
The organization has a "working" open door policy
Supervisors do not attempt to usurp or interfere with the "open door" policy

In addition to the "open door" policy, there is a written step-by-step system for resolving employees' issues
Employees are encouraged to utilize the "complaint procedure"
The "complaint procedure" has been communicated and publicized through as many channels as possible
The "complaint procedure" is specifically spelled out in the company's Policy Manual and the Employee Handbook
The organization makes every effort to settle employee complaints promptly, fairly and consistently
Aggrieved employees are kept informed as to the status of the resolve of their issues
Top management and the supervisory staff monitor employee concerns or issues to identify recurring problem areas
Employees perceive the local problem resolution system as fair
There is no backlog of prior or stale complaints or issues raised by employees
Supervisors have been trained in listening skills and constructive problem solving skills
 
 
VII. SECURITY:

Credibility and predictability on the part of top management are necessary for employees to have the level of trust and confidence necessary to maintain a union-free environment. Employees must believe in the leadership of their organization. Management must make its positions known to employees and then live up to them.

Likewise, visible effort must be made to maintain a high level of individual job security. Employees must feel that even in periods of business downturn management will try to maintain their employment. At the same time they must understand that the company (or any union) cannot guarantee job security. Unions can promise that if layoffs are necessary they will be handled in a consistent way--usually by seniority order. In a union-free environment, it is essential that employees know, before the fact, how layoffs and recalls will be handled if one becomes necessary.

Management's efforts to use alternatives to layoff whenever possible is important in developing a positive employee relations environment.

Individuals who are uncertain about their future with the organization will never develop the sense of loyalty and common purpose found in truly committed employees. Campaign promises of union organizers can have a special appeal to employees fearing loss of employment.

Timely, factual communications with employees about business conditions is most critical. There is nothing more terrifying than the unknown. Even communicating bad news is preferable to that.


Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
The facility has a specific written policy on service covering all employees
Standards are utilized in promotions, etc., in addition to length of service, i.e. skills, abilities, etc.
Standards are objective and consistently used
When all standards are equal, service is the determining factor
The facility has a definite written plan for layoffs and recall of employees
The organization makes every effort to give advance notice of unavoidable layoffs to employees with an explanation
The organization tries to help employees develop their potential for higher skilled jobs by providing additional training
Promotional and transfer policies are fairly and consistently administered
Service is properly recognized through service awards, public recognition events, etc.
The organization has taken every feasible action possible to stabilize employment
Efforts to create and sustain job security are communicated to employees
The organization has a good reputation in the community of being a safe and attractive place to work
 
 
VIII. SITE & FACILITY ISSUES:

Working conditions have withstood the test of time in proving how critically important an employee's working environment is when attempting to maintain a union-free organization. An organizations commitment to safety and health in the workplace must be real, and must be observed. Clean,well-maintained facilities, work areas and break/lunch areas are all equally important considerations.


Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
Work areas are as clean, pleasant and attractive as possible providing adequate lighting and HVAC
Employee, visitor and contractor access and egress allowances are well defined and managed
First aid supplies, equipment and personnel are adequate to meet the needs of all employees
The organization is committed to a safety philosophy and program
Safety rules are enforced by supervision
Cafeteria, vending and/or food/beverage services are perceived to be adequate and favorably
Restroom facilities are kept clean and in good order
Parking lots, walkways and entrance points are well maintained, i.e. paving, lighting, security, etc.
Space is dedicated to waiting areas, ie. Covered, lighted, HVAC
Good housekeeping and maintenance practices provide for clean, safe and visually appealing working conditions
Break areas are sufficient in number, are well maintained; water fountains/supply readily available
Diligent monitoring and maintenance of bulletin boards exists
 
 
IX. DISCIPLINE & DISCHARGE:

In the union-free organization it is usually the case that the only restriction on management's right to discharge and discipine employees is subject to federal and state laws and acts, typically also dealing with discrimination. Union organizers will typically promote the notion of "just cause" employment protection versus the doctrine of "employment-at-will."

