Organizational Change. (a) If the University introduces or intends to introduce a measure, policy, practice or change that affects the terms, conditions, or security of employment of a significant number of employees to whom a collective agreement applies, the University agrees to give the Union sixty (60) days written notice prior to the measure, policy and/or practice taking effect. During the notice period the University will consult with Union Representatives through the Labour/Management Committee with the intention of developing a strategy to allow the Sessional Lecturer to complete their current appointment in the term in which notice is served.
Organizational Change. 18.6,1 In the event that the Employer introduces organizational change which results in the displacement of employees from employment with the Employer, the Employer shall make every effort to place such employees in other job openings.
Organizational Change. (a) Should the introduction of a significant organizational change lead to a layoff of employees, the Employer must perform the following:
Organizational Change. In the event that the Board shall merge, amalgamate, or combine any of its operations or functions with another employer, the Board will endeavour to ensure the retention of seniority, wages and benefits equal to those in place for employees in this bargaining unit at the time.
Organizational Change. In the event that organizational change is instituted, the Employer will notify the Union as soon as practicable of the impending change. The Employer undertakes to consider practical ways and means of minimizing the adverse effect, if any, on the employees concerned.
Organizational Change. 33.01 The Employer shall ensure the Union is kept informed of pending organizational changes. The Employer shall ensure the Employees are kept informed of pending operational changes. As a result of pending organizational change, the Employer shall endeavour to establish planning committees or working groups involving affected Employees and management:
Organizational Change. It is recognized that the NAMM, NHN, the Company or its affiliated Hospitals, Physician Organizations and/or PHOs may undergo organizational changes during the term of this Agreement for good and valid reasons that are important to their future success. It is also recognized that the obligations and relationships established by the Master Agreement and this Agreement implement important strategies for the Parties and must, therefore, be protected from any harmful influence that might be caused by organizational evolution.
Organizational Change. The parties agree to adopt the principles of Article 54 of the Labour Relations Code.
Organizational Change. The King County Sheriff’s Office adapted a three-phased approach to effect organizational change that involved changes in recruitment strategies, in the selection system, and in how it assessed deputy performance. Further, it linked information on job functions, required competencies, and the test scales used to assess them, to performance appraisal rating scales. Together, all of this information increased the content and construct validity of the sheriff’s office’s performance management system supported by HSS. As such, the work presents a solid model for consideration when institutionalizing organizational change. The performance management system facilitated by HSS represents a change in emphasis when compared to traditional selection research. Further, it shows how a well-conceived hiring project can introduce vital change into an organization. Central to this effort was the guiding principle that drove HSS in the King County Sheriff’s Office and which defined it as more than a hiring project. HSS was framed as the foundation of organizational systemic change that would affect critical human resource systems. The sheriff’s office was clear that instead of revising strategies aimed only at recruit deputies, HSS would affect the career life of all deputies. Clearly, the link to performance appraisal helps to accomplish that objective. Unique Accomplishments • Developed core competencies with links to existing assessment tools • Developed a model eligibility list • Developed a service-oriented performance appraisal Developed core competencies with links to existing assessment tools: The careful development of core competencies that reflect service-oriented law enforcement is a considerable achievement. The work of the King County Sheriff’s Office provides a clear definition of the job functions of a deputy in a community policing department and links these functions to the core competencies required to perform these functions. Moreover, using a construct validity strategy to define the competency model clearly strengthens the credibility of this body of work. The linking of competencies to existing occupational and clinical assessment tools through the auditing process takes advantage of the scientific evidence that has supported commercially available tools in accordance with laws and published guidelines for the use of psychological screening in employee selection. These guidelines include The Uniform Guidelines on Employees Selection Procedures, the ...
Organizational Change. The parties recognize that the Employer may need for business and/or patient care reasons to make changes in the hospital which could affect an employee’s position, i.e., unit, FTE or shift. The Employer agrees to give the Union and employees involved at least thirty (30) days’ notice prior to implementation. The Employer shall include in the notice the type of change planned and the reason for the change. On request of the Union, the Employer will meet with the union within the thirty (30) days’ notice period to discuss the impact of the change. The procedure used shall be as described in this section unless modified by mutual agreement. Prior to implementing any of the following process, the Employer shall seek volunteers first from the affected unit(s).
