Labor Relations Fundamentals for Community College Districts

 Always complete regularly scheduled performance evaluations in a timely manner and be as objective as possible about performance - praising achievements and identifying deficiencies - while making suggestions for improvement and future goals.

Don’ts

 Do not criticize other members of the management team. You are management. Address disagreements in private.  Do not negotiate with employees. That is the job of the district’s labor negotiators. Negotiating with employees on matters within scope of representation can subject the district to an unfair practice charge.  Do not make special arrangements with employees who you favor or otherwise treat employees in an unequal manner. Doing so might violate the labor agreement and/or the law.  Do not make exceptions to the terms of the agreement. The district agreed to the terms of the contract for a reason. Giving more ground to the employees harms the district and could subject you to adverse action (e.g., evaluation, discipline) for poor supervision.  Do not make compromises that will make it more difficult to supervise employees in the future just to solve a current problem. Furthermore, those compromises could lead to past practices that are difficult to change.  Do not avoid communication with subordinates or union representatives out of fear of complaints.  Do not abandon the district’s mission, standards, or important principles just to satisfy employees. The district exists to serve students and the public, not the employees.  Do not fail to counsel or take corrective action when employees fail to complete work, do not meet expectations or misbehave.  Do not be intimidated by subordinates or union representatives.

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Do not abandon your role as a leader.

Labor Relations Fundamentals for Community College Districts © 2019 (c) Liebert Cassidy Whitmore 30