Employers should focus heavily on policies and practices associated with disciplinary and discharge actions that are consistent, objective, thoroughly investigated and deemed to be "fair."


Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
The management team is familiar with the legalities regarding discharge under various laws
The management team is familiar with the "protected concerted activities" proviso of Section 7 of the NLRA
The management team addresses poor performers and disciplinary issues at the earliest possible time
All disciplinary and discharge actions are coordinated through Human Resources
Where misconduct occurs it is specifically identified and thoroughly investigated
A standard checklist is utilized when counseling and disciplining employees
All disciplinary and discharge actions are fully documented and witnessed by management personnel
After a disciplinary determination, appropriate discipline is issued
Human Resources is highly skilled in conducting close-out meetings with involved parties
Procedures utilized in conducting the discharge and exit of an employee are consistently applied
There is a firm policy of addressing performance and behavioral issues associated with management personnel
All actions associated with disciplinary and discharge activities are treated as highly confidential
 
 
X. WAGES & BENEFITS:

The local wage and benefit philosophy should be formulated and communicated to employees. It is important that in an overall sense the wages and benefits are competitive with the local labor market and the industry in which it competes. To maintain this competitive position, wages and benefits must be formally reviewed on an annual basis and the overall results communicated to employees in language they can understand. Equally important is ensuring that employees understand and appreciate the value of their existing benefits which requires frequent communication and review.


Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
The local wage and benefit objectives or philosophy is communicated to employees
Wage and benefit surveys are conducted annually and compared to local employers
Wage and benefit survey results are communicated to employees
Position descriptions exist for each classification
The organization has a formalized job evaluation program with up to date job evaluations
Supervisors are involved with drafting job descriptions
Supervisors understand and can explain to employees differences in jobs, requirements and pay
Wage and salary structures are reviewed for any inequities
There is a policy of granting wage adjustments annually
Objective standards exist to determine “merit” increases
The organization has appropriate leave policies, i.e. medical, military, legal, personal, etc.
Performance and production standards are in line with the requirements of the job
 
 
XI. COMMUNICATION:

Open and believable communication between employees and management is the most critical element to maintaining a union-free environment. Underlying a good communication program must be a sincere belief that employees have the right and need to know as much as possible about what is going on where they work (business posture, policies, potential changes, etc.). Communications must be ongoing, factual, and sensitive. It must involve employees at all levels in all directions.

Communications must be in many forms to meet the varying needs of a workforce (face to face, written, anonymous, etc.).

Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
Employees are regularly informed about the overall state of the business
Supervisors meet regularly with their employees
Supervisors prepare a summary of issues raised at employee meetings and send to central source for consolidation
Bulletin boards are current and frequently referred to by employees
Site leadership regularly sends letters to employees’ homes at least twice per year
A method exists for employees to submit questions, suggestions in writing, signed or unsigned
There is a local newsletter
Employees receive a performance appraisal once per year
Supervisors are regularly informed of business conditions, changes, challenges, etc.
Supervisors meet regularly in a group with HR to review policy application, problems, new approaches, etc.
Employees know about the organization’s commitment to a union-free environment
The Employee Handbook is an effective working tool
 
 
XII. TRAINING & DEVELOPMENT:

A commitment to training and development at all levels is absolutely critical in maintaining a union-free organization. Considerable resources should be devoted particularly to training first-line supervisors who deal with employees on a day-to-day basis.

Not At All To A Very Limited Extent To A Limited Extent Average To A Greater Extent To A Very Great Extent Best-In-Class
New employee training schedule is documented
“On the Job” skills and procedures documented
Standard Operating Procedures are documented
Training records are kept and maintained in a central data base
Employees regularly receive job skills training
Employees regularly receive safety training and safety updates
Clear guidelines exist for which jobs are posted and the process by which internal bidding/application occurs
Records are maintained on job bids and movement
Positions posted receive timely attention and are filled promptly
Training is provided to all supervisors on conducting effective performance reviews
Performance Appraisal forms are standardized
Training is provided to all supervisors on managing effectively in a non-union environment
 
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