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A Labor Management Partnership to Meet Workforce Needs

KDP helps develop and sustain organizations that address


community and workforce programs, to promote labor management
cooperation, and to serve the needs of the modern workforce. www.kdpworks.org

Three Central Features of the New American Workplace:


Labor and management work cooperatively to create high performing workplaces
Decision-making authority is Jobs in the new A flatter structure
redistributed so that managers workplace call for a for management
and workers are organized into greater variety of skills transforms the role
teams. Workers are given and responsibility. for the manager. It
some authority to make When workers are organized replaces the top down
decisions previously restricted to into teams, they learn skills to authoritarian control.
managers and the opportunity to complete a particular task, plus
Managers become leaders
develop skills necessary to make they gain an understanding of
and facilitators.
these decisions. The new workplace the complete production or
rejects the division between mental service process. Team building brings a
and manual labor when workers are This encourages leadership problem-solving approach
asked to “check their brains at the from all levels of the for a more productive work
door.” organization. environment

The benefits for shared decision making:


 Consistent with the principles of democracy  Creates a way for employees to participate in
and serves as a model of governance. decisions that affect their work.
 Facilitates communication with access to  Builds on skills and knowledge of employees to
managers at all levels required for decisions. improve problem solving with a commitment to
 Promotes shared understanding of problems decisions made with their interests in mind.
for the company, union, and employees so  Promotes employees’ pride in themselves, their
that decisions take into account interests of company, and the customers they serve, leading
all parties. to more commitment to the organization’s goals.
 Provides a forum for innovative discussions  Improves quality and productivity along with
of operational problems and plans. increased job security, satisfaction, and morale.

Characteristics of a Labor-Management Training Committee:


 Shared control (alternating chairs)  Sharing of information and expertise
 Written ground rules (joint resolution)  Collaborative/group problem solving
 Direct and honest communication  Consensus decision making
 Documentation, such as agendas and  Focus on training programs and address
minutes, with timely feedback worksite issues in separate meetings

For more information, contact Stuart Bass sbass@kdpworks.org or John Tkach jtkach@kdpworks.org
Labor-Management Training Committee
Pilot Project
PRESENTED BY KEYSTONE DEVELOPMENT PARTNERSHIP

WHAT IS THE TRAINING PARTNERSHIP?


The Labor-Management Training Committee (LMTC) is a jointly governed committee of
employees and managers dedicated to customize the highest quality training program. The
goal is to identify the skill needs of the workforce and design training programs to meet skill
gaps. An LMTC has the potential to evolve into a Joint Apprenticeship and Training Council
to govern apprenticeship programs employers and unions.

HOW DO WE IDENTIFY THE SKILL NEEDS OF THE WORKFORCE?


KDP works with the LMTC for a “data driven” approach to determine what skill upgrades are
required. This includes interviews with Subject Matter Experts (SME) and may also use a
workforce survey to identify what customized training is a priority for scheduling classes.

CURRENT TRAINING ANALYSIS


KDP collaborates with supervisors, workers, in-house trainers, and training providers to set a
benchmark for the current “state of practice” for workforce development in the organization.
KDP works with the LMTC to gather best practices and identify business requirements that
show the need for training.

JOB PROFILE
The job profile defines the specific responsibilities and tasks that are performed on the
targeted job. KDP works with SME in each major work assignment. SME are employees that
are considered the best at performing the job. The SME identify the specific responsibilities
and tasks that are performed on the job to create a job task list. The results are compiled
into job task lists and grouped by responsibilities that are then reviewed by the LMTC. This
becomes the curriculum outline use to customize training and to develop content for On the
Job Training (OJT) also known as On the Job Learning (OJL) for apprenticeship programs.

SKILL GAP ANALYSIS


Many organizations acknowledge the need for skill training and consider a “grow your own”
approach. KDP assists with defining those needs for the LMTC. This “data” can be used to
define training priorities, to validate current training programs, and to customize new training
programs. The task lists are the foundation for courseware design and curriculum outlines and
OJT/OJL.

Keystone Development Partnership


www.kdpworks.org
A Labor Management Partnership to Meet Workforce Needs
For more information, contact Stuart Bass sbass@kdpworks.org or John Tkach jtkach@kdpworks.org