Closing the negotiations. The company and its employees can agree on the schedule and progress of the negotiation process in general. In some situations, a shorter schedule than the one specified by law may be sufficient. At other times, however, more time may be needed. Careful preparation helps with the execution of a short but intensive process. An extended negotiation process is not good for the company’s work- ing atmosphere. Ideally, the parties should come to an understanding on the grounds for the workforce reductions and the available alternatives during the negotiations. This is not always possible; sometimes the parties disagree throughout the ne- gotiations. This in itself is not a sign of failed negotiations; the important thing is to ensure that the parties feel all issues were sufficiently addressed. CO-OPERATION PROCEDURE Negotiation proposal Planning Investigation Communication Reassignment / training opportunities Supervisor coaching Individual / group discussions, Change negotiations Other matters Job rotation Layoffs Dismissals Other measures PREPARATION 7 DAYs / 14 DAYS / 6 WEEKS MEAsUREs • 79 • Appendix 8 Appendix 8 Telecommuting instructions Appendix, not part of the collective agreement.
Closing the negotiations. The company and its employees can agree on the schedule and progress of the negotiation process in general. In some situations, a shorter schedule than the one specified by law may be sufficient. At other times, however, more time may be needed. Careful preparation helps with the execution of a short but intensive process. An extended negotiation process is not good for the company’s work- ing atmosphere. Ideally, the parties should come to an understanding on the grounds for the workforce reductions and the available alternatives during the negotiations. This is not always possible; sometimes the parties disagree throughout the ne- gotiations. This in itself is not a sign of failed negotiations; the important thing is to ensure that the parties feel all issues were sufficiently addressed. co-operation procedure Negotiation proposal Planning Investigation Communication Reassignment / training opportunities Supervisor coaching Individual / group discussions, co-operation negotiations Other matters Job rotation Layoffs Dismissals Other measures PREPARATION 14 DAYS / 6 WEEKS measures Appendix 8 (Not part of the collective agreement) Appendix 8 TELECOMMUTING INSTRUCTIONS PURPOSE The Technology Industry Employers of Finland, Federation of Professional Man- agerial Staff – YTN and Association of IT sector Employees have drafted these instructions with the aim of creating a safe framework for agreeing on tele- commuting and providing guidance on the use of telecommuting to satisfy all parties. The unions encourage enterprises to implement modern, productivity-enhanc- ing working-hour schemes. These schemes include working hour arrangements that enable telecommuting. Telecommuting provides an opportunity to improve productivity at work and the quality of working life, combine work and family life, promote working capacity, increase flexibility with respect to the location of workplaces and homes, and reduce the amount of money and time spent on travelling to and from work.